2018 Annual Budget - Volume 2VOLUME II
2018 ANNUAL BUDGET
CITY OF BOULDER, COLORADO
2018 Annual Budget Volume II
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CITY OF BOULDER CITY COUNCIL
Mayor.........................................................................................................Suzanne Jones
Mayor Pro Tem...................................................................................Andrew Shoemaker
Council Members...............................................................................Matthew Appelbaum
Aaron Brockett
Jan Burton
Lisa Morzel
Sam Weaver
Bob Yates
Mary Young
City of Boulder's 2018 BUDGET VOLUME II | Page 4
CITY OF BOULDER STAFF
City Manager........................................................................................Jane S. Brautigam
City Attorney........................................................................................................Tom Carr
Municipal Judge.........................................................................................Linda P. Cooke
Deputy City Manager........................................................................Mary Ann Weideman
Deputy City Manager.......................................................................................Tanya Ange
Assistant City Manager...............................................................................Chris Meschuk
Chief Financial Advisor...................................................................................Bob Eichem
Chief Financial Officer..................................................................................Cheryl Pattelli
City Clerk.....................................................................................................Lynnette Beck
Director of Communication.............................................................Patrick von Keyserling
Director of Community Vitality........................................................................Molly Winter
Executive Director of Energy Strategy & Electric Utility Development.......Heather Bailey
Fire Chief............................................................................................Michael Calderazzo
Director of Human Resources...........................................................................Joyce Lira
Director of Human Services............................................................................Karen Rahn
Chief Information Officer.....................................................................................Don Ingle
Director of Library and Arts...........................................................................David Farnan
Municipal Court Administrator..........................................................................James Cho
Director of Open Space & Mountain Parks..................................................Tracy Winfree
Director of Parks & Recreation...................................................................Yvette Bowden
Director of Planning, Housing & Sustainability............................................Jim Robertson
Police Chief......................................................................................................Greg Testa
Executive Director of Public Works...........................................................Maureen F. Rait
Director of Public Works for Transportation...........................................Michael Sweeney
Director of Public Works for Utilities.........................................................Jeffrey M. Arthur
City of Boulder's 2018 BUDGET VOLUME II | Page 5
CITY OF BOULDER BUDGET STAFF
Executive Budget Officer (CIP Coordinator)...............................................Kady Doelling*
Planning, Housing and Sustainability (CIP Coordinator)................................Jean Gatza*
Planning, Housing and Sustainability (CIP Coordinator)...............................Phil Kleisler*
Planning, Housing and Sustainability..........................................................Chris Ranglos
Community Vitality......................................................................................Donna Jobert*
Finance...................................................................................................Devin Billingsley*
Fire........................................................................................................David Gelderloos*
Information Technology..................................................................................Beth Lemur*
Open Space & Mountain Parks................................................................Lauren Kilcoyne
Open Space & Mountain Parks......................................................................Jim Reeder*
Parks & Recreation.................................................................................Douglas Godfrey
Parks & Recreation...........................................................................................Jeff Haley*
Police........................................................................................................Bridget Pankow
Public Works................................................................................................Joanna Crean
Public Works/Airport...........................................................................................Tim Head
Public Works/Facilities & Asset Management.................................................Joe Castro*
Public Works/Facilities & Asset Management.................................................Maria Diaz*
Public Works/Greenways..............................................................................Annie Noble*
Public Works/Greenways..................................................................................Kurt Bauer
Public Works/Transportation..........................................................................Jenna Pratt*
Public Works/Transportation........................................................................Gerrit Slatter*
Public Works/Utilities..........................................................................................Ken Baird
Public Works/Utilities...............................................................................Douglas Sullivan
Public Works/Utilities...........................................................................Christin Shepherd*
* Member of the CIP Peer Review Team
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TABLE OF CONTENTS
1 | Introduction ................................................................................................11
2 | Funding Summaries ....................................................................................23
Overview ........................................................................................................................24
Funding by Department .................................................................................................25
Funding by Project Type ................................................................................................32
Funding by Fund............................................................................................................37
3A | Special Highlight: Community, Culture & Safety Tax.......................43
3B | Special Highlight: Central Boulder Long-Term Planning & City
Facilities Assessment .....................................................................................47
3C | Special Highlight: Public Art ...............................................................53
4 | Department Projects ................................................................................57
Community Vitality .........................................................................................................59
Facilities and Asset Management ..................................................................................65
Fire-Rescue ...................................................................................................................83
Information Technology .................................................................................................85
Library and Arts .............................................................................................................93
Open Space and Mountain Parks..................................................................................95
Parks and Recreation ..................................................................................................115
Police ...........................................................................................................................131
Transportation .............................................................................................................133
Utilities .........................................................................................................................159
5A | Citywide Information Sections: Capital Planning, Prioritization &
Guiding Principles ........................................................................................239
5B | Citywide Information Sections: Strategic Planning For Unfunded
Needs ................................................................................................................247
5C | Citywide Information Sections: Asset Assessment & Inventory ..257
5D | Citywide Information Sections: Project Planning/Community &
Environmental Assessment Process .........................................................261
5E | Citywide Information Sections: Growth-Related Funding ...........265
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HOW TO USE THIS DOCUMENT
The City of Boulder’s 2018-2023 Capital Improvement Program (CIP) contains information on how the city plans to
invest available resources into key infrastructure and facilities between 2018 and 2023. This document contains:
planned project funding summaries organized by department, project type, and fund; detail sheets for every project
and program included in the plan; links to maps illustrating the location of projects throughout the city; and narratives
describing the rationale behind project prioritization. The 2018-2023 CIP has five main parts:
• Introduction and CIP Highlights
• Funding Summaries
• Special Highlights
• Department Sections
• Citywide Information Sections
1 | Introduction
The Introduction section provides an overview of the 2018-2023 CIP including highlights of the CIP, and
describes the CIP process.
2 | Funding Summaries
The Funding Summaries section contains analysis of how the 2018-2023 CIP allocates dollars among city
departments, project types, and funds. Full financial detail can be found in the tables of this section.
3 | Special Highlights
The Special Highlights sections include information on major areas of concerted effort related to capital
investment. These include: implementation of the Community, Culture and Safety tax projects; information on
Central Boulder long-term planning; and an update public art and capital projects.
4 | Department Sections
The department sections each contain highlights of the department’s mission, funds, capital projects and
highlights. Following the narrative, the department sections contain department funding summaries and project
sheets for each of the department’s CIP projects.
5 | Citywide Information Sections
• CIP Process, Prioritization and Guiding Principles
• Strategic Planning for Unfunded Needs
• Asset Assessment and Inventory
• Project Planning / Community Environmental Assessment Process (CEAP)
• Growth Related Funding
Data Limitations
The 2018-2023 CIP provides the funding plan (amount needed by year) for each CIP project. That is, the amounts
analyzed in the document’s summary sections and in each project sheet refer to planned budget allocations (sources)
and not expenditures (uses), over the six year time frame.
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Future versions of this CIP will migrate expenditure information into all sections of the document as it becomes
available in the city’s financial systems.
How to Read Project Financial Data
The Capital Funding Plan for each project includes:
• Capital Funding Plan
• Unfunded Amount
For most projects in the CIP, the Capital Funding Plan table shows total allocated dollars to the project prior to 2018
and for each year between 2018 through 2023. However, ongoing programs, because they have typically received
funding for many years before 2018, may not have complete information about allocated funding prior to 2017.
Ongoing programs generally allocate a set amount of funding per year on a continuing basis. The Total Funding Plan
shows either the ongoing funding totals or the years shown, or the total estimated cost of completing a specific project.
The Future Unfunded field is intended to show any amount of the Total Funding Plan that does not have an identified
funding source. The Funding to Completion field is intended to show any amount of the Total Funding Plan that is
outside of the six-year CIP window (2018-2023).
On-going Funding Plan
Specific Project Funding Plan
Capital Funding Plan
Fund(s)Expended
through
2016
Actuals
Revised
2017
Budget -
Current
Year
2018
Budget
2019 2020 2021 2022 2023
Transportation $2,985 $957,015 $3,440,000 $0 $0 $0 $0 $0
Funding to Completion:$0
Future Unfunded:$0
Total Funding Plan: $4,400,000
Capital Funding Plan
Fund(s)Expended
through
2016
Actuals
Revised
2017
Budget -
Current
Year
2018
Budget
2019 2020 2021 2022 2023
Open Space $154,932 $400,000 $500,000 $500,000 $400,000 $400,000 $300,000 $0
Funding to Completion:$0
Future Unfunded:$0
Total Funding Plan: $4,400,000
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1 | INTRODUCTION
Capital Planning and 2018 – 2023 CIP
The City of Boulder’s Capital Improvements Program (CIP) is a comprehensive, 6-year plan for capital investment in
maintaining and enhancing public infrastructure. The CIP provides a forecast of funds available for capital projects
and identifies all planned capital improvement projects and their estimated costs over the 6 year period. A community’s
CIP is a guide that lays out the framework for achieving the current and future goals related to the physical assets of
the community.
Relationship Between Plans and the CIP
Boulder invests in facilities and infrastructure and provides a high level of municipal services. The city owns and
maintains 385 buildings and structures (including three recreation centers, five library facilities, eight fire stations,
and five parking structures), 1,800 acres of parkland, 46,210 acres of Open Space and Mountain Parks (OSMP), 305
centerline miles of streets, 159 centerline miles of bike facilities, 80 underpasses, two water treatment facilities, one
wastewater treatment facility, 11 dams and over 800 miles of water and wastewater piping.
The city funds the construction and maintenance of these assets using a wide range of sources, including tax
revenues, bond proceeds, and fees and continues to look for ways to leverage its funding, through federal, state, and
local grants and reimbursements, to maximize funding for CIP projects.
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The CIP development process prioritizes the city’s numerous needs across multiple departments and services with
attention to the limits of each funding source, progress on ongoing CIP projects, funding commitments made by prior
CIPs and ongoing work to leverage outside funding. Specific information about prioritization including the CIP Guiding
Principles is included in the Capital Planning, Prioritization and Guiding Principles section of this document.
2018 – 2023 Capital Improvement Program
The 2018-2023 CIP includes $111 million for 148 discrete projects or categories of funding for ongoing needs (e.g.
local drainage improvements, major trail maintenance).
INTRODUCTION
To note, the Community, Culture and Safety Tax 2015-2017 proceeds are not included in these totals because
allocations are occurring through budget adjustments. Information on this voter approved capital initiative is included
later in this document in a special highlight section.
The city is spending the majority, about 89 percent, of its 2018 capital funds on capital maintenance and enhancement
of its existing assets (see figure on p.13). Capital enhancements involve upgrades to existing facilities that may include
upgraded technologies, materials and equipment that can be more efficient, effective and less costly to operate over
time. The CIP focuses on taking care of what the city already owns with an emphasis on making improvements to its
core service areas.
$0
$20
$40
$60
$80
$100
$120
2018 2019 2020 2021 2022 2023Millions PW/UTILITIES
PW/TRANSPORTATION
PW/FAM
P&R
OSMP
Other
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INTRODUCTION
2018 Projects by Project Type
Several departmental master plan updates are underway or will soon begin and will inform future capital planning.
These include:
• Fire-Rescue
• Library
• Open Space and Mountain Parks
• Transportation
• Parks and Recreation
• Facilities and Asset Management
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INTRODUCTION
CIP Highlights
Using the Sustainability Framework as a basis, the following presents key 2017 CIP accomplishments, a look
ahead to 2018 and 2019 priorities, and highlights current and anticipated future capital investments as they relate to
subcommunity and area planning.
Meeting many goals, the highlighted projects in the capital improvement program benefit the City of Boulder, its
residents and visitors by maintaining key infrastructure and functionality, maintaining and improving the transportation
network, providing greater safety, maintaining and improving recreational facilities and natural lands, and maximizing
the use of technology for greater efficiency and better service delivery.
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INTRODUCTION
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INTRODUCTION
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INTRODUCTION
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INTRODUCTION
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INTRODUCTION
Special Highlight Sections
The special highlight sections of the Capital Budget provide detailed information on initiatives or other areas of
focus in addition to information provided in the funding summaries and/or department pages. The highlight sections
included herein are:
Community, Culture and Safety Tax – Boulder voters approved the Community Culture and Safety tax in
2014 to fund key capital and community needs. This highlight section provides an update on spending and
planned projects funded by the temporary tax. Projected revenue is anticipated to yield $27.6 million for thirteen
specific projects to improve community spaces, bolster cultural projects and organizations, and enhance safety.
Projects to implement the Civic Area Plan will be funded by this tax.
On November 7, Boulder voters elected to renew the Community, Culture, and Safety Sales and Use tax for four
years (2018-2021) to fund another diverse mix of projects (See CCS Highlight Section). The package includes
key public safety projects and important enhancements to renovation and infrastructure projects currently
underway. More information on the renewal can be found on the project website.
Central Boulder Long-Term Planning – Several planning processes for the Central Boulder Corridor are
underway. This highlight section provides information on the long-term planning process for the Central Boulder
corridor, including University Hill, Civic Area and Alpine Balsam sites.
Public Art - The city is developing a new policy to commission public art in a manner consistent with the
Community Cultural Plan, integrating public art with capital improvements in public spaces. This highlight section
describes work that is proceeding to identify a sustainable source of funding and outline new public art projects.
Citywide Information Sections
CIP Process, Prioritization and Guiding Principles
Boulder's capital planning is built on the community's vision and identifies and prioritizes the needs of the community.
This is done by applying Boulder’s Sustainability Framework and the CIP Guiding Principles to ensure that the CIP
aligns with and advances the wide range of goals and priorities of the City Council and community. The CIP review
and prioritization process is described in detail in this section.
Strategic Planning for Unfunded Needs
Master Plans and the Capital Improvement Program are key tools for identifying and targeting public capital investment
within changing budget constraints. The goal is to maintain and, in some cases, enhance service levels and standards
over time. In the process of planning to achieve the community’s vision, staff continues to identify significant unfunded
and emerging capital needs across the city related to maintenance and replacement, service delivery, community
vision and new opportunities. This section outlines the challenges experienced in long-term capital planning, new
opportunities and work underway to address capital needs.
Asset Assessment and Inventory
In order to honor the commitment to “taking care of what we have” the city has committed to maintaining a coordinated,
organization-wide condition assessment that will identify ongoing capital needs necessary to maintain infrastructure,
assets, and facilities for a sustainable community, thus informing strategic investments that support community
priorities. The inventory is described in detail in this section.
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INTRODUCTION
Community and Environmental Assessment Process (CEAP)
The projects that are proposed to be evaluated under Community and Environmental Assessment Process (CEAP)
review are listed in this section, and the individual project sheets identify if a CEAP is required. The purpose of a
CEAP is defined to “assess potential impacts of conceptual project alternatives in order to inform the selection and
refinement of a preferred alternative.” CEAP findings are submitted by departments to their respective advisory board
for review as part of CIP project approval. Council has the opportunity to call up projects for their review and approval.
Growth-Related Funding
The city completed updated study of development excise tax and impact fees last year and approved a new fee
structure to produce revenues that can be used toward projects for which there is deemed to be a growth impact
component. This section provides an overview of how the city funds system improvements to offset the impact of new
development on city infrastructure and projects in the 2018-2023 CIP that are funded by these sources.
CIP Project Mapping
Project mapping is provided through this link to an interactive site.
Annual CIP Process
The annual CIP process can be divided into three parts: Planning, Project Review, and Board Review/City Council
Adoption. The responsibility for coordinating the process citywide is shared by the Department of Community Planning
& Sustainability and the Finance Department.
Planning
The first phase of the process identifies and prioritizes the needs of the community. This is done by applying Boulder’s
Sustainability Framework to ensure that the CIP aligns with and advances the wide range of goals and priorities of
the City Council and community. The seven categories of the Sustainability Framework build upon the Boulder Valley
Comprehensive Plan (BVCP) and the city’s Priority Based Budgeting (PBB) approach: two key initiatives that define
long-term community goals and priorities. Both the BVCP and PBB were developed from extensive community input
processes and are used to guide long-term decision making as well as the city’s annual budget process.
Project Review
The second phase engages each department proposing projects for the CIP in a citywide review process. Proposed
projects are reviewed by the CIP Peer Review Team (PRT). After the PRT’s review of projects, the city’s Executive
Budget Team also reviews the project information and provides feedback to departments before departments propose
projects for inclusion in the draft CIP.
Board Review and City Council Adoption
The final phase involves review by department advisory boards, the Planning Board, and City Council. Department
advisory boards review their department’s proposed CIP projects and make recommendations to the Planning Board
and City Council.
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INTRODUCTION
Section 78 of the City Charter calls for the city Planning Department to prepare the annual CIP with other city departments
for submittal to the City Manager. The Planning Board evaluates and makes recommendations to the City Manager and
City Council on the draft CIP. The Planning Board’s review of the CIP includes the relationship of projects to the policies
of the BVCP, subcommunity plans, area plans and departmental master plans.
City Council reviews the draft CIP in August, and provides feedback to the City Manager prior to final budget development.
City Council appropriates funds for the first year of the CIP through the budget ordinances. While Colorado state law
limits appropriations to the first year of the CIP, the succeeding five years of the annual CIP are important in providing a
longer-term plan for setting funding priorities, scheduling projects in a logical sequence, and coordinating and targeting
capital improvements for all city departments.
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2 | FUNDING SUMMARIES
Overview
Funding by Department
Community Vitality
Information Technology
Open Space and Mountain Parks
Parks and Recreation
Public Works - Facilities and Asset Management
Public Works - Stormwater and Flood Management
Public Works - Transportation
Public Works - Wastewater Utility
Public Works - Water Utility
Funding by Project Type
Capital Enhancement
Capital Maintenance
Capital Planning Studies
Land Acquisition
New Facility/Infrastructure
Funding by Fund
.25 Cent Sales Tax Fund
Airport Fund
Boulder Junction Capital Improvement Fund
Capital Development Fund
Computer Replacement Fund
Downtown Commercial District Fund
Facility Renovation & Replace Fund
Lottery Fund
Open Space Fund
Permanent Parks & Recreation Fund
Stormwater & Flood Management Utility Fund
Transportation Fund
Transportation Development Fund
Wastewater Utility Fund
Water Utility Fund
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OVERVIEW
The Funding Summaries section provides full detail of the city’s CIP budget needs from 2018 through 2023 by
department, project type, and fund. For each of the three funding views, the following information is shown:
• Total project cost
• Planned funding allocation in each year 2018-2023 and the six-year total
• Prior funded amount
• Unfunded amount
The Funding Summaries focus on estimated budget needs (sources) for all projects. The CIP this year shows
limited instances of planned or actual expenditures at a project, department, or fund level. In practice, as projects are
planned, designed, and constructed, during any given year, appropriated project sources almost always differ from
project expenditures. In some circumstances, such as a large project that requires many years of accumulated funds
before design or construction can commence, expenditures may significantly lag appropriations.
All tables and graphs in this section include transfers between departments. These transfers are included in the
departments because they will appear in the individual department sections of the overall city budget. The summary
information included in the introduction removes transfers to avoid double counting and to correctly express the total
project funding of the CIP.
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FUNDING BY DEPARTMENT
The following city departments are participating in the 2018-2023 CIP:
• Community Vitality
• Information Technology (IT)
• Open Space and Mountain Parks (OSMP)
• Parks and Recreation
• Public Works (PW) - Facilities and Asset Management (FAM)
• PW—Stormwater and Flood Management Utility
• PW-Transportation and Municipal Airport
• PW-Wastewater Utility
• PW-Water Utility
• PW-Greenways
The Public Works divisions of Utilities and Transportation have the greatest allocations of resources in the 2018-2023
CIP. Major renovations to stormwater, water and wastewater facilities are primarily responsible for the large spikes in
allocations during 2018 and 2023.
Many departments have dedicated revenue sources that keep their CIP funding relatively constant. For example,
both Open Space and Mountain Parks and Parks and Recreation have dedicated revenue sources, and their CIP
funding remains relatively constant.
The chart below displays the share of total 2018-2023 CIP spending on each department.
2018-2023 Funding by Department
$0
$20
$40
$60
$80
$100
$120
2018 2019 2020 2021 2022 2023Millions PW/UTILITIES
PW/TRANSPORTATION
PW/FAM
P&R
OSMP
Other
* Other includes Community Vitality and Information Technology
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FUNDING BY DEPARTMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
COMMUNITY VITALITY 3,650,000$ 1,775,000$ 375,000$ 375,000$ 375,000$ 375,000$ 375,000$
INFORMATION TECHNOLOGY 8,558,000 900,200 1,751,200 1,554,200 1,617,900 1,404,900 1,329,600
OPEN SPACE AND MOUNTAIN PARKS 29,865,300 9,435,300 5,270,000 4,415,000 4,465,000 3,940,000 2,340,000
PARKS AND RECREATION 38,004,600 13,304,600 4,250,000 7,000,000 4,250,000 5,000,000 4,200,000
PW/FACILITIES AND ASSET MNGMT 10,286,000 2,102,000 2,111,000 1,705,000 1,624,000 1,662,000 1,082,000
PW/STORMWATER AND FLOOD MGNT 76,413,112 7,207,222 33,625,308 4,533,357 8,507,738 4,360,505 18,178,982
PW/TRANSPORTATION 86,802,789 15,760,585 18,866,360 17,039,464 11,847,380 11,744,500 11,544,500
PW/WASTEWATER UTILITY 93,795,605 18,284,523 6,225,831 8,076,910 7,882,047 45,859,818 7,466,476
PW/WATER UTILITY 122,074,027 42,884,809 12,730,701 21,717,967 15,026,085 16,351,649 13,362,816
Total 469,449,433$ 111,654,239$ 85,205,400$ 66,416,898$ 55,595,150$ 90,698,372$ 59,879,374$
TOTAL $469,449,433 $111,654,239 $85,205,400 $66,416,898 $55,595,150 $90,698,372 $59,879,374
2018-2023 FUNDING SUMMARY BY DEPARTMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
COMMUNITY VITALITY 3,650,000$ 1,775,000$ 375,000$ 375,000$ 375,000$ 375,000$ 375,000$
INFORMATION TECHNOLOGY 8,558,000 900,200 1,751,200 1,554,200 1,617,900 1,404,900 1,329,600
OPEN SPACE AND MOUNTAIN PARKS 29,865,300 9,435,300 5,270,000 4,415,000 4,465,000 3,940,000 2,340,000
PARKS AND RECREATION 38,004,600 13,304,600 4,250,000 7,000,000 4,250,000 5,000,000 4,200,000
PW/FACILITIES AND ASSET MNGMT 10,286,000 2,102,000 2,111,000 1,705,000 1,624,000 1,662,000 1,082,000
PW/STORMWATER AND FLOOD MGNT 76,413,112 7,207,222 33,625,308 4,533,357 8,507,738 4,360,505 18,178,982
PW/TRANSPORTATION 86,802,789 15,760,585 18,866,360 17,039,464 11,847,380 11,744,500 11,544,500
PW/WASTEWATER UTILITY 93,795,605 18,284,523 6,225,831 8,076,910 7,882,047 45,859,818 7,466,476
PW/WATER UTILITY 122,074,027 42,884,809 12,730,701 21,717,967 15,026,085 16,351,649 13,362,816
Total 469,449,433$ 111,654,239$ 85,205,400$ 66,416,898$ 55,595,150$ 90,698,372$ 59,879,374$
TOTAL $469,449,433 $111,654,239 $85,205,400 $66,416,898 $55,595,150 $90,698,372 $59,879,374
2018-2023 FUNDING SUMMARY BY DEPARTMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL MAINTENANCE
Downtown Parking Garage Major Maint 1,500,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$
Downtown Pearl St Mall Amenity Repl 750,000 125,000 125,000 125,000 125,000 125,000 125,000
Garage Stair Replacement 1500/1100 1,400,000 1,400,000 - - - - -
TOTAL: CAPITAL MAINTENANCE $ 3,650,000 $ 1,775,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000
TOTAL $ 3,650,000 $ 1,775,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000
COMMUNITY VITALITY
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL MAINTENANCE
Downtown Parking Garage Major Maint 1,500,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$
Downtown Pearl St Mall Amenity Repl 750,000 125,000 125,000 125,000 125,000 125,000 125,000
Garage Stair Replacement 1500/1100 1,400,000 1,400,000 - - - - -
TOTAL: CAPITAL MAINTENANCE $ 3,650,000 $ 1,775,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000
TOTAL $ 3,650,000 $ 1,775,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000
COMMUNITY VITALITY
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL MAINTENANCE
Data Backup and Disaster Recovery 231,700$ 74,300$ -$ -$ -$ 53,300$ 104,100$
Database Hardware Replacement 150,600 - - 19,200 65,600 65,800 -
End User Device Replacement 4,474,400 564,900 694,000 704,000 720,100 910,400 881,000
Network Hardware Replacement 2,979,900 228,100 985,800 795,800 289,600 357,600 323,000
Security Administration 124,100 3,500 37,600 35,200 30,000 17,800 -
Server Hardware Replacement 597,300 29,400 33,800 - 512,600 - 21,500
TOTAL: CAPITAL MAINTENANCE $ 8,558,000 $ 900,200 $ 1,751,200 $ 1,554,200 $ 1,617,900 $ 1,404,900 $ 1,329,600
TOTAL: INFORMATION TECHNOLOGY $ 8,558,000 $ 900,200 $ 1,751,200 $ 1,554,200 $ 1,617,900 $ 1,404,900 $ 1,329,600
INFORMATION TECHNOLOGY
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL MAINTENANCE
Data Backup and Disaster Recovery 231,700$ 74,300$ -$ -$ -$ 53,300$ 104,100$
Database Hardware Replacement 150,600 - - 19,200 65,600 65,800 -
End User Device Replacement 4,474,400 564,900 694,000 704,000 720,100 910,400 881,000
Network Hardware Replacement 2,979,900 228,100 985,800 795,800 289,600 357,600 323,000
Security Administration 124,100 3,500 37,600 35,200 30,000 17,800 -
Server Hardware Replacement 597,300 29,400 33,800 - 512,600 - 21,500
TOTAL: CAPITAL MAINTENANCE $ 8,558,000 $ 900,200 $ 1,751,200 $ 1,554,200 $ 1,617,900 $ 1,404,900 $ 1,329,600
TOTAL: INFORMATION TECHNOLOGY $ 8,558,000 $ 900,200 $ 1,751,200 $ 1,554,200 $ 1,617,900 $ 1,404,900 $ 1,329,600
INFORMATION TECHNOLOGY
City of Boulder's 2018 BUDGET VOLUME II | Page 27
FUNDING BY DEPARTMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT
Aquatic Facility Enhancements 2,841,000$ 81,000$ 2,250,000$ -$ 510,000$ -$ -$
Athletic Field Improvements 2,000,000 100,000 - 250,000 650,000 1,000,000 -
Neighborhood/Community Park Improve. 8,490,000 500,000 1,000,000 1,000,000 1,990,000 2,000,000 2,000,000
Scott Carpenter Pool Redevelopment 8,523,600 8,523,600 - - - - -
TOTAL: CAPITAL ENHANCEMENT 21,854,600$ 9,204,600$ 3,250,000$ 1,250,000$ 3,150,000$ $ 3,000,000 2,000,000$
CAPITAL MAINTENANCE
Boulder Reservoir South Shore 4,400,000$ 3,400,000$ -$ -$ -$ -$ 1,000,000$
Flatiron Golf Course Repairs 600,000 - - - 600,000 - -
Recreation Facility Repairs 2,500,000 - 500,000 - - 1,500,000 500,000
Urban Forest Management 2,850,000 350,000 500,000 500,000 500,000 500,000 500,000
TOTAL: CAPITAL MAINTENANCE 10,350,000$ 3,750,000$ 1,000,000$ 500,000$ 1,100,000$ $ 2,000,000 2,000,000$
CAPITAL PLANNING STUDIES
BPR Master Plan Update 250,000$ -$ -$ 250,000$ -$ -$ -$
TOTAL: CAPITAL PLANNING
STUDIES 250,000$ -$ -$ 250,000$ -$ $ - -$
NEW FACILITY/INFRASTRUCTUR
Boulder Junction Pocket Park 350,000$ 350,000$ -$ -$ -$ -$ -$
New Neighborhood Park Development 200,000 - - - - - 200,000
Valmont City Park Development 5,000,000 - - 5,000,000 - - -
TOTAL: NEW
FACILITY/INFRASTRUCTUR 5,550,000$ 350,000$ -$ 5,000,000$ -$ $ - 200,000$
TOTAL: PARKS AND RECREATION 38,004,600$ 13,304,600$ 4,250,000$ 7,000,000$ 4,250,000$ $ 5,000,000 4,200,000$
PARKS AND RECREATION
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT
Emergent Lottery Projects 428,000$ 428,000$ -$ -$ -$ -$ -$
NTSA Implementation 1,250,000 350,000 300,000 150,000 150,000 150,000 150,000
Regional Trails 480,000 80,000 80,000 80,000 80,000 80,000 80,000
WTSA Implementation 550,000 - 150,000 150,000 150,000 100,000 -
TOTAL: CAPITAL ENHANCEMENT 2,708,000$ 858,000$ 530,000$ 380,000$ 380,000$ $ 330,000 230,000$
CAPITAL MAINTENANCE
Agriculture and Water Facilities 770,000$ 110,000$ 110,000$ 125,000$ 125,000$ 150,000$ 150,000$
Cultural Resource/Facility Restorat 527,300 27,300 100,000 100,000 100,000 100,000 100,000
Ecological System Maintenance/Restr 800,000 300,000 100,000 100,000 100,000 100,000 100,000
Facilities Maintenance 1,800,000 400,000 250,000 250,000 300,000 300,000 300,000
Farm Site Improvements 360,000 60,000 60,000 60,000 60,000 60,000 60,000
Major Infrastructure Maintenance 660,000 160,000 100,000 100,000 100,000 100,000 100,000
TOTAL: CAPITAL MAINTENANCE 4,917,300$ 1,057,300$ 720,000$ 735,000$ 785,000$ $ 810,000 810,000$
CAPITAL PLANNING STUDIES
OSMP Master Plan Update 200,000$ 100,000$ 100,000$ -$ -$ -$ -$
TOTAL: CAPITAL PLANNING
STUDIES 200,000$ 100,000$ 100,000$ -$ -$ $ - -$
LAND ACQUISITION
Mineral Rights Acquisition 600,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$
New Property Stabilization 720,000 120,000 120,000 120,000 120,000 120,000 120,000
OSMP Campus Relocation 6,500,000 2,500,000 1,000,000 1,000,000 1,000,000 1,000,000 -
OSMP Real Estate Acquisition 13,500,000 4,500,000 2,500,000 2,000,000 2,000,000 1,500,000 1,000,000
Water Rights Acquisition 720,000 200,000 200,000 80,000 80,000 80,000 80,000
TOTAL: LAND ACQUISITION 22,040,000$ 7,420,000$ 3,920,000$ 3,300,000$ 3,300,000$ $ 2,800,000 1,300,000$
TOTAL: OPEN SPACE AND
MOUNTAIN PARKS 29,865,300$ 9,435,300$ 5,270,000$ 4,415,000$ 4,465,000$ $ 3,940,000 2,340,000$
OPEN SPACE AND MOUNTAIN PARKS
City of Boulder's 2018 BUDGET VOLUME II | Page 28
FUNDING BY DEPARTMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT
Municipal Building Renovations - SW 560,000$ 560,000$ -$ -$ -$ -$ -$
Tantra Shop Renovation 300,000 - - - - 300,000 -
West Senior Center Maj Maint & Reha 700,000 - - 700,000 - - -
TOTAL: CAPITAL ENHANCEMENT $ 1,560,000 $ 560,000 $ - $ 700,000 $ - $ 300,000 $ -
CAPITAL MAINTENANCE
Aquatics Facility Repairs 976,000$ -$ 723,000$ -$ 253,000$ -$ -$
Essential Facility Maintenance Proj 2,600,000 700,000 - 200,000 400,000 500,000 800,000
Fire Stations Major Maintenance 871,000 132,000 138,000 145,000 152,000 152,000 152,000
Fleet - System Repairs/Replacements 460,000 80,000 220,000 80,000 - 80,000 -
Martin Park Shelter Major Maint 169,000 - - - 169,000 - -
Misc Facility Maintenance Projects 2,150,000 400,000 400,000 450,000 400,000 500,000 -
N Boulder Park Shelter Repair 120,000 - - - 120,000 - -
Recreation Facility Repairs 500,000 - 500,000 - - - -
TOTAL: CAPITAL MAINTENANCE $ 7,846,000 $ 1,312,000 $ 1,981,000 $ 875,000 $ 1,494,000 $ 1,232,000 $ 952,000
CAPITAL PLANNING STUDIES
City Facilities Analysis/Consolidat 100,000$ 100,000$ -$ -$ -$ -$ -$
Facility Assessments 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Misc Space Needs and Analysis 480,000 80,000 80,000 80,000 80,000 80,000 80,000
TOTAL: CAPITAL PLANNING
STUDIES $ 880,000 $ 230,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000
TOTAL: PW/FACILITIES & ASSET
MNGMT $10,286,000 $ 2,102,000 $ 2,111,000 $ 1,705,000 $ 1,624,000 $ 1,662,000 $ 1,082,000
PUBLIC WORKS - FACILITIES AND ASSET MANAGEMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT
2017 MP -Wonderland Creek 1 Stm Sew 386,896$ -$ -$ -$ 386,896$ -$ -$
Boulder Creek Flood Mitigation 1,250,000 1,250,000 - - - - -
Four Mile Upstream of Upland 3,000,000 3,000,000 - - - - -
Goose Creek 19th to Folsom 5,550,000 - 1,500,000 1,250,000 500,000 800,000 1,500,000
Greenways Project - Flood & Lottery **1,491,402 248,567 248,567 248,567 248,567 248,567 248,567
Gregory Creek Flood Mitigation 500,000 500,000 - - - - -
Local Drainage Improvements 5,545,846 789,655 821,241 854,090 986,949 1,026,427 1,067,484
Stormwater Quality Improvements 1,164,172 175,500 182,500 190,000 197,390 205,285 213,497
SW MGMT - Bear Canyon Creek 324,846 - - - 324,846 - -
SW MGMT - Middle Boulder Creek 3,862,873 - - - 3,862,873 - -
Upper Goose Creek Storm Sewer Impr 12,986,000 - - - - - 12,986,000
TOTAL: CAPITAL ENHANCEMENT 36,062,035$ 5,963,722$ 2,752,308$ 2,542,657$ 6,507,521$ 2,280,279$ 16,015,548$
CAPITAL MAINTENANCE
Storm Sewer Rehabilitation 3,283,107$ 292,500$ 304,000$ 632,700$ 657,966$ 684,285$ 711,656$
Transportation Coordination 3,402,907 351,000 365,000 633,000 657,966 684,285 711,656
Utility Billing Computer System 65,000 - - 65,000 - - -
TOTAL: CAPITAL MAINTENANCE 6,751,014$ 643,500$ 669,000$ 1,330,700$ 1,315,932$ 1,368,570$ 1,423,312$
LAND ACQUISITION
Preflood Property Acquisition 4,029,063$ 600,000$ 633,000$ 660,000$ 684,285$ 711,656$ 740,122$
TOTAL: LAND ACQUISITION 4,029,063$ 600,000$ 633,000$ 660,000$ 684,285$ 711,656$ 740,122$
NEW FACILITY/INFRASTRUCTURE
South Boulder Creek - Bond Proceeds 29,571,000$ -$ 29,571,000$ -$ -$ -$ -$
TOTAL: NEW
FACILITY/INFRASTRUCTURE 29,571,000$ -$ 29,571,000$ -$ -$ -$ -$
TOTAL: PW/STORMWATER AND
FLOOD MGNT 76,413,112$ 7,207,222$ 33,625,308$ 4,533,357$ 8,507,738$ 4,360,505$ 18,178,982$
PUBLIC WORKS - STORMWATER AND FLOOD MANAGEMENT
City of Boulder's 2018 BUDGET VOLUME II | Page 29
FUNDING BY DEPARTMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT
19th St (Norwood to Sumac) 748,200$ 421,000$ 327,200$ -$ -$ -$ -$
Bldr County/City Joint TIP Projects 151,000 151,000 - - - - -
Broadway Recon Violet to 36 5,575,000 - 5,575,000 - - - -
Foothills & Colorado Underpass 3,440,000 3,440,000 - - - - -
Greenways Project - Transportation 585,000 97,500 97,500 97,500 97,500 97,500 97,500
Intersection Safety Projects 875,880 95,640 396,840 80,520 302,880 - -
Misc Development Coordination 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Neighborhood Speed Mgmt Program 1,800,000 300,000 300,000 300,000 300,000 300,000 300,000
Pavement Management Program 24,937,180 4,317,180 3,000,000 4,405,000 4,405,000 4,405,000 4,405,000
Railroad Quiet Zone Implementation 660,000 660,000 - - - - -
TOTAL: CAPITAL ENHANCEMENT 39,072,260$ 9,532,320$ 9,746,540$ 4,933,020$ 5,155,380$ 4,852,500$ 4,852,500$
CAPITAL MAINTENANCE
Deficient Street Light Pole Replace 605,000$ -$ 121,000$ 121,000$ 121,000$ 121,000$ 121,000$
Major Capital Reconstruction 5,301,000 850,500 850,500 900,000 900,000 900,000 900,000
Major Street Reconstruction 2,503,200 411,600 411,600 420,000 420,000 420,000 420,000
Multiuse Path Capital Maintenance 2,496,530 406,265 406,265 421,000 421,000 421,000 421,000
Ped Facilities Repair, Replace, ADA 3,729,970 606,985 606,985 629,000 629,000 629,000 629,000
Rehab Runway & Eastern Taxiway 5,793,889 379,445 - 5,414,444 - - -
Sidewalk Maintenance 1,490,940 243,470 243,470 251,000 251,000 251,000 251,000
Signal Maintenance & Upgrade 400,000 200,000 - - - 200,000 -
TOTAL: CAPITAL MAINTENANCE 22,320,529$ 3,098,265$ 2,639,820$ 8,156,444$ 2,742,000$ 2,942,000$ 2,742,000$
CAPITAL PLANNING STUDIES
TMP Update 350,000$ 150,000$ 200,000$ -$ -$ -$ -$
TOTAL: CAPITAL PLANNING
STUDIES 350,000$ 150,000$ 200,000$ -$ -$ -$ -$
NEW FACILITY/INFRASTRUCTURE
30th St and Colorado Bike/Ped Under 5,900,000$ 1,300,000$ 4,600,000$ -$ -$ -$ -$
Multiuse Path - Enhancements 1,260,000 180,000 180,000 225,000 225,000 225,000 225,000
Ped Facs Enh Missing Links Crossing 700,000 100,000 100,000 125,000 125,000 125,000 125,000
TIP Local Match/TMP Implementation 17,200,000 1,400,000 1,400,000 3,600,000 3,600,000 3,600,000 3,600,000
TOTAL: NEW
FACILITY/INFRASTRUCTURE 25,060,000$ 2,980,000$ 6,280,000$ 3,950,000$ 3,950,000$ 3,950,000$ 3,950,000$
PW/TRANSPORTATION 86,802,789$ 15,760,585$ 18,866,360$ 17,039,464$ 11,847,380$ 11,744,500$ 11,544,500$
PUBLIC WORKS - TRANSPORTATION
City of Boulder's 2018 BUDGET VOLUME II | Page 30
FUNDING BY DEPARTMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT
Foothills & Baseline Trunk Swr Repl 3,497,000$ 3,497,000$ -$ -$ -$ -$ -$
Wastewater Treatment Facility Pumps 300,000 - 150,000 - - 150,000 -
WWTF Activated Sludge 189,798 - 189,798 - - - -
WWTF Electrical 210,000 210,000 - - - - -
WWTF Instrumentation/Control 1,889,540 126,532 1,265,319 189,798 - - 307,891
WWTF Permit Improvements 21,529,186 - - 919,232 1,838,463 18,771,491 -
TOTAL: CAPITAL ENHANCEMENT 27,615,524$ 3,833,532$ 1,605,117$ 1,109,030$ 1,838,463$ $ 18,921,491 307,891$
CAPITAL MAINTENANCE
Arapahoe Trunk Sewer Replacement 12,605,000$ -$ -$ -$ -$ 12,605,000$ -$
Collection System Monitoring 900,000 150,000 150,000 150,000 150,000 150,000 150,000
Condition Assessment Program 4,582,460 648,960 674,918 701,915 729,992 759,191 1,067,484
Interceptor Sewer Rehabilitation 10,059,920 10,059,920 - - - - -
Sanitary Sewer Manhole Rehab 2,784,274 233,972 243,331 253,064 657,966 684,285 711,656
Sanitary Sewer Rehabilitation 19,912,089 3,108,139 3,102,465 3,226,563 3,355,626 3,489,851 3,629,445
Utility Billing Computer System 65,000 - - 65,000 - - -
WWTF Cogeneration 184,481 - - 184,481 - - -
WWTF Digester Cleaning 136,857 - - 136,857 - - -
WWTF Digester Complex 2,200,000 - 200,000 2,000,000 - - -
WWTF Primary Clarifiers 11,250,000 - - - 900,000 9,000,000 1,350,000
WWTF Rehabilitation 1,500,000 250,000 250,000 250,000 250,000 250,000 250,000
TOTAL: CAPITAL MAINTENANCE 66,180,081$ 14,450,991$ 4,620,714$ 6,967,880$ 6,043,584$ $ 26,938,327 7,158,585$
TOTAL: PW/WASTEWATER UTILITY 93,795,605$ 18,284,523$ 6,225,831$ 8,076,910$ 7,882,047$ $ 45,859,818 7,466,476$
PUBLIC WORKS -WASTEWATER UTILITY
City of Boulder's 2018 BUDGET VOLUME II | Page 31
FUNDING BY DEPARTMENT
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT
Automated Meter Reading 740,122$ -$ -$ -$ -$ -$ 740,122$
Barker Dam Outlet 9,441,060 - 835,551 8,605,509 - - -
Devil's Thumb Storage Tank 1,486,874 - - - - 1,486,874 -
Green Lake 2 Dam 5,429,499 - - 75,000 486,773 4,867,726 -
Lakewood Dam 124,707 124,707 - - - - -
Lakewood Hydroelectric/PRV 300,000 - 300,000 - - - -
NCWCD Conveyance - Carter Lake Pipe 32,050,000 32,050,000 - - - - -
Orodell Hydro/PRV Facility 250,000 100,000 100,000 50,000 - - -
Pearl Street Hydro/PRV Facility 267,664 24,333 243,331 - - - -
Source Water Monitoring/Protection 200,000 100,000 100,000 - - - -
Water System Security/Quality Imprv 240,000 150,000 90,000 - - - -
Wittemyer Ponds 5,519,534 - 100,000 492,685 4,926,849 - -
TOTAL: CAPITAL ENHANCEMENT 56,049,460$ 32,549,040$ 1,768,882$ 9,223,194$ 5,413,622$ 6,354,600$ 740,122$
CAPITAL MAINTENANCE
Albion Dam 3,757,997$ 341,636$ 3,416,361$ -$ -$ -$ -$
Barker Gravity Pipeline Repair 16,109,601 2,452,571 2,540,674 2,632,301 2,727,593 2,826,697 2,929,765
Betasso Hydroelectric / PRF 750,000 550,000 200,000 - - - -
Boulder Canyon Hydro 415,000 90,000 75,000 - - - 250,000
Boulder Reservoir 118,434 - - 118,434 - - -
Chatauqua Storage Tank 848,546 - - - - - 848,546
Distribution Waterline Replacement 24,054,895 3,626,562 3,771,624 3,922,489 4,079,389 4,242,564 4,412,267
Farmer's Ditch 108,160 - 108,160 - - - -
Goose Lake Dam 75,000 75,000 - - - - -
Hydro Facilities Rehab Program 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Island Lake Dam 50,000 50,000 - - - - -
Kohler Hydro/PRV Facility 100,000 - 100,000 - - - -
Kossler Dam 850,000 - - - - 100,000 750,000
Maxwell Hydro/PRV Facility 100,000 - - - 100,000 - -
Reservoir Water Treatment Facility 800,000 200,000 - 600,000 - - -
Silver Lake Dam 100,000 100,000 - - - - -
Silver Lake Hydroelectric/PRV 450,000 - 200,000 - - - 250,000
Skyscraper Dam 171,071 - - - 171,071 - -
Source Pumping and Hydro Rehab 1,721,570 150,000 150,000 343,472 351,210 359,259 367,629
Sunshine Hydroelectric/PRV Facility 150,000 - - - - 150,000 -
Utility Billing Computer System 125,000 - - 125,000 - - -
Water Treatment Equipment Repl 456,080 100,000 100,000 100,000 50,000 52,000 54,080
Watershed Improvements 100,000 - - 100,000 - - -
Zone 1 Transmission Pipes 2,660,839 - - 626,601 651,665 677,732 704,841
Zone 2 Transmission Pipes 3,860,104 - - 909,016 945,377 983,192 1,022,519
Zone 3 Transmission Pipes 4,485,052 2,500,000 - 467,460 486,158 505,605 525,829
TOTAL: CAPITAL MAINTENANCE 62,717,349$ 10,285,769$ 10,711,819$ 9,994,773$ 9,612,463$ 9,947,049$ 12,165,476$
NEW FACILITY/INFRASTRUCTURE
Barker Dam Hydroelectric 507,218$ -$ -$ -$ -$ 50,000$ 457,218$
Carter Lake Hydroelectric 2,800,000 50,000 250,000 2,500,000 - - -
TOTAL: NEW
FACILITY/INFRASTRUCTURE 3,307,218$ 50,000$ 250,000$ 2,500,000$ -$ 50,000$ 457,218$
TOTAL: PW/WATER UTILITY 122,074,027$ 42,884,809$ 12,730,701$ 21,717,967$ 15,026,085$ 16,351,649$ 13,362,816$
PUBLIC WORKS -WATER UTILITY
City of Boulder's 2018 BUDGET VOLUME II | Page 32
FUNDING BY PROJECT TYPE
Each CIP project has been classified as a city investment in one of five project types:
• Capital Enhancement
• Capital Maintenance
• Capital Planning Studies
• Land Acquisition
• New Capital Project
There is an additional project type of Transfers that is used to indicate cross departmental funding collaborations.
While these transfers are included in departmental totals, they are not included when calculating the total of all
planned project funding in the CIP. The five project types are defined by the following criteria:
Capital Enhancement:
• Construction results in the expansion or significant improvement of an existing facility or asset;
• Projects have a discrete start and end date;
• Projects are location specific;
• Projects are typically over $50,000 in total project cost, but do not have to be. Information Technology
projects are typically over $25,000 in total project cost; and
• Projects result in a durable, long lasting asset, with a useful life of at least 15 years. Information Technology
projects may be as short as 5 years.
Capital Maintenance:
• Project results in the repair, replacement, or renovation of an existing asset;
• Projects may or may not have a discrete start and end date;
• Projects are location specific or programs that cover a geographic area; and
• Projects are typically over $50,000 in total project cost. Information Technology projects are typically over
$25,000 in total project cost.
Capital Planning Studies:
• Project results in the development of a study or plan which is intended to identify, plan, or prepare for the
construction or acquisition of capital assets or capital program;
• Projects have discrete start and end date; and
• Projects are typically for studies that are over $50,000 in total cost.
Land & Asset Acquisition:
• Project or program results in the acquisition of real property, such as land, mineral or water rights, or
permanent easements;
• Projects may have a discrete start and end dates, or may be programmatic;
• Projects or programs may be location specific or city-wide; and
• Projects or programs typically include acquisitions totaling over $50,000.
City of Boulder's 2018 BUDGET VOLUME II | Page 33
FUNDING BY PROJECT TYPE
New Capital Project:
• Project results in the construction or acquisition of a new asset;
• Construction results in additional square footage of an existing asset;
• Projects have a discrete start and end date;
• Projects are location specific;
• Projects are typically over $50,000 in total project cost, but do not have to be; and
• Projects result in a durable, long lasting asset, with a useful life of at least 15 years.
2018-2023 Funding by Project Type
$0
$20
$40
$60
$80
$100
$120
2018 2019 2020 2021 2022 2023Millions CAPITAL ENHANCEMENT
CAPITAL MAINTENANCE
CAPITAL PLANNING STUDIES
LAND ACQUISITION
NEW FACILITY/INFRASTRUCTURE
$-
$20
$40
$60
$80
$100
$120
$140
2018 2019 2020 2021 2022Millions CAPITAL ENHANCEMENT
CAPITAL MAINTENANCE
CAPITAL PLANNING STUDIES
LAND ACQUISITION
NEW FACILITY/INFRASTRUCTURE
2018-2023 Funding by Project Type Excluding Utilities
Project Type/ Project Title Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT 184,921,879$ 62,501,214$ 19,652,847$ 20,137,901$ 22,444,986$ 36,038,870$ 24,146,061$
CAPITAL MAINTENANCE 193,290,273 37,273,025 24,468,553 30,488,997 25,085,879 47,017,846 28,955,973
CAPITAL PLANNING STUDIES 1,680,000 480,000 430,000 380,000 130,000 130,000 130,000
LAND ACQUISITION 26,069,063 8,020,000 4,553,000 3,960,000 3,984,285 3,511,656 2,040,122
NEW FACILITY/INFRASTRUCTURE 63,488,218 3,380,000 36,101,000 11,450,000 3,950,000 4,000,000 4,607,218
TOTAL $469,449,433 $111,654,239 $ 85,205,400 $ 66,416,897 $ 55,595,150 $ 90,698,372 $ 59,879,374
2018-2023 FUNDING SUMMARY BY TYPE
City of Boulder's 2018 BUDGET VOLUME II | Page 34
FUNDING BY PROJECT TYPE
Project Type/ Project Title Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
CAPITAL ENHANCEMENT
19th St (Norwood to Sumac) 748,200$421,000$327,200$-$-$-$-$
2017 MP -Wonderland Creek 1 Stm Sew 386,896 ---386,896 --
Aquatic Facility Enhancements 2,841,000 81,000 2,250,000 -510,000 --
Athletic Field Improvements 2,000,000 100,000 -250,000 650,000 1,000,000 -
Automated Meter Reading 740,122 -----740,122
Barker Dam Outlet 9,441,060 -835,551 8,605,509 ---
Bldr County/City Joint TIP Projects 151,000 151,000 -----
Boulder Creek Flood Mitigation 1,250,000 1,250,000 -----
Broadway Recon Violet to 36 5,575,000 -5,575,000 ----
Devil's Thumb Storage Tank 1,486,874 ----1,486,874 -
Emergent Lottery Projects 428,000 428,000 -----
Foothills & Baseline Trunk Swr Repl 3,497,000 3,497,000 -----
Foothills & Colorado Underpass 3,440,000 3,440,000 -----
Four Mile Upstream of Upland 3,000,000 3,000,000 -----
Goose Creek 19th to Folsom 5,550,000 -1,500,000 1,250,000 500,000 800,000 1,500,000
Green Lake 2 Dam 5,429,499 --75,000 486,773 4,867,726 -
Greenways Project 2,076,402 346,067 346,067 346,067 346,067 346,067 346,067
Gregory Creek Flood Mitigation 500,000 500,000 -----
Intersection Safety Projects 875,880 95,640 396,840 80,520 302,880 --
Lakewood Dam 124,707 124,707 -----
Lakewood Hydroelectric/PRV 300,000 -300,000 ----
Local Drainage Improvements 5,545,846 789,655 821,241 854,090 986,949 1,026,427 1,067,484
Misc Development Coordination 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Municipal Building Renovations - SW 560,000 560,000 -----
NCWCD Conveyance - Carter Lake Pipe 32,050,000 32,050,000 -----
Neighborhood and Community Park Improv 8,490,000 500,000 1,000,000 1,000,000 1,990,000 2,000,000 2,000,000
Neighborhood Speed Management Program 1,800,000 300,000 300,000 300,000 300,000 300,000 300,000
NTSA Implementation 1,250,000 350,000 300,000 150,000 150,000 150,000 150,000
Orodell Hydro/PRV Facility 250,000 100,000 100,000 50,000 ---
Pavement Management Program 24,937,180 4,317,180 3,000,000 4,405,000 4,405,000 4,405,000 4,405,000
Pearl Street Hydro/PRV Facility 267,664 24,333 243,331 ----
Railroad Quiet Zone Implementation 660,000 660,000 -----
Regional Trails 480,000 80,000 80,000 80,000 80,000 80,000 80,000
Scott Carpenter Pool Redevelopment 8,523,600 8,523,600 -----
Source Water Monitoring/Protection 200,000 100,000 100,000 ----
Stormwater Quality Improvements 1,164,172 175,500 182,500 190,000 197,390 205,285 213,497
SW MGMT - Bear Canyon Creek 324,846 ---324,846 --
SW MGMT - Middle Boulder Creek 3,862,873 ---3,862,873 --
Tantra Park Shop Renovation 300,000 ----300,000 -
Upper Goose Creek Storm Sewer Impr 12,986,000 -----12,986,000
Wastewater Treatment Facility Pumps 300,000 -150,000 --150,000 -
Water System Security/Quality Imprv 240,000 150,000 90,000 ----
West Senior Center Maj Maint & Reha 700,000 --700,000 ---
Wittemyer Ponds 5,519,534 -100,000 492,685 4,926,849 --
WTSA Implementation 550,000 -150,000 150,000 150,000 100,000 -
WWTF Activated Sludge 189,798 -189,798 ----
WWTF Electrical 210,000 210,000 -----
WWTF Instrumentation/Control 1,889,540 126,532 1,265,319 189,798 --307,891
WWTF Permit Improvements 21,529,186 --919,232 1,838,463 18,771,491 -
TOTAL: CAPITAL ENHANCEMENT 184,921,879$62,501,214$19,652,847$20,137,901$22,444,986$36,038,870$24,146,061$
CAPITAL MAINTENANCE
Agriculture and Water Facilities 770,000$110,000$110,000$125,000$125,000$150,000$150,000$
Albion Dam 3,757,997 341,636 3,416,361 ----
Aquatics Facility Repairs 976,000 -723,000 -253,000 --
Arapahoe Trunk Sewer Replacement 12,605,000 ----12,605,000 -
Barker Gravity Pipeline Repair 16,109,601 2,452,571 2,540,674 2,632,301 2,727,593 2,826,697 2,929,765
Betasso Hydroelectric / PRF 750,000 550,000 200,000 ----
Boulder Canyon Hydro 415,000 90,000 75,000 ---250,000
Boulder Reservoir 118,434 --118,434 ---
Boulder Reservoir South Shore 4,400,000 3,400,000 ----1,000,000
Chatauqua Storage Tank 848,546 -----848,546
Collection System Monitoring 900,000 150,000 150,000 150,000 150,000 150,000 150,000
Condition Assessment Program 4,582,460 648,960 674,918 701,915 729,992 759,191 1,067,484
Cultural Resource/Facility Restorat 527,300 27,300 100,000 100,000 100,000 100,000 100,000
Data Backup and Disaster Recovery 231,700 74,300 ---53,300 104,100
Database Hardware Replacement 150,600 --19,200 65,600 65,800 -
Deficient Street Light Pole Replace 605,000 -121,000 121,000 121,000 121,000 121,000
Distribution Waterline Replacement 24,054,895 3,626,562 3,771,624 3,922,489 4,079,389 4,242,564 4,412,267
Downtown Parking Garage Major Maint 1,500,000 250,000 250,000 250,000 250,000 250,000 250,000
Downtown Pearl St Mall Amenity Repl 750,000 125,000 125,000 125,000 125,000 125,000 125,000
Ecological System Maintenance/Restr 800,000 300,000 100,000 100,000 100,000 100,000 100,000
End User Device Replacement 4,474,400 564,900 694,000 704,000 720,100 910,400 881,000
Essential Facility Maintenance 2,600,000 700,000 -200,000 400,000 500,000 800,000
FUNDING BY TYPE
City of Boulder's 2018 BUDGET VOLUME II | Page 35
FUNDING BY PROJECT TYPE
Project Type/ Project Title Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
Facilities Maintenance 1,800,000 400,000 250,000 250,000 300,000 300,000 300,000
Farm Site Improvements 360,000 60,000 60,000 60,000 60,000 60,000 60,000
Farmer's Ditch 108,160 -108,160 ----
Fire Stations Major Maintenance 871,000 132,000 138,000 145,000 152,000 152,000 152,000
Flatiron Golf Course Repairs 600,000 ---600,000 --
Fleet - System Repairs/Replacements 460,000 80,000 220,000 80,000 -80,000 -
Garage Stair Replacement 1500/1100 1,400,000 1,400,000 -----
Goose Lake Dam 75,000 75,000 -----
Hydro Facilities Rehab Program 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Interceptor Sewer Rehabilitation 10,059,920 10,059,920 -----
Island Lake Dam 50,000 50,000 -----
Kohler Hydro/PRV Facility 100,000 -100,000 ----
Kossler Dam 850,000 ----100,000 750,000
Major Capital Reconstruction 5,301,000 850,500 850,500 900,000 900,000 900,000 900,000
Major Infrastructure Maintenance 660,000 160,000 100,000 100,000 100,000 100,000 100,000
Major Street Reconstruction 2,503,200 411,600 411,600 420,000 420,000 420,000 420,000
Martin Park Shelter Major Maint 169,000 ---169,000 --
Maxwell Hydro/PRV Facility 100,000 ---100,000 --
Misc Facility Maintenance Projects 2,150,000 400,000 400,000 450,000 400,000 500,000 -
Multiuse Path Capital Maintenance 2,496,530 406,265 406,265 421,000 421,000 421,000 421,000
N Boulder Park Shelter Repair 120,000 ---120,000 --
Network Hardware Replacement 2,979,900 228,100 985,800 795,800 289,600 357,600 323,000
Ped Facilities Repair, Replace, ADA 3,729,970 606,985 606,985 629,000 629,000 629,000 629,000
Recreation Facility Repairs 3,000,000 -1,000,000 --1,500,000 500,000
Rehab Runway & Eastern Taxiway 5,793,889 379,445 -5,414,444 ---
Reservoir Water Treatment Facility 800,000 200,000 -600,000 ---
Sanitary Sewer Manhole Rehab 2,784,274 233,972 243,331 253,064 657,966 684,285 711,656
Sanitary Sewer Rehabilitation 19,912,089 3,108,139 3,102,465 3,226,563 3,355,626 3,489,851 3,629,445
Security Administration 124,100 3,500 37,600 35,200 30,000 17,800 -
Server Hardware Replacement 597,300 29,400 33,800 -512,600 -21,500
Sidewalk Maintenance 1,490,940 243,470 243,470 251,000 251,000 251,000 251,000
Signal Maintenance & Upgrade 400,000 200,000 ---200,000 -
Silver Lake Dam 100,000 100,000 -----
Silver Lake Hydroelectric/PRV 450,000 -200,000 ---250,000
Skyscraper Dam 171,071 ---171,071 --
Source Pumping and Hydro Rehab 1,721,570 150,000 150,000 343,472 351,210 359,259 367,629
Storm Sewer Rehabilitation 3,283,107 292,500 304,000 632,700 657,966 684,285 711,656
Sunshine Hydroelectric/PRV Facility 150,000 ----150,000 -
Transportation Coordination 3,402,907 351,000 365,000 633,000 657,966 684,285 711,656
Urban Forest Management 2,850,000 350,000 500,000 500,000 500,000 500,000 500,000
Utility Billing Computer System 255,000 --255,000 ---
Water Treatment Equipment Repl 456,080 100,000 100,000 100,000 50,000 52,000 54,080
Watershed Improvements 100,000 --100,000 ---
WWTF Cogeneration 184,481 --184,481 ---
WWTF Digester Cleaning 136,857 --136,857 ---
WWTF Digester Complex 2,200,000 -200,000 2,000,000 ---
WWTF Primary Clarifiers 11,250,000 ---900,000 9,000,000 1,350,000
WWTF Rehabilitation 1,500,000 250,000 250,000 250,000 250,000 250,000 250,000
Zone 1 Transmission Pipes 2,660,839 --626,601 651,665 677,732 704,841
Zone 2 Transmission Pipes 3,860,104 --909,016 945,377 983,192 1,022,519
Zone 3 Transmission Pipes 4,485,052 2,500,000 -467,460 486,158 505,605 525,829
CAPITAL MAINTENANCE TOTAL 193,290,273$37,273,025$24,468,553$30,488,997$25,085,879$47,017,846$28,955,973$
CAPITAL PLANNING STUDIES
BPR Master Plan Update 250,000$-$-$250,000$-$-$-$
City Facilities Analysis/Consolidat 100,000 100,000 -----
Facility Assessments 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Misc Space Needs and Analysis 480,000 80,000 80,000 80,000 80,000 80,000 80,000
OSMP Master Plan Update 200,000 100,000 100,000 ----
TMP Update 350,000 150,000 200,000 ----
TOTAL: CAPITAL PLANNING
STUDIES 1,680,000$480,000$430,000$380,000$130,000$130,000$130,000$
City of Boulder's 2018 BUDGET VOLUME II | Page 36
FUNDING BY PROJECT TYPE
Project Type/ Project Title Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
LAND ACQUISITION
Mineral Rights Acquisition 600,000$100,000$100,000$100,000$100,000$100,000$100,000$
New Property Stabilization 720,000 120,000 120,000 120,000 120,000 120,000 120,000
OSMP Campus Relocation 6,500,000 2,500,000 1,000,000 1,000,000 1,000,000 1,000,000 -
OSMP Real Estate Acquisition 13,500,000 4,500,000 2,500,000 2,000,000 2,000,000 1,500,000 1,000,000
Preflood Property Acquisition 4,029,063 600,000 633,000 660,000 684,285 711,656 740,122
Water Rights Acquisition 720,000 200,000 200,000 80,000 80,000 80,000 80,000
TOTAL: LAND ACQUISITION 26,069,063$8,020,000$4,553,000$3,960,000$3,984,285$3,511,656$2,040,122$
NEW FACILITY/INFRASTRUCTURE
30th St and Colorado Bike/Ped Under 5,900,000$1,300,000$4,600,000$-$-$-$-$
Barker Dam Hydroelectric 507,218 ----50,000 457,218
Boulder Junction Pocket Park 350,000 350,000 -----
Carter Lake Hydroelectric 2,800,000 50,000 250,000 2,500,000 ---
Multiuse Path - Enhancements 1,260,000 180,000 180,000 225,000 225,000 225,000 225,000
New Neighborhood Park Development 200,000 -----200,000
Ped Facs Enh Missing Links Crossing 700,000 100,000 100,000 125,000 125,000 125,000 125,000
South Boulder Creek - Bond Proceeds 29,571,000 -29,571,000 ----
TIP Local Match/TMP Implementation 17,200,000 1,400,000 1,400,000 3,600,000 3,600,000 3,600,000 3,600,000
Valmont City Park Development 5,000,000 --5,000,000 ---
TOTAL: NEW
FACILITY/INFRASTRUCTURE 63,488,218$3,380,000$36,101,000$11,450,000$3,950,000$4,000,000$4,607,218$
TOTAL: CIP FUNDING BY TYPE 469,449,433$111,654,239$85,205,400$66,416,897$55,595,150$90,698,372$59,879,374$
City of Boulder's 2018 BUDGET VOLUME II | Page 37
FUNDING BY FUND
One or more of the following 15 funds and funding sources are proposed for the CIP projects:
• .25 Cent Sales Tax Fund
• Airport Fund
• Boulder Junction Capital Improvement Fund
• Capital Development Fund
• Computer Replacement Fund
• Downtown Commercial District Fund
• Facility Renovation & Replace Fund
• Lottery Fund
Detailed descriptions of all of the city’s funds are available in the Appendix of the 2018 Annual Budget - Volume 1.
Many of the funds exist to handle dedicated revenues that can only be used for specific types of capital projects.
These restrictions provide consistency in planning for project types, but also require the city to allocate resources to a
specific category of infrastructure and maintain existing priorities. The Greenways Program is not a fund as defined
above, but is used within the CIP to illustrate the funding structure of the Public Works - Greenways workgroup and
to call out the CIP projects associated with the work of Greenways.
Similar to the department distributions described earlier in this section, the Transportation and Utility Funds are the
largest contributors to the city’s 2018-2023 CIP.
The following chart shows the distribution of six year funding by fund.
2018-2023 FUNDING BY FUND
• Open Space Fund
• Permanent Park & Recreation Fund
• Stormwater & Flood Management Utility Fund
• Transportation Fund
• Transportation Development Fund
• Wastewater Utility Fund
• Water Utility Fund
$0
$20
$40
$60
$80
$100
$120
$140
2018 2019 2020 2021 2022 2023Millions Other Funds
.25 Cent Sales Tax Fund
Facility Renovation & Replace Fund
Open Space Fund
Stormwater & Flood Mgt Utility Fund
Tr anspor tation Fund
Wastewater Utility Fund
Water Utility Fund
Other funds include the Airport Fund, Capital Development Fund, Computer Replacement Fund, Boulder Junction Capital,
Improvement Fund, Airport Fund, Downtown Commercial District Fund, Lottery Fund, Transportation Development Fund, and
Permanent Park & Recreation Fund.
City of Boulder's 2018 BUDGET VOLUME II | Page 38
FUNDING BY FUND
Fund Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
.25 Cent Sales Tax 18,556,600$ 4,196,600$ 1,572,000$ 4,072,000$ 2,572,000$ 3,572,000$ 2,572,000$
Airport 5,793,889 379,445 - 5,414,444 - - -
Bldr Junction Cap Imprvmt 350,000 350,000 - - - - -
Capital Development 5,860,000 5,660,000 - - - - 200,000
Computer Replacement 8,558,000 900,200 1,751,200 1,554,200 1,617,900 1,404,900 1,329,600
Downtown Commercial District 3,650,000 1,775,000 375,000 375,000 375,000 375,000 375,000
Facility Renovation & Replace 9,926,000 1,742,000 2,111,000 1,705,000 1,624,000 1,662,000 1,082,000
Lottery 3,902,402 1,007,067 579,067 579,067 579,067 579,067 579,067
Open Space 29,437,300 9,007,300 5,270,000 4,415,000 4,465,000 3,940,000 2,340,000
Permanent Parks & Recreation 11,030,000 3,030,000 2,250,000 2,500,000 1,250,000 1,000,000 1,000,000
Stormwater & Flood Mgt Utility 75,506,710 7,056,155 33,474,241 4,382,290 8,356,671 4,209,438 18,027,915
Transportation 75,257,900 13,080,140 18,216,360 10,975,020 11,197,380 10,894,500 10,894,500
Transportation Development 5,751,000 2,301,000 650,000 650,000 650,000 850,000 650,000
Wastewater Utility 93,795,605 18,284,523 6,225,831 8,076,910 7,882,047 45,859,818 7,466,476
Water Utility 122,074,027 42,884,809 12,730,701 21,717,966 15,026,085 16,351,649 13,362,816
TOTAL $469,449,433 $111,654,239 $ 85,205,400 $ 66,416,897 $ 55,595,150 $ 90,698,372 $ 59,879,374
2018-2023 FUNDING SUMMARY BY FUND
City of Boulder's 2018 BUDGET VOLUME II | Page 39
FUNDING BY FUND
Fund Estimated
Total Cost
2018 Approved 2019 Projected 2021 Projected 2021 Projected 2022 Projected 2023 Projected
.25 Cent Sales Tax Fund
Aquatic Facility Enhancements 591,000$ 81,000$ -$ -$ 510,000$ -$ -$
Neighborhood and Community Park Improve 5,922,000 72,000 572,000 572,000 1,562,000 1,572,000 1,572,000
Scott Carpenter Pool Redevelopment 3,223,600 3,223,600 -----
CAPITAL ENHANCEMENT subtotal 9,736,600$ 3,376,600$ 572,000$ 572,000$ 2,072,000$ 1,572,000$ 1,572,000$
Boulder Reservoir South Shore 600,000$ 600,000$ -$ -$ -$ -$ -$
Recreation Facility Repairs 2,500,000 -500,000 --1,500,000 500,000
Urban Forest Management 2,720,000 220,000 500,000 500,000 500,000 500,000 500,000
CAPITAL MAINTENANCE subtotal 5,820,000$ 820,000$ 1,000,000$ 500,000$ 500,000$ 2,000,000$ 1,000,000$
Valmont City Park Development 3,000,000$ -$ -$ 3,000,000$ -$ -$ -$
NEW FACILITY/ INFRASTRUCTURE
subtotal 3,000,000$ -$ -$ 3,000,000$ -$ -$ -$
.25 Cent Sales Tax Fund Total 18,556,600$ 4,196,600$ 1,572,000$ 4,072,000$ 2,572,000$ 3,572,000$ 2,572,000$
Airport Fund
Rehab Runway & Eastern Taxiway 5,793,889$ 379,445$ -$ 5,414,444$ -$ -$ -$
CAPITAL MAINTENANCE subtotal 5,793,889$ 379,445$ -$ 5,414,444$ -$ -$ -$
Airport Fund Total 5,793,889$ 379,445$ -$ 5,414,444$ -$ -$ -$
Bldr Junction Cap Imprvmt Fund
Boulder Junction Pocket Park 350,000$ 350,000$ -$ -$ -$ -$ -$
NEW FACILITY/ INFRASTRUCTURE
subtotal 350,000$ 350,000$ -$ -$ -$ -$ -$
Bldr Junction Cap Imprvmt Fund Total 350,000$ 350,000$ -$ -$ -$ -$ -$
Capital Development Fund
Municipal Building Renovations - SW 360,000$ 360,000$ -$ -$ -$ -$ -$
Scott Carpenter Pool Redevelopment 5,300,000 5,300,000 -----
CAPITAL ENHANCEMENT subtotal 5,660,000$ 5,660,000$ -$ -$ -$ -$ -$
New Neighborhood Park Development 200,000$ -$ -$ -$ -$ -$ 200,000$
NEW FACILITY/ INFRASTRUCTURE
subtotal 200,000$ -$ -$ -$ -$ -$ 200,000$
Capital Development Fund Total 5,860,000$ 5,660,000$ -$ -$ -$ -$ 200,000$
Computer Replacement Fund
Data Backup and Disaster Recovery 231,700$ 74,300$ -$ -$ -$ 53,300$ 104,100$
Database Hardware Replacement 150,600 --19,200 65,600 65,800 -
End User Device Replacement 4,474,400 564,900 694,000 704,000 720,100 910,400 881,000
Network Hardware Replacement 2,979,900 228,100 985,800 795,800 289,600 357,600 323,000
Security Administration 124,100 3,500 37,600 35,200 30,000 17,800 -
Server Hardware Replacement 597,300 29,400 33,800 -512,600 -21,500
CAPITAL MAINTENANCE subtotal 8,558,000$ 900,200$ 1,751,200$ 1,554,200$ 1,617,900$ 1,404,900$ 1,329,600$
Computer Replacement Fund Total 8,558,000$ 900,200$ 1,751,200$ 1,554,200$ 1,617,900$ 1,404,900$ 1,329,600$
Downtown Commercial District Fund
Downtown Parking Garage Major Maint 1,500,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$
Downtown Pearl St Mall Amenity Repl 750,000 125,000 125,000 125,000 125,000 125,000 125,000
Garage Stair Replacement 1500/1100 1,400,000 1,400,000 -----
CAPITAL MAINTENANCE subtotal 3,650,000$ 1,775,000$ 375,000$ 375,000$ 375,000$ 375,000$ 375,000$
Downtown Commercial District Fund
Total 3,650,000$ 1,775,000$ 375,000$ 375,000$ 375,000$ 375,000$ 375,000$
FUNDING BY FUND
City of Boulder's 2018 BUDGET VOLUME II | Page 40
FUNDING BY FUND
Fund Estimated
Total Cost
2018 Approved 2019 Projected 2021 Projected 2021 Projected 2022 Projected 2023 Projected
Facility Renovation & Replace Fund
Municipal Building Renovations - SW 200,000$ 200,000$ -$ -$ -$ -$ -$
Tantra Park Shop Renovation 300,000 ----300,000 -
West Senior Center Maj Maint & Reha 700,000 --700,000 ---
CAPITAL ENHANCEMENT subtotal 1,200,000$ 200,000$ -$ 700,000$ -$ 300,000$ -$
Aquatics Facility Repairs 976,000$ -$ 723,000$ -$ 253,000$ -$ -$
Essential Facility Maintenance 2,600,000 700,000 -200,000 400,000 500,000 800,000
Fire Stations Major Maintenance 871,000 132,000 138,000 145,000 152,000 152,000 152,000
Fleet - System Repairs/Replacements 460,000 80,000 220,000 80,000 -80,000 -
Martin Park Shelter Major Maint 169,000 ---169,000 --
Misc Facility Maintenance Projects 2,150,000 400,000 400,000 450,000 400,000 500,000 -
N Boulder Park Shelter Repair 120,000 ---120,000 --
Recreation Facility Repairs 500,000 -500,000 ----
CAPITAL MAINTENANCE subtotal 7,846,000$ 1,312,000$ 1,981,000$ 875,000$ 1,494,000$ 1,232,000$ 952,000$
City Facilities Analysis/Consolidat 100,000$ 100,000$ -$ -$ -$ -$ -$
Facility Assessments 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Misc Space Needs and Analysis 480,000 80,000 80,000 80,000 80,000 80,000 80,000
CAPITAL PLANNING STUDIES
subtotal 880,000$ 230,000$ 130,000$ 130,000$ 130,000$ 130,000$ 130,000$
Facility Renovation & Replace Fund
Total 9,926,000$ 1,742,000$ 2,111,000$ 1,705,000$ 1,624,000$ 1,662,000$ 1,082,000$
Lottery Fund
Emergent Lottery Projects 428,000$ 428,000$ -$ -$ -$ -$ -$
Neighborhood and Community Park Improve 2,568,000 428,000 428,000 428,000 428,000 428,000 428,000
Greenways Project 906,402 151,067 151,067 151,067 151,067 151,067 151,067
CAPITAL ENHANCEMENT subtotal 3,902,402$ 1,007,067$ 579,067$ 579,067$ 579,067$ 579,067$ 579,067$
Lottery Fund Total 3,902,402$ 1,007,067$ 579,067$ 579,067$ 579,067$ 579,067$ 579,067$
Open Space Fund
NTSA Implementation 1,250,000$ 350,000$ 300,000$ 150,000$ 150,000$ 150,000$ 150,000$
Regional Trails 480,000 80,000 80,000 80,000 80,000 80,000 80,000
WTSA Implementation 550,000 -150,000 150,000 150,000 100,000 -
CAPITAL ENHANCEMENT subtotal 2,280,000$ 430,000$ 530,000$ 380,000$ 380,000$ 330,000$ 230,000$
Agriculture and Water Facilities 770,000$ 110,000$ 110,000$ 125,000$ 125,000$ 150,000$ 150,000$
Cultural Resource/Facility Restorat 527,300 27,300 100,000 100,000 100,000 100,000 100,000
Ecological System Maintenance/Restr 800,000 300,000 100,000 100,000 100,000 100,000 100,000
Facilities Maintenance 1,800,000 400,000 250,000 250,000 300,000 300,000 300,000
Farm Site Improvements 360,000 60,000 60,000 60,000 60,000 60,000 60,000
Major Infrastructure Maintenance 660,000 160,000 100,000 100,000 100,000 100,000 100,000
CAPITAL MAINTENANCE subtotal 4,917,300$ 1,057,300$ 720,000$ 735,000$ 785,000$ 810,000$ 810,000$
OSMP Master Plan Update 200,000$ 100,000$ 100,000$ -$ -$ -$ -$
CAPITAL PLANNING STUDIES
subtotal 200,000$ 100,000$ 100,000$ -$ -$ -$ -$
Mineral Rights Acquisition 600,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$
New Property Stabilization 720,000 120,000 120,000 120,000 120,000 120,000 120,000
OSMP Campus Relocation 6,500,000 2,500,000 1,000,000 1,000,000 1,000,000 1,000,000 -
OSMP Real Estate Acquisition 13,500,000 4,500,000 2,500,000 2,000,000 2,000,000 1,500,000 1,000,000
Water Rights Acquisition 720,000 200,000 200,000 80,000 80,000 80,000 80,000
LAND ACQUISITION subtotal 22,040,000$ 7,420,000$ 3,920,000$ 3,300,000$ 3,300,000$ 2,800,000$ 1,300,000$
Open Space Fund Total 29,437,300$ 9,007,300$ 5,270,000$ 4,415,000$ 4,465,000$ 3,940,000$ 2,340,000$
Permanent Park & Recreation Fund
Aquatic Facility Enhancements 2,250,000$ -$ 2,250,000$ -$ -$ -$ -$
Athletic Field Improvements 2,000,000 100,000 -250,000 650,000 1,000,000 -
CAPITAL ENHANCEMENT subtotal 4,250,000$ 100,000$ 2,250,000$ 250,000$ 650,000$ 1,000,000$ -$
Boulder Reservoir South Shore 3,800,000$ 2,800,000$ -$ -$ -$ -$ 1,000,000$
Flatiron Golf Course Repairs 600,000 ---600,000 --
Urban Forest Management 130,000 130,000 -----
CAPITAL MAINTENANCE subtotal 4,530,000$ 2,930,000$ -$ -$ 600,000$ -$ 1,000,000$
BPR Master Plan Update 250,000$ -$ -$ 250,000$ -$ -$ -$
CAPITAL PLANNING STUDIES
subtotal 250,000$ -$ -$ 250,000$ -$ -$ -$
Valmont City Park Development 2,000,000$ -$ -$ 2,000,000$ -$ -$ -$
NEW FACILITY/ INFRASTRUCTURE
subtotal 2,000,000$ -$ -$ 2,000,000$ -$ -$ -$
Permanent Park & Recreation Fund
Total 11,030,000$ 3,030,000$ 2,250,000$ 2,500,000$ 1,250,000$ 1,000,000$ 1,000,000$
City of Boulder's 2018 BUDGET VOLUME II | Page 41
FUNDING BY FUND
Fund Estimated
Total Cost
2018 Approved 2019 Projected 2021 Projected 2021 Projected 2022 Projected 2023 Projected
Stormwater & Flood Mgt Utility Fund
2017 MP -Wonderland Creek 1 Stm Sew 386,896$ -$ -$ -$ 386,896$ -$ -$
Boulder Creek Flood Mitigation 1,250,000 1,250,000 -----
Four Mile Upstream of Upland 3,000,000 3,000,000 -----
Goose Creek 19th to Folsom 5,550,000 -1,500,000 1,250,000 500,000 800,000 1,500,000
Greenways Project 585,000 97,500 97,500 97,500 97,500 97,500 97,500
Gregory Creek Flood Mitigation 500,000 500,000 -----
Local Drainage Improvements 5,545,846 789,655 821,241 854,090 986,949 1,026,427 1,067,484
Stormwater Quality Improvements 1,164,172 175,500 182,500 190,000 197,390 205,285 213,497
SW MGMT - Bear Canyon Creek 324,846 ---324,846 --
SW MGMT - Middle Boulder Creek 3,862,873 ---3,862,873 --
Upper Goose Creek Storm Sewer Impr 12,986,000 -----12,986,000
CAPITAL ENHANCEMENT subtotal 35,155,633$ 5,812,655$ 2,601,241$ 2,391,590$ 6,356,454$ 2,129,212$ 15,864,481$
Storm Sewer Rehabilitation 3,283,107$ 292,500$ 304,000$ 632,700$ 657,966$ 684,285$ 711,656$
Transportation Coordination 3,402,907 351,000 365,000 633,000 657,966 684,285 711,656
Utility Billing Computer System 65,000 --65,000 ---
CAPITAL MAINTENANCE subtotal 6,751,014$ 643,500$ 669,000$ 1,330,700$ 1,315,932$ 1,368,570$ 1,423,312$
Preflood Property Acquisition 4,029,063$ 600,000$ 633,000$ 660,000$ 684,285$ 711,656$ 740,122$
LAND ACQUISITION subtotal 4,029,063$ 600,000$ 633,000$ 660,000$ 684,285$ 711,656$ 740,122$
South Boulder Creek - Bond Proceeds 29,571,000$ -$ 29,571,000$ -$ -$ -$ -$
NEW FACILITY/ INFRASTRUCTURE
subtotal 29,571,000$ -$ 29,571,000$ -$ -$ -$ -$
Stormwater & Flood Mgt Utility Fund
Total 75,506,710$ 7,056,155$ 33,474,241$ 4,382,290$ 8,356,671$ 4,209,438$ 18,027,915$
Transportation Fund
19th St (Norwood to Sumac) 748,200$ 421,000$ 327,200$ -$ -$ -$ -$
Broadway Recon Violet to 36 5,575,000 -5,575,000 ----
Foothills & Colorado Underpass 3,440,000 3,440,000 -----
Greenways Project 585,000 97,500 97,500 97,500 97,500 97,500 97,500
Intersection Safety Projects 875,880 95,640 396,840 80,520 302,880 --
Neighborhood Speed Management Program 1,800,000 300,000 300,000 300,000 300,000 300,000 300,000
Pavement Management Program 24,937,180 4,317,180 3,000,000 4,405,000 4,405,000 4,405,000 4,405,000
Railroad Quiet Zone Implementation 660,000 660,000 -----
CAPITAL ENHANCEMENT subtotal 38,621,260$ 9,331,320$ 9,696,540$ 4,883,020$ 5,105,380$ 4,802,500$ 4,802,500$
Deficient Street Light Pole Replace 605,000$ -$ 121,000$ 121,000$ 121,000$ 121,000$ 121,000$
Major Capital Reconstruction 5,301,000 850,500 850,500 900,000 900,000 900,000 900,000
Major Street Reconstruction 2,503,200 411,600 411,600 420,000 420,000 420,000 420,000
Multiuse Path Capital Maintenance 2,496,530 406,265 406,265 421,000 421,000 421,000 421,000
Ped Facilities Repair, Replace, ADA 3,729,970 606,985 606,985 629,000 629,000 629,000 629,000
Sidewalk Maintenance 1,490,940 243,470 243,470 251,000 251,000 251,000 251,000
CAPITAL MAINTENANCE subtotal 16,126,640$ 2,518,820$ 2,639,820$ 2,742,000$ 2,742,000$ 2,742,000$ 2,742,000$
TMP Update 350,000$ 150,000$ 200,000$ -$ -$ -$ -$
CAPITAL PLANNING STUDIES
subtotal 350,000$ 150,000$ 200,000$ -$ -$ -$ -$
30th St and Colorado Bike/Ped Under 4,600,000$ -$ 4,600,000$ -$ -$ -$ -$
Multiuse Path - Enhancements 1,260,000 180,000 180,000 225,000 225,000 225,000 225,000
Ped Facs Enh Missing Links Crossing 700,000 100,000 100,000 125,000 125,000 125,000 125,000
TIP Local Match/TMP Implementation 13,600,000 800,000 800,000 3,000,000 3,000,000 3,000,000 3,000,000
NEW FACILITY/INFRASTRUCTURE
subtotal 20,160,000$ 1,080,000$ 5,680,000$ 3,350,000$ 3,350,000$ 3,350,000$ 3,350,000$
Transportation Fund Total 75,257,900$ 13,080,140$ 18,216,360$ 10,975,020$ 11,197,380$ 10,894,500$ 10,894,500$
Transportation Development Fund
Bldr County/City Joint TIP Projects 151,000$ 151,000$ -$ -$ -$ -$ -$
Misc Development Coordination 300,000 50,000 50,000 50,000 50,000 50,000 50,000
TIP Local Match TMP Implementation 3,600,000 600,000 600,000 600,000 600,000 600,000 600,000
CAPITAL ENHANCEMENT subtotal 4,051,000$ 801,000$ 650,000$ 650,000$ 650,000$ 650,000$ 650,000$
Signal Maintenance & Upgrade 400,000$ 200,000$ -$ -$ -$ 200,000$ -$
CAPITAL MAINTENANCE subtotal 400,000$ 200,000$ -$ -$ -$ 200,000$ -$
30th St and Colorado Bike/Ped Under 1,300,000$ 1,300,000$ -$ -$ -$ -$ -$
NEW FACILITY/ INFRASTRUCTURE
subtotal 1,300,000$ 1,300,000$ -$ -$ -$ -$ -$
Transportation Development Fund
Total 5,751,000$ 2,301,000$ 650,000$ 650,000$ 650,000$ 850,000$ 650,000$
City of Boulder's 2018 BUDGET VOLUME II | Page 42
FUNDING BY FUND
Fund Estimated
Total Cost
2018 Approved 2019 Projected 2021 Projected 2021 Projected 2022 Projected 2023 Projected
Wastewater Utility Fund
Foothills & Baseline Trunk Swr Repl 3,497,000$ 3,497,000$ -$ -$ -$ -$ -$
Wastewater Treatment Facility Pumps 300,000 -150,000 --150,000 -
WWTF Activated Sludge 189,798 -189,798 ----
WWTF Electrical 210,000 210,000 -----
WWTF Instrumentation/Control 1,889,540 126,532 1,265,319 189,798 --307,891
WWTF Permit Improvements 21,529,186 --919,232 1,838,463 18,771,491 -
CAPITAL ENHANCEMENT subtotal 27,615,524$ 3,833,532$ 1,605,117$ 1,109,030$ 1,838,463$ 18,921,491$ 307,891$
Arapahoe Trunk Sewer Replacement 12,605,000$ -$ -$ -$ -$ 12,605,000$ -$
Collection System Monitoring 900,000 150,000 150,000 150,000 150,000 150,000 150,000
Condition Assessment Program 4,582,460 648,960 674,918 701,915 729,992 759,191 1,067,484
Interceptor Sewer Rehabilitation 10,059,920 10,059,920 -----
Sanitary Sewer Manhole Rehab 2,784,274 233,972 243,331 253,064 657,966 684,285 711,656
Sanitary Sewer Rehabilitation 19,912,089 3,108,139 3,102,465 3,226,563 3,355,626 3,489,851 3,629,445
Utility Billing Computer System 65,000 --65,000 ---
WWTF Cogeneration 184,481 --184,481 ---
WWTF Digester Cleaning 136,857 --136,857 ---
WWTF Digester Complex 2,200,000 -200,000 2,000,000 ---
WWTF Primary Clarifiers 11,250,000 ---900,000 9,000,000 1,350,000
WWTF Rehabilitation 1,500,000 250,000 250,000 250,000 250,000 250,000 250,000
CAPITAL MAINTENANCE subtotal 66,180,081$ 14,450,991$ 4,620,714$ 6,967,880$ 6,043,584$ 26,938,327$ 7,158,585$
Wastewater Utility Fund Total 93,795,605$ 18,284,523$ 6,225,831$ 8,076,910$ 7,882,047$ 45,859,818$ 7,466,476$
Water Utility Fund
Automated Meter Reading 740,122$ -$ -$ -$ -$ -$ 740,122$
Barker Dam Outlet 9,441,060 -835,551 8,605,509 ---
Devil's Thumb Storage Tank 1,486,874 ----1,486,874 -
Green Lake 2 Dam 5,429,499 --75,000 486,773 4,867,726 -
Lakewood Dam 124,707 124,707 -----
Lakewood Hydroelectric/PRV 300,000 -300,000 ----
NCWCD Conveyance - Carter Lake Pipe 32,050,000 32,050,000 -----
Orodell Hydro/PRV Facility 250,000 100,000 100,000 50,000 ---
Pearl Street Hydro/PRV Facility 267,664 24,333 243,331 ----
Source Water Monitoring/Protection 200,000 100,000 100,000 ----
Water System Security/Quality Imprv 240,000 150,000 90,000 ----
Wittemyer Ponds 5,519,534 -100,000 492,685 4,926,849 --
CAPITAL ENHANCEMENT subtotal 56,049,460$ 32,549,040$ 1,768,882$ 9,223,194$ 5,413,622$ 6,354,600$ 740,122$
Albion Dam 3,757,997$ 341,636$ 3,416,361$ -$ -$ -$ -$
Barker Gravity Pipeline Repair 16,109,601 2,452,571 2,540,674 2,632,301 2,727,593 2,826,697 2,929,765
Betasso Hydroelectric / PRF 750,000 550,000 200,000 ----
Boulder Canyon Hydro 415,000 90,000 75,000 ---250,000
Boulder Reservoir 118,434 --118,434 ---
Chatauqua Storage Tank 848,546 -----848,546
Distribution Waterline Replacement 24,054,895 3,626,562 3,771,624 3,922,489 4,079,389 4,242,564 4,412,267
Farmer's Ditch 108,160 -108,160 ----
Goose Lake Dam 75,000 75,000 -----
Hydro Facilities Rehab Program 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Island Lake Dam 50,000 50,000 -----
Kohler Hydro/PRV Facility 100,000 -100,000 ----
Kossler Dam 850,000 ----100,000 750,000
Maxwell Hydro/PRV Facility 100,000 ---100,000 --
Reservoir Water Treatment Facility 800,000 200,000 -600,000 ---
Silver Lake Dam 100,000 100,000 -----
Silver Lake Hydroelectric/PRV 450,000 -200,000 ---250,000
Skyscraper Dam 171,071 ---171,071 --
Source Pumping and Hydro Rehab 1,721,570 150,000 150,000 343,472 351,210 359,259 367,629
Sunshine Hydroelectric/PRV Facility 150,000 ----150,000 -
Utility Billing Computer System 125,000 --125,000 ---
Water Treatment Equipment Repl 456,080 100,000 100,000 100,000 50,000 52,000 54,080
Watershed Improvements 100,000 --100,000 ---
Zone 1 Transmission Pipes 2,660,839 --626,601 651,665 677,732 704,841
Zone 2 Transmission Pipes 3,860,104 --909,016 945,377 983,192 1,022,519
Zone 3 Transmission Pipes 4,485,052 2,500,000 -467,460 486,158 505,605 525,829
CAPITAL MAINTENANCE subtotal 62,717,349$ 10,285,769$ 10,711,819$ 9,994,773$ 9,612,463$ 9,947,049$ 12,165,476$
Barker Dam Hydroelectric 507,218$ -$ -$ -$ -$ 50,000$ 457,218$
Carter Lake Hydroelectric 2,800,000 50,000 250,000 2,500,000 ---
NEW FACILITY/ INFRASTRUCTURE
subtotal 3,307,218$ 50,000$ 250,000$ 2,500,000$ -$ 50,000$ 457,218$
Water Utility Fund Total 122,074,027$ 42,884,809$ 12,730,701$ 21,717,966$ 15,026,085$ 16,351,649$ 13,362,816$
TOTAL CIP FUNDING BY FUND 469,449,433$ 111,654,239$ 85,205,400$ 66,416,897$ 55,595,150$ 90,698,372$ 59,879,374$
City of Boulder's 2018 BUDGET VOLUME II | Page 43
3A | SPECIAL HIGHLIGHT: COMMUNITY, CULTURE & SAFETY TAX
Introduction
The Community, Culture, and Safety (CCS) sales and use tax funds key capital improvements with Boulder’s first
citywide, large-scale, “pay as you go” special sales and use tax. Implementation of this multi-departmental, multiyear
effort is currently underway, consistent with 2014 voter approval. A website has been created that allows the community
to track the progress of implementation of CCS projects from the 2014 ballot here.
Overview of 2015-2017 Community, Culture, and Safety Capital Improvement Projects
In November 2014, Boulder voters approved the Community, Culture. and Safety tax, a three-year 0.3 percent sales
and use tax increase. The ballot language projected that the revenue from this temporary tax increase will yield $27.6
million for specific projects to improve community spaces, bolster cultural projects and organizations, and enhance
safety.
Project Highlights and Status
Twelve projects will be implemented with the sales and use tax funds. The individual projects are briefly described
below, and details related to each project can be found on the CCS website.
Highlights at a Glance
12 individual projects :
• 4 completed
• 4 under construction
• 4 in design and planning phase
62 percent of total funding has been spent or encumbered as of June, 2017.
City of Boulder's 2018 BUDGET VOLUME II | Page 44
COMMUNITY, CULTURE & SAFETY TAX
University Hill
Pedestrian Lighting
The existing vehicle-scale lighting will be supplemented (and in some cases
replaced) with new energy-efficient LED fixtures along key pedestrian corridors on
University Hill.
$1.97 million
Creation of a street designed for vehicles, pedestrians, and bicycles, as well as
the ability to easily close the portion of Pennsylvania Avenue between the alley to
t he west and 13th Street to the east for events.
Status: Under Construction
Anticipated Completion: Summer 2017
Design and install an irrigation system for the trees along the sidewalk. Replace
failing trees and install city-standard tree grates and guards.
Status: Work completed in June 2016
Civic Area
These improvements are part of the first phase of the larger Civic Area
redevelopment project and Master Plan which was adopted in July of 2015 with
t he park design plan approved in November of 2015. Project components include:
Enhancements to areas north and south of Boulder Creek, including
infrastructure to link the main library and creek, playgrounds and nature play
areas along both sides of the creek, and improvements in the area near the
Gilbert White Memorial.
Improvements to community spaces including: the main library café/courtyard,
the north library plaza, the north municipal lawn, and the sister cities plaza.
Connectivity and access improvements, including: creating gateways (possibly
via art) and related wayfinding; pathway enhancements; signage; and improved
lighting across the site.
Status: Under Construction
Anticipated Completion: Fall 2017
Boulder Creek
Design and construction of lighting along five segments of the Boulder Creek Path
that will provide adequate and appropriate light levels for nighttime visibility and
s afety by using fully controlled luminaries.
Status: In planning/design phase
Expected Completion: Spring 2018
Design and construction along four segments of Boulder Creek Path that will add
a generally-separated pedestrian path to allow a separation of bicycle and
pedes trian traffic along the corridor.
Status: In planning/design phase
Expected Completion: Spring 2018
Design and construction to renovate the pedestrian and bicycle underpass at the
Boulder Creek Path, between Boulder Creek and 13th Street.
Status: In planning/design phase
Expected Completion: Fall 2018
Stream bank stabilization, erosion protection, habitat restoration, and recreation
enhancements within Eben G. Fine Park between the northern sidewalk and
B oulder Creek.
Status: Work completed in June 2016
Eben G. Fine Park
Stream Bank Restoration $593,717
Path Lighting $1.04 million
Path Improvements $885,000
Arapahoe Avenue and
13th Street Underpass $2.5 million
$544,739
$9.3 million
Street Trees
Improvements
Civic Area Improvements
Event Street $1,005,000
City of Boulder's 2018 BUDGET VOLUME II | Page 45
COMMUNITY, CULTURE & SAFETY TAX
Public Art
Public art projects for the Civic Area, University Hill, Boulder Junction garage east
face, north Boulder, a temporary neighborhood series, and additional art
maintenance projects.
Status: First maintenance project completed
Expected Completion: Winter 2017/2018
Chautauqua
Improvements include: pedestrian lighting, and improved access and pedestrian
safety along Baseline Road via new sidewalks, re-aligned parking, enhanced
pedestrian crossing treatments, and related safety enhancements like lighting
and wayfinding signs.
Status: Pedestrian Safety Access complete, Lighting work in planning
phase
Expected Completion: Spring 2018 for lighting
Dairy Center
Through a funding agreement; Add soundproofing, dressing rooms, reconfigure
one theater into a black box theater, expand and modernize the building’s lobby
and façade, and modify an outdoor deck area as a special events space.
Status: Work completed in Winter 2016
Museum of Boulder
Through a funding agreement; Convert the building into an expanded museum that
will accommodate larger displays, Smithsonian-class traveling exhibits, science
and technology exhibits, as well as enhanced programming and space for
children.
Status: Under Construction
Expected Completion: Spring 2018
$1.6 million
$3.85 million
$4 million
Pedestrian Safety Access
and Lighting
Improvements
Theater Improvements
Museum Improvements
Art Projects $600,000
Implementation
To ensure that the city meets the spending and timing goals of the ballot measure, the city has collected spending
plans for each project and is closely monitoring construction progress. The table below shows the annual
expenditure plan for each project for 2015 through 2018. Please note, due to tax revenues exceeding original
projections, several projects’ budgets have been increased. Staff continues to withhold contingency funds and will
decide upon final disposition of funds after all revenues are collected.
Project and Process Updates
City Council will be updated on the progress of CCS projects through periodic updates as part of Information Packet
items and council Heads Up announcements. Public updates will be announced through press releases, social
media and commemorative events as some of the key projects break ground or are completed. Information on
projects that have traffic impacts will be provided to the public and media through the Boulder Cone Zones map and
other outreach materials. Project status updates are available on the CCS website.
City of Boulder's 2018 BUDGET VOLUME II | Page 46
COMMUNITY, CULTURE & SAFETY TAX
2016 – 2018 Spending Plan for Community, Culture and Safety Projects
Project
Budget
2015
Actual
2016
Actual
2017
Projected
2018
Projected
Hill Residential Pedestrian Lighting* $ 2,000,000 $ 44,590 $ 1,924,593 $ - $ -
Hill Commercial District Event Street 1,005,000 6,086 81,732 917,182 -
Hill Commercial District Irrigation and Street Tree Improvements* 570,000 38,137 506,603 - -
University Hill Total $ 3,575,000 $ 88,813 $ 2,512,928 $ 917,182 -
Civic Area $ 9,300,000 $ 389,314 $ 1,476,864 $ 7,433,823 -
Boulder Creek Path Lighting $ 1,040,000 $ 5,314 $ 18,405 $ 495,810 $ 230,471
Boulder Creek Path Improvements 885,000 2,739 37,645 550,000 294,616
Boulder Creek Arapahoe Avenue/13th Street Underpass 2,500,000 13,201 134,658 257,601 2,094,540
Boulder Creek Eben Fine Park Stream Bank Restoration* 700,000 136,012 457,705 - -
Boulder Creek Total $ 5,125,000 $ 157,266 $ 648,414 $ 1,303,411 $2,619,627
Public Art $ 600,000 $ 12,750 $ 17,137 $ 290,113 $ 280,000
Chautauqua $ 1,600,000 $ 72,593 $ 486,022 $ 931,926 $ 109,459
Dairy Center for the Arts $ 3,850,000 $1,346,703 $ 2,503,297 $ - $ -
Museum of Boulder $ 4,000,000 $ - $ 2,624,762 $ 1,375,238 -
Contingency/Admin $ 505,000 $ 6,785 $ 116 $ - $ -
TOTAL $28,555,000 2,074,224$ 10,269,539$ 12,251,693$ 3,009,086$
CCS Renewal
On November 7, 2017, Boulder voters voted in favor of renewing the Community, Culture, Safety Sales and Use Tax
for four years (2018-2021), supporting funding for a diverse mix of projects as shown below. More information on
the renewal can be found on the project website.
City Projects Recommended
Funding
Citywide Radio Infrastructure 5,500,000$
Library-North Boulder Branch 5,000,000
Relocate Fire Station #3 12,500,000
Scott Carpenter Pool Replacement 4,200,000
Public Art 400,000
Fourmile Canyon Creek Greenways Improvements (19th to Broadway)3,500,000
Total City Projects: $ 31,100,000
Community Projects Recommended
Funding
Growing Gardens 87,000$
Community Cycles 822,500
Meals on Wheels 1,600,000
Studio Arts Boulder 1,750,000
Center for ReSource Conservation 1,400,000
KGNU 1,250,000
Boulder Museum of Contemporary Art 1,000,000
Total Community Projects: $ 7,909,500
Total Project Package: $ 39,009,500
City of Boulder's 2018 BUDGET VOLUME II | Page 47
3B | SPECIAL HIGHLIGHT: CENTRAL BOULDER LONG-TERM PLANNING & CITY FACILITIES ASSESSMENT
Introduction
The city is continuing with three long-term planning projects
along a central Boulder corridor including A Boulder Community
Project: Alpine-Balsam (Alpine-Balsam), the Boulder Civic Area
(Civic Area), and University Hill Reinvestment. A fourth project,
the City Facilities Assessment, will inform outcomes of both
the Civic Area and the Alpine-Balsam projects. This special
highlight section on the Central Boulder Long-Term Planning
projects serves to bring information together in one place, to
show the major components of the work plan and supporting
budget. These efforts summarized below are informed by the
“Central Broadway Corridor Design Framework,” a planning tool
that was accepted by City Council in June 2017. This is not an
all-inclusive list, but rather focuses on a handful of projects that
are centrally organized and holistically managed by an inter-
departmental team of city staff.
Project Overview & Focus for 2017
Alpine-Balsam - A Boulder Community Project: Alpine-Balsam
site includes 8.8 acres of property that formerly housed the
Boulder Community Health (BCH) on Broadway. The city
officially purchased the BCH – Broadway campus site in Dec.
2015. The property includes over 355,000 square feet of
existing building space, a five-story parking structure, and two
large surface parking areas. The planning process for the site
will involve extensive public participation over the next few years
that will inform changes to the Boulder Valley Comprehensive
Plan (BVCP) and ultimately how the site will be used. The
Alpine-Balsam project presents a unique opportunity to help
ensure that future redevelopment of the site fits the community’s
vision and goals, responds to community needs, and enhances
the character of the neighborhood.
In June 2017, the City Council adopted the Alpine-Balsam
Vision Plan, which established a Vision and Guiding Principles
for the redevelopment of the site, supported by strategies
and performance criteria. For the rest of 2017, the focus will
be on the second phase of work including area planning, site
City of Boulder's 2018 BUDGET VOLUME II | Page 48
CENTRAL BOULDER
analysis, and redevelopment scenario analysis. This phase of work will include an urban design plan for the site
and preliminary area plan based on a range of options building on the initial planning phase completed in early
2017. Prior to planning, additional site analysis and technical studies will likely include geotechnical, travel demand
management, and the future of healthcare services. The area plan will focus on the city-owned property and
adjacent areas of influence. The plan will address land uses, public spaces, community facilities, parks and trail
connections, drainage, streetscape, transportation, and building design guidelines, and other site and community
needs that arise during the planning process. Continuous community engagement will occur throughout this process
in order to help determine the future use of the Alpine-Balsam site.
Civic Area – The Boulder Civic Area site includes the area between Canyon Boulevard and Arapahoe Avenue and
between 9th and 14th Streets. A new Civic Area Master Plan, adopted in June 2015, expresses a long-term vision to
transform the Civic Area into an even more unique place that reflects the community’s shared values and diversity.
Implementation of the Boulder Civic Area Master Plan is expected to take place over the next 10 to 20 years.
The first phase of implementation is currently moving forward thanks to passage of the November 2014 Community,
Culture and Safety tax. In September 2016, the city began construction on the Phase I park improvements ($8.7
million) in coordination with the more than $5 million from the tax devoted to Boulder Creek Path improvements,
11th Street lighting, public art and Arapahoe Avenue underpass improvements at 13th Street. Subsequent phases
and timing to implement the remainder of the Boulder Civic Area Master Plan will be defined by analyses currently
underway, informed by community input, guided by council decision making, and dependent on the available of
funding sources.
The city is also continuing efforts to define the appropriate management, operation, and funding structure for the
Civic Area. This work will be done in conjunction with and include further exploration to create a Public Market Hall
– a key element identified in the Master Plan. Specific to the Market Hall, this will include community engagement
concerning a phasing approach and how the Market Hall might complement both the Civic Area as a whole and the
continued success of the Boulder County Farmers Market program.
Additional Master Plan implementation is taking the form of developing concept-level program and spatial planning
analysis and alternatives for the East Bookend – the portion of the Civic Area bounded by Arapahoe, 13th, Canyon,
and 14th. In addition to the existing elements such as the Dushanbe Tea House and the Boulder Museum of
Contemporary Art, other elements may include city facilities, a Public Market Hall, parking, etc. This planning work
is being coordinated with the City Facilities Assessment, planning for further park improvements east of Broadway,
the Canyon Complete Street project, and mobility planning around and nearby the downtown transit hub. These
work efforts will help define the full program of uses to be accommodated in the East Bookend and their potential
configuration.
City Facilities Assessment – Currently, city staff and services are spread out across 41 city-owned facilities and
approximately 54,000 square feet of leased space throughout the community. This situation inhibits high-quality
customer service, impedes efficiency, and is not economical. The Civic Area Master Plan recommended the
removal of two city office buildings (Park Central and New Britain) in the High Hazard Flood Zone as well as the
possibility of repurposing the Municipal and/or Atrium Buildings. The purchase of the Alpine-Balsam site created an
opportunity to consider both the Civic Area and the Alpine-Balsam site in responding to the city’s decentralized office
challenges in a way that reflects Boulder’s vision and values. To address these challenges and take advantage of
these opportunities, the city initiated the City Facilities Assessment.
The city, with consultant support, is evaluating city facilities space and program requirements to better address
the increasing costs of maintaining and operating multiple facilities, leasing costs, and inefficiencies generated
City of Boulder's 2018 BUDGET VOLUME II | Page 49
CENTRAL BOULDER
by fragmented workgroups spread across different buildings. The analysis specifically focuses on identifying which
city functions should be grouped at key locations around the city. Currently Alpine-Balsam is envisioned as a hub for
community services, with a central services center that will enable visitors to do most of their business with the city in
one convenient location, while the Civic Area is envisioned as a hub for civic and community gathering, with multi-use
meeting spaces that can host multiple events and functions including City Council, public and private community events,
visitor orientation, and potentially a municipal courtroom.
This phase of work will also develop guiding principles for new and renovated city facilities in the context of “what is
the city facility of the future for Boulder?” With input from the community, the goal is to deliberately group functions,
departments, and work in such a way that engages the community, provides excellent and accessible customer service,
improves efficiency for staff, makes buildings easy to maintain and operate at peak performance, and reflects the vision
and values of the community.
This first phase of work will be completed in Q3 of 2017. For the balance of 2017 and continuing into 2018, the second
phase of work will develop city-wide facility design guidelines and performance standards and refine city space needs
into a complete program that could be utilized in design of facilities at Alpine-Balsam and/or in the Civic Area. This work
also will include an initial analysis of different redevelopment strategies for city facilities, such as the pros and cons of
city ownership of facilities versus a leasing arrangement.
University Hill Reinvestment – CU Conference Center/Hotel – In 2014, Boulder City Council made it a priority
to improve quality of life on University Hill for residents, visitors and businesses. The University Hill Reinvestment
Strategy provides a framework for pursuing improvements, with the city acting as a catalyst for sustained public/private
partnerships and private investment over the long term. The details and recommended budget for the University Hill
Reinvestment Strategy currently resides with the Community Vitality Department in the form of funding for University
Hill Community Development programs and related pilot projects (Hill Employee EcoPass Program and the Residential
Service District).
However, this section highlights the connection from the University Hill to the Civic Area east bookend. The University
of Colorado is in the process of selecting a private partner for the development and operation of a Hotel/Conference
Center at the corner of Grandview and Broadway. In addition, a private hotel development is being considered across
Broadway. Those projects, combined with other redevelopment efforts on the Hill, amplify the need for high-quality
multi-modal connections between the Hill and the Civic Area/Downtown, and a well-coordinated access and parking
management strategy between the CU Hotel/Conference Center and the Hill. Regarding the multi-modal Hill/Civic
Area connections, city staff has conducted concept-level analysis of a physical/mobility connections (particularly with
respect to the so-called “Andrews Arboretum Promenade”); consultant services will be needed to advance the analysis
to a more refined level. Regarding an access and parking management strategy, consultant services will be needed to
further that effort.
The planning efforts related to the CU conference center/hotel may involve capital improvements investments from the
city in future years depending on the outcome of current work efforts.
Long-Term Planning and Future Implementation
As noted previously, the Civic Area and Alpine-Balsam are multi-year projects. The efforts to transform the Civic Area,
redevelop the Alpine-Balsam site, promote reinvestment in University Hill and support CU’s development of a hotel/
conference facility are all anticipated to continue through 2017 and into 2018. Phases and timing to implement these
planning projects will be defined by analyses currently underway, informed by community input, guided by council
decision making, and dependent on the availability of funding sources.
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CENTRAL BOULDER
As part of these planning efforts, the city will develop cost estimates and identify financing tools and investment
strategies to pay for capital improvements in the Civic Area, connections to the CU Hotel/Conference Center, and
development of the Alpine-Balsam site. This may lead to public financing through voter-approved bonds or sales
tax along with public-private partnerships. If funding is identified, then design and construction could begin in 2020
or later. See the high-level timeline graphic below for an estimated schedule. This graphic reflects the current
thinking and is subject to change as funding opportunities and/or project conditions change.
Children walking up Broadway University Underpass
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3C | SPECIAL HIGHLIGHT: PUBLIC ART
Public Art in Conjunction with Capital Improvement Projects
The Community Cultural Plan (adopted by City Council on November 17, 2015) describes a community priority
for culture: Focus on the expression of culture and creativity in the public realm through public art, the urban
landscape, culture in the neighborhoods and serendipitous encounters with the arts. This is further supported in the
Community Cultural Plan through the action strategy to “reinvent our public art program.”
Commissioning of public art projects has historically occurred throughout Boulder at the discretion of individual
departments, resulting in a miscellaneous collection and inadequate maintenance. The city has adopted a new
policy to commission public art in a manner consistent with the Community Cultural Plan. This includes integration
of public art with capital improvements in public spaces. In addition to this commissioning process, a sustainable
source of funding has been proposed for future implementation. New capital projects that meet certain criteria would
either include new public art or contribute funding to ensure new art in an appropriate location. If approved, this
would apply a rule of assigning 1% of total construction costs in eligible projects.
Components of the draft policy include:
• A percent-for-art rule as part of eligible capital projects. 1% of total construction costs of new capital and
capital enhancement projects, to be used for the acquisition of public art. This would also include an additional
0.25% to be used for maintenance funding for the city’s public art assets.
• Proposed Eligibility Criteria:
• Capital projects for new facilities or significant enhancements of existing facilities. (Does not include
maintenance, repair, upgrades, etc.)
• Capital projects with a total project budget of $50,000 or greater.
• Capital projects that have a publicly accessible component.
• Capital projects that are sourced from funds which permit the inclusion of public art.
• A framework for implementation.
• Procedures for calculation and administration of funds.
With the adoption of the new Policy on Acquisition and Maintenance of Public
Art by the City, adopted December 1, 2016, oversight and coordination of the
City of Boulder Public Art Program and all works of public art acquired by the
City of Boulder are the responsibility of the Library & Arts Department Office of
Arts and Culture.
The Office of Arts and Culture will additionally serve as the leading expert
commissioning and overseeing the maintenance of the public art collection.
The Boulder Arts Commission will serve as an advisory, engagement group in
support of the execution of this policy.
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PUBLIC ART
Projects Underway
The following locations used the “Policy on Acquisition and Maintenance of Public Art” and have public art projects
included in the 2017 Public Art Implementation Plan. Projects are anticipated for completion 2018-2019:
Civic Area Public Art Project
• In the Civic Area Master Plan, this site is acknowledged as a cultural destination, and this public art
commission will specifically reflect priorities contained within the plan.
• Funding: Public art contract of roughly $325,000 funded through the Community Culture and Safety (CCS)
Tax and General Fund allocation. This budget creates a civic-scale public art opportunity that will further
compliment current improvements made to the park.
• Anticipated Timeline: Selection
Process Q2-Q3 2017; Design Q3
2017 – Q2 2018; Fabrication Q3
2018 – Q2 2019; Installation Q3-4
2019.
• Location: Final location will be
determined by the artist, public art
selection panel and the technical
review committee. Possible sites
include the 11th Street Spine and
within park space north or south of
Boulder Creek between 10th and
11th Streets.
Image: Boulder Civic Area rendering
Arapahoe and 13th Underpass
• The City of Boulder has initiated planning and design for the Boulder Creek & Arapahoe Underpass
(Arapahoe & 13th) project to provide a safer, more accessible and less flood prone underpass along the
Boulder Creek Path at Arapahoe Avenue, near 13th Street. Inclusion of art will further support project goals
and ultimately the user experience.
• Funding: Public art contract of roughly $42,000 funded through an estimated 1% of the Transportation project
budget, this project is a complimentary component of the Arapahoe Underpass reconstruction project, funded
in part through the CCS Tax.
• Anticipated Timeline: Selection Process Q2-Q3 2017; Design Q3-Q4; Fabrication Q1 – Q2 2018; Installation
Q3-4 2018.
• Location: Final location will be determined by the artist, public art selection panel and the technical review
committee. Possible sites include a primary focus on underpass retaining wall with additional opportunities at
the confluence of trails just south of the underpass and/or adjacent to the on-street pedestrian crossing.
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PUBLIC ART
North Broadway/NoBo Art District
• North Broadway serves as a gateway to Boulder and the NoBo Art District from Hwy 36. This public art
opportunity is an additional aspect of the formalization of NoBo as a Creative District and utilization of creative
placemaking through the reconstruction of North Broadway.
• Funding: Public art contract of roughly $155,000 funded through an estimated 1% of the Transportation North
Broadway Reconstruction Project and a public art fund contribution through the 2014 CCS Tax.
• Anticipated Timeline: Selection Process Q4 2017 – Q1 2018; Design Q2-Q4 2018; Fabrication Q1 – Q3 2019;
Installation Q3-4 2019.
• Location: Final location will be determined by the artist, public art selection panel and the technical review
committee. Possible sites include primary intersections and acknowledge sites with footprint capacity for
artwork.
University Hill
University Hill is a location with interest from the CU population and University Hill Neighborhood, with overall
support and interest from the community. This public art project will be temporary in nature, responding to the
characteristics of the site.
Arapahoe Existing Site Conditions Karen Yank's "Currents" underpass example
• Funding: Public art project contract of roughly
$85,000 funded through the 2014 CCS Tax.
• Anticipated Timeline: Selection Process Q3-Q4
2017; Design Q1-Q4 2018; Fabrication Q2 2018 –
Q2 2019; Installation Q4 2018 – Q4 2019.
• Location: Final location will be determined by the
artist, public art selection panel and the technical
review committee. Possible sites will be identified
throughout 11th and 13th Streets from Pleasant St.
to College Ave,
Image: Mapping Stories as reference photo for temporary
projects through Experiments in Public Art.
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PUBLIC ART
Foothills Underpass (Urban Design)
• The City of Boulder has initiated planning and design a new underpass at Foothills Underpass just south of
Colorado Avenue to provide a safer, more accessible and uninterrupted traffic flow. Inclusion of art will further
support project goals and ultimately the user experience.
• Funding: Public art contract of roughly $30,000 funded through an estimated 1% of the Transportation project
budget, this project is a complimentary component of the Foothills Underpass project budget.
• Anticipated Timeline: This project will run in tandem with 30th and Colorado Underpass; Selection Process
Q3-Q4 2017; Design Q1-Q3 2018; Fabrication Q4 2018 – Q1 2019; Installation Q2-3 2019.
• Location: Final location will be determined by the artist, public art selection panel and the technical review
committee. Possible sites include a primary focus on underpass retaining wall. As part of a federally-funded
transportation project, this opportunity will follow the urban design framework consistent with federal funding
reimbursements.
30th and Colorado (Urban Design)
• The City of Boulder has initiated planning and design a new underpass at 30th Street and Colorado Avenue to
provide a safer, more accessible and uninterrupted traffic flow. Inclusion of art will further support project goals
and ultimately the user experience.
• Funding: Public art contract of roughly $70,000 funded through an estimated 1% of the Transportation project
budget, this project is a complimentary component of the Foothills Underpass project budget.
• Anticipated Timeline: This project will run in tandem with Foothills Underpass; Selection Process Q3-Q4 2017;
Design Q1-Q3 2018; Fabrication Q4 2018 – Q1 2019; Installation Q2-3 2019.
• Location: Final location will be determined by the artist, public art selection panel and the technical review
committee. Possible sites include a primary focus on underpass retaining wall. As part of a federally-funded
transportation project, this opportunity will follow the urban design framework consistent with federal funding
reimbursements.
*Additional public art projects not in conjunction with Capital Improvement Projects are included in the 2017 Public
Art Implementation Plan.
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4 | DEPARTMENT PROJECTS
2018 Department Projects
Community Vitality
Facilities and Asset Management
Fire-Rescue
Information Technology
Library and Arts
Open Space and Mountain Parks
Parks and Recreation
Police
Transportation
Utilities
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COMMUNITY VITALITY
Overview of Department Missions / Goals
The department of Community Vitality was created in late 2015, integrating the Downtown and University Hill
Management Division/Parking Services Division with the city's economic vitality work group. Community Vitality
focuses on three service areas: Access and Parking Services, District Management (Downtown, University Hill
and Boulder Junction) and citywide economic vitality. The department focuses on place-based management with
integration of the city's core sustainability goals – economic, social and environmental.
• Access and Parking Services support the community's multi-modal strategy – bikes, transit, pedestrians and
vehicles. The department manages public parking on and off-street in the three parking districts (Downtown,
University Hill and Boulder Junction) and in collaboration with travel demand management programs (Eco
Pass, car and bike share) to create a full menu of access options for employees, customers and visitors.
Access and Parking Services also encompasses citywide parking enforcement and the management of the 11
Neighborhood Parking Program zones.
• District Management focuses on management and permitting of public spaces, such as the Pearl Street Mall
and city-wide special events as well as integration with other city departments (e.g., Parks and Recreation)
and business associations (e.g., Downtown Business Improvement District, Downtown Boulder Partnership,
Hill Boulder) to ensure safe, welcoming and vibrant public gathering areas and events.
• Economic Vitality supports businesses city-wide, focusing on primary employer retention, business services,
and promoting innovation in partnership with local economic and business organizations.
Funding Overview
Community Vitality manages programs in five funds:
• Downtown Commercial District Fund – including restricted Central Area General Improvement District
(CAGID) parking and tax revenues and on-street parking meter revenues
• University Hill Commercial District Fund – including restricted University Hill General Improvement District
(UHGID) parking and tax revenues and on-street parking meter revenues
• Two Boulder Junction Access District (BJAD) Funds – Parking fund and Travel Demand Management (TDM)
fund – including district tax revenues and PILOT (payment in lieu of taxes) payments, and parking revenues
• General Fund – including on-street parking revenue in out of bound areas, Neighborhood Parking Permit
program revenues, and parking enforcement revenues.
Current focus for Capital Planning and Projects in the 2018 Capital Budget
Based on the CAGID Parking Structure Asset Management Plan completed in 2017, Community Vitality’s focus
for capital projects in 2018 includes stairwell replacements in two garages and increasing the annual capital
maintenance budget to reflect the needs identified in the 2017 Asset Management Plan. Downtown/Pearl Street
Mall amenity repairs and replacement include ongoing allocations for replacement of elements such as the pop jet
fountain and refurbishment of the 1400 block map.
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Project Highlights
COMMUNITY VITALITY
*This table does not include all the projects in the CIP; see fund summary and projects sheets for the full list of
projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Board Action
The Downtown Management Commission (DMC) unanimously approved the following resolution in support of the
Community Vitality/Parking CIP at its June 6, 2017 meeting:
* Motion to approve the 2018 recommended expenditures from the Downtown Commercial District Fund.
Pearl Street Mall Kiosk Trinity Commons public-private partnership
Estimated
Total Cost
2018
Approved
2019
Projected 2020
Projected
2021
Projected
2022
Projected
2023
Projected
COMMUNITY VITALITY $ 3,650,000 $ 1,775,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000 $ 375,000
CIP-CAPITAL MAINTENANCE 3,650,000$ 1,775,000$ 375,000$ 375,000$ 375,000$ 375,000$ $ 375,000
Downtown Parking Garage Major Maint 1,500,000 250,000 250,000 250,000 250,000 250,000 250,000
Downtown Pearl St Mall Amenity Repl 750,000 125,000 125,000 125,000 125,000 125,000 125,000
Garage Stair Replacement 1500/1100 1,400,000 1,400,000 - - - - -
Schedule for Highlighted Projects*
Project 2017 2018 2019
CAGID: Trinity Commons (2200 Broadway) Construct mixed use
Garage Completion
CAGID: Five garages Replace parking access and gate control
system Completion
Hill Event Street (CCS project)Completion
CAGID: 15th & Pearl Repair & Refurbish elevator Completion
CAGID: Five Garages Install EV charging stations Completion
CAGID: Five garages Major maintenance fund Ongoing Ongoing Ongoing
Downtown/Pearl Street Mall Improvements/Replacements 15th Street
Kiosk complete Ongoing Ongoing
CAGID: 15th & Pearl and 11th & Spruce garages
Stairwell replacement Design Construction
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FACILITIES AND ASSET MANAGEMENT
Overview of Department Missions / Goals
The Facilities and Asset Management Division provides leadership and expertise to promote the efficient and
effective use of resources and space, and coordinate or directly manage the maintenance and replacement of city
facilities and equipment.
Funding Overview
The Facilities and Asset Management (FAM) CIP is supported by the following funds:
• Capital Development Fund: The Capital Development Fund accounts for development fees to be utilized
for the construction of capital improvements related to new development and growth. Funding for the Capital
Development Fund is provided through the development excise tax (DET) and impact fees.
In 1987, DET was instituted to fund capital improvements related to growth and is paid by new commercial
and residential development. Beginning in 2010, excise taxes previously collected for new construction
for Fire, Human Services, Library, Police and Municipal Facilities ceased and were replaced with impact
fees. In addition, Parks and Recreation was added to the list of departments collecting impact fees. In
2016, an update to the impact fee study was completed and is available in the Sep 20, 2016 Capital Facility
Development Impact Fee Study.
• Facility Renovation and Replacement Fund: The Facility Renovation and Replacement Fund (FR&R)
accounts for major maintenance (projects >$3,000), renovation and building system replacement projects for
FAM maintained buildings, structures and property. The majority of FR&R funding comes from the General
Fund (GF) and transfers from the Parks and Recreation 0.25 sales tax. The FR&R fund also receives funding
from restricted and enterprise funds for specific departmental projects including environmental remediation
work. The FR&R fund is an internal service fund managed by FAM and amounts to approximately $1,600,000
annually.
Current focus for Capital Planning and Projects in the 2018 Capital Budget
The core of FAM’s operation is maintaining city facilities so that residents and employees have a safe and pleasant
experience in the various facilities. As facilities are repaired and systems are replaced, FAM also looks to provide
greater energy efficiency and equipment controls so that systems can be monitored 24/7. Focus areas for 2018
include:
Asset Management: Major maintenance and repairs of infrastructure to multiple facilities across the city verified
by formal facility assessment performed in 2015 and 2016. The assessments of 20 city facilities included fire
stations, libraries, fleet services, major administrative areas, and recreation centers. Approximately $10.6 million in
backlogged maintenance was identified in these 20 facilities and of that amount, $2.6 million was determined to be
critical backlog and had been programmed for 2017 and is continued in the 2018 to 2023 CIP.
Energy Efficiency: In 2017, FAM is evaluating like-for-like replacements of major systems in light of the city’s
climate commitment to have 80 percent reduction of greenhouse gas emissions (GHG) from city facilities and
operations. At the end of 2015, the city had reduced GHG emissions from city facilities by 42 percent from 2008
levels. At the end of 2016, reductions for city facilities continued with a 46 percent reduction from 2008 levels. In
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FACILITIES AND ASSET MANAGEMENT
Capital Development funding, further analysis and space planning is programmed for the Alpine-Balsam campus
area with goals towards creating energy efficient projects to continue the reduction of GHG emissions produced by
city facilities and operations.
Civic Area: Renovations to one area of the Municipal Building are proposed to consolidate services provided by the
City Manager’s Office and to also create a more welcoming environment.
Project Highlights
*This table does not include all the projects in the CIP, see fund summary and projects sheets for the full list of
projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Board Action
As an internal service, Facilities and Asset Management does not have an advisory board.
Schedule for Highlighted Projects*
Project 2017 2018 2019
Upgrade Radio Infrastructure Design If funded,
completion
Renovate Brenton Building Construction
Start Completion
Upgrade EV Chargers Completion
Replace Outdoor Lighting for Compliance Design Completion
Construction
Analyze City Facilities Planning Design
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FACILITIES AND ASSET MANAGEMENT
Estimated
Total Cost
2018
Approved
2019
Projected 2020
Projected
2021
Projected
2022
Projected
2023
Projected
PW/FACILITIES AND ASSET MNGMT $10,286,000 $ 2,102,000 $ 2,111,000 $ 1,705,000 $ 1,624,000 $ 1,662,000 $ 1,082,000
CIP-CAPITAL ENHANCEMENT 1,560,000$ 560,000$ -$ 700,000$ -$ 300,000$ $ -
Municipal Building Renovations - SW 560,000 560,000 - - - - -
Tantra Shop Renovation 300,000 - - - - 300,000 -
West Senior Center Maj Maint & Reha 700,000 - - 700,000 - - -
CIP-CAPITAL MAINTENANCE 7,846,000$ 1,312,000$ 1,981,000$ 875,000$ 1,494,000$ 1,232,000$ $ 952,000
Aquatics Facility Repairs 976,000 - 723,000 - 253,000 - -
Essential Facility Maintenance Proj 2,600,000 700,000 - 200,000 400,000 500,000 800,000
Fire Stations Major Maintenance 871,000 132,000 138,000 145,000 152,000 152,000 152,000
Fleet - System Repairs/Replacements 460,000 80,000 220,000 80,000 - 80,000 -
Martin Park Shelter Major Maint 169,000 - - - 169,000 - -
Misc Facility Maintenance Projects 2,150,000 400,000 400,000 450,000 400,000 500,000 -
N Boulder Park Shelter Repair 120,000 - - - 120,000 - -
Recreation Facility Repairs 500,000 - 500,000 - - - -
CIP-CAPITAL PLANNING STUDIES 880,000$ 230,000$ 130,000$ 130,000$ 130,000$ 130,000$ $ 130,000
City Facilities Analysis/Consolidat 100,000 100,000 - - - - -
Facility Assessments 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Misc Space Needs and Analysis 480,000 80,000 80,000 80,000 80,000 80,000 80,000
Estimated
Total Cost
2018
Approved
2019
Projected 2020
Projected
2021
Projected
2022
Projected
2023
Projected
PW/FACILITIES AND ASSET MNGMT $10,286,000 $ 2,102,000 $ 2,111,000 $ 1,705,000 $ 1,624,000 $ 1,662,000 $ 1,082,000
CIP-CAPITAL ENHANCEMENT 1,560,000$ 560,000$ -$ 700,000$ -$ 300,000$ $ -
Municipal Building Renovations - SW 560,000 560,000 - - - - -
Tantra Shop Renovation 300,000 - - - - 300,000 -
West Senior Center Maj Maint & Reha 700,000 - - 700,000 - - -
CIP-CAPITAL MAINTENANCE 7,846,000$ 1,312,000$ 1,981,000$ 875,000$ 1,494,000$ 1,232,000$ $ 952,000
Aquatics Facility Repairs 976,000 - 723,000 - 253,000 - -
Essential Facility Maintenance Proj 2,600,000 700,000 - 200,000 400,000 500,000 800,000
Fire Stations Major Maintenance 871,000 132,000 138,000 145,000 152,000 152,000 152,000
Fleet - System Repairs/Replacements 460,000 80,000 220,000 80,000 - 80,000 -
Martin Park Shelter Major Maint 169,000 - - - 169,000 - -
Misc Facility Maintenance Projects 2,150,000 400,000 400,000 450,000 400,000 500,000 -
N Boulder Park Shelter Repair 120,000 - - - 120,000 - -
Recreation Facility Repairs 500,000 - 500,000 - - - -
CIP-CAPITAL PLANNING STUDIES 880,000$ 230,000$ 130,000$ 130,000$ 130,000$ 130,000$ $ 130,000
City Facilities Analysis/Consolidat 100,000 100,000 - - - - -
Facility Assessments 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Misc Space Needs and Analysis 480,000 80,000 80,000 80,000 80,000 80,000 80,000
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FIRE-RESCUE
Overview of Department Missions / Goals
The Boulder Fire-Rescue Department provides emergency response to fires, medical emergencies, disasters,
rescues and hazardous materials releases in Boulder. The 124 firefighters, engineers, station officers, chief officers,
training division personnel, wildland division personnel, community risk reduction personnel and management staff
work together to prevent emergencies from happening and to mitigate them when they do.
Funding Overview
The Fire-Rescue Department is funded by the General Fund. Currently there is no specific capital funding source for
General Fund departments and capital needs are addressed on a case by case basis, as funds are available.
Potential sources of funding for the capital projects noted below include each of the following or any combination of:
• An increase in sales and use tax;
• Capital Tax renewal;
• An increase in property tax mill levy;
• Bond funding;
• Use of existing operating funding to build a capital fund or pool of money available for capital projects; or
• Use of impact fees and Development Excise Taxes.
Current focus for Capital Planning and Projects in the 2018 Capital Budget
The Fire-Rescue CIP is likely contingent on renewal of the capital improvement sales tax, to be considered by
Boulder voters in November 2017. Of highest priority is relocation of Fire Station #3 out of the 100-year floodplain,
to a location that will provide quicker response to more calls for service.
Fire-Rescue will update its master plan in late 2017 – early 2018. The update will incorporate facility, equipment and
staffing needs for a potential expansion into fire-based advanced life support (paramedicine) and transport that will
inform future CIPs.
Project Highlights
Fire-Rescue will begin its master plan update in 2017 for anticipated completion in 2018.
Although not identified in the CIP, Fire-Rescue received funding for a new station alerting system which will be
operational in the second quarter of 2017. The new technology allows for simultaneous dispatch of multiple stations
and automated information flow to reduce emergency response times.
Board Action
Fire-Rescue does not have an advisory board.
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INFORMATION TECHNOLOGY
Overview of Department Missions / Goals
The mission of the Information Technology (IT) Department is to create an environment of seamless integration
between people and technology.
Funding Overview
Both the Computer Replacement Fund (CRF) and the Telecommunications Fund (TF) have been used to progressively
accumulate replacement reserves for existing personal computers, server equipment, network infrastructure, central
telephone systems and associated operating system and database costs. These systems represent the critical IT
capital infrastructure upon which all the major IT CIP projects and existing city computer applications fundamentally
depend. The revenue received in the Computer Replacement Fund is collected via charges to all city departments.
During 2017 the city will formalize the savings plan for
major software replacement Once the structure is in place
these projects will accumulate funding for replacement of
existing major software systems. One source of revenue
for software replacement will be an annual General Fund
appropriation.
Current focus for Capital Planning and Projects in the 2018 Capital Budget
For 2018 there will be limited hardware replacements completed. Work will continue on several big projects started
in 2016 and 2017, but will not be completed until 2018 or 2019. They include:
• Incremental central telephone system hardware and software upgrades (2016-2019)
• Backup system replacement and upgrade
A major update to the IT Strategic Plan is currently underway covering the period from 2018 to 2023 that will
inform future capital needs and priorities. The IT funding study conducted in 2015 reaffirmed the need to create
an organization wide savings plan for software replacement, inclusive of both enterprise wide systems as well as
departmental business tools.
Project Highlights
Schedule for Highlighted Projects*
2017 2018 2019
Virtual Server, software and
storage Hardware Replacement
Network Upgrade
Data Backup and Disaster Recovery Replacement
*This table does not include all the projects in the CIP, see fund summary and projects sheets for the full list of projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets in
each department section for project descriptions, phasing and funding information.
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Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2023
Projected
INFORMATION TECHNOLOGY $ 8,558,000 $ 900,200 $ 1,751,200 $ 1,554,200 $ 1,617,900 $ 1,329,600
CIP-CAPITAL MAINTENANCE 8,558,000$ 900,200$ 1,751,200$ 1,554,200$ 1,617,900$ $ 1,329,600
Data Backup and Disaster Recovery 231,700 74,300 - - - 104,100
Database Hardware Replacement 150,600 - - 19,200 65,600 -
End User Device Replacement 4,474,400 564,900 694,000 704,000 720,100 881,000
Network Hardware Replacement 2,979,900 228,100 985,800 795,800 289,600 323,000
Security Administration 124,100 3,500 37,600 35,200 30,000 -
Server Hardware Replacement 597,300 29,400 33,800 - 512,600 21,500
Board Action
As an internal service IT does not have a citizen’s board.
Click here to access the Information Technology Strategic Plan. Click here to access all master plans for the City of
Boulder.
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LIBRARY AND ARTS
Overview of Department Mission
Boulder Public Library Mission: The mission of the Boulder Public Library is to enhance the personal and
professional growth of Boulder residents and contribute to the development and sustainability of an engaged
community through free access to ideas, information, cultural experiences and educational opportunities.
Office of Arts and Culture Mission: The mission of the Boulder Office of Arts and Culture is to facilitate an
alignment in the creative community around our shared vision for culture: Together, we will craft Boulder’s social,
physical, and cultural environment to include creativity as an essential ingredient for the well-being, prosperity, and
joy of everyone in the community.
Funding Overview
Boulder Public Library: The Library is funded through a combination of the General Fund and Library Fund
support. The General Fund provides approximately 90% of the support. The Library receives dedicated Capital
Facility Impact Fees that can be used to support capital expansion of library facilities. Beyond that, there is no
dedicated funding source for major capital projects for the Library. Ongoing renovation and maintenance oriented
capital needs are addressed on a case-by-case basis in conjunction with the Facilities and Asset Management
(FAM) Division of Public Works and are typically funded either with General Fund dollars or with accumulated
Library Fund balance. In total, capital funding for the Library is sourced through the following:
• An increase in sales and use tax;
• An increase in property tax mill levy;
• An increase in Capital Facility Impact Fees;
• Third-party grants and donations;
• Bond funding; and
• Use of existing operating funding to build capital fund or pool of money available for capital projects.
Office of Arts and Culture: The Office of Arts and Culture is funded by the General Fund, with a portion of funding
for the public art program derived from the Community, Culture, and Safety Tax.
Current focus for Capital Planning and Projects in the 2018 Capital Budget
Boulder Public Library: The Library is currently undergoing a Master Plan update with expected completion in the
last quarter of 2017. The master plan will guide library services and spaces and it will serve as a basis to prioritize
future capital planning efforts. The 2007 Library Master Plan identified several space needs within the Main Library
which were addressed in the $4.8 million renovation that was funded with 2011 Capital Bond dollars. The priority of
other capital projects identified in the 2007 Master Plan will be identified in the upcoming Master Plan update, e.g.
North Boulder Branch Library.
Office of Arts and Culture: The Office of Arts and Culture public art program has a substantive capital component
and is guided by Community Cultural Plan, the Public Art Policy, and Public Art Program Implementation Plan. The
initial deployment of $475,000 in funding dedicated to a series of public art projects throughout the city is underway.
These revenues are being generated through the pay-as-you-go Community, Culture and Safety Tax and a one-time
allocation from the General Fund.
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Project Highlights
Schedule for Highlighted Projects*
2018 2019
Experiments in Public Art
Temporary Series
Civic Area 11st Spine Artwork
Arapahoe Underpass Artwork
University Hill Art Temporary Series
North Boulder Artwork
*This table does not include all the projects in the CIP, see fund summary and projects sheets for the full list of
projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Click here to access the Library Master Plan. Click here to access all master plans for the City of Boulder.
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OPEN SPACE AND MOUNTAIN PARKS
Overview of Department Missions / Goals
The City of Boulder’s Open Space and Mountain Parks Department (OSMP) preserves and protects the natural
environment and land resources that characterize Boulder. We foster appreciation and use that sustain the natural
values of the land for current and future generations. In 1986, Boulder residents approved a charter that requires
OSMP to acquire, maintain, preserve, retain and use open space land for the following purposes:
• Preservation or restoration of natural areas characterized by or including terrain, geologic formations, flora, or
fauna that are unusual, spectacular, historically important, scientifically valuable, or unique, or that represent
outstanding or rare examples of native species
• Preservation of water resources in their natural or traditional state, scenic areas or vistas, wildlife habitats, or
fragile ecosystems
• Preservation of land for passive recreational use, such as hiking, photography or nature studies, and, if
specifically designated, bicycling, horseback riding or fishing
• Preservation of agricultural uses and land suitable for agricultural production
• Utilization of land for shaping the development of the city, limiting urban sprawl, and disciplining growth
• Utilization of non-urban land for spatial definition of urban areas
• Utilization of land to prevent encroachment on floodplains
• Preservation of land for its aesthetic or passive recreational value and its contribution to the quality of life of
the community
Since 2015, Open Space and Mountain Parks has focused on a reorganization of the work force and filling vacant
and new positions created in the organization. OSMP leadership has used the charter as a guide to identify CIP
project priorities that fit within the Sustainability Framework. The top priorities for 2018 include working to implement
the priorities of several OSMP management plans and working with partners to develop regional trails. The 2018-
2023 CIP represents a continued shift towards system stewardship and taking care of existing infrastructure and
habitat preservation/restoration while gradually slowing funding to support new acquisitions. In addition, OSMP will
be working on an update to the Visitor Master Plan which has been recast as the Open Space Master Plan.
Funding Overview
Open Space and Mountain Parks’ CIP projects are funded from two sources, the Open Space Fund and the Lottery
Fund. The Open Space Fund accounts for the acquisition and maintenance of land, with financing provided by sales
taxes and the issuance of long-term bonds and notes payable. Approximately 92 percent of Open Space Fund
revenue derives from dedicated sales and use tax collections. There are three sales taxes that support the Open
Space Fund:
• 0.40 percent sales tax which has no sunset;
• 0.33 percent sales tax which will be reduced to 0.22 percent on January 1, 2019 and which has no sunset;
and
• 0.15 percent sales tax which will be repurposed for Transportation uses as of January 1, 2020, repurposed
again for general city purposes as of January 1, 2030, and expires December 31, 2039.
In 2014 the department issued $10 million of its approved $33 million in bonds to support the purchase of land.
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The Lottery Fund derives its revenue from the Colorado Conservation Trust Fund. Lottery Funds can be used for
acquisition, development and maintenance of new conservation sites and capital improvements and maintenance
of public sites. Annual appropriation is estimated at $355,300 with adjustments made based on revenues of the
Conservation Trust Fund.
Current Focus for Capital Planning and Projects in the 2018 Capital Budget
The 2018 Open Space and Mountain Parks Department
capital budget includes projects that are a part of
the department’s core mission including ongoing
strategic property acquisitions; capital maintenance of
trailheads and trails; agricultural lands management;
capital ecosystem maintenance and restoration; and
strategic and resource planning. After two years of
significant asset assessment including facilities and
trails condition, OSMP is increasing its stewardship
investment after completing FEMA reimbursable flood
recovery projects that have been the focus of the
OSMP CIP since 2013. The department's 2018 capital
budget will align with the following departmental work
program priorities for 2018:
Open Space and Mountain Parks Master Plan or
OS(MP)²;
• Strategic planning and implementation for the Top
Priorities of West TSA, North TSA, and Agricultural
Resource Management Plan;
• Continue to Implement Grassland Ecosystem
Management Plan and Forest Ecosystem
Management Plan (FEMP);
• Continue to Improve the Visitor Experience –
Follow through on initiatives such as recycling/dog
waste composting at trailheads and monitoring and
reporting results on Voice & Sight program;
• Develop Regional Trails through strategic property
acquisition, coordination with other agencies, and
other avenues as needed;
OSMP volunteers working on flood recovery
at Doudy Draw
OSMP volunteers working on flood recovery
• Make Progress on OSMP Campus Vision. A campus relocation may include acquisition of land, construction
of a new facility and/or major renovation of an existing facility depending on site opportunities;
• Focus on Continuous Improvement within the OSMP Department - Such as to continue to assess and
develop best practices related to OSMP’s scientific approach, data stewardship, recreation planning and
design, work plan and budget management, staff training and development, staff work space, equipment and
facilities, communication and coordination internally and externally.
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The 2018 capital budget will allow the department to meet business needs while understanding that additional
adjustments will be necessary over the coming years as the Master Plan is developed and OSMP receives
initial results from ongoing assessments of assets, including those of office space, trails condition, and buildings,
structures and other facilities.
Flatirons Vista after repaired culvert
Project Highlights
*This table does not include all the projects in the CIP, see fund summary and projects sheets for the full list of
projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Board Action
The Open Space Board of Trustees unanimously recommended the 2018-2023 CIP on June 14, 2017 after previous
review at the April 12 and May 10 business meetings.
Schedule for Highlighted Projects*
2017 2018 2019
OSMP Master Plan Portfolio OSMP Master Plan underway OSMP Master Plan complete
West TSA implementation:
Mesa flood recovery
West TSA implementation:
Fern/Shanahan/Mesa
West TSA implementation:
1st/2nd Flatiron
North TSA implementation:
Dagge Trailhead
North TSA implementation:
Wonderland Lake site plan
North TSA implementation:
North Foothills site plan
Major trail maintenance:
Chautauqua Meadow
Major trail maintenance:
Green Mountain West Ridge
Major trail maintenance:
Anenome Trail
Regional trail: Boulder Creek
Bikepath
Regional trail: Rocky
Mountain Greenway FLAP
Ecological Restoration:
Boulder Creek confluence
Ecological Restoration:
South Boulder Creek
headgate
Ecological Restoration:
Lower Boulder Creek
Strategic property acquisition according to Acquisition Plan
Development of OSMP Campus vision including move to interim space
Facilities maintenance in accordance with assessment results
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Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
OPEN SPACE & MOUNTAIN PARKS $ 29,865,300 $ 9,435,300 $ 5,270,000 $ 4,415,000 $ 4,465,000 $ 3,940,000 $ 2,340,000
CIP-CAPITAL ENHANCEMENT 2,708,000$ 858,000$ 530,000$ 380,000$ 380,000$ 330,000$ $ 230,000
Emergent Lottery Projects 428,000 428,000 - - - - -
NTSA Implementation 1,250,000 350,000 300,000 150,000 150,000 150,000 150,000
Regional Trails 480,000 80,000 80,000 80,000 80,000 80,000 80,000
WTSA Implementation 550,000 - 150,000 150,000 150,000 100,000 -
CIP-CAPITAL MAINTENANCE 4,917,300$ 1,057,300$ 720,000$ 735,000$ 785,000$ 810,000$ $ 810,000
Agriculture and Water Facilities 770,000 110,000 110,000 125,000 125,000 150,000 150,000
Cultural Resource/Facility Restorat 527,300 27,300 100,000 100,000 100,000 100,000 100,000
Ecological System Maintenance/Restr 800,000 300,000 100,000 100,000 100,000 100,000 100,000
Facilities Maintenance 1,800,000 400,000 250,000 250,000 300,000 300,000 300,000
Farm Site Improvements 360,000 60,000 60,000 60,000 60,000 60,000 60,000
Major Infrastructure Maintenance 660,000 160,000 100,000 100,000 100,000 100,000 100,000 CIP-CAPITAL PLANNING
STUDIES 200,000$ 100,000$ 100,000$ -$ -$ -$ $ -
OSMP Master Plan Update 200,000 100,000 100,000 - - - -
CIP-LAND ACQUISITION 22,040,000$ 7,420,000$ 3,920,000$ 3,300,000$ 3,300,000$ 2,800,000$ $ 1,300,000
Mineral Rights Acquisition 600,000 100,000 100,000 100,000 100,000 100,000 100,000
New Property Stabilization 720,000 120,000 120,000 120,000 120,000 120,000 120,000
OSMP Campus Relocation 6,500,000 2,500,000 1,000,000 1,000,000 1,000,000 1,000,000 -
OSMP Real Estate Acquisition 13,500,000 4,500,000 2,500,000 2,000,000 2,000,000 1,500,000 1,000,000
Water Rights Acquisition 720,000 200,000 200,000 80,000 80,000 80,000 80,000
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PARKS AND RECREATION
Overview of Department Missions / Goals
In 2014, City Council adopted the Boulder Parks and Recreation Master Plan and guiding principles that provide a
focused mission statement to promote the health and well-being of the entire Boulder community by collaboratively
providing high-quality parks, facilities and programs. This plan reflected over two years of public input as to the
future of the urban park system and identified six core themes to implement the community vision. They include:
enhancing community health & wellness; taking care of what we have; financial sustainability; building community;
youth engagement; and organizational readiness. In addition, the department is continuing to implement an Asset
Management Program to understand existing conditions on $215 million assets and reduce backlog of deferred
maintenance to lower overall facility condition index (FCI) to an industry standard. In 2017 the department continues
implementation of the Asset Management Program, planning projects for construction in 2018 and working with
expanded partnership development with agencies like Boulder Valley School District and non-profits such as the
PLAY Foundation to secure capital funding for enhancements and new facilities. Click here to see the department's
master plan.
Funding Overview
Parks and Recreation has multiple funds that allow implementation of capital projects each year. These funds are
described in more detail below and come from a variety of sources to support the department’s need to ensure
parks and facilities are in good condition and continue to serve the community.
Community, Culture and Safety Tax: In 2014, voters approved the short term sales tax increase to provide capital
funding for a variety of projects for the community. Parks and Recreation continues to manage the Civic Area Park
project that was funded for $8.7M to provide the initial transformation of the Civic heart of Boulder. Based on the
Civic Area Master Plan, this project will redevelop this unique space in downtown Boulder to provide for a range of
amenities and activities.
.25 Cent Sales Tax Fund: With the renewal of this tax in November 2012, the revenues from this funding source
were pledged “to fund Parks and Recreational services, development, renovation and refurbishment, and parkland
acquisition for passive and active recreational uses” (.25 Cent Sales Tax ballot language).
Permanent Parks and Recreation Fund: The Permanent Parks and Recreation Fund consists of a .9 mill levy of
assessed valuation of all taxable property in the city, gifts and donations to the fund, and proceeds from the sale
of park or recreation property or equipment. The City Charter requires that the “…Fund shall not be used for any
purpose other than the acquisition of park land or the permanent improvement of park and recreation facilities.”
(Charter Sec 161)
Lottery Fund: The Lottery Fund is based on proceeds from the Conservation Trust Fund that is distributed by
the State of Colorado on a per capita basis to entities. Funding can be used for the acquisition, development and
maintenance of new conservation sites and capital improvements for recreational purpose.
Capital Development Fund: The capital development fund accounts for citywide development impact fee
collections allocated to growth-related parks and recreation facility development.
Boulder Junction Improvement Fund: The Boulder Junction Improvement Fund was created in 2011 for the
Boulder Junction Key Public Improvements. Funding is provided from development related revenues generated in
the Boulder Junction Area that will be reinvested into key public improvements in this area.
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Current focus for Capital Planning and Projects in the 2018 Capital Budget
The department will continue to focus on the key themes identified in the department master plan including:
• Community Health and Wellness - facilities
are being improved with upgrades to Scott
Carpenter Pool and expansion of outdoor
fitness and athletic facilities as the results of
recent plans and studies.
• Taking Care of Existing Facilities - through
implementation of the Asset Management
Software and increase in funding for
playgrounds, turf and irrigation, court
resurfacing and park structures to extend the
useful life of priority facilities and increase the
condition of many assets.
• Building Community Relationships - through
improvements to the Civic Area, many
opportunities exist to enhance the gathering
spaces and activation areas to invite all members of the community to enjoy this unique public space in
downtown Boulder.
• Youth Activity and Engagement - many youth sports facilities and play areas will be enhanced and renovated
through the 2018 CIP projects that will continue to allow the department to focus on youth and provide
opportunities for children in the community.
Project Highlights
Improvements being made to Scott Carpenter Pool
Schedule for Highlighted Projects*
Project 2017 2018 2019
Boulder Reservoir South Shore Design Construction Completion
Scott Carpenter Pool Redevelopment Design Construction Completion
Neighborhood and Community Park Improvements Construction Completion Design
Civic Area Park Improvements Construction Completion
Aquatic Facility Enhancements Design
Valmont City Park Development Design
Boulder Junction Park Design Construction
*This table does not include all the projects in the CIP, see fund summary and projects sheets for the full list of
projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Board Action
The Parks and Recreation Board (PRAB) unanimously approved the following two resolutions in support of the
BPRD 2018-2023 CIP at the June, 2017 meeting: a motion to approve the 2018 recommended expenditures from
the Permanent Parks and Recreation Fund and a motion to approve the recommended 2018 – 2023 Parks and
Recreation Department Capital Improvement Program (CIP).
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Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
PARKS AND RECREATION $ 38,004,600 $ 13,304,600 $ 4,250,000 $ 7,000,000 $ 4,250,000 $ 5,000,000 $ 4,200,000
CIP-CAPITAL ENHANCEMENT 21,854,600$ 9,204,600$ 3,250,000$ 1,250,000$ 3,150,000$ 3,000,000$ $ 2,000,000
Aquatic Facility Enhancements 2,841,000 81,000 2,250,000 - 510,000 - -
Athletic Field Improvements 2,000,000 100,000 - 250,000 650,000 1,000,000 -
Neighborhood & Community Park Improvement 8,490,000 500,000 1,000,000 1,000,000 1,990,000 2,000,000 2,000,000
Scott Carpenter Pool Redevelopment 8,523,600 8,523,600 - - - - -
CIP-CAPITAL MAINTENANCE 10,350,000$ 3,750,000$ 1,000,000$ 500,000$ 1,100,000$ 2,000,000$ $ 2,000,000
Boulder Reservoir South Shore 4,400,000 3,400,000 - - - - 1,000,000
Flatiron Golf Course Repairs 600,000 - - - 600,000 - -
Recreation Facility Repairs 2,500,000 - 500,000 - - 1,500,000 500,000
Urban Forest Management 2,850,000 350,000 500,000 500,000 500,000 500,000 500,000
CIP-CAPITAL PLANNING STUDIES 250,000$ -$ -$ 250,000$ -$ -$ $ -
BPR Master Plan Update 250,000 - - 250,000 - - -
CIP-NEW FACILITY/INFRASTRUCTUR 5,550,000$ 350,000$ -$ 5,000,000$ -$ -$ $ 200,000
Boulder Junction Pocket Park 350,000 350,000 - - - - -
New Neighborhood Park Development 200,000 - - - - - 200,000
Valmont City Park Development 5,000,000 - - 5,000,000 - - -
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
PARKS AND RECREATION $ 38,004,600 $ 13,304,600 $ 4,250,000 $ 7,000,000 $ 4,250,000 $ 5,000,000 $ 4,200,000
CIP-CAPITAL ENHANCEMENT 21,854,600$ 9,204,600$ 3,250,000$ 1,250,000$ 3,150,000$ 3,000,000$ $ 2,000,000
Aquatic Facility Enhancements 2,841,000 81,000 2,250,000 - 510,000 - -
Athletic Field Improvements 2,000,000 100,000 - 250,000 650,000 1,000,000 -
Neighborhood & Community Park Improvement 8,490,000 500,000 1,000,000 1,000,000 1,990,000 2,000,000 2,000,000
Scott Carpenter Pool Redevelopment 8,523,600 8,523,600 - - - - -
CIP-CAPITAL MAINTENANCE 10,350,000$ 3,750,000$ 1,000,000$ 500,000$ 1,100,000$ 2,000,000$ $ 2,000,000
Boulder Reservoir South Shore 4,400,000 3,400,000 - - - - 1,000,000
Flatiron Golf Course Repairs 600,000 - - - 600,000 - -
Recreation Facility Repairs 2,500,000 - 500,000 - - 1,500,000 500,000
Urban Forest Management 2,850,000 350,000 500,000 500,000 500,000 500,000 500,000
CIP-CAPITAL PLANNING STUDIES 250,000$ -$ -$ 250,000$ -$ -$ $ -
BPR Master Plan Update 250,000 - - 250,000 - - -
CIP-NEW FACILITY/INFRASTRUCTUR 5,550,000$ 350,000$ -$ 5,000,000$ -$ -$ $ 200,000
Boulder Junction Pocket Park 350,000 350,000 - - - - -
New Neighborhood Park Development 200,000 - - - - - 200,000
Valmont City Park Development 5,000,000 - - 5,000,000 - - -
Children cut the ribbon to celebrate the completion of the new Civic Area bridge
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POLICE
Overview of Department Mission
The Boulder Police Department’s (BPD) mission is partnering with the community to provide service and safety.
The mission entails a full range of services which includes but is not limited to crime prevention, enforcement,
security, investigations, management of public disorder and quality of life issues, emergency and disaster response,
and training. Public safety and crime prevention are the department’s top priorities. Through community-oriented
policing, the BPD believes in building partnerships with the community to work on solving crime and crime-related
problems. Click here to access the boulder Police Department Master Plan. Click here to access all master plans
for the City of Boulder.
Funding Overview
The Police Department is funded by the General Fund. Currently there is no specific capital funding source for
General Fund departments and capital needs are addressed on a case by case basis, as funds are available.
Strategies for addressing unfunded capital needs are being developed. Potential sources of funding for the capital
projects noted below include each of the following or any combination of:
• An increase in sales and use tax;
• Capital Tax renewal
• An increase in property tax and mill levy;
• Bond funding; or
• Use of existing operating funding to build a capital fund or pool of money available for capital projects.
Current focus for Capital Planning and Projects in the 2018 Capital Budget
The Police Department CIP is likely contingent on renewal of the capital improvement sales tax, to be considered
by Boulder voters in November 2017. Of highest priority is replacement of the city’s radio infrastructure, currently
proposed for $6.5 million in funding if the capital tax is renewed. A new state of the art system would serve citywide
needs including police and fire, but also Open Space and Mountain Parks, and Public Works and would provide
compatibility with other agencies and partners in large scale disasters. The project includes replacement of the
department’s Incident Command Vehicle which is used by both Police and Fire as a resource during large events
and disasters. Given the priority of this project, should the Capital Improvement Sales Tax Renewal not pass,
adjustments to budgets will need to occur to secure funds to implement this project.
Project Highlights
Schedule for Highlighted Projects*
2017 2018
Radio Infrastructure Study
Records Management System (RMS)
Installation of secure entry/exit gates
at the Public Safety Building
Radio Infrastructure Replacement
(pending funding)
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All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Board Action
The Police Department does not have an advisory board.
POLICE
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Overview of Department Missions / Goals
The city’s transportation budget is formulated within the policy context of the Transportation Master Plan (TMP) and
is based on implementing a balanced, sustainable, multi-modal transportation system. The TMP recommends that
the city prioritize investments in the transportation system in accordance with the four following priorities:
• Adequately preserve the existing infrastructure;
• Strive to increase safety;
• Maximize the efficiency of our existing system (roadway, transit, bicycle, and pedestrian); and
• Enhance mobility through investments in the completion of the multimodal system (pedestrian, bicycle, and
transit).
Funding Overview
An update to the Transportation Master Plan was completed in 2014. The plan update affirmed policy direction and
sets the course for Capital Improvements Program (CIP) investments. The CIP reflects transportation infrastructure
investment taking place through four separate funds:
• Airport Fund
• Transportation Fund
• Transportation Development Fund
• Boulder Junction Improvement Fund
Airport Fund: The Airport Fund accounts for the operations of the city-owned municipal airport and supports
airport investment. It is supported primarily by lease revenue and entitlement funds from the Federal Aviation
Administration (FAA).
Transportation Fund: The Transportation Fund accounts for construction, operation and maintenance of all major
thoroughfares, local streets, bikeways, walkways and other transportation systems. Funding for city transportation
projects comes from several different sources: .6% dedicated sales tax, Highway Users Tax, County Road and
Bridge funds, State Highway Maintenance and Landscape Funds, and federal grant funds. In November of 2013,
Boulder voters passed two tax initiatives that increase the transportation fund by .15% dedicated sales tax annually
for 16 years.
Transportation Development Fund: The Transportation Development Fund accounts for development fees to
be utilized for the construction of transportation capital improvements related to new development. Funding for the
Transportation Development Fund is provided primarily through the transportation excise tax (TET) revenues and
a new transportation impact fee established in 2017. The TET was instituted in the 1980s to fund transportation
improvements related to growth and is paid by commercial and residential development. The new transportation
impact fee was enacted by City Council in early 2017 and went into effect on July 1, 2017. The purpose of the
additional impact fee is make additional investments in the transportation system caused by increased demands
related to development.
Boulder Junction Improvement Fund: The Boulder Junction Improvement Fund was created in 2011for the
Boulder Junction Key Public Improvements. Funding is provided from development related revenues generated in
TRANSPORTATION
City of Boulder's 2018 BUDGET VOLUME II | Page 134
Boulder Junction that will be reinvested into Key Public Improvements in this area. Because all the Boulder Junction
Phase 1 Key Public Transportation Improvements have been either funded or implemented, there is no further
funding identified at this time. Future opportunities for infrastructure investment may arise as re-development and
build-out of the Boulder Junction sub-area occurs.
Current focus for Capital Planning and Projects in the 2018 Capital Budget
The projects in the capital improvement program are selected and developed to implement TMP priorities identified
in the 2014 TMP Update. The 2014 TMP Update prioritized a system of “complete street” corridors in the city for
strategic investment and completion including Arapahoe Avenue, Canyon Boulevard, 30th Street and Colorado
Avenue. Complete streets not only include the street envelope but also facilities for the associated ¼ mile travel
shed on either side of the corridor.
TRANSPORTATION
Other key focus areas within the CIP include Safety and Neighborhood Traffic Mitigation. Within the context of the
CIP, safety is addressed with the engineering component of Toward Vision Zero (TVZ) safety initiative approved by
council for 2017. Each of the CIP projects considers and implements engineering measures that are intended to
yield safety benefits for all users of the transportation system. Also by request of City Council, the Neighborhood
Traffic Mitigation Program (NTMP) was a renewed focus area for 2017, and in the 2018-2023 CIP, a new
Neighborhood Traffic Mitigation Program is being programmed. The NTMP will include continuing development of
the program, community engagement process and implementation of projects that are prioritized with the program.
Finally, it should be noted that with the city-wide focus on Public Art, each of the Complete Streets capital projects
being implemented also incorporate commissioned art in the design and infrastructure, typically at a rate of 1 to
2% (of construction cost), and address and recognize place-making in coordination with land use and zoning and
adjacent land owners.
Community members gather to celebrate the completion of the Baseline Underpass
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TRANSPORTATION
Project Highlights
*This table does not include all the projects in the CIP, see fund summary and projects sheets for the full list of
projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Board Action
The Transportation Advisory Board (TAB) recommended approval of the draft 2018-2023 Capital Improvement
Program on June 12, 2017.
Click here to access the Transportation Master Plan. Click here to access the Airport Master Plan. Click here to
access all master plans for the City of Boulder.
Schedule for Highlighted Projects*
Project 2017 2018 2019
30th/Colorado Corridor Study Planning/
Design Completion
19th Street (Norwood to Upland)Design Design/Constru
ctio n Construction
Broadway Reconstruction Violet to US36 (planning since 2015)Design Construction Completion
Railroad Quiet Zone Design Construction
Foothills and Colorado Design Design/
Construction
Underpass
Intersection Safety Projects Design Design Construction
30th & Colorado Bike Ped Underpass Design Design/
Construction Construction
City of Boulder's 2018 BUDGET VOLUME II | Page 136
TRANSPORTATION
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
PW/TRANSPORTATION $ 86,802,789 $ 15,760,585 $ 18,866,360 $ 17,039,464 $ 11,847,380 $ 11,744,500 $ 11,544,500
CIP-CAPITAL ENHANCEMENT 39,072,260$ 9,532,320$ 9,746,540$ 4,933,020$ 5,155,380$ 4,852,500$ $ 4,852,500
19th St (Norwood to Sumac) 748,200 421,000 327,200 - - - -
Bldr County/City Joint TIP Projects 151,000 151,000 - - - - -
Broadway Recon Violet to 36 5,575,000 - 5,575,000 - - - -
Foothills & Colorado Underpass 3,440,000 3,440,000 - - - - -
Greenways Project - Transportation **585,000 97,500 97,500 97,500 97,500 97,500 97,500
Intersection Safety Projects 875,880 95,640 396,840 80,520 302,880 - -
Misc Development Coordination 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Neighborhood Speed Mgmt Program 1,800,000 300,000 300,000 300,000 300,000 300,000 300,000
Pavement Management Program 24,937,180 4,317,180 3,000,000 4,405,000 4,405,000 4,405,000 4,405,000
Railroad Quiet Zone Implementation 660,000 660,000 - - - - -
CIP-CAPITAL MAINTENANCE 22,320,529$ 3,098,265$ 2,639,820$ 8,156,444$ 2,742,000$ 2,942,000$ $ 2,742,000
Deficient Street Light Pole Replace 605,000 - 121,000 121,000 121,000 121,000 121,000
Major Capital Reconstruction 5,301,000 850,500 850,500 900,000 900,000 900,000 900,000
Major Street Reconstruction 2,503,200 411,600 411,600 420,000 420,000 420,000 420,000
Multiuse Path Capital Maintenance 2,496,530 406,265 406,265 421,000 421,000 421,000 421,000
Ped Facilities Repair, Replace, ADA 3,729,970 606,985 606,985 629,000 629,000 629,000 629,000
Rehab Runway & Eastern Taxiway 5,793,889 379,445 - 5,414,444 - - -
Sidewalk Maintenance 1,490,940 243,470 243,470 251,000 251,000 251,000 251,000
Signal Maintenance & Upgrade 400,000 200,000 - - - 200,000 -
CIP-CAPITAL PLANNING STUDIES 350,000$ 150,000$ 200,000$ -$ -$ -$ $ -
TMP Update 350,000 150,000 200,000 - - - -
CIP-NEW FACILITY/INFRASTRUCT 25,060,000$ 2,980,000$ 6,280,000$ 3,950,000$ 3,950,000$ 3,950,000$ $ 3,950,000
30th St and Colorado Bike/Ped Under 5,900,000 1,300,000 4,600,000 - - - -
Multiuse Path - Enhancements 1,260,000 180,000 180,000 225,000 225,000 225,000 225,000
Ped Facs Enh Missing Links Crossing 700,000 100,000 100,000 125,000 125,000 125,000 125,000
TIP Local Match/TMP Implementation 17,200,000 1,400,000 1,400,000 3,600,000 3,600,000 3,600,000 3,600,000
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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TRANSPORTATION
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UTILITIES
Overview of Department Mission
The Utilities Division is responsible for the oversight of water, wastewater, and stormwater and flood management
services. The mission of the Utilities Division is to provide quality water services, as desired by the community,
in a manner which emphasizes efficient management of fiscal and natural resources and protects human and
environmental health. These services include:
• Water Treatment and Distribution
• Water Resources and Hydroelectric
• Wastewater Collection and Treatment
• Stormwater Management
• Floodplain Management and Greenways
•
Funding Overview
Each of the city’s three utilities is established as a separate enterprise fund designed to finance and account for
related facilities and services. Funding for the Utilities Division capital improvement program (CIP) is derived
primarily from monthly utility fees. In addition to the monthly utility fees, significant revenue sources include Plant
Investment Fees (PIFs) from new development or redevelopment and hydroelectric sales.
Additional revenue sources include reimbursements from the Urban Drainage & Flood Control District (UDFCD), for
stormwater/flood management projects, Colorado Department of Transportation (CDOT) state and federal grants,
and revolving loans from the Colorado Department of Public Health and Environment (CDPHE). Sales from monthly
utility fees can be variable and reflect yearly weather fluctuations. Revenues from outside sources are project
specific and are highly variable depending on the external agency's funding situation and priorities. Revenue
adjustments are reviewed annually by the Water Resources Advisory Board prior to consideration by City Council.
Projects may be funded by issuing revenue bonds with the debt service financed by general utility charges. For the
years 2018-2023, it is anticipated that new bonds will be issued for the following projects:
Water
• Southern Water Supply Pipeline II (Carter Lake Pipeline) to improve water quality and system resiliency for
source water supply to the Boulder Reservoir Water Treatment Facility. This bond will also include additional
funding for waterline replacement ($38M in 2018)
• Barker Dam Outlet ($9M in 2020) to fund repairs to the outlet works system.
Wastewater
• Main Interceptor Realignment and Foothills/Baseline Trunk Sewer Replacement ($14M in 2018)
• Waste Water Treatment Facility (WWTF) improvements ($40M in 2022) to fund phosphorus treatment to meet
regulatory requirements ($18M), rehabilitation of the primary clarifiers ($9M) and the Arapahoe trunk sewer
replacement ($13M).
Stormwater and Flood Management
• South Boulder Creek Phase I ($30M in 2019) to fund improvements designed to mitigate floodwaters from
South Boulder Creek overtopping Highway US 36 near the Table Mesa Park and Ride.
• Upper Goose Creek storm sewer improvement and expansion ($13M in 2023)
City of Boulder's 2018 BUDGET VOLUME II | Page 160
UTILITIES
The preliminary 2018 budget reflects the following revenue increases: 8 percent Water, 5 percent Wastewater, and
7 percent Stormwater/Flood Management. The following table summarizes the 2017 adopted revenue increase and
proposed revenue increase projections for 2018-2020. The proposed 2018 increases are in bold.
2017 2018 2019 2020
Water 8%8%7% 7%
Wastewater 5%5%5% 5%
Stormwater/ Flood Mgmt 8%7%7% 7%
Proposed Utility Fee Increases
Current focus for Capital Planning and Projects in the 2018 Capital Budget
Water Utility: The capital improvements focus for the Water Utility continues to be on rehabilitation and
replacement of existing assets and addresses a combination of source water and treated water needs.
The source water needs will include several large capital projects including the Southern Water Supply Pipeline
II (Carter Lake Pipeline). In 2017, Utilities will complete the project's design phase. Utilities has identified
approximately $32M in the 2018 CIP for the construction phase. An additional source water priority includes the
Barker Gravity Line rehabilitation. This project involves the rehabilitation of approximately 12 miles of raw water
pipeline between Barker Reservoir and Kossler Reservoir, and is estimated to be completed over a 15-year period.
The capital improvements focus for the treated water system will include water treatment plant (WTP) needs as well
as water distribution system needs. The Betasso WTP is currently undergoing a significant rehabilitation project to
address asset management related needs. The Betasso project's construction phase began in late 2016 with an
estimated cost of $35M and is scheduled for completion in the first quarter of 2019. The water distribution system
needs include the ongoing small diameter (12-inch and smaller) water line rehabilitation program which involves the
replacement of approximately four miles of pipe annually. This program is funded at approximately $3.5M per year.
In 2017, Utilities bid a large diameter (14-inch and larger) water transmission system rehabilitation project. The
Zone III water transmission project, which is funded at 3.5M, will be completed in 2017.
Improvements being made at Betasso (WTP)
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UTILITIES
Wastewater Utility: The capital improvements focus for the Wastewater Utility will address a combination of
wastewater treatment facility (WWTF) needs as well as wastewater collection system needs.
The largest WWTF capital project identified in the 6-year CIP involves a nutrient removal project to address effluent
regulations that are expected to be part of the upcoming CDPHE permit to meet Regulation 85. Other projects
include rehabilitation of the primary clarifiers and a new secondary digester cover. It is anticipated that Utilities will
bond approximately $40M for these projects these three projects in 2022 for construction phase. Other WWTF
projects include the instrumentation and controls (I&C) upgrades.
The focus for the wastewater collection system will be to continue the current sewer rehabilitation program which
has the goal of rehabilitating or replacing all clay sewers as well as addressing the system’s hydraulic limitations
identified in the 2017 Wastewater Collection System Master Plan (WWCSMP). The rehabilitation effort is in its
second year of an ongoing program with a projected 20-year duration The rehabilitation program includes the
replacement of medium-diameter trunk sewers including the Goose Creek trunk sewer system from Foothills Hwy to
55th St, the Baseline trunk sewer system from Foothills Hwy to 55th St, the Arapahoe Ave trunk sewer system from
Foothills Hwy to Old Tale Rd, and the city's main interceptor sewer from Valmont Rd & 55th St to the WWTF.
Stormwater and Flood Management Utility: The capital improvements focus for the Stormwater and Flood
Management Utility will address a combination of flood mitigation projects as well as storm sewer improvement
projects.
The flood mitigation projects identified during the next 6 years include Fourmile Canyon Creek, Wonderland
Creek and South Boulder Creek. The Wonderland and Fourmile Canyon Creek improvements were identified in
a 2009 flood mitigation plan. The South Boulder Creek Mitigation Plan was completed in 2015. The construction
of the Wonderland Creek flood and greenways improvements between Foothills Highway and Winding Trail is
anticipated to be completed at the end of 2017. Flood mitigation and path improvements along Fourmile Canyon
Creek between 19th Street and Broadway are anticipated to be bid in 2018. A preliminary design for the South
Boulder Creek detention facility upstream of U.S. 36 is anticipated to be initiated in 2017 subject to the completion
of the Boulder Valley Comprehensive Plan update and land use decision regarding the CU South property. Flood
mitigation plans are anticipated to be completed in 2018 for Upper Goose Creek, Twomile Creek, Skunk Creek,
King’s Gulch and Bluebell Creek. These plans will help identify future flood mitigation projects.
Capital improvements for the stormwater collection
system will focus on expansion of the system into
underserved areas and capacity improvements to
address hydraulic limitations identified in the 2017
Stormwater Master Plan (SMP). Specific projects
will include an expansion of storm sewer system in
the vicinity of Pearl St from 17th St to 21st St, and
replacement and expansion of the storm sewer system
in the upper Goose Creek basin from 19th St to 4th St.
Wonderland Creek Flood Mitigation
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UTILITIES
Project Highlights
*This table does not include all the projects in the CIP, see fund summary and projects sheets for the full list of
projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Board Action
The preliminary 2018 Utilities budget and 2018-2023 CIP was presented to the WRAB on May 15, 2017 as a
discussion item. The WRAB hosted a public hearing and continued their discussion on the 2018-2023 CIP at their
June 26, 2017 meeting, and voted 5-0 to recommend approval of the proposed CIP.
Project 2017 2018 2019
Carter Lake Pipeline Design Construction Construction
Barker Gravity Line Rehabilitation Construction Construction Construction
Betasso WTP Improvements Construction Construction Construction
Treated Water System Rehabilitation Construction Construction Construction
Zone III Transmission System Construction
WWTF I&C Upgrades Construction
Foothills & Baseline Trunk Sewer Rehabilitation & Replacement
Alternatives
Analysis &
Design
Permitting &
Construction Construction
Arapahoe Ave Trunk Sewer Rehabilitation & Replacement Alternatives
Design &
Permitting
Fourmile Canyon Creek 19th to Broadway Design Design/
Construct Construct
Gregory Creek upstream of Arapahoe Design
Boulder Creek/Boulder Slough Design
Storm Sewer Rehabilitation Program
University Hill
& Downtown
Boulder
Downtown
Boulder &
Mapleton Hill
Mapleton Hill &
Newlands
Schedule for Highlighted Projects*
Complete
Design &
PermittingGoose Creek Trunk Sewer Rehabilitation & Replacement
Sanitary Sewer Rehabilitation Program Downtown
Preliminary
Stormwater/Flood
Wonderland Creek Foothills to Winding Trail
South Boulder Creek Phase I Design Design/
Construct
Main Interceptor Replacement Permitting &
Construction Construction
University Hill
Area
Martin Acres &
Newlands
Wastewater
Construction
Water
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UTILITIES
Overview of Greenways Department Mission
The City of Boulder Greenways System is comprised of a series of corridors along riparian areas including
Boulder Creek and its 14 tributaries, which provide an opportunity to integrate multiple objectives, including habitat
protection, water quality enhancement, storm drainage and floodplain management, alternative transportation
routes for pedestrians and bicyclists, recreation and cultural resources.
The Greenways CIP follows an opportunistic approach, contributing funding toward projects that are being
completed by other departments or private development to meet the various objectives of the Greenways Program.
The Greenways CIP also looks to leverage funds with outside agencies to move projects forward that meet more
than one objective of the Greenways Program, but may not be the highest priority when evaluating any one
particular objective. Projects included in the Greenways CIP are typically called out in the Greenways Master Plan
and are projects that Greenways staff can take the lead in coordinating.
Funding Overview
The 2018 annual funding distribution for the Greenways capital program is as follows:
• Transportation Fund: $97,500
• Stormwater & Flood Management Utility Fund: $97,500
• Lottery Fund: $151,067
The total 2018 Greenways capital budget is $346,067, with an additional $105,000 in the operating budget.
Historically, the Lottery contribution to the Greenways Program has been $150,000 per year. However, the Lottery
contribution is now calculated as 15-percent of the total Lottery funds allotted to the city and will change each year.
The 2017 Lottery fund amount was used for the 2018-2023 CIP.
The Lottery Fund is based on proceeds from the Conservation Trust Fund that is distributed by the State
of Colorado on a per capita basis to local governmental entities. Funding can be used for the acquisition,
development and maintenance of new conservation sites and capital improvements for recreational purposes.
Current Focus for Capital Planning and Projects in 2018
The focus of the Greenways CIP in 2018-2020 is on flood mitigation, bicycle and pedestrian multi-use paths and
underpasses, and habitat and water quality improvements along the Fourmile Canyon Creek corridor. These
improvements are also being coordinated with the development of the Violet Park site. The Greenways program is
currently seeking additional funding through the city’s capital tax program to help fund this project.
In 2021-2023, funding for these types of improvements is shown for Skunk Creek in anticipation of future major
drainageway improvements along this corridor. For more information about the timing and details of these projects,
please see the Utilities -Stormwater/Flood web page.
In addition, possible habitat restoration projects during the next few years include:
• Habitat improvements along Fourmile Canyon Creek upstream of Broadway in conjunction with OSMP and
flood mitigation efforts (sediment removal)
• Creek widening and restoration on Boulder Creek at Valmont and 55th in conjunction with OSMP
• Goose Creek, railroad to 47th Street tree plantings
• Removal of Russian Olive trees east of 75th Street along Boulder Creek in conjunction with OSMP
City of Boulder's 2018 BUDGET VOLUME II | Page 164
UTILITIES
Project Highlights
*This table does not include all the projects in the CIP, see fund summary and projects sheets for the full list of
projects.
All the map-able projects proposed for funding in the 2018-2023 are shown here. Please consult the project sheets
in each department section for project descriptions, phasing and funding information.
Board Action
The Greenways Advisory Committee met on May 11, 2017 to review the 2018-2023 Greenways Program CIP and
unanimously (6-0) recommended approval of the 2018-2023 CIP to City Council.
Project 2017 2018 2019
Fourmile Canyon Creek Coordinate with Flood Mitigation Project Design Design Construction
Schedule for Highlighted Projects*
City of Boulder's 2018 BUDGET VOLUME II | Page 165
UTILITIES
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
PW/STORMWATER & FLOOD MGMT $ 76,413,112 $ 7,207,222 $ 33,625,308 $ 4,533,357 $ 8,507,738 $ 4,360,505 $ 18,178,982
CIP-CAPITAL ENHANCEMENT 36,062,035$ 5,963,722$ 2,752,308$ 2,542,657$ 6,507,521$ 2,280,279$ $ 16,015,548
2017 MP -Wonderland Creek 1 Stm Sew 386,896 - - - 386,896 - -
Boulder Creek Flood Mitigation 1,250,000 1,250,000 - - - - -
Four Mile Upstream of Upland 3,000,000 3,000,000 - - - - -
Goose Creek 19th to Folsom 5,550,000 - 1,500,000 1,250,000 500,000 800,000 1,500,000
Greenways Project - Flood & Lottery **1,491,402 248,567 248,567 248,567 248,567 248,567 248,567
Gregory Creek Flood Mitigation 500,000 500,000 - - - - -
Local Drainage Improvements 5,545,846 789,655 821,241 854,090 986,949 1,026,427 1,067,484
Stormwater Quality Improvements 1,164,172 175,500 182,500 190,000 197,390 205,285 213,497
SW MGMT - Bear Canyon Creek 324,846 - - - 324,846 - -
SW MGMT - Middle Boulder Creek 3,862,873 - - - 3,862,873 - -
Upper Goose Creek Storm Sewer Impr 12,986,000 - - - - - 12,986,000
CIP-CAPITAL MAINTENANCE 6,751,014$ 643,500$ 669,000$ 1,330,700$ 1,315,932$ 1,368,570$ $ 1,423,312
Storm Sewer Rehabilitation 3,283,107 292,500 304,000 632,700 657,966 684,285 711,656
Transportation Coordination 3,402,907 351,000 365,000 633,000 657,966 684,285 711,656
Utility Billing Computer System 65,000 - - 65,000 - - -
CIP-LAND ACQUISITION 4,029,063$ 600,000$ 633,000$ 660,000$ 684,285$ 711,656$ $ 740,122
Preflood Property Acquisition 4,029,063 600,000 633,000 660,000 684,285 711,656 740,122
CIP-NEW FACILITY/INFRASTRUCT 29,571,000$ -$ 29,571,000$ -$ -$ -$ $ -
South Boulder Creek - Bond Proceeds 29,571,000 - 29,571,000 - - - -
Estimated
Total Cost
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
PW/WASTEWATER UTILITY $93,795,605 $18,284,523 $ 6,225,831 $ 8,076,910 $ 7,882,047 $45,859,818 $ 7,466,476
CIP-CAPITAL ENHANCEMENT 27,615,524$ 3,833,532$ 1,605,117$ 1,109,030$ 1,838,463$ 18,921,491$ $ 307,891
Foothills & Baseline Trunk Swr Repl 3,497,000 3,497,000 - - - - -
Wastewater Treatment Facility Pumps 300,000 - 150,000 - - 150,000 -
WWTF Activated Sludge 189,798 - 189,798 - - - -
W WTF Electrical 210,000 210,000 - - - - -
WWTF Instrumentation/Control 1,889,540 126,532 1,265,319 189,798 - - 307,891
WWTF Permit Improvements 21,529,186 - - 919,232 1,838,463 18,771,491 -
CIP-CAPITAL MAINTENANCE 66,180,081$ 14,450,991$ 4,620,714$ 6,967,880$ 6,043,584$ 26,938,327$ $ 7,158,585
Arapahoe Trunk Sewer Replacement 12,605,000 - - - - 12,605,000 -
Collection System Monitoring 900,000 150,000 150,000 150,000 150,000 150,000 150,000
Condition Assessment Program 4,582,460 648,960 674,918 701,915 729,992 759,191 1,067,484
Interceptor Sewer Rehabilitation 10,059,920 10,059,920 - - - - -
Sanitary Sewer Manhole Rehab 2,784,274 233,972 243,331 253,064 657,966 684,285 711,656
Sanitary Sewer Rehabilitation 19,912,089 3,108,139 3,102,465 3,226,563 3,355,626 3,489,851 3,629,445
Utility Billing Computer System 65,000 - - 65,000 - - -
WWTF Cogeneration 184,481 - - 184,481 - - -
WWTF Digester Cleaning 136,857 - - 136,857 - - -
WWTF Digester Complex 2,200,000 - 200,000 2,000,000 - - -
WWTF Primary Clarifiers 11,250,000 - - - 900,000 9,000,000 1,350,000
WWTF Rehabilitation 1,500,000 250,000 250,000 250,000 250,000 250,000 250,000
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UTILITIES
Estimated
Total Cost
2
0
2018
Approved
2019
Projected
2020
Projected
2021
Projected
2022
Projected
2023
Projected
PW/WATER UTILITY $122,074,027 $42,884,809 $12,730,701 $21,717,967 $15,026,085 $16,351,649 $13,362,816
CIP-CAPITAL ENHANCEMENT 56,049,460$ 32,549,040$ 1,768,882$ 9,223,194$ 5,413,622$ 6,354,600$ $ 740,122
Automated Meter Reading 740,122 - - - - - 740,122
Barker Dam Outlet 9,441,060 - 835,551 8,605,509 - - -
Devil's Thumb Storage Tank 1,486,874 - - - - 1,486,874 -
Green Lake 2 Dam 5,429,499 - - 75,000 486,773 4,867,726 -
Lakewood Dam 124,707 124,707 - - - - -
Lakewood Hydroelectric/PRV 300,000 - 300,000 - - - -
NCWCD Conveyance - Carter Lake Pipe 32,050,000 32,050,000 - - - - -
Orodell Hydro/PRV Facility 250,000 100,000 100,000 50,000 - - -
Pearl Street Hydro/PRV Facility 267,664 24,333 243,331 - - - -
Source Water Monitoring/Protection 200,000 100,000 100,000 - - - -
Water System Security/Quality Imprv 240,000 150,000 90,000 - - - -
Wittemyer Ponds 5,519,534 - 100,000 492,685 4,926,849 - -
CIP-CAPITAL MAINTENANCE 62,717,349$ 10,285,769$ 10,711,819$ 9,994,773$ 9,612,463$ 9,947,049$ $12,165,476
Albion Dam 3,757,997 341,636 3,416,361 - - - -
Barker Gravity Pipeline Repair 16,109,601 2,452,571 2,540,674 2,632,301 2,727,593 2,826,697 2,929,765
Betasso Hydroelectric / PRF 750,000 550,000 200,000 - - - -
Boulder Canyon Hydro 415,000 90,000 75,000 - - - 250,000
Boulder Reservoir 118,434 - - 118,434 - - -
Chatauqua Storage Tank 848,546 - - - - - 848,546
Distribution Waterline Replacement 24,054,895 3,626,562 3,771,624 3,922,489 4,079,389 4,242,564 4,412,267
Farmer's Ditch 108,160 - 108,160 - - - -
Goose Lake Dam 75,000 75,000 - - - - -
Hydro Facilities Rehab Program 300,000 50,000 50,000 50,000 50,000 50,000 50,000
Island Lake Dam 50,000 50,000 - - - - -
Kohler Hydro/PRV Facility 100,000 - 100,000 - - - -
Kossler Dam 850,000 - - - - 100,000 750,000
Maxwell Hydro/PRV Facility 100,000 - - - 100,000 - -
Reservoir Water Treatment Facility 800,000 200,000 - 600,000 - - -
Silver Lake Dam 100,000 100,000 - - - - -
Silver Lake Hydroelectric/PRV 450,000 - 200,000 - - - 250,000
Skyscraper Dam 171,071 - - - 171,071 - -
Source Pumping and Hydro Rehab 1,721,570 150,000 150,000 343,472 351,210 359,259 367,629
Sunshine Hydroelectric/PRV Facility 150,000 - - - - 150,000 -
Utility Billing Computer System 125,000 - - 125,000 - - -
Water Treatment Equipment Repl 456,080 100,000 100,000 100,000 50,000 52,000 54,080
Watershed Improvements 100,000 - - 100,000 - - -
Zone 1 Transmission Pipes 2,660,839 - - 626,601 651,665 677,732 704,841
Zone 2 Transmission Pipes 3,860,104 - - 909,016 945,377 983,192 1,022,519
Zone 3 Transmission Pipes 4,485,052 2,500,000 - 467,460 486,158 505,605 525,829
CIP-NEW FACILITY/INFRASTRUCT 3,307,218$ 50,000$ 250,000$ 2,500,000$ -$ 50,000$ $ 457,218
Barker Dam Hydroelectric 507,218 - - - - 50,000 457,218
Carter Lake Hydroelectric 2,800,000 50,000 250,000 2,500,000 - - -
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5A | CITYWIDE INFORMATION SECTIONS: CAPITAL PLANNING, PRIORITIZATION & GUIDING PRINCIPLES
Capital Planning Prioritization and Guiding Principles
Boulder's capital planning is built on the community's vision and identifies and prioritizes the needs of the
community. This is done by applying Boulder’s Sustainability Framework to ensure that the CIP aligns with and
advances the wide range of goals and priorities of the City Council and community. The seven categories of the
Sustainability Framework build upon the Boulder Valley Comprehensive Plan(BVCP) and the city’s Priority Based
Budgeting (PBB) approach: two key initiatives that define long-term community goals and priorities. Both the BVCP
and PBB were developed from extensive community input processes and are used to guide long-term decision
making as well as the city’s annual budget process.
Subcommunity and area plans provide more detailed planning for land use, urban design, neighborhood
revitalization, and public facility needs for a specific area of the city. Departmental master plans include details
about and funding plans for future needs related to services and facilities. The master plans are used by each
department during their decision making and prioritization as part of the annual budgeting and CIP processes. The
figure below illustrates the relationship between the Sustainability Framework, BVCP, PBB, Subcommunity and Area
Plans, Master Plans, and the CIP.
The review process of the CIP undertaken by individual departments, the Interdepartmental Peer Review Team, and
the Executive Budget Team ensure the departmental CIPs are consistent with the CIP Guiding Principles. This is
reinforced by Advisory Board and Planning Board review and recommendation for consideration by the City Council.
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CIP Guiding Principles
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The following information provides more detail from each department's CIP prioritization process and lists relevant
plans that inform capital planning.
Community Vitality
As a department created in late 2015, Community Vitality does not yet have a master plan but anticipates
completing one in 2018. Projects are included in the CIP based on stakeholder interest and necessary maintenance
of capital assets.
The Downtown/Pearl Street Mall improvements are prioritized based on an inventory of all streetscapes and
amenities in the downtown area (identification of assets, useful life of each, estimated cost to repair/replace)
generated by a Downtown Improvement Plan Task Force with input from Parks and Recreation (P&R) as well as
Facilities and Assets Management (FAM). Funds from the Downtown Commercial District Fund are deposited
annually in a Facility Repair and Replacement fund administered by FAM to ensure availability when needed.
The replacement funding is allocated as amenities age and/or need replacement or repair. In general, Downtown
Commercial District funds are applied to above-ground amenities and P&R funds are applied below-grade (e.g.,
irrigation, bricks).
In 2017 Community Vitality completed a CAGID Parking Structure Asset Management Plan for the five downtown
facilities. Based on the plan recommendations, the highest priority projects for 2018 are the stairwell replacements
at the 15th & Pearl and 11th & Spruce garages. The plan also provides comprehensive information to update the
annual amount allocated to major maintenance for the garages.
Facilities and Asset Management (FAM)
Projects undertaken by FAM can be identified in department master plans or studies, such as the Civic Area Plan,
Municipal Service Center Master Plan, Police Space Study and Fire Response Mapping. In 2016, FAM completed
asset assessments on 20 of the 138 facilities under its responsibility and in 2017, assessments were completed
on the city’s radio infrastructure and for city facilities as they relate to the Civic Area and the Alpine-Balsam area.
Critical systems that are backlogged, such as roofs and HVAC systems, continue to be programmed earlier in the
CIP with an eye towards meeting the climate commitment goals by reducing the use of electricity and natural gas.
In accordance with the FAM Master Plan and under current fiscally constrained funding, essential facilities are
maintained to industry standards and remaining facilities at standards commensurate with available funding. Energy
efficiency projects, such as the work accomplished through the Energy Performance Contracts, are funded if budget
neutral or if there is less than a three-year simple payback.
In addition, FAM prioritizes its projects based on the type of facility (e.g. necessary to sustain the most basic core of
city services such as public health and safety) and type of work. Should a higher priority project need arise during
the current year and future years, projects are reprioritized, to address an immediate health and safety need.
Fire and Rescue
The fire station projects are guided by strategies and initiatives in the 2012 Fire-Rescue Master Plan. All listed
projects help the Fire Department maintain and improve public safety. Proper fire station location improves
accessibility to services provided to the community by the Fire Department and ensures a timely response to
emergencies occurring in the neighborhood.
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Projects proposed for funding as well as those listed in Unfunded Needs are prioritized based on the critical need,
degree of deficiency in each project, and the degree to which the project advances efficiency or community livability
goals. Station 3 relocation is listed first because of its impact to the emergency response system based on location
of the building as well as the type and location of resources. It has also been noted that the current station location
is susceptible to flooding. The remaining facilities’ positions on the unfunded list reflect the degree to which each
station does not fulfill the department’s needs for effective, efficient and safe fire station design.
In the fall of 2014, the City of Boulder hired Trestle Strategy Group to conduct a space needs assessment of Fire
Station 3, based on recommendations of the 2012 master plan update which identified Station 3 as the highest
priority. The master plan update also recommended an evaluation of the location, size and design of all our fire
stations for effectiveness. Station replacement prioritization is based on preliminary analysis of our stations’ age,
size, and location in relation to emergency response.
Greenways
The City of Boulder Greenways system is comprised of a series of corridors along Boulder Creek and its 14
tributaries. The Greenway corridors provide an opportunity to integrate multiple objectives including habitat
protection, water quality enhancement, storm drainage and floodplain management, alternative transportation
routes for pedestrians and bicyclists, recreation and cultural resources.
Most of the Greenways projects in the CIP leverage outside funding (such as from the Urban Drainage and Flood
Control District or Federal Transportation funds) or interdepartmental funding (such as Transportation Division
funds) and many of the Greenways projects shown in the CIP are being designed and constructed in coordination
with major flood or transportation improvements. The Greenways funding associated with these projects focuses on
habitat restoration, water quality improvements and trail connections which seek to be sustainable and are intended
to reduce future maintenance.
The Greenways CIP has been developed within the context of and is consistent with the Boulder Valley
Comprehensive Plan (BVCP), the Transportation Master Plan (TMP), the major drainageway flood mitigation plans,
the Comprehensive Flood and Stormwater Master Plan and the 2011 Greenways Master Plan.
Information Technology
The IT funding study conducted in 2015 reaffirmed the need to create an organization wide savings plan for
software replacement, inclusive of both enterprise wide systems as well as departmental business tools. A major
update to the IT Strategic Plan is currently underway covering the period from 2018 to 2023 that will inform future
capital needs and priorities.
Library and Arts
In 2017, the library engaged the community through an online survey, a series of focus groups and community
meetings to provide input for the update of its Master Plan which is due for completion at the end of the year. Early
results show the community’s continued interest in the unmet capital project objectives from the 2007 Library Master
Plan (e.g. a full North Boulder Branch Library) as well as new projects (e.g. expanded makerspace, library service to
Gunbarrel, and more investment in collections).
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Future and on-going capital needs will be identified and prioritized through the updated Library Master Plan, the 2009
Library Facilities Sustainability Study and the 2015 update focused on the Main Library, the Community Cultural Plan,
and the Public Art Policy. The library coordinates with FAM to identify and prioritize renovation and major maintenance
projects for library facilities (e.g. Main Library restroom renovation and a facility restoration plan for the Carnegie Library
for Local History). The department works to leverage outside funding sources where possible, and collaborates with
other city departments to efficiently leverage internal resources and expertise.
Open Space and Mountain Parks (OSMP)
An important theme in the 2018-2023 CIP is an increased investment in taking care of existing infrastructure. OSMP
recently formalized investments in agricultural, historic, and cultural asset maintenance and management through
creation of programs that provide annual funding in the OSMP CIP. In 2018, OSMP will have similar investments in
ecological system maintenance, facilities maintenance and major trail maintenance. The priorities of these programs
will be informed by assessments taking place through 2017, including a facilities assessment and a trails condition
study. OSMP Campus Relocation will be funded in the CIP for a third year, with annual funds programmed through
2023. This responds to the need to address inadequate space and infrastructure to support OSMP staffing, vehicles,
equipment and materials. Projects implementing the North Trail Study Area Plan and investments in new facilities
beyond current infrastructure are incorporated into the CIP.
As OSMP increases its investment in stewardship and maintenance programs, it also continues a significant real estate
acquisition program that is connected to regional partnerships. The 2018-2023 CIP represents a shift in the real estate
acquisition program, which has been funded at $5.4M annually for several years. This funding will be $4.5M in 2018,
with additional adjustments in later years to account for a partial sunset of the Open Space sales tax and a potential
future bond issue. The land system that new acquisitions will create in accordance with the approved Acquisition Plan
will be similar in character as exists today. It will range from natural lands management, striving to balance preservation
of valuable and unique ecosystems with access and passive recreation; to agricultural and cultural lands that support
livestock and local farming; to open lands providing a defining border and character for the Boulder community.
Ongoing assessments of facilities, trail conditions, and space needs will impact the 2018-2023 CIP, as will a
departmental shift towards system stewardship and taking care of existing infrastructure. As the organization
transitions, adjustments may be made in the out years of the CIP while the OSMP fund remains fiscally sound.
Parks and Recreation
A principle objective of the current Parks and Recreation Master Plan focuses on maintaining existing parks and
recreation facilities by “taking care of what we have.” As a result, the department has prioritized CIP projects based
on meeting essential safety and compliance considerations, as well as maintaining existing facilities through ongoing
annual repair and refurbishment programs and life-cycle replacement programs of park playground equipment and
irrigation infrastructure systems.
In most cases, projects identified in the CIP are intended to improve ongoing maintenance needs by reducing the
backlog of deferred maintenance projects that have increased maintenance over time. Projects such as Aquatics Facility
Maintenance and the Recreation Facility Strategic Plan strive to improve long-term operational needs and protect
existing assets while reducing annual operation and maintenance costs.
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A second important objective is to improve efficiencies in operational and capital investments resulting in extending
life cycles of equipment and facilities whenever possible. The proposed CIP projects contribute to improving
citywide energy efficiency and water conservation efforts addressing existing parks and recreational facilities.
Projects are also consistent with the community’s overall greenhouse gas (GHG) and carbon footprint reduction
objectives. Projects such as the Recreation Facility Strategic Plan will address department-wide efficiencies aimed
at improving operational practices and seeking alternative funding opportunities needed to support the department’s
mission.
The department has also initiated Asset Management Best Practices through the use of Facility Condition Index
(FCI) and an Asset Priority Index (API) to refine prioritization of projects. These include the following additional
criteria that are reviewed by the department prior to project funding:
• Economic Impact to the Community - This criterion asks you to think about how the asset contributes
economically to the community. Does it increase property values or provide for an activity that will generate
income for businesses.
• Substitutability - This measure considers the uniqueness of the asset or the impact if the asset were lost,
destroyed, or disposed of.
• Resource preservation - Asset plays a direct role in an agency’s natural and/or cultural resource
management programs or improves the ecological functions for the surrounding community
• Use - Asset facilitates the highest level of affordability, accessibility, and ease of use by all demographic
segments of the community.
• Community Benefit - Asset supports community and social values of the department.
Police
Capital needs are identified in the Police Master Plan and are prioritized based on critical need. The department
projects help protect community members as well as providing service and safety. Leveraged funding is accessed
where possible, and the department works collaboratively with multiple other departments where possible, such as
in the comprehensive approach to replacing radio infrastructure, to maximize public safety and minimize duplicative
efforts and costs.
Replacement of the radio infrastructure is the highest public safety priority, and if not funded by the renewed capital
improvement sales tax, other funding will need to be identified. Of the other identified unfunded needs, the Multi-
Purpose Light Rescue Vehicle and Incident Command Vehicle are the highest priority to fund as both are needed in
emergency situations to provide both community and officer safety.
Transportation
The Transportation Master Plan (TMP) Budget Guiding Principles include focusing on maintenance and safety of
the existing system, leveraging external funding and supporting community sustainability goals.
Key Guiding Principles include the following:
• As top priority, maintain and operate the existing, valuable multi-modal system, including investments in
safety.
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• As additions are made to the system, address ongoing operation and maintenance needs.
• Continue to advance innovations in the design, construction, operation and maintenance of the system.
• Strategically enhance the Complete Street network, prioritizing projects that have maximum impact improving
safety, mobility and efficiency.
• Advance corridor studies integrating the city’s Sustainability Framework and Resiliency.
• Leverage external funds extending the ability of local dollars to implement city goals.
• Continuously strive for efficiency and effectiveness in how work is accomplished.
• Assure budget decisions are sustainable over time.
• Keep in mind the goal of identifying long-term, sustainable funding that is tied to vehicle use.
The TMP calls for developing a balanced multimodal system that offers transportation choices. The 2014 TMP
stated priorities are the following:
• Priority #1 - system operations, maintenance and travel safety
• Priority #2 – operational efficiency improvements and enhancement of the transit, pedestrian and bicycle
system
• Priority #3 - quality of life, such as sound walls and traffic mitigation
• Priority #4 - auto capacity additions (new lanes and interchanges)
Utilities
Master Plans for each of the city’s three utilities focus on sustaining and improving existing infrastructure systems,
increasing efficiency and planning for adequate funding to care for essential systems. More detailed plans have
been developed for major functional areas. Current Utilities Division master plans include:
Water
• Source Water Master Plan – 2009
• Treated Water Master Plan– 2011
• Water Utility Master Plan) – 2011
Wastewater
• Wastewater Collection System Master Plan – 2016
• Wastewater Utility Master Plan – 2010
Stormwater/ Flood Management
• Stormwater Master Plan -2016
• Comprehensive Flood and Stormwater Master Plan – 2004
• Various individual Drainageway mitigation plans
These master plans include recommendations for CIP projects over a 20-year period. The overall program and
funding priorities are reflected in the timing of projects over the six-year CIP which is informed by master and
mitigation plan recommendations as well as information from the Utilities Division asset management system. This
system includes replacement cost, useful life and condition rating which have been documented for each significant
utility asset.
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In addition, the following factors were considered in determining the overall program and funding priorities:
Water and Wastewater
• Reliability of water and wastewater collection, delivery and treatment
• Water quality and other environmental regulations
• Worker health and safety
• Opportunity to collaborate with other city projects, such as transportation
• Opportunity to collaborate with other utility providers to leverage funds or obtain federal or state grants
• Potential for operation and maintenance cost savings
• Accommodating new growth and development.
Stormwater and Flood Management
• Life safety (high hazard) mitigation
• Flood emergency response capability
• Critical facility (vulnerable population) hazard mitigation
• Property damage mitigation
• Collaboration with other Greenways Program Objectives
• Potential for operation and maintenance cost savings
• Accommodating new growth and development
• Opportunities to leverage outside funding.
Ninety percent of the Water Utility and Wastewater Utility projects are focused on maintaining or improving existing
assets. Other Water and Wastewater Utility projects are intended to construct facilities required to comply with new
regulations. In the Stormwater and Flood Management Utility, the majority of the project funding is focused on life
safety and critical facility hazard mitigation issues.
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5B | CITYWIDE INFORMATION SECTIONS: STRATEGIC PLANNING FOR UNFUNDED NEEDS
The provision of adequate urban facilities and services to support the community’s quality of life is a core tenet of
the Boulder Valley Comprehensive Plan. The Capital Improvement Program is a major tool for coordinating and
targeting public capital expenditures within changing budget constraints. The goal is to maintain and, in some
cases, enhance service levels and standards over time, with new growth paying a fair share of the costs.
Historical Funding Patterns in Boulder
The city has a rich history of investing in the community and its quality of life. Prior to the 2000s, the community
consistently invested significant resources in capital facilities. Funding was provided through a combination of
ballot measures for specific facilities and land purchases, federal funds, and discretionary revenues. Examples of
investments include:
• Buying park lands and open space
• Providing and upgrading public facilities such as libraries, recreation centers and sports fields
• Building places for community business and services such as the municipal campus buildings, and operations
centers
• Building multimodal community connections such as the Greenways system, bikeways, and intersection
improvements
• Investing to create special places like the Pearl Street Mall and Chautauqua area.
Today, community members and visitors continue to benefit from these many facilities and lands on a regular basis.
The 2000s, by contrast, were often economically difficult at local, regional, national, and even global levels. The
cost of delivering services and taking care of our infrastructure has increased dramatically. At the same time,
there have been two economic declines, increased regional competition, and cultural change in shopping habits
impacting the revenue side of the equation. The city’s revenue in absolute dollars has not yet returned to where it
was in 2000. Furthermore, the purchasing power of current funding is significantly less than in 2000.
Continued and ongoing CIP funding exists in certain areas through enterprise funds (e.g. Water, Wastewater,
Stormwater/Flood funds), funds with dedicated tax revenues earmarked for capital investment (e.g. Permanent
Parks fund) and funds with dedicated taxes or fees intended to ensure that growth pays its way (e.g. Development
Excise Tax and impact fees). These sources are dependent on numerous factors, including economic conditions
and approved utility rates, and cover only a portion of capital needs in the city, however, they have been steady
sources for capital investment over time.
Recent Increases in Capital Funding
In 2011 the city engaged in a capital investment strategy. The result of this was a voter approved capital bond,
which provided over $50 million dollars for capital investment in the city, largely focused on deferred maintenance.
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The 20-year debt service for this is being covered from operating General Fund dollars. A second round of the
capital investment strategy was put on hold in 2012, as costs and scopes for additional potential capital projects
were not yet fully known and polling did not support another ballot issue at that time.
City staff incorporated information learned from the 2013 Flood in this strategic work. Through the 2015 budget
process and in response to community feedback, utility rates were adjusted to perform utility system-wide asset
assessment and accelerate maintenance and replacement work, especially in the wastewater and stormwater/flood
management areas. This is reflected in current utility CIP funding levels.
In November 2014, Boulder voters passed the Community, Culture and Safety tax. This temporary, 0.3 percent
sales and use tax increase over three years has provided more than $27 million to improve community spaces,
bolster cultural projects and organizations, and enhance safety in and around the downtown and University Hill. The
passage of this tax addressed only a portion of the capital needs identified in the Comprehensive Financial Strategy
(CFS) and was targeted to specific capital enhancements.
In December of 2015 the city secured $40 million in debt financing to acquire the Boulder Community Health /
Broadway campus site, a significant opportunity and capital investment for the future of the city. Increased property
taxes resulting from an increased, post-recession assessment in 2015 are being used to cover the debt service for
the next 20 years.
Potential Renewal of Community, Culture and Safety Capital Investment Funding
In January 2017, the city began work exploring a potential renewal of the Community, Culture and Safety 0.3
percent sales and use tax. The City Manager formed an advisory committee to make recommendations about
the specific projects and other details of a potential renewal and community-based non-profit organizations were
invited to propose capital projects or expansions to potentially be funded through the renewed tax. The committee
prioritized the list of projects and recommended extending the tax for 5 years to fund a diverse package of city and
community-based projects based on guiding principles.
Ultimately, the City Council chose to submit a renewal package to Boulder voters for 4 years that includes a mix of
city and community-based projects that were recommended by the committee. Boulder voters will consider the tax
extension in November 2017 and if approved, the package of projects will be incorporated into the 2019 CIP. The
projects recommended for funding with the 4-year tax extension are identified in the attached Table A of unfunded
needs.
Strategic Planning for Unfunded Projects
Moving forward, the intention is to build on the efforts of the past decade and establish a purposeful and continuous
process for capital investment to support the city’s vision. City departments have taken initial steps by performing a
citywide facility and asset assessment. Next steps include developing an ongoing process for planning, funding and
scheduling necessary maintenance and replacement of all capital assets. The process is underway and is expected
to take a few years to complete with the goal of having a strategic approach to citywide capital planning that is
integrated with the city’s comprehensive plan and long-term vision.
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Finally, in conjunction with ongoing operating analysis and the review of the long-term financial structural gap, and
understanding capital funding gaps identified through the asset assessment and capital strategy work, the city will be
exploring other options, such as creating a capital fund with annual contributions from ongoing revenues, to address
capital needs.
Unfunded Projects
The attached tables outline identified unfunded and emerging needs. Table A includes the city projects identified to be
funded by the renewed sales and use tax. Table B includes other longer-term unfunded and emerging needs. These
items have been identified over time from the capital investment strategy work, department strategic and master
plans, citywide analysis, and public input. The lists have not been prioritized nor are they in any priority order. They
are not exhaustive (and dollar amounts are rough estimates where they are available at all), but rather they illustrate
the challenges and opportunities that lie ahead. Existing and future funding is anticipated to be able to address the
emerging and long-term capital needs in Utilities and OSMP, although funding constraints impact the timing of capital
investment.
It is anticipated that the upcoming work on an asset assessment inventory, in conjunction with ongoing capital
investment strategic work and Master Plan updates, the updated Boulder Valley Comprehensive Plan, and near-term
Area Plans will lay out a more comprehensive list of unfunded capital, as well as options to address the needs. Along
with the strategic approach noted above, the city will be considering various funding options, including the potential for
regional partnerships and public/private partnerships, to meet community priorities in capital investment.
City of Boulder's 2018 BUDGET VOLUME II | Page 250
STRATEGIC PLANNING FOR UNFUNDED NEEDS
Project Name
Est.
Capital
Cost
Est. New
Operating
Cost
Comments In Master/
Strat. Plan?
Level of
Planning/Design
Completed
Fourmile
Canyon Creek
Improvements:
19th to
Broadway
$3.55M
($7.85 M
funded)
Develop multi-use path connection from 19th
Street to Violet Crossing. In conjunction with
flood mitigation, the project also provides safer
access to Crest View Elementary School,
recreational opportunities, and replacement of
high priority transportation bridges on Upland
Ave and Violet Ave.
YES – TMP,
Greenways,
CEAP completed,
additional engineering
design and project
planning will be required
Library-North
Boulder Branch
$5.5M
($2M
funded)
In Library
Master Plan;
update
anticipated
late 2017
Low – only preliminary cost estimate completed
In Library
Master Plan;
update
anticipated
late 2017
Low – only preliminary
cost estimate completed
Public Art and
Cultural Grants $400,000 TBD
Develop and install a series of art projects
throughout the city, including installations
associated with some projects funded by this
tax, as appropriate.
In
Community
Cultural Plan
NA – Each distinct public
art project initiated by this
fund will have its own
planning and design
process.
Table A: CITY PROJECTS RECOMMENDED BY ADVISORY COMMITTEE FOR FUNDING WITH
RENEWED CAPITAL IMPROVEMENT TAX
PUBLIC SAFETY
PARKS AND RECREATION
TRANSPORTATION / GREENWAYS
ARTS, CULTURE AND EDUCATION
Scott Carpenter
Aquatics Facility
Renovation
To Be
Determined
based on
length of
season (TBD)
This project provides enhanced amenities for the
already planned lap pool replacement, such as:
a new bathhouse, family leisure pool, water
slides, shade structures and various park and
access improvements.
Yes, Top
priority in
BPR Master
Plan,
Aquatics
Feasibility
Plan
Project is planned and
only lacks funding to
become reality. Concept
Plan is complete and final
design is underway with
construction pending final
approval.
$4.2M
($8M
Funded)
Relocate Fire
Station #3 $12.5M $500K
Current Fire Station 3 is outdated, inefficient,
undersized and located in the 100-year flood
plain. Relocation would allow for better service
delivery to a significant part of the city that is not
currently within a four-minute drive time of any of
our fire stations. Relocation out of the flood plain
would allow for continued service delivery during
flood events. Includes land purchase and new
facility.
Yes, Fire
MP
Medium – some
planning/design done,
basic cost estimation
performed; detailed design
will be needed once site is
secured.
Radio
Infrastructure*$6M Similar to
current
Capital costs for a new radio system and the
support systems for the radio infrastructure,
including site improvements and backup
systems to support peak functionality. Includes
funding for Incident Command Vehicle as
communications center.
Yes, Fire
and Police
MPs
High – Assessment
completed, performance-
based RFP likely, with
little design needed
**Note: The radio infrastructure replacement has been identified as a very significant priority. Should the Capital
Improvement Sales Tax Renewal not pass, adjustments to budgets will likely occur to secure funds to implement this
project.
City of Boulder's 2018 BUDGET VOLUME II | Page 251
STRATEGIC PLANNING FOR UNFUNDED NEEDS
Project Name
Est.
Capital
Cost
Est. New
Operating
Cost
Comments In Master/
Strat. Plan?
Level of Planning/Design
Required
Relocate Fire
Station 4
Remodel /
Relocate Fire
Station 2
$33.8M
Includes local food opportunities, innovative
adventure play features, additional parking,
ballfields, disc golf and flexible recreation areas.
(Funded
$4M)Phase 1 (10 Acres) - $6.4M (Funded - $4M)
Phase 2 (65Acres) - $27.4M (Unfunded)
Design and development of new or improved
diamond and rectangular athletic fields at existing
Parks and Recreation facilities in support of
various team sports leagues and multi-use
practice field needs.
2016 CIP - $500k in 2016, $4M in out years.
Athletic Field
Improvements $16.3M
TBD based
on amenities
that are
provided.
Included in
BPR Master
Plan and
recent Athletic
Field Study
All of the parks have
approved concept plans
and would need final site
plan to easily transition to
construction.
Community Park
Enhancements $11.6M
TBD based
on amenities
that are
provided.
Includes the design and development of
enhancements to community parks including:
Foothills Community Park, Harlow Platts
Community Park, and East Boulder Community
Park. Each of these Community Parks has
planned future phases that include additional
amenities and recreation areas not including
Included in
BPR Master
Plan
All of the parks have
approved concept plans
and would need final site
plan for construction.
Concept plan developed
and could easily transition
to final design and
construction.
Boulder
Reservoir South
Shore
Enhancements
and Multi-Use
Path
Connections.
Phase 1 -
$6 - $8M
(Funded
$4M)
$40K
Provide a new visitor services center, beach
improvements, play areas and concession area.
Also include key path connections for recreation
and commuters.
Top priority for
community in
BPR Master
Plan, Boulder
Res. Master
Plan, PRAB
approval and
Concept Plan.
Land is already city-owned,
Concept Plan is complete
and can transition
immediately into final
design and construction.
PARKS AND RECREATION
Valmont City
Park
Development
(south of
Valmont Road
Approximately
$30,000 for
phase 1 and
$232K for
phase 2
development.
Top priority for
community in
BPR Master
Plan, PRAB
approval and
approved
Valmont
Concept Plan.
Land is already city-owned,
Concept Plan is complete
and can transition
immediately into final
design and construction.
Mapleton Park
redevelopment $7.3M
Minimal
change from
current O&M
costs.
Project will provide new fields at the Stazio Sports
Complex and repurpose Mapleton to be more
general purpose to meet needs of changing land
use near Boulder Junction.
Yes, provides
new ballfield
development
and satisfies
park service
needs.
Repair Public
Safety Building
Parking Lot
$500,000 TBD Would not be necessary if new public safety
building is approved.No Low – little to no design and
cost estimation.
New Public
Safety Building
$25M -
$30M
Unknown at
this time
Construct a 25,000-square foot expansion for
Police functions, along with associated
renovations to the existing facility.
Yes Medium – Rough estimates
for space and cost.
Fire Training
Center Phase 3 $1.2M TBD Add one classroom, five offices, a conference
room and one "dirty" classroom.
Low – little to no design and
cost estimation.
Low – once RFP completed
and awarded, vehicle would
be purchased
$14.20 TBD
Stations are undersized, inefficient and offer little
to no opportunity for expansion at current location.
Relocation will bring more of the city within a 4-
minue drive time. Cost estimate does not include
potential land purchase for relocation
Yes
High – includes general
construction cost estimate
only
PUBLIC SAFETY
Terradyne
Gurkha MPV
Light Armored
Rescue Vehicle
$340,000 TBD
The current vehicle is 37 years old and is no
longer effective. This type of vehicle is used to
safely move officers into emergency situations or
remove people during the emergency.
Table B: WORKING LIST OF UNFUNDED CAPITAL NEEDS FOR CITY SERVICES
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STRATEGIC PLANNING FOR UNFUNDED NEEDS
Project Name
Est.
Capital
Cost
Est. New
Operating
Cost
Comments In Master/
Strat. Plan?
Level of Planning/Design
Required
BCH
Redevelopment
$100M
rough
estimate
Unknown at
this time
Planning process is under way. Could include
combination of city facilities, housing and
community spaces. Will affect and be affected by
Civic Area planning..
Yes
Medium – some amount of
planning/design done, little
cost estimating completed.
Facilities
maintenance
backlog
At least
$10M
Unknown at
this time.
Some
maintenance
could result in
operating
savings.
Current backlog identified in 2016 facilities
assessment in 17 of FAMs 135 facilities. Only
$2.6M was able to be programmed in the CIP due
to limited budget.
In facilities
assessment
Low – but little design
required.
Municipal Court
Facility $5.4M TBD
Facility space is limited at Boulder County’s
Justice Center, and the county courts are taking
on more services previously provided by state
courts. In the future, Boulder County will end its
lease with the city municipal court, requiring
another facility. A space needs analysis identified
a need for a 12,000 SF facility.
Yes Low – no location
determined yet.
OSMP Office and
Operational
Facilities
$23.0M TBD
Recommendation from 2015 OSMP space
assessment. OSMP staff is currently assessing
needs and potential options. May depend upon
Alpine Balsam plan.
Will be in
2018 OSMP
Master Plan
Low – little to no design,
planning, or cost estimation
Parks Ops Co-
location with
Public Works
$5.2M TBD
Relocate the Park Operations and Forestry
service area into the Municipal Service Center
(city yards) as part of the Valmont City Park,
Phase 2.
Needs to be
integrated into
the MSC
Master Plan
Update
Low – little to no design and
cost estimation.
Municipal
Service Center
(MSC) Building
$4.1M TBD
The 2016 facilities assessment identified $4.1 M
in repairs and replacement needed in Buildings A
and B of the MSC.
In facilities
assessment
Low – but little design
needed.
Repair Municipal
Service Center
Parking Lots
$800,000 TBD
Repair deteriorated parking lot and pavement
areas at the Municipal Service Center and Fleet
Services areas.
In facilities
assessment
Low – but little design
needed.
Fleet Facility
Repairs and
Upgrades
$3M TBD
The fleet facility is now 28 years old and is in need
for major repairs, replacements, and upgrades.
The 2016 facilities assessment identified $1.7 M
in system repairs and replacements needed in the
building. Additional facility upgrades will promote
the use of alternative fuels, reduce redundancy of
public fleet facilities in Boulder, and spread out
costs with other agencies.
In facilities
assessment
Low – but design for repairs
and replacements would be
minimal. Upgrades will
require a design
City Service
Facilities $39M TBD
Based on the implementation strategy for the
Civic Area Plan, and Alpine-Balsam, this could
include capital projects towards replacement
facilities for New Britain, Park Central, Atrium,
1301 Arapahoe, FAM, and the functions in the
Yes
Low – scenarios developed
for which city services go
where, but not Council
approved until early 2017
Minimal design necessary.
CITY SERVICE FACILITIES
BCH Sustainable
Deconstruction $3.5M N/A
The city takes control of the BCH facilities at
Alpine and Balsam in 2018. Studies are being
conducted on the partial re-use. With utilities
costing $1M a year and major repairs and
upgrades required, it’s prudent to deconstruct a
portion or all of this 323,000 square foot facility
rather than operate and maintain it.
Yes
Forensic study on re-use
estimated to be completed
in late Jan 2017
Historic/Cultural
Facility
Improvements
$1.6M
Would likely
decrease
maintenance
costs
Conservation and preservation of important
historical and cultural assets in the community
that are managed by the Parks and Recreation
Department.
Included in
BPR Master
Plan
City of Boulder's 2018 BUDGET VOLUME II | Page 253
STRATEGIC PLANNING FOR UNFUNDED NEEDS
Project Name
Est.
Capital
Cost
Est. New
Operating
Cost
Comments In Master/
Strat. Plan?
Level of Planning/Design
Required
Electric Vehicle
Infrastructure –
Regional EV
Charging System
TBD TBD FAM is seeking grant funding for a portion of this.
Low – little to no design,
planning, or cost
estimation.
Boulder Energy
Future
Transition
Costs TBD
Transition
Costs TBD
Current funding from utility occupation tax.
Transition costs will require separate source of
revenue (bonds).
Yes
Medium – detailed
scenarios and cost
modeling completed.
Uncertainty due to
application process.
Housing $5M to $7M
annually?TBD Preservation conversions to affordable housing Yes
Medium – some amount of
planning/design done, basic
cost estimation performed
Infrastructure for
the Ponderosa
Mobile Home
Park - Housing
$2.8 M TBD Completed through an annexation agreement;
replace failing infrastructure for 68 units.Yes
Medium – some amount of
planning/design done, basic
cost estimation performed
West Senior
Center
Redevelopment/
Relocation
$28M TBD Redevelopment/Relocation will be included in
Civic Area west bookend plan
Yes – Master
Plan is under
development,
will come to
council June
2017
Low – conceptual stage.
Depends upon Civic Area
plan
Unknown at
this time
(Downtown
heavy use
park – higher
cost per acre)
PLACEMAKING
Civic Area
Estimate
unknown at
this time –
will be
significant
Includes concepts for East and West bookends.
Public market would likely be in early phases and
has significant planning. West bookend
dependent upon Human Services and Library
master plans.
Yes Medium – cost estimates
for public market
Housing Land
Bank $20M TBD
Acquire and hold land to facilitate residential
development that furthers the city's housing (and
other) goals. Would supplement dedicated
affordable housing funding. Operation and
management revenue could be positive if property
is leased
HOUSING AND HUMAN SERVICES
Homelessness
Service Center
At least
$1.9M TBD
Identified in 2017 budget hearings, and funds “set
aside” within fund balance of General Fund, but
not budgeted
PUBLIC UTILITIES
Broadband Up to
$140M
Unknown at
this time
Multiple models are being considered, cost
depends on model used
New Climate
Action Plan Goal $42M TBD
This project would include various initiatives for
city operations under the General Fund to meet
the city's new goal of 80% reduction in
greenhouse gas emissions by 2030, from 2008
levels.
Low – conceptual at this
point with projects and
initiatives to be developed
by climate working groups
Valmont Butte
Mill Buildings
Preservation
$2M TBD
Preservation of the mill buildings would be
required as part of the landmark designation for
the historically significant mill buildings that
remain on site.
Low – would require design
and landmarks approval
City of Boulder's 2018 BUDGET VOLUME II | Page 254
STRATEGIC PLANNING FOR UNFUNDED NEEDS
Project Name
Est.
Capital
Cost
Est. New
Operating
Cost
Comments In Master/
Strat. Plan?
Level of Planning/Design
Required
Undergrounding overhead utility lines that
surround the neighborhood and that may present
a
fire danger not only to the neighborhood, but to
open space as well.
$3M The objective
(Funded
$1.5M)
is to address train horn noise impacting
communities in and around Boulder. There are a
total of nine crossings, five within the City of
Boulder and four adjacent to the city.
Consider electric (or other clean fuel technology)
vehicles. HOP vehicle
replacement is a high priority, immediate need.
Bike / Ped
Enhancements $50M TBD
Improve safety through safe streets program, safe
routes to school, and bike/ped separation in multi-
use paths.
Yes
Medium – some amount of
planning/design done, basic
cost estimation performed
Yes
Hill Alleys Master
Plan and
Improvements
$5M TBD
Will likely involve the undergrounding of utilities,
storm water management improvements, alley
resurfacing, and the addition of trash enclosures,
bike parking, lighting and landscaping in
partnership with private property owners.
Identified in
University Hill
Reinvestment
Strategy and
Alleys Master
Plan
Low – little to no design,
planning, or cost estimation
Hill Commercial
Area Pedestrian
Lighting
$300,000 TBD
Replacement of deteriorating 20-year old fixtures
to improve the night-time safety and the
attractiveness of the district. Replacement of
existing fixture components must be custom
manufactured at great expense.
Identified in
University Hill
Reinvestment
Strategy
Medium - some conceptual
plans and rough cost
estimate
Chautauqua
Electric Line
Undergrounding
$3M TBD No Low – little to no design,
planning, or cost estimation
TRANSPORTATION
University Hill
Gateway
Features
$500,000 TBD
Installation of signage to communicate a shift in
neighborhood character as visitors travel from
areas of the Hill primarily occupied by student
renters into areas occupied primarily by families,
seniors and other year-round residents.
Identified in
University Hill
Reinvestment
Strategy.
Low – little to no design,
planning, or cost estimation
Railroad Quiet
Zone
Improvements
TBD Yes
High – some level of
engineering design,
detailed cost estimates.
HOP Conversion
to Clean
Vehicles
$8.25M TBD
Consistent
with city’s
climate goals
Low – little to no design,
planning, or cost estimation
High – some level of
engineering design,
detailed cost estimates.
Civic Center Plan
Transportation
Projects
Implementation
$15M TBD
Various projects including new and improved
transportation connections to provide for
transportation options to and through the civic
center area.
Yes
Medium – some amount of
planning/design done, basic
cost estimation performed
Kittredge
Underpass @
Broadway
$4M TBD To address safety and operational issues and
concerns along the west side of Broadway
Medium – some level of
engineering design,
detailed cost estimates.
Multi-use
pathway
connections
$6M $25k
Includes connections in the Confluence area, and
various important missing links in the pathway
system
Yes
Transit Stop
Enhancements $1.6M TBD
Enhance transit stops by improving superstops
and high-use stops and adding basic amenities at
all stops. Provide funding for regular
maintenance. Add bike share and car share
connections at key locations to facilitate the final
mile of travel.
Yes
Medium – some amount of
planning/design done, basic
cost estimation performed
City of Boulder's 2018 BUDGET VOLUME II | Page 255
STRATEGIC PLANNING FOR UNFUNDED NEEDS
Project Name
Est.
Capital
Cost
Est. New
Operating
Cost
Comments In Master/
Strat. Plan?
Level of Planning/Design
Required
ARTS, CULTURE AND EDUCATION
Main Library
Renovation or
Relocation
TBD TBD
Redevelopment/Relocation will be included in
Civic Area west bookend plan
Master plan
anticipated
summer 2017
Low – little to no design,
planning, or cost estimation
Library
Renovations –
Gender Neutral
Bathrooms
$500K to
$650k TBD Redevelopment/Relocation will be included in
Civic Area west bookend plan
Master plan
anticipated
summer 2017;
project
supported by
Library
Commission
Low – little to no design,
planning, or cost estimation
Library –
Gunbarrel
Branch
$3M to $4M TBD Short-term solution could be to lease space.
Master plan
anticipated
summer 2017
Low – little to no design,
planning, or cost estimation
Historical and
Cultural Plan and
Development
$5M TBD
Plan and implement improvements to new and
existing historic and cultural facilities through
community partnerships and funding
opportunities.
Consistent
with
community
cultural plan
Low – little to no design,
planning, or cost estimation
Public Art and
Cultural Grants
$300k
annually
$1.2M to
$1.7M
annually
Estimate only at this time. Includes funding for
new art installations and collection maintenance.
Operating cost includes cultural grants and
associated capacities
In community
cultural plan
Medium – some amount of
planning/design done, basic
cost estimation performed
Web Site
Refresh $100,000 TBD 2019-2021 replacement. Some funding identified,
but not enough for all needs.Yes
Low – due to rapid
evolution of technology,
planning would not begin
until closer to replacement
date.
TECHNOLOGY
Customer
Relationship
Management
Replacement
$210,000 TBD 2019-2022 replacement. Some funding identified,
but not enough for all needs.
Low – due to rapid
evolution of technology,
planning would not begin
until closer to replacement
date.
Enterprise
Resource
Planning (ERP)
System
Replacement
$7.8M TBD
2028-2030 Replacement. Some funds identified
after bond debt payoff. But not enough for all
needs
Yes
Low – due to rapid
evolution of technology,
planning would not begin
until closer to replacement
date.
Enterprise
Document
Management
Replacement
$1.6M TBD 2028-2030 Replacement. Some funding
identified, but not enough for all needs.Yes
Low – due to rapid
evolution of technology,
planning would not begin
until closer to replacement
date.
Enterprise Asset
Management
Replacement
TBD TBD
2030-2032 Replacement Some funding identified,
but not enough for all needs.Yes
Low – due to rapid
evolution of technology,
planning would not begin
until closer to replacement
date.
LandLink
Replacement $3.9M TBD 2028-2030 Replacement. Some funding
identified, but not enough for all needs.Yes
Low – due to rapid
evolution of technology,
planning would not begin
until closer to replacement
date.
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City of Boulder's 2018 BUDGET VOLUME II | Page 256
City of Boulder's 2018 BUDGET VOLUME II | Page 257
5C | CITYWIDE INFORMATION SECTIONS: ASSET ASSESSMENT & INVENTORY
Asset Assessment / Inventory
In order to honor the commitment to “taking care of what we have” the city has committed to maintaining a
coordinated, organization-wide condition assessment that will identify ongoing capital needs necessary to maintain
infrastructure, assets, and facilities for a sustainable community, thus informing strategic investments that support
community priorities.
2017 Asset Assessment
One of the principles of asset management is establishing benchmark standards for each asset to achieve
community desired conditions. Building on work performed in 2016, several city departments are completing facility
inventories in 2017.
Asset Assessment Process
On-going efforts have focused on development of an Asset Management System (AMS) that utilizes best practices
for the life cycle design, development, operations, repair and disposal of built assets. To guide this development,
best practices from three sources from leading communities have been adopted. In addition, analysis of the asset
inventory data as it relates to funding models is being conducted by Facilities and Asset Management (FAM) to
evaluate its current funding model for facilities.
The facilities portfolio is typically the most valuable asset that organizations manage and are considered critical
to the execution of the organization’s mission. Updating facilities management practices to reflect sustainability
and asset management principles for these facilities requires the application of complex, interconnected, and
comprehensive facility management practices to the asset portfolio.
This includes:
• Determining the total cost of ownership for the asset portfolio.
• Developing systems and staff knowledge to support agency implementation of life cycle management.
• Approval of a capital investment strategy for the agency that focuses on the organization’s mission and is
financially sustainable.
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ASSET ASSESSMENT & INVENTORY
Results of the Assessments
In general, the assessments identified a much higher amount of currently deficient systems and future needs. It
will be the baseline for considering a change to how the departments prioritize and fund the maintenance and
replacement of these assets.
FAM: In 2016, FAM completed the assessment of 17 city facilities and evaluated 1,680 total items in the facilities
with replacement values totaling over $20.6 million. A total of $10.6 million was identified as overdue for
replacement with $2.6 million deemed essential items. Those essential items were programmed into the 2017 to
2020 FAM CIP. FAM will continue to program $50,000 a year in the CIP to continue facility assessments.
In 2017, the results of the assessment will be used to evaluate FAM’s funding model for Operation and Maintenance
(O&M), Major Maintenance (MM) and Renovation and Replacement (R&R). FAM’s current funding model has
a goal of annually funding 2.5 percent of a facility’s current replacement value for O&M, 1 percent for MM and 1
percent for R&R. Another way to model facility funding, is to use actual facility inventories, which were completed in
2016. FAM and its consultants is undertaking an analysis to determine what the appropriate funding model should
be for its facilities and it may be hybrid of the two models. Results of this analysis will be part of the FAM Master
Plan update.
The radio infrastructure study was also completed in early 2017, identifying $3.2 million to replace and upgrade an
obsolete radio equipment system and another $2.8 million for support facilities to create a redundant and resilient
emergency communication system.
Community Vitality: The department of Community Vitality (CV) commissioned an outside contractor to conduct
an asset inventory and assessment of the five Central Area General Improvement District (CAGID) parking garages
during 2016/17. The assessment indicated that all structures are generally in good condition, particularly since
the first garage was constructed in the 1970’s, and the subsequent facilities were constructed at a rate of one per
decade; the last garage was completed in 2005. A 10-year prioritized work plan using the city endorsed BUILDER
software program was created. The first five years (2018-2022) contains approximately $3.95 million in work items
($1.65M replacement, $2.3M repair). The immediate term priority projects are the replacement of stairways in the
1500 Pearl garage (1999) and 11th and Spruce (1980’s) and the scheduled repairs of the fire protection systems.
The CV budget includes an annual budget of $250,000 for ongoing maintenance projects for the CAGID facilities,
including a surface lot. An additional parking facility within the mixed use Trinity Commons housing/church facility
project will be completed in 2018 and will be added to the ongoing asset repair and replacement program.
CV staff will be trained on the BUILDER software system that is programmed to track repairs and replacements
providing staff with an essential planning and budgeting tool. The funds for the capital replacement and repairs
for the garages are within the CAGID fund which is dedicated and restricted to CAGID parking and parking related
improvements. Revenues sources include district property tax and revenues from the CAGID facilities.
Parks & Recreation: The Parks and Recreation Department has already begun to address the first three
questions above. It has inventoried all major assets department wide, calculated a portfolio CRV of approximately
$200 million, and established a baseline Facility Condition Index (FCI) from which to measure the condition of
our portfolio. While the department continues to refine these findings it will now address the latter two questions
concerning portfolio performance requirements and asset priorities focused on assets most critical to the
department’s mission through the CIP process. Ten percent of all park assets have 45 percent of all deficiencies.
The following table illustrates the investment required over 10-years in key facilities to maintain them at 80
percent versus 90 percent condition. By maintaining facilities at a higher standard, the city can increase customer
City of Boulder's 2018 BUDGET VOLUME II | Page 259
ASSET ASSESSMENT & INVENTORY
satisfaction while spending less over time. The difference between maintaining facility at 90% over 80% condition saves
$840,972 and provides higher quality facilities with higher customer satisfaction over ten years.
Water, Wastewater and Stormwater and Flood Utilities: The Utilities Department maintains a critical infrastructure
inventory that is used to plan for the relatively short term, 6 year Utilities CIP and the long term, 20 year Utilities CIP.
Age, useful life and condition of infrastructure along with risk of failure are taken into account in the development of the
replacement/repair schedule.
Storm and Waste Water continue to complete assessments that inventory and plan needed repairs. These began as an
inspection effort after the 2013 flood, but were changed to a clean-out and fix program as a result of the damage and
plugging of many of the lines.
In the near-term Utilities is looking to:
• Increase proactive planning as much as possible to get priority items rehabilitated or replaced within budget
constraints.
• Continue to develop a commercial software program that allows tracking of critical information in a database form
and potentially could be used and tied into other applicable city departments.
Major Facility CRV F CI 90% Standard 80% Standard Savings Backlog
East Boulder Community
Center $ 18,907,343 0.10 $ 3,079,892 $ 3,146,599 $ 66,707 $ 1,962,118
North Boulder Rec Center $ 21,337,047 0.06 $ 5,166,970 $ 5,428,246 $ 261,276 $ 1,377,900
South Boulder Rec Center $ 9,376,617 0.13 $ 1,642,329 $ 1,876,919 $ 234,590 $ 1,181,104
Reservoir-Admin. Building $ 1,500,000 0.31 $ 837,779 $ 1,062,297 $ 224,518 $ 471,729
Reservoir-Boat House $ 800,000 0.14 $ 129,476 $ 135,551 $ 6,075 $ 109,738
Reservoir-Maintenance
Facility $ 750,000 0.19 $ 258,080 $ 305,886 $ 47,806 $ 144,623
Totals $ 52,671,007 0.10 $ 11,114,526 $ 11,955,498 $ 840,972 $ 5,247,212
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ASSET ASSESSMENT & INVENTORY
Transportation: The Transportation Division has a functional and efficient system that monitors the condition
of the assets that comprise the approximately $2 Billion (replacement value) transportation system in the City of
Boulder. Tracking the condition of the assets within the system allow staff to prioritize work activities and respond
at the appropriate level of investment, whether filling a pothole and replacing a sign up to reconstructing a principal
arterial or replacing a bridge. The Transportation Division routinely inspects the condition of signals, signs,
markings, pavements, sidewalks, multi-use path, and bridges. In general, the average condition of transportation
system assets is fair to good, however in order to keep the system at this level or even better will continue to
require proactive management of the assets, and using data driven approaches to implementing the right amount of
maintenance and repair at the right time within the service of life of a given asset.
Open Space and Mountain Parks: Fall of 2016 saw the completion of the Open Space and Mountain Parks
building and structure inventory and condition assessment. The inventory identified 348 structures. A ten-year
maintenance plan was developed for each structure. Each building and structure has been categorized by asset
class and function. Classes include office, residential, restroom/outhouse, road/trail, parking lot, barn/garage,
shelter, fence, shed, commercial/industrial, and ruin. These were further categorized as to function or intended
purpose such as agriculture, leased, staff use, public use, and/or historic. Within each classification and functional
goal group, each structure was given a priority ranking.
The functional goals and condition assessments were used to develop a ten-year plan for maintenance of each
structure. The ten-year plan identified an average of $550,000 of repairs annually to maintain the structures.
Work has begun on the maintenance repairs identified for 2017 and will be continued in future years. Due to the age
and condition of many of the structures, much of the work will require a structural evaluation and/or the renovation
will need to be coordinated with the Boulder County Historic Preservation Advisory Board and the City of Boulder
Landmarks Board.
Information Technology: The Information Technology department is responsible for the maintenance and reliability
of critical technology infrastructure. Currently, there is predictive funding in place for replacement for centrally
managed hardware. Hardware assets have an identified useful life, and are replaced at or near the end of that
time. The Strategic Technology Plan is in the process of being updated to serve as a guiding document from 2018 –
2023. This document will identify two areas of deficiency in terms of Technology funding. The first is that there is no
funding mechanism in place to fund technology upgrades – as opposed to the replacements described above. The
second is to include enterprise software systems and large departmental systems in the CIP using a methodology
similar to our hardware funding. It is expected that software replacement projects will be added to the CIP plan
during the update for the 2019 budget process.
Asset Assessment Informing Citywide Financial Strategy
The goal of all these efforts is to develop a standardized, prioritized and on-going maintained catalog of needs.
This effort will take time and resources; it will require the city to prioritize asset management initiatives as a primary
responsibility of our staff, boards, and community.
Life-cycle and maintenance needs studies are essential pieces to inform unfunded needs and future financial
strategies. The process will be iterative and on-going to improve transparency with the community about investment
needed for long-term infrastructure maintenance in order to balance those needs with the community’s desire
for new facilities and services. Articulating unfunded needs to the community and decision-makers will help
the community prepare for future funding and leveraging opportunities as well as inform long-term CIP funding
strategies.
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5D | CITYWIDE INFORMATION SECTIONS: PROJECT PLANNING/COMMUNITY & ENVIRONMENTAL ASSESSMENT PROCESS
Project planning and design for major capital projects takes a project outlined in a master plan and provides more
detailed assessment to determine location, function and design alternatives and preferred approaches. The process
for review and approval of individual projects is identified in the annual CIP and budget approval process. At this
time, various processes may be identified for a specific project.
• Concept Plan and Site Review: Concept Plans and Site Plans are reviewed by the interdepartmental staff
Development Review Committee, departmental Advisory Boards, Planning Board and City Council (call-up
option).
• Community and Environmental Assessment Process (CEAP): The CEAP provides a framework for
balanced and thoughtful consideration of environmental and social issues in the preliminary planning and
design of capital projects. It also provides a forum for public discussion of broad level project issues relative
to master plans and overall community goals. It is a tool to aid in the development and refinement of project
design and impact mitigation options.
• Project-Specific Community Process and Design: Many projects are not required to go through concept
and site review and would not benefit from a CEAP process. These typically have a project-specific design
and public process to efficiently and appropriately identify community needs, concerns, and preferences.
Many projects have been assessed through facility studies, area or facility planning processes, mitigation
plans or other studies. The processes are collaborative with multiple city and/or county departments.
Projects Recommended for a CEAP
The Appendix to Title 2 of the Boulder Revised Code instructs that major capital improvement projects should
be handled in accordance with the City Plans and Projects Handbook, dated November 2007. As such, a list of
projects identified to undergo a CEAP is provided with the annual capital budget.
CEAP reviews are prepared when projects are in the site location and facility design phase. The primary purpose
of the CEAP is to encourage the consideration of potential social and environmental impacts in planning and
decision making and, ultimately, to arrive at actions that achieve the objectives of the project with the fewest
impacts. The intent of the CEAP is to make project planning more efficient by considering issues in advance of
implementation.
CEAP findings are submitted by departments to their respective advisory board for review as part of CIP project
approval. For those departments that do not have an advisory board, the Planning Board is responsible for
reviewing CEAP findings as part of project approval. Council has the opportunity to call up projects for their review
and approval. (For those departments that do not have an advisory board, Planning Board is responsible for
reviewing CEAP findings as part of project approval.)
The following capital improvement projects proposed for funding in the 2018-2023 CIP are recommended to
complete a Community and Environmental Assessment Process (CEAP).
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PROJECT PLANNING/COMMUNITY & ENVIRONMENTAL ASSESSMENT PROCESS
Open Space and Mountain Parks Department
OSMP Campus Relocation: Following a relocation to an interim office space, staff will begin a multi-year process
to determine the long-term location of the department. A CEAP (or other appropriate process) will be useful in
identifying and accessing potential campus locations. The proposed CIP funding program described in the project
sheet is primarily to support interim space needs.
Parks and Recreation Department
New Neighborhood Park Development: This project will provide funding to implement the development of
new park amenities at undeveloped portions of Violet Park in north Boulder as well as Eaton Park in Gunbarrel.
These are planned park sites that are currently undeveloped and not meeting standards for park land provision in
these neighborhoods. Once the planning begins, a CEAP process will be completed to engage the community in
reviewing design options and determine the preferred option that best meets the needs of the community in terms
of the design of the park, the amenities that are included.
Valmont South Park Development: As an outcome of the Valmont City Park Concept Plan approved in 2015,
this project involves the development of park areas south of Valmont Road to support a wide range of activities
and uses. Potential improvements include an adventure playground, picnic area, shelters, multi-use field space,
additional parking and opportunities for enhancement to disc golf. These initial improvements will allow for
increased park service to the surrounding areas as well as the entire Boulder community. Throughout the planning
process a CEAP will be completed to engage the community in reviewing project alternatives related to the final
design of the park improvements and determining a preferred alternative that best meets the goals of the project
while balancing the many criteria of the CEAP process.
Transportation Division
Foothills & Colorado Underpass: This project replaces a deteriorating bicycle/pedestrian overpass bridge with
a grade separated, ADA compliant underpass crossing for Foothills Parkway/SH157. A CEAP will be completed
concurrently with the corridor study for this area.
19th Street Complete Streets (Norwood to Sumac): 19th Street is an important multi-modal travel corridor in
North Boulder. This project involves the design and construction of sidewalk, curb and gutter improvements along
the west and east sides of 19th Street from Norwood Avenue to Sumac Avenue.
Utilities Division / Tributary Greenways
Goose Creek 19th to Folsom: This project enlarges the Goose Creek channel for additional capacity in
conjunction with stormwater improvements in the area.
Wittemyer Ponds: This project consists of multiple reservoirs planned for potential use for city water exchanges.
An alternatives study and CEAP are planned for 2019 with design and construction for 2020/2021.
Boulder Creek Flood Mitigation: As specific projects and their scope are identified the need for a CEAP will be
evaluated in the city’s annual process.
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PROJECT PLANNING/COMMUNITY & ENVIRONMENTAL ASSESSMENT PROCESS
Carter Lake Hydroelectric: The purpose of this project is to analyze potential for a hydroelectric facility on the
city’s portion of the Carter Lake Pipeline. A CEAP will be completed in 2019 if the hydro alternative is feasible.
Interceptor Sewer Rehabilitation: This project is for the rehabilitation, reconstruction or re-alignment of the city’s
interceptor sewer, which is at the end of its useful life. A CEAP was started for this project in 2016.
Fourmile – Upstream of Upland Avenue (approved): This project provides flood mitigation along Fourmile
Canyon Creek from Upland Avenue to Broadway including multi-use underpasses at Violet and Upland, multi-use
path connects, and sediment capture. A CEAP was approved by the Greenways Advisory Committee and City
Council in 2016.
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5E | CITYWIDE INFORMATION SECTIONS: GROWTH-RELATED FUNDING
Introduction
The City of Boulder has a policy that new growth should pay its own way, which is articulated in the Boulder Valley
Comprehensive Plan (BVCP). Depending upon the tax or fee, it can be charged on both residential and commercial
development and it is assessed at the time of the development’s building permit.
Excise taxes are one-time revenues used to fund new infrastructure needed to accommodate new development.
Aggregate excise tax levels are subject to voter approval; but as a tax, development excise tax spending
requirements are somewhat flexible as taxes are designed defray the general burden of the cost of government.
Development excise tax use must still fall within the confines of the voter-approved language. Impact fees are
one-time fees similarly used to construct system improvements and expansion, but impact fees have strict legal
requirements and tests that must connect the fee directly to the use for which it was collected. Moreover, impact
fees can only be used for capital spending. This is why impact fees and development excise taxes are integrated
into the Capital Improvement Plan.
Overview of Capital Development Excise Taxes and Impact Fees
The city uses three different excise taxes and seven different impact fees to fund new infrastructure to
accommodate new development:
Excise Taxes
• Housing Excise Tax: Used to fund the construction, rehabilitation and acquisition of affordable housing;
charged on residential and non-residential development.
• Park Land Excise Tax: Used to fund park land purchases; charged on residential development.
• Transportation Excise Tax: Used to fund transportation system capital improvements and enhancements such
as road improvements, intersections, bike lanes, underpasses, and pedestrian enhancements. Charged on
residential and non-residential development.
Impact Fees
• Library Impact Fee: Used to fund library facilities and materials in the library’s collections, charged on
residential development.
• Parks & Recreation Impact Fee: Used to fund outdoor parks, recreation center and pool facilities, and support
facilities; charged on residential development.
• Human Services Impact Fee: Used to fund senior center facilities and the Children, Youth and Family Center
facility; charged on residential development.
• Municipal Facilities Impact Fee: Used to fund additional municipal building space; charged on residential and
non-residential development.
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• Police Impact Fee: Used to fund police station facilities, and communication center space; charged on
residential and non-residential development.
• Fire Impact Fee: Used to fund fire station facilities, land, and fire apparatus; charged on residential and non-
residential development.
• Affordable Housing Linkage Fee: Used to fund additional affordable housing; charged on non-residential
development.
The excise taxes and fees above are collected on behalf of a number of city departments including the Library,
Parks and Recreation, Human Services, Public Works, Police, and Fire. Specific projects and their descriptions are
available in the respective department sections of the CIP document where applicable. The table below summarizes
the projected uses of development excise taxes and impact fees for the 2018-2023 CIP timeframe.
Excise Tax and Impact Fee Study Update and Next Steps
In November 2016 City Council approved increases to the development impact fees and excise taxes that help
pay for new growth, which went into effect on July 1, 2017. Information about the study update can be found on the
city’s website at: Development-Related Impact Fees and Excise Taxes.
GROWTH-RELATED FUNDING
2018 2019 2020 2021 2022 2023
Proposed Projected Projected Projected Projected Projected
Municipal Building - Renovation SW $ 360,000 - - - - -
Facilities & Asset Mgmt. Total $ 360,000 - - - - -
New Neighborhood Park Development - - - - - $ 200,000
Scott Carpenter Pool Redevelopment $ 5,300,000 - - - - -
Parks and Recreation Total $ 5,300,000 - - - - $ 200,000
30th St. & Colorado Bike/Ped. Underpass $ 1,300,000
Boulder County/City Joint TMP $ 151,000
Misc. Development Coordination $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000
Signal Maintenance & Upgrade $ 200,000 $ 200,000
TIP Local Match Implementation $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000
Transportation Total $ 2,301,000 $ 650,000 $ 650,000 $ 650,000 $ 850,000 $ 850,000
Total $ 7,961,000 $ 650,000 $ 650,000 $ 650,000 $ 850,000 $ 1,050,000
Development Related Excise Tax and Impact Fee Funded Projects: 2018-2023