2017 Annual Budget, Volume 22017 ANNUAL BUDGET
V OLUME II
CITY OF BOULDER, COLORADO
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2017 Annual Budget Volume II
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City of Boulder
2017 –2022 Capital Improvement Program
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 Manager ............................................................... Jane S. Brautigam
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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
Chief Financial Advisor................................................................................................................. Bob Eichem
Chief Financial Officer ....................................................................................... Cheryl Pattelli
Director of Public Works for Utilities ............................................................................. Jeffrey M. Arthur
Executive Director of Energy Strategy and Electric Utility Development ................ Heather Bailey
Director of Support Services/City Clerk ............................................................................. Lynnette Beck
Director of Parks and Recreation ........................................................................................ Yvette Bowden
Fire Chief .......................................................................................................................... Michael Calderazzo
Municipal Court Administrator .................................................................................................... James Cho
Executive Director of Planning, Housing and Sustainability ...................................................... Vacant
Director of Library and Arts ..................................................................................................... David Farnan
Chief Information Officer ............................................................................................................... Don Ingle
Director of Human Resources .................................................................................. Joyce Lira
Director of Human Services ........................................................................................................ Karen Rahn
Executive Director of Public Works .................................................................................. Maureen F. Rait
Director of Public Works for Transportation ............................................................. Michael Sweeney*
Police Chief ....................................................................................................................................... Greg Testa
Director of Communications ................................................................ Patrick Von Keyserling
Director of Open Space and Mountain Parks .................................................................... Tracy Winfree
Director of Community Vitality ................................................................................................ Molly Winter
* Member of the CIP Peer Review Team
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City of Boulder CIP Staff Team
Executive Budget Officer (CIP Coordinator) ........................................................ Peggy Bunzli*
Senior Planner (CIP Coordinator) .......................................................................... Jean Gatza*
Community Vitality ......................................................................................... Donna Jobert*
Finance ....................................................................................................... Devin Billingsley*
Finance ......................................................................................................... Rachel Deckert*
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
* Member of the CIP Peer Review Team
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City Council .................................................................................................................. iii
City of Boulder Staff .......................................................................................................iv
Table of Contents ...........................................................................................................vi
List of Figures and Tables.............................................................................................. ix
How to Use This Document .......................................................................................... xi
INTRODUCTION
Capital Improvement Program Introduction............................................................. 1
FUNDING SUMMARIES
Overview .............................................................................................................. 17
Funding by Department ........................................................................................ 19
Funding by Project Type ....................................................................................... 31
Funding by Fund ................................................................................................... 43
CAPITAL IMPROVEMENT BOND
Overview .............................................................................................................. 55
2011-2016 Spend Plan ......................................................................................... 57
ASSET ASSESSMENT
Overview .............................................................................................................. 59
Asset Assessment Process .................................................................................... 59
COMMUNITY, CULTURE, AND SAFETY PROJECTS
Overview .............................................................................................................. 65
Project Highlights ................................................................................................. 65
2015-2018 Spend Plan ......................................................................................... 70
CENTRAL BOULDER LONG-TERM PLANNING AND CITY FACILITIES ASSESSMENT
Overview .............................................................................................................. 71
Long-Term Planning ............................................................................................. 75
DEVELOPMENT EXCISE TAX AND IMPACT FEES
Overview .............................................................................................................. 79
Funded Projects .................................................................................................... 81
COMMUNITY VITALITY
Overview .............................................................................................................. 83
2017-2022 Funding Summary by Department ...................................................... 90
2017 – 2022 CAPITAL IMPROVEMENT PROGRAM
TABLE OF CONTENTS
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Projects Map ......................................................................................................... 91
Project Sheets ....................................................................................................... 92
FACILITIES AND ASSET MANAGEMENT
Overview .............................................................................................................. 97
2017-2022 Funding Summary by Department .................................................... 104
Projects Map ....................................................................................................... 105
Project Sheets ..................................................................................................... 106
FIRE AND RESCUE
Overview ............................................................................................................ 127
INFORMATION TECHNOLOGY
Overview ............................................................................................................ 133
2017-2022 Funding Summary by Department .................................................... 138
Project Sheets ..................................................................................................... 140
LIBRARY AND ARTS
Overview ............................................................................................................ 147
OPEN SPACE AND MOUNTAIN PARKS
Overview ............................................................................................................ 151
2017-2022 Funding Summary by Department .................................................... 158
Projects Map ....................................................................................................... 159
Project Sheets ..................................................................................................... 160
PARKS AND RECREATION
Overview ............................................................................................................ 183
2017-2022 Funding Summary by Department .................................................... 192
Projects Map ....................................................................................................... 193
Project Sheets ..................................................................................................... 194
POLICE
Overview ............................................................................................................ 211
2017 – 2022 CAPITAL IMPROVEMENT PROGRAM
TABLE OF CONTENTS
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TRANSPORTATION
Overview ............................................................................................................ 215
2017-2022 Funding Summary by Department .................................................... 224
Projects Map ....................................................................................................... 225
Project Sheets ..................................................................................................... 226
UTILITIES
Overview ............................................................................................................ 253
2017-2022 Funding Summary by Department .................................................... 272
Projects Map ....................................................................................................... 275
Project Sheets ..................................................................................................... 276
APPENDIX A: UNFUNDED PROJECTS .......................................................................... 351
APPENDIX B: PROJECT RECOMMENDATIONS FOR CEAP ............................................... 357
2017 – 2022 CAPITAL IMPROVEMENT PROGRAM
TABLE OF CONTENTS
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HOW TO USE THIS DOCUMENT
Figure 0-1: Sample Capital Funding Plan Table ................................................ xiii
INTRODUCTION
Figure 1-1: CIP Guiding Principles ....................................................................... 3
Figure 1-2: 2017 Projects by Category ................................................................ 4
Figure 1-3: Sustainability Framework ................................................................ 12
Figure 1-4: CIP Definition and Criteria .............................................................. 15
FUNDING SUMMARIES
Figure 2-1: 2017-2022 Funding by Department ............................................... 20
Table 2-1: 2017-2022 Funding Summary by Department ................................ 21
Figure 2-2: 2017-2022 Funding by Project Type .............................................. 34
Figure 2-3: 2017-2022 Funding By Project Type Excluding Utilities .................. 34
Table 2-2: 2017-2022 Funding Summary by Project Type ............................... 35
Figure 2-4: 2017-2022 Funding by Fund .......................................................... 44
Table 2-3: 2017-2022 Funding Summary by Fund .......................................... 45
CAPITAL IMPROVEMENT BOND
Table 3-1: 2011-2016 Spend Plan ................................................................... 57
ASSET ASSESSMENT
Figure 4-1: Asset Management Process ............................................................ 60
Table 4-1: Cost of Maintaining P&R Facilities at 80% and 90% Condition .......... 61
COMMUNITY, CULTURE, AND SAFETY PROJECTS
Table 5-1: Community, Culture, and Safety Highlights ................................... 66
Table 5-2: Spend Plan for Community, Culture, and Safety Projects ................ 70
CENTRAL BOULDER LONG-TERM PLANNING AND CITY FACILITIES ASSESSMENT
Figure 6-1: Central Boulder Long-Term Planning ............................................. 77
DEVELOPMENT EXCISE TAX AND IMPACT FEES
Table 7-1: Development Related Excise Tax and Impact Fee Related Projects ... 81
COMMUNITY VITALITY
Table 8-1: 2017-2022 Funding Summary by Department ................................ 90
2017 – 2022 CAPITAL IMPROVEMENT PROGRAM
LIST OF FIGURES AND TABLES
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FACILITIES AND ASSET MANAGEMENT
Table 9-1: FAM Priority Codes ....................................................................... 100
Table 9-2: 2017-2022 Funding Summary by Department .............................. 104
FIRE-RESCUE
Table 10-1: Unfunded Projects ........................................................................ 132
INFORMATION TECHNOLOGY
Table 11-1: 2017-2022 Funding Summary by Department .............................. 138
OPEN SPACE AND MOUNTAIN PARKS
Table 13-1: 2017-2022 Funding Summary by Department .............................. 158
PARKS AND RECREATION
Table 14-1: 2017-2022 Funding Summary by Department .............................. 192
TRANSPORTATION
Table 16-1: 2017-2022 Funding Summary by Department .............................. 224
UTILITIES
Table 17-1: Proposed Utility Rate Increases ..................................................... 254
Table 17-2: 2017-2022 Funding Summary by Department .............................. 272
APPENDIX A: UNFUNDED PROJECTS
Table A-1: Partial List of Unfunded Projects ................................................... 355
2017 – 2022 CAPITAL IMPROVEMENT PROGRAM
LIST OF FIGURES AND TABLES
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The City of Boulder’s 2017-2022 Capital Improvement Program (CIP) contains information on how
the city plans to invest available resources into key infrastructure and facilities between 2017 and
2022. 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.
Document Organization
The 2017-2022 CIP has five main parts:
Introduction
Funding Summaries
Special Highlights
Department Projects
Appendices
Introduction
The Introduction section provides an overview of the 2017-2022 CIP, describes the CIP
development process, gives highlights of the CIP, and summarizes factors that influenced the
projects included in the plan.
Funding Summaries
The Funding Summaries section contains analysis of how the 2017 -2022 CIP allocates dollars
among city departments, project types, and funds. Full financial detail can be found in the tables
of this section.
Special Highlights
The Special Highlights sections include information on major areas of concerted effort related to
capital investment. These include: implementation of Capital Improvement Bond projects;
implementation of the Community, Culture and Safety tax projects; information on facility asset
assessment; information on Central Boulder long-term planning; and an update on development
excise taxes and impact fees.
Department Projects
The department sections each contain highlights of the department’s capital projects and factors
that influenced project selection. Following the narrative, the department sections contain
department funding summaries, links to maps that identify the locations of department projects,
and project sheets for each of the department’s CIP projects.
Appendices
The 2017-2022 CIP contains two appendices. The first appendix contains information on
2017 – 2022 CAPITAL IMPROVEMENT PROGRAM
HOW TO USE THIS DOCUMENT
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unfunded capital projects, and the second contains information on the Community Environmental
Assessment Process (CEAP) and projects recommended for CEAP.
Data Limitations
The 2017-2022 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.
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 section of the project sheets consists of three tables:
Estimated Total Cost
Capital Funding Plan
Unfunded Amount
Figure 0-1 shows an example of this table. The Estimated Total Cost table shows the total
estimated cost of completing the project. If a project sheet does not have a total cost, then the
sheet is for an ongoing program, and the total cost field has been left blank.
For most projects in the CIP, the Capital Funding Plan table shows total allocated dollars to the
project prior to 2017 and for each year between 2017 through 2022. However, on-going
programs, because they have typically received funding for many years before 2017, do not have
information about allocated funding prior to 2017. Ongoing programs generally allocate a set
amount of funding per year on a continuing basis. Therefore, programs also do not have total
cost information. Both blank fields focus the CIP on the coming six years of planned
improvements for each on-going program, and by doing so, the CIP does not expect the on-going
program to account for prior improvements or future improvements well beyond the CIP’s
planning horizon that ends in 2017.
The Future Unfunded field is intended to show any amount of the Total Funding Plan that does
not have a 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 (2017-2022). These fields have
not yet been populated in this year’s CIP. It is anticipated that, with historical information
becoming available over time in the new financial system, these fields will be populated in future
CIPs.
2017 – 2022 CAPITAL IMPROVEMENT PROGRAM
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Figure 0-1: Sample Capital Funding Plan Table
2017 – 2022 CAPITAL IMPROVEMENT PROGRAM
HOW TO USE THIS DOCUMENT
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City of Boulder
INTRODUCTION
2017-2022 Capital Improvement Program
Capital Planning and 2017 – 2022 CIP Summary
The City of Boulder’s Capital Improvements Program (CIP) is a comprehensive, 6-year plan for
maintaining and enhancing public infrastructure by correcting current facility deficiencies and
constructing new service-delivery 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.
Boulder has made significant investments to provide its current level of municipal services. The
city owns and maintains 385 buildings and structures, 1,800 acres of parkland, 45,630 acres of
Open Space and Mountain Parks (OSMP), 305 centerline miles of streets, 159 centerline miles of
bike facilities, 79 underpasses, two water treatment facilities, one wastewater treatment facility
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. The city continues to
look for ways to leverage its funding, through federal,
state, and local grants and reimbursements, to maximize
funding for CIP projects.
The CIP development process prioritizes the city’s
numerous needs spread across its 17 different
departments, bearing in mind the limits of each funding
source, progress on ongoing CIP projects, and funding
commitments made by prior CIPs. To create a citywide
understanding of which projects are chosen for inclusion in the CIP, the city developed CIP
Guiding Principles (see figure 1-1 below) to shape capital planning decisions made throughout the
CIP process. The CIP Guiding Principles also ensure individual department priorities for CIP
funding are aligned with city goals.
Curb and road construction at the 500 block of Cedar Ave-
nue, 1956. Photo courtesy the Carnegie Branch Library for
Local History, Boulder Historical Society Collection.
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Introduction
The 2017-2022 CIP includes funding for $453.8 million for 171 projects. 107 projects are
approved for funding in 2017, totaling $61.1 million. The approved 2017 allocations are $13.3
million lower than approved 2016 allocations ($74.4 million). The primary reason for this year over
year decrease is the inclusion in 2016 of a $25 million project at the Betasso Water Treatment
Facility. Approved 2017-2022 allocations are $46.3 million higher than 2016-2021 allocations
($407.5 million) presented in the 2016-2021 CIP. The primary reason for the increase in the full
five year 2017-2022 period is additional major projects in Utilities and Transportation. These
projects are partially funded from increased revenues provided through tax initiatives and new
Transportation Improvement Program (TIP) federal funding (Transportation), and planned rate
increases (Utilities), and are key investments to maintain existing infrastructure.
To note, the 2011 Capital Improvement Bond proceeds are not included in these totals because
allocations for the bond occurred in 2012, and the Community, Culture and Safety Tax proceeds
are not included in these totals because allocations are occurring through budget adjustments.
Information of both of these voter approved capital initiatives is included later in this document in
special highlight sections.
Following the 2013 Flood, assessments in the city’s water, wastewater and stormwater/flood
management system has informed key capital investments needed to reduce the city’s
vulnerabilities and improve resilience. During the 2015 budget process, there were extensive
discussions related to the Utilities CIP and rates at numerous public meetings, including WRAB and
council meetings and the result was support for an accelerated plan of system replacement and
enhancements. While current rate increases are unchanged from last year, the accelerated plan
continues to be reflected in the 2017 – 2022 CIP. As a part of the CIP process, a citywide asset
assessment effort is underway and will continue over several years. As the results of these
assessments come in, the information will help the city better understand its capital needs relating
to existing facilities and will inform the CIP. Some of this is already reflected in the 2017-2022
CIP. Additional asset assessment information is included later in this document in a special
highlight section.
The city regularly sets aside money in its CIP to save for future projects. This important budget
practice leads to better planning by allowing the city to pay for higher dollar projects over time
rather than requiring the city to find funding in a single budget year.
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Introduction
Figure 1-1 lists the CIP Guiding Principles. During this year’s CIP process, the Guiding Principles
were reviewed and updated to better reflect the Sustainability Framework as the overarching guide
to align capital investment with community priorities, and to be consistent with city financial
policies. The purpose, intent and use of the Guiding Principles remain unchanged.
Figure 1-1: CIP Guiding Principles
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The city is spending the majority, over 77 percent, of its 2017 capital funds on capital
maintenance and enhancement of its existing assets (See Figure 1-2). Capital enhancements
involve upgrades to existing facilities, such as replacement of irrigation systems with updated
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.
FIGURE 1-2: 2017 CIP Projects by Category
CIP Highlights
The city anticipates completing a significant number of Capital Projects in 2016 and 2017. These
projects 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. A few examples of these are listed
below. Additional details on 2016 accomplishments and highlights of the 2017-2022 CIP are
noted in each of the department overviews.
[*Please note that Community, Culture and Safety Tax projects are included in this list.]
Introduction
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2016 Accomplishments (see Department Overviews for additional details and highlights)
Repainted twelve Boulder history panels along the Pearl Street Mall
Installed residential pedestrian corridor lighting and on street tree irrigation on the Hill*
Completed radio infrastructure assessment
Replaced fire station alerting system
Replaced Police records management system
Completed renovation at the Meadows branch library
Completed Baseline underpass construction and associated multi-use path and sidewalk
improvements
Completed North Trail Study Area (NTSA) Plan
Completed North Boulder Recreation Center aquatics facility upgrades and enhancements
Continued implementing Emerald Ash Borer response plan
Began significant Betasso Water Treatment Facility improvements.
2017 and Beyond Planning and Construction (see Department Overviews for additional details and
highlights)
Replacement and implementations of integrated permits, licensing and land records system
Ongoing network hardware and software replacement
Completion of OSMP flood-related resource recovery work
OSMP Visitor Master Plan update (expanded to be a full Open Space Master Plan)
Begin NTSA implementation
Completion of multiple agricultural projects called for in the Agricultural Management Plan
Scott Carpenter Aquatics center upgrades, including facilities replacement
Boulder Reservoir bathhouse and administration building renovation and replacement
Multiple Neighborhood park improvements and renovations Canyon Corridor study in
conjunction with Civic Area revitalization
30th/Colorado Corridor study
19th Sidewalk project – complete street improvements
Railroad crossing Quiet Zone improvements
Completion of Betasso Water Treatment Facility improvements
Construction of Carter Lake Pipeline
Realignment of main sanitary sewer interceptors
Flood mitigation and path improvements along Fourmile Canyon Creek
South Boulder Creek Flood Mitigation Phase I
Introduction
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Major renovation of the Brenton Building on the former Boulder Community Health/Broadway
campus site, for city services.
Special Highlight Sections
As in previous years, this document contains a few special highlight sections to provide more
detailed information on special initiatives or other areas of focus that warrant additional
information to what is provided in the funding summaries and/or department pages. The
highlight sections included herein are:
Capital Improvement Bond – provides an update to spending and progress of projects funded
by the 2011 Capital Bond
Community, Culture and Safety Tax – provides an update to spending and planned work on
projects funded by the 2014 voter approved Community, Culture and Safety temporary tax,
similar to the Capital Improvement Bond highlight, and will continue to be updated until
completion of projects
Asset Assessment – provides information on citywide asset assessment efforts and results to
date, as well as potential impact to CIP
Central Boulder Long-Term Planning – provides information on the long-term planning
process for the Central Boulder corridor, including University Hill, Civic Area and Alpine Balsam
sites.
Challenges
Each year, as the CIP is being updated, City Council, advisory boards, and staff consider technical,
environmental, and financial challenges that could potentially limit the ability of the city to fund
its priority projects. Challenges being identified in the 2017-2022 CIP include, maintenance
backlog, funding constraints, construction cost inflation, operational funding, and the conversion
to new financial software.
Maintenance Backlog
The initial findings of asset assessments underway point to a significant maintenance backlog and
worse facility and asset conditions than previously believed to be the case. In many instances,
with the natural life cycle of buildings and facilities, this is the time at which replacement and
renovation become necessary. In some instances, environmental changes seem to be shortening
facility and asset life cycles. As assessment continues, maintenance will be prioritized and funding
options considered.
Introduction
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Funding Constraints
Revenue has recovered over the past few years and voter renewal of several expiring taxes has
helped to stabilize the long-term outlook, however, a significant structural gap between needs
and resources still remains. The city will continue to prioritize its needs based on its available
resources, using the CIP Guiding Principles, as well as seek out opportunities for partnerships and
new funding sources for capital investments.
Construction Cost Inflation
The Engineering News Record Construction Cost Index for Denver and the Colorado Department
of Transportation (CDOT) Colorado Construction Cost Index indicate that construction costs are
escalating at a rate of 2.0 and 2.5 percent respectively, based on a 5-year rolling average. As
yearly variations are common, a five-year rolling average is more indicative of the inflationary
trend. Staff closely monitors inflation indices and uses this information to determine expected
capital cost escalation over the 6-year CIP. A higher cost escalator will reduce the amount of work
that can be done with planned revenues, in particular, over the planning horizon of the CIP.
Operational Funding
The organization continues to face the challenge of increased operating and maintenance (O&M)
costs associated with new and existing capital improvements. The current CIP strives to identify
O&M cost increases associated with projects and to identify funding for this. It also identifies O&M
savings produced by capital enhancements.
Conversion of CIP to Munis
Starting in mid-2014, departments, the Transform Boulder Business Initiative (TBBI) project team
staff (working on the replacement of the city’s financial and human resource software), and
Finance staff worked together to determine how best to use Munis (the city’s new Financial
Software) as the replacement project database for the CIP. Previously, CIP projects were held in a
stand-alone Access database which did not tie to either project management systems or the city’s
financial system. The goal was to include project information and financial data in the system, to
allow for integrated financial and project management, as well as to ultimately provide better
information on project expenditures over time.
With the implementation of Munis, all CIP project information and financial data are now stored in
Munis and the system is used for project accounting, budget control and project management.
Introduction
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Reporting capabilities are continuing to be refined and will evolve as familiarity with the new
system increases. It was anticipated that by 2016 historical information on expenses would be
available to include in the CIP, however reporting from the new system continues to be a challenge
and the integration of expense information in the project sheets has not yet been achieved. Staff
will continue to work with the software provider to develop this capability and may explore other
options for improved project accounting and tracking, if needed.
Opportunities
Similarly, there are issues that positively impact the city’s capital investment performance.
Opportunities identified in the 2017-2022 CIP include additional funding availability; strategic
planning for maintenance and unfunded needs; and capital investment plans and studies.
Funding – New Capital Revenue
In November 2014, Boulder voters approved the Community, Culture and Safety tax, a three-year
0.3 percent sales and use tax increase. Projected revenue from this temporary tax increase 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. The 2017 – 2022 CIP includes a special highlight section,
which provides additional information on the progress to date and project and spending plans of
projects funded from the new tax.
In November 2013, voters approved a temporary sales and use tax for Transportation, and
renewed expiring taxes for the purposes of funding open space, transportation and general city
needs. This additional and renewed funding provides continued opportunity for capital investment
in the city. The 2017-2022 CIP includes projects funded from these sources.
The city is currently completing an updated study of development excise tax and impact fees.
Funds previously collected from these two growth impact related sources support projects in the
2017-2022 CIP. Once the study is completed and recommendations adopted by council, any new
fee structure adopted may produce additional revenues that can be used toward projects for
which there is deemed to be a growth impact component. Additional information on this can be
found in the DET/Impact fee Special Highlight Section included in this document.
Introduction
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Strategic Planning for Unfunded Projects
As the city embarked upon the capital phase of the Comprehensive Financial Strategy (CFS), staff
continued to identify a large number of unfunded capital needs across the city. The 2017 -2022
CIP includes information on citywide unfunded capital needs, both in department overview
sections and in Appendix A to this document.
Moving forward, the intention is to build on the Comprehensive Financial Strategy efforts of the
past decade and establish a purposeful and continuous process for capital investment to support
the city’s vision. As a first step, in 2015/2016, the city began citywide facility and asset
assessment and more information on this is included in a special highlight section on asset
assessment in this document. Next steps include establishing an ongoing strategic approach to
capital planning that is integrated with the city’s comprehensive plan and long term vision. This is
envisioned to include a consistent process for prioritizing capital projects, emerging needs, and
asset maintenance, as well as securing ongoing operating funding.
A critical element of the new approach is recognizing the need to understand current assets and
future maintenance/replacement needs associated with those, as well as to develop the ability and
strategic framework to take advantage of new opportunities, as they arise, for the long -term
benefit of the community. For example, the city was able to secure funding through Certificates of
Participation in order to purchase the Boulder Community Hospital site that became available last
year. Additional information on that site and other opportunities in the city are included in a
special highlight section on Central Boulder long-term planning.
Capital Investment Plans & Studies
Over the last several years, there have been Master Plan updates in many key areas, such as: Fire -
Rescue, Police, Transportation, Parks and Recreation, and Open Space Trail Study
Areas. Numerous assessments are underway or have been completed related to facilities and
infrastructure that will directly inform capital planning and investment over the next decade. In
some cases there is placeholder funding in the CIP for projects that have yet to be specifically
identified but will be forthcoming from these planning efforts.
Transportation corridor scoping studies are proposed for funding in 2017 and 2017 that will
guide capital planning along 30th & Colorado. Other recent planning efforts include Asset
Assessments, Space Needs Analysis, an update to the Open Space Plan, that will inform future
capital investment.
Introduction
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Flood mitigation master plans have been completed for most of the major drainageways. Flood
mitigation plans are anticipated to be completed in 2016 for Bear Canyon Creek and in 2017 for
Upper Goose Creek, Twomile Creek, Skunk Creek, King’s Gulch and Bluebell Creek. A mapping
study followed by a mitigation plan for Boulder Slough downstream of 30th Street is also planned.
Implementation of Subcommunity & Area Plans
Civic Area Plan
Work on the civic area is under way, focusing on site activation, site transformation and major
capital project planning. The new Community, Culture, and Safety Tax revenues will fund projects
in the Civic Area over the next three years including enhancements to areas north and south of
Boulder Creek; playgrounds and nature play along both sides of the creek; new and improved
community spaces; lighting, access and signage enhancements; public art; and renovation of the
underpass at the Boulder Creek Path (13th Street).
Downtown Boulder
The future vision for downtown Boulder was developed through the Downtown Alliance, and its
final report in 1997. While significant private and public investment has occurred since that time,
continual investments in the downtown are needed to continue to ensure downtown remains a
primary community gathering place, business and commercial center, and tourism attraction. In
the next six years, projects in downtown include ongoing parking garage maintenance, repair and
replacement of CAGID parking lots, construction of a shared parking facility at Trinity Commons,
and improvements and amenities replacement on the mall.
Boulder Junction
The Boulder Junction area includes the Transit Village Area Plan (TVAP), adopted by the city in
2008, which covers 160 acres. Implementation of the plan is underway, with completion of the
Junction Place Bridge at Goose Creek and the Pearl Parkway Multi-Way Boulevard from 30th to BNSF
Railroad tracks on the south side of Pearl. Proposed capital investments in the next six years
include construction of a new pocket park at Junction Place and Goose Creek, development of a
rail plaza, traffic signal installations, and a multiuse path along the Boulder Slough between 30th
and 3100 Pearl.
Introduction
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North Boulder Subcommunity Plan
The North Boulder Subcommunity Plan (NoBo Plan) was adopted by the city in 1995. City Council
accepted the 2014 Action Plan that outlines a new generation of action items that further
advances the original plan’s vision. Much of the planning area has now been developed or is
approved for development, and a significant number of improvements have been made in the
area. Proposed Capital Improvements in the next six years include completion of the Wonderland
Creek Flood and Greenways Improvements, Fourmile Canyon Creek Flood and Greenways
Improvements, Violet Park development in coordination with Greenways, transportation
improvements to 19th Street, North Broadway reconstruction, and implementation of the adopted
North Trail Study Area Plan.
Project Planning, CEAP, and Project Design
Project planning and design for 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. The process varies depending on the scope of the
project and other approval processes required (e.g. concept plan and site review, County 2041,
etc.)
The projects that are proposed to be evaluated under Community and Environmental Assessment
Process (CEAP) review are listed in Appendix B, 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.
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
Introduction
12
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 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.
The Sustainability Framework ensures that subcommunity and area plans and departmental
master plans are aligned with the CIP. 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.
Figure 1-3 illustrates the relationship between the Sustainability Framework, BVCP, PBB,
Subcommunity and Area Plans, Master Plans, and the CIP.
Figure 1-3: Relationship Between Plans and the CIP
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
Introduction
13
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.
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.
CIP Process Changes
The CIP document and process have undergone significant changes over the past four years to
improve the selection of projects and communication of information on selected projects. The CIP
Guiding Principles have been the foundation for all project selection and CIP process
improvements.
Many of the changes made to the CIP have focused on improving the financial information
included in the CIP document, through a partnership with the Finance Department and
Department of Community Planning & Sustainability. Additionally, as we move to a more fully on -
line environment, changes have been made to enhance the electronic viewing of the CIP. This year,
GIS mapping is provided through a link to an interactive site, rather than in static printed map
form. With the implementation of Munis, the new financial and human resources Enterprise
Introduction
14
Resource Planning (ERP) software, CIP project information is now held and managed in an
integrated system.
The city will continue to make improvements to the CIP in future years. Changes planned for the
future include updates to the CIP section of the City Plans and Project Handbook, adding project
expenditure and schedule information to the document (through data entered into Munis),
continuing to incorporate graphical enhancements to improve the on-line view of the information
and document, continuing to incorporate robust strategic planning in the process (as described
above), and incorporating performance measures into the plan.
Introduction
15
Introduction
Capital Improvement Program Projects
“CIP projects are any major projects requiring the expenditure of public funds (over and above operation expenditures)
for the purchase, construction, or replacement of the physical assets of the community. This broad definition includes
those projects that are bondable, technology infrastructure, new or expanded physical facilities as well as the land
necessary for the project.”
Criteria for New Capital Project:
Construction resulting in the construction or acquisition of a new asset.
Construction resulting 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.
Projects result in a durable, long lasting asset, with a useful life of at least 15 years.
Criteria for Capital Enhancement:
Construction resulting in the expansion or significant improvement of an existing facility or asset.
Projects have a discrete start and end date.
Projects are location specific.
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.
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.
Criteria for Capital Maintenance:
Projects result in the repair, replacement, or renovation of an existing asset.
Projects may or may not have a discrete start and end date.
Projects are location specific or programs that cover a geographic area.
Projects are typically over $50,000 in total project cost. Information Technology projects are typically over
$25,000 in total project cost.
Projects result in a durable, lasting physical asset, with a useful life of at least 5 years. Information Technology
projects may be as short as 3 years.
Criteria for Land & Asset Acquisition:
Project or program results in the acquisition of real property, such as land, mineral or water rights, or permanent
easements.
Projects may have discrete start and end dates, or may be programmatic.
Projects or programs may be location specific or city-wide.
Projects or programs typically include acquisitions totaling over $50,000.
Criteria for 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.
Projects are typically for studies that are over $50,000 in total cost.
Figure 1-4: CIP Definition and Criteria
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City of Boulder
FUNDING SUMMARIES
2017-2022 Capital Improvement Program
The Funding Summaries section provides full detail of the city’s CIP budget needs from 2017
through 2022 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 2017-2022 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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18
19
City of Boulder
FUNDING BY DEPARTMENT
2017-2022 Capital Improvement Program
The following city departments are participating in the 2017-2022 CIP:
Community Vitality
Fire and Rescue
Information Technology (IT)
Library and Arts
Open Space and Mountain Parks (OSMP)
Parks and Recreation
Police
Public Works (PW) - Facilities Asset Management (FAM)
PW-Greenways
PW—Stormwater and Flood Management Utility
PW-Transportation and Municipal Airport
PW-Wastewater Utility
PW-Water Utility
The Public Works divisions of Utilities and Transportation have the greatest allocations of
resources in the 2017-2022 CIP. Major renovations to stormwater, water and wastewater facilities
are primarily responsible for the large spikes in allocations during 2018 and 2020.
Many departments have dedicated revenue sources that keep their CIP funding relatively constant.
For example, both Open Space & Mountain Parks and Parks & Recreation have dedicated revenue
sources, and their CIP funding remains relatively constant.
Figure 2-1 displays the share of total 2017-2022 CIP spending on each department.
20
Funding by Department
Figure 2-1: 2017-2022 Funding by Department
Other includes Community Vitality and Information Technology
$0
$20
$40
$60
$80
$100
$120
$140
$160
2017 2018 2019 2020 2021 2022Millions PW/Utilities
PW/Transportation
OSMP
PnR
PW/FAM
Other
21 Table 2-1: 2017-2022 Funding Summary By Department Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCOMMUNITY VITALITY $ 2,678,200 $ 678,200 $ 400,000 $ 400,000 $ 400,000 INFORMATION TECHNOLOGY $ 7,029,857 $ 927,873 $ 974,343 $ 1,802,277 $ 835,179 OPEN SPACE & MOUNTAIN PARKS $ 46,455,000 $ 9,530,000 $ 8,885,000 $ 8,060,000 $ 6,485,000 PARKS & RECREATION $ 39,006,522 $ 5,362,522 $ 10,144,000 $ 9,250,000 $ 5,000,000 PW/FACILITIES & ASSET MNGMT $ 13,625,000 $ 4,511,000 $ 2,032,000 $ 1,941,000 $ 1,712,000 PW/STORMWATER & FLOOD UTILITY $ 60,383,680 $ 6,395,550 $ 32,532,222 $ 4,054,308 $ 4,360,505 PW/TRANSPORTATION $ 91,742,810 $ 16,227,635 $ 24,696,635 $ 11,579,635 $ 11,579,635 PW/WASTEWATER UTILITY $ 81,496,482 $ 8,168,512 $ 19,020,491 $ 8,850,831 $ 5,483,327 PW/WATER UTILITY $ 111,396,253 $ 9,330,215 $ 39,384,442 $ 11,718,449 $ 15,628,529 Total $ 453,813,804 $ 61,131,507 $ 138,069,133 $ 57,656,500 $ 51,484,175 Department Total $ 400,000 $ 400,000 2020 Projected2021 ProjectedDepartment Total $ 1,287,119 $ 1,203,067 Department Total $ 6,810,000 $ 6,685,000 Department Total $ 5,000,000 $ 4,250,000 Department Total $ 1,755,000 $ 1,674,000 Department Total $ 4,533,357 $ 8,507,738 Department Total $ 16,079,635 $ 11,579,635 Department Total $ 33,342,880 $ 6,630,441 Department Total $ 20,969,225 $ 14,365,393 $ 90,177,216 $ 55,295,274
22 Table 2-1: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCOMMUNITY VITALITY $ 2,678,200 $ 678,200 $ 400,000 $ 400,000 $ 400,000 CIP-CAPITAL MAINTENANCE $ 2,678,200 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ 150,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 278,200 $ 278,200 $ - $ - $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 2020 Projected2021 ProjectedDepartment Total $ 400,000 $ 400,000 Subtotal $ 400,000 $ 400,000 Downtown 14th St Prkg Lot Improve (620CAGFLot) $ 25,000 $ 25,000 Downtown Pearl St Mall Amenity Repl (620CAGFMAL) $ 125,000 $ 125,000 Downtown Parking Garage Elevators (620CAGELEV) $ - $ - Downtown Parking Garage Major Maint (620CAGMain) $ 250,000 $ 250,000 Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedINFORMATION TECHNOLOGY $ 7,029,857 $ 927,873 $ 974,343 $ 1,802,277 $ 835,179 CIP-CAPITAL MAINTENANCE $ 7,029,857 $ 927,873 $ 974,343 $ 1,802,277 $ 835,179 $ 122,234 $ 41,895 $ 80,339 $ - $ - $ 77,900 $ - $ - $ 25,900 $ - $ 3,576,372 $ 619,147 $ 567,449 $ 604,629 $ 652,846 $ 2,640,351 $ 226,968 $ 237,155 $ 1,112,180 $ 182,333 $ 62,861 $ 1,862 $ - $ 30,068 $ - $ 550,140 $ 38,000 $ 89,400 $ 29,500 $ - Department Total $ 1,287,119 $ 1,203,067 2020 Projected2021 ProjectedSubtotal $ 1,287,119 $ 1,203,067 Data Backup and Disaster Recovery (1901901520) $ - $ - Database Hardware Replacement (1901901530) $ 42,000 $ 10,000 End User Device Replacement (1901901505) $ 570,950 $ 561,350 Server Hardware Replacement (1901901515) $ 2,200 $ 391,040 Network Hardware Replacement (1901901511) $ 671,969 $ 209,746 Security Administration (1901901517) $ - $ 30,931
23 Table 2-1: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedOPEN SPACE & MOUNTAIN PARKS $ 46,455,000 $ 9,530,000 $ 8,885,000 $ 8,060,000 $ 6,485,000 CIP-CAPITAL ENHANCEMENT $ 7,415,000 $ 2,190,000 $ 1,635,000 $ 1,010,000 $ 760,000 $ 300,000 $ 300,000 $ - $ - $ - $ 360,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 150,000 $ 150,000 $ - $ - $ - $ 305,000 $ 305,000 $ - $ - $ - $ 300,000 $ - $ 300,000 $ - $ - $ 2,500,000 $ 400,000 $ 500,000 $ 500,000 $ 300,000 $ 650,000 $ 75,000 $ 175,000 $ 100,000 $ 100,000 $ 300,000 $ 300,000 $ - $ - $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,350,000 $ 400,000 $ 400,000 $ 150,000 $ 100,000 CIP-CAPITAL MAINTENANCE $ 5,440,000 $ 640,000 $ 750,000 $ 900,000 $ 1,125,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 1,700,000 $ 200,000 $ 250,000 $ 300,000 $ 325,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 CIP-CAPITAL PLANNING STUDIES $ 1,450,000 $ 300,000 $ 100,000 $ 150,000 $ 400,000 $ 950,000 $ - $ - $ 50,000 $ 400,000 $ 500,000 $ 300,000 $ 100,000 $ 100,000 $ - CIP-LAND ACQUISITION $ 32,150,000 $ 6,400,000 $ 6,400,000 $ 6,000,000 $ 4,200,000 $ 600,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 4,400,000 $ 1,400,000 $ 1,400,000 $ 1,000,000 $ 200,000 $ 24,750,000 $ 4,500,000 $ 4,500,000 $ 4,500,000 $ 3,500,000 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Department Total $ 6,810,000 $ 6,685,000 2020 Projected2021 ProjectedSubtotal $ 910,000 $ 910,000 Confluence Area Restoration Phase 2 (555ES15002) $ - $ - Farm Site Improvements (555AG16001) $ 60,000 $ 60,000 Flood Eng. Trails (555BOULD33) $ - $ - Flood Trails (555BOULD24) $ - $ - Goodhue Ditch Fish Passage (555ES16001) $ - $ - NTSA Implementation (555NTSA001) $ 400,000 $ 400,000 OSMP Innovations (555CO16001) $ 100,000 $ 100,000 S.Bldr Crk at E.Bldr Ditch Const (555ES16003) $ - $ - Visitor Infrastructure Amenities (555VISW001) $ 200,000 $ 200,000 WTSA Implementation (555WTSA001) $ 150,000 $ 150,000 Subtotal $ 1,000,000 $ 1,025,000 Agriculture Facilities Projects (555AG15001) $ 175,000 $ 175,000 Cultural Resource/Facility Restorat (555CR15001) $ 175,000 $ 175,000 Ecological System Maintenance/Restr (555ES17001) $ 175,000 $ 175,000 Facilities Maintenance (555FA17001) $ 300,000 $ 325,000 Major Trail Maintenance (555OSTP001) $ 175,000 $ 175,000 Subtotal $ 200,000 $ 300,000 ETSA - Plan and Implementation (555ETSA001) $ 200,000 $ 300,000 OSMP Master Plan Update (555OSMP001) $ - $ - Subtotal $ 4,700,000 $ 4,450,000 Mineral Rights Acquisition (555MRA001) $ 100,000 $ 100,000 New Property Stabilization (555RE15001) $ 200,000 $ 200,000 OSMP Campus Relocation (555FA16001) $ 200,000 $ 200,000 OSMP Real Estate Acquisition (555REA001) $ 4,000,000 $ 3,750,000 Water Rights Acquisition (555WRA001) $ 200,000 $ 200,000
24 Table 2-1: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPARKS & RECREATION $ 39,006,522 $ 5,362,522 $ 10,144,000 $ 9,250,000 $ 5,000,000 CIP-CAPITAL ENHANCEMENT $ 23,642,522 $ 3,192,522 $ 7,700,000 $ 4,250,000 $ 3,000,000 $ 2,500,000 $ - $ - $ 2,000,000 $ - $ 2,950,000 $ 500,000 $ 200,000 $ 250,000 $ 1,000,000 $ 1,000,000 $ - $ - $ 1,000,000 $ - $ 7,442,522 $ 1,442,522 $ 500,000 $ 1,000,000 $ 2,000,000 $ 250,000 $ 250,000 $ - $ - $ - $ 8,000,000 $ 1,000,000 $ 7,000,000 $ - $ - $ 1,500,000 $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 7,940,000 $ 1,720,000 $ 1,720,000 $ 1,000,000 $ 2,000,000 $ 3,000,000 $ 1,500,000 $ 1,500,000 $ - $ - $ 2,440,000 $ 220,000 $ 220,000 $ 500,000 $ 500,000 $ 500,000 $ - $ - $ - $ - $ 2,000,000 $ - $ - $ 500,000 $ 1,500,000 CIP-CAPITAL PLANNING STUDIES $ 350,000 $ 100,000 $ - $ - $ - $ 250,000 $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - CIP-LAND ACQUISITION $ 1,874,000 $ - $ 374,000 $ 1,500,000 $ - $ 1,874,000 $ - $ 374,000 $ 1,500,000 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 5,200,000 $ 350,000 $ 350,000 $ 2,500,000 $ - $ 700,000 $ 350,000 $ 350,000 $ - $ - $ 4,000,000 $ - $ - $ 2,000,000 $ - $ 500,000 $ - $ - $ 500,000 $ - 2020 Projected2021 ProjectedDepartment Total $ 5,000,000 $ 4,250,000 Subtotal $ 2,250,000 $ 3,250,000 Aquatic Facility Enhancements (5152185510) $ - $ 500,000 Athletic Field Development (5153302060) $ 250,000 $ 750,000 Boulder Reservoir 51st Street Path (5153300510) $ - $ - Lighting Ordinance Implementation (5152182070) $ - $ - General Park Improvements (5152112110) $ 500,000 $ 2,000,000 Scott Carpenter Aqua Enhancements (5152104500) $ - $ - Tom Watson Park Enhancements (5152184600) $ 1,500,000 $ - Subtotal $ 500,000 $ 1,000,000 Boulder Reservoir South Improvement (5153305020) $ - $ - EAB Response Measures (5152183100) $ 500,000 $ 500,000 Flatiron Golf Course Repairs (5153304150) $ - $ 500,000 Recreation Facility Repairs (5152186150) $ - $ - Subtotal $ 250,000 $ - Parks and Rec Master Plan (5153300500) $ 250,000 $ - Yard/Maintenance Facility Site Plan (5153302310) $ - $ - Subtotal $ - $ - Boulder Junction Rail Plaza (5153501050) $ - $ - Subtotal $ 2,000,000 $ - Boulder Junction Pocket Park (5153501100) $ - $ - Violet Neighborhood Park (5152102500) $ - $ - Valmont City Park Development (5152104700) $ 2,000,000 $ -
25 Table 2-1: 2017-2022 Funding Summary by Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/FACILITIES & ASSET MNGMT $ 13,625,000 $ 4,511,000 $ 2,032,000 $ 1,941,000 $ 1,712,000 CIP-CAPITAL ENHANCEMENT $ 3,425,000 $ 2,425,000 $ - $ - $ 300,000 $ 2,150,000 $ 2,150,000 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ 300,000 $ - $ - $ - $ 300,000 $ 200,000 $ 200,000 $ - $ - $ - $ 700,000 $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 9,220,000 $ 1,856,000 $ 1,802,000 $ 1,811,000 $ 1,282,000 $ 976,000 $ - $ - $ 723,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ 2,400,000 $ 300,000 $ 1,000,000 $ - $ 500,000 $ 845,000 $ 126,000 $ 132,000 $ 138,000 $ 152,000 $ 460,000 $ 80,000 $ 220,000 $ - $ 80,000 $ 169,000 $ - $ - $ - $ - $ 2,530,000 $ 380,000 $ 400,000 $ 400,000 $ 500,000 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 80,000 $ 80,000 $ - $ - $ - $ 240,000 $ 240,000 $ - $ - $ - $ 120,000 $ - $ - $ - $ - $ 1,000,000 $ 500,000 $ - $ 500,000 $ - CIP-CAPITAL PLANNING STUDIES $ 980,000 $ 230,000 $ 230,000 $ 130,000 $ 130,000 $ 200,000 $ 100,000 $ 100,000 $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 480,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 Department Total $ 1,755,000 $ 1,674,000 2020 Projected2021 ProjectedSubtotal $ 700,000 $ - Main Library Restroom Renovation (3158886517) $ - $ - Brenton Building - Renovation (3155550117) $ - $ - Tantra Shop Renovation (3150400415) $ - $ - Upgrade Radio Communications Sites (3158886617) $ - $ - Aquatics Facility Repairs (3158885715) $ - $ 253,000 West Senior Center Maj Maint & Reha (3150254715) $ 700,000 $ - Subtotal $ 925,000 $ 1,544,000 BMoCA - Electrical Upgrade (3150123917) $ - $ - Fire Stations Major Maintenance (3158885515) $ 145,000 $ 152,000 Esstl Facility Maintenance Projects (3158886717) $ 200,000 $ 400,000 Fleet - System Repairs/Replacements (3151154817) $ 80,000 $ - Martin Park Shelter Major Maint (3150340215) $ - $ 169,000 Misc Facility Maintenance Projects (3155904615) $ 450,000 $ 400,000 Miscellaneous Facilty DET Proj (3158885315) $ 50,000 $ 50,000 MSC - Bldg A - Replace Central AHU (3150024517) $ - $ - MSC - Building A - Roof Replacement (3150024417) $ - $ - North Boulder Park Shelter Rep (3150330215) $ - $ 120,000 Recreation Facility Repairs (3158885615) $ - $ - Subtotal $ 130,000 $ 130,000 Misc Space Needs and Analysis (3158883614) $ 80,000 $ 80,000 City Facilities Analysis/Consolidat (3158886817) $ - $ - Facility Assessments (3158885115) $ 50,000 $ 50,000
26 Table 2-1: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/TRANSPORTATION $ 91,742,810 $ 16,227,635 $ 24,696,635 $ 11,579,635 $ 11,579,635 CIP-CAPITAL ENHANCEMENT $ 41,763,000 $ 8,407,500 $ 14,673,500 $ 4,670,500 $ 4,670,500 $ 744,000 $ 567,000 $ 177,000 $ - $ - $ 151,000 $ - $ 151,000 $ - $ - $ 6,825,000 $ 1,250,000 $ 5,575,000 $ - $ - $ 4,400,000 $ 960,000 $ 3,440,000 $ - $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 24,258,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 1,320,000 $ 660,000 $ 660,000 $ - $ - $ 2,880,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 300,000 $ 300,000 $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 20,512,810 $ 2,703,135 $ 3,073,135 $ 2,559,135 $ 2,559,135 $ 749,000 $ 265,000 $ - $ 121,000 $ 121,000 $ 4,800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 2,304,000 $ 384,000 $ 384,000 $ 384,000 $ 384,000 $ 2,382,000 $ 397,000 $ 397,000 $ 397,000 $ 397,000 $ 3,774,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 4,935,000 $ - $ 435,000 $ - $ - $ 1,368,810 $ 228,135 $ 228,135 $ 228,135 $ 228,135 $ 200,000 $ - $ 200,000 $ - $ - CIP-CAPITAL PLANNING STUDIES $ 100,000 $ 100,000 $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 29,367,000 $ 5,017,000 $ 6,950,000 $ 4,350,000 $ 4,350,000 $ 7,200,000 $ 1,300,000 $ 5,900,000 $ - $ - $ 700,000 $ 700,000 $ - $ - $ - $ 228,000 $ 228,000 $ - $ - $ - $ 304,000 $ 304,000 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ 560,000 $ 560,000 $ - $ - $ - $ 1,350,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 18,200,000 $ 1,500,000 $ 700,000 $ 4,000,000 $ 4,000,000 **Please see the Utilities - Greenways project sheet on page 349Boulder Slough Multiuse Path 30th (310TR151NG) $ - $ - BJ Traffic Signal Jct & Valmont (310BJ003NC) $ - $ - Boulder Junction - Develop Coord (310BJ001OC) $ - $ - TIP Local Match/TMP Implementation (310TR052OG) $ 4,000,000 $ 4,000,000 Multiuse Path - Enhancements (310TR692OC) $ 225,000 $ 225,000 Ped Facs Enh Missing Links Crossing (310TR112OC) $ 125,000 $ 125,000 Baseline Underpass Broadway to 28th (310TR059NC) $ - $ - BJ Traffic Signal Bluff St & 30th (310BJ002NC) $ - $ - 30th St and Colorado Bike/Ped Under (310TR153NG) $ - $ - Trans Corridor 30th & Colorado (310TR479OC) $ - $ - Subtotal $ 4,350,000 $ 4,350,000 Signal Maintenance & Upgrade (310TD021OC) $ - $ - Subtotal $ - $ - Rehab Runway & Eastern Taxiway (310AP001NG) $ 4,500,000 $ - Sidewalk Maintenance (310TR10080) $ 228,135 $ 228,135 Multiuse Path Capital Maintenance (310TR10040) $ 397,000 $ 397,000 Ped Facilities Repair, Replace, ADA (310TR773OC) $ 629,000 $ 629,000 Major Capital Reconstruction (310TR003OC) $ 800,000 $ 800,000 Major Street Reconstruction (310TR10050) $ 384,000 $ 384,000 Subtotal $ 7,059,135 $ 2,559,135 Deficient Street Light Pole Replace (310TR001OC) $ 121,000 $ 121,000 TIP Local Match TMP Implementation (310TD052OG) $ 480,000 $ 480,000 Valmont & 29th Hazard Elimination (310TR478NC) $ - $ - Pavement Management Program (310TR10070) $ 4,043,000 $ 4,043,000 Quiet Zone Implementation (310TR171NG) $ - $ - Misc Development Coordination (310TD004OC) $ 50,000 $ 50,000 Foothills & Colorado Underpass (310TR160NG) $ - $ - Greenways Program - Transportation** $ 97,500 $ 97,500 Broadway Recon Violet to 36 (310TR152NG) $ - $ - Subtotal $ 4,670,500 $ 4,670,500 19th St (Norwood to Sumac) (310TR154NG) $ - $ - Department Total $ 16,079,635 $ 11,579,635 2020 Projected2021 ProjectedBldr County/City Joint TIP Projects (310TD157NG) $ - $ -
27 Table 2-1: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/STORMWATER & FLOOD UTILITY $ 60,383,680 $ 6,395,550 $ 32,532,222 $ 4,054,308 $ 4,360,505 CIP-CAPITAL ENHANCEMENT $ 24,523,337 $ 4,476,850 $ 5,963,722 $ 2,752,308 $ 2,280,279 $ 1,250,000 $ - $ 1,250,000 $ - $ - $ 5,000,000 $ 3,000,000 $ 2,000,000 $ - $ - $ 4,050,000 $ - $ - $ 1,500,000 $ 800,000 $ 1,491,402 $ 248,567 $ 248,567 $ 248,567 $ 248,567 $ 500,000 $ - $ 500,000 $ - $ - $ 5,237,645 $ 759,283 $ 789,655 $ 821,241 $ 1,026,427 $ 700,000 $ 200,000 $ 500,000 $ - $ - $ 1,119,675 $ 169,000 $ 175,500 $ 182,500 $ 205,285 $ 324,846 $ - $ - $ - $ - $ 3,862,873 $ - $ - $ - $ - $ 386,896 $ - $ - $ - $ - $ 600,000 $ 100,000 $ 500,000 $ - $ - CIP-CAPITAL MAINTENANCE $ 5,946,402 $ 618,700 $ 643,500 $ 669,000 $ 1,368,570 $ 2,852,651 $ 281,200 $ 292,500 $ 304,000 $ 684,285 $ 3,028,751 $ 337,500 $ 351,000 $ 365,000 $ 684,285 $ 65,000 $ - $ - $ - $ - CIP-LAND ACQUISITION $ 3,838,941 $ 550,000 $ 600,000 $ 633,000 $ 711,656 $ 3,838,941 $ 550,000 $ 600,000 $ 633,000 $ 711,656 CIP-NEW FACILITY/INFRASTRUCTURE $ 26,075,000 $ 750,000 $ 25,325,000 $ - $ - $ 26,075,000 $ 750,000 $ 25,325,000 $ - $ - **Please see the Utilities - Greenways project sheet on page 349Utility Billing Computer System (610SW45300) $ 65,000 $ - Subtotal $ 660,000 $ 684,285 South Boulder Creek Phase I (610SW00400) $ - $ - Preflood Property Acquisition (610SW62200) $ 660,000 $ 684,285 Subtotal $ - $ - Storm Sewer Rehabilitation (610SW76000) $ 632,700 $ 657,966 Transportation Coordination (610SW78000) $ 633,000 $ 657,966 Twomile Canyon Creek (610SW00800) $ - $ - Subtotal $ 1,330,700 $ 1,315,932 SW MGMT - Middle Boulder Creek (610SW71000) $ - $ 3,862,873 SW MGMT - Wonderland Creek (610SW72000) $ - $ 386,896 Stormwater Quality Improvements (610SW77500) $ 190,000 $ 197,390 SW MGMT - Bear Canyon Creek (610SW73000) $ - $ 324,846 Local Drainage Improvements (610SW77000) $ 854,090 $ 986,949 Skunk Creek Flood Mitigation (610SW00600) $ - $ - Greenways Program - Flood & Lottery** $ 248,567 $ 248,567 Gregory Creek Flood Mitigation (610SW02400) $ - $ - Fourmile - Upstream of Upland Ave (610SW02100) $ - $ - Goose Creek 19th to Folsom (610SW00200) $ 1,250,000 $ 500,000 Subtotal $ 2,542,657 $ 6,507,521 Boulder Creek Flood Mitigation (610SW01500) $ - $ - Department Total $ 4,533,357 $ 8,507,738 2020 Projected2021 Projected
28 Table 2-1: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/WASTEWATER UTILITY $ 81,496,482 $ 8,168,512 $ 19,020,491 $ 8,850,831 $ 5,483,327 CIP-CAPITAL ENHANCEMENT $ 30,961,474 $ 5,400,000 $ 4,569,500 $ 3,330,117 $ 150,000 $ 3,497,000 $ - $ 3,497,000 $ - $ - $ 4,000,000 $ 4,000,000 $ - $ - $ - $ 300,000 $ - $ - $ 150,000 $ 150,000 $ 189,798 $ - $ - $ 189,798 $ - $ 1,610,000 $ 1,400,000 $ 210,000 $ - $ - $ 1,265,319 $ - $ - $ 1,265,319 $ - $ 20,099,357 $ - $ 862,500 $ 1,725,000 $ - CIP-CAPITAL MAINTENANCE $ 50,535,008 $ 2,768,512 $ 14,450,991 $ 5,520,714 $ 5,333,327 $ 900,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 3,514,976 $ - $ 648,960 $ 674,918 $ 759,191 $ 10,184,920 $ - $ 10,184,920 $ - $ - $ 2,297,591 $ 224,973 $ 233,972 $ 243,331 $ 684,285 $ 17,901,183 $ 1,743,539 $ 2,983,139 $ 3,102,465 $ 3,489,851 $ 65,000 $ - $ - $ - $ - $ 584,481 $ 400,000 $ - $ - $ - $ 136,857 $ - $ - $ - $ - $ 2,200,000 $ - $ - $ 200,000 $ - $ 11,250,000 $ - $ - $ 900,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 Department Total $ 33,342,880 $ 6,630,441 2020 Projected2021 ProjectedSubtotal $ 17,375,000 $ 136,857 Foothills & Baseline Trunk Swr Repl (610WW40200) $ - $ - Lower Goose Creek Trunk Repl (610WW40100) $ - $ - Wastewater Treatment Facility Pumps (610WW60000) $ - $ - WWTF Activated Sludge (610WW64000) $ - $ - WWTF Electrical (610WW63900) $ - $ - WWTF Instrumentation/Control (610WW63700) $ - $ - WWTF Permit Improvements (610WW61700) $ 17,375,000 $ 136,857 Subtotal $ 15,967,880 $ 6,493,584 Collection System Monitoring (610WW45000) $ 150,000 $ 150,000 Condition Assessment Program (610WW45100) $ 701,915 $ 729,992 Interceptor Sewer Rehabilitation (610WW46000) $ - $ - Sanitary Sewer Manhole Rehabilitati (610WW42000) $ 253,064 $ 657,966 Sanitary Sewer Rehabilitation (610WW40000) $ 3,226,563 $ 3,355,626 Utility Billing Computer System (610WW45300) $ 65,000 $ - WWTF Cogeneration (610WW62900) $ 184,481 $ - WWTF Digester Cleaning (610WW66000) $ 136,857 $ - WWTF Digester Complex (610WW60700) $ 2,000,000 $ - WWTF Primary Clarifiers (610WW60500) $ 9,000,000 $ 1,350,000 WWTF Rehabilitation (610WW61500) $ 250,000 $ 250,000
29 Table 2-1: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/WATER UTILITY $ 111,396,253 $ 9,330,215 $ 39,384,442 $ 11,718,449 $ 15,628,529 CIP-CAPITAL ENHANCEMENT $ 57,659,338 $ 2,625,000 $ 32,449,040 $ 1,668,882 $ 6,354,600 $ 50,000 $ 50,000 $ - $ - $ - $ 9,466,060 $ 175,000 $ - $ 835,551 $ - $ 1,486,874 $ - $ - $ - $ 1,486,874 $ 5,429,499 $ - $ - $ - $ 4,867,726 $ 124,707 $ - $ 124,707 $ - $ - $ 300,000 $ - $ - $ 300,000 $ - $ 34,200,000 $ 2,150,000 $ 32,050,000 $ - $ - $ 267,664 $ - $ 24,333 $ 243,331 $ - $ 300,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 125,000 $ - $ - $ - $ - $ 390,000 $ 150,000 $ 150,000 $ 90,000 $ - $ 5,519,534 $ - $ - $ 100,000 $ - CIP-CAPITAL MAINTENANCE $ 50,886,915 $ 6,705,215 $ 6,885,402 $ 9,799,567 $ 9,223,929 $ 3,757,997 $ - $ 341,636 $ 3,416,361 $ - $ 11,373,144 $ 1,559,811 $ 1,622,204 $ 1,687,092 $ 2,253,577 $ 116,986 $ 116,986 $ - $ - $ - $ 880,000 $ 400,000 $ 480,000 $ - $ - $ 292,465 $ 292,465 $ - $ - $ - $ 90,000 $ - $ 90,000 $ - $ - $ 118,434 $ - $ - $ - $ - $ 23,129,706 $ 3,487,078 $ 3,626,562 $ 3,771,624 $ 4,242,564 $ 108,160 $ - $ - $ 108,160 $ - $ 75,000 $ - $ 75,000 $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 50,000 $ - $ - $ 100,000 $ - $ - $ - $ 100,000 $ 316,330 $ - $ - $ 316,330 $ - $ 1,000,000 $ 200,000 $ 200,000 $ - $ - $ 100,000 $ - $ 100,000 $ - $ - $ 250,000 $ 50,000 $ - $ 200,000 $ - $ 171,071 $ - $ - $ - $ - $ 1,503,941 $ 150,000 $ 150,000 $ 150,000 $ 359,259 $ 271,875 $ 271,875 $ - $ - $ - $ 529,000 $ 127,000 $ 100,000 $ 100,000 $ 52,000 $ 100,000 $ - $ - $ - $ - $ 1,955,998 $ - $ - $ - $ 677,732 Devil's Thumb Storage Tank (610WA67400) $ - $ - Green Lake 2 Dam (610WA62700) $ 75,000 $ 486,773 2020 Projected2021 ProjectedBarker Dam and Reservoir (610WA11000) $ - $ - Barker Dam Outlet (610WA10900) $ 8,455,509 $ - Department Total $ 20,969,225 $ 14,365,393 Subtotal $ 9,148,194 $ 5,413,622 NCWCD Conveyance - Carter Lake Pipe (610WA54700) $ - $ - Pearl Street Hydro/PRV Facility (610WA36000) $ - $ - Lakewood Dam (610WA62000) $ - $ - Lakewood Hydroelectric/PRV (610WA90100) $ - $ - Water System Security/Quality Imprv (610WA44000) $ - $ - Wittemyer Ponds (610WA65000) $ 492,685 $ 4,926,849 Source Water Monitoring/Protection (610WA44200) $ - $ - Utility Billing Computer System (610WA45300) $ 125,000 $ - Barker Gravity Pipeline Repair (610WA10600) $ 2,083,559 $ 2,166,901 Barker-Kossler Penstock Repair (610WA10700) $ - $ - Subtotal $ 9,321,031 $ 8,951,771 Albion Dam (610WA62800) $ - $ - Boulder Canyon Hydro (610WA97500) $ - $ - Boulder Reservoir (610WA61000) $ 118,434 $ - Betasso Hydroelectric / PRF (610WA97400) $ - $ - Betasso Storage Tank Rehabilitation (610WA67600) $ - $ - Goose Lake Dam (610WA61200) $ - $ - Distribution Waterline Replacement (610WA38900) $ 3,922,489 $ 4,079,389 Farmer's Ditch (610WA55000) $ - $ - Kossler Dam (610WA11900) $ - $ - Lakewood Pipeline (610WA78000) $ - $ - Hydro Facilities Rehab Program (610WA94100) $ 50,000 $ 50,000 Island Lake Dam (610WA62600) $ - $ - Skyscraper Dam (610WA64000) $ - $ 171,071 Reservoir Water Treatment Facility (610WA90000) $ 600,000 $ - Silver Lake Dam (610WA61500) $ - $ - Zone 1 Transmission Pipes (610WA00200) $ 626,601 $ 651,665 Water Treatment Equipment Replacemt (610WA95000) $ 100,000 $ 50,000 Watershed Improvements (610WA52000) $ 100,000 $ - Source Pumping and Hydro Rehab (610WA94000) $ 343,472 $ 351,210 Sunshine Hydroelectric/PRV Facility (610WA34700) $ - $ - Silver Lake Hydroelectric/PRV (610WA97000) $ - $ -
30 Table 2-1: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/WATER UTILITY (Cont.) $ 111,396,253 $ 9,330,215 $ 39,384,442 $ 11,718,449 $ 15,628,529 CIP-CAPITAL MAINTENANCE (Cont.) $ 50,886,915 $ 6,705,215 $ 6,885,402 $ 9,799,567 $ 9,223,929 $ 2,837,585 $ - $ - $ - $ 983,192 $ 1,459,223 $ - $ - $ - $ 505,605 CIP-NEW FACILITY/INFRASTRUCTURE $ 2,850,000 $ - $ 50,000 $ 250,000 $ 50,000 $ 50,000 $ - $ - $ - $ 50,000 $ 2,800,000 $ - $ 50,000 $ 250,000 $ - Subtotal $ 9,321,031 $ 8,951,771 2020 Projected2021 ProjectedDepartment Total $ 20,969,225 $ 14,365,393 Carter Lake Hydroelectric (610WA93000)Barker Dam Hydroelectric (610WA91000)Subtotal $ 2,500,000 $ - Zone 2 Transmission Pipes (610WA00400)Zone 3 Transmission Pipes (610WA00500) $ 2,500,000 $ - $ 909,016 $ 945,377 $ 467,460 $ 486,158 $ - $ -
31
City of Boulder
FUNDING BY PROJECT TYPE
2017-2022 Capital Improvement Program
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
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
Projects are typically over $50,000 in total project cost. Information Technology projects are
typically over $25,000 in total project cost.
32
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 a capital program
Projects have a discrete start and end date
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
Projects or programs typically include acquisitions totaling over $50,000
Criteria for 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
Projects result in a durable, long lasting asset, with a useful life of at least 15 years.
Funding by Type
33
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34
Figure 2-2: 2017-2022 Funding by Project Type
Figure 2-3: 2017-2022 Funding by Project Type Excluding Utilities
$0
$20
$40
$60
$80
$100
$120
$140
$160
2017 2018 2019 2020 2021 2022Millions Capital Enhancement
Capital Maintenance
New
Facility/Infrastructure
Land Acquisition
Capital Planning Studies
$0
$20
$40
$60
$80
$100
$120
$140
$160
2017 2018 2019 2020 2021 2022Millions Capital Enhancement
Capital Maintenance
New
Facility/Infrastructure
Land Acquisition
Capital Planning Studies
Funding by Type
35 Table 2-2: 2017-2022 Funding Summary By Project Type Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-CAPITAL ENHANCEMENT $ 189,389,671 $ 28,716,872 $ 66,990,762 $ 17,681,807 $ 17,515,379 CIP-CAPITAL MAINTENANCE $ 160,189,192 $ 18,617,635 $ 30,699,371 $ 24,461,693 $ 24,127,140 CIP-CAPITAL PLANNING STUDIES $ 2,880,000 $ 730,000 $ 330,000 $ 280,000 $ 530,000 CIP-LAND ACQUISITION $ 37,862,941 $ 6,950,000 $ 7,374,000 $ 8,133,000 $ 4,911,656 CIP-NEW FACILITY/INFRASTRUCTURE $ 63,492,000 $ 6,117,000 $ 32,675,000 $ 7,100,000 $ 4,400,000 Total $ 453,813,804 $ 61,131,507 $138,069,133 $ 57,656,500 $ 51,484,175 Type Total $ 37,596,351 $ 20,888,500 Project Title2020 Projected2021 ProjectedType Total $ 37,790,865 $ 24,492,489 Type Total $ 580,000 $ 430,000 Type Total $ 5,360,000 $ 5,134,285 Type Total $ 8,850,000 $ 4,350,000 $ 90,177,216 $ 55,295,274
36 Table 2-2: 2017-2022 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-CAPITAL ENHANCEMENT $ 189,389,671 $ 28,716,872 $ 66,990,762 $ 17,681,807 $ 17,515,379 $ 744,000 $ 567,000 $ 177,000 $ - $ - $ 2,500,000 $ - $ - $ 2,000,000 $ - $ 2,950,000 $ 500,000 $ 200,000 $ 250,000 $ 1,000,000 $ 50,000 $ 50,000 $ - $ - $ - $ 9,466,060 $ 175,000 $ - $ 835,551 $ - $ 151,000 $ - $ 151,000 $ - $ - $ 1,250,000 $ - $ 1,250,000 $ - $ - $ 1,000,000 $ - $ - $ 1,000,000 $ - $ 2,150,000 $ 2,150,000 $ - $ - $ - $ 6,825,000 $ 1,250,000 $ 5,575,000 $ - $ - $ 300,000 $ 300,000 $ - $ - $ - $ 1,486,874 $ - $ - $ - $ 1,486,874 $ 360,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 150,000 $ 150,000 $ - $ - $ - $ 305,000 $ 305,000 $ - $ - $ - $ 3,497,000 $ - $ 3,497,000 $ - $ - $ 4,400,000 $ 960,000 $ 3,440,000 $ - $ - $ 5,000,000 $ 3,000,000 $ 2,000,000 $ - $ - $ 7,442,522 $ 1,442,522 $ 500,000 $ 1,000,000 $ 2,000,000 $ 300,000 $ - $ 300,000 $ - $ - $ 4,050,000 $ - $ - $ 1,500,000 $ 800,000 $ 5,429,499 $ - $ - $ - $ 4,867,726 $ 1,491,402 $ 248,567 $ 248,567 $ 248,567 $ 248,567 $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 500,000 $ - $ 500,000 $ - $ - $ 124,707 $ - $ 124,707 $ - $ - $ 300,000 $ - $ - $ 300,000 $ - $ 250,000 $ 250,000 $ - $ - $ - $ 5,237,645 $ 759,283 $ 789,655 $ 821,241 $ 1,026,427 $ 4,000,000 $ 4,000,000 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ 1,250,000 Lower Goose Creek Trunk Repl $ - $ - Main Library Restroom Renovation $ - $ - Local Drainage Improvements $ 854,090 $ - Greenways Program - Flood & Lottery** $ 75,000 $ 248,567 $ 97,500 $ - $ - $ - Broadway Recon Violet to 36 Confluence Area Restoration Phase 2 Greenways Program - Transportation**Goose Creek 19th to Folsom Green Lake 2 Dam Lakewood Hydroelectric/PRV Lighting Ordinance Implementation Gregory Creek Flood Mitigation Lakewood Dam Foothills & Baseline Trunk Swr Repl Foothills & Colorado Underpass Flood Eng. Trails Flood Trails Goodhue Ditch Fish Passage $ - $ - $ - Fourmile - Upstream of Upland Ave General Park Improvements $ - $ - $ - $ - $ 60,000 $ - $ - $ - Bldr County/City Joint TIP Projects Brenton Building - Renovation Boulder Creek Flood Mitigation Boulder Reservoir 51st Street Path Devil's Thumb Storage Tank Farm Site Improvements Project Title2020 Projected2021 ProjectedType Total $ 37,596,351 $ 20,888,500 Barker Dam Outlet $ 8,455,509 $ - Athletic Field Development $ 250,000 $ 750,000 19th St (Norwood to Sumac) $ - $ - $ - Aquatic Facility Enhancements $ 500,000 $ - $ - Barker Dam and Reservoir $ - $ - $ - $ - $ - $ - $ - $ 60,000 $ - $ - $ - $ - $ - $ 2,000,000 $ - $ - $ 500,000 $ - $ - $ 986,949 $ - $ 500,000 $ 486,773 $ 248,567 $ 97,500 $ - $ - $ - **Please see the Utilities - Greenways project sheet on page 349
37 Table 2-2: 2017-2022 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-CAPITAL ENHANCEMENT (Cont.) $ 189,389,671 $ 28,716,872 $ 66,990,762 $ 17,681,807 $ 17,515,379 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 34,200,000 $ 2,150,000 $ 32,050,000 $ - $ - $ 2,500,000 $ 400,000 $ 500,000 $ 500,000 $ 300,000 $ 650,000 $ 75,000 $ 175,000 $ 100,000 $ 100,000 $ 24,258,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 267,664 $ - $ 24,333 $ 243,331 $ - $ 1,320,000 $ 660,000 $ 660,000 $ - $ - $ 300,000 $ 300,000 $ - $ - $ - $ 8,000,000 $ 1,000,000 $ 7,000,000 $ - $ - Skunk Creek Flood Mitigation $ 700,000 $ 200,000 $ 500,000 $ - $ - Source Water Monitoring/Protection $ 300,000 $ 100,000 $ 100,000 $ 100,000 $ - $ - Stormwater Quality Improvements $ 1,119,675 $ 169,000 $ 175,500 $ 182,500 $ 205,285 SW MGMT - Bear Canyon Creek $ 324,846 $ - $ - $ - $ - SW MGMT - Middle Boulder Creek $ 3,862,873 $ - $ - $ - $ - SW MGMT - Wonderland Creek $ 386,896 $ - $ - $ - $ - Tantra Shop Renovation $ 300,000 $ - $ - $ - $ 300,000 TIP Local Match TMP Implementation $ 2,880,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 Tom Watson Park Enhancements $ 1,500,000 $ - $ - $ - $ - Twomile Canyon Creek $ 600,000 $ 100,000 $ 500,000 $ - $ - $ 200,000 $ 200,000 $ - $ - $ - $ 125,000 $ - $ - $ - $ - Valmont & 29th Hazard Elimination $ 300,000 $ 300,000 $ - $ - $ - Visitor Infrastructure Amenities $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Wastewater Treatment Facility Pumps $ 300,000 $ - $ - $ 150,000 $ 150,000 $ 390,000 $ 150,000 $ 150,000 $ 90,000 $ - West Senior Center Maj Maint & Reha $ 700,000 $ - $ - $ - $ - Wittemyer Ponds $ 5,519,534 $ - $ - $ 100,000 $ - WTSA Implementation $ 1,350,000 $ 400,000 $ 400,000 $ 150,000 $ 100,000 WWTF Activated Sludge $ 189,798 $ - $ - $ 189,798 $ - WWTF Electrical $ 1,610,000 $ 1,400,000 $ 210,000 $ - $ - WWTF Instrumentation/Control $ 1,265,319 $ - $ - $ 1,265,319 $ - WWTF Permit Improvements $ 20,099,357 $ - $ 862,500 $ 1,725,000 $ - $ 17,375,000 $ 4,926,849 $ 150,000 $ - $ 136,857 $ - Upgrade Radio Communications Sites Utility Billing Computer System $ 125,000 $ - $ - $ 492,685 $ 150,000 $ - $ - $ - $ - Water System Security/Quality Imprv $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 200,000 $ 700,000 $ - $ - $ - $ 200,000 $ 480,000 $ - $ - $ - $ 1,500,000 Misc Development Coordination $ 50,000 $ 50,000 NTSA Implementation OSMP Innovations Pearl Street Hydro/PRV Facility Quiet Zone Implementation Scott Carpenter Aqua Enhancements Pavement Management Program $ 4,043,000 $ - $ - $ - $ 400,000 $ 400,000 $ 100,000 $ 100,000 $ 4,043,000 $ - $ - $ - $ - $ - S. Bldr Creek at E. Bldr Ditch Const.NCWCD Conveyance - Carter Lake Pipe $ - $ - $ 480,000 $ - $ 3,862,873 $ - $ 386,896 $ 190,000 $ 197,390 $ - $ 324,846 Project Title2020 Projected2021 ProjectedType Total $ 37,596,351 $ 20,888,500
38 Table 2-2: 2017-2022 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-CAPITAL MAINTENANCE $ 160,189,192 $ 18,617,635 $ 30,699,371 $ 24,461,693 $ 24,127,140 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 3,757,997 $ - $ 341,636 $ 3,416,361 $ - $ 976,000 $ - $ - $ 723,000 $ - $ 11,373,144 $ 1,559,811 $ 1,622,204 $ 1,687,092 $ 2,253,577 $ 116,986 $ 116,986 $ - $ - $ - $ 880,000 $ 400,000 $ 480,000 $ - $ - $ 292,465 $ 292,465 $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ 90,000 $ - $ 90,000 $ - $ - $ 118,434 $ - $ - $ - $ - $ 3,000,000 $ 1,500,000 $ 1,500,000 $ - $ - $ 900,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ - $ - $ - $ - $ - $ 3,514,976 $ - $ 648,960 $ 674,918 $ 759,191 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 122,234 $ 41,895 $ 80,339 $ - $ - $ 77,900 $ - $ - $ 25,900 $ - $ 749,000 $ 265,000 $ - $ 121,000 $ 121,000 $ 23,129,706 $ 3,487,078 $ 3,626,562 $ 3,771,624 $ 4,242,564 $ 150,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 278,200 $ 278,200 $ - $ - $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 2,440,000 $ 220,000 $ 220,000 $ 500,000 $ 500,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 3,576,372 $ 619,147 $ 567,449 $ 604,629 $ 652,846 $ 2,400,000 $ 300,000 $ 1,000,000 $ - $ 500,000 $ 1,700,000 $ 200,000 $ 250,000 $ 300,000 $ 325,000 $ 108,160 $ - $ - $ 108,160 $ - $ 845,000 $ 126,000 $ 132,000 $ 138,000 $ 152,000 $ 500,000 $ - $ - $ - $ - $ 460,000 $ 80,000 $ 220,000 $ - $ 80,000 Project Title2020 Projected2021 ProjectedAgriculture Facilities Projects $ 175,000 $ 175,000 Albion Dam $ - $ - Type Total $ 37,790,865 $ 24,492,489 Boulder Reservoir $ 118,434 $ - Columbia Cemetery Construction $ - $ - Condition Assessment Program $ 701,915 $ 729,992 Boulder Reservoir South Improvement $ - $ - Collection System Monitoring $ 150,000 $ 150,000 Aquatics Facility Repairs $ - $ 253,000 Barker Gravity Pipeline Repair $ 2,083,559 $ 2,166,901 Boulder Canyon Hydro $ - $ - Betasso Storage Tank Rehabilitation $ - $ - BMoCA - Electrical Upgrade $ - $ - Barker-Kossler Penstock Repair $ - $ - Betasso Hydroelectric / PRF $ - $ - Data Backup and Disaster Recovery $ - $ - Database Hardware Replacement $ 42,000 $ 10,000 Cultural Resource/Facility Restorat $ 175,000 $ 175,000 Downtown 14th St Prkg Lot Improve $ 25,000 $ 25,000 Downtown Parking Garage Elevators $ - $ - Deficient Street Light Pole Replace $ 121,000 $ 121,000 Distribution Waterline Replacement $ 3,922,489 $ 4,079,389 EAB Response Measures $ 500,000 $ 500,000 Ecological System Maintenance/Restr $ 175,000 $ 175,000 Downtown Parking Garage Major Maint $ 250,000 $ 250,000 Downtown Pearl St Mall Amenity Repl $ 125,000 $ 125,000 Farmer's Ditch $ - $ - Fire Stations Major Maintenance $ 145,000 $ 152,000 End User Device Replacement $ 570,950 $ 561,350 Facilities Maintenance $ 300,000 $ 325,000 Esstl Facility Maintenance Projects $ 200,000 $ 400,000 Flatiron Golf Course Repairs $ - $ 500,000 Fleet - System Repairs/Replacements $ 80,000 $ -
39 Table 2-2: 2017-2022 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-CAPITAL MAINTENANCE (Cont.) $ 160,189,192 $ 18,617,635 $ 30,699,371 $ 24,461,693 $ 24,127,140 $ 75,000 $ - $ 75,000 $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 Interceptor Sewer Rehabilitation $ 10,184,920 $ - $ 10,184,920 $ - $ - Island Lake Dam $ 50,000 $ - $ 50,000 $ - $ - Kossler Dam $ 100,000 $ - $ - $ - $ 100,000 Lakewood Pipeline $ 316,330 $ - $ - $ 316,330 $ - Major Capital Reconstruction $ 4,800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 Major Street Reconstruction $ 2,304,000 $ 384,000 $ 384,000 $ 384,000 $ 384,000 Major Trail Maintenance $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 Martin Park Shelter Major Maint $ 169,000 $ - $ - $ - $ - Misc Facility Maintenance Projects $ 2,530,000 $ 380,000 $ 400,000 $ 400,000 $ 500,000 Miscellaneous Facilty DET Proj $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 MSC - Bldg A - Replace Central AHU $ 80,000 $ 80,000 $ - $ - $ - $ 240,000 $ 240,000 $ - $ - $ - Multiuse Path Capital Maintenance $ 2,382,000 $ 397,000 $ 397,000 $ 397,000 $ 397,000 Network Hardware Replacement $ 2,640,351 $ 226,968 $ 237,155 $ 1,112,180 $ 182,333 North Boulder Park Shelter Rep $ 120,000 $ - $ - $ - $ - Ped Facilities Repair, Replace, ADA $ 3,774,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 Recreation Facility Repairs $ 2,000,000 $ - $ - $ 500,000 $ 1,500,000 Recreation Facility Repairs $ 1,000,000 $ 500,000 $ - $ 500,000 $ - Rehab Runway & Eastern Taxiway $ 4,935,000 $ - $ 435,000 $ - $ - Reservoir Water Treatment Facility $ 1,000,000 $ 200,000 $ 200,000 $ - $ - Sanitary Sewer Manhole Rehabilitati $ 2,297,591 $ 224,973 $ 233,972 $ 243,331 $ 684,285 Sanitary Sewer Rehabilitation $ 17,901,183 $ 1,743,539 $ 2,983,139 $ 3,102,465 $ 3,489,851 Security Administration $ 62,861 $ 1,862 $ - $ 30,068 $ - Server Hardware Replacement $ 550,140 $ 38,000 $ 89,400 $ 29,500 $ - Sidewalk Maintenance $ 1,368,810 $ 228,135 $ 228,135 $ 228,135 $ 228,135 Signal Maintenance & Upgrade $ 200,000 $ - $ 200,000 $ - $ - Silver Lake Dam $ 100,000 $ - $ 100,000 $ - $ - Silver Lake Hydroelectric/PRV $ 250,000 $ 50,000 $ - $ 200,000 $ - Skyscraper Dam $ 171,071 $ - $ - $ - $ - Source Pumping and Hydro Rehab $ 1,503,941 $ 150,000 $ 150,000 $ 150,000 $ 359,259 $ 343,472 $ 3,355,626 $ 391,040 $ 228,135 $ - $ - $ 351,210 $ - $ 30,931 Goose Lake Dam $ - $ - Hydro Facilities Rehab Program $ 50,000 $ 50,000 Project Title2020 Projected2021 ProjectedType Total $ 37,790,865 $ 24,492,489 $ - $ - $ - $ - $ - $ - $ - $ - $ 175,000 $ 175,000 $ - $ 169,000 $ 800,000 $ 800,000 $ 384,000 $ 384,000 $ - $ - MSC - Building A - Roof Replacement $ - $ - $ 450,000 $ 400,000 $ 50,000 $ 50,000 $ 671,969 $ 209,746 $ - $ 120,000 $ 397,000 $ 397,000 $ - $ - $ 4,500,000 $ - $ 629,000 $ 629,000 $ - $ - $ 600,000 $ - $ 253,064 $ 657,966 $ 3,226,563 $ - $ - $ - $ 171,071 $ 2,200 $ 228,135 $ - $ -
40 Table 2-2: 2017-2022 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-CAPITAL MAINTENANCE (Cont.) $ 160,189,192 $ 18,617,635 $ 30,699,371 $ 24,461,693 $ 24,127,140 $ 2,852,651 $ 281,200 $ 292,500 $ 304,000 $ 684,285 $ 271,875 $ 271,875 $ - $ - $ - $ 3,028,751 $ 337,500 $ 351,000 $ 365,000 $ 684,285 $ 65,000 $ - $ - $ - $ - $ 65,000 $ - $ - $ - $ - $ 529,000 $ 127,000 $ 100,000 $ 100,000 $ 52,000 $ 100,000 $ - $ - $ - $ - $ 584,481 $ 400,000 $ - $ - $ - $ 136,857 $ - $ - $ - $ - $ 2,200,000 $ - $ - $ 200,000 $ - $ 11,250,000 $ - $ - $ 900,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,955,998 $ - $ - $ - $ 677,732 $ 2,837,585 $ - $ - $ - $ 983,192 $ 1,459,223 $ - $ - $ - $ 505,605 Project Title2020 Projected2021 ProjectedType Total $ 37,790,865 $ 24,492,489 Transportation Coordination $ 633,000 $ 657,966 Utility Billing Computer System $ 65,000 $ - Storm Sewer Rehabilitation $ 632,700 $ 657,966 Sunshine Hydroelectric/PRV Facility $ - $ - Watershed Improvements $ 100,000 $ - WWTF Cogeneration $ 184,481 $ - Utility Billing Computer System $ 65,000 $ - Water Treatment Equipment Replacemt $ 100,000 $ 50,000 WWTF Primary Clarifiers $ 9,000,000 $ 1,350,000 WWTF Rehabilitation $ 250,000 $ 250,000 WWTF Digester Cleaning $ 136,857 $ - WWTF Digester Complex $ 2,000,000 $ - Zone 3 Transmission Pipes $ 467,460 $ 486,158 Zone 1 Transmission Pipes $ 626,601 $ 651,665 Zone 2 Transmission Pipes $ 909,016 $ 945,377 Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-CAPITAL PLANNING STUDIES $ 2,880,000 $ 730,000 $ 330,000 $ 280,000 $ 530,000 $ 200,000 $ 100,000 $ 100,000 $ - $ - $ 950,000 $ - $ - $ 50,000 $ 400,000 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 480,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 500,000 $ 300,000 $ 100,000 $ 100,000 $ - $ 250,000 $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - Project Title2020 Projected2021 ProjectedType Total $ 580,000 $ 430,000 City Facilities Analysis/Consolidat $ - $ - ETSA - Plan and Implementation $ 200,000 $ 300,000 Facility Assessments $ 50,000 $ 50,000 Misc Space Needs and Analysis $ 80,000 $ 80,000 OSMP Master Plan Update $ - $ - Yard/Maintenance Facility Site Plan $ - $ - Parks and Rec Master Plan $ 250,000 $ - Trans Corridor 30th & Colorado $ - $ -
41 Table 2-2: 2017-2022 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-LAND ACQUISITION $ 37,862,941 $ 6,950,000 $ 7,374,000 $ 8,133,000 $ 4,911,656 $ 1,874,000 $ - $ 374,000 $ 1,500,000 $ - $ 600,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 4,400,000 $ 1,400,000 $ 1,400,000 $ 1,000,000 $ 200,000 $ 24,750,000 $ 4,500,000 $ 4,500,000 $ 4,500,000 $ 3,500,000 $ 3,838,941 $ 550,000 $ 600,000 $ 633,000 $ 711,656 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Project Title2020 Projected2021 ProjectedType Total $ 5,360,000 $ 5,134,285 Boulder Junction Rail Plaza $ - $ - Mineral Rights Acquisition $ 100,000 $ 100,000 New Property Stabilization $ 200,000 $ 200,000 OSMP Campus Relocation $ 200,000 $ 200,000 Water Rights Acquisition $ 200,000 $ 200,000 OSMP Real Estate Acquisition $ 4,000,000 $ 3,750,000 Preflood Property Acquisition $ 660,000 $ 684,285 Project TypeEstimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCIP-NEW FACILITY/INFRASTRUCTURE $ 63,492,000 $ 6,117,000 $ 32,675,000 $ 7,100,000 $ 4,400,000 $ 7,200,000 $ 1,300,000 $ 5,900,000 $ - $ - $ 50,000 $ - $ - $ - $ 50,000 $ 700,000 $ 700,000 $ - $ - $ - $ 228,000 $ 228,000 $ - $ - $ - $ 304,000 $ 304,000 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ 700,000 $ 350,000 $ 350,000 $ - $ - $ 560,000 $ 560,000 $ - $ - $ - $ 2,800,000 $ - $ 50,000 $ 250,000 $ - $ 1,350,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 26,075,000 $ 750,000 $ 25,325,000 $ - $ - $ 18,200,000 $ 1,500,000 $ 700,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ - $ - $ 2,000,000 $ - $ 500,000 $ - $ - $ 500,000 $ - Project Title2020 Projected2021 ProjectedType Total $ 8,850,000 $ 4,350,000 30th St and Colorado Bike/Ped Under $ - $ - Barker Dam Hydroelectric $ - $ - Baseline Underpass Broadway to 28th $ - $ - BJ Traffic Signal Bluff St & 30th $ - $ - BJ Traffic Signal Jct & Valmont $ - $ - Boulder Junction - Develop Coord $ - $ - Boulder Junction Pocket Park $ - $ - Boulder Slough Multiuse Path 30th $ - $ - Carter Lake Hydroelectric $ 2,500,000 $ - Multiuse Path - Enhancements $ 225,000 $ 225,000 Ped Facs Enh Missing Links Crossing $ 125,000 $ 125,000 South Boulder Creek Phase I $ - $ - Violet Neighborhood Park $ - $ - TIP Local Match/TMP Implementation $ 4,000,000 $ 4,000,000 Valmont City Park Development $ 2,000,000 $ -
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43
City of Boulder
FUNDING BY FUND
2017-2022 Capital Improvement Program
One or more of the following 17 funds and funding sources are proposed for the CIP projects:
.25 Cent Sales Tax Fund
Airport Fund
Boulder Junction Improvement Fund
Capital Development Fund
Computer Replacement Fund
Downtown Commercial District Fund
Facility Renovation and Replacement Fund
General Fund
Greenways Program
Lottery Fund
Open Space Fund
Permanent Parks and Recreation Fund
Stormwater Utility Fund
Transportation Fund
Transportation Development Fund
Wastewater Utility Fund
Water Utility Fund
Detailed descriptions of all of the city’s funds are available in the introduction section of the
Approved 2017 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 requires 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
44
Funding by Fund
Figure 2-4: 2017-2022 Funding by Fund
Other includes the General Fund, Computer Replacement Fund, Boulder Junction Capital
Improvement Fund, Airport Fund, Downtown Commercial District Fund, Lottery Fund,
Transportation Development Fund, and Capital Development Fund.
Utility Funds are the largest contributors to the city’s 2017-2022 CIP.
Figure 2-4 shows the distribution of six year funding by fund.
$0
$20
$40
$60
$80
$100
$120
$140
$160
2017 2018 2019 2020 2021 2022Millions Water Utility
Transportation
Wastewater Utility
Stormwater & Flood Mgt
Utility
Open Space
.25 Cent Sales Tax
Facility Renovation &
Replacement
Other
45 Table 2-3: 2017-2022 Funding Summary by Fund FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 Projected.25 Cent Sales Tax $ 20,295,200 $ 2,215,200 $ 4,292,000 $ 3,572,000 $ 4,072,000 $ 2,572,000 Airport $ 4,935,000 $ - $ 435,000 $ - $ 4,500,000 $ - Bldr Junction Cap Imprvmt $ 3,181,000 $ 957,000 $ 724,000 $ 1,500,000 $ - $ - Capital Development $ 7,450,000 $ 2,200,000 $ 3,050,000 $ 2,050,000 $ 50,000 $ 50,000 Computer Replacement $ 7,029,858 $ 927,873 $ 974,343 $ 1,802,277 $ 1,287,119 $ 1,203,067 Downtown Commercial District $ 2,678,200 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ 400,000 Facility Renovation & Replacement $ 11,175,000 $ 2,311,000 $ 1,982,000 $ 1,891,000 $ 1,705,000 $ 1,624,000 Lottery $ 3,743,724 $ 848,389 $ 579,067 $ 579,067 $ 579,067 $ 579,067 Open Space $ 46,455,000 $ 9,530,000 $ 8,885,000 $ 8,060,000 $ 6,810,000 $ 6,685,000 Permanent Park & Recreation $ 8,300,000 $ 2,100,000 $ 1,700,000 $ 1,750,000 $ 500,000 $ 1,250,000 Stormwater & Flood Mgt Utility $ 59,477,278 $ 6,244,483 $ 32,381,155 $ 3,903,241 $ 4,382,290 $ 8,356,671 Transportation $ 80,544,810 $ 14,265,635 $ 22,080,635 $ 11,049,635 $ 11,049,635 $ 11,049,635 Transportation Development $ 5,656,000 $ 1,355,000 $ 2,181,000 $ 530,000 $ 530,000 $ 530,000 Wastewater Utility $ 81,496,482 $ 8,168,512 $ 19,020,491 $ 8,850,831 $ 33,342,880 $ 6,630,441 Water Utility $ 111,396,253 $ 9,330,215 $ 39,384,442 $ 11,718,449 $ 20,969,225 $ 14,365,393 Total $ 453,813,804 $ 61,131,507 $ 138,069,133 $ 57,656,500 $ 90,177,216 $ 55,295,274 $ 51,484,175 Fund Total $ 15,628,529 Fund Total $ 5,483,327 Fund Total $ 530,000 Fund Total $ 11,049,635 Fund Total $ 4,209,438 Fund Total $ 1,000,000 Fund Total $ 6,485,000 Fund Total $ 579,067 Fund Total $ 1,662,000 Fund Total $ 400,000 Fund Total $ 835,179 Fund Total $ 50,000 Fund Total $ - Fund Total $ 3,572,000 Project Title2022 ProjectedFund Total $ -
46 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedAirport $ 4,935,000 $ - $ 435,000 $ - $ 4,500,000 $ - CIP-CAPITAL MAINTENANCE $ 4,935,000 $ - $ 435,000 $ - $ 4,500,000 $ - $ 4,935,000 $ - $ 435,000 $ - $ 4,500,000 $ - Project Title2022 ProjectedRehab Runway & Eastern Taxiway $ - Fund Total $ - Subtotal $ - FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedBldr Junction Cap Imprvmt $ 3,181,000 $ 957,000 $ 724,000 $ 1,500,000 $ - $ - CIP-LAND ACQUISITION $ 1,874,000 $ - $ 374,000 $ 1,500,000 $ - $ - $ 1,874,000 $ - $ 374,000 $ 1,500,000 $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 1,307,000 $ 957,000 $ 350,000 $ - $ - $ - $ 228,000 $ 228,000 $ - $ - $ - $ - $ 304,000 $ 304,000 $ - $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ - $ 700,000 $ 350,000 $ 350,000 $ - $ - $ - Boulder Junction - Develop Coord $ - Boulder Junction Pocket Park $ - BJ Traffic Signal Jct & Valmont $ - Project Title2022 ProjectedSubtotal $ - BJ Traffic Signal Bluff St & 30th $ - Fund Total $ - Subtotal $ - Boulder Junction Rail Plaza $ - FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 Projected.25 Cent Sales Tax $ 20,295,200 $ 2,215,200 $ 4,292,000 $ 3,572,000 $ 4,072,000 $ 2,572,000 CIP-CAPITAL ENHANCEMENT $ 12,855,200 $ 1,995,200 $ 4,072,000 $ 1,572,000 $ 1,572,000 $ 2,072,000 $ 1,500,000 $ - $ - $ 1,000,000 $ - $ 500,000 $ 4,605,200 $ 745,200 $ 72,000 $ 572,000 $ 72,000 $ 1,572,000 $ 250,000 $ 250,000 $ - $ - $ - $ - $ 5,000,000 $ 1,000,000 $ 4,000,000 $ - $ - $ - $ 1,500,000 $ - $ - $ - $ 1,500,000 $ - CIP-CAPITAL MAINTENANCE $ 4,440,000 $ 220,000 $ 220,000 $ 1,000,000 $ 500,000 $ 500,000 $ 2,440,000 $ 220,000 $ 220,000 $ 500,000 $ 500,000 $ 500,000 $ 2,000,000 $ - $ - $ 500,000 $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 3,000,000 $ - $ - $ 1,000,000 $ 2,000,000 $ - $ 3,000,000 $ - $ - $ 1,000,000 $ 2,000,000 $ - Project Title2022 ProjectedFund Total $ 3,572,000 Subtotal $ 1,572,000 Aquatic Facility Enhancements (5152185510) $ - General Park Improvements (5152182110) $ 1,572,000 Lighting Ordinance Implementation $ - Scott Carpenter Aquatics $ - Tom Watson Park Enhancements $ - Subtotal $ 2,000,000 Valmont City Park Development $ - EAB Response Measures $ 500,000 Recreation Facility Repairs $ 1,500,000 Subtotal $ -
47 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedComputer Replacement $ 7,029,858 $ 927,873 $ 974,343 $ 1,802,277 $ 1,287,119 $ 1,203,067 CIP-CAPITAL MAINTENANCE $ 7,029,858 $ 927,873 $ 974,343 $ 1,802,277 $ 1,287,119 $ 1,203,067 $ 122,234 $ 41,895 $ 80,339 $ - $ - $ - $ 77,900 $ - $ - $ 25,900 $ 42,000 $ 10,000 $ 3,576,372 $ 619,147 $ 567,449 $ 604,629 $ 570,950 $ 561,350 $ 2,640,351 $ 226,968 $ 237,155 $ 1,112,180 $ 671,969 $ 209,746 $ 62,861 $ 1,862 $ - $ 30,068 $ - $ 30,931 $ 550,140 $ 38,000 $ 89,400 $ 29,500 $ 2,200 $ 391,040 Data Backup and Disaster Recovery $ - Security Administration $ - Server Hardware Replacement $ - Project Title2022 ProjectedDatabase Hardware Replacement $ - End User Device Replacement $ 652,846 Network Hardware Replacement $ 182,333 Fund Total $ 835,179 Subtotal $ 835,179 FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedDowntown Commercial District $ 2,678,200 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ 400,000 CIP-CAPITAL MAINTENANCE $ 2,678,200 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 150,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 278,200 $ 278,200 $ - $ - $ - $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 Project Title2022 ProjectedFund Total $ 400,000 Subtotal $ 400,000 Downtown 14th St Prkg Lot Improve $ 25,000 Downtown Parking Garage Elevators $ - Downtown Parking Garage Major Maint $ 250,000 Downtown Pearl St Mall Amenity Repl $ 125,000 FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedCapital Development $ 7,450,000 $ 2,200,000 $ 3,050,000 $ 2,050,000 $ 50,000 $ 50,000 CIP-CAPITAL ENHANCEMENT $ 5,650,000 $ 2,150,000 $ 3,000,000 $ 500,000 $ - $ - $ 2,150,000 $ 2,150,000 $ - $ - $ - $ - $ 500,000 $ - $ - $ 500,000 $ - $ - $ 3,000,000 $ - $ 3,000,000 $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 CIP-NEW FACILITY/INFRASTRUCTURE $ 1,500,000 $ - $ - $ 1,500,000 $ - $ - $ 1,000,000 $ - $ - $ 1,000,000 $ - $ - $ 500,000 $ - $ - $ 500,000 $ - $ - Fund Total $ 50,000 Subtotal $ - Brenton Building - Renovation $ - Violet Neighborhood Park $ - Project Title2022 ProjectedMiscellaneous Facilty DET Proj $ 50,000 Subtotal $ - Valmont City Park Development $ - Boulder Reservoir 51st Street Path $ - Scott Carpenter Aquatics $ - Subtotal $ 50,000
48 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedFacility Renovation & Replacement $ 11,175,000 $ 2,311,000 $ 1,982,000 $ 1,891,000 $ 1,705,000 $ 1,624,000 CIP-CAPITAL ENHANCEMENT $ 1,275,000 $ 275,000 $ - $ - $ 700,000 $ - $ 75,000 $ 75,000 $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ - $ - $ 200,000 $ 200,000 $ - $ - $ - $ - $ 700,000 $ - $ - $ - $ 700,000 $ - CIP-CAPITAL MAINTENANCE $ 8,920,000 $ 1,806,000 $ 1,752,000 $ 1,761,000 $ 875,000 $ 1,494,000 $ 2,400,000 $ 300,000 $ 1,000,000 $ - $ 200,000 $ 400,000 $ 976,000 $ - $ - $ 723,000 $ - $ 253,000 $ 100,000 $ 100,000 $ - $ - $ - $ - $ 845,000 $ 126,000 $ 132,000 $ 138,000 $ 145,000 $ 152,000 $ 460,000 $ 80,000 $ 220,000 $ - $ 80,000 $ - $ 169,000 $ - $ - $ - $ - $ 169,000 $ 2,530,000 $ 380,000 $ 400,000 $ 400,000 $ 450,000 $ 400,000 $ 80,000 $ 80,000 $ - $ - $ - $ - $ 240,000 $ 240,000 $ - $ - $ - $ - $ 120,000 $ - $ - $ - $ - $ 120,000 $ 1,000,000 $ 500,000 $ - $ 500,000 $ - $ - CIP-CAPITAL PLANNING STUDIES $ 980,000 $ 230,000 $ 230,000 $ 130,000 $ 130,000 $ 130,000 $ 200,000 $ 100,000 $ 100,000 $ - $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 480,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 Project Title2022 ProjectedFund Total $ 1,662,000 Subtotal $ 300,000 All Gender Restroom Renovations $ - Tantra Shop Renovation $ 300,000 Upgrade Radio Communications Sites $ - West Senior Center Maj Maint & Rehab $ - Subtotal $ 1,232,000 Addtl Facility Maintenance Projects $ 500,000 Aquatics Facility Repairs $ - BMoCA - Electrical Upgrade $ - Fire Stations Major Maintenance $ 152,000 Fleet - System Repairs/Replacements $ 80,000 Martin Park Shelter Major Maint $ - Misc Facility Maintenance Projects $ 500,000 MSC - Bldg A - Replace Central AHU $ - MSC - Building A - Roof Replacement $ - North Boulder Park Shelter Rep $ - Recreation Facility Repairs $ - Misc Space Needs and Analysis $ 80,000 Subtotal $ 130,000 City Facilities Analysis/Consolidat $ - Facility Assessments $ 50,000 FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedLottery $ 3,743,724 $ 848,389 $ 579,067 $ 579,067 $ 579,067 $ 579,067 CIP-CAPITAL ENHANCEMENT $ 3,743,724 $ 848,389 $ 579,067 $ 579,067 $ 579,067 $ 579,067 $ 2,837,322 $ 697,322 $ 428,000 $ 428,000 $ 428,000 $ 428,000 $ 906,402 $ 151,067 $ 151,067 $ 151,067 $ 151,067 $ 151,067 *Please see the Parks and Recreation project sheet on page 202**Please see the Utilities - Greenways project sheet on page 349General Park Improvements* $ 428,000 Greenways Program - Lottery** $ 151,067 Project Title2022 ProjectedFund Total $ 579,067 Subtotal $ 579,067
49 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedOpen Space $ 46,455,000 $ 9,530,000 $ 8,885,000 $ 8,060,000 $ 6,810,000 $ 6,685,000 CIP-CAPITAL ENHANCEMENT $ 7,415,000 $ 2,190,000 $ 1,635,000 $ 1,010,000 $ 910,000 $ 910,000 $ 300,000 $ 300,000 $ - $ - $ - $ - $ 360,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 150,000 $ 150,000 $ - $ - $ - $ - $ 305,000 $ 305,000 $ - $ - $ - $ - $ 300,000 $ - $ 300,000 $ - $ - $ - $ 2,500,000 $ 400,000 $ 500,000 $ 500,000 $ 400,000 $ 400,000 $ 650,000 $ 75,000 $ 175,000 $ 100,000 $ 100,000 $ 100,000 $ 300,000 $ 300,000 $ - $ - $ - $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,350,000 $ 400,000 $ 400,000 $ 150,000 $ 150,000 $ 150,000 CIP-CAPITAL MAINTENANCE $ 5,440,000 $ 640,000 $ 750,000 $ 900,000 $ 1,000,000 $ 1,025,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 175,000 $ 175,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 175,000 $ 175,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 175,000 $ 175,000 $ 1,700,000 $ 200,000 $ 250,000 $ 300,000 $ 300,000 $ 325,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 175,000 $ 175,000 CIP-CAPITAL PLANNING STUDIES $ 1,450,000 $ 300,000 $ 100,000 $ 150,000 $ 200,000 $ 300,000 $ 950,000 $ - $ - $ 50,000 $ 200,000 $ 300,000 $ 500,000 $ 300,000 $ 100,000 $ 100,000 $ - $ - CIP-LAND ACQUISITION $ 32,150,000 $ 6,400,000 $ 6,400,000 $ 6,000,000 $ 4,700,000 $ 4,450,000 $ 600,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 4,400,000 $ 1,400,000 $ 1,400,000 $ 1,000,000 $ 200,000 $ 200,000 $ 24,750,000 $ 4,500,000 $ 4,500,000 $ 4,500,000 $ 4,000,000 $ 3,750,000 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Project Title2022 ProjectedFund Total $ 6,485,000 Subtotal $ 760,000 Confluence Area Restoration Phase 2 $ - Farm Site Improvements $ 60,000 Flood Eng. Trails $ - Flood Trails $ - Goodhue Ditch Fish Passage $ - NTSA Implementation $ 300,000 OSMP Innovations $ 100,000 S.Bldr Crk at E.Bldr Ditch Const $ - Visitor Infrastructure Amenities $ 200,000 WTSA Implementation $ 100,000 Subtotal $ 1,125,000 Agriculture Facilities Projects $ 200,000 Cultural Resource/Facility Restorat $ 200,000 Ecological System Maintenance/Restr $ 200,000 Facilities Maintenance $ 325,000 Major Trail Maintenance $ 200,000 Subtotal $ 400,000 ETSA - Plan and Implementation $ 400,000 OSMP Master Plan Update $ - Subtotal $ 4,200,000 Mineral Rights Acquisition $ 100,000 New Property Stabilization $ 200,000 OSMP Campus Relocation $ 200,000 OSMP Real Estate Acquisition $ 3,500,000 Water Rights Acquisition $ 200,000
50 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedPermanent Park & Recreation $ 8,300,000 $ 2,100,000 $ 1,700,000 $ 1,750,000 $ 500,000 $ 1,250,000 CIP-CAPITAL ENHANCEMENT $ 4,450,000 $ 500,000 $ 200,000 $ 1,750,000 $ 250,000 $ 750,000 $ 1,000,000 $ - $ - $ 1,000,000 $ - $ - $ 2,950,000 $ 500,000 $ 200,000 $ 250,000 $ 250,000 $ 750,000 $ 500,000 $ - $ - $ 500,000 $ - $ - CIP-CAPITAL MAINTENANCE $ 3,500,000 $ 1,500,000 $ 1,500,000 $ - $ - $ 500,000 $ 3,000,000 $ 1,500,000 $ 1,500,000 $ - $ - $ - $ 500,000 $ - $ - $ - $ - $ 500,000 CIP-CAPITAL PLANNING STUDIES $ 350,000 $ 100,000 $ - $ - $ 250,000 $ - $ 250,000 $ - $ - $ - $ 250,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - Project Title2022 ProjectedFund Total $ 1,000,000 Subtotal $ 1,000,000 Aquatic Facility Enhancements (5152185510) $ - Athletic Field Development $ 1,000,000 Boulder Reservoir 51st Street Path $ - Subtotal $ - Parks and Rec Master Plan $ - Yard/Maintenance Facility Site Plan $ - Boulder Reservoir South Improvement $ - Flatiron Golf Course Repairs $ - Subtotal $ - FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedStormwater & Flood Mgt Utility $ 59,477,278 $ 6,244,483 $ 32,381,155 $ 3,903,241 $ 4,382,290 $ 8,356,671 CIP-CAPITAL ENHANCEMENT $ 23,616,935 $ 4,325,783 $ 5,812,655 $ 2,601,241 $ 2,391,590 $ 6,356,454 $ 1,250,000 $ - $ 1,250,000 $ - $ - $ - $ 5,000,000 $ 3,000,000 $ 2,000,000 $ - $ - $ - $ 4,050,000 $ - $ - $ 1,500,000 $ 1,250,000 $ 500,000 $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 500,000 $ - $ 500,000 $ - $ - $ - $ 5,237,645 $ 759,283 $ 789,655 $ 821,241 $ 854,090 $ 986,949 $ 700,000 $ 200,000 $ 500,000 $ - $ - $ - $ 1,119,675 $ 169,000 $ 175,500 $ 182,500 $ 190,000 $ 197,390 $ 324,846 $ - $ - $ - $ - $ 324,846 $ 3,862,873 $ - $ - $ - $ - $ 3,862,873 $ 386,896 $ - $ - $ - $ - $ 386,896 $ 600,000 $ 100,000 $ 500,000 $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 5,946,402 $ 618,700 $ 643,500 $ 669,000 $ 1,330,700 $ 1,315,932 $ 2,852,651 $ 281,200 $ 292,500 $ 304,000 $ 632,700 $ 657,966 $ 3,028,751 $ 337,500 $ 351,000 $ 365,000 $ 633,000 $ 657,966 $ 65,000 $ - $ - $ - $ 65,000 $ - CIP-LAND ACQUISITION $ 3,838,941 $ 550,000 $ 600,000 $ 633,000 $ 660,000 $ 684,285 $ 3,838,941 $ 550,000 $ 600,000 $ 633,000 $ 660,000 $ 684,285 CIP-NEW FACILITY/INFRASTRUCTURE $ 26,075,000 $ 750,000 $ 25,325,000 $ - $ - $ - $ 26,075,000 $ 750,000 $ 25,325,000 $ - $ - $ - **Please see the Utilities - Greenways project sheet on page 349Subtotal $ - South Boulder Creek Phase I $ - Utility Billing Computer System $ - Subtotal $ 711,656 Preflood Property Acquisition $ 711,656 Subtotal $ 1,368,570 Storm Sewer Rehabilitation $ 684,285 Transportation Coordination $ 684,285 SW MGMT - Middle Boulder Creek $ - SW MGMT - Wonderland Creek $ - Twomile Canyon Creek $ - Skunk Creek Flood Mitigation $ - Stormwater Quality Improvements $ 205,285 SW MGMT - Bear Canyon Creek $ - Greenways Program - Flood** $ 97,500 Gregory Creek Flood Mitigation $ - Local Drainage Improvements $ 1,026,427 Boulder Creek Flood Mitigation $ - Fourmile - Upstream of Upland Ave $ - Goose Creek 19th to Folsom $ 800,000 Project Title2022 ProjectedFund Total $ 4,209,438 Subtotal $ 2,129,212
51 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedTransportation $ 80,544,810 $ 14,265,635 $ 22,080,635 $ 11,049,635 $ 11,049,635 $ 11,049,635 CIP-CAPITAL ENHANCEMENT $ 38,432,000 $ 7,877,500 $ 13,992,500 $ 4,140,500 $ 4,140,500 $ 4,140,500 $ 744,000 $ 567,000 $ 177,000 $ - $ - $ - $ 6,825,000 $ 1,250,000 $ 5,575,000 $ - $ - $ - $ 4,400,000 $ 960,000 $ 3,440,000 $ - $ - $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 24,258,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 1,320,000 $ 660,000 $ 660,000 $ - $ - $ - $ 300,000 $ 300,000 $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 15,377,810 $ 2,703,135 $ 2,438,135 $ 2,559,135 $ 2,559,135 $ 2,559,135 $ 749,000 $ 265,000 $ - $ 121,000 $ 121,000 $ 121,000 $ 4,800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 2,304,000 $ 384,000 $ 384,000 $ 384,000 $ 384,000 $ 384,000 $ 2,382,000 $ 397,000 $ 397,000 $ 397,000 $ 397,000 $ 397,000 $ 3,774,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 1,368,810 $ 228,135 $ 228,135 $ 228,135 $ 228,135 $ 228,135 CIP-CAPITAL PLANNING STUDIES $ 100,000 $ 100,000 $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 26,635,000 $ 3,585,000 $ 5,650,000 $ 4,350,000 $ 4,350,000 $ 4,350,000 $ 5,200,000 $ 600,000 $ 4,600,000 $ - $ - $ - $ 700,000 $ 700,000 $ - $ - $ - $ - $ 435,000 $ 435,000 $ - $ - $ - $ - $ 1,350,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 18,200,000 $ 1,500,000 $ 700,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 **Please see the Utilities - Greenways project sheet on page 349Baseline Underpass Broadway to 28th(310TR059NC) $ - TIP Local Match/TMP Implementation $ 4,000,000 Boulder Slough Multiuse Path 30th (310TR151NG) $ - Multiuse Path - Enhancements $ 225,000 Ped Facs Enh Missing Links Crossing $ 125,000 Trans Corridor 30th & Colorado $ - Subtotal $ 4,350,000 30th St and Colorado Bike/Ped Under $ - Ped Facilities Repair, Replace, ADA $ 629,000 Sidewalk Maintenance $ 228,135 Subtotal $ - Major Capitalt Reconstruction $ 800,000 Major Street Reconstruction $ 384,000 Multiuse Path Capital Maintenance $ 397,000 Valmont & 29th Hazard Elimination $ - Subtotal $ 2,559,135 Deficient Street Light Pole Replace $ 121,000 Greenways Program - Transportation** $ 97,500 Pavement Management Program $ 4,043,000 Quiet Zone Implementation $ - 19th St (Norwood to Sumac) $ - Broadway Recon Violet to 36 $ - Foothills & Colorado Underpass $ - Project Title2022 ProjectedFund Total $ 11,049,635 Subtotal $ 4,140,500
52 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedWastewater Utility $ 81,496,482 $ 8,168,512 $ 19,020,491 $ 8,850,831 $ 33,342,880 $ 6,630,441 CIP-CAPITAL ENHANCEMENT $ 30,961,474 $ 5,400,000 $ 4,569,500 $ 3,330,117 $ 17,375,000 $ 136,857 $ 3,497,000 $ - $ 3,497,000 $ - $ - $ - $ 4,000,000 $ 4,000,000 $ - $ - $ - $ - $ 300,000 $ - $ - $ 150,000 $ - $ - $ 189,798 $ - $ - $ 189,798 $ - $ - $ 1,610,000 $ 1,400,000 $ 210,000 $ - $ - $ - $ 1,265,319 $ - $ - $ 1,265,319 $ - $ - $ 20,099,357 $ - $ 862,500 $ 1,725,000 $ 17,375,000 $ 136,857 CIP-CAPITAL MAINTENANCE $ 50,535,008 $ 2,768,512 $ 14,450,991 $ 5,520,714 $ 15,967,880 $ 6,493,584 $ 900,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 3,514,976 $ - $ 648,960 $ 674,918 $ 701,915 $ 729,992 $ 10,184,920 $ - $ 10,184,920 $ - $ - $ - $ 2,297,591 $ 224,973 $ 233,972 $ 243,331 $ 253,064 $ 657,966 $ 17,901,183 $ 1,743,539 $ 2,983,139 $ 3,102,465 $ 3,226,563 $ 3,355,626 $ 65,000 $ - $ - $ - $ 65,000 $ - $ 584,481 $ 400,000 $ - $ - $ 184,481 $ - $ 136,857 $ - $ - $ - $ 136,857 $ - $ 2,200,000 $ - $ - $ 200,000 $ 2,000,000 $ - $ 11,250,000 $ - $ - $ 900,000 $ 9,000,000 $ 1,350,000 $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 Fund Total $ 5,483,327 Project Title2022 ProjectedWastewater Treatment Facility Pumps $ 150,000 WWTF Activated Sludge $ - Subtotal $ 150,000 Foothills & Baseline Trunk Swr Repl $ - Lower Goose Creek Trunk Repl $ - WWTF Electrical $ - WWTF Instrumentation/Control $ - WWTF Permit Improvements $ - Subtotal $ 5,333,327 Collection System Monitoring (610WW45000) $ 150,000 Condition Assessment Program $ 759,191 Interceptor Sewer Rehabilitation $ - Sanitary Sewer Manhole Rehab $ 684,285 Sanitary Sewer Rehabilitation $ 3,489,851 Utility Billing Computer System $ - WWTF Cogeneration $ - WWTF Digester Cleaning $ - WWTF Digester Complex $ - WWTF Primary Clarifiers $ - WWTF Rehabilitation $ 250,000 FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedTransportation Development $ 5,656,000 $ 1,355,000 $ 2,181,000 $ 530,000 $ 530,000 $ 530,000 CIP-CAPITAL ENHANCEMENT $ 3,331,000 $ 530,000 $ 681,000 $ 530,000 $ 530,000 $ 530,000 $ 151,000 $ - $ 151,000 $ - $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 2,880,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 CIP-CAPITAL MAINTENANCE $ 200,000 $ - $ 200,000 $ - $ - $ - $ 200,000 $ - $ 200,000 $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 2,125,000 $ 825,000 $ 1,300,000 $ - $ - $ - $ 2,000,000 $ 700,000 $ 1,300,000 $ - $ - $ - $ 125,000 $ 125,000 $ - $ - $ - $ - Project Title2022 ProjectedFund Total $ 530,000 Subtotal $ 530,000 Bldr County/City Joint TIP Projects $ - Misc Development Coordination $ 50,000 TIP Local Match TMP Implementation $ 480,000 Subtotal $ - Boulder Slough Multiuse Path 30th $ - Signal Maintenance & Upgrade $ - Subtotal $ - 30th St and Colorado Bike/Ped Under $ -
53 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedWater Utility $ 111,396,253 $ 9,330,215 $ 39,384,442 $ 11,718,449 $ 20,969,225 $ 14,365,393 CIP-CAPITAL ENHANCEMENT $ 57,659,338 $ 2,625,000 $ 32,449,040 $ 1,668,882 $ 9,148,194 $ 5,413,622 $ 50,000 $ 50,000 $ - $ - $ - $ - $ 9,466,060 $ 175,000 $ - $ 835,551 $ 8,455,509 $ - $ 1,486,874 $ - $ - $ - $ - $ - $ 5,429,499 $ - $ - $ - $ 75,000 $ 486,773 $ 124,707 $ - $ 124,707 $ - $ - $ - $ 300,000 $ - $ - $ 300,000 $ - $ - $ 34,200,000 $ 2,150,000 $ 32,050,000 $ - $ - $ - $ 267,664 $ - $ 24,333 $ 243,331 $ - $ - $ 300,000 $ 100,000 $ 100,000 $ 100,000 $ - $ - $ 125,000 $ - $ - $ - $ 125,000 $ - $ 390,000 $ 150,000 $ 150,000 $ 90,000 $ - $ - $ 5,519,534 $ - $ - $ 100,000 $ 492,685 $ 4,926,849 CIP-CAPITAL MAINTENANCE $ 50,886,915 $ 6,705,215 $ 6,885,402 $ 9,799,567 $ 9,321,031 $ 8,951,771 $ 3,757,997 $ - $ 341,636 $ 3,416,361 $ - $ - $ 11,373,144 $ 1,559,811 $ 1,622,204 $ 1,687,092 $ 2,083,559 $ 2,166,901 Barker-Kossler Penstock Repair $ 116,986 $ 116,986 $ - $ - $ - $ - $ 880,000 $ 400,000 $ 480,000 $ - $ - $ - $ 292,465 $ 292,465 $ - $ - $ - $ - $ 90,000 $ - $ 90,000 $ - $ - $ - $ 118,434 $ - $ - $ - $ 118,434 $ - $ 23,129,706 $ 3,487,078 $ 3,626,562 $ 3,771,624 $ 3,922,489 $ 4,079,389 $ 108,160 $ - $ - $ 108,160 $ - $ - $ 75,000 $ - $ 75,000 $ - $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 50,000 $ - $ - $ - $ 100,000 $ - $ - $ - $ - $ - $ 316,330 $ - $ - $ 316,330 $ - $ - $ 1,000,000 $ 200,000 $ 200,000 $ - $ 600,000 $ - $ 100,000 $ - $ 100,000 $ - $ - $ - $ 250,000 $ 50,000 $ - $ 200,000 $ - $ - $ 171,071 $ - $ - $ - $ - $ 171,071 $ 1,503,941 $ 150,000 $ 150,000 $ 150,000 $ 343,472 $ 351,210 $ 271,875 $ 271,875 $ - $ - $ - $ - $ 529,000 $ 127,000 $ 100,000 $ 100,000 $ 100,000 $ 50,000 Project Title2022 ProjectedFund Total $ 15,628,529 Subtotal $ 6,354,600 Barker Dam and Reservoir $ - Barker Dam Outlet $ - Devil's Thumb Storage Tank $ 1,486,874 Green Lake 2 Dam $ 4,867,726 Lakewood Dam $ - Lakewood Hydroelectric/PRV $ - NCWCD Conveyance - Carter Lake Pipe $ - Pearl Street Hydro/PRV Facility $ - Source Water Monitoring/Protection $ - Utility Billing Computer System $ - Water System Security/Quality Imprv $ - Wittemyer Ponds $ - Subtotal $ 9,223,929 Albion Dam $ - Barker Gravity Pipeline Repair $ 2,253,577 $ - Betasso Hydroelectric / PRF $ - Betasso Storage Tank Rehabilitation $ - Boulder Canyon Hydro $ - Boulder Reservoir $ - Distribution Waterline Replacement $ 4,242,564 Farmer's Ditch $ - Goose Lake Dam $ - Hydro Facilities Rehab Program $ 50,000 Island Lake Dam $ - Kossler Dam $ 100,000 Lakewood Pipeline (610WA78000) $ - Reservoir Water Treatment Facility $ - Silver Lake Dam $ - Silver Lake Hydroelectric/PRV $ - Skyscraper Dam $ - Source Pumping and Hydro Rehab $ 359,259 Sunshine Hydroelectric/PRV Facility $ - Water Treatment Equipment Replacemt $ 52,000
54 Table 2-3: 2017-2022 Funding Summary by Fund (Cont.) FundEstimated Total Cost2017 Approved2018 Projected2019 Projected2020 Projected2021 ProjectedWater Utility (Cont.) $ 111,396,253 $ 9,330,215 $ 39,384,442 $ 11,718,449 $ 20,969,225 $ 14,365,393 CIP-CAPITAL MAINTENANCE (Cont.) $ 50,886,915 $ 6,705,215 $ 6,885,402 $ 9,799,567 $ 9,321,031 $ 8,951,771 $ 100,000 $ - $ - $ - $ 100,000 $ - $ 1,955,998 $ - $ - $ - $ 626,601 $ 651,665 $ 2,837,585 $ - $ - $ - $ 909,016 $ 945,377 $ 1,459,223 $ - $ - $ - $ 467,460 $ 486,158 CIP-NEW FACILITY/INFRASTRUCTURE $ 2,850,000 $ - $ 50,000 $ 250,000 $ 2,500,000 $ - $ 50,000 $ - $ - $ - $ - $ - $ 2,800,000 $ - $ 50,000 $ 250,000 $ 2,500,000 $ - Watershed Improvements (610WA52000) $ - Zone 1 Transmission Pipes (610WA00200) $ 677,732 Zone 2 Transmission Pipes (610WA00400) $ 983,192 Project Title2022 ProjectedFund Total $ 15,628,529 Subtotal $ 9,223,929 Carter Lake Hydroelectric (610WA93000) $ - Zone 3 Transmission Pipes (610WA00500) $ 505,605 Subtotal $ 50,000 Barker Dam Hydroelectric (610WA91000) $ 50,000
55
City of Boulder
SPECIAL HIGHLIGHT ON
CAPITAL IMPROVEMENT BOND
2017-2022 Capital Improvement Program
Project Status
This Special Highlight on the Capital Improvement Bond section details a significant, multi -
department, capital improvement effort that is wrapping up in the City of Boulder. In the
November 2011 election, City of Boulder voters approved a measure, by a 3-to-1 margin, that
allowed the city to leverage existing revenues to bond for up to $49 million to fund capital
projects that address significant deficiencies and high priority infrastructure improvements
throughout the community. The bond offering generated approximately $54.6 million in proceeds
after a successful issuance and the measure did not raise taxes because the city was able to
leverage existing revenues. The bond has a 20-year payback and it is stipulated that all funds be
spent by March 22, 2017. Overall, the capital improvement effort consisted of 26 projects
categories and more than 85 individual projects. The 26 project categories are named below with
additional information on the specific projects available on the city’s website:
www.bouldercolorado.gov/bondprojects. Only 6% of the projects are still under construction and
the city is on target to hit the spending deadline.
1. Boulder Reservoir Infrastructure Improvements
2. Columbia Cemetery Upgrades and Enhancements
3. Park Shelter Replacements and Improvements
4. Existing Park and Recreation Facility Renovations
5. South Boulder Recreation Center Floor Replacement
6. Downtown Commercial District Improvements
7. Main Library Renovation
8. Replace Financial and Human Resources Software
9. Major Business Software Replacement
10. Facility Electrical, Plumbing, HVAC and Elevator
Replacements
11. Facility Parking Lot Repair
12. Facility Outdoor Lighting
Highlights at a Glance
26 categories containing a
total of nearly 85 individual
projects:
6% under construction
94% completed
98% of total funding has
been spent or encumbered as
of June 30, 2016.
56
13. Facility ADA Compliance
14. Fire Station #8
15. Replace Substandard Bridges, Structures, Signs and Systems
16. Arterial Road Reconstruction
17. Road Pavement Repair
18. Road Reconstruction
19. Transportation Boulder Junction Improvements
20. Transportation Transit System Enhancements
21. Transportation New Multi-Use Path Connections
22. Transportation Pedestrian Enhancements
23. Transportation Intersection Improvements
24. Transportation Bike System Enhancements
25. Police Equipment
26. Police Equipment Upgrades and Replacement
Implementation
The city has closely monitored construction
progress and spending plans for each project
thoughout the life of capital bond program. Table
4-1 shows the annual expenditure plan for each
project for 2011 through 2016. As previously
mentioned, the city is on target to spend all bond
proceeds before March 22, 2017.
Capital Improvement Bond
Sign highlighting a Capital Improvement Bond Program off of
Gillaspie Drive.
57
TABLE 3-1: 2011-2016 Spend Plan
CAPITAL IMPROVEMENT BOND
Total Amount
2011
Actual
2012
Actual
2013
Actual
2014
Actual
2015
Actual
2016
Projected
Arterial Road Reconstruction 5,280,000$ -$ 292,179$ 1,879,397$ 2,682,984$ 129,772$ 295,669$
Boulder Reservoir Infrastructure Improvements 3,300,915 - 794,813 1,312,067 1,110,253 44,860 38,922
Columbia Cemetery Upgrades and Enhancements 637,000 - 87,280 237,741 151,387 160,015 577
Downtown Commercial District Improvements 2,935,000 - 79,089 979,599 1,408,417 373,479 94,415
Existing Park and Recreation Facility Renovations 4,065,462 - 1,605,009 874,086 956,841 589,619 39,907
Facility ADA Compliance 572,259 - 50,425 49,486 106,546 365,802 -
Facility Electrical, Plumbing, HVAC and Elevator Rep.1,573,701 - 466,364 1,008,990 64,400 25,617 8,330
Facility Outdoor Lighting 71,688 - 8,611 48,196 13,744 1,136 -
Facility Parking Lot Repair 413,312 - 19,754 271,706 92,836 1,112 27,904
Main Library Renovations 3,200,000 - 12,481 289,353 2,202,879 669,113 26,175
Major Business Software Replacement 821,600 - 25,000 451,008 249,524 79,503 16,565
New Wildland Fire Station 3,077,718 - 20,327 182,000 2,043,872 521,046 310,473
Park Shelter Replacements and Improvements 1,074,538 - 355,535 239,885 41,018 438,100 -
Police Equipment 253,290 - 71,224 63,668 96,412 - 21,986
Police Equipment Upgrades and Replacement 1,020,050 - 369,938 451,718 - - 198,395
Replace Financial and Human Resources Software 4,318,693 - 259,170 763,326 1,368,989 1,464,527 462,681 Replace Substandard Bridges, Structures, Signs &
Sys. 4,202,496 - 475,563 1,130,808 1,786,381 809,745 -
Road Pavement Repair 5,000,000 - 1,568,616 1,947,932 1,483,452 - -
Road Reconstruction 2,500,000 - 525,960 713,741 1,260,298 - -
South Boulder Recreation Center Floor Replacement 281,748 - 205,237 76,511 - - -
Transportation Bike System Enhancements 300,000 5,120 106,234 114,836 73,810 - -
Transportation Boulder Junction Improvements 5,757,504 - 855,192 2,083,198 2,594,511 224,604
Transportation Intersection Improvements 423,873 - 13,454 8,205 142,921 32,100 227,192
Transportation New Multi Use Path connections 2,076,127 5,229 354,468 235,076 1,353,185 128,169 -
Transportation Pedestrian Enhancements 850,000 5,658 285,531 304,954 253,857 - -
Transportation Transit System Enhancements 608,000 - 127,041 232,653 248,306 - -
Total 54,614,974$ 16,006$ 9,034,496$ 15,950,138$ 21,786,822$ 5,833,715$ 1,993,795$
Capital Improvement Bond
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58
59
City of Boulder
SPECIAL HIGHLIGHT ON
ASSET ASSESSMENT
2017-2022 Capital Improvement Program
In order to honor the commitment to “taking care of what we have” the city has embarked on 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.
2016 Asset Assessment
One of the principles of asset management is establishing benchmark standards for each asset to
achieve community desired conditions. The city has hired a consultant to evaluate the current
condition of many major buildings and facilities and develop a 10 -year preventative maintenance
work plan for each building. The study includes $200 million of Parks and Recreation built assets
and the following 17 facilities managed by Facilities and Asset Management (FAM):
Municipal Building
Main Library
Carnegie Branch Library
George Reynolds Branch Library
West Senior Center
Fire Stations 1 through 7
Public Safety Building
Municipal Service Center A, B1 and B2 Buildings, and
Fleet Services.
Building on this initial inventory, FAM is assisting Community Vitality with the assessment of their
five parking structures – RTD, Spruce, Randolph Center, 1500 Pearl Street and 10th and Walnut.
Radio infrastructure assessments are also being accomplished as part of the city -wide radio
infrastructure study with results expected in late 2016.
Asset Assessment Process
On-going efforts by the Parks & Recreation Department and the Facilities and Asset Management
Division 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.
60
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:
1. Determining the total cost of ownership for the asset portfolio.
2. Developing systems and staff knowledge to support agency implementation of life cycle
management.
3. Approval of a capital investment strategy for the agency that focuses on the
organization’s mission and is financially sustainable.
FIGURE 4-1: Asset Management Process
Results of the Assessment
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
The assessment evaluated 1,680 total items in the facilities with replacement values totaling over
$20.6 million. A total of $10.6 million is 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.
Results of the assessments will be part of the FAM Master Plan Update, which will develop facility
guidelines and space needs based on departmental needs and workflow, synergies with other
departments, evolutions in operating model, who they serve, how their customer interfaces with
the department, assessment of condition of the building they occupy, to name just a few. Further
analysis of the assessments will also assist staff in evaluating the funding model established in the
2005 update and its sustainability.
Asset Assessment
61
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 its 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 table below 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 satisfaction while spending less over time. The difference between
maintaining facility at 90 percent over 80 percent condition saves $840,972 and provides higher
quality facilities with higher customer satisfaction over ten years.
TABLE 4-1: Cost of Maintaining P&R Facilities at 80% and 90% Condition
Asset Assessment
Major Facility CRV FCI 90% Standard
80%
Standard Savings Backlog
EBRC
$18,907,343 0.10 $3,079,892 $3,146,599 $66,707 $1,962,118
NBRC
$21,337,047 0.06 $5,166,970 $5,428,246 $261,276 $1,377,900
SBRC $9,376,617 0.13 $1,642,329 $1,876,919 $234,590 $1,181,104
Res-Admin $1,500,000 0.31 $837,779 $1,062,297 $224,518 $471,729
Res-Boat
House $800,000 0.14 $129,476 $135,551 $6,075 $109,738
Res-Maint $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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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 have assessments underway to inventory and plan needed repairs after the
flood of 2013. These began as an inspection effort but was 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.
· Pursue a commercial software program that would allow tracking of critical information in
a database form and potentially could be used and tied into other applicable city
departments.
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 are 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
The department embarked on an asset assessment project in May 2016 and anticipate results in
fall 2016. The assessment includes 280 buildings and structures including offices, shop and
storage buildings; agricultural barns and sheds; and visitor facilities such as public amphitheater,
shelters, sheds, outhouses and nature centers.
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.
Asset Assessment
63
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.
Asset Assessment
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64
65
City of Boulder
SPECIAL HIGHLIGHT ON
COMMUNITY, CULTURE, AND SAFETY PROJECT
2017-2022 Capital Improvement Program
Introduction
The Community, Culture, and Safety (CCS) project is Boulder’s first citywide, large-scale, “pay as
you go” capital improvement project funded by a special sales and use tax increase.
Implementation of this multi-departmental, multiyear effort is currently underway, and is
consistent with 2014 voter approval, City Council support, and steering committee
recommendation.
A website has been created that allows the community to track the progress of implementation of
CCS projects at https://bouldercolorado.gov/pages/community-culture-safety. Background
information on the Community, Culture, and Safety project is available in the 2016 -2021 CIP
document at: 2016-2021 CIP Special Highlight on Community, Culture and Safety Capital
Improvement Project.
Overview of Community, Culture, and Safety Capital Improvement Project
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 projects1 :
2 completed
2 under construction
8 in design and plan-
ning phase
27% of total funding has been
spent or encumbered as of
June, 2016.
66
Community, Culture, and Safety Project
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.
Status: Construction began in May 2016
Anticipated Completion: Fall 2016
$2 million
Event Street
Creation of a street designed for vehicles, pedestrians, and bicycles,
as well as the ability to easily close the portion of Pennsylvania Ave-
nue between the alley to the west and 13th Street to the east for
events.
Status: Currently in planning/design phase
Anticipated Completion: Spring 2017
$750,000
Street Trees Im-
provements
Design and install an irrigation system for the trees along the side-
walk. Replace failing trees and install city-standard tree grates and
guards.
Status: Work completed in June 2016
$520,000
Civic Area
Civic Area Improve-
ments
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 the 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 ca-
fé/courtyard, the north library plaza, the north municipal lawn, and
the sister cities plaza.
Connectivity and access improvements, including: creating gate-
ways (possibly via art) and related wayfinding; pathway enhance-
ments; signage; and improved lighting across the site.
Status: Final design is complete
Anticipated Completion: Fall 2017
$8.7 million
Table 5-1: Community, Culture, and Safety Project Highlights
67
Community, Culture, and Safety Project
Boulder Creek
Path Lighting
Design and construction of lighting along five seg-
ments of the Boulder Creek Path that will provide
adequate and appropriate light levels for nighttime
visibility and safety by using fully controlled lumi-
naries.
Status: In planning/design phase
Expected Completion: Spring 2018
$1.04 million
Path Improvements
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 pedestrian traffic along the corridor.
Status: In planning/design phase
$885,000
Arapahoe Avenue and 13th
Street Underpass
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
$2.5 million
Eben G. Fine Park Stream
Bank Restoration
Stream bank stabilization, erosion protection, habi-
tat restoration, and recreation enhancements within
Eben G. Fine Park between the northern sidewalk
and Boulder Creek.
Status: Work completed in June 2016
$700,000
Public Art
Art Projects
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: Project selection in Summer 2016
$600,000
Table 5-1: Community, Culture, and Safety Project Highlights (Cont.)
68
Table 5-1: Community, Culture and Safety Project Highlights (Cont.)
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. Table
5-2 shows the annual expenditure plan for each project for 2015 through 2018.
Community, Culture, and Safety Project
Chautauqua
Pedestrian Safety Ac-
cess and Lighting Im-
provements
Improvements include: pedestrian lighting, and improved
access and pedestrian safety along Baseline Road via new
sidewalks, re-aligned parking, enhanced pedestrian cross-
ing treatments, and related safety enhancements like light-
ing and wayfinding signs.
Status: In planning/design phase
$1.5 million
Dairy Center
Theatre Improve-
ments
Through a funding agreement; Add soundproofing, dress-
ing 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: Under construction
$3.85 million
Museum of Boulder
Museum Improve-
ments
Through a funding agreement; Convert the building into an
expanded museum that will accommodate larger displays,
Smithsonian-class traveling exhibits, science and technolo-
gy exhibits, as well as enhanced programming and space
for children.
Status: In design/planning phase
$4 million
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Next Steps
City Council will be updated on the CCS project progress 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.
Future Capital Improvement Program (CIP) documents will continue to include a section about the
CCS projects until they are completed.
Community, Culture, and Safety Project
70
Table 5-2: 2015 – 2018 Spend Plan for Community, Culture, and Safety Projects
Project
Budget
2015
Actual
2016
Projected
2017
Projected
2018
Projected
Hill Residential Pedestrian Lighting $2,000,000 $44,590 $1,955,410
- -
Hill Commercial District Event
Street $750,000 $6,086 $133,914 $610,000 -
Hill Commercial District Irrigation
and Street Tree Improvements $520,000 $38,137 $481,863 - -
University Hill Total $3,270,000 $88,813 $2,571,187 $610,000 -
Civic Area $8,700,000 $389,314 $3,277,499 $5,033,187 -
Boulder Creek Path Lighting $1,040,000 $5,314 $48,876 $200,000 $495,810
Boulder Creek Path Improvements $885,000 $2,739 $82,261 $250,000 $550,000
Boulder Creek Arapahoe Ave-
nue/13th Street Underpass $2,500,000 $13,201 $331,799 $655,000 $1,500,000
Boulder Creek Eben Fine Park
Stream Bank Restoration $700,000 $136,012 $463,988 - -
Boulder Creek Total $5,125,000 $157,266 $1,666,924 $1,700,810 $1,500,000
Public Art $600,000 $12,750 $400,000 $187,250 -
Chautauqua $1,500,000 $72,593 $495,481 $931,926 -
Dairy Center for the Arts $3,850,000 $1,346,703 $2,503,297 - -
Museum of Boulder $4,000,000 $0 $3,725,000 $275,000 -
Contingency/Admin $555,000 $6,785 $5,000 $400,000 $243,215
TOTAL $27,600,000 $2,074,224 $14,644,388 $9,138,173 $1,743,215
Community, Culture, and Safety Project
71
City of Boulder
SPECIAL HIGHLIGHT ON
CENTRAL BOULDER LONG-TERM PLANNING AND CITY FACILITIES ASSESSMENT
2017-2022 Capital Improvement Program
Introduction
The city is continuing with three long-term planning projects in the Central Boulder area: 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. It is not all
inclusive and does not account for generalized support and overhead costs from various
departments across the city. As has been the case for numerous citywide projects, the city comes
together to achieve broad community goals as a whole.
Project Overview & Focus for 2017
Alpine-Balsam - A Boulder Community Project: Alpine-Balsam includes 8.8 acres of property that
formerly housed Boulder Community Health (BCH) campus 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), establish
zoning and guidelines for the site, and ultimately shape the property’s redevelopment. 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.
The city, working with consultant support, is in the first phase of the planning process. Rooted in
both research and community input, this work will produce planning and design principles, inform
potential changes to the BVCP, and serve as foundation to guide future discussions about how to
use the site. For 2017, the focus will be on the second phase of work including area planning, site
72
analysis, and redevelopment scenario analysis. This phase of work will include an urban design
plan for the site and an area plan based on the initial planning phase completed in 2016.
Additional site analysis will include geotechnical, travel demand management, and the future of
healthcare services, and other topics that may be identified as needed during the planning work in
2016. The area plan will focus on the city-owned property and adjacent areas of influence. The
boundary for the planning area will be determined as part of the work completed in 2016. 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 uses of the Alpine-Balsam
site.
Central Boulder Long-Term Planning and City Facilities Assessment
73
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
availability of funding.
For instance, the city is continuing the analysis related to the Market Hall. Earlier in 2016, the city
completed a preliminary Market Hall Feasibility Analysis to determine if a year-round market hall
was possible in Boulder. The preliminary analysis indicated that it was possible. The remainder of
2016 will include further exploration of the year-round Market Hall with the community to refine
the Market Hall program and mission and complete an in -depth analysis of governance and
finance options.
As confirmed with City Council, the priority focus for 2017 will be on continuing the planning of
the East Bookend (13th Street). This will include development of urban design criteria, “test fitting”
options for the public Market Hall program, determining the city office and community space
needs to be accommodated in the Civic Area versus at Alpine-Balsam, incorporating the preferred
design alternative for Canyon Boulevard, and identifying further park improvements east of
Broadway. 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. More
than 25,000 customers are served each year in seven city buildings in the Civic Area (excluding
the Main Library and Senior Center), which also regularly hosts meetings and events. The Civic
Area Master Plan identified the removal of city office buildings in the High Hazard Flood Zone
Central Boulder Long-Term Planning and City Facilities Assessment
74
(New Britain and Park Central) as well as the possibility of repurposing the Municipal and/or
Atrium Buildings and creating a new “one stop” city services center, potentially on the 13th/14th
Street block. The purchase of the Alpine-Balsam site has created a unique 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.
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 by fragmented workgroups spread across different buildings. The
analysis is specifically focused on identifying which city functions should be grouped at key
locations around the city, including what functions should remain in the Civic Area, what functions
might relocate to the Alpine-Balsam site. Through visioning exercises, this phase of work will also
include the development of 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 is in progress and estimated to be complete by early 2017. For 2017, the
focus will be on the second phase of work including development of city-wide facility design
guidelines and performance standards and refinement of 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 will also 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 the 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 reside 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 Services District).
Central Boulder Long-Term Planning and City Facilities Assessment
75
However, this section highlights the connection from the University Hill to the Civic Area east
bookend. This is most notably related to CU’s plans to move forward with development of a
university-affiliated hotel and conference center on University Hill at the corner of Grandview and
Broadway. Among the advantages of this site for a conference center and hotel are its adjacency
to University Hill, the main campus and the Civic Area / Downtown, and its potential to act as a
major “anchor use” that could significantly contribute to the Hill reinvestment efforts. A key goal
of the city is to improve the convenience, function and urban design of multi -modal connections
between the Grandview site/ CU campus and the Civic Area/ Downtown as well as between
Grandview and the Hill Commercial Area. While development of a CU hotel/conference facility is a
University-led effort, in December 2015 City Council approved a set of goals and objectives to
frame and guide city staff’s discussions and collaboration with the University. The key issues to
address with the Grandview site include:
• Optimal size of the facility to meet both the University’s and community’s needs;
• Determining the appropriate level of parking to support a hotel/conference center in this
location, given the robust multi-modal access that exists and adjacent parking facilities
and district needs;
• Design quality of the new facilities, particularly related to the public realm;
• Potential to incorporate or relocate historic resources; and
• Strengthened multi-modal connections to and from the surrounding area.
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 planning
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 2016 and into 2017. 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. As part of the 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 Conference Center/Hotel
Central Boulder Long-Term Planning and City Facilities Assessment
76
on the Grandview site and development of the Alpine-Balsam site. This may lead to public
financing through voter-approved bonds or sales tax in 2018 along with private partnerships.
Assuming that funding is identified, then design and construction may begin in 2020. See the
high level timeline graphic below for an estimated schedule. Funding for the planning studies
related to the Civic Area, Alpine-Balsam and CU conference center/hotel is either in existing
budgets or will come forward in the 2017 budget recommendation. Funding sources for the major
capital investments that will be guided by the results of these studies is yet to be determined.
Central Boulder Long-Term Planning and City Facilities Assessment
77 FIGURE 6-1: Central Boulder Long-Term Planning
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78 FIGURE 6-1: Central Boulder Long-Term Planning (Cont.)
79
City of Boulder
SPECIAL HIGHLIGHT ON
DEVELOPMENT EXCISE TAX AND IMPACT FEES
2017-2022 Capital Improvement Program
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). Two ways that the city funds system improvement
to offset the impact of new development on city infrastructure is through the imposition of
development related excise taxes and impact fees. 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
80
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.
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 Feei
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. Table 7-1 summarizes the projected uses of development excise taxes and
impact fees for the 2017-2022 CIP timeframe.
Excise Tax and Impact Fee Study Update and Next Steps
At the January 2015 Council Retreat, updating the 2009 Impact Fee and Excise Taxes was placed
on the city work plan. On Feb. 3, 2015 Council directed staff to move forward with an update to
the development-related impact fees and excise taxes. In spring of 2015, staff engaged with two
consultants to conduct multiple studies and update the city’s development related impact fees
and excise taxes. The study is currently underway and is expected to wrap up in the Fall of 2016.
Shortly thereafter staff will bring forth a recommended set of updated development excise taxes
and impact fees for council adoption. If approved, these new fee levels will affect capital funding
and likely alter the capital plans of select departments in the 2018-2023 CIP and going forward.
Information about the study update can be found on the city’s website at: Development-Related
Impact Fees and Excise Taxes.
DET/Impact Fees
81
DET/Impact Fees
Table 7-1: Development Related Excise Tax and Impact Fee Funded Projects
2017-2022
2017
Approved
2018
Projected
2019
Projected
2020
Projected
2021
Projected
2022
Projected
Brenton Building -
Renovation $2,150,000 - - -
- -
Misc. Facility Projects $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
Facilities & Asset
Mgmt. Total $2,200,000 $50,000 $50,000 $50,000 $50,000 $50,000
Boulder Reservoir
Trail - - $500,000 - - -
Scott Carpenter Aqua
Enhancements - $3,000,000 - - - -
Violet Neighborhood
Park - - $1,000,000 - - -
Valmont City Park De-
velopment - - $1,000,000 - - -
Parks and Recreation
Total - $3,000,000 $2,500,000 - - -
Boulder County/City
Joint TMP $151,000
Misc. Development
Coordination $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
TIP Local Match Im-
plementation $480,000 $480,000 $480,000 $480,000 $480,000 $480,000
Signal Maintenance &
Upgrade $200,000
Transportation Total $530,000 $881,000 $530,000 $530,000 $530,000 $530,000
Total $2,730,000 $3,931,000 $3,530,000 $580,000 $580,000 $580,000
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City of Boulder
COMMUNITY VITALITY
2017-2022 Capital Improvement Program
Overview of Department Mission
Community Vitality was created in late 2015 to integrate the former Downtown and University Hill
Management Division/Parking Services, and the city’s Economic Vitality function. Community
Vitality serves the downtown, University Hill and now Boulder Junction and their affected
communities, by providing quality program, access and parking, enforcement, maintenance and
multi-modal services through the highest level of customer service, efficient management and
effective problem solving. The economic vitality programs and services support businesses city-
wide, with a focus on retaining primary employers. Community Vitality is home to the University
Hill Reinvestment Strategy and its programs to reinvigorate the Hill commercial area.
Community Vitality operates and maintains five public parking garages and five surface permitted
lots totaling 2,644 spaces, maintains parking meters/kiosks serving more than 1,700 on-street
parking spaces, and administers eleven Neighborhood Parking Permit program districts, issuing
nearly 2,500 resident and commuter permits in 2015. Parking Services also manages parking
through enforcement to ensure turnover and neighborhood livability. The department administers
transportation demand management programs including the issuance of
more than 7,000 Eco Passes annually to employees of the downtown,
University Hill and now Boulder Junction districts. The department sponsors B
-Cycle and eGo CarShare in support of the city’s transportation and climate
goals improving access for visitors to the districts by making more parking
spaces available. The department administers an annual flexible rebate
program to support expansion of primary employers and a microloan
program. Community Vitality issues permits for downtown and Hill events as
well as city-wide filming and collaborates closely with all special events in the
city. Community Vitality works closely with other departments and outside
partners on projects that touch on one of our districts (e.g., public-private
partnerships like Trinity Commons, redevelopments), parking (e.g., the Chautauqua Access
Management Plan) and/or community-wide economic vitality (e.g., Boulder Valley Comprehensive
Plan update, Resiliency Plan).
Streetscape on Pearl Street.
84
Community Vitality
As a new department, Community Vitality does not yet have a master plan and is seeking 2017
funding for development of a master plan. In 2016, the department will undertake a formal
assessment of the CAGID parking garage assets to inform more formalized capital budgeting for
future needs.
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 meter revenues
University Hill Commercial District Fund – including restricted University Hill General
Improvement District (UHGID) parking and tax revenues and on-street meter revenues
Two Boulder Junction Access District (BJAD) Funds – Parking and Travel Demand Management
(TDM) funds – including district tax revenues and PILOT (payment in lieu of taxes) payments,
and parking revenues
General Fund – including on-street parking revenues, Neighborhood Parking Permit program
revenues, and parking enforcement revenues.
The Community, Culture & Safety Tax supports a number of projects managed by Community
Vitality, which are indicated with an *.
Current Focus for Capital Planning and Projects in 2017
Community Vitality’s current focus for capital planning and projects in 2017 include a focus on
CAGID garages major maintenance and Downtown Pearl Street Mall amenity repairs and
replacement. Design is underway for two new projects: the University Hill Event Street
(Community Culture and Safety Tax project) and the Trinity Horizons Public-Private Partnership
project (funded in 2016 budget).
Project Highlights
Projects expected to be completed in 2016:
CAGID Garage Major Maintenance - Completed 2016 projects included: epoxy deck coating at
the 1100 Walnut garage (Randolph Center); elevator modernization at 1100 Spruce;
commencement of interior painting and lot attendant booth repairs/replacement; and garage
gate access and revenue control equipment and supporting technology replacement in all five
downtown garages.
85
Community Vitality
Downtown/Pearl Street Mall Improvements and Amenities Replacement - In collaboration with
the Parks and Recreation Department, many projects were completed in 2016 including
repainting twelve Boulder history panels, replacement of the mall planter pots, cast-metal
retrofit of the mall traffic bollards, 1400 block play area surface replacement, sub grade
sinkhole repairs, and architectural engineering and design work on a mall directory kiosk for
the 1400 block.
Community, Culture and Safety Tax Projects - The residential pedestrian corridor lighting and
street tree irrigation projects were completed in 2016, as well as the design and community
outreach phase of the Hill Commercial Area Event Street on Pennsylvania Avenue.
Repair and replacement of the surface parking lot at 1745 14th Street.
The Trinity Horizons Public-Private Partnership project will redevelop a surface parking lot on
property owned by Trinity Lutheran Church at 2200 Broadway. The development will include a
church fellowship/community hall and offices, underground parking and affordable housing
for seniors. The Downtown Commercial District fund will contribute $4.128 million to
construct the parking garage to be owned and managed by CAGID that will add 56 spaces to
the downtown parking supply.
Priority Projects for 2017
CAGID Garage Major Maintenance:
Elevator repair and refurbishment of both elevators at the 1500 Pearl Street garage
Completion of interior painting of parking garages and updating/replacement of select
parking attendant booths
Ramp coating repair and replacement at 1000 Walnut garage
Possible other projects that may be identified as priorities in the CAGID Asset Inventory
and Assessment to be completed in 2016
Downtown/Pearl Street Mall Improvements and Amenities Replacement:
Maintenance and repairs of the pedestrian light fixtures to become compliant with the
dark-skies ordinance
Trash, recycling and compost bin replacement including bear -proof receptacles west of
Broadway
Fabrication and construction of a mall directory kiosk west of 15th and Pearl
Redesign of the Boulder County map surface in the 1400 block of Pearl
Community, Culture and Safety Tax projects
Construction phase of the Hill Commercial Area Event Street on Pennsylvania Avenue*
86
Highlights of 2018 – 2022 Projects
CAGID Garage Major Maintenance – The CAGID Asset Inventory and Assessment Plan to be
completed in 2016 will provide a detailed work program of capital repair projects that will
include continued epoxy surface coatings, structural repairs and elevator repairs at 1000
Walnut as well as Americans with Disabilities Act (ADA) corrections.
Downtown/Pearl Street Mall Improvements and Amenities Replacement – Funds are required
for ongoing capital maintenance and replacement of Pearl Street Mall, West Pearl streetscape
and 13th and 15th Street streetscape amenities. Funds are reserved annually for potential
replacement of amenities such as the pop jet fountain and shade structure awnings.
Downtown 14th Street Parking Lots – Funds are reserved annually for ongoing capital repair
and replacement of lots.
Board Action
The Downtown Management Commission (DMC) unanimously approved the following resolution in
support of the Community Vitality/Parking CIP at its September 12, 2016 meeting:
Motion to approve the 2017 recommended expenditures from the Downtown Commercial
District Fund.
Guiding Principles and Project Prioritization
1. CIP Guiding Principles
All proposed projects in the 2017-2022 CIP are consistent with the CIP guiding principles. All
projects have sufficient funds for ongoing maintenance and operations. All projects in the
proposed CIP maintain and improve existing assets.
The Downtown/Pearl Street Mall Improvements/Replacements support the economic sustainability
of downtown Boulder by ensuring long-term sustainability of our existing infrastructure and
investing in the future economic and social vitality of our community center.
The participation of CAGID in the Trinity Commons mixed-use project supports the growing
access and parking demands of the downtown as well as supporting the goals of additional
affordable housing in the community.
The three University Hill Community, Culture and Safety projects help support the Hill
Community Vitality
87
Reinvestment Strategy: the hill irrigation project enhances the vitality of the streetscape, the
pedestrian lighting project promotes safety in the high density residential area, and the event
street on Pennsylvania creates a vibrant public gathering area*.
2. Prioritization
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 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 Facilities and Assets Management (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 Parks and Recreation funds are applied below-grade (e.g., irrigation, bricks). It should be
noted that the Pearl Street Mall will celebrate its 40th anniversary in 2017, which will bring even
more attention to infrastructure and amenities.
The University Hill Community, Culture and Safety projects – pedestrian-scale corridor lighting,
commercial district tree irrigation and the event street on Pennsylvania Avenue*– all support the
Council priority of Hill reinvestment and revitalization by creating a safer environment in the high
density residential area, maintaining the streetscape infrastructure and creating a versatile and
vibrant public gathering space.
3. Projects Not in Master Plan
As a department created in late 2015, Community Vitality does not yet have a master plan.
Projects are included in the CIP based on stakeholder interest and necessary maintenance of
capital assets.
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Operation and Maintenance Impacts
Annual maintenance plans are covered through the ongoing operational budget. With the
maintenance and operation improvements programs in place, assets will avoid deferred
maintenance.
New operating and maintenance funding that will be required to maintain the parking garage at
Trinity Horizons when completed will come from the Downtown Commercial District Fund, which
also will receive the parking revenues from the new garage.
Projects not Previously Identified in the CIP
None
Deferred, Eliminated or Changed Projects
CAGID Parking Access and Control - The parking access and revenue control systems (PARCS)
replacement project was originally scheduled to begin in 2015. Vendor selection took longer than
expected. The project is expected to begin in 2016.
Unfunded Projects and Emerging Needs
Hill Commercial Area Lighting Replacement: The pedestrian-scale lighting in the University Hill
Commercial District was installed approximately 20 years ago and the light fixtures are at the end
of their projected lifespan. The existing fixtures are no longer available for purchase, and as the
poles are damaged, parts (such as banner arms, globes, etc.) must be custom fabricated. There is
insufficient replacement funding available and a major capital investment will be required to
replace the entire system of 35 poles. Staff is looking at whether the pedestrian-scale lighting
being installed in the residential district of the Hill would be appropriate to serve as the
commercial district replacement fixture. The new fixture type would be more energy efficient
(LED) for ongoing cost savings. Project scope would include: remove 35 existing outdated light
poles; upgrade one existing electrical panel; and install 35 new pedestrian-scale lighting pole
systems. Estimated cost for removal, new pole systems and installation is $170,975. Estimated
cost for an electrical panel upgrade is $15,000. At this time, no funding has been identified for
the project.
University Hill Reinvestment Strategy: Implementation of various projects as planning, outreach
and approval processes are completed. For example, in 2016, Community Vitality will issue an
RFQ for a consultant to work with city staff and stakeholders to develop a Hill Alleys Master Plan
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that will identify potential enhancements to the alleys in the Hill Commercial District, including
infrastructure and operational. The initial work will include engineering analysis, urban design,
and public outreach. There is currently no funding for the actual public improvements, which
could include burying cables; consolidating and constructing waste enclosures; landscaping;
public art and more.
[It is envisioned that streetscape improvements associated with a suggested University Hill hotel
public-private partnership would be a city responsibility and would be funded through certificates
of participation that also would fund construction of the parking garage portion of that project.]
Installation of additional solar powered electric vehicle charging stations in downtown parking
garages, downtown and University Hill surface lots and/or on-street spaces: As more electric
vehicles are utilized in the community, there is increasing demand from customers for additional
electric vehicle charging stations. Such charging stations must be solar -powered to truly reduce
energy consumption and carbon emissions, consistent with city goals.
Community Vitality
90 Table 8-1: 2017-2022 Funding Summary By Department Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedCOMMUNITY VITALITY $ 2,678,200 $ 678,200 $ 400,000 $ 400,000 $ 400,000 CIP-CAPITAL MAINTENANCE $ 2,678,200 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ 150,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 278,200 $ 278,200 $ - $ - $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 2020 Projected2021 ProjectedDepartment Total $ 400,000 $ 400,000 Subtotal $ 400,000 $ 400,000 Downtown 14th St Prkg Lot Improve (620CAGFLot) $ 25,000 $ 25,000 Downtown Pearl St Mall Amenity Repl (620CAGFMAL) $ 125,000 $ 125,000 Downtown Parking Garage Elevators (620CAGELEV) $ - $ - Downtown Parking Garage Major Maint (620CAGMain) $ 250,000 $ 250,000
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Mapping
The mapping for CIP projects is now in a GIS-based electronic map accessed here. All the map-
able projects proposed for funding in the 2017-2022 are shown. If the icons are clicked, the pro-
ject name, project number (referenced on the project sheets), department, funding source, and
year with initial funding will be shown. For many projects the initial funding is currently showing
as 2015 as projects have funding for planning and design before actual construction. However,
the construction timing may be in the future. Please consult the project sheets in each depart-
ment section for project descriptions, phasing and funding information. Projects with funding
earmarked for citywide or system improvements are not shown on the map. Ongoing refinement
of the GIS-based map will result in greater clarity of project information.
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City of Boulder
FACILITIES AND ASSET MANAGEMENT
2017-2022 Capital Improvement Program
Overview of Department Mission
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. Changes to impact fees are being considered in 2016.
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). The
FR&R fund also receives funding from restricted and enterprise funds for specific departmental
projects including remediation work. The FR&R fund is an internal service fund managed by FAM.
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Current Focus for Capital Planning and Projects in 2017
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 2017 include:
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 $2.6 million was further identified as critical backlog and have been programmed
for 2017 to 2022.
Major renovation of the Brenton building for city services, one of the acquired properties at the
Alpine-Balsam Boulder Community Health (BCH) campus area, with goals to achieve a net-zero
building
Area development plans for the Alpine-Balsam BCH campus area with goals towards creating
an Eco-District Energy Efficient projects to continue the reduction of Green House Gas (GHG)
emissions produced by city facilities and operations.
Project Highlights
Projects Expected to be Completed in 2016
Radio infrastructure study to ensure a complete asset assessment of the city’s radio
communication sites and identify short term, mid-term and long term system upgrades
required
Replacements of the pool air handler at the East Boulder Community Center
Roof replacement at the North Boulder Recreation Center
Floor replacement at BMoCA
System replacements and upgrades at The Dairy Arts Center in combination with the
Community, Culture and Safety tax project
Priority Projects for 2017
Major renovation of the Brenton building for city services to include Finance staff and other
services as determined by the city-wide review of services to be located in this area.
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13th Street Plaza: the approved Voluntary Clean-Up Program has been partially completed and
a temporary plaza re-constructed. The city is negotiating with the other responsible party for
cost reimbursement and executing alternative methods for clean-up.
BMOCA: An electrical system upgrade is planned to provide more power to support events at
this heavily used venue.
Upgrade to Radio Communication sites will be a priority as identified by the 2016 Radio
Infrastructure Study.
Facilities maintenance projects will include $500,000 for Recreation Centers and $680,000 for
other General Fund facilities that includes backlog repairs such as roofs and HVAC systems.
Outdoor lighting replacements to ensure compliance with the lighting ordinance.
Highlights of 2018-2022 Projects
Facility maintenance: multiple major maintenance projects for the current CIP period totaling
$4,250,000 to reduce the FAM backlog in General Fund facilities, other than recreation
centers, and continue annually programming regular maintenance activities.
Recreation centers major maintenance: An additional $500,000 is programmed in 2019 for
backlog projects at the recreation centers. This reduces the backlog of high and medium
priority facility deficiencies that have been identified as part of the asset assessments.
Fire Stations major maintenance: Continuation of major repairs and maintenance scheduled at
various fire stations to maintain these essential facilities to industry standards. The total
budget for fire station maintenance is approximately $717,000.
Park Shelter repairs at Martin Park and North Boulder Park: Include upgrading electrical,
plumbing and renewing protective coatings. These projects have been moved to 2021 due to
the backlog identified in 2016 by the facilities assessments.
Guiding Principles and Project Prioritization
CIP Guiding Principles
The proposed 2017 – 2022 CIP is consistent with the CIP Guiding Principles. The primary focus of
this capital investment is to sustain and improve maintenance of existing assets. As projects are
developed, improvements may also require building code updates, safety and security
enhancements and added efficiencies to reduce energy consumption and operating costs.
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Prioritization
Projects 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. Critical
systems that are backlogged, such as roofs and HVAC systems, have been programmed earlier in
the CIP.
In accordance to 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 and type of work as shown
below. 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.
Table 9-1: FAM Priority Codes
1Essential Facility: A facility necessary to sustain the most basic core of city services such as public health and
safety and/or compliance with federal or state laws particularly during an emergency event. 26 facilities are
identified as “essential” in the City of Boulder such as the Municipal Building, Park Central, New Britain, Public
Safety Building, Municipal Service Center, Fleet Services, Fire Stations, North Boulder Recreation Center and
East Boulder Community Center.
Priority Code Type of Facility Type of Work
1 Essential1 Essential2
2 Non-Essential Essential
3 Essential Desirable
4 Non-Essential Desirable3
5 Essential or Non-Essential Discretionary4
6 Essential or Non-Essential Deferred
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2Essential Work: Work that is performed for life, health, and safety-related situations. Also includes work that
is needed so that a city service can be provided.
3Desirable Work: Work that does not meet the essential or discretionary definition.
4Discretionary Work: Work that is not required but would be defined as “nice -to-have.”
Examples of priority code projects:
Priority 1: repair emergency generator at the Public Service Building
Priority 2: repair emergency lighting at South Boulder Recreation Center
Priority 3: replace lighting at Park Central
Priority 4: replace lighting at Meadows Library
Priority 5: paint walls at New Britain after 10 years
Priority 6: replace carpet in staff spaces after 7 years
Projects Not in master Plans
FR&R projects are identified by FAM throughout the year as facilities are serviced and inspected.
Even if projects are not previously identified in a Master Plan, when project needs are identified
through this process, they are prioritized as noted above.
Operation and Maintenance Impacts
The O&M budget is also impacted by higher material and labor costs, which are not adequately
accounted for in O&M budgets. Climate change impacts to building systems such as lower service
lives of equipment and building systems will also require more frequent replacements and
possibly larger equipment. Ongoing analysis related to replacement funding has begun to address
these issues and strategies will continue to be implemented to identify funding mechanisms to
reduce the backlog.
Projects not Previously Identified in the CIP
Library Renovation
Brenton Building, 1136 Alpine – Renovate 2 additional floors
Upgrade Radio Communication Sites
Municipal Service Center, Bldg A – Replace Central Air Unit and Roof
Fleet Services – Various Replacements
Boulder Museum of Contemporary Art – Electrical Upgrade
Alpine-Balsam BCH campus area Development Plan
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Deferred, Eliminated or Changed Projects
As a result of the asset assessments, funding to reduce the backlog and maintain existing assets
was increased and the following renovation projects were moved later in the CIP:
East Boulder Community Center Renovation: Portions of this project that totaled $452,000
from 2018 to 2021 will now have backlogged repairs funded out of the $1,000,000 in capital
maintenance funds programmed in 2017 And 2019 for recreation centers
Tantra Shop Renovation: This project was moved from 2019 to 2022 to address high priority
infrastructure repairs
West Senior Center Major Maintenance and Rehabilitation: This project was moved from 2019
to 2020 to address high priority infrastructure repairs
Martin Park Shelter and North Boulder Park Shelter Major Maintenance and Repairs: These two
projects were moved from 2017 to 2021 to address high priority infrastructure repairs
Aquatic Facilities Major Maintenance: Funding for these projects was shifted from 2018 to
2019 and from 2020 to 2021 to align with Parks and Recreation’s CIP
Unfunded Projects and Emerging Needs
The proposed FAM 2017-2022 CIP focuses on enhancing and maintaining current facilities, the
impacts to FAM’s Operation and Maintenance (O&M) budget will be positive in the replacement of
aging and inefficient infrastructure. However, despite additional ongoing operating dollars
allocated to FAM in 2014 to help slow the rate of backlog increase, FAM’s current O&M budget is
still funded to a level at which the backlog continues to increase annually. In 2013, the backlog
was projected to be $10.6M at the end of 2015 for 138 city facilities under FAM’s purview. From
the 2016 facilities assessment, the backlog was verified to be $10.6 million in 20 of the 138
facilities, indicating actual backlogs are higher than projections.
FAM Backlog: Only $2.6 million is included in 2017 to 2022 to address the $10.6 million in
backlog identified in the 2016 assessment of 20 facilities. That leaves $8 million in backlog
unfunded with future assessments of additional facilities identifying more backlog
Parking Lot Repairs: While the Capital Improvement Bond (CIB) provided funding to address the
more publicly used parking lots, full replacement funding is needed for the Municipal Service
Center and Public Safety Building parking lots
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Energy Efficiencies and Renewables: To achieve the city’s new climate action goals, extensive
energy efficiency projects and additional renewables may be required for city facilities and
operations
Electric Vehicle Infrastructure: As the city visualizes a wider use of electric vehicles, support of
a regional EV charging system may be needed in the transition from fossil fuels
New City Facilities: In December 2015, the City purchased the BCH site with an option for the
city consider, as part of a larger facilities-visioning process, consolidating city office space and
public-facing services that are currently leased to the city in a number of locations. A
thorough space analysis is being conducted in 2016 through early 2017 that will inform what
new structures can be constructed, and where to consolidate and accommodate city office
needs.
Other department major facility needs – FAM continues to work with departments on their new
facility needs such Fire & Rescue, Police in the Public Safety Building, Municipal Court, Human
Services’ Master Plan, and expiring leases for Human Resources, Information Technology,
Planning Development and Support, and Fire Administration.
Facilities and Asset Management
104 Table 9-2: 2016-2021 Funding Summary By Department Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/FACILITIES & ASSET MNGMT $ 13,625,000 $ 4,511,000 $ 2,032,000 $ 1,941,000 $ 1,712,000 CIP-CAPITAL ENHANCEMENT $ 3,425,000 $ 2,425,000 $ - $ - $ 300,000 $ 2,150,000 $ 2,150,000 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ 300,000 $ - $ - $ - $ 300,000 $ 200,000 $ 200,000 $ - $ - $ - $ 700,000 $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 9,220,000 $ 1,856,000 $ 1,802,000 $ 1,811,000 $ 1,282,000 $ 976,000 $ - $ - $ 723,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ 2,400,000 $ 300,000 $ 1,000,000 $ - $ 500,000 $ 845,000 $ 126,000 $ 132,000 $ 138,000 $ 152,000 $ 460,000 $ 80,000 $ 220,000 $ - $ 80,000 $ 169,000 $ - $ - $ - $ - $ 2,530,000 $ 380,000 $ 400,000 $ 400,000 $ 500,000 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 80,000 $ 80,000 $ - $ - $ - $ 240,000 $ 240,000 $ - $ - $ - $ 120,000 $ - $ - $ - $ - $ 1,000,000 $ 500,000 $ - $ 500,000 $ - CIP-CAPITAL PLANNING STUDIES $ 980,000 $ 230,000 $ 230,000 $ 130,000 $ 130,000 $ 200,000 $ 100,000 $ 100,000 $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 480,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 Department Total $ 1,755,000 $ 1,674,000 2020 Projected2021 ProjectedSubtotal $ 700,000 $ - Main Library Restroom Renovation (3158886517) $ - $ - Brenton Building - Renovation (3155550117) $ - $ - Tantra Shop Renovation (3150400415) $ - $ - Upgrade Radio Communications Sites (3158886617) $ - $ - Aquatics Facility Repairs (3158885715) $ - $ 253,000 West Senior Center Maj Maint & Reha (3150254715) $ 700,000 $ - Subtotal $ 925,000 $ 1,544,000 BMoCA - Electrical Upgrade (3150123917) $ - $ - Fire Stations Major Maintenance (3158885515) $ 145,000 $ 152,000 Esstl Facility Maintenance Projects (3158886717) $ 200,000 $ 400,000 Fleet - System Repairs/Replacements (3151154817) $ 80,000 $ - Martin Park Shelter Major Maint (3150340215) $ - $ 169,000 Misc Facility Maintenance Projects (3155904615) $ 450,000 $ 400,000 Miscellaneous Facilty DET Proj (3158885315) $ 50,000 $ 50,000 MSC - Bldg A - Replace Central AHU (3150024517) $ - $ - MSC - Building A - Roof Replacement (3150024417) $ - $ - North Boulder Park Shelter Rep (3150330215) $ - $ 120,000 Recreation Facility Repairs (3158885615) $ - $ - Subtotal $ 130,000 $ 130,000 Misc Space Needs and Analysis (3158883614) $ 80,000 $ 80,000 City Facilities Analysis/Consolidat (3158886817) $ - $ - Facility Assessments (3158885115) $ 50,000 $ 50,000
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Mapping
The mapping for CIP projects is now in a GIS-based electronic map accessed here. All the map-
able projects proposed for funding in the 2016-2021 are shown. If the icons are clicked, the pro-
ject name, project number (referenced on the project sheets), department, funding source, and
year with initial funding will be shown. For many projects the initial funding is currently showing
as 2015 as projects have funding for planning and design before actual construction however, the
construction timing may be in the future. Please consult the project sheets in each department
section for project descriptions, phasing and funding information. Projects with funding ear-
marked for citywide or system improvements are not shown on the map. Ongoing refinement of
the GIS-based map will result in greater clarity of project information.
Click here to access the FAM Master Plan. https://www-static.bouldercolorado.gov/docs/fam-
master-plan-2005-1-201304081131.pdf
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
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City of Boulder
FIRE -RESCUE
2017-2022 Capital Improvement Program
Overview of Department Mission
The Boulder Fire-Rescue Department provides emergency response to fires, medical emergencies,
disasters, rescues and hazardous materials releases in Boulder. Our 124 firefighters, engineers,
station officers, chief officers, 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. Strategies for addressing unfunded capital needs are being devel-
oped (see Appendix A) and will be presented to council in the coming months.
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,
An increase in property tax mill levy,
Bond funding, or
Use of existing operating funding to build a capital fund or pool of money available for capital
projects.
Use of impact fees and DET
Current Focus for Capital Planning and Projects in 2017
As a part of the overall capital funding strategic work, capital needs for the Fire-Rescue Depart-
ment are being evaluated, including capital improvements over the next several years that would
include land acquisition for fire station 3 and allow for an increase in Emergency Medical Services
to include ambulance or rescue type vehicles.
Highlights
Projects expected to be completed in 2016
The department requested proposals for a replacement station alerting system anticipated to be
operational by second quarter of 2016. The new technology will allow for simultaneous dispatch
of multiple stations and automated information flow to reduce emergency response times. This
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project was not identified in a previous CIP but was identified and presented to City Council at a
study session in early 2015. Funding was identified from the General Fund to facilitate this safety
improvement.
Priority Projects for 2017
None
Highlights of 2018 - 2022 Projects
None
Guiding Principles and Project Prioritization
CIP Guiding Principles
The fire station projects are guided by strategies and initiatives in the 2012 Fire-Rescue Master
Plan. All of the listed projects help the Fire-Rescue Department maintain and improve public
safety. Proper fire station location improves accessibility to services provided to the community
by the Fire-Rescue Department and ensures a timely response to emergencies occurring in the
neighborhood. The construction or remodel of facilities will use Leadership in Energy and Environ-
mental Design (LEED) targets to ensure energy efficiency. Each project listed identifies the esti-
mated on-going funds needed to operate and maintain the project.
Prioritization
Projects listed below in Unfunded Projects and Emerging Needs are in priority order 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 suscepti-
bility to flooding and impact to our emergency response system if it were out of service. The re-
maining facilities’ positions on the 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 as-
sessment 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 evalua-
tion 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.
Projects Not in Master Plans
The following projects are not specified in the Master Plan and are added here because of their
expense, over $50,000, and life cycle of at least 15 years:
Warehouse Storage Facility
Fire Training Center (FTC) Phase 2: driving area and storage building
FTC Phase 3: additional classroom, office and conference room space.
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Fire-Rescue
Operation and Maintenance Impacts
The primary Fire-Rescue Department emerging need is to relocate and/or renovate facilities.
Three of the seven existing fire stations are over fifty years old and all are inadequately sized for
today’s needs and future capacity. A comprehensive community risk analysis is underway includ-
ing response times from existing stations and emergency call demand loads. Preliminary findings
demonstrate potential better locations for some stations and reaffirm others are correctly located.
Further analysis is needed before final recommendations on station relocations are made. Analysis
will continue with the help of a newly hired analyst with results available by 4th quarter 2016 to be
implements into the fire department standards of cover.
Projects Not Previously Identified in a CIP
As noted above, the replacement of the system wide fire alerting system had not previously been
included in a CIP. Due to the potential life-saving impact of increased response time with an up-
graded system and with one-time General Fund dollars identified, this was added to the 2015 CIP.
On-going operation and maintenance projections for fire station replacements are listed below.
Deferred, Eliminated, or Changed Projects
None
Unfunded Projects and Emerging Needs
Identified unfunded projects include:
Relocate Fire Station 3 out of the 100-year floodplain, and construct a separate storage facility
for fire vehicles and equipment storage
O In 2011, 13 sites were identified as potential locations for Station 3. After analyzing
multiple criteria, six sites remained. Since that time, meetings have been conducted on
various sites in an attempt to narrow the focus and make an offer on a suitable site.
The process is ongoing with approval from the CM office.
O Estimated cost for FS 3 is $5,100,000 (17,000 sq ft x $300 sq ft to build), property esti-
mate is $4,500,000 depending on location and availability
O The current storage facility for apparatus and equipment is an OSMP facility that the Fire
-Rescue Department was using on a temporary basis. BFD is in need of 6000-10000
square feet of warehouse space for lease ($15-$20 per square foot) or purchase ($100-
$120 per square foot) to accommodate storage of apparatus and equipment to ensure
better accountability and improve support service processes.
O Estimated cost to build a warehouse is $1,200,000 (10,000sq ft x $120.00 sq), proper-
ty estimate is $2,500,000 depending on location and availability. Ongoing cost would
be approximately $65,000.00
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Replace Fire Station 4 north of the current location of 4100 Darley Avenue.
o Constructed in 1967 with 2,000 square feet this station is too small and needs to be
6,514 square feet to house one fire engine and crew.
o Estimated costs are: building $2,442,750, land acquisition up to $2,000,000, annual
operations and maintenance $165,000
Remodel Fire Station 6 currently located at 5145 N 63rd Street
o Constructed in 1979 with 3,435 square feet this station is too small and needs to be
6,514 square feet to house one fire engine and crew.
o We are currently exploring the possibility of co-locating our fire engine and crew with
Boulder Rural in their station located at 6230 Lookout Rd. The building and land at Sta-
tion 6 could be sold.
o If this is not possible costs are estimated at: One-time $1,154,625 for remodel, On-
going $165,000 for maintenance.
Remodel Fire Station 2 at the current location of 2225 Baseline Road.
o Constructed in 1959 with 4,752 square feet this station is too small and needs to be
15,000 square feet to house one fire engine, one type 6 wildland engine and one am-
bulance with crews. Remodel would be contingent on the possible historical designa-
tion
o Estimated costs are: one time building construction $3,842,000, land acquisition up to
$3,500,000, annual maintenance $229,500.
Remodel Fire Station 5 at the current location of 4365 19th Street.
o Constructed in 1992 with 3,622 square feet this station is too small and needs to be
6,514 to house one fire engine and crew. Remodel is contingent of possible flood plain
problems.
o Estimated costs are: one time building cost $1,084,500, annual maintenance $229,500
Remodel Fire Station 1 at the current location of 2441 13th Street.
o Constructed in 1957 at 7,941 square feet this station is too small and poorly designed.
It needs to be 17,000 square feet to house one fire engine, one ladder truck, one am-
bulance and crews plus a battalion chief.
o Estimated costs are: one time building $3,397,125, annual maintenance $128,800
Remodel Fire Station 7 at the current location of 1380 55th Street.
o Constructed in 2000 with 5,081 square feet this station is too small and needs to be
8,006 square feet to house one fire engine, the Hazardous Materials Team and crew.
o Estimated costs are: one time building $1,096,875, annual maintenance $42,000.
Fire Training Center Phase 2 - Driving area and storage building
o Construct a concrete driver training area totaling approximately 200,000 square feet.
This was approved as a future phase of improvements in the original development ap-
proval. Construct a 10,000 square foot storage building for training props and equip-
ment.
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o Estimated costs are: Concrete $2,500,000, Building $2,250,000, annual maintenance
$60,000.
Fire Training Center Phase 3 - Additional classroom and office space.
o To complete the original design of facilities eliminated in the construction due to
budget constraints add more classrooms, offices and conference room space totaling
4,000 square feet.
Estimated costs are: One-time $1,500,000, on-going $56,000.
Click here to access the Fire-Rescue Master Plan. https://www-static.bouldercolorado.gov/docs/
fire-master-plan-1-201306031433.pdf
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
Fire-Rescue
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Table 10-1: Unfunded Projects
Description One-Time On-Going
Building Land Equipment
Station 3
$5,100,000 $4,500,000 $ 0 $ 459,000
Warehouse Storage $1,200,000 $2,500,000 $ 0 $ 65,000
Station 4 $ 2,442,750 $ 2,000,000 $ 0 $ 165,000
Station 6 $ 1,154,625 $ 0 $ 0 $ 165,000
Station 2 $ 3,842,000 $ 3,500,000 $ 0 $ 229,500
Station 5 $ 1,084,500 $ 0 $ 0 $ 229,500
Station 1 $ 3,397,125 $ 0 $ 0 $ 128,800
Station 7 $ 1,096,875 $ 0 $ 0 $ 42,000
FTC Phase 2 $ 4,750,000 $ 0 $ 0 $ 60,000
FTC Phase 3 $ 1,500,000 $ 0 $ 0 $ 56,000
TOTAL $25,567,875 $12,500,000 $ 0 $1,599,800
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City of Boulder
INFORMATION TECHNOLOGY
2017-2022 Capital Improvement Program
Overview of Department Mission
The mission of the Information Technology (IT) Department is to create an environment of
seamless integration between people and technology. Our services include long -range
technology planning; citywide hardware/software procurement; support for employee
workstations, servers, and databases; disaster recovery and business continuity; systems security;
fiber optic network infrastructure; business analysis; custom application development; and
support for numerous mission critical applications such as payroll, web technologies, and public
safety.
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.
Beginning in 2010 the city has appropriated
approximately $350k per year from the General Fund
to an Information Technology CIP. Though often
supplemented by limited operating transfers from departments such as IT, this allocation has
been the primary, predictive revenue source for IT capital investments, particularly major software
procurements. To date the majority of this funding has been dedicated to supplement the critical,
bond-funded finance, human resources and payroll system replacement project. As this project
nears completion, work has started on replacement of the enterprise permit and licensing system
as well as initial planning for implementation of a citywide asset maintenance management
The City of Boulder website.
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Information Technology
software system. These projects were all partially funded by the Capital Improvement Bond (CIB)
Fund projects managed by IT. CIB funding is indicated by the following symbol:
Current focus for capital planning and projects in 2017
For 2017 there will be limited hardware replacements completed. Work will continue on several
big projects started in 2015 and 2016, but will not be completed until 2017 or 2018. They
include:
New permits, licensing and land records system implementation (2015 - 2017)
Asset and maintenance management software improvements (2016-2017)
Incremental central telephone system hardware and software upgrades (2016-2019)
Project Highlights
Projects Expected to be Completed in 2016
Server Hardware Replacement: The city’s virtual server hardware, software and storage
systems are scheduled to begin replacement in 2015. This will include not only upgrades to
central computer hardware, but will add an analysis of current and emerging storage and
server technologies to ensure an optimal solution with available funds. (Funded by earmarked
Computer Replacement Fund reserves). The vendor selection and design work started in
2015, but hardware replacement will not be complete until 2016.
Complete the implementation of payroll and human resources modules of Tyler Munis
system: Following final configuration, testing and staff training activities, the new payroll and
human resources modules of the Tyler Technologies “Munis” system are fully operational early
in 2016. (Funded by bond proceeds and IT CIP)
Priority Projects for 2017
Continue implementation of new integrated permits, licensing and land records system:
Following a needs assessment and procurement process undertaken in 2013, the EnerGov
system was selected in early-2014 and implementation of this critical system replacement
project began in early-2015. The new system is estimated to reach live operation by the first
quarter of 2017. (Funded by bond proceeds and restricted fund operating reserves)
Asset and Maintenance Management software improvements: After concluding that the asset
and maintenance management capabilities of the Tyler Munis (financial software) and EnerGov
(permits and licensing software) products were not sufficient to meet citywide business needs,
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Information Technology
a consultant was engaged to undertake an organization-wide reassessment of automation
needs and business process improvement opportunities in these areas. A pilot project has
started in the Utilities department.
Highlights of 2018-2022 Projects
Ongoing implementation of document management implementation program (2015-2017)
New permits, licensing and land records system implementation (2017)
Asset and maintenance management software improvements (2016-2017)
Incremental capital maintenance replacements of network hardware, end user devices and
database server hardware
Incremental central telephone system hardware and software upgrades (2016-2019)
Majority of city’s Network hardware will be replaced beginning in 2019 with project
completion in 2020.
Guiding Principles and Project Prioritization
Proposed projects in the 2017-2022 CIP are consistent with the CIP guiding principles focusing on
maintaining and enhancing the supporting city-wide business systems over the long term.
Prioritization
A major update to the IT Strategic Plan is currently underway covering the period from 2017 to
2020 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.
Projects Not in Master Plan
None.
Operation and Maintenance Impacts
Assets funded by IT managed internal service funds are added to the replacement plan, and on-
going maintenance costs are budgeted there. Historically the department has been able to
accommodate changes or operating costs within the model with little to no increase in end user
rates.
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Information Technology
Projects Not Previously Identified in a CIP
None
Deferred, Eliminated, or Changed Projects
All projects have been adjusted to reflect current cost estimates and project timing.
Unfunded Projects and Emerging Needs
Though critical, short-term technology investment needs have been significantly aided by the one
-time funding from the recent capital bond initiative, current annual IT CIP funding allocations of
roughly $350k annually will not address the funding needs associated with new, emerging
software-based automation opportunities that will continually arise. In addition, current ongoing
CIP funding will not address the need to accumulate reserves for future replacements and/or
expansion of critical enterprise software (e.g. finance and payroll) and departmental systems (e.g.
police records management, parks and recreation registration, court case management and many
others).
From a broader perspective, the Computer Replacement and Telecommunication internal service
funds currently used to accumulate reserves for future IT infrastructure replacement (e.g. PCs,
networks, servers, telephones, etc) are based on a funding model that only accounts for the
replacement of current systems. As central and mobile computing infrastructure (e.g. mobile
devices, wireless networks, virtualized servers, associated security systems), data storage, and use
of cloud-based applications and data storage expand significantly over the next several years, we
lack capital funding to address changes in infrastructure capacity needs to sustain them.
A focus of the pending major update to the IT Strategic Plan (2017-2020) will include
identification and costing of expanded automation and deferred capital replacement needs. At a
basic level, it is anticipated that the updated plan will move beyond planning for the needs of only
enterprise systems (those impacting nearly all departments) by expanding to include the critical
business and automation needs of individual departments – including current critical systems
without future replacement funding strategies. The growth of electronic services, mobile
computing, hardware and software virtualization and cloud computing (all of which the City is
pursuing in current CIP projects or smaller tactical projects) will also be a key theme of the new
plan.
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Information Technology
Click here to access the Information Technology Strategic Plan. https://www-
static.bouldercolorado.gov/docs/it-strategic-plan-1-201309241228.pdf
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
138 Table 11-1: 2017-2022 Funding Summary By Department Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedINFORMATION TECHNOLOGY $ 7,029,857 $ 927,873 $ 974,343 $ 1,802,277 $ 835,179 CIP-CAPITAL MAINTENANCE $ 7,029,857 $ 927,873 $ 974,343 $ 1,802,277 $ 835,179 $ 122,234 $ 41,895 $ 80,339 $ - $ - $ 77,900 $ - $ - $ 25,900 $ - $ 3,576,372 $ 619,147 $ 567,449 $ 604,629 $ 652,846 $ 2,640,351 $ 226,968 $ 237,155 $ 1,112,180 $ 182,333 $ 62,861 $ 1,862 $ - $ 30,068 $ - $ 550,140 $ 38,000 $ 89,400 $ 29,500 $ - Department Total $ 1,287,119 $ 1,203,067 2020 Projected2021 ProjectedSubtotal $ 1,287,119 $ 1,203,067 Data Backup and Disaster Recovery (1901901520) $ - $ - Database Hardware Replacement (1901901530) $ 42,000 $ 10,000 End User Device Replacement (1901901505) $ 570,950 $ 561,350 Server Hardware Replacement (1901901515) $ 2,200 $ 391,040 Network Hardware Replacement (1901901511) $ 671,969 $ 209,746 Security Administration (1901901517) $ - $ 30,931
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142
Information Technology
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Information Technology
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147
City of Boulder
LIBRARY AND ARTS
2017-2022 Capital Improvement Program
Overview of Department 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.
Funding Overview
The Library and Arts department is funded through a combination of the General Fund and Library
Fund support although the General Fund provides more than 90% of the support. The Library de-
partment does receive dedicated Capital Facility Impact Fees that can be used to support capital
expansion of library facilities. Outside of that funding source, there is no dedicated funding
source for major capital projects at the Library and Arts department. Ongoing renovation and
maintenance oriented capital needs are addressed on a case-by-case basis in conjunction with the
Facilities and Asset Management 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 and Arts department 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,
Use of existing operating funding to build capital fund or pool of money available for capital
projects.
Current Focus for Capital Planning and Projects in 2017
The Library Department is currently undergoing a Master Plan update with expected completion in
the first quarter of 2017. This master plan is re-envisioning Library services and spaces and it will
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Library and Arts
serve as a catalyst for future capital planning efforts. The current Library Master Plan from 2007
identified a number of space needs which were addressed in the $4.8 million Library renovation
that was funded with 2011 Capital Bond dollars.
Meanwhile, the Office of Arts and Culture completed the Community Cultural Plan in late 2015
and is developing a complementary Public Art Policy which will inform implementation of a public
art program within the city. This program will have a substantive capital component. Concurrent
to this effort, the Office of Arts and Culture is managing the initial deployment of up to $600,000
in funding dedicated to a series of public art projects throughout the city. These revenues are be-
ing generated through the pay-as-you-go Community, Culture and Safety Tax.
Highlights
Projects Expected to be Completed in 2016
Public Art: Boulder Junction Garage East Face ($50,000); North Boulder ($70,000), Neigh-
borhood Projects ($70,000)
Renovation of the Meadows Branch ($160,000)
Automated Materials Handling Machine Improvements at Reynolds Branch (up to
$490,000)
Makespace (Bldg. 61) Completion at Main Library ($60,000)
Highlights of 2017-2021 Projects
None
Guiding Principles and Project Prioritization
CIP Guiding Principles
Any future Library and Arts Department capital projects will be developed in alignment with CIP
Guiding Principles. They will be fully supported by Master Plans, leverage outside funding sources
where possible, and rely on collaboration with other departments so as to efficiently leverage in-
ternal resources and expertise.
Prioritization
Future and on-going capital needs will be identified and prioritized through the updated Library
Master Plan, Community Cultural Plan, and Public Art Policy.
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Liibrary and Arts
New Facilities or Infrastructure Projects
None
Operation and Maintenance Impacts
Please see Facilities and Asset Management Section for more details.
Deferred, Eliminated, or Changed Projects
None.
Unfunded Projects and Emerging Needs
In conjunction with the soon-to-be-completed Library Master Plan, the Library will incorporate
new initiatives into the planning and budget processes as city resources allow. The Office of Arts
and culture will take the same approach in concert with their governing documents. A few exam-
ples of a major potential future capital projects within the Library and Arts department are the
construction of a new library branch located in North Boulder and library service expansion in
Gunbarrel.
Click here to access the Library Master Plan. https://boulderlibrary.org/about/library-master-
plan/
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
[This page is intentionally blank.]
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City of Boulder
OPEN SPACE AND MOUNTAIN PARKS
2017-2022 Capital Improvement Program
Overview of Department Mission
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 2017 including completing the recovery of damage caused by the September
2013 flood in order to qualify for FEMA reimbursement, working to implement the priorities of
several OSMP management plans and working with partners to develop regional trails. The 2017-
2022 CIP represents a marked shift towards system stewardship and taking care of existing
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Open Space and Mountain Parks
infrastructure. In addition, OSMP will be working on an update to the Visitor Master Plan which
will be 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:
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.
Open Space and Mountain Parks also expends Lottery Funds on CIP projects. 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.
Current Focus for Capital Planning and Projects in 2017
While core service delivery continues throughout the year, OSMP also is pursuing high profile
community initiatives in support of board and council goals. Those community initiatives
translated into department priority projects are as follows:
Complete Flood Recovery of Trails and Habitat that are FEMA reimbursable and continue work
on flood projects that are not reimbursable (includes county coordination);
Visitor Master Plan Update to be Recast as Open Space Master Plan or OS(MP)² – Continue plan,
completing it in 2019 - establishes policy guidance, goals, objectives, priorities and measures
of success across services and programs, and addresses overarching issues such as carrying
capacity, night-time and temporal use and climate change mitigation and adaptation;
Implement Top Priorities of West TSA, North TSA, Agricultural Resource Management Plan, and
reduce facility deficiencies and maintenance backlogs.
Continue to Implement Grassland Ecosystem Management Plan and Forest Ecosystem
Management Plan (FEMP), giving special attention/guidance to elements that need updating or
refreshing, particularly the FEMP; and
Develop Regional Trails through strategic property acquisition, coordination with other
agencies, and other avenues as needed (e.g., Eldorado to Walker Ranch, Joder and the Boulder
153
Open Space and Mountain Parks
Creek Path extension).
Project Highlights
Projects Expected to be Completed in 2016 by Service Area
Community Connections and Partnerships
North Trail Study Area Plan approved by Open Space Board of Trustees and City Council,
planning and permitting for implementation of priority projects begins
Resources and Stewardship
Continue recovery efforts stemming from the September 2013 flood
Forest Management - thin 165 acres of forested land in the mountain backdrop to restore
forest health and reduce fire risk
Agricultural fences – clean flood debris out of fences, repaired fences
Improve and add structures to organic farmsteads
Continue repair of historic buildings on farmsteads, including Hartnagle and Hunter Kolb
Trails and Facilities
Complete repairs on several trails damaged in the September 2013 flood
Begin design work on Fourmile Creek Bridge
Implement priorities of the West Trail Study Area, including 3rd Flatiron Descent, Sunshine
Crossing Trail, and Long Canyon re-route
Begin a Facilities Assessment to prioritize investment in structures across the Open Space
system
Priority Projects for 2017 by Service Area
Community Connections and Partnership
Begin the Visitor Master Plan update, to be recast as the Open Space Master Plan
Resources and Stewardship
Complete resource recovery efforts stemming from the September 2013 flood
Improve and add structures to organic farmsteads
North TSA – begin resource protection measures identified in the North TSA
Grassland Ecosystem Management Plan – implement resource conservation projects in the
Grassland Management Area Plan
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Open Space and Mountain Parks
Forest Ecosystem Management Plan (FEMP) – continue implementation of the FEMP by thinning
200 acres of forested land in the mountain backdrop to restore forest health and reduce fire
risk
Continued repair of historic buildings
Trails and Facilities
Complete the repair and restoration of trails damaged in the September 2013 flood
Continue to implement priority projects of the West TSA Plan, including designing Chapman
Drive Trailhead and Flagstaff Summit Improvements
Begin planning and design work on recommendations of the North TSA Plan
Construction and installation of the bridge over Fourmile Canyon Creek on Foothills Trail
Create and implement a plan to reduce deferred maintenance and repair on all OSMP
structures as determined by facilities assessment consultant.
Highlights of 2018-2022 Projects
Community Connections & Partnerships
Complete the Open Space and Mountain Parks Master Plan
Complete the East Trail Study Area Plan in 2020 with implementation in 2021 and beyond
Ecological Systems
Completion of restoration projects called for in the West TSA Plan
Substantial completion of restoration projects called for in the North and East TSA Plans and in
the Open Space Master Plan
Substantial completion of agricultural projects called for in the Agricultural Management Plan
Goodhue Ditch fish passage project – construct fish passage on the Goodhue Ditch diversion
structure to improve habitat for native and sport fish in South Boulder Creek
Riparian Area Restoration – substantially complete restoration of streams and riparian areas
impacted by flooding
Repair and renovate major farmstead properties
Substantial completion of agricultural projects called for in the North and East TSA Plans
Trails and Facilities
Completion of trail and trailhead projects called for in the West TSA Plan
Substantial completion of trail and trailhead projects called for in the North and East TSA Plans
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Open Space and Mountain Parks
Continue to implement the recommendations of the 2016 Facilities Assessment, including
deferred maintenance on priority projects
Implement medium and long term office and work space plans
Board Action
At its June 8, 2016 meeting, the Open Space Board of Trustees unanimously passed a motion
approving the 2017 - 2022 OSMP CIP and recommended approval of the same by the Planning
Board and City Council.
Guiding Principles and Project Prioritization
CIP Guiding Principles
All proposed projects in the 2017 – 2022 CIP are consistent with the established CIP guiding
principles. OSMP staff developed budget guiding principles specific to OSMP services and in
support of CIP guiding principles.
Many of the OSMP CIP projects support and are consistent with Council-accepted management
plans. All projects will ensure that OSMP helps the City achieve its sustainability goals. While this
CIP program is very ambitious, the department still feels that should another emergency occur,
department personnel have the ability to respond appropriately and the Open Space fund can
support any additional or immediate needs.
An important theme in the 2017-2022 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 will annual funding in the OSMP CIP.
Beginning in 2017, OSMP will create similar investments in ecological system maintenance,
facilities maintenance and major trail maintenance. The priorities of these programs will be
informed by assessments taking place in 2016 and 2017, including a facilities assessment and a
trails condition study. OSMP Campus Relocation will be funded in the CIP for a second year, with
annual funds programmed through 2022. This responds to the need to address inadequate space
and infrastructure to support OSMP staffing, vehicles, equipment and materials. Projects
addressing community desires in the NTSA 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
156
significant real estate acquisition program that is connected to our regional partnerships. The
2017-2022 CIP represents a shift in the real estate acquisition program, which has been funded at
$5.4M annually for several years. This funding will decrease in 2017 to $4.5M per year, 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.
Financial projections indicate that sufficient funds will be available over the term of this CIP to pay
for these projects.
Prioritization
Ongoing assessments of facilities, trail conditions, and space needs will impact the 2017-2022
CIP, as will a departmental shift towards system stewardship and taking care of existing
infrastructure. Staff is striving to establish a reasonable and responsive direction in the proposed
2017 – 2022 CIP. As the organization transitions, there is ample opportunity to make
adjustments in the out years of the CIP while the OSMP fund remains fiscally sound.
Operation and Maintenance Impacts
As new and rerouted trails are built along with new trailheads, the need for operations and
maintenance funds will increase. The impact is slight in the near term and, in fact, may decrease
since older infrastructure will be replaced with new. Also, staff has been striving to design and
build more sustainable trail systems such that less maintenance is required over time. For
example, more sustainable trail design techniques proved to be effective during the September
2013 rain event with those trails requiring substantially less repair work. However, as trails and
trailheads age they will need maintenance just as any aging facility does. Maintenance funds will
be needed to keep farmsteads and indeed all OSMP infrastructures in acceptable or better
condition.
It is anticipated that additional funding will be required for operation and maintenance as the
OSMP infrastructure expands. The 2017-2022 CIP addresses these impacts through annual
investment in agricultural, historic, and cultural maintenance and through new CIP programs to
Open Space and Mountain Parks
157
support ecological, facilities, and major trail maintenance. Over the 2017-2022 horizon,
investment in these programs gradually increases, anticipating the results of facilities and other
assessments to understand long-term operation and maintenance impacts. Current projections
indicate that existing revenue sources for OSMP will be adequate to provide that needed operation
and maintenance funding.
Projects not Previously Identified in the CIP
Flood repair projects at the Skunk/Mesa Trail Crossing and Amphitheatre Trail bridge over
Gregory Canyon Creek
Boulder and South Boulder Creek confluence area restoration
Ecological system maintenance and restoration
Facilities maintenance
Major trail maintenance
OSMP Campus Relocation, previously characterized as OSMP Space Needs
New property stabilization on newly acquired properties
Deferred Eliminated, or Changed Projects
Due to the September 2013 flood, other projects have been deferred, delayed and/or modified.
For example, West TSA overall completion is being deferred by a few years. Some flood recovery
projects are in the West TSA, repairing trails and infrastructure in place or through re-routing to
allow for more resilient infrastructure. To focus on the Confluence Area Restoration project,
Goodhue Ditch Fish Passage has been delayed to 2018. In order to allow more time for the public
process in Master Plan development, the East TSA Plan has been delayed to 2019. Finally, as
OSMP increases its investment in stewardship programs, it has adjusted the annual funding of the
real estate acquisition program, beginning with a decrease from $5.4M to $4.5M in 2017.
Unfunded Projects and Emerging Needs
No unfunded projects or needs have been identified at this time. However, some may be
discovered once OSMP develops its Master Plan and has completed its Asset Management
assessment, which will provide a clear vision for OSMP’s future.
Open Space and Mountain Parks
158 Table 13-1: 2017-2022 Funding Summary By Department Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedOPEN SPACE & MOUNTAIN PARKS $ 46,455,000 $ 9,530,000 $ 8,885,000 $ 8,060,000 $ 6,485,000 CIP-CAPITAL ENHANCEMENT $ 7,415,000 $ 2,190,000 $ 1,635,000 $ 1,010,000 $ 760,000 $ 300,000 $ 300,000 $ - $ - $ - $ 360,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 150,000 $ 150,000 $ - $ - $ - $ 305,000 $ 305,000 $ - $ - $ - $ 300,000 $ - $ 300,000 $ - $ - $ 2,500,000 $ 400,000 $ 500,000 $ 500,000 $ 300,000 $ 650,000 $ 75,000 $ 175,000 $ 100,000 $ 100,000 $ 300,000 $ 300,000 $ - $ - $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 1,350,000 $ 400,000 $ 400,000 $ 150,000 $ 100,000 CIP-CAPITAL MAINTENANCE $ 5,440,000 $ 640,000 $ 750,000 $ 900,000 $ 1,125,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 $ 1,700,000 $ 200,000 $ 250,000 $ 300,000 $ 325,000 $ 935,000 $ 110,000 $ 125,000 $ 150,000 $ 200,000 CIP-CAPITAL PLANNING STUDIES $ 1,450,000 $ 300,000 $ 100,000 $ 150,000 $ 400,000 $ 950,000 $ - $ - $ 50,000 $ 400,000 $ 500,000 $ 300,000 $ 100,000 $ 100,000 $ - CIP-LAND ACQUISITION $ 32,150,000 $ 6,400,000 $ 6,400,000 $ 6,000,000 $ 4,200,000 $ 600,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 4,400,000 $ 1,400,000 $ 1,400,000 $ 1,000,000 $ 200,000 $ 24,750,000 $ 4,500,000 $ 4,500,000 $ 4,500,000 $ 3,500,000 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Department Total $ 6,810,000 $ 6,685,000 2020 Projected2021 ProjectedSubtotal $ 910,000 $ 910,000 Confluence Area Restoration Phase 2 (555ES15002) $ - $ - Farm Site Improvements (555AG16001) $ 60,000 $ 60,000 Flood Eng. Trails (555BOULD33) $ - $ - Flood Trails (555BOULD24) $ - $ - Goodhue Ditch Fish Passage (555ES16001) $ - $ - NTSA Implementation (555NTSA001) $ 400,000 $ 400,000 OSMP Innovations (555CO16001) $ 100,000 $ 100,000 S.Bldr Crk at E.Bldr Ditch Const (555ES16003) $ - $ - Visitor Infrastructure Amenities (555VISW001) $ 200,000 $ 200,000 WTSA Implementation (555WTSA001) $ 150,000 $ 150,000 Subtotal $ 1,000,000 $ 1,025,000 Agriculture Facilities Projects (555AG15001) $ 175,000 $ 175,000 Cultural Resource/Facility Restorat (555CR15001) $ 175,000 $ 175,000 Ecological System Maintenance/Restr (555ES17001) $ 175,000 $ 175,000 Facilities Maintenance (555FA17001) $ 300,000 $ 325,000 Major Trail Maintenance (555OSTP001) $ 175,000 $ 175,000 Subtotal $ 200,000 $ 300,000 ETSA - Plan and Implementation (555ETSA001) $ 200,000 $ 300,000 OSMP Master Plan Update (555OSMP001) $ - $ - Subtotal $ 4,700,000 $ 4,450,000 Mineral Rights Acquisition (555MRA001) $ 100,000 $ 100,000 New Property Stabilization (555RE15001) $ 200,000 $ 200,000 OSMP Campus Relocation (555FA16001) $ 200,000 $ 200,000 OSMP Real Estate Acquisition (555REA001) $ 4,000,000 $ 3,750,000 Water Rights Acquisition (555WRA001) $ 200,000 $ 200,000
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Open Space and Mountain Parks
Mapping
The mapping for CIP projects is now in a GIS-based electronic map accessed here. All the map-
able projects proposed for funding in the 2017-2022 are shown. If the icons are clicked, the pro-
ject name, project number (referenced on the project sheets), department, funding source, and
year with initial funding will be shown. For many projects the initial funding is currently showing
as 2015 as projects have funding for planning and design before actual construction however, the
construction timing may be in the future. Please consult the project sheets in each department
section for project descriptions, phasing and funding information. Projects with funding ear-
marked for citywide or system improvements are not shown on the map. Ongoing refinement of
the GIS-based map will result in greater clarity of project information.
Click here to access the Open Space and Mountain Parks Visitor Master Plan (VMP). https://
bouldercolorado.gov/osmp/visitor-master-plan
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
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City of Boulder
PARKS AND RECREATION
2017-2022 Capital Improvement Program
Overview of Department Mission
In 2014 the 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 2016 the department is focusing on community engagement through the Year of the Neighbor
with expanded neighborhood and family services and development of close to home park
improvements. 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 2016 the
department will complete implementation of the Asset Management Program and begin work with
expanded partnership development with both agencies like BVSD and non-profits such as the
PLAY Foundation to secure capital funding for enhancements and new facilities.
Funding Overview
.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
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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.
Capital Improvement Bond Fund
Additionally, funding from the Capital Improvement Bond (CIB) Fund supports a number of
projects managed by FAM. CIB funding is indicated by the following symbol:
Current Focus for Capital Planning Projects in 2017
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 the Scott
Carpenter Aquatics Facility 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 critical 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.
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Youth Activity and Engagement - many youth sports facilities
and play areas will be enhanced and renovated through the
2017 CIP projects that will continue to allow the department
to focus on youth and provide opportunities for children in
the community.
Project Highlights
Projects Expected to be Completed in 2016
Holiday Park Shade structure will be installed as part of the final bond project funds for
the department. This project was on hold as bond funding was reallocated to flood recovery
for the past two years and is now able to continue the final project associated with bond
funding.
Aquatics Facility Upgrades: Renovations and enhancements for indoor aquatics facilities will
start in 2016 with North Boulder Recreation Center pool repairs and enhancements that were
identified as part of the Aquatics Study completed in 2014. These projects will be funded from
both parks and recreation CIP as well as Facilities and Asset Management.
Recreation Facility Plan: This study identified the current condition and 10 -year O&M and
capital repairs needed to maintain recreation centers and the Boulder Reservoir at desired
standards. This study will inform future capital investments and identify funding to address
deficiencies in the Boulder Reservoir buildings.
Historic Railroad Coach Restoration: Renovation of the city-owned railroad coach currently
located at the Railroad Museum in Golden, CO. The coach has antique wood siding that is in
critical need of repair to maintain the coach at an acceptable standard as indicated in a recent
grant from the State Historical Fund.
Coot Lake Restoration: Stabilization and restoration of the north bank of Coot Lake that
currently poses a critical safety issue and continued degradation of the resource values of the
lake. The project will include trail restoration, bank stabilization and vegetative restoration of
this important and highly used natural area within the city’s system
Emerald Ash Borer Response Measures: As a result of the recent discovery of the Emerald Ash
Borer (EAB), a response plan is currently in development to slow the spread of the pest and
maintain a safe community from the potential hazards of multiple dead and dying trees within
the urban core of the community. This project would provide annual funding to hire
contractors for removal and replacement of the trees affected by the EAB to re-establish
streetscapes and park areas.
Crestview Park.
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Urban Forest Strategic Plan: Comprehensive plan to provide specific management direction
through policies that will balance the long-term sustainability of the urban forest
Demolition of the Flatirons Event Center from 2013 flood damage and due to obsolete
building systems and the addition of portable restrooms until partnership funding for future
development can be identified.
Neighborhood park improvements will include renovations at Burke Park and Christensen Park.
Completion of flood damaged projects with the reconstruction of the Knollwood Tennis
Courts.
Priority Projects for 2017
Boulder Reservoir Bathhouse and Administration Building will be renovated or replaced based
on design assessment and outdoor amenities including shade shelters, picnic pavilions, beach
area, ADA, boat storage and parking improvements.
Scott Carpenter Aquatics Center was identified in the Aquatics Study as past the acceptable life
cycle and that a replacement facility should be provided along with upgrades will be designed
to replace this aging 6-lane facility with a modern 10-lane outdoor 50-meter pool and
bathhouse.
Neighborhood park improvements will include renovations to Arapahoe Ridge, Howard
Heuston and Tantra Parks as identified through the asset management system.
Civic Area Park Improvements are being coordinated with the park planning group as well as
other city departments to upgrade and expand civic use of the park and surrounding
buildings.
Highlights of 2018-2022 Projects
Athletic Field Improvements: The upgrade of existing natural grass fields and the conversion
of select fields to artificial turf will increase the capacity of field use within the community by
extending the season of use of the fields and allow more programmed uses resulting in
improved benefits from field rentals and tournament play. The department has recently
conducted feasibility studies and intends to design and construct priority field improvements
at locations determined through the athletic field study.
Aquatics Upgrades: Renovations and enhancements for indoor aquatics facilities will continue
with East Boulder Recreation Center pool repairs and enhancements planned for 2018 and
South Boulder Recreation Center or Spruce Pool for 2020.
Recreation Center Upgrades: Based on the recommendations of the Recreation Facility
Strategic Plan major repairs and upgrades to existing facilities will be undertaken at North,
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East and South Boulder Recreation Centers in partnership with FAM. These projects will
address major backlog of repairs as well as upgrades necessary to maintain the facilities at the
desired high standard of the community.
Improvements to Tom Watson Park including playground, parking lot, shelter and athletic field
upgrades.
Board Action
The Parks and Recreation Board (PRAB) unanimously approved the following two resolutions in
support of the BPRD 2017-2022 CIP at the March 28, 2016 meeting: a motion to approve the
2017 recommended expenditures from the Permanent Parks and Recreation Fund and a motion to
approve the recommended 2017 – 2022 Parks and Recreation Department Capital Improvement
Program (CIP).
Guiding Principles and Project Prioritization
CIP Guiding Principles
The proposed projects identified in the 2017-2022 CIP are consistent with the CIP Guiding
Principles and the current Parks and Recreation Master Plan. In addition, the following guiding
principles are applied when identifying and evaluating priority capital improvement projects:
Safety/Compliance (S): Projects represent important deficiencies or safety and compliance
concerns. Project may focus on annual infrastructure repair and replacement and/or
refurbishment of park play equipment and amenities, irrigation systems, landscape and turf
upgrades and facility improvements
Commitment (C): Projects that are required by law or a ballot initiative, or are in-process of
development as part of a prior development agreement and/or are required to be completed
within a specific period of time
Efficiencies (E): The department will consistently seek efficiency improvements in both
operational and capital investments. Projects will represent important operational and/or
maintenance efficiencies resulting in improved life cycles, cost efficiencies and savings in
resources, energy or water usage (e.g., Flatirons Golf Course Irrigation System Replacement,
Computerized Irrigation System)
Revenue (R): The department will invest in facilities and programs that generate revenues to
support valued recreational opportunities in the Boulder community. Projects will enhance the
department's ability to earn revenue beyond initial investment and operational costs and may
include possible collaboration/ partnership opportunities leveraging outside funding sources.
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Prioritization
A principle objective of the current Parks and Recreation Master Plan Update 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 2017-2022 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.
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
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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.
Projects Not in Master Plan
None
Operation and Maintenance Impacts
The department prioritizes capital projects based upon maintaining existing assets and
decreasing the maintenance backlog of the department’s portfolio of parks and facilities.
Therefore, the majority of projects included in the department’s Capital Improvement Program will
not have an impact on maintenance costs due to replacement of aging infrastructure and
efficiencies associated with new and improved facilities and systems. However, as the department
fulfills commitments relative to long-term planning needs such as the Boulder Junction Pocket
Park and Violet Neighborhood Park in the future, the department will need to further prioritize and
explore funding opportunities to maintain these new facilities.
Projects not Previously Identified in the CIP
Scott Carpenter Aquatics Center Enhancements: This aging facility was determined as a high
priority by PRAB as well as the community. Improvements were identified in the Aquatics
Facility Report with recommendations to replace the 60-year old facility rather than continue
with repairs.
Trail around Boulder Reservoir: Construction of a bike/pedestrian trail along 51 st Street to
address growing outdoor recreation demand on the area and improve safety. This project will
be coordinated with Open Space and Mountain Parks, Transportation and Boulder County.
Deferred, Eliminated, or Changed Projects
Due to the September flood of 2013, the department had to focus on some of the critical damages
to parks and recreation infrastructure. Overall the department sustained about $2million in
damages to infrastructure some of the costs of which are eligible for FEMA reimbursement. Some
of the regularly scheduled infrastructure renovations had to be delayed due to this unexpected
increase in work load and funding needs. However, as funds are reimbursed by FEMA, the
department will have the opportunity to return to the normal prioritization of infrastructure
renovations as scheduled through the department’s asset management program and typically
funded through the CIP. Projects that were deferred include:
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Various site amenity funding accounts have been consolidated under Neighborhood &
Community Park Improvements based on asset management tracking. This combined funding
for shelters, ADA, playgrounds, irrigation, courts and parking lots into one funding source.
Assets will be tracked using new Asset Management Software that identifies existing condition
of assets and compares to life cycle estimates to determine optimal time for reinvestment.
Unfunded Projects and Emerging Needs
In the long-term, additional funding will need to be secured to develop any new major facilities as
well as improve service standards for maintenance operations and to fund deferred maintenance.
The department’s Master Plan includes a list of priority items to complete based on various
funding levels. The recently completed Capital Investment Strategy identified investments of $104
million with available funding of only $64 million over the next ten years. Staff continues to
evaluate deferred maintenance needs, including park sites and recreation facility needs and have
implemented an Asset Management Plan (AMP) to assist in capital planning and day-to-day
operations. The current maintenance and facility improvements backlog, including major repairs
and replacements, is significant. The department anticipates that this backlog will continue until
funding levels reach appropriate amounts to accommodate life-cycle projections for the
department’s assets.
The current budget reflects an economic reality that is not predicted to shift anytime soon, and it
is within this reality that the department must plan for the future. With maintenance backlog
estimated at over $27 million on approximately $215 million in assets, the department faces
difficult trade-off decisions about how to manage and operate its facilities and provide its
programs. City guidelines regarding capital improvement prioritize the maintenance of current
assets over the development of new facilities, and through the Master Planning process, the
community has indicated strong support for this concept. Even with the indications of a modest
economic turnaround and the passage of the .25 Cent Sales Tax renewal, the department must
focus on maintaining and improving all deteriorating assets. Simultaneously the department must
respond to the community’s shifting values related to new facilities by providing adequate
facilities to meet those needs and by making them accessible to the entire community.
To mitigate the impacts of limited funding, staff is:
Working collaboratively with Facilities and Asset Management (FAM) to prioritize funding for
deferred, major and ongoing facility maintenance
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Deferring low priority improvements and new capital projects that cannot be funded
operationally
Reevaluating work plans and investing in projects that mitigate ongoing maintenance and
operational expenses
Redirecting funding or accelerating projects to achieve energy efficiencies at recreation
facilities
Developing a long-term capital investment strategy to identify partnerships and non-
traditional funding sources to support desired new facilities and enhancements to existing
facilities.
The department has unfunded significant deficiency and high priority projects included in the
current capital investment strategy program.
Key unfunded projects include:
The recently completed Recreation Facility Strategic Plan projected a total of $4.5 million in
deferred maintenance and an additional $3 million over the next ten years in the three
recreation centers. With the focus on the Boulder Reservoir and Scott Carpenter Pool funding
to adequately address the recreation centers was deferred.
Increased capacity and additional facilities for youth and adult sports.
Expansion and enhancement of recreation centers and aquatics facilities that accommodate
increased demand for lap swimming, fitness equipment and classroom space that could be
expanded using future DET funds for growth
Infrastructure associated with Valmont City Park Phase 2 development including athletic fields
and infrastructure investments, and space needs for a potential Park Maintenance Operations
relocation.
Parks and Recreation
192 Table 14-1: 2017-2022 Funding Summary By Department Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPARKS & RECREATION $ 39,006,522 $ 5,362,522 $ 10,144,000 $ 9,250,000 $ 5,000,000 CIP-CAPITAL ENHANCEMENT $ 23,642,522 $ 3,192,522 $ 7,700,000 $ 4,250,000 $ 3,000,000 $ 2,500,000 $ - $ - $ 2,000,000 $ - $ 2,950,000 $ 500,000 $ 200,000 $ 250,000 $ 1,000,000 $ 1,000,000 $ - $ - $ 1,000,000 $ - $ 7,442,522 $ 1,442,522 $ 500,000 $ 1,000,000 $ 2,000,000 $ 250,000 $ 250,000 $ - $ - $ - $ 8,000,000 $ 1,000,000 $ 7,000,000 $ - $ - $ 1,500,000 $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 7,940,000 $ 1,720,000 $ 1,720,000 $ 1,000,000 $ 2,000,000 $ 3,000,000 $ 1,500,000 $ 1,500,000 $ - $ - $ 2,440,000 $ 220,000 $ 220,000 $ 500,000 $ 500,000 $ 500,000 $ - $ - $ - $ - $ 2,000,000 $ - $ - $ 500,000 $ 1,500,000 CIP-CAPITAL PLANNING STUDIES $ 350,000 $ 100,000 $ - $ - $ - $ 250,000 $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - CIP-LAND ACQUISITION $ 1,874,000 $ - $ 374,000 $ 1,500,000 $ - $ 1,874,000 $ - $ 374,000 $ 1,500,000 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 5,200,000 $ 350,000 $ 350,000 $ 2,500,000 $ - $ 700,000 $ 350,000 $ 350,000 $ - $ - $ 4,000,000 $ - $ - $ 2,000,000 $ - $ 500,000 $ - $ - $ 500,000 $ - 2020 Projected2021 ProjectedDepartment Total $ 5,000,000 $ 4,250,000 Subtotal $ 2,250,000 $ 3,250,000 Aquatic Facility Enhancements (5152185510) $ - $ 500,000 Athletic Field Development (5153302060) $ 250,000 $ 750,000 Boulder Reservoir 51st Street Path (5153300510) $ - $ - Lighting Ordinance Implementation (5152182070) $ - $ - General Park Improvements (5152112110) $ 500,000 $ 2,000,000 Scott Carpenter Aqua Enhancements (5152104500) $ - $ - Tom Watson Park Enhancements (5152184600) $ 1,500,000 $ - Subtotal $ 500,000 $ 1,000,000 Boulder Reservoir South Improvement (5153305020) $ - $ - EAB Response Measures (5152183100) $ 500,000 $ 500,000 Flatiron Golf Course Repairs (5153304150) $ - $ 500,000 Recreation Facility Repairs (5152186150) $ - $ - Subtotal $ 250,000 $ - Parks and Rec Master Plan (5153300500) $ 250,000 $ - Yard/Maintenance Facility Site Plan (5153302310) $ - $ - Subtotal $ - $ - Boulder Junction Rail Plaza (5153501050) $ - $ - Subtotal $ 2,000,000 $ - Boulder Junction Pocket Park (5153501100) $ - $ - Violet Neighborhood Park (5152102500) $ - $ - Valmont City Park Development (5152104700) $ 2,000,000 $ -
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Mapping
The mapping for CIP projects is now in a GIS-based electronic map accessed here. All the map-
able projects proposed for funding in the 2017-2022 are shown. If the icons are clicked, the pro-
ject name, project number (referenced on the project sheets), department, funding source, and
year with initial funding will be shown. For many projects the initial funding is currently showing
as 2015 as projects have funding for planning and design before actual construction however, the
construction timing may be in the future. Please consult the project sheets in each department
section for project descriptions, phasing and funding information. Projects with funding ear-
marked for citywide or system improvements are not shown on the map. Ongoing refinement of
the GIS-based map will result in greater clarity of project information.
Click here to access the Parks and Recreation Master Plan. https://bouldercolorado.gov/parks -
rec/parks-recreation-master-plan
Click here to access the Aquatics Feasibility Plan. https://bouldercolorado.gov/parks-rec/aquatics
-feasibility-plan
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
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City of Boulder
POLICE
2017-2022 Capital Improvement Program
Overview of Department Mission
The Boulder Police Department’s (BPD) mission is working 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.
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,
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 2017
The Police Department along with Facilities and Asset Management (FAM) are having a study done
to evaluate the City Radio Infrastructure and equipment. The current system is used not only by
Police and Fire, but also by Open Space and Mountain Parks, and Public Works. The study will
address issues with the current infrastructure as well as identify the next steps to meet the
emerging needs of the radio system.
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Highlights
Projects Expected for Completion in 2016
The Asset Forfeiture Funds allowed the department to purchase a new Records Management
System (RMS). The RMS is an important tool to more efficiently use the current technology to
document crime, analyze crime trends, and determine appropriate police response. The new RMS
is projected to be online by December of 2016. The department is also creating a safer, more
secure, entrance into the Public Safety building by securing the gate entrances at both the North
and South sides of the building. This project should be completed by October 2016.
Priority Projects for 2017
None
Highlights of 2018-2022 Projects
None
Guiding Principles and Project Prioritization
CIP Guiding Principles
Projects included in the CIP are in line with CIP Guiding Principles. These projects have been
identified in the Police Master Plan, leveraged funding was accessed where possible, and the
department is working collaboratively with multiple other departments in a comprehensive look at
the radio system infrastructure, in order to maximize public safety and minimize duplicative
efforts and costs.
Prioritization
Future and on-going capital needs have been identified and prioritized through the 2013 Police
Master Plan and are listed in the unfunded section below.
Projects Not in Master Plan
None
Projects not Previously Identified in the CIP
None
Operation and Maintenance Impacts
The department has nothing identified for 2017-2022.
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Deferred, Eliminated, or Changed Projects
None
Unfunded Projects and Emerging Needs
In the future, BPD will incorporate new initiatives into the planning and budget processes as city
resources allow. Examples include: upgrading technology in order to improve response times and
increase efficiency; and expanding the Public Safety Building to better accommodate staffing and
technology needs.
Public Safety Building Expansion and Renovation. Construct a 25,000 square foot expansion
for Police functions along with associated renovations to the existing facility. Estimated cost
$25 to $30 million.
City-wide Radio Infrastructure. Over the next 5 years, much of the city’s radio infrastructure
will need to be replaced due both to age and new unfunded narrow-banding mandates from
the Federal Communications Commission (FCC). This will include the need for new
infrastructure as well as new radios, and radio pack sets for all departments using the radio
system. Police, Fire, OSMP, Transportation and other departments within the city all use radios
as a means of communication, especially in emergencies. Facilities and Asset Management
(FAM) is having a cost analysis done in 2016 to determine what the upgrades to the radio
infrastructure will cost. The estimated cost of the infrastructure upgrades is $5 to 6 million.
Gold Elite Radio Consoles. The new narrowing banding mandates, required by the FCC, will
make this type of system necessary in the Police/Fire Communications Center. Estimated cost
$1.5 million.
Click here to access the Boulder Police Department Master Plan. https://www-
static.bouldercolorado.gov/docs/MasterPlan_final.9.2.13-1-201309040853.pdf
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
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TRANSPORTATION
2017-2022 Capital Improvement Program
Overview of Department/Division Mission
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 focus on 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)
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 five separate funds:
Airport Fund
Transportation Fund
Transportation Development Fund
Boulder Junction Improvement Fund
Community Culture and Safety 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
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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 Moving Ahead for Progress in the 21st Century Act (MAP-21) federal. In November of
2013, Boulder voters passed two tax initiatives that increase the transportation fund by .15%
dedicated sales tax annually for the next 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 and growth.
Funding for the Transportation Development Fund is provided primarily through the
transportation excise tax (TET) revenues. The TET was instituted in the 1980s to fund
transportation improvements related to growth and is paid by commercial and residential
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. Transportation Excise and
Transportation and General Fund Construction Use Taxes
collected from development in the area is being used on these
improvements in addition to other money budgeted in the
Transportation CIP and funds obtained from federal
transportation grants (Pearl N. Multiway Boulevard and Multi-
use Path). Other department funding sources is also being
used for these projects including Public Works Utilities
(infrastructure upgrades) and Parks and Recreation (Boulder
Junction Fund- new park facilities).
Current Focus for Capital Planning and Projects in 2017
Project Highlights
The projects in the capital improvements program are selected
The Runway and Eastern Taxiway at Boulder Mu-
nicipal Airport. A rehabilitation project is supposed
to be complete by 2020.
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and developed to implement TMP priorities. The TMP prioritized a system of multimodal corridors
in the city for strategic investment and completion. The term multimodal corridor has now been
replaced with “complete street.” Complete Streets not only include the street envelope but also
facilities for the associated ¼ mile travel shed on either side. Also, Complete Streets capital
projects incorporate commissioned art in the design and infrastructure, typically at a rate of 1 to
1.5%, and address or recognize place-making in coordination with land use and zoning and
adjacent land owners.
Projects Expected for Completion in 2016
Diagonal - 28th Street to East of 30th Street – reconstruction and multi-modal Improvements
28th Street Multi-Use Path and On-Street Bicycle Facility Improvements from Iris to Yarmouth –
Project will be completed in summer of 2016
Baseline Underpass - east of Broadway and associated Multi-use Path and sidewalk
Improvements
Transit Stop Improvements - this project implemented transit stop improvements and
enhancements at 12 locations around the city
Frontier Avenue Bridge Replacement - This bridge was had fallen into a state of disrepair and
needed replacement.
29th/Valmont Safety Project with Federal Hazard Elimination Grant - installation of a traffic
signal and associated pedestrian improvements.
Hanover Multi Use Path - implementation of a multi-use path along the north side of Hanover
Avenue as well as traffic calming intersection improvements at each of the intersections.
Priority Projects for projects for 2017
30th/Colorado Corridor Study –This is a corridor study that began in 2016 and will also be a
significant effort in 2017 and is anticipated to conceptually identify future key transportation
projects. Projects identified and their associated costs will be prioritized so that the projects
can be included and implemented in later capital project funding.
Canyon Corridor Study – In conjunction with the Civic Area revitalization and planning efforts,
this is a transportation corridor study that began in 2016 and will also be an important effort
into 2017. The 2017 effort will identify future key transportation projects along the corridor
in addition to an implementation and phasing plan that is anticipated to be included and
implemented in later capital project funding.
19th Sidewalk Project – This is an important north-south corridor within North Boulder that is
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in need of a “complete street” improvement. 2017 will see the project concepts and design
fully developed and an implementation plan prepared for the current and future CIP.
Highlights of 2018-2022 Projects
TIP Projects - 2016 was a significant transition year for integration of the project submittals
that were successful in securing federal funding through the Denver Regional Council of
Governments (DRCOG) Transportation Improvement Program (TIP). Funding identified in the
prior year’s CIP generically as “TIP local match” was redistributed for the required local match
for the below noted TIP projects that are all in design as of 2016 and will be heading for
construction in the 2018-2019 time frame:
Boulder Slough Multi-use Path (30th to 3100 Pearl): $480k
Broadway Reconstruction (Violet to US 36): $6,225k
30th and Colorado Ave. Ped/Bike Underpass: $4,750k
Colorado and Foothills Underpass: $3,200k
TAP/SRTS Grant Funds - In addition to TIP funds for the aforementioned projects, the city was
successful during 2015/2016 in obtaining $140k of Transportation Alternatives Program (TAP)
grant funds and was notified in early 2017 of an additional award of $350k of Safe Routes to
School (SRTS) funds. Both of these grants will go toward the 19th Street corridor project
between Norwood and Yarmouth, with a strong focus on implementing improved pedestrian
facilities between Norwood and Sumac, adjacent to Crestview Elementary School. Funding
identified in the prior year’s CIP generically as “TIP local match” was redistributed for the
required local match for the above TAP/SRTS 19th Street project.
Joint Projects with County - In addition to the grant funded projects the city is also a funding
partner on two Boulder County TIP projects. This funding is identified in the 2017-2022 CIP
under the “Boulder County/City Joint TIP Projects” line item. The total city contribution is
$289k. The two projects are bike/pedestrian infrastructure improvements:
71st St Multi-use Path (Winchester to Idylwild Trail) – $151k
Williams Fork Trail Multi-use Path (63rd to Twin Lakes) – $138k
Quiet Zone Implementation - The City, along with regional community partners such as
Boulder County, has received funding to initiate and implement railroad crossing Quiet Zone
improvements along the Burlington Northern Santa Fe (BNSF) railroad corridor. The objective
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. For the
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crossings adjacent to the city limits, it is anticipated that these Quiet Zones would be
implemented in partnership with Boulder County. The crossings will be evaluated and
prioritized based on feasibility, estimated benefit, and cost. Selected crossings will be
implemented within the identified budget and a phasing plan developed for any remaining
crossings. The total cost to upgrade all city of Boulder crossings to quiet zones is estimated
to cost between $3.5M and $5.0M. Funding currently programmed in the CIP is for the
DRCOG TIP ($1.2M) funding and associated city match ($300k). The final project scope and
funding strategy will be determined by an extensive stakeholder and public engagement
process.
Major Capital Maintenance Investments- the primary strategy for the major capital
maintenance budgets is to make ongoing and sustainable allocations to maintenance and
operations activities that are consistent with the gap identified through the development of
the transportation maintenance fee.
Airport CIP – Rehabilitation of Airport Parking Ramp in 2018 and the Airport Runway in
2018/2020. Funding is (95%, 2.5%, 2.5%) FAA, Colorado Department of Transportation
(CDOT), and City respectively.
Board Action
The Transportation Advisory Board (TAB) approved the recommendation of the 2017-2022 Capital
Improvement Program Budget on June 13, 2016.
Guiding Principles and Prioritization
All proposed projects in the 2017-2022 CIP are consistent with the TMP, updated in 2014, and its
budget guiding principles. The citywide CIP Guiding Principles share many of the same traits as
the TMP Budget Guiding Principles including focusing on maintenance and safety of the existing
system, leveraging external funding and supporting community sustainability goals.
Guiding Principles
Key Guiding Principles include the following:
As top priority, maintain and operate the existing, valuable multi-modal system, including
investments in safety
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
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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
Prioritization
Aligning with the policies of the Transportation Master Plan is an important aspect of the
Transportation Budget’s guiding principles. The TMP calls for developing a balanced multimodal
system that offers transportation choices. In Council/Board budget processes, a list of budget
guiding principles has been developed and updated to reflect the positive vote in November,
2013.It includes priorities and strategies that are used to develop the Transportation CIP. The
2014.TMP stated priorities include 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)
Projects Not in Master Plans
The TMP Update process was completed in 2014 with acceptance by City Council on August 5,
2014. Results from the update have been used to inform the 2017-2022 CIP. All projects
presented in this CIP are represented in the 2014 TMP Update and Action Plan.
Operation and Maintenance Impacts
The 2017-2022 CIP largely implements projects that will lead to reduced maintenance at key
locations where greater maintenance efforts are being expended due to facilities reaching the end
of their service life. Recent sales tax initiatives have led to an additional 0.15% tax increase
annually that has been and will continue to fund deferred and newly identified transportation
maintenance. The transportation division has been adding a significant portion of the
transportation sales tax increases over the last few years into the maintenance and operations of
the system.
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One notable administrative/accounting change for transportation major capital maintenance is
associated with a modification in accounting practice. This change will move four capital
maintenance budget line items (Miscellaneous Sidewalk Maintenance, Multi-use Path Capital
Maintenance, Major Street Reconstruction, and Pavement Maintenance Program) from the
operating to the capital budget. The amount of funding for each function is unchanged.
Projects Not Previously Identified in a CIP
Transportation Fund
The recommended Transportation Fund 2017-2022 CIP includes the following changes not
previously identified in a CIP:
TIP Local Match/TMP Implementation-as mentioned above in the budget strategy section, CIP
funding in this line item was reallocated to cover the local match requirements of the
successful DRCOG TIP submittals as well as the recently awarded SRTS grant. Remaining line
item funding in the next three years of the CIP (2017-2020) will be focused on TMP
implementation with an emphasis on the top corridor priorities (Arapahoe, 30th Street and
Colorado Avenue). As implementation strategies for these corridors become more focused
from the study efforts, individual projects will be programmed into the future years of the CIP.
Quiet Zone Implementation- as noted above, the City, along with regional community partners
such as Boulder County, has received funding to initiate and implement railroad crossing Quiet
Zone improvements along the Burlington Northern Santa Fe (BNSF) railroad corridor. The total
cost to upgrade all city of Boulder crossings to quiet zones is estimated to cost between
$3.5M and $5.0M. Funding currently programmed in the CIP is for the DRCOG TIP ($1.2M)
funding and associated city match ($300k). The final project scope and funding strategy will
be determined by an extensive stakeholder and public engagement process.
Major Capital Maintenance - As noted above, an administrative/accounting change for
transportation major capital maintenance has been made for 2017 and beyond. This is an
accounting practice modification that will move four capital maintenance budget line items
(Miscellaneous Sidewalk Maintenance, Multi-use Path Capital Maintenance, Major Street
Reconstruction, and Pavement Maintenance Program) from the operating to the capital budget.
The amount of funding for each function is unchanged.
Transportation Development Fund
The recommended Transportation Development Fund 2017-2022 CIP includes the following three
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changes:
TIP Local Match/TMP Implementation- Consistent with the funding approach for TIP Local
Match/TMP Implementation for the Transportation Fund, funding from the Transportation
Development Fund will be focused on TMP implementation with an emphasis on the top
corridor priorities (Arapahoe, 30th Street and Colorado Avenue). Moreover, a proposed budget
change for the 2017-2022 CIP is that the Transportation Development Fund will be providing
funding toward the following TIP projects previously awarded:
Boulder Slough Multi-use Path (30th to 3100 Pearl)
30th and Colorado Ave. Ped/Bike Underpass
Boulder County/City Joint TIP Projects
The ability of Transportation Development Fund to make contributions toward these TIP projects
permits the Transportation Fund to continue to make improvements and investments in
preserving the system.
Deferred, Eliminated, or Changed Projects
Transportation Fund
TIP Local Match/TMP Implementation-as mentioned above in the budget strategy section, CIP
funding in this line item was reallocated and increased for some projects to cover the local
match requirements of the successful prior year DRCOG TIP submittals as well as increased
construction program costs.
Transportation Development Fund
TIP Local Match/TMP Implementation-funding for this item has been increased by $2.91
Million over the 2017-2022 CIP. This increase in funding contribution will help to offset
escalating project costs due to construction prices exceeding the rate of inflation. Moreover,
funding in future years will be focused on TMP implementation with an emphasis on the top
corridor priorities (Arapahoe, 30th Street and Colorado Avenue).
Boulder Junction Improvement Fund
The Boulder Junction Improvement Fund CIP is approaching the end of the planned
improvements. The Boulder Junction Improvement Fund CIP is unchanged from the 2017-
2022 CIP.
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Unfunded Projects and Emerging Needs
The unfunded projects list in the Transportation Fund is informed by the area/corridor planning
processes including next phase Civic Area planning, Envision East Arapahoe and 30th Street/
Colorado Avenue planning. The transportation project needs identified in the plans are currently
unfunded. Planning and design efforts would help inform future capital bond initiatives and
potential leveraged funding opportunities, such as through competitive TIP or state grant
opportunities. Also, Boulder Junction implementation may potentially have additional
transportation connections needs that are not currently funded beyond the first phase of high
priority Key Public Improvements in the Phase 1 area.
In the bigger picture of transportation unfunded improvements, the 2014 TMP established
updated funding at three levels —Current Funding, Action Plan, and Vision Plan – through 2035.
Much of the Action Plan and all of the Vision Plan capital improvements are unfunded at current
funding levels.
With regard to emerging needs, as noted above, in areas of change such as Civic Area, East
Arapahoe and CU Boulder’s East campus, capital improvements will likely need funding in the
future.
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224 Table 16-1: 2017-2022 Funding Summary By Department Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/TRANSPORTATION $ 91,742,810 $ 16,227,635 $ 24,696,635 $ 11,579,635 $ 11,579,635 CIP-CAPITAL ENHANCEMENT $ 41,763,000 $ 8,407,500 $ 14,673,500 $ 4,670,500 $ 4,670,500 $ 744,000 $ 567,000 $ 177,000 $ - $ - $ 151,000 $ - $ 151,000 $ - $ - $ 6,825,000 $ 1,250,000 $ 5,575,000 $ - $ - $ 4,400,000 $ 960,000 $ 3,440,000 $ - $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 24,258,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 4,043,000 $ 1,320,000 $ 660,000 $ 660,000 $ - $ - $ 2,880,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 300,000 $ 300,000 $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 20,512,810 $ 2,703,135 $ 3,073,135 $ 2,559,135 $ 2,559,135 $ 749,000 $ 265,000 $ - $ 121,000 $ 121,000 $ 4,800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 2,304,000 $ 384,000 $ 384,000 $ 384,000 $ 384,000 $ 2,382,000 $ 397,000 $ 397,000 $ 397,000 $ 397,000 $ 3,774,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 4,935,000 $ - $ 435,000 $ - $ - $ 1,368,810 $ 228,135 $ 228,135 $ 228,135 $ 228,135 $ 200,000 $ - $ 200,000 $ - $ - CIP-CAPITAL PLANNING STUDIES $ 100,000 $ 100,000 $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 29,367,000 $ 5,017,000 $ 6,950,000 $ 4,350,000 $ 4,350,000 $ 7,200,000 $ 1,300,000 $ 5,900,000 $ - $ - $ 700,000 $ 700,000 $ - $ - $ - $ 228,000 $ 228,000 $ - $ - $ - $ 304,000 $ 304,000 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ 560,000 $ 560,000 $ - $ - $ - $ 1,350,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 18,200,000 $ 1,500,000 $ 700,000 $ 4,000,000 $ 4,000,000 **Please see the Utilities - Greenways project sheet on page 349Boulder Slough Multiuse Path 30th (310TR151NG) $ - $ - BJ Traffic Signal Jct & Valmont (310BJ003NC) $ - $ - Boulder Junction - Develop Coord (310BJ001OC) $ - $ - TIP Local Match/TMP Implementation (310TR052OG) $ 4,000,000 $ 4,000,000 Multiuse Path - Enhancements (310TR692OC) $ 225,000 $ 225,000 Ped Facs Enh Missing Links Crossing (310TR112OC) $ 125,000 $ 125,000 Baseline Underpass Broadway to 28th (310TR059NC) $ - $ - BJ Traffic Signal Bluff St & 30th (310BJ002NC) $ - $ - 30th St and Colorado Bike/Ped Under (310TR153NG) $ - $ - Trans Corridor 30th & Colorado (310TR479OC) $ - $ - Subtotal $ 4,350,000 $ 4,350,000 Signal Maintenance & Upgrade (310TD021OC) $ - $ - Subtotal $ - $ - Rehab Runway & Eastern Taxiway (310AP001NG) $ 4,500,000 $ - Sidewalk Maintenance (310TR10080) $ 228,135 $ 228,135 Multiuse Path Capital Maintenance (310TR10040) $ 397,000 $ 397,000 Ped Facilities Repair, Replace, ADA (310TR773OC) $ 629,000 $ 629,000 Major Capital Reconstruction (310TR003OC) $ 800,000 $ 800,000 Major Street Reconstruction (310TR10050) $ 384,000 $ 384,000 Subtotal $ 7,059,135 $ 2,559,135 Deficient Street Light Pole Replace (310TR001OC) $ 121,000 $ 121,000 TIP Local Match TMP Implementation (310TD052OG) $ 480,000 $ 480,000 Valmont & 29th Hazard Elimination (310TR478NC) $ - $ - Pavement Management Program (310TR10070) $ 4,043,000 $ 4,043,000 Quiet Zone Implementation (310TR171NG) $ - $ - Misc Development Coordination (310TD004OC) $ 50,000 $ 50,000 Foothills & Colorado Underpass (310TR160NG) $ - $ - Greenways Program - Transportation** $ 97,500 $ 97,500 Broadway Recon Violet to 36 (310TR152NG) $ - $ - Subtotal $ 4,670,500 $ 4,670,500 19th St (Norwood to Sumac) (310TR154NG) $ - $ - Department Total $ 16,079,635 $ 11,579,635 2020 Projected2021 ProjectedBldr County/City Joint TIP Projects (310TD157NG) $ - $ -
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Mapping
The mapping for CIP projects is now in a GIS-based electronic map accessed here. All the map-
able projects proposed for funding in the 2017-2022 are shown. If the icons are clicked, the pro-
ject name, project number (referenced on the project sheets), department, funding source, and
year with initial funding will be shown. For many projects the initial funding is currently showing
as 2015 as projects have funding for planning and design before actual construction however, the
construction timing may be in the future. Please consult the project sheets in each department
section for project descriptions, phasing and funding information. Projects with funding ear-
marked for citywide or system improvements are not shown on the map. Ongoing refinement of
the GIS-based map will result in greater clarity of project information.
Click here to access the Transportation Master Plan. https://bouldercolorado.gov/transportation/
tmp
Click here to access the Airport Master Plan. https://bouldercolorado.gov/airport/airport -master
-plan
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
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City of Boulder
UTILITIES
2017-2022 Capital Improvement Program
Overview of Department Mission
The Utilities Division is responsible for the oversight of water, wastewater, and stormwater and
flood 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:
Wastewater Collection and Treatment
Water Resources Management and Delivery
Potable Water Treatment
Water Quality Protection
Flood/Emergency Planning, Management and Response
Stormwater Collection and Conveyance
Infrastructure Construction and Maintenance
The Utilities Division is also responsible for the Greenways Program, which is described following
this section.
Funding Overview
Each of the city’s three utility funds is established as a separate enterprise fund designed to
finance and account for each utility’s facilities and services. Funding for the Utilities Division
capital improvement program (CIP) is derived primarily from monthly utility fees. Any revenue
increases for 2017 will be reviewed by the Water Resources Advisory Board and considered by City
Council. In addition to the monthly utility fees, significant revenue sources include Plant
Investment Fees (PIFs) from new development or redevelopment and hydroelectric sales. Sales
from monthly utility fees can be variable and reflect the overall growth of the service area and
yearly weather fluctuations.
Other revenue sources include reimbursements from the Urban Drainage & Flood Control District
(UDFCD), for stormwater/flood management projects, Colorado Department of Transportation
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(CDOT) state and federal grants, and revolving loans from the Colorado Department of Public
Health and Environment (CDPHE). These revenues are project specific and are highly variable
depending on the external agency's funding situation and priorities.
Projects may be funded by issuing revenue bonds with the debt service financed by general utility
charges. For the years 2017-2022, 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 and also
waterline replacement ($36M 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 ($30M in 2020) to fund phosphorus
treatment to meet Regulation 85 requirements, and rehabilitation of the primary clarifiers and
digester complex.
Stormwater and Flood Management
South Boulder Creek Improvements ($25M in 2018) to fund improvements designed to
mitigate flood hazards in the South Boulder Creek West Valley area.
The preliminary 2017 budget reflects the following revenue increases: 8 percent Water, 5 percent
Wastewater, and 8 percent Stormwater/Flood Management. The following table summarizes the
2016 adopted revenue increase and proposed revenue increase projections for 2017-2019. The
proposed 2017 increases are in bold.
Table 17-1 Utility Rate Increases
2016 2017 2018 2019
Water 8% 8% 8% 8%
Wastewater 5% 5% 5% 7%
Stormwater/Flood Management 4% 8% 8% 7%
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Current Focus for Capital Planning and Projects in 2017
Water Utility
The Betasso Water Treatment Facility (WTF) will undergo significant capital investment to
address pretreatment, residuals handling and asset management issues. Utilities has budgeted
$35M in 2016 to fund these improvements
The Water Transmission line rehabilitation has been funded in 2017 and 2018 for identified
pressure zone 3 large diameter pipes. Additional funds remaining from the Betasso bond can
be used to fund this project.
The Carter Lake Pipeline is a source water project identified to meet the following goals:
improve water quality, operational security, and increase the reliability for year round water
supply to the Boulder Reservoir Water Treatment Facility. The City of Boulder is one of several
project partners. Utilities has budgeted approximately $2M for the project’s final design in
2017 and $32M for construction in 2018. Approval of budget will allow the other project
partners to proceed with 2017 final design configured to accommodate Boulder’s participation
in the project.
Wastewater Utility
The wastewater interceptor realignment project (14,000 ft of sewer) will begin its CEAP in
2016 and design phases in 2017, depending on the selected final design construction may
begin in 2018 or 2019. This project will address structural deterioration and alignment
vulnerabilities of the current 42-inch diameter interceptor sewer. The estimated cost of the
realignment is approximately $20M.
The lower Goose Creek sanitary trunk sewer replacement and rehabilitation project (7,500 ft of
sewer) will begin its design phase in 2017 with construction anticipated in 2018. This project
will replace an undersized trunk sewer system and rehabilitate structurally deteriorated trunk
sewer sections. The cost of the project is estimated to at $4M.
The WWTF Influent Sewer Realignment project will be bid and constructed in 2017. This
project will replace and realign the interceptor sewer where it enters the WWTF to address
hydraulic deficiencies with the current alignment and address structural deterioration with the
current interceptor sewer. This project is estimated at $1M.
The small diameter sewer rehabilitation program will continue in the downtown Boulder area
and will result in the rehabilitation of all remaining clay and concrete sewers in the downtown
area. This project will involve the lining of approximately 60,000 ft using cured-in-place-pipe
(CIPP).
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The sanitary sewer condition assessment program is continuing in 2017 and will be complete
by the end of 2018. The condition assessment program will result in the cleaning and
inspection of all sanitary sewers in the City’s wastewater collection system.
Stormwater and Flood Management Utility
The focus for capital improvements for flood mitigation during the next 6 years is on 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 at 19th Street are anticipated to be bid in 2017. A preliminary design for the South Boulder
Creek detention facility upstream of U.S. 36 is anticipated to be substantially complete in 2017.
Flood mitigation plans are anticipated to be completed in 2016 for Bear Canyon Creek and in
2017 for Upper Goose Creek, Twomile Creek, Skunk Creek, King’s Gulch and Bluebell Creek.
These plans will help identify future flood mitigation projects.
The storm sewer condition assessment program will continue in 2017 with the cleaning and
inspection of all storm sewers in the Upper Goose Creek and Twomile Canyon Creek drainage
basins.
Storm sewer rehabilitation will be performed in the University Hill and Downtown Boulder
areas based on the results of the 2016 condition assessment program for those areas.
Project Highlights
Water Utility
Projects Expected to be Completed in 2016
Betasso capital improvement project design
Pressure zone 3 transmission line design
Distribution main replacement program (4 miles)
Barker Gravity Pipeline Repairs – ongoing repairs in order of priority
and installation of pipe liner technology to evaluate as a test section
for future rehabilitation
Barker Dam Outlet Gate Test – ongoing plan to test/inspect gates as
reservoir level allows
Barker Dam Caretaker Residence – final completion Albion Dam
Barker Dam Gate Maintenance.
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Assessment and Rehabilitation Alternatives Study
Priority Projects for 2017
Betasso Water Treatment Facility construction
Treated water transmission line construction
Distribution main replacement program
Source Water Facilities Rehabilitation program
Carter Lake Pipeline final design, planning & land acquisition
Betasso & Silver Lake Hydro
Albion Dam permanent repairs to the temporary outlet repairs completed in 2014 as reservoir
level allows
Barker Gravity Pipeline annual repairs and start of 15 year rehabilitation program
Highlights of 2018-2022 Projects
The Barker Gravity line, which conveys water from Barker Reservoir to Kossler Reservoir, is
over 100 years old and in need of repair. Since purchasing the Barker system from PSCo in
2001, Utilities has primarily focused the maintenance on patching and grouting while more
long term repair alternatives were evaluated. In early 2016, staff implemented a pilot program
for a UV cured structural lining product that recently became available in the US for potable
water applications. The pipeline will be rehabilitated (primarily structural lining) over a 15 year
maintenance program at a cost of approximately $20M not including the seven siphons.
Utilities has budgeted approximately $1,350,000 in the CIP annually for this project in
addition to the yearly maintenance budget of $250,000 for continued grouting and patching.
Depending on the rehabilitation program progress after the first few years, staff may
recommend a shorter overall duration for rehabilitation subject to other priorities and
strategic planning efforts.
Albion Dam is in need of repairs as a result of concrete deterioration. The work involves
removing the deteriorating concrete and re-facing/ encapsulating the dam, as well as
construction to extend the intake to the outlet works. Approximately $3.4M has been allocated
to this project in 2019
The Barker Dam Outlet Works is in need of rehabilitation. This work involves an alternatives
evaluation to investigate the value of micro tunneling the left abutment or replacement of the
existing gates along with a pressurized structural pipe tunnel liner and downstream control/
energy dissipation valves.
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The City of Boulder is one of several project partners in the Carter Lake pipeline project.
Utilities has budgeted approximately $32M for the project’s construction in 2018
Development of the Wittemyer Ponds as surface water storage reservoirs
is scheduled for 2021 at an estimated cost of $ 4.9M. This project is
dependent on the Gross Dam Environmental Pool Project (subject to
Denver Water receiving all required approvals and permits) and will be
confirmed by city staff in advance of the scheduled date of construction.
The Betasso Water Treatment Facility will undergo significant capital
investment to address pretreatment, residuals handling and asset
management issues. Utilities has budgeted approximately $30M in 2016
to fund these improvements
The Boulder Reservoir Water Treatment Facility will undergo
improvements to address aging filters, backup power, and residual handing issues. Utilities
has budgeted approximately $2M across the six year CIP budget to fund these improvements
A new annual transmission line replacement program will focus on the rehabilitation of water
pipelines larger than 12-inch diameter. The program is scheduled to start in 2020 with a $2M
budget.
The Distribution main replacement program will focus on the rehabilitation of water lines 12-
inch diameter and smaller. This is an annual program funded at approximately $3.5M per
year.
Wastewater Utility
Projects Expected to be Completed in 2016
IBM Lift Station Improvements construction project
Wastewater Collection System Condition Assessment Program (ongoing)
Wastewater Collection System Rehabilitation Program (ongoing)
2016 Wastewater Collection System Master Plan (WWCSMP)
Installation of an additional 10 permanent collection system flow meters for a total of 19
meters.
WWTF Influent Sewer Realignment
Design of Lower Goose Creek Trunk Sewer Replacement & Rehabilitation
WWTF Process Automation Design Improvements
Substantial completion of the WWTF Nitrogen Upgrades Improvements Project
Betasso Water Treatment Facility.
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Priority Projects for 2017
Main Interceptor Sewer Realignment Construction in 2017/2018
Construction of Lower Goose Creek Trunk Sewer Replacement & Rehabilitation
Wastewater Collection System Condition Assessment Program (ongoing)
Wastewater Collection System Rehabilitation Program (ongoing)
Wastewater Collection System Flow Monitoring (ongoing).
Highlights of 2018-2022 Projects
In 2020, the WWTF will undergo a significant project to address several key issues including
new regulatory requirements, and asset management needs. The regulatory component will
require additional improvements to meet more stringent effluent phosphorus standards
associated with CDPHE Regulation 85. The phosphorus component is estimated at $17M.. The
asset management components involve rehabilitation of the primary clarifiers, and the
secondary digester cover. The primary clarifiers’ rehabilitation is estimated at $9M, and the
secondary digester cover rehabilitation is estimated at $2M. Utilities will fund this project with
a bond, which is currently estimated at approximately $30MThe 2016 WWCSMP has identified
two additional Tier I high priority projects. One project involves the replacement of a trunk
sewer along Foothills Hwy and Baseline Rd ($3.5M), the second entails the replacement of a
trunk sewer along Arapahoe Ave from Foothills to 63rd St. ($12.6M)
Stormwater and Flood Management Utility
Projects Expected to be Completed in 2016
Flood mapping studies are expected to be completed in 2016 and submitted to FEMA for
Skunk, Kings Gulch and Bluebell Canyon Creeks
A flood mitigation major drainageway plan is anticipated to be completed by the end of 2016
for Bear Canyon Creek
The Urban Drainage and Flood Control District (UDFCD) also completes maintenance projects
along the major drainageways. In 2016 this included sediment removal from Boulder Creek at
Arapahoe and 38th and in South Boulder Creek under the McSorely Bridge. Plans are being
discussed for vegetation and sediment removal along Boulder Creek from 47th Street to the
Valmont Bridge in tandem with OSMP, along Bear Canyon Creek at Wildwood and Broadway, as
well as along Wonderland Creek downstream of 47th Street. Other city funded maintenance
projects included grading and armoring under the 6th Street bridge on Boulder Creek and a
Goose Creek bank restoration near 49th Street. Sediment removal was also completed along
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South Boulder Creek at Arapahoe Avenue as part of the FEMA declaration for storm events in
May and June of 2015. These maintenance projects will help maintain conveyance capacity in
these drainageways.
The 2016 Stormwater Master Plan (SMP) will be completed in 2016 and will identify additional
projects for the expansion of the storm sewer system.
The recommendations in this 2016 SMP are additive to
the recommendations in the 2007 SMP which focused
on replacement of existing storm sewers.
Storm sewer condition assessment program (ongoing)
Storm sewer rehabilitation program (ongoing)
Priority Projects for 2017
Wonderland Creek Foothills to Winding Trail
Fourmile Canyon Creek at 19th Street
Storm sewer condition assessment program
Storm Sewer rehabilitation program
Highlights of 2018-2022 Projects
Flood mitigation plans were completed in 2015 for South Boulder Creek, Gregory Creek and
Boulder Creek. A mitigation plan will be completed in 2016 for Bear Canyon Creek. CIP
projects will be based on the recommendations of the mitigation planning studies. Funding is
shown for construction of improvements to mitigate flood hazards along Fourmile Canyon
Creek upstream of 19th Street and in the South Boulder Creek West Valley area in 2018.
Funding is shown in 2019-2022 for improvements to Goose Creek between 19th Street and
Folsom in conjunction with storm sewer improvements.
Mitigation plans for Skunk, Bluebell, King’s Gulch, Twomile and Upper Goose Creeks will be
initiated in 2016/2017 after mapping updates have been completed for these drainages. CIP
projects will be based on the updated mapping and mitigation planning efforts.
The 2016 SMP has identified ten new Tier 1 projects which are in addition to the four Tier I
projects identified in the 2007 SMP. Of these fourteen Tier I projects, four projects pertain to
the Upper Goose Creek drainage basin and these four projects have been identified as the
highest priority projects of the 2007 and 2016 SMPs. The cost of the four upper Goose Creek
projects is estimated at $15M and will likely require bond funding. Additional lower cost Tier I
projects may be brought forward for inclusion in this bond which may cause bonding to
Wonderland Construction at Foothills.
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increase up to $20 M.
Board Action
The Water Resources Advisory Board held a public open house in March for members of the public
and the board to discuss CIP projects. The preliminary 2017 Utilities budget and 2017-2022 CIP
was presented to the WRAB on April 18, 2016 as a discussion item. The WRAB hosted a public
hearing and continued their discussion of the preliminary 2017 Utilities budget and 2017-2022
CIP on May 16, 2016. At the June 20, 2016 meeting WRAB hosted a public hearing during which
the board voted 4-0 to recommend approval of the proposed CIP.
Guiding Principles and Project Prioritization
CIP Guiding Principles
The proposed Utilities Division CIP is consistent with the CIP guiding principles with the primary
focus on sustaining and improving existing infrastructure systems, increasing efficiency and
planning for adequate funding to care for essential systems. The projects identified in the 2017-
2022 CIP are intended to implement these guiding principles and are consistent with the
department master plans identified below.
In 2002 it was decided to develop an overarching master plan for each of the city’s three utilities.
More detailed plans have been developed for major functional areas. Recent master plans include
recommendations for CIP projects over a 20-year time period. The project recommendations
consider the prioritization listed below 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. This information informs the six -
year CIP. Current Utilities Division master plans include:
Water
Source Water Master Plan – 2009
Treated Water Master Plan (TWMP) – 2011
Water Utility Master Plan (WUMP) – 2011
Wastewater
Wastewater Collection System Master Plan (WWCSMP) – 2009
2016 WWCSMP in progress
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Wastewater Utility Master Plan (WWUMP) – 2010
Stormwater/ Flood Management
Stormwater Master Plan (SMP) -2007
2016 SMP in progress
Comprehensive Flood and Stormwater (CFS) Master Plan – 2004
Various individual Drainageway mitigation plans
Prioritization
The overall program and funding priorities are reflected in the timing of projects over the six-year
CIP time period. In addition to master plan and mitigation plan recommendations, 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.
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Within current appropriations all projects proposed have sufficient funds for ongoing operations
and maintenance, and 90 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.
Projects Not in Master Plans
Most Utilities Division projects in the 2017-2022 CIP have been previously identified in associated
master plans. However, several projects have been added based on information identified from
the September 2013 flood disaster.
Operation and Maintenance Impacts
The majority of the utilities expenditures are for rehabilitating and improving the capital
infrastructure. The infrastructure is core in carrying out the utilities’ mission of delivering safe
and reliable water to our customers, ensuring that water is available for fire protection, conveying
and treating wastewater and stormwater and mitigating the effects of flood events. Rehabilitating
and improving the capital infrastructure reduces the need to react to failures, associated expense
and disruption to customers and the community.
Water Utility
Engineering staff is working with O&M staff to develop in house capabilities to assist with main
replacement construction and smaller project execution at the treatment facilities and
throughout the treated water system.
Wastewater
The condition assessment program of the sewer system serves as a supplement to the City’s
ongoing maintenance efforts because it will result in additional sewer cleaning and inspection
beyond the routine cleaning and inspection that maintenance staff already performs. This allows
maintenance staff to focus more heavily on areas requiring frequent repeat cleanings due to
issues such as roots or fats, oils, and grease. The rehabilitation program also reduces the
maintenance load by preventing root growth in sewers which have historically required repetitive
root cutting. There are no expansions or new facilities planned for the sanitary sewer system that
would require additional new maintenance activities.
Utilities
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Stormwater and Flood Management Utility
Flood and greenways improvements along Wonderland Creek between Foothills Parkway and
Winding Trail will be completed at the end of 2017. The flood mitigation improvements are an
enhancement to an existing channel which is currently being maintained by the city. New sections
of a multi-use path and several new underpasses will be constructed, which will require on-going
maintenance starting in 2018. The Fourmile Canyon Creek improvements at 19th Street and
upstream of Upland Avenue will also enhance the existing channel and will add several new
underpasses and sections of multi-use path that will require on-going maintenance, which is
anticipated as early as 2018. Improvements to the Goose Creek channel is also considered an
enhancement. However, the existing channel is located on private property. Easements will be
acquired prior to constructing channel improvements and the city will be responsible for on-going
channel maintenance following completion of the project, which is estimated to be in 2023.
The condition assessment program of the sewer system serves as a supplement to the City’s
ongoing maintenance efforts because it results in additional sewer cleaning and inspection
beyond the routine cleaning and inspection that maintenance staff already performs. This allows
maintenance staff to focus more heavily on areas requiring frequent repeat cleanings due to
issues such as roots or heavy debris loads on runoff. The rehabilitation program also reduces the
maintenance load by preventing root growth and addressing point repairs which maintenance
staff would otherwise address. The upper Goose Creek storm sewer expansion will create new
storm sewers that will require routine cleaning and inspection and are a new work load for the
maintenance department.
Projects not Previously Identified in the CIP
The following new projects have been identified in the 6-year CIP:
Water Utility
Green Lake 2 Dam
Skyscraper Dam
Automated Meter Reading.
Water Facility Equipment Replacement Fund
Wastewater Utility
There are four new Tier I projects in the 2016 WWCSMP:
Main Interceptor Realignment ($20M)
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Lower Goose Creek Trunk Sewer Replacement ($4M)
Foothills Hwy and Baseline Rd Trunk Sewer Replacement ($3.5M)
Arapahoe Ave Trunk Sewer Replacement ($12.6M)
Stormwater and Flood Management Utility
New projects identified in the 2015 mitigation plans for Gregory Creek and Boulder Creek.
Improvements to the Goose Creek Channel between 19th Street and Folsom in conjunction with
storm sewer improvements in this area.
There are ten new Tier I projects in the 2016 SMP
Upper Goose Creek – LI 1 ($1.6M)
Upper Goose Creek – LI 2 ($2.4M)
Upper Goose Creek – LI 3 ($1.0M)
Wonderland Creek – LI 1 ($0.4M)
Elmer’s Twomile Creek – LI 2 ($3.9M)
Middle Boulder Creek – LI 2 ($3.2M)
Dry Creek No. 2 – LI 1 ($1.9M)
Dry Creek No. 2 – LI 3 ($6.5M)
Bear Canyon Creek – LI 3 ($2.3M)
Bear Canyon Creek – LI 5 ($0.3M)
Deferred, Eliminated, or Changed Projects
Water Utility
Funding for the Betasso Water Treatment Facility (BWTF) was increased to $30M in 2016 to
combine various facility upgrades and to take advantage of a favorable bond rate climate.
Previously, the Betasso Water Treatment Facility was funded at $12M in 2016 and $14M in
2026.
The 2020 improvement project at Boulder Reservoir has been spread out over several years to
allow plant staff to tackle the improvements in smaller components.
Funding for zone 3 transmission line replacement project has been identified in 2017 and
2018 after 30% design completion in 2016.
Wastewater Utility
There were eleven Tier projects from the 2009 WWCSMP in the CIP which have been eliminated
and replaced with the aforementioned four new Tier I projects from the 2016 WWCSMP.
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Stormwater & Flood Management Utility
Funding was shifted from Bluebell/King’s Gulch to Gregory Creek in 2018 to address
improvements identified in the mitigation plan.
A portion of the funding previously shown in 2017 and 2018 ($3.5M) for Boulder Creek is
shown to be moved in this year’s CIP to Fourmile Canyon Creek in order to complete these
projects sooner.
Funding that was shown in last year’s CIP for Fourmile Canyon Creek in 2019-2021 is
proposed to be moved to Goose Creek to coordinate with localized drainage improvements
between 19th Street and Folsom.
Unfunded Projects and Emerging Needs
The following unfunded projects have been identified:
Water Utility
Emerging needs have been identified as part of the recent Water Utility Master Plan. During the
development of this master plan, a technical analysis was performed regarding the city’s water
treatment facilities and other infrastructure. The analysis indicates that this infrastructure should
be adequate to meet water demand needs well into the future with little need for capacity
expansion. However, a comprehensive analysis of existing assets pointed to the poor condition
and aging of some mechanical and electrical equipment at the Betasso Water Treatment Facility.
Betasso is the city's primary Water Treatment Facility and has deteriorated during almost 50 years
of continuous operation despite on-going maintenance and rehabilitation. These issues,
combined with inherent deficiencies in certain treatment processes, are the reasons that large
capital funding is recommended in 2016-2017.
Wastewater Utility
Regulatory changes are another source of uncertainty and create emerging needs. For example, as
explained in the Highlights section of this memo, the city received a new discharge permit for the
75th Street Wastewater Treatment Facility in 2011 with new effluent limits. Complying with these
limits will require a combination of regulatory negotiations, environmental studies and Wastewater
Treatment Facility capital improvements.
Stormwater/ Flood Management
Based on approved flood mitigation plans and estimates for Bear, Skunk, Twomile, Upper Goose
and Sunshine Creeks, $160 million of major drainageway improvements have been identified.
These improvements vary from addressing the 10-year storm event to constructing 100-year
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improvements. Based on current funding levels, these improvements could take 80 to 100 years
to complete.
The storm sewer condition assessment program has identified a need for sewer rehabilitation and
replacement far beyond the previously assumed levels of construction. The condition assessment
program has not yet completed a full assessment of the complete storm sewer system, but the
~25% that has been inspected so far indicates that increased funding for storm sewer
rehabilitation will be necessary.
The Utilities Division has developed and maintains a 20-year CIP and associated financial plan.
Large Utilities Division projects require many years for planning and a longer term horizon is
needed to capture the time period required for overall project implementation. A 20-year plan
provides a basis for longer term financial planning that is needed to support decision making
regarding project timing, issuance and retirement of revenue bonds and rate increases. The above
mentioned projects are indicated in the 20-year CIP.
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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 in order to meet the various
objectives of the Greenways Program. The Greenways CIP also looks to leverage funds with
outside agencies in order to move projects forward that meet more than one objective of the
Greenways Program, but may not be the highest priority when evaluating any one particular
objective. Projects included in the Greenways CIP are typically called out in the Greenways Master
Plan and are projects that Greenways staff can take the lead in coordinating.
Funding Overview
The total 2017 Greenways capital budget is $320,441, with $105,000 in the operating budget.
Greenways projects are funded from the Transportation Fund, Stormwater and Flood Management
Utility Fund, and the Lottery Fund. Annual funding distribution for the Greenways Capital Program
for 2016 is as follows:
Transportation $ 97,500
Flood Utility $ 97,500
Lottery Fund $151,067
Historically the Lottery contribution to the Greenways Program has been $150,000 per year. As a
result of a projected reduction of the city’s allocation of Lottery funds, starting in 2015, the
Lottery contribution to Greenways is expected to be reduced to $125,441 (based on Greenways
receiving 15% of the city’s funding allocation, with a projection of total Lottery proceeds being
$836,275). The city’s allocation of Lottery funds in 2015 exceeded the projected amount,
therefore a budget adjustment will be made in the amount of $26,949 to reflect the increase.
Current Focus for Capital Planning and Projects in 2017
The focus of the 2017-2022 Greenways CIP is on flood mitigation, bicycle and pedestrian multi-
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use paths and underpasses, and habitat and water quality improvements along the Fourmile and
Wonderland Creek corridors. These improvements are also being coordinated with the
development of the Violet Park site. In 2020-2022, funding for these types of improvements is
shown for Bear Canyon Creek and Skunk Creek in anticipation of future major drainageway
improvements along these corridors. For more information about the timing and details of these
projects, please see the Utilities -Stormwater/Flood Overview section above.
In addition to these, possible habitat restoration projects during the next few years include:
Habitat improvements along Boulder Creek in conjunction with flood mitigation maintenance
(sediment removal)
Habitat improvements along Fourmile Canyon Creek upstream of Broadway in conjunction with
flood mitigation maintenance (sediment removal)
Habitat improvements at the confluence of Bear Creek and Boulder Creek at Foothills
Community Hospital in conjunction with sediment removal
Dry Creek habitat improvements through Flatirons Golf Course
Goose Creek, railroad to 47th Street tree plantings
Fish Passage enhancement projects in association with Fishing is Fun grants
South Boulder Creek minimum stream flow
Removal of Russian Olive trees east of 75th Street along Boulder Creek
These projects will be prioritized based on their ability to meet multiple Greenways objectives and
to leverage outside funding.
Board Action
The Greenways Advisory Committee met on May 17, 2016 and recommended approval 5-0 of the
2017-2022 Greenways Program CIP to Planning Board and City Council.
Guiding Principles and Project Prioritization
CIP Guiding Principles
Greenways projects address many of the CIP guiding principles. Greenways projects are identified
in multiple master plans and meet the community sustainability goals. Most of the Greenways
projects leverage outside or interdepartmental funding. Greenways habitat improvements seek to
be sustainable and are intended to reduce the future maintenance required.
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The Greenways CIP has been developed within the context of and is consistent with the Boulder
Valley Comprehensive Plan (BVCP), the Transportation Master Plan (TMP), the major drainageway
flood mitigation plans, the Comprehensive Flood and Stormwater Master Plan and the Greenways
Master Plan. The Greenways Master Plan was updated in 2011 to reflect improvements that had
been completed, and adopted changes that have been made in other master plans, city policies
and ordinances that affect the Greenways Program since the last Master Plan update in 2001.
Prioritization
Many of the Greenways projects shown in the CIP are being designed and constructed in
coordination with major flood or transportation improvements. The Greenways funding associated
with these projects focuses on habitat restoration, water quality improvements and trail
connections. In addition to leveraging funding with the Transportation and Flood Utilities
budgets, funding for Greenways projects is also available through the Urban Drainage and Flood
Control District and Federal Transportation funds.
Projects not in Master Plans
It should be noted that the city experienced a major flood in September 2013 that resulted in
extensive flooding along most of the city’s major drainageways. Following the flood, additional
funds have been allocated in the Flood Utility CIP to reflect an increased interest in pursuing flood
mitigation efforts along the city’s major drainageways. As a result of updated mapping and the
September 2013 flood, flood mitigation plans were initiated for Gregory Creek, Bear Canyon Creek
and Boulder Creek to identify economically feasible improvement projects. Flood mitigation plans
will be initiated in 2016 for Upper Goose Creek and Twomile Canyon Creek, and Skunk, King’s
Gulch and Bluebell Creeks after completion of flood mapping updates on these drainageways.
Results from these flood mitigation plans will inform future capital improvements. Continued
evaluation of potential improvement may result in additional changes to the Flood Utility and
Greenways CIP in upcoming years.
Projects not Previously Identified in the CIP
None
Operation and Maintenance Impacts
$105,000 is budgeted each year for Greenways operations and maintenance. $80,000 of the
operating budget is dedicated to habitat maintenance. The Greenways habitat crew works closely
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with Parks and Open Space maintenance staff to provide on-going maintenance, as well as on
collaborative projects as part of the operations budget. Major drainageway improvements are
maintained by the flood maintenance staff and multi-use paths and underpasses are maintained
by either Transportation or Parks maintenance, depending upon jurisdiction.
Deferred, Eliminated, or Changed Projects
None
Unfunded Projects and Emerging Needs
Since the Greenways Program is opportunistic, taking advantage of projects that are funded
through other departments, there are no unfunded needs.
Utilities
272 Table 17-2: 2017-2022 Funding Summary By Department Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/STORMWATER & FLOOD UTILITY $ 60,383,680 $ 6,395,550 $ 32,532,222 $ 4,054,308 $ 4,360,505 CIP-CAPITAL ENHANCEMENT $ 24,523,337 $ 4,476,850 $ 5,963,722 $ 2,752,308 $ 2,280,279 $ 1,250,000 $ - $ 1,250,000 $ - $ - $ 5,000,000 $ 3,000,000 $ 2,000,000 $ - $ - $ 4,050,000 $ - $ - $ 1,500,000 $ 800,000 $ 1,491,402 $ 248,567 $ 248,567 $ 248,567 $ 248,567 $ 500,000 $ - $ 500,000 $ - $ - $ 5,237,645 $ 759,283 $ 789,655 $ 821,241 $ 1,026,427 $ 700,000 $ 200,000 $ 500,000 $ - $ - $ 1,119,675 $ 169,000 $ 175,500 $ 182,500 $ 205,285 $ 324,846 $ - $ - $ - $ - $ 3,862,873 $ - $ - $ - $ - $ 386,896 $ - $ - $ - $ - $ 600,000 $ 100,000 $ 500,000 $ - $ - CIP-CAPITAL MAINTENANCE $ 5,946,402 $ 618,700 $ 643,500 $ 669,000 $ 1,368,570 $ 2,852,651 $ 281,200 $ 292,500 $ 304,000 $ 684,285 $ 3,028,751 $ 337,500 $ 351,000 $ 365,000 $ 684,285 $ 65,000 $ - $ - $ - $ - CIP-LAND ACQUISITION $ 3,838,941 $ 550,000 $ 600,000 $ 633,000 $ 711,656 $ 3,838,941 $ 550,000 $ 600,000 $ 633,000 $ 711,656 CIP-NEW FACILITY/INFRASTRUCTURE $ 26,075,000 $ 750,000 $ 25,325,000 $ - $ - $ 26,075,000 $ 750,000 $ 25,325,000 $ - $ - **Please see the Utilities - Greenways project sheet on page 349Utility Billing Computer System (610SW45300) $ 65,000 $ - Subtotal $ 660,000 $ 684,285 South Boulder Creek Phase I (610SW00400) $ - $ - Preflood Property Acquisition (610SW62200) $ 660,000 $ 684,285 Subtotal $ - $ - Storm Sewer Rehabilitation (610SW76000) $ 632,700 $ 657,966 Transportation Coordination (610SW78000) $ 633,000 $ 657,966 Twomile Canyon Creek (610SW00800) $ - $ - Subtotal $ 1,330,700 $ 1,315,932 SW MGMT - Middle Boulder Creek (610SW71000) $ - $ 3,862,873 SW MGMT - Wonderland Creek (610SW72000) $ - $ 386,896 Stormwater Quality Improvements (610SW77500) $ 190,000 $ 197,390 SW MGMT - Bear Canyon Creek (610SW73000) $ - $ 324,846 Local Drainage Improvements (610SW77000) $ 854,090 $ 986,949 Skunk Creek Flood Mitigation (610SW00600) $ - $ - Greenways Program - Flood & Lottery** $ 248,567 $ 248,567 Gregory Creek Flood Mitigation (610SW02400) $ - $ - Fourmile - Upstream of Upland Ave (610SW02100) $ - $ - Goose Creek 19th to Folsom (610SW00200) $ 1,250,000 $ 500,000 Subtotal $ 2,542,657 $ 6,507,521 Boulder Creek Flood Mitigation (610SW01500) $ - $ - Department Total $ 4,533,357 $ 8,507,738 2020 Projected2021 Projected
273 Table 17-2: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/WASTEWATER UTILITY $ 81,496,482 $ 8,168,512 $ 19,020,491 $ 8,850,831 $ 5,483,327 CIP-CAPITAL ENHANCEMENT $ 30,961,474 $ 5,400,000 $ 4,569,500 $ 3,330,117 $ 150,000 $ 3,497,000 $ - $ 3,497,000 $ - $ - $ 4,000,000 $ 4,000,000 $ - $ - $ - $ 300,000 $ - $ - $ 150,000 $ 150,000 $ 189,798 $ - $ - $ 189,798 $ - $ 1,610,000 $ 1,400,000 $ 210,000 $ - $ - $ 1,265,319 $ - $ - $ 1,265,319 $ - $ 20,099,357 $ - $ 862,500 $ 1,725,000 $ - CIP-CAPITAL MAINTENANCE $ 50,535,008 $ 2,768,512 $ 14,450,991 $ 5,520,714 $ 5,333,327 $ 900,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 3,514,976 $ - $ 648,960 $ 674,918 $ 759,191 $ 10,184,920 $ - $ 10,184,920 $ - $ - $ 2,297,591 $ 224,973 $ 233,972 $ 243,331 $ 684,285 $ 17,901,183 $ 1,743,539 $ 2,983,139 $ 3,102,465 $ 3,489,851 $ 65,000 $ - $ - $ - $ - $ 584,481 $ 400,000 $ - $ - $ - $ 136,857 $ - $ - $ - $ - $ 2,200,000 $ - $ - $ 200,000 $ - $ 11,250,000 $ - $ - $ 900,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 Department Total $ 33,342,880 $ 6,630,441 2020 Projected2021 ProjectedSubtotal $ 17,375,000 $ 136,857 Foothills & Baseline Trunk Swr Repl (610WW40200) $ - $ - Lower Goose Creek Trunk Repl (610WW40100) $ - $ - Wastewater Treatment Facility Pumps (610WW60000) $ - $ - WWTF Activated Sludge (610WW64000) $ - $ - WWTF Electrical (610WW63900) $ - $ - WWTF Instrumentation/Control (610WW63700) $ - $ - WWTF Permit Improvements (610WW61700) $ 17,375,000 $ 136,857 Subtotal $ 15,967,880 $ 6,493,584 Collection System Monitoring (610WW45000) $ 150,000 $ 150,000 Condition Assessment Program (610WW45100) $ 701,915 $ 729,992 Interceptor Sewer Rehabilitation (610WW46000) $ - $ - Sanitary Sewer Manhole Rehabilitati (610WW42000) $ 253,064 $ 657,966 Sanitary Sewer Rehabilitation (610WW40000) $ 3,226,563 $ 3,355,626 Utility Billing Computer System (610WW45300) $ 65,000 $ - WWTF Cogeneration (610WW62900) $ 184,481 $ - WWTF Digester Cleaning (610WW66000) $ 136,857 $ - WWTF Digester Complex (610WW60700) $ 2,000,000 $ - WWTF Primary Clarifiers (610WW60500) $ 9,000,000 $ 1,350,000 WWTF Rehabilitation (610WW61500) $ 250,000 $ 250,000 Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/WATER UTILITY $ 111,396,253 $ 9,330,215 $ 39,384,442 $ 11,718,449 $ 15,628,529 CIP-CAPITAL ENHANCEMENT $ 57,659,338 $ 2,625,000 $ 32,449,040 $ 1,668,882 $ 6,354,600 $ 50,000 $ 50,000 $ - $ - $ - $ 9,466,060 $ 175,000 $ - $ 835,551 $ - $ 1,486,874 $ - $ - $ - $ 1,486,874 $ 5,429,499 $ - $ - $ - $ 4,867,726 $ 124,707 $ - $ 124,707 $ - $ - $ 300,000 $ - $ - $ 300,000 $ - $ 34,200,000 $ 2,150,000 $ 32,050,000 $ - $ - $ 267,664 $ - $ 24,333 $ 243,331 $ - $ 300,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 125,000 $ - $ - $ - $ - $ 390,000 $ 150,000 $ 150,000 $ 90,000 $ - $ 5,519,534 $ - $ - $ 100,000 $ - Devil's Thumb Storage Tank (610WA67400) $ - $ - Green Lake 2 Dam (610WA62700) $ 75,000 $ 486,773 2020 Projected2021 ProjectedBarker Dam and Reservoir (610WA11000) $ - $ - Barker Dam Outlet (610WA10900) $ 8,455,509 $ - Department Total $ 20,969,225 $ 14,365,393 Subtotal $ 9,148,194 $ 5,413,622 NCWCD Conveyance - Carter Lake Pipe (610WA54700) $ - $ - Pearl Street Hydro/PRV Facility (610WA36000) $ - $ - Lakewood Dam (610WA62000) $ - $ - Lakewood Hydroelectric/PRV (610WA90100) $ - $ - Water System Security/Quality Imprv (610WA44000) $ - $ - Wittemyer Ponds (610WA65000) $ 492,685 $ 4,926,849 Source Water Monitoring/Protection (610WA44200) $ - $ - Utility Billing Computer System (610WA45300) $ 125,000 $ -
274 Table 17-2: 2017-2022 Funding Summary By Department (Cont.) Estimated Total Cost2017 Approved2018 Projected2019 Projected2022 ProjectedPW/WATER UTILITY (Cont.) $ 111,396,253 $ 9,330,215 $ 39,384,442 $ 11,718,449 $ 15,628,529 CIP-CAPITAL MAINTENANCE $ 50,886,915 $ 6,705,215 $ 6,885,402 $ 9,799,567 $ 9,223,929 $ 3,757,997 $ - $ 341,636 $ 3,416,361 $ - $ 11,373,144 $ 1,559,811 $ 1,622,204 $ 1,687,092 $ 2,253,577 $ 116,986 $ 116,986 $ - $ - $ - $ 880,000 $ 400,000 $ 480,000 $ - $ - $ 292,465 $ 292,465 $ - $ - $ - $ 90,000 $ - $ 90,000 $ - $ - $ 118,434 $ - $ - $ - $ - $ 23,129,706 $ 3,487,078 $ 3,626,562 $ 3,771,624 $ 4,242,564 $ 108,160 $ - $ - $ 108,160 $ - $ 75,000 $ - $ 75,000 $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 50,000 $ - $ - $ 100,000 $ - $ - $ - $ 100,000 $ 316,330 $ - $ - $ 316,330 $ - $ 1,000,000 $ 200,000 $ 200,000 $ - $ - $ 100,000 $ - $ 100,000 $ - $ - $ 250,000 $ 50,000 $ - $ 200,000 $ - $ 171,071 $ - $ - $ - $ - $ 1,503,941 $ 150,000 $ 150,000 $ 150,000 $ 359,259 $ 271,875 $ 271,875 $ - $ - $ - $ 529,000 $ 127,000 $ 100,000 $ 100,000 $ 52,000 $ 100,000 $ - $ - $ - $ - $ 1,955,998 $ - $ - $ - $ 677,732 $ 2,837,585 $ - $ - $ - $ 983,192 $ 1,459,223 $ - $ - $ - $ 505,605 CIP-NEW FACILITY/INFRASTRUCTURE $ 2,850,000 $ - $ 50,000 $ 250,000 $ 50,000 $ 50,000 $ - $ - $ - $ 50,000 $ 2,800,000 $ - $ 50,000 $ 250,000 $ - Barker Dam Hydroelectric (610WA91000) $ - $ - Carter Lake Hydroelectric (610WA93000) $ 2,500,000 $ - Zone 2 Transmission Pipes (610WA00400) $ 909,016 $ 945,377 Zone 3 Transmission Pipes (610WA00500) $ 467,460 $ 486,158 Subtotal $ 2,500,000 $ - Water Treatment Equipment Replacemt (610WA95000) $ 100,000 $ 50,000 Watershed Improvements (610WA52000) $ 100,000 $ - Zone 1 Transmission Pipes (610WA00200) $ 626,601 $ 651,665 Skyscraper Dam (610WA64000) $ - $ 171,071 Source Pumping and Hydro Rehab (610WA94000) $ 343,472 $ 351,210 Sunshine Hydroelectric/PRV Facility (610WA34700) $ - $ - Reservoir Water Treatment Facility (610WA90000) $ 600,000 $ - Silver Lake Dam $ - $ - Silver Lake Hydroelectric/PRV (610WA97000) $ - $ - Island Lake Dam $ - $ - Kossler Dam $ - $ - Lakewood Pipeline (610WA78000) $ - $ - Farmer's Ditch $ - $ - Goose Lake Dam (610WA61200) $ - $ - Hydro Facilities Rehab Program (610WA94100) $ 50,000 $ 50,000 Boulder Canyon Hydro (610WA97500) $ - $ - Boulder Reservoir $ 118,434 $ - Distribution Waterline Replacement (610WA38900) $ 3,922,489 $ 4,079,389 Barker-Kossler Penstock Repair (610WA10700) $ - $ - Betasso Hydroelectric / PRF (610WA97400) $ - $ - Betasso Storage Tank Rehabilitation (610WA67600) $ - $ - Subtotal $ 9,321,031 $ 8,951,771 Albion Dam (610WA62800) $ - $ - Barker Gravity Pipeline Repair (610WA10600) $ 2,083,559 $ 2,166,901 2020 Projected2021 ProjectedDepartment Total $ 20,969,225 $ 14,365,393
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Mapping
The mapping for CIP projects is now in a GIS-based electronic map accessed here. All the map-
able projects proposed for funding in the 2017-2022 are shown. If the icons are clicked, the pro-
ject name, project number (referenced on the project sheets), department, funding source, and
year with initial funding will be shown. For many projects the initial funding is currently showing
as 2015 as projects have funding for planning and design before actual construction however, the
construction timing may be in the future. Please consult the project sheets in each department
section for project descriptions, phasing and funding information. Projects with funding ear-
marked for citywide or system improvements are not shown on the map. Ongoing refinement of
the GIS-based map will result in greater clarity of project information.
Utilities has several master plans related to their various programs. Click on the links below to
view the master plan for the applicable area.
Comprehensive Flood & Stormwater Master Plan (https://www-static.bouldercolorado.gov/docs/
comprehensive-flood-stormwater-utility-master-plan-1-201406101202.pdf)
Raw Water Master Plan Summary (https://www-static.bouldercolorado.gov/docs/raw-water-mp-
summary-1-201305151211.pdf)
Treated Water Master Plan Summary (https://www-static.bouldercolorado.gov/docs/treated-
water-mp-summary-1-201305151212.pdf)
Wastewater Treatment Master Plan Summary (https://www-static.bouldercolorado.gov/docs/
wastewater-treatment-mp-summary-1-201305151214.pdf)
Click here to access all master plans for the City of Boulder. https://bouldercolorado.gov/
planning/department-master-plans-and-strategic-plans
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City of Boulder
Appendix A, UNFUNDED PROJECTS
2017-2022 Capital Improvement Program
Capital Funding History and Future Approach to Unfunded Projects
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, for example, the “Yards”
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. Global demand has resulted in energy and construction costs far outpacing the
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consumer price index. There is currently no sign that there will be a return to historic prices. 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. At council’s direction, staff engaged a
stakeholder group and collected public feedback on capital investment in the city. The result of
this was a voter approved capital bond (see Special Highlight: Capital Improvement Bond section
of this document), which has provided over $50 million dollars for capital investment in the city.
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. However, work continued to identify capital needs across the
city with the Comprehensive Financial Strategy (CFS) project. The initial work of the CFS, capital
phase involved looking at capital needs and making recommendations to council for short-term
capital project funding. Additionally the CFS looked at larger infrastructure investment needs, long
-term capital deficiencies, place-making capital investment and long-term operating needs.
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.
Appendix A, Unfunded Projects
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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 will provide 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 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 as a result of a increased, post -recession
assessment in 2015 are being used to cover the debt service for the next 20 years.
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. The first
step, begun last year, is to perform 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. This begins with establishing
a baseline, developing a consistent process and ongoing system for prioritizing capital projects
for asset maintenance as well as emerging needs. The strategic approach will recognize the
interconnectedness of capital investment and operating planning to provide the most efficient and
effective public service, meeting community needs now and in the future.
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
In each department’s section of this document, departments have identified key unfunded
projects and emerging needs. These items have been identified over time from the capital
Appendix A, Unfunded Projects
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investment strategy work, department strategic and master plans, CFS analysis, information
learned from the September 2013 Flood, and public input. The lists are not exhaustive (and dollar
amounts are very 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 the
updated Boulder Valley Comprehensive Plan, will lay out a more comprehensive list of unfunded
capital, as well as options to address the needs.
The table below comes from information provided to council in May, 2016, relating to major
unfunded projects that are being considered and/or will need funding in the next five to ten years.
This table includes only the capital related projects from that list (the list also included non-
capital related operating projects). Some of the items are included in the unfunded sections of
department overviews, however this list is comprised of items considered to be the known areas
of significant potential investment needs in the near- to mid- term.
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, as well
as new revenues, to meet community priorities in capital investment.
Appendix A, Unfunded Projects
355 Category Capital Cost New Operating Cost Comments Fire Station #3 $20M $500K Scott Carpenter Aquatics Facility renovation Unfunded $5-$7M (Funded $8M) To Be Determined (TBD) Valmont City Park South new facili-ty development Unfunded $44M (Funded $4M) TBD Mapleton Park redevelopment Unfunded $7.3M (Funded $0) TBD BCH property $100M rough estimate Unknown at this time 903 and 955 Alpine? $6M? Boulder Energy Future Transition Costs TBD Transition Costs TBD Housing $5 to $7M annually? Unmet needs Ponderosa purchase $5M purchase Future infrastructure unknown though consid-ered to be major Arts $1.5M to $2M annually Estimate only at this time Broadband Capital cost to build estimated be-tween $100M and $140M Start up, transition, and operating costs unknown at this time Different models will be considered. City costs depend on model used. More infor-mation will be brought forward to council in coming months. Fire stations – all others $25M $1.1M Civic Area Estimate unknown at this time – will be significant Unknown at this time (Downtown heavy use park – higher cost per acre) Parking Garage on the Hill Certificate of Participation (COPs) - $19M Will depend on actual operating results of the garage Police Master Plan Office space 30,000 sq. ft. $16M+ Unknown at this time Radio Infrastructure $6M could be more as more services are added Unknown at this time Facilities maintenance backlog Current backlog estimated at $10.6 M; More will be known upon completion of asset assessment Unknown at this time. Some mainte-nance could result in operating sav-ings. Transportation maintenance backlog See TMP Action and Vision plans Table A-1: PARTIAL LIST OF UNFUNDED PROJECTS
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City of Boulder
Appendix B, CEAP PROJECTS
2017-2022 Capital Improvement Program
Policies and goals in the BVCP, subcommunity and area plans guide planning for all city services
and facilities. Master plans identify specific facility needs to correct existing facility deficiencies, to
enhance existing facilities and services, and to provide new facilities to meet community goals and
growth needs.
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.
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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 2017-2022 CIP are
recommended to complete a Community and Environmental Assessment Process (CEAP).
Open Space and Mountain Parks Department
Cultural Resource/Facility Restoration*
Visitor Infrastructure Amenities*
Other projects are covered under TSA implantation
Parks and Recreation Department
Boulder Reservoir 51st Street Path
Tom Watson Park Enhancement
Violet Neighborhood Park (CEAP pending, in conjunction with Fourmile)
Transportation Division
Broadway Reconstruction (Violet to US36)*
Appendix B: CEAP Projects
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Appendix B: CEAP Projects
30th and Colorado Ave. Ped/Bike Underpass* (analysis likely in corridor study)
19th Street Complete Streets (Norwood to Sumac) anticipated starting 3Q 2016
Utilities Division / Tributary Greenways
Barker Dam Hydroelectric and Dam outlet
Carter Lake Pipeline NCWCD Conveyance & Carter Lake Hydroelectric
Fourmile Canyon Creek Flood Mitigation – Upstream of Upland
Goose Creek 19th to Folsom
Lakewood Pipeline
Wittemyer Ponds*
The following are flood mitigation plans in their early stages. As specific projects and their scope
are identified the need for CEAP will be evaluated in annual process.
Bear Canyon Creek Flood Mitigation
Boulder Creek Flood Mitigation
Gregory Creek Flood Mitigation
Skunk Creek Flood Mitigation
Twomile Canyon Creek Flood Mitigation
*As the scope of work is defined the necessity of a CEAP or other public review will be determined.
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