2016 Annual Budget, Volume 22016 ANNUAL BUDGET
V OLUME II
CITY OF BOULDER, COLORADO
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2016 Annual Budget Volume II
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City of Boulder
2016 –2021 Capital Improvement Program
Mayor ................................................................................ Suzanne Jones
Mayor Pro Tem ...................................................................... Mary Young
Council Members .................................................... Matthew Appelbaum
Aaron Brockett
Jan Burton
Lisa Morzel
Andrew Shoemaker
Sam Weaver
Bob Yates
City Manager ................................................................ Ja ne S. Brautigam
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City of Boulder Staff
City Manager .............................................................................................. Jane S. Brautigam
City Attorney ....................................................................................................................................... Tom Carr
Municipal Judge ....................................................................................................................... Linda P. Cooke
Assistant City Manager .............................................................................................. Mary Ann Weideman
Chief Financial Officer .................................................................................................................. Bob Eichem
Director of Finance ............................................................................................ 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
Interim Director of Labor Relations ................................................................................... Michael Clasen
Executive Director of Planning, Housing and Sustainability ........................................ David Driskell
Director of Library and Arts ..................................................................................................... David Farnan
Director of Information Technology ........................................................................................... Don Ingle
Director of Human Resources .................................................................................. Joyce Lira
Director of Human Services ........................................................................................................ Karen Rahn
Executive Director of Public Works .................................................................................. Maureen F. Rait
Interim 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*
Community Sustainability Coordinator (CIP Coordinator) ...................................... Jean Gatza*
Planner II (CIP Coordinator) ............................................................................ Chris Meschuk*
Planning, Housing and Sustainability ............................................................. Susan Richstone
Community Vitality ......................................................................................... Donna Jobert*
Finance ............................................................................................... Milford John-Williams*
Fire ............................................................................................................ David Gelderl oos*
Information Technology ....................................................................................... Beth Lemur
Open Space & Mountain Parks ........................................................................ Lauren Kilcoyne
Parks & Recreation ................................................................................................ Jeff Dillon *
Parks & Recreation ...................................................................................... Douglas Godfrey*
Parks & Recreation ................................................................................................. Jeff Haley *
Police ............................................................................................................. Bridget Pa nkow
Public Works ..................................................................................................... Joanna Crean
Public Works/Airport ............................................................................................... Tim Head
Public Works/Facilities & Asset Management .......................................................... Joe Castro
Public Works/Facilities & Asset Management ........................................................ John Frazer
Public Works/Greenways .................................................................................... Annie Noble*
Public Works/Greenways ........................................................................................ Kurt Bauer
Public Works/Transportation ............................................................................. Gerrit Slatter*
Public Works/Utilities .............................................................................................. Ken Baird
Public Works/Utilities .......................................................................................... Bob Harberg
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 ......................................................................................... 61
SEPTEMBER 2013 FLOOD
Overview .............................................................................................................. 63
Flood Costs by Department................................................................................... 64
Sources of Funding ............................................................................................... 65
COMMUNITY, CULTURE AND SAFETY PROJECT
Overview .............................................................................................................. 67
Project Highlights ................................................................................................. 68
2015-2018 Spend Plan ......................................................................................... 71
PAVEMENT MANAGEMENT PROGRAM
Overview .............................................................................................................. 73
Strategy ................................................................................................................ 75
COMMUNITY VITALITY
Overview .............................................................................................................. 79
2016-2021 Funding Summary by Department ...................................................... 84
Projects Map ......................................................................................................... 85
Project Sheets ....................................................................................................... 86
2016 – 2021 CAPITAL IMPROVEMENT PROGRAM
TABLE OF CONTENTS
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FACILITIES AND ASSET MANAGEMENT
Overview .............................................................................................................. 91
2016-2021 Funding Summary by Department ...................................................... 98
Projects Map ......................................................................................................... 99
Project Sheets ..................................................................................................... 100
FIRE AND RESCUE
Overview ............................................................................................................ 119
Projects Map ...................................................................................................... 125
GREENWAYS
Overview ............................................................................................................ 127
INFORMATION TECHNOLOGY
Overview ............................................................................................................ 131
2016-2021 Funding Summary by Department .................................................... 136
Project Sheets ..................................................................................................... 138
OPEN SPACE AND MOUNTAIN PARKS
Overview ............................................................................................................ 145
2016-2021 Funding Summary by Department .................................................... 156
Projects Map ....................................................................................................... 157
Project Sheets ..................................................................................................... 158
PARKS AND RECREATION
Overview ............................................................................................................ 183
2016-2021 Funding Summary by Department .................................................... 194
Projects Map ....................................................................................................... 195
Project Sheets ..................................................................................................... 196
POLICE
Overview ............................................................................................................ 217
2016-2021 Funding Summary by Department .................................................... 220
Project Sheets ..................................................................................................... 222
TRANSPORTATION
Overview ............................................................................................................ 223
2016-2021 Funding Summary by Department .................................................... 232
2016 – 2021 CAPITAL IMPROVEMENT PROGRAM
TABLE OF CONTENTS
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Projects Map ....................................................................................................... 233
Project Sheets ..................................................................................................... 234
UTILITIES
Overview ............................................................................................................ 257
2016-2021 Funding Summary by Department .................................................... 270
Projects Map ....................................................................................................... 273
Project Sheets ..................................................................................................... 274
APPENDIX A: UNFUNDED PROJECTS ........................................................................... 341
APPENDIX B: PROJECT RECOMMENDATIONS FOR CEAP ............................................... 347
2016 – 2021 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 ....................................................................... 2
Figure 1-2: 2016 Projects by Category ................................................................ 3
Figure 1-3: Sustainability Framework ................................................................ 11
Figure 1-4: CIP Definition and Criteria .............................................................. 14
FUNDING SUMMARIES
Figure 2-1: Total Projected CIP Funding by Year ............................................... 17
Figure 2-2: 2016-2021 Funding by Department ............................................... 20
Table 2-1: 2016-2021 Funding Summary by Department ................................ 21
Figure 2-3: 2016-2021 Funding by Project Type .............................................. 33
Figure 2-4: 2016-2021 Funding By Project Type Excluding Utilities .................. 33
Table 2-2: 2016-2021 Funding Summary by Project Type ............................... 34
Figure 2-5: 2016-2021 Funding by Fund .......................................................... 44
Table 2-3: 2016-2021 Funding Summary by Fund .......................................... 45
CAPITAL IMPROVEMENT BOND
Table 3-1: 2011-2016 Spend Plan ................................................................... 61
SEPTEMBER 2013 FLOOD
Figure 4-1: Flood Costs by Department ............................................................ 64
Figure 4-2: Sources of Funding ......................................................................... 65
COMMUNITY, CULTURE AND SAFETY PROJECT
Table 5-1: Community, Culture and Safety Highlights .................................... 69
Table 5-2: Spend Plan for Community, Culture and Safety Projects ................. 71
PAVEMENT MANAGEMENT PROGRAM
Table 6-1: Overall Conditions Index ............................................................... 74
Figure 6-1: Pavement Deterioration and Life Cycle Costs ................................. 75
Table 6-2: Comparative Costs ........................................................................ 76
Table 6-3: Condition of Streets ...................................................................... 76
Table 6-4: Weighted Average OCI Comparison ............................................... 77
2016 – 2021 CAPITAL IMPROVEMENT PROGRAM
LIST OF FIGURES AND TABLES
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DOWNTOWN COMMERCIAL DISTRICT
Table 7-1: 2016-2021 Funding Summary by Department ................................ 84
FACILITIES AND ASSET MANAGEMENT
Table 8-1: Capital Development Fund Balance - 2014 Year-End ...................... 92
Table 8-2: FAM Priority Codes ......................................................................... 95
Table 8-3: 2016-2021 Funding Summary by Department ................................ 98
FIRE
Table 9-1: Unfunded Projects ........................................................................ 124
INFORMATION TECHNOLOGY
Table 11-1: 2016-2021 Funding Summary by Department .............................. 136
OPEN SPACE AND MOUNTAIN PARKS
Table 12-1: 2016-2021 Funding Summary by Department .............................. 156
PARKS AND RECREATION
Table 13-1: 2016-2021 Funding Summary by Department .............................. 194
POLICE
Table 14-1: 2016-2021 Funding Summary by Department .............................. 220
TRANSPORTATION
Table 15-1: 2016-2021 Funding Summary by Department .............................. 224
UTILITIES
Table 16-1: Proposed Utility Rate Increases ..................................................... 259
Table 16-2: 2016-2021 Funding Summary by Department .............................. 270
2016 – 2021 CAPITAL IMPROVEMENT PROGRAM
LIST OF FIGURES AND TABLES
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The City of Boulder’s 2016-2021 Capital Improvement Program (CIP) contains information on how
the city plans to invest available resources into key infrastructure and facilities between 2016 and
2021. 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 2016-2021 CIP has five main parts:
Introduction
Funding Summaries
Special Highlights
Department Projects
Appendices
Introduction
The Introduction section provides an overview of the 2016-2021 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 2016-2021 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 a major area of concerted effort related to
capital investment: implementation of Capital Improvement Bond projects. The capital bond
section contains a narrative describing associated projects and other highlights. There are also
highlights of the effects of the following on the CIP: the September 2013 Flood, the Community,
Culture and Safety project, and the Pavement Management Program. .
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 2016-2021 CIP contains two appendices. The first appendix contains information on
2016 – 2021 CAPITAL IMPROVEMENT PROGRAM
HOW TO USE THIS DOCUMENT
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unfunded capital projects, and the second contains a list of CEAP projects.
Data Limitations
The 2016-2021 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).
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 0-01 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 2016 and for each year between 2016 through 2021. However, on-going
programs, because they have typically received funding for many years before 2016, do not have
information about allocated funding prior to 2016. 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 2016.
Future Unfunded shows any amount of the Total Funding Plan that does not have a funding
source. Funding to Completion shows any amount outside of the Total Funding Plan that is
outside of the six-year CIP window (2016-2021). As historical data for these projects get
collected over time, the aforementioned sections will be populated.
2016 – 2021 CAPITAL IMPROVEMENT PROGRAM
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Figure 0-1: Sample Capital Funding Plan Table
2016 – 2021 CAPITAL IMPROVEMENT PROGRAM
HOW TO USE THIS DOCUMENT
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City of Boulder
INTRODUCTION
2016-2021 Capital Improvement Program
Capital Planning and 2016 – 2021 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 382 buildings and structures, 1,800 acres of parkland, 45,498 acres of
Open Space and Mountain Parks (OSMP), 305 centerline miles of streets, 159 centerline miles of
bike facilities, 79 underpasses, three water treatment facilities, 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 nine CIP Guiding Principles 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. Figure 1-1 lists the CIP Guiding Principles.
Chautauqua Reservoir Construction, 1923. Photo courtesy
the Carnegie Branch Library for Local History, Boulder His‐
torical Society Collection.
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Introduction
Figure 1-1: CIP Guiding Principles
The City of Boulder develops a Capital Improvement Program (CIP) that addresses the
ongoing major business needs and maintenance and repair of city assets as well as
enhancements and expansion called for in the Boulder Valley Comprehensive Plan. The
CIP is a strategic document that assures that the municipal organization maintains a
strong bond rating, implements community values, and has fiscal integrity. The city
prioritizes its investments both across and within funds based on the following guiding
principles:
1. Capital Improvement Programs should be consistent with and implement Council-
accepted master plans and strategic plans.
2. Capital Improvements should achieve Community Sustainability Goals:
Environmental – sustainable materials, construction practices, renewable
resources, etc.
Social – enhancements that improve accessibility to city services and resources
provided to the community
Economic – effective and efficient use of public funds across the community.
3. As potential capital investments are identified, the city must demonstrate in the CIP
process that there are sufficient funds to operate and maintain the project or
program.
4. Capital Improvement Programs should provide enough capacity and flexibility in our
long-term planning to be able to respond to emerging, unanticipated needs.
5. Capital Improvement Programs should maintain and enhance the supporting city-wide
“business systems”, such as information and finance systems, for the city over the
long term.
6. Capital Improvement Programs should sustain or improve maintenance of existing
assets before investing in new assets.
7. Capital improvements should:
Meet legal mandates from federal, state, or city levels
Maintain or improve public safety and security
Leverage external investments
Promote community partnerships
Reduce operating costs and improve efficiency.
8. Capital programming should maximize efficiency of investments demonstrated by
measurable cost/benefit analyses and coordination of projects across departments
within and across funds.
9. The Capital Improvement Program should provide sufficient reserves to allow for a
sound fiscal foundation with benefits that include:
A strong bond rating
The ability to address emergencies and natural disasters.
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Introduction
The 2016-2021 CIP includes funding for $392.7 million for 157 projects. 109 projects are
recommended for funding in 2016, totaling $74.5 million. Proposed 2016-2021 allocations are
$31.5 million higher than 2015-2020 allocations ($361.4 million) presented in the 2015-2020
CIP. The recommended 2016 allocations are $4.7 million higher than approved 2015 allocations
($69.8 million). The primary reason for the increase in 2016-2021 is the additional major projects
in Utilities and Transportation. These projects are partially funded from increased revenues
provided through recent tax initiatives and new Transportation Improvement Program (TIP) federal
funding (Transportation), and rate increases (Utilities), and are key investments to maintain
existing infrastructure.
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. This is reflected in the 2016 – 2021 CIP. 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.
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.
The city is spending the majority, over 82 percent, of its 2016 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.
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Introduction
CIP Highlights
The city anticipates completing a significant number of Capital Projects in 2015 and 2016.
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 2015 accomplishments and highlights
of the 2016-2021 CIP are noted in the department overviews.
[Please note that Capital Improvement Bond projects are included in this list.]
2015 Accomplishments (see Department Overviews for additional details and highlights)
Continued flood recovery (see Special Flood Highlight section )
Completed Main Library renovation
Acquired new fire response software (anticipated to be operational by the end of 2015)
Figure 1-2: 2016 Projects by Category
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Introduction
Completed construction of Fire Station #8 (Wildland Fire
Station)
Completed numerous flood mapping studies and flood
mitigation plans
Commenced Baseline underpass construction (late 2015),
Commenced North Trail Study Area (NTSA) Planning
Completed West End Streetscape improvements
Completed Valmont City Park Concept Planning
Replaced approximately 22,000 feet of water main and installed 3,000 feet of new water main
for flood impacted properties along Old Tale and Baseline
Assessed condition of wastewater collection system and removed debris
2016 and Beyond Planning and Construction (see Department Overviews for additional details and
highlights)
Betasso Water Treatment Plant Improvements
Wastewater Treatment Facility nitrogen upgrades
Replace and implement the Police Records Management System
Flood mitigation and path improvements along Fourmile Canyon Creek
Stream bank restoration work on Boulder Creek at Eben Fine Park
Responsive measures to mitigate Emerald Ash Borer threat
Enhancements to the North Boulder Recreation Center Pool
Newly funded Transportation Improvement Program (TIP) Projects:
Broadway Reconstruction
30th and Colorado Avenue Underpass
Boulder Slough Multi-use Path (30th to 3100 Pearl)
19th Street Improvements (Norwood to Upland)
Arapahoe Avenue / Boulder Creek Path Underpass Improvements
New shared parking facility between CAGID/ Trinity Commons
Realignment of main sanitary sewer interceptor at the Treatment Facility
Complete OSMP flood-related trail repairs
Renovation and repair of the Foothills Nature Center (near Wonderland Lake)
Ongoing network hardware and software replacement
Construct Carter Lake Pipeline
South Boulder Creek Flood Mitigation Phase I
West End Streetscape on 9th Street and Pearl
Street.
Fire Station #8.
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Introduction
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
2013 Flood Impact - provides an update to spending, progress, reimbursements and other
revenues related to flood recovery efforts from the 2013 Flood
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
Transportation Tax Increases – provides additional information on the
pavement management program, implemented with funding from the voter
approved tax initiatives supporting Transportation.
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 2016-2021 CIP include, continued flood impact and
recovery costs, especially in Open Space and Mountain Parks, response to the
Emerald Ash Borer threat, funding constraints, construction cost inflation, operational funding,
and conversion to new financial software.
Flood Impact
The September 2013 flood had a threefold impact on the City of Boulder’s CIP. As a direct result
of the flood, some previously planned projects were either deferred or became no longer relevant
(for example work on a single element of a park that then needed more extensive repair and
restoration, as a result of the flood). In some cases, funding previously identified for regular CIP
projects was used to cover the cost of flood repair and recovery, and new or different funding
sources have been or will need to be identified to complete high priority projects, within the
needed timeframe, or the timelines have had to or will have to shift. Finally, the information
learned from the flood has led to reprioritization of CIP projects. Much of the recovery work has
The 2011 Capital Bond is
approximately half way
through the implementation
phase.
7
Introduction
now been done, with the majority of remaining projects in OSMP. Additional funding provided in
Utilities has allowed for an accelerated CIP program to address vulnerabilities in the water,
wastewater and stormwater/flood management systems and FEMA reimbursement has begun
coming in, helping to replenish reserves and provide funds for previously deferred projects. In the
CIP, this is reflected in new projects, changes in timing of projects, and changes in scope of
projects. However, there remains some recovery work that will not be FEMA eligible, especially in
for OSMP recovery work.
The 2016 – 2021 CIP includes a special flood highlight section, which provides additional
information related to the impact of the flood on the CIP. For departments still in the midst of
recovery efforts or mitigation work, details specific to their departments are included in the
Department Overview sections of the CIP.
Emerald Ash Borer Threat
In September, 2013, City of Boulder Parks and Recreation Forestry staff discovered an Emerald Ash
Borer (EAB) infestation within the city. This is the first known occurrence of EAB in Colorado and is
the western-most occurrence of this invasive pest in North America. Eradication and containment
efforts across the country have been unsuccessful, resulting in the loss of over 50 million ash
trees.
EAB management, including tree removal, tree replacement, wood disposal and pesticide
treatments will have direct impacts to the City of Boulder and private residents over the next 15
years. Staff estimates the number of public, private and naturalized ash within the city is 98,000
trees. The loss of this tree canopy will have significant economic, social, and environmental
impacts for decades.
Staff has gathered information and worked interdepartmentally with Parks & Recreation,
the city’s Integrated Pest Management team, Open Space and Mountain Parks, Development
Review, and other interested divisions, departments and boards to develop an EAB Management
Plan to manage the infestation within the city and potentially slow the spread to nearby
communities. This plan will be presented to council in September 2015. The CIP includes a multi-
year project and funding has been identified to implement the plan.
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 structural gap between needs and resources
8
Introduction
still remains. The city will continue to prioritize its needs based on its available resources using
the CIP Guiding Principles.
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 2.2 and 4.5 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.
Reporting capabilities are continuing to be refined and will evolve as familiarity with the new
system increases. Until there is historical data in Munis (starting with 2015 data), the prior years’
expenses or full project cost information, will not be available.
Opportunities
Similarly, there are issues that positively impact the city’s capital investment performance.
9
Introduction
Opportunities identified in the 2016-2021 CIP include additional funding availability; strategic
planning for maintenance and unfunded needs; capital investment plans and studies; and an
integrated technology analysis.
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 2016 – 2021 CIP includes a special highlight section,
which provides additional information on the purpose and schedule 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 2016-2021 CIP includes a special highlight section on the Pavement Management
Program implemented with these new dollars for Transportation.
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 2016-2021
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. Near term steps include commencing a citywide facility and asset assessment and
an ongoing process for planning, funding and scheduling necessary maintenance and replacement
of capital assets. While some departments have developed detailed inventories, establishing a
citywide baseline inventory is the first step of a multi-year process. In conjunction with asset
assessment work, the goal is to establish 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.
10
Introduction
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 is actively pursuing the possibility of purchasing
the Boulder Community Hospital site that is for sale. While this was not a part of the CIP and was
not a known potential acquisition until recently, it is crucial to be able to respond quickly to this
highly valuable opportunity.
Capital Investment Plans & Studies
Over the last several years, there have been Master Plan updates in many key areas, such as:
Greenways, Fire, Police, Transportation, Parks and Recreation, and Open Space Acquisitions.
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 2015 and 2016 that will
guide capital planning along East Arapahoe and 30th & Colorado. Other recent planning efforts
include an Aquatics Study, Athletics Study, Urban Forest Strategic Management Plan, Recreation
Facility Strategic Plan and the North Trail Study Area Plan that will inform future capital
investment.
Major drainageway flood mitigation plans are currently underway for South Boulder Creek,
Gregory Creek, Bear Canyon Creek and Boulder Creek. Flood mitigation plans will be initiated for
Skunk Creek, King’s Gulch and Bluebell Creek; and Upper Goose Creek and Twomile Canyon Creek
once the mapping studies have been approved by City Council.
Integrated Planning Effort for New Technology
An emerging city-wide issue is our aging radio infrastructure. FAM has submitted a 2016 budget
request for a radio infrastructure analysis and strategic plan development. This strategic plan will
impact all users of the city’s radio system including Public Safety, Public Works, Open Space and
Mountain Parks and others. The scope and final cost of the project will be determined by the
results of the study and future projects will be programmed in the next CIP.
11
Implementation of Subcommunity & Area Plans
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 Capital Improvements have been made in
the area. Proposed Capital Improvements in the next six years include
Fourmile Canyon Creek Flood and Greenways Improvements, Violet Park
development in coordination with Greenways, transportation
improvements to 19th Street, and the North Trail Study Area Plan.
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, traffic signal installations, and a multiuse
path along the Boulder Slough between 30th and 3100 Pearl.
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 and along 15th Street south of Canyon.
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
Introduction
Improvements at Goose Creek at Boulder
Junction.
12
underpass at the Boulder Creek Path (13th Street).
Projects Recommended for CEAP
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. (For those departments that do not have an advisory board, Planning Board is
responsible for reviewing CEAP findings as part of project 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
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.
Introduction
13
Figure 1-3 illustrates the relationship between the Sustainability Framework, BVCP, PBB,
Subcommunity and Area Plans, Master 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
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.
Introduction
Figure 1-3: Sustainability Framework
14
Introduction
Section 78 of the City Charter calls for the city Planning Department to prepare the annual CIP with
other city departments for submittal to the City Manager. The Planning Board evaluates and makes
recommendations to the City Manager and City Council on the draft CIP. The Planning Board’s re-
view 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 capi-
tal 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 improve-
ments.
Many of the changes made to the CIP have focused on improving the financial information in-
cluded 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 environ-
ment, changes have been made to enhance the electronic viewing of the CIP. This year, GIS map-
ping 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 Resource Plan-
ning (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), con-
tinuing 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.
15
Figure 1-4: CIP Definition and Criteria
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:
Projects 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.
Introduction
[This page is intentionally blank.]
16
17
City of Boulder
FUNDING SUMMARIES
2016-2021 Capital Improvement Program
The Funding Summaries section provides full detail of the city’s CIP budget needs from 2016
through 2021 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 2016-2021 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. Figure
2-1 shows total CIP funding for 2016-2021. Funding varies year over year depending on specific
project plans. For example, 2018 includes the Carter Lake Pipeline project which carries a
significant cost.
Figure 2-1: Total Projected CIP Funding by Year1
Notes:
1 The Red area is the 2016 portion of the 2011 Capital Improvement Bond funds. These bonds were sold and funding appropriated in 2012.
The blue area is planned allocations of 2016-2021 funding for all other projects.
$‐
$20
$40
$60
$80
$100
$120
2016 2017 2018 2019 2020 2021MillionsCapital
Improvement
Bond
Expenditure
Plan
CIP Budget
2016‐2021
18
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.
Funding Summaries
19
City of Boulder
FUNDING BY DEPARTMENT
2016-2021 Capital Improvement Program
The following city departments are participating in the 2016-2021 CIP:
Downtown / University Hill Management Division and Parking Services (DUHMD/PS
Fire and Rescue
Information Technology (IT)
Open Space and Mountain Parks (OSMP)
Parks and Recreation
Police
Public Works (PW) - Facilities Asset Management (FAM)
PW-Greenways
PW-Municipal Airport
PW—Stormwater and Flood Management Utility
PW-Transportation
PW-Wastewater Utility
PW-Water Utility
The Public Works divisions of Utilities and Transportation have the greatest allocations of
resources in the 2016-2021 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 throughout 2016-2020.
Figure 2-2 displays the share of total 2016-2021 CIP spending on each department.
20
Funding by Department
Figure 2-2: 2016-2021 Funding by Department
Other includes DUHMD/PS, Information Technology, and Police
$‐
$20
$40
$60
$80
$100
$120
2016 2017 2018 2019 2020 2021Millions PW/Utilities
PW/
Transportation
OSMP
PnR
PW/FAM
Other
21 Table 2-1: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2021 ProjectedDUHMD $ 4,434,765 $ 2,156,565 $ 678,200 $ 400,000 $ 400,000 INFORMATION TECHNOLOGY $ 8,310,962 $ 841,220 $ 964,254 $ 1,573,472 $ 958,321 OPEN SPACE & MOUNTAIN PARKS $ 49,060,930 $ 11,900,930 $ 7,945,000 $ 7,455,000 $ 7,290,000 PARKS & RECREATION $ 32,872,000 $ 4,458,000 $ 5,920,000 $ 5,217,000 $ 5,500,000 POLICE $ 950,000 $ 950,000 $ - $ - $ - PW/FACILITIES & ASSET MNGMT $ 9,647,000 $ 2,307,000 $ 1,475,000 $ 1,535,000 $ 884,000 PW/STORMWATER & FLOOD UTILITY $ 61,417,767 $ 5,209,921 $ 7,119,924 $ 33,256,596 $ 5,129,366 PW/TRANSPORTATION $ 56,338,000 $ 8,774,500 $ 7,788,500 $ 15,692,500 $ 6,527,500 PW/WASTEWATER UTILITY $ 58,052,128 $ 4,355,600 $ 5,987,421 $ 5,571,420 $ 7,242,543 PW/WATER UTILITY $ 126,449,771 $ 33,449,251 $ 8,679,585 $ 41,107,592 $ 12,318,146 Total $ 407,533,323 $ 74,402,987 $ 46,557,884 $ 111,808,580 $ 46,249,876 $ 48,272,397 $ 80,241,599 $ - Department Total $ 11,196,676 $ 19,698,521 $ - Department Total $ 7,335,868 $ 27,559,276 $ - Department Total $ 6,527,500 $ 11,027,500 $ - Department Total $ 5,028,682 $ 5,673,278 $ - Department Total $ 2,318,000 $ 1,128,000 $ - Department Total $ - $ - $ - Department Total $ 6,500,000 $ 5,277,000 $ - Department Total $ 7,080,000 $ 7,390,000 $ - 2019 Projected 2020 ProjectedUnfunded AmountDepartment Total $ 400,000 $ 400,000 $ - Department Total $ 1,885,671 $ 2,088,024 $ -
22 Table 2-1: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountDUHMD $ 4,434,765 $ 2,156,565 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ - CIP-CAPITAL MAINTENANCE $ 3,009,000 $ 730,800 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ - $ 150,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 609,000 $ 330,800 $ 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 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 1,425,765 $ 1,425,765 $ - $ - $ - $ - $ - $ 1,425,765 $ 1,425,765 $ - $ - $ - $ - $ - Subtotal $ - CAGID Trinity Commons $ - Downtown Parking Garage Major $ 250,000 Downtown Pearl St Mall Amenity $ 125,000 Downtown 14th St Prkg Lot $ 25,000 Downtown Parking Garage $ - 2019 ProjectedDepartment Total $ 400,000 Subtotal $ 400,000 Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountINFORMATION TECHNOLOGY $ 8,310,962 $ 841,220 $ 964,254 $ 1,573,472 $ 2,088,024 $ 958,321 $ - CIP-CAPITAL MAINTENANCE $ 8,310,962 $ 841,220 $ 964,254 $ 1,573,472 $ 2,088,024 $ 958,321 $ - $ 122,234 $ - $ 41,895 $ 80,339 $ - $ - $ - $ 108,987 $ 10,500 $ - $ - $ 53,604 $ 13,401 $ - $ 4,847,207 $ 703,638 $ 702,115 $ 1,174,388 $ 745,731 $ 770,153 $ - $ 2,409,400 $ 111,090 $ 219,232 $ 241,423 $ 630,026 $ 173,537 $ - $ 49,798 $ 8,117 $ 1,012 $ - $ 6,381 $ 1,230 $ - $ 773,336 $ 7,875 $ - $ 77,322 $ 652,282 $ - $ - Data Backup and Disaster $ - Security Administration $ 33,058 Server Hardware Replacement $ 35,857 Database Hardware Replacement $ 31,482 End User Device Replacement $ 751,182 Network Hardware Replacement $ 1,034,092 2019 ProjectedDepartment Total $ 1,885,671 Subtotal $ 1,885,671
23 Table 2-1: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountOPEN SPACE & MOUNTAIN PARKS $ 49,060,930 $ 11,900,930 $ 7,945,000 $ 7,455,000 $ 7,390,000 $ 7,290,000 $ - CIP-CAPITAL ENHANCEMENT $ 11,324,600 $ 4,074,600 $ 1,975,000 $ 1,475,000 $ 1,400,000 $ 1,300,000 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 650,000 $ - $ - $ 200,000 $ 200,000 $ 200,000 $ - $ 900,000 $ 200,000 $ 200,000 $ 200,000 $ 100,000 $ 100,000 $ - $ 572,600 $ 572,600 $ - $ - $ - $ - $ - $ 300,000 $ - $ 300,000 $ - $ - $ - $ - $ 700,000 $ 100,000 $ 200,000 $ 200,000 $ 50,000 $ 50,000 $ - $ 550,000 $ - $ 75,000 $ 175,000 $ 100,000 $ 100,000 $ - $ 852,000 $ 252,000 $ 200,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 300,000 $ - $ 300,000 $ - $ - $ - $ - $ 2,000,000 $ 2,000,000 $ - $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ 200,000 $ 100,000 $ - $ 2,000,000 $ 100,000 $ 200,000 $ 200,000 $ 500,000 $ 500,000 $ - $ 1,700,000 $ 350,000 $ 500,000 $ 400,000 $ 150,000 $ 150,000 $ - CIP-CAPITAL MAINTENANCE $ 3,036,330 $ 1,626,330 $ 270,000 $ 280,000 $ 290,000 $ 290,000 $ - $ 720,000 $ 110,000 $ 110,000 $ 120,000 $ 130,000 $ 130,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 500,000 $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 360,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ - $ 991,000 $ 991,000 $ - $ - $ - $ - $ - $ 205,330 $ 205,330 $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 60,000 $ 60,000 $ - $ - $ - $ - $ - CIP-LAND ACQUISITION $ 34,200,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ - $ 600,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 32,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - Subtotal $ - Boulder Creek Bikepath Extension $ - Mineral Rights Acquisition $ 100,000 OSMP Real Estate Acquisition $ 5,400,000 Water Rights Acquisition $ 200,000 Hartnagle House Restoration $ - South Mesa Trailhead Bridge $ - Subtotal $ 5,700,000 Farm Site Improvements $ 60,000 Flood Trails $ - Foothills Nature Center $ - Agriculture Facilities Projects $ 120,000 Boulder & S Bldr Crk Flood Repair $ - Cultural Resource/Facility Restorat $ 100,000 Visitor Infrastructure System Wide $ 500,000 WTSA Implementation $ 150,000 Subtotal $ 280,000 S.Bldr Crk at E.Bldr Ditch Const $ - South Boulder Creek Instream $ - STSA - Plan and Implementation $ - OSMP Innovations $ 100,000 OSMP Master Plan Update $ 100,000 Flood Eng. Trails $ - Goodhue Ditch Fish Passage $ - NTSA - Plan and Implementation $ 100,000 Boulder Crk Above 95th $ - ETSA - Plan and Implementation $ 50,000 Facility Modifications-Space $ 100,000 Department Total $ 7,080,000 Subtotal $ 1,100,000 2019 Projected
24 Table 2-1: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPARKS & RECREATION $ 32,872,000 $ 4,458,000 $ 5,920,000 $ 5,217,000 $ 5,277,000 $ 5,500,000 $ - CIP-CAPITAL ENHANCEMENT $ 11,500,000 $ 1,750,000 $ 1,850,000 $ 3,100,000 $ 1,600,000 $ 1,600,000 $ - $ 2,900,000 $ 400,000 $ - $ 2,000,000 $ 500,000 $ - $ - $ 4,500,000 $ 500,000 $ 1,000,000 $ 500,000 $ 500,000 $ 1,000,000 $ - $ 500,000 $ 250,000 $ 250,000 $ - $ - $ - $ - $ 3,600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ - CIP-CAPITAL MAINTENANCE $ 17,048,000 $ 1,558,000 $ 3,620,000 $ 1,393,000 $ 3,677,000 $ 3,900,000 $ - $ 1,100,000 $ 100,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - $ 1,288,000 $ 238,000 $ - $ 273,000 $ 777,000 $ - $ - $ 4,500,000 $ - $ 1,000,000 $ - $ 1,500,000 $ 2,000,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ - $ 2,160,000 $ 220,000 $ 220,000 $ 220,000 $ 500,000 $ 500,000 $ - $ 300,000 $ 300,000 $ - $ - $ - $ - $ - $ 1,500,000 $ - $ 500,000 $ - $ - $ 500,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ - $ 2,000,000 $ - $ 1,000,000 $ - $ - $ - $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - CIP-CAPITAL PLANNING $ 500,000 $ 400,000 $ 100,000 $ - $ - $ - $ - $ 200,000 $ 200,000 $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 100,000 $ - $ 100,000 $ - $ - $ - $ - CIP-LAND ACQUISITION $ 1,874,000 $ - $ - $ 374,000 $ - $ - $ - $ 1,874,000 $ - $ - $ 374,000 $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 1,950,000 $ 750,000 $ 350,000 $ 350,000 $ - $ - $ - $ 1,450,000 $ 750,000 $ 350,000 $ 350,000 $ - $ - $ - $ 500,000 $ - $ - $ - $ - $ - $ - Violet Park $ 500,000 Boulder Junction Rail Plaza $ 1,500,000 Subtotal $ 500,000 Boulder Junction Pocket Park $ - Urban Forest Management Plan $ - Yard/Maintenance Facility Site $ - Subtotal $ 1,500,000 Subtotal $ - Reservoir/Tom Watson Site Plan $ - Scott Carpenter/Mapleton Site $ - Parking Lot Repairs $ 250,000 Recreation Facility Repairs $ 1,000,000 Turf Repairs and Replacement $ 200,000 EAB Response Measures $ 500,000 Flatiron Golf Course Repairs $ - Park Structure Repairs and $ 500,000 Aquatics Facility Repairs $ - Boulder Reservoir South $ - Court Repairs and Resurfacing $ 250,000 Playground and Irrigation Repairs $ 600,000 Subtotal $ 2,900,000 ADA Compliance Initiatives $ 200,000 Aquatic Facility Enhancements $ - Athletic Field Development $ 1,000,000 Lighting Ordinance $ - Department Total $ 6,500,000 Subtotal $ 1,600,000 2019 ProjectedEstimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPOLICE $ 950,000 $ 950,000 $ - $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 950,000 $ 950,000 $ - $ - $ - $ - $ - $ 950,000 $ 950,000 $ - $ - $ - $ - $ - Records Management System $ - 2019 ProjectedDepartment Total $ - Subtotal $ -
25 Table 2-1: 2016-2021 Funding Summary by Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/FACILITIES & ASSET MNGMT $ 9,647,000 $ 2,307,000 $ 1,475,000 $ 1,535,000 $ 1,128,000 $ 884,000 $ - CIP-CAPITAL ENHANCEMENT $ 1,742,000 $ 290,000 $ - $ 100,000 $ 100,000 $ 152,000 $ - $ 452,000 $ - $ - $ 100,000 $ 100,000 $ 152,000 $ - $ 190,000 $ 190,000 $ - $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 700,000 $ - $ - $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 7,025,000 $ 1,787,000 $ 1,345,000 $ 1,305,000 $ 898,000 $ 602,000 $ - $ 1,366,000 $ 390,000 $ - $ 723,000 $ 253,000 $ - $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 813,000 $ 120,000 $ 126,000 $ 132,000 $ 145,000 $ 152,000 $ - $ 169,000 $ - $ 169,000 $ - $ - $ - $ - $ 2,545,000 $ 515,000 $ 380,000 $ 400,000 $ 450,000 $ 400,000 $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 120,000 $ - $ 120,000 $ - $ - $ - $ - $ 80,000 $ 80,000 $ - $ - $ - $ - $ - $ 1,000,000 $ - $ 500,000 $ - $ - $ - $ - $ 132,000 $ 132,000 $ - $ - $ - $ - $ - CIP-CAPITAL PLANNING $ 880,000 $ 230,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 480,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - Facility Assessments Misc Space Needs and Analysis Radio System Analysis $ - Recreation Facility Repairs Stazio Tensile Canopy Covering Subtotal $ 130,000 $ 50,000 $ 80,000 $ 500,000 $ - Misc Facility Maintenance Projects North Boulder Park Shelter Rep Pool Replastering $ - EBCC Replace Pool Air Handlers Fire Stations Major Maintenance Martin Park Shelter Major Maint $ - $ - $ 138,000 $ 400,000 $ - Miscellaneous Facilty DET Proj $ 50,000 West Senior Center Maj Maint & SubtotalAquatics Facility Repairs $ - East Boulder Community Center Outdoor Lighting Improvements Tantra Shop Renovation $ 300,000 $ 700,000 $ 1,088,000 $ 100,000 $ - Upgrade EV Chargers/Battery $ - 2019 ProjectedDepartment Total $ 2,318,000 Subtotal $ 1,100,000
26 Table 2-1: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/STORMWATER & FLOOD UTILITY $ 61,417,767 $ 5,209,921 $ 7,119,924 $ 33,256,596 $ 5,673,278 $ 5,129,366 $ - CIP-CAPITAL ENHANCEMENT $ 25,792,750 $ 3,365,021 $ 5,201,224 $ 6,688,096 $ 3,682,578 $ 3,129,149 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ 4,750,000 $ - $ 2,500,000 $ 2,250,000 $ - $ - $ - $ 5,250,000 $ 500,000 $ 500,000 $ 1,000,000 $ 1,250,000 $ 500,000 $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ - $ 752,646 $ 125,441 $ 125,441 $ 125,441 $ 125,441 $ 125,441 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 4,941,298 $ 730,080 $ 759,283 $ 789,655 $ 854,090 $ 986,949 $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ 1,076,390 $ 162,000 $ 169,000 $ 175,500 $ 190,000 $ 197,390 $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ 5,637,416 $ 750,000 $ 750,000 $ 750,000 $ 1,165,547 $ 1,221,869 $ - CIP-CAPITAL MAINTENANCE $ 5,172,732 $ 594,900 $ 618,700 $ 643,500 $ 1,330,700 $ 1,315,932 $ - $ 2,438,766 $ 270,400 $ 281,200 $ 292,500 $ 632,700 $ 657,966 $ - $ 2,668,966 $ 324,500 $ 337,500 $ 351,000 $ 633,000 $ 657,966 $ - $ 65,000 $ - $ - $ - $ 65,000 $ - $ - CIP-LAND ACQUISITION $ 3,627,285 $ 500,000 $ 550,000 $ 600,000 $ 660,000 $ 684,285 $ - $ 3,627,285 $ 500,000 $ 550,000 $ 600,000 $ 660,000 $ 684,285 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 26,825,000 $ 750,000 $ 750,000 $ 25,325,000 $ - $ - $ - $ 26,825,000 $ 750,000 $ 750,000 $ 25,325,000 $ - $ - $ - Utility Billing Computer System $ - South Boulder Creek Phase I $ - Subtotal $ 633,000 Preflood Property Acquisition $ 633,000 Subtotal $ - Subtotal $ 669,000 Storm Sewer Rehabilitation $ 304,000 Transportation Coordination $ 365,000 Stormwater Quality Improvements $ 182,500 Twomile Canyon Creek $ - Upper Goose Creek Drainage $ 1,000,000 Gregory Creek Flood Mitigation $ - Local Drainage Improvements $ 821,241 Skunk Creek Flood Mitigation $ - Fourmile - Upstream of Upland $ 1,500,000 Greenways Program - Flood fund $ 97,500 Greenways Program - Lottery $ 125,441 Bear Canyon Creek Flood $ - Bluebell & King's Gultch $ - Boulder Creek Flood Mitigation $ - 2019 ProjectedDepartment Total $ 5,028,682 Subtotal $ 3,726,682
27 Table 2-1: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 ProjectedPW/TRANSPORTATION $ 56,338,000 $ 8,774,500 $ 7,788,500 $ 15,692,500 $ 11,027,500 $ 6,527,500 CIP-CAPITAL ENHANCEMENT $ 13,772,000 $ 3,884,500 $ 1,877,500 $ 6,127,500 $ 627,500 $ 627,500 $ 257,000 $ 257,000 $ - $ - $ - $ - $ 2,500,000 $ 2,500,000 $ - $ - $ - $ - $ 7,050,000 $ 500,000 $ 1,250,000 $ 5,300,000 $ - $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 200,000 $ - $ - $ 200,000 $ - $ - $ 2,880,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 CIP-CAPITAL MAINTENANCE $ 14,402,000 $ 1,694,000 $ 1,694,000 $ 1,864,000 $ 6,050,000 $ 1,550,000 $ 893,000 $ 265,000 $ 265,000 $ - $ 121,000 $ 121,000 $ 4,800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 3,774,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 4,935,000 $ - $ - $ 435,000 $ 4,500,000 $ - CIP-CAPITAL PLANNING STUDIES $ 589,000 $ 338,000 $ 100,000 $ 151,000 $ - $ - $ 289,000 $ 138,000 $ - $ 151,000 $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ 200,000 $ 100,000 $ 100,000 $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 27,575,000 $ 2,858,000 $ 4,117,000 $ 7,550,000 $ 4,350,000 $ 4,350,000 $ 1,330,000 $ 1,330,000 $ - $ - $ - $ - $ 7,500,000 $ 500,000 $ 1,300,000 $ 5,700,000 $ - $ - $ 1,350,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 228,000 $ - $ 228,000 $ - $ - $ - $ 304,000 $ - $ 304,000 $ - $ - $ - $ 150,000 $ 75,000 $ 75,000 $ - $ - $ - $ 480,000 $ 120,000 $ 360,000 $ - $ - $ - $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 15,483,000 $ 483,000 $ 1,500,000 $ 1,500,000 $ 4,000,000 $ 4,000,000 $ - 2019 ProjectedArap Comp St Recon/Bldr Crk Subtotal19th St (Norwood to Sumac) TIP Local Match TMP Department Total $ 6,527,500 Ped Facilities Repair, Replace, $ 97,500 $ 50,000 Greenways Program Misc Development Coordination Broadway Recon Violet to 36 $ - Boulder Junction - Develop Coord 30th St and Colorado Bike/Ped Bikeway Facilities - Enhancements BJ Traffic Signal Bluff St & 30th BJ Traffic Signal Jct & Valmont 28th St - Valmont to Iris (Baseline) SubtotalSignal Maintenance & Upgrade $ 121,000 $ 800,000 $ 629,000 $ - $ 480,000 $ 1,550,000 Rehab Runway & Eastern Taxiway SubtotalBldr County/City Joint TIP Projects East Arapahoe Transp Corridor Trans Corridor 30th & Colorado SubtotalDeficient Street Light Pole Replace Major Capital Reconstruction $ - $ - $ 4,350,000 $ - $ - $ - $ 4,000,000 TIP Local Match/TMP $ 627,500 $ - $ - Boulder Slough Multiuse Path 30th Ped Facs Enh Missing Links $ - $ 125,000 $ - $ - $ 225,000 $ - $ -
28 Table 2-1: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/WASTEWATER UTILITY $ 58,052,128 $ 4,355,600 $ 5,987,421 $ 5,571,420 $ 27,559,276 $ 7,242,543 $ - CIP-CAPITAL ENHANCEMENT $ 29,573,075 $ 570,000 $ 2,050,397 $ 1,476,915 $ 20,731,179 $ 1,867,002 $ - $ 3,749,723 $ - $ - $ 25,000 $ 1,346,988 $ 1,730,145 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 150,000 $ 150,000 $ - $ - $ - $ - $ - $ 175,479 $ - $ 175,479 $ - $ - $ - $ - $ 1,320,000 $ 120,000 $ 1,200,000 $ - $ - $ - $ - $ 2,866,016 $ - $ 674,918 $ 701,915 $ 759,191 $ - $ - $ 50,000 $ 50,000 $ - $ - $ - $ - $ - $ 21,161,857 $ 150,000 $ - $ 750,000 $ 18,625,000 $ 136,857 $ - CIP-CAPITAL MAINTENANCE $ 28,479,053 $ 3,785,600 $ 3,937,024 $ 4,094,505 $ 6,828,097 $ 5,375,541 $ - $ 5,380,670 $ 811,200 $ 843,648 $ 877,394 $ 948,989 $ 986,949 $ - $ 1,829,626 $ 216,320 $ 224,973 $ 233,972 $ 253,064 $ 657,966 $ - $ 18,294,276 $ 2,758,080 $ 2,868,403 $ 2,983,139 $ 3,226,563 $ 3,355,626 $ - $ 65,000 $ - $ - $ - $ 65,000 $ - $ - $ 184,481 $ - $ - $ - $ 184,481 $ - $ - $ 2,200,000 $ - $ - $ - $ 2,000,000 $ - $ - $ 525,000 $ - $ - $ - $ 150,000 $ 375,000 $ - WWTF Digester Complex $ 200,000 WWTF Rehabilitation $ - Sanitary Sewer Manhole $ 243,331 Sanitary Sewer Rehabilitation $ 3,102,465 WWTF Cogeneration $ - Utility Billing Computer System $ - WWTF Permit Improvements $ 1,500,000 Subtotal $ 4,458,286 Condition Assessment Program $ 912,490 2019 ProjectedGoose Creek SS Interceptor $ 647,590 Marshall Landfill $ - Department Total $ 7,335,868 Subtotal $ 2,877,582 WWTF Instrumentation/Control $ 729,992 WWTF Laboratory $ - Wastewater Treatment Facility $ - WWTF Activated Sludge $ - WWTF Electrical $ -
29 Table 2-1: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/WATER UTILITY $ 126,449,771 $ 33,449,251 $ 8,679,585 $ 41,107,592 $ 19,698,521 $ 12,318,146 $ - CIP-CAPITAL ENHANCEMENT $ 84,350,608 $ 26,610,000 $ 2,511,322 $ 38,314,303 $ 9,148,194 $ 6,097,907 $ - $ 684,285 $ - $ - $ - $ - $ 684,285 $ - $ 115,000 $ 65,000 $ 50,000 $ - $ - $ - $ - $ 9,566,060 $ 100,000 $ 175,000 $ - $ 8,455,509 $ - $ - $ 25,140,000 $ 25,140,000 $ - $ - $ - $ - $ - $ 561,773 $ - $ - $ - $ 75,000 $ 486,773 $ - $ 124,707 $ - $ - $ 124,707 $ - $ - $ - $ 430,000 $ 130,000 $ - $ - $ - $ - $ - $ 40,801,585 $ 850,000 $ 2,036,322 $ 37,915,263 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ 267,664 $ - $ - $ 24,333 $ - $ - $ - $ 400,000 $ 100,000 $ 100,000 $ 100,000 $ - $ - $ - $ 125,000 $ - $ - $ - $ 125,000 $ - $ - $ 540,000 $ 150,000 $ 150,000 $ 150,000 $ - $ - $ - $ 5,519,534 $ - $ - $ - $ 492,685 $ 4,926,849 $ - CIP-CAPITAL MAINTENANCE $ 39,299,163 $ 6,839,251 $ 6,168,263 $ 2,743,289 $ 8,050,327 $ 6,220,239 $ - $ 3,882,997 $ 125,000 $ - $ 341,636 $ - $ - $ - $ 7,003,748 $ 667,416 $ 1,169,859 $ 1,216,653 $ 1,315,932 $ 1,368,569 $ - $ 116,986 $ - $ 116,986 $ - $ - $ - $ - $ 860,000 $ - $ 380,000 $ 480,000 $ - $ - $ - $ 292,465 $ - $ 292,465 $ - $ - $ - $ - $ 168,434 $ 50,000 $ - $ - $ 118,434 $ - $ - $ 18,613,540 $ 3,352,960 $ 3,487,078 $ - $ 3,922,489 $ 4,079,389 $ - $ 108,160 $ - $ - $ - $ - $ - $ - $ 75,000 $ - $ - $ 75,000 $ - $ - $ - $ 50,000 $ - $ - $ 50,000 $ - $ - $ - $ 799,875 $ 799,875 $ - $ - $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ 316,330 $ - $ - $ - $ - $ - $ - $ 2,314,000 $ 314,000 $ - $ - $ 2,000,000 $ - $ - $ 100,000 $ - $ - $ 100,000 $ - $ - $ - $ 155,000 $ 25,000 $ 50,000 $ 80,000 $ - $ - $ - $ 171,071 $ - $ - $ - $ - $ 171,071 $ - $ 1,294,682 $ 150,000 $ 150,000 $ 150,000 $ 343,472 $ 351,210 $ - $ 271,875 $ - $ 271,875 $ - $ - $ - $ - $ 180,000 $ 80,000 $ - $ - $ 100,000 $ - $ - $ 500,000 $ - $ - $ 250,000 $ - $ 250,000 $ - $ 500,000 $ - $ 250,000 $ - $ 250,000 $ - $ - $ 1,450,000 $ 1,200,000 $ - $ - $ - $ - $ - Zone 3 Transmission Pipes $ 250,000 Watershed Improvements $ - Zone 1 Transmission Pipes $ - Zone 2 Transmission Pipes $ - Skyscraper Dam $ - Source Water Pressure Reducing, $ 150,000 Sunshine Hydroelectric/PRV $ - Reservoir Water Treatment $ - Silver Lake Dam $ - Silver Lake Hydroelectric/PRV $ - Kohler Storage Tank Roof $ - Kossler Dam $ - Lakewood Pipeline $ 316,330 Farmer's Ditch $ 108,160 Goose Lake Dam $ - Island Lake Dam $ - Betasso Storage Tank $ - Boulder Reservoir $ - Distribution Waterline $ 3,771,624 Barker Gravity Pipeline Repair $ 1,265,319 Barker - Kossler Penstock Repair $ - Betasso Hydroelectric / PRF $ - Wittemyer Ponds $ 100,000 Subtotal $ 9,277,794 Albion Dam $ 3,416,361 Source Water $ 100,000 Utility Billing Computer System $ - Water System Security/Quality $ 90,000 NCWCD Conveyance - Carter Lake $ - Orodell Hydro/PRV Facility $ - Pearl Street Hydro/PRV Facility $ 243,331 Green Lake 2 Dam $ - Lakewood Dam $ - Lakewood Hydroelectric/PRV $ 300,000 Barker Dam and Reservoir $ - Barker Dam Outlet $ 835,551 Betasso Water Treatment Facility $ - Automated Meter Reading $ - 2019 ProjectedDepartment Total $ 11,196,676 Subtotal $ 1,668,882
30 Table 2-1: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/WATER UTILITY (Cont.) $ 126,449,771 $ 33,449,251 $ 8,679,585 $ 41,107,592 $ 19,698,521 $ 12,318,146 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 2,800,000 $ - $ - $ 50,000 $ 2,500,000 $ - $ - $ 2,800,000 $ - $ - $ 50,000 $ 2,500,000 $ - $ - Subtotal $ 250,000 2019 ProjectedDepartment Total $ 11,196,676 Carter Lake Hydroelectric $ 250,000
31
City of Boulder
FUNDING BY PROJECT TYPE
2016-2021 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 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.
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.
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 capital program
Projects have 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 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:
Projects 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.
Funding by Type
33
Figure 2-3: 2016-2021 Funding by Project Type
Figure 2-4: 2016-2021 Funding by Project Type Excluding Utilities
Funding by Type
$‐
$20
$40
$60
$80
$100
$120
2016 2017 2018 2019 2020 2021Millions Capital
Enchancement
Capital
Maintenance
New Facility/
Infrastructure
Land
Acquisition
Capital
Planning
Studies
$‐
$20
$40
$60
$80
$100
$120
2016 2017 2018 2019 2020 2021Millions Capital
Enchancement
Capital
Maintenance
New Facility/
Infrastructure
Land
Acquisition
Capital
Planning
Studies
34 Table 2-2: 2016-2021 Funding Summary By Project Type Project TypeEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2021 ProjectedCIP-CAPITAL ENHANCEMENT $ 178,344,033 $ 40,682,121 $ 15,465,443 $ 57,432,814 $ 14,773,558 CIP-CAPITAL MAINTENANCE $ 126,732,240 $ 20,407,101 $ 19,295,441 $ 14,296,766 $ 20,612,033 CIP-CAPITAL PLANNING STUDIES $ 1,680,000 $ 830,000 $ 330,000 $ 130,000 $ 130,000 CIP-LAND ACQUISITION $ 39,701,285 $ 6,200,000 $ 6,250,000 $ 6,674,000 $ 6,384,285 CIP-NEW FACILITY/INFRASTRUCTURE $ 61,075,765 $ 6,283,765 $ 5,217,000 $ 33,275,000 $ 4,350,000 Total $ 407,533,323 $ 74,402,987 $ 46,557,884 $ 111,808,580 $ 46,249,876 Project Title2019 Projected 2020 Projected Unfunded AmountType Total $ 12,700,646 $ 37,289,451 $ - Type Total $ 22,508,751 $ 29,612,148 $ - Type Total $ 130,000 $ 130,000 $ - Type Total $ 7,833,000 $ 6,360,000 $ - Type Total $ 5,100,000 $ 6,850,000 $ - $ 48,272,397 $ 80,241,599 $ -
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36 Table 2-2: 2016-2021 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2016 Recommended2017 Projected 2018 Projected2021 ProjectedCIP-CAPITAL ENHANCEMENT $ 178,344,033 $ 40,682,121 $ 15,465,443 $ 57,432,814 $ 14,773,558 $ 257,000 $ 257,000 $ - $ - $ - $ 2,900,000 $ 400,000 $ - $ 2,000,000 $ - $ 2,500,000 $ 2,500,000 $ - $ - $ - $ 4,500,000 $ 500,000 $ 1,000,000 $ 500,000 $ 1,000,000 $ 684,285 $ - $ - $ - $ 684,285 $ 115,000 $ 65,000 $ 50,000 $ - $ - $ 9,566,060 $ 100,000 $ 175,000 $ - $ - $ 500,000 $ 500,000 $ - $ - $ - $ 25,140,000 $ 25,140,000 $ - $ - $ - $ 289,000 $ 138,000 $ - $ 151,000 $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ 4,750,000 $ - $ 2,500,000 $ 2,250,000 $ - $ 500,000 $ 500,000 $ - $ - $ - $ 7,050,000 $ 500,000 $ 1,250,000 $ 5,300,000 $ - $ 452,000 $ - $ - $ 100,000 $ 152,000 $ 650,000 $ - $ - $ 200,000 $ 200,000 $ 900,000 $ 200,000 $ 200,000 $ 200,000 $ 100,000 $ 572,600 $ 572,600 $ - $ - $ - $ 5,250,000 $ 500,000 $ 500,000 $ 1,000,000 $ 500,000 $ 300,000 $ - $ 300,000 $ - $ - $ 3,749,723 $ - $ - $ 25,000 $ 1,730,145 $ 561,773 $ - $ - $ - $ 486,773 $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 752,646 $ 125,441 $ 125,441 $ 125,441 $ 125,441 $ 500,000 $ 500,000 $ - $ - $ - $ 124,707 $ - $ - $ 124,707 $ - $ 430,000 $ 130,000 $ - $ - $ - $ 500,000 $ 250,000 $ 250,000 $ - $ - $ 4,941,298 $ 730,080 $ 759,283 $ 789,655 $ 986,949 $ 100,000 $ 100,000 $ - $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 40,801,585 $ 850,000 $ 2,036,322 $ 37,915,263 $ - $ 700,000 $ 100,000 $ 200,000 $ 200,000 $ 50,000 $ 75,000 $ 75,000 $ - $ - $ - 19th St (Norwood to Sumac) (310TR154NG) $ - $ - $ - Project Title2019 Projected 2020 Projected Unfunded AmountType Total $ 12,700,646 $ 37,289,451 $ - Aquatic Facility Enhancements (5152185510) $ - $ 500,000 $ - Athletic Field Development (5153302060) $ 1,000,000 $ 500,000 $ - Arap Comp St Recon/Bldr Crk Underpa (310TR156NC) $ - $ - $ - Bear Canyon Creek Flood Mitigation (610SW02300) $ - $ - $ - Barker Dam and Reservoir (610WA11000) $ - $ - $ - Barker Dam Outlet (610WA10900) $ 835,551 $ 8,455,509 $ - Bldr County/City Joint TIP Projects (310TR157NG) $ - $ - $ - Betasso Water Treatment Facility (610WA94700) $ - $ - $ - Goodhue Ditch Fish Passage (555ES16001) $ - $ - $ - East Boulder Community Center Ren (3150558715) $ 100,000 $ 100,000 $ - ETSA - Plan and Implementation (555ETSA001) $ 50,000 $ 200,000 $ - Bluebell & King's Gultch (610SW00900) $ - $ - $ - Flood Eng. Trails (555BOULD33) $ - $ - $ - Boulder Creek Flood Mitigation (610SW01500) $ - $ - $ - Boulder Crk Above 95th Restoration (555ES16002) $ - $ - $ - Facility Modifications-Space Needs (555FA16001) $ 100,000 $ 100,000 $ - Broadway Recon Violet to 36 $ - $ - $ - Lakewood Hydroelectric/PRV (610WA90100) $ 300,000 $ - $ - Lighting Ordinance Implementation (5152182070) $ - $ - $ - Gregory Creek Flood Mitigation (610SW02400) $ - $ - $ - Lakewood Dam (610WA62000) $ - $ - $ - Misc Development Coordination (310TD004OC) $ 50,000 $ 50,000 $ - NTSA - Plan and Implementation (555NTSA001) $ 100,000 $ 50,000 $ - Local Drainage Improvements (610SW77000) $ 821,241 $ 854,090 $ - Marshall Landfill (610WW07800) $ - $ - $ - NCWCD Conveyance - Carter Lake Pi (610WA54700) $ - $ - $ - Orodell Hydro/PRV Facility (610WA33100) $ - $ - $ - Green Lake 2 Dam (610WA62700) $ - $ 75,000 $ - Four Mile - Upland to Violet (610SW02100) $ 1,500,000 $ 1,250,000 $ - Greenways Program - Lottery Fund (610SW63100) $ 125,441 $ 125,441 $ - Greenways Program - Flood fund (610SW63000) $ 97,500 $ 97,500 $ - Greenways Program Transportation (310TR630OC) $ 97,500 $ 97,500 $ - Goose Creek SS Interceptor Rehab (610WW43300) $ 647,590 $ 1,346,988 $ - Automated Meter Reading $ - $ - $ -
37 Table 2-2: 2016-2021 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2016 Recommended2017 Projected 2018 Projected2021 ProjectedCIP-CAPITAL ENHANCEMENT (Cont.) $ 178,344,033 $ 40,682,121 $ 15,465,443 $ 57,432,814 $ 14,773,558 $ 852,000 $ 252,000 $ 200,000 $ 100,000 $ 100,000 $ 190,000 $ 190,000 $ - $ - $ - $ 267,664 $ - $ - $ 24,333 $ - $ 190,000 $ 190,000 $ - $ - $ - $ 267,664 $ - $ - $ 24,333 $ - $ 3,600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 300,000 $ - $ 300,000 $ - $ - $ 200,000 $ - $ - $ 200,000 $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ 400,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 2,000,000 $ 2,000,000 $ - $ - $ - $ 1,076,390 $ 162,000 $ 169,000 $ 175,500 $ 197,390 $ 300,000 $ - $ - $ - $ 100,000 $ 300,000 $ - $ - $ - $ - $ 2,880,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 600,000 $ - $ 100,000 $ 500,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ 5,637,416 $ 750,000 $ 750,000 $ 750,000 $ 1,221,869 $ 125,000 $ - $ - $ - $ - $ 2,000,000 $ 100,000 $ 200,000 $ 200,000 $ 500,000 $ 150,000 $ 150,000 $ - $ - $ - $ 540,000 $ 150,000 $ 150,000 $ 150,000 $ - $ 700,000 $ - $ - $ - $ - $ 5,519,534 $ - $ - $ - $ 4,926,849 $ 1,700,000 $ 350,000 $ 500,000 $ 400,000 $ 150,000 $ 175,479 $ - $ 175,479 $ - $ - $ 1,320,000 $ 120,000 $ 1,200,000 $ - $ - $ 2,866,016 $ - $ 674,918 $ 701,915 $ - $ 50,000 $ 50,000 $ - $ - $ - $ 21,161,857 $ 150,000 $ - $ 750,000 $ 136,857 Playground and Irrigation Repairs $ 600,000 $ 600,000 $ - TIP Local Match TMP Implementation (310TD052OG) $ 480,000 $ 480,000 $ - S.Bldr Crk at E.Bldr Ditch Const (555ES16003) $ - $ - $ - Source Water Monitoring/Protection (610WA44200) $ 100,000 $ - $ - South Boulder Creek Instream Flow (555SBIF001) $ - $ - $ - Signal Maintenance & Upgrade (310TR778OC) $ - $ - $ - Skunk Creek Flood Mitigation (610SW00600) $ - $ - $ - STSA - Plan and Implementation (555STSA001) $ - $ 200,000 $ - Stormwater Quality Improvements (610SW77500) $ 182,500 $ 190,000 $ - Tantra Shop Renovation (3150400415) $ 300,000 $ - $ - Upper Goose Creek Drainage (610SW75000) $ 1,000,000 $ 1,165,547 $ - Utility Billing Computer System (610WA45300) $ - $ 125,000 $ - Twomile Canyon Creek (610SW00800) $ - $ - $ - Upgrade EV Chargers/Battery Storage (3158886116) $ - $ - $ - Visitor Infrastructure System Wide (555VISW001) $ 500,000 $ 500,000 $ - Wittemyer Ponds (610WA65000) $ 100,000 $ 492,685 $ - Water System Security/Quality Imprv (610WA44000) $ 90,000 $ - $ - West Senior Center Maj Maint & Reha (3150254715) $ 700,000 $ - $ - WTSA Implementation (555WTSA001) $ 150,000 $ 150,000 $ - WWTF Laboratory (610WW61000) $ - $ - $ - Wastewater Treatment Facility Pumps (610WW60000) $ - $ - $ - WWTF Permit Improvements (610WW61700) $ 1,500,000 $ 18,625,000 $ - Project Title2019 Projected 2020 Projected Unfunded AmountType Total $ 12,700,646 $ 37,289,451 $ - WWTF Electrical (610WW63900) $ - $ - $ - WWTF Instrumentation/Control (610WW63700) $ 729,992 $ 759,191 $ - WWTF Activated Sludge (610WW64000) $ - $ - $ - Outdoor Lighting Improvements (3158883315) $ - $ - $ - Pearl Street Hydro/PRV Facility (610WA36000) $ 243,331 $ - $ - OSMP Master Plan Update (555OSMP001) $ 100,000 $ 100,000 $ - Outdoor Lighting Improvements (3158883315) $ - $ - $ - Pearl Street Hydro/PRV Facility (610WA36000) $ 243,331 $ - $ -
38 Table 2-2: 2016-2021 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2016 Recommended2017 Projected 2018 Projected2021 ProjectedCIP-CAPITAL MAINTENANCE $ 126,732,240 $ 20,407,101 $ 19,295,441 $ 14,296,766 $ 20,612,033 $ 1,100,000 $ 100,000 $ 200,000 $ 200,000 $ 200,000 $ 720,000 $ 110,000 $ 110,000 $ 120,000 $ 130,000 $ 3,882,997 $ 125,000 $ - $ 341,636 $ - $ 1,288,000 $ 238,000 $ - $ 273,000 $ - $ 1,366,000 $ 390,000 $ - $ 723,000 $ - $ 7,003,748 $ 667,416 $ 1,169,859 $ 1,216,653 $ 1,368,569 $ 116,986 $ - $ 116,986 $ - $ - $ 860,000 $ - $ 380,000 $ 480,000 $ - $ 292,465 $ - $ 292,465 $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ 168,434 $ 50,000 $ - $ - $ - $ 4,500,000 $ - $ 1,000,000 $ - $ 2,000,000 $ 5,380,670 $ 811,200 $ 843,648 $ 877,394 $ 986,949 $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 500,000 $ - $ 100,000 $ 100,000 $ 100,000 $ 122,234 $ - $ 41,895 $ 80,339 $ - $ 108,987 $ 10,500 $ - $ - $ 13,401 $ 893,000 $ 265,000 $ 265,000 $ - $ 121,000 $ 18,613,540 $ 3,352,960 $ 3,487,078 $ - $ 4,079,389 $ 150,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 609,000 $ 330,800 $ 278,200 $ - $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 2,160,000 $ 220,000 $ 220,000 $ 220,000 $ 500,000 $ 500,000 $ 500,000 $ - $ - $ - $ 4,847,207 $ 703,638 $ 702,115 $ 1,174,388 $ 770,153 $ 360,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 108,160 $ - $ - $ - $ - $ 813,000 $ 120,000 $ 126,000 $ 132,000 $ 152,000 $ 300,000 $ 300,000 $ - $ - $ - $ 991,000 $ 991,000 $ - $ - $ - $ 205,330 $ 205,330 $ - $ - $ - $ 75,000 $ - $ - $ 75,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ 50,000 $ - $ - $ 50,000 $ - $ 799,875 $ 799,875 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - Kohler Storage Tank Roof (610WA67100) $ - $ - $ - Goose Lake Dam (610WA61200) $ - $ - $ - Hartnagle House Restoration (555CR15002) $ - $ - $ - Island Lake Dam (610WA62600) $ - $ - $ - Flatiron Golf Course Repairs (5153304150) $ - $ - $ - Flood Trails (555BOULD24) $ - $ - $ - Foothills Nature Center (555CR16001) $ - $ - $ - Fire Stations Major Maintenance (3158885515) $ 138,000 $ 145,000 $ - Farm Site Improvements (555AG16001) $ 60,000 $ 60,000 $ - Farmer's Ditch (610WA55000) $ 108,160 $ - $ - End User Device Replacement (1901901505) $ 751,182 $ 745,731 $ - EAB Response Measures (5152183100) $ 500,000 $ 500,000 $ - EBCC Replace Pool Air Handlers (3150558815) $ - $ - $ - Downtown Parking Garage Major Mit(620CAGMi) $ 250,000 $ 250,000 $ - Downtown Pearl St Mall Amenity Repl (620CAGFMAL) $ 125,000 $ 125,000 $ - Downtown 14th St Prkg Lot Improve (620CAGFL t) $ 25,000 $ 25,000 $ - Downtown Parking Garage Elevators (620CAGELEV) $ - $ - $ - Distribution Waterline Replacement (610WA38900) $ 3,771,624 $ 3,922,489 $ - Data Backup and Disaster Recovery (1901901520) $ - $ - $ - Database Hardware Replacement (1901901530) $ 31,482 $ 53,604 $ - Cultural Resource/Facility Restorat (555CR15001) $ 100,000 $ 100,000 $ - Condition Assessment Program (610WW45100) $ 912,490 $ 948,989 $ - Deficient Street Light Pole Replace (310TR001OC) $ 121,000 $ 121,000 $ - Boulder & S Bldr Crk Flood Repair (555ES15002) $ - $ - $ - Boulder Reservoir (610WA61000) $ - $ 118,434 $ - Court Repairs and Resurfacing (5152182080) $ 250,000 $ 250,000 $ - Boulder Reservoir South Improvement (5153305020) $ - $ 1,500,000 $ - Betasso Hydroelectric / PRF (610WA97400) $ - $ - $ - Betasso Storage Tank Rehabilitation (610WA67600) $ - $ - $ - Barker-Kossler Penstock Repair (610WA10700) $ - $ - $ - Barker Gravity Pipeline Repair (610WA10600) $ 1,265,319 $ 1,315,932 $ - Albion Dam (610WA62800) $ 3,416,361 $ - $ - Aquatics Facility Repairs (5152186050) $ - $ 777,000 $ - Kossler Dam (610WA11900) $ - $ - $ - Project Title2019 Projected 2020 Projected Unfunded AmountADA Compliance Initiatives (5153302200) $ 200,000 $ 200,000 $ - Agriculture Facilities Projects (555AG15001) $ 120,000 $ 130,000 $ - Type Total $ 22,508,751 $ 29,612,148 $ - Aquatics Facility Repairs (3158885715) $ - $ 253,000 $ -
39 Table 2-2: 2016-2021 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2016 Recommended2017 Projected 2018 Projected2021 ProjectedCIP-CAPITAL MAINTENANCE (Cont.) $ 126,732,240 $ 20,407,101 $ 19,295,441 $ 14,296,766 $ 20,612,033 $ 316,330 $ - $ - $ - $ - $ 4,800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 169,000 $ - $ 169,000 $ - $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 2,545,000 $ 515,000 $ 380,000 $ 400,000 $ 400,000 $ 2,409,400 $ 111,090 $ 219,232 $ 241,423 $ 173,537 $ 120,000 $ - $ 120,000 $ - $ - $ 1,500,000 $ - $ 500,000 $ - $ 500,000 $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 3,774,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 80,000 $ 80,000 $ - $ - $ - $ 950,000 $ 950,000 $ - $ - $ - $ 2,000,000 $ - $ 1,000,000 $ - $ - $ 1,000,000 $ - $ 500,000 $ - $ - $ 4,935,000 $ - $ - $ 435,000 $ - $ 2,314,000 $ 314,000 $ - $ - $ - $ 1,829,626 $ 216,320 $ 224,973 $ 233,972 $ 657,966 $ 18,294,276 $ 2,758,080 $ 2,868,403 $ 2,983,139 $ 3,355,626 $ 49,798 $ 8,117 $ 1,012 $ - $ 1,230 $ 773,336 $ 7,875 $ - $ 77,322 $ - $ 100,000 $ - $ - $ 100,000 $ - $ 155,000 $ 25,000 $ 50,000 $ 80,000 $ - $ 171,071 $ - $ - $ - $ 171,071 $ 1,294,682 $ 150,000 $ 150,000 $ 150,000 $ 351,210 $ 60,000 $ 60,000 $ - $ - $ - $ 132,000 $ 132,000 $ - $ - $ - $ 2,438,766 $ 270,400 $ 281,200 $ 292,500 $ 657,966 $ 271,875 $ - $ 271,875 $ - $ - $ 2,668,966 $ 324,500 $ 337,500 $ 351,000 $ 657,966 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 130,000 $ - $ - $ - $ - $ 180,000 $ 80,000 $ - $ - $ - $ 184,481 $ - $ - $ - $ - $ 2,200,000 $ - $ - $ - $ - $ 525,000 $ - $ - $ - $ 375,000 $ 500,000 $ - $ - $ 250,000 $ 250,000 $ 500,000 $ - $ 250,000 $ - $ - $ 1,450,000 $ 1,200,000 $ - $ - $ - Recreation Facility Repairs (3158885615) $ 500,000 $ - $ - Recreation Facility Repairs (5152186150) $ 1,000,000 $ - $ - Lakewood Pipeline (610WA78000) $ 316,330 $ - $ - $ - $ - Major Capital Reconstruction (310TR003OC) $ 800,000 $ 800,000 $ - Martin Park Shelter Major Maint (3150340215) $ - Misc Facility Maintenance Projects (3155904615) $ 400,000 $ 450,000 $ - Park Structure Repairs and Replace (5152182015) $ 500,000 $ - $ - North Boulder Park Shelter Rep (3150330215) $ - $ - $ - Network Hardware Replacement (1901901511) $ 1,034,092 $ 630,026 $ - Server Hardware Replacement (1901901515) $ 35,857 $ 652,282 $ - Security Administration (1901901517) $ 33,058 $ 6,381 $ - Parking Lot Repairs (5152182040) $ 250,000 $ 250,000 $ - Ped Facilities Repair, Replace, ADA (310TR773OC) $ 629,000 Records Management System (RMS) (255RMS2015) $ - $ - $ - $ 629,000 $ - Pool Replastering (3158885215) $ - $ - $ - Rehab Runway & Eastern Taxiway (310AP001NG) $ - $ 4,500,000 $ - Reservoir Water Treatment Facility (610WA90000) $ - Sanitary Sewer Rehabilitation (610WW40000) $ 3,102,465 $ 3,226,563 $ - $ 2,000,000 $ - Sanitary Sewer Manhole Rehabilitati (610WW42000) $ 243,331 $ 253,064 $ - Skyscraper Dam (610WA64000) $ - $ - $ - Stazio Tensile Canopy Covering Repl (3150590815) $ - $ - $ - South Mesa Trailhead Bridge Replace (555PM15001) $ - $ - $ - Zone 3 Transmission Pipes (610WA00500) $ 250,000 $ - $ - Zone 2 Transmission Pipes (610WA00400) $ - $ 250,000 $ - Storm Sewer Rehabilitation (610SW76000) $ 304,000 $ 632,700 $ - Sunshine Hydroelectric/PRV Facility (610WA34700) $ - Turf Repairs and Replacement (5152182065) $ 200,000 $ 200,000 $ - $ - $ - Transportation Coordination (610SW78000) $ 365,000 $ 633,000 $ - Silver Lake Dam (610WA61500) $ - $ - $ - WWTF Digester Complex (610WW60700) $ 200,000 Zone 1 Transmission Pipes (610WA00200) $ - $ - $ - $ 2,000,000 $ - WWTF Rehabilitation (610WW61500) $ - $ 150,000 $ - Silver Lake Hydroelectric/PRV (610WA97000) $ - Source Water Pressure Reducing, P (610WA94000) $ 150,000 $ 343,472 $ - $ - $ - WWTF Cogeneration (610WW62900) $ - $ 184,481 $ - Watershed Improvements (610WA52000) $ - $ 100,000 $ - Utility Billing Computer System (610SW45300) $ - $ 130,000 $ - Miscellaneous Facilty DET Proj (3158885315) $ 50,000 $ 50,000 $ - Project Title2019 Projected 2020 ProjectedUnfunded AmountType Total $ 22,508,751 $ 29,612,148 $ -
40 Table 2-2: 2016-2021 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2016 Recommended2017 Projected 2018 Projected2021 ProjectedCIP-CAPITAL PLANNING STUDIES $ 1,680,000 $ 830,000 $ 330,000 $ 130,000 $ 130,000 $ 100,000 $ 100,000 $ - $ - $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 480,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 100,000 $ 100,000 $ - $ - $ - $ 200,000 $ 200,000 $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ 200,000 $ 100,000 $ 100,000 $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ 100,000 $ - $ 100,000 $ - $ - Project Title2019 Projected 2020 Projected Unfunded AmountEast Arapahoe Transp Corridor Study (310TR480NC) $ - $ - $ - Type Total $ 130,000 $ 130,000 $ - Radio System Analysis (3158886015) $ - $ - $ - Misc Space Needs and Analysis (3158883614) $ 80,000 $ 80,000 $ - Reservoir/Tom Watson Site Plan (5153305055) $ - $ - $ - Scott Carpenter/Mapleton Site Plan (5153302300) $ - $ - $ - Trans Corridor 30th & Colorado (310TR479OC) $ - $ - $ - Urban Forest Management Plan (5153303050) $ - $ - $ - Yard/Maintenance Facility Site Plan (5153302310) $ - $ - $ - $ - $ 50,000 $ 50,000 Facility Assessments (3158885115)Project TypeEstimated Total Cost2016 Recommended2017 Projected 2018 Projected2021 ProjectedCIP-LAND ACQUISITION $ 39,701,285 $ 6,200,000 $ 6,250,000 $ 6,674,000 $ 6,384,285 $ 1,874,000 $ - $ - $ 374,000 $ - $ 600,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 32,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 3,627,285 $ 500,000 $ 550,000 $ 600,000 $ 684,285 $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 Type Total $ 7,833,000 $ 6,360,000 $ - Project Title2019 Projected 2020 Projected Unfunded AmountBoulder Junction Rail Plaza (5153501050) $ 1,500,000 $ - $ - Mineral Rights Acquisition (555MRA001) $ 100,000 $ 100,000 $ - OSMP Real Estate Acquisition (555REA001) $ 5,400,000 $ 5,400,000 $ - Preflood Property Acquisition (610SW62200) $ 633,000 $ 660,000 $ - Water Rights Acquisition (555WRA001) $ 200,000 $ 200,000 $ -
41 Table 2-2: 2016-2021 Funding Summary By Project Type (Cont.) Project TypeEstimated Total Cost2016 Recommended2017 Projected 2018 Projected2021 ProjectedCIP-NEW FACILITY/INFRASTRUCTURE $ 61,075,765 $ 6,283,765 $ 5,217,000 $ 33,275,000 $ 4,350,000 $ 860,000 $ 860,000 $ - $ - $ - $ 470,000 $ 470,000 $ - $ - $ - $ 7,500,000 $ 500,000 $ 1,300,000 $ 5,700,000 $ - $ 1,350,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 228,000 $ - $ 228,000 $ - $ - $ 304,000 $ - $ 304,000 $ - $ - $ 500,000 $ 500,000 $ - $ - $ - $ 150,000 $ 75,000 $ 75,000 $ - $ - $ 1,450,000 $ 750,000 $ 350,000 $ 350,000 $ - $ 480,000 $ 120,000 $ 360,000 $ - $ - $ 1,425,765 $ 1,425,765 $ - $ - $ - $ 2,800,000 $ - $ - $ 50,000 $ - $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 26,825,000 $ 750,000 $ 750,000 $ 25,325,000 $ - $ 15,483,000 $ 483,000 $ 1,500,000 $ 1,500,000 $ 4,000,000 $ 500,000 $ - $ - $ - $ - TIP Local Match/TMP Implementation (310TR052OG) $ 4,000,000 $ 4,000,000 $ - Violet Park (5153302500) $ 500,000 $ - $ - Ped Facs Enh Missing Links Crossing (310TR112OC) $ 125,000 $ 125,000 $ - South Boulder Creek Phase I (610SW00400) $ - $ - $ - CAGID Trinity Commons Construction (620CAGT i ) $ - $ - $ - Carter Lake Hydroelectric (610WA93000) $ 250,000 $ 2,500,000 $ - Boulder Junction Pocket Park (5153501100) $ - $ - $ - Boulder Slough Multiuse Path 30th (310TR151NG) $ - $ - $ - Boulder Creek Bikepath Extension (555TA16001) $ - $ - $ - Boulder Junction - Develop Coord (310BJ001OC) $ - $ - $ - BJ Traffic Signal Bluff St & 30th (310BJ002NC) $ - $ - $ - BJ Traffic Signal Jct & Valmont (310BJ003NC) $ - $ - $ - Bikeway Facilities - Enhancements (310TR692OC) $ 225,000 $ 225,000 $ - 28th St Valmont to Iris (Baseline) (310TD019NC) $ - $ - $ - 30th St and Colorado Bike/Ped Under (310TR153NG) $ - $ - $ - Type Total $ 5,100,000 $ 6,850,000 $ - 28th St - Valmont to Iris (Baseline (310TR743NC) $ - $ - $ - Project Title2019 Projected 2020 Projected Unfunded Amount
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43
City of Boulder
FUNDING BY FUND
2016-2021 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 2014 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 2-5: 2016-2021 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 2016-2021 CIP.
Figure 2-5 shows the distribution of six year funding by fund.
$‐
$20
$40
$60
$80
$100
$120
2016 2017 2018 2019 2020 2021Millions Water Utility
Stormwater & Flood
Management Utility
Wastewater Utility
Open Space
Transportation
.25 Cent Sales Tax
Facility Renovation
& Replacement
Permanent Parks &
Recreation
Other
45 Table 2-3: 2016-2021 Funding Summary by Fund FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected.25 Cent Sales Tax $ 18,241,200 $ 2,052,700 $ 3,409,700 $ 3,432,700 $ 2,939,700 $ 3,466,700 Airport $ 4,935,000 $ - $ - $ 435,000 $ - $ 4,500,000 Bldr Junction Cap Imprvmt $ 4,006,000 $ 825,000 $ 957,000 $ 724,000 $ 1,500,000 $ - Capital Development $ 800,000 $ 50,000 $ 50,000 $ 50,000 $ 550,000 $ 50,000 Computer Replacement $ 8,310,962 $ 841,220 $ 964,254 $ 1,573,472 $ 1,885,671 $ 2,088,024 Downtown Commercial District $ 4,434,765 $ 2,156,565 $ 678,200 $ 400,000 $ 400,000 $ 400,000 Facility Renovation & Replace $ 9,247,000 $ 2,157,000 $ 1,425,000 $ 1,485,000 $ 2,268,000 $ 1,078,000 General $ 1,025,000 $ 1,025,000 $ - $ - $ - $ - Lottery $ 3,275,076 $ 846,371 $ 485,741 $ 485,741 $ 485,741 $ 485,741 Open Space $ 48,705,300 $ 11,545,300 $ 7,945,000 $ 7,455,000 $ 7,080,000 $ 7,390,000 Permanent Parks & Recreation $ 8,650,000 $ 1,300,000 $ 1,800,000 $ 700,000 $ 1,200,000 $ 1,450,000 Stormwater & Flood Mgt Utility $ 60,665,121 $ 5,084,480 $ 6,994,483 $ 33,131,155 $ 4,903,241 $ 5,547,837 Transportation $ 46,878,500 $ 7,707,000 $ 6,651,500 $ 14,527,500 $ 5,997,500 $ 5,997,500 Transportation Development $ 3,850,000 $ 1,000,000 $ 530,000 $ 730,000 $ 530,000 $ 530,000 Wastewater Utility $ 58,052,128 $ 4,355,600 $ 5,987,421 $ 5,571,420 $ 7,335,868 $ 27,559,276 Water Utility $ 126,457,271 $ 33,456,751 $ 8,679,585 $ 41,107,592 $ 11,196,676 $ 19,698,521 Total $ 407,533,323 $ 74,402,987 $ 46,557,884 $111,808,580 $ 48,272,397 $ 80,241,599 $ - $ 46,249,876 $ - $ 12,318,146 $ - $ 7,242,543 $ - $ 530,000 $ - $ 5,997,500 $ - $ 5,003,925 $ - $ 2,200,000 $ - $ 7,290,000 $ - $ 485,741 $ - $ - $ - $ 834,000 $ - $ 400,000 $ - $ 958,321 $ 50,000 $ - $ - $ - $ - $ - $ - $ 2,939,700 Unfunded Amount2021 ProjectedFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalFund TotalProject TitleFund Total
46 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded Amount.25 Cent Sales Tax $ 17,083,200 $ 894,700 $ 3,409,700 $ 3,432,700 $ 2,939,700 $ 3,466,700 $ 2,939,700 $ - CIP-CAPITAL ENHANCEMENT $ 4,838,200 $ 889,700 $ 489,700 $ 2,239,700 $ 239,700 $ 739,700 $ 239,700 $ - $ 2,900,000 $ 400,000 $ - $ 2,000,000 $ - $ 500,000 $ - $ - $ 500,000 $ 250,000 $ 250,000 $ - $ - $ - $ - $ - $ 1,438,200 $ 239,700 $ 239,700 $ 239,700 $ 239,700 $ 239,700 $ 239,700 $ - CIP-CAPITAL MAINTENANCE $ 13,398,000 $ 1,158,000 $ 2,920,000 $ 1,193,000 $ 2,700,000 $ 2,727,000 $ 2,700,000 $ - $ 1,288,000 $ 238,000 $ - $ 273,000 $ - $ 777,000 $ - $ - $ 2,250,000 $ - $ 500,000 $ - $ - $ 750,000 $ 1,000,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ - $ 2,160,000 $ 220,000 $ 220,000 $ 220,000 $ 500,000 $ 500,000 $ 500,000 $ - $ 1,500,000 $ - $ 500,000 $ - $ 500,000 $ - $ 500,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ - $ 2,000,000 $ - $ 1,000,000 $ - $ 1,000,000 $ - $ - $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - CIP-CAPITAL PLANNING STUDIES $ 5,000 $ 5,000 $ - $ - $ - $ - $ - $ - $ 5,000 $ 5,000 $ - $ - $ - $ - $ - $ - Radio System Analysis (3158886015)SubtotalBoulder Reservoir South It(5152185020)Court Repairs and Resurfacing (5152182080)EAB Response Measures (5152183100)Park Structure Repairs and Replace (5152182015)Parking Lot Repairs (5152182040)Recreation Facility Repairs (5152186150)Turf Repairs and Replacement (5152182065)Project TitleAquatics Facility Repairs (5152186050)SubtotalAquatic Facility Enhancements (5152185510)Lighting Ordinance Implementation (5152182070)Playground and Irrigation Repairs (5152182110)SubtotalFundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountAirport $ 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 $ - $ - Rehab Runway & Eastern Taxiway (310AP001NG)Project Title
47 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountBldr 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 $ 2,132,000 $ 825,000 $ 957,000 $ 350,000 $ - $ - $ - $ - $ 228,000 $ - $ 228,000 $ - $ - $ - $ - $ - $ 304,000 $ - $ 304,000 $ - $ - $ - $ - $ - $ 150,000 $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ 1,450,000 $ 750,000 $ 350,000 $ 350,000 $ - $ - $ - $ - Boulder Junction - Develop Coord (310BJ001OC)Boulder Junction Pocket Park (5153501100)BJ Traffic Signal Junction & V l (310BJ003NC)Project TitleBoulder Junction Rail Plaza (5153501050)BJ Traffic Signal Bluff St & 30th (310BJ002NC)FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountComputer Replacement $ 8,310,962 $ 841,220 $ 964,254 $ 1,573,472 $ 1,885,671 $ 2,088,024 $ 958,321 $ - CIP-CAPITAL MAINTENANCE $ 8,310,962 $ 841,220 $ 964,254 $ 1,573,472 $ 1,885,671 $ 2,088,024 $ 958,321 $ - $ 122,234 $ - $ 41,895 $ 80,339 $ - $ - $ - $ - $ 108,987 $ 10,500 $ - $ - $ 31,482 $ 53,604 $ 13,401 $ - $ 4,847,207 $ 703,638 $ 702,115 $ 1,174,388 $ 751,182 $ 745,731 $ 770,153 $ - $ 2,409,400 $ 111,090 $ 219,232 $ 241,423 $ 1,034,092 $ 630,026 $ 173,537 $ - $ 49,798 $ 8,117 $ 1,012 $ - $ 33,058 $ 6,381 $ 1,230 $ - $ 773,336 $ 7,875 $ - $ 77,322 $ 35,857 $ 652,282 $ - $ - Network Hardware Replacement (1901901511)Security Administration (1901901517)Server Hardware Replacement (1901901515)Project TitleData Backup and Disaster Recovery (1901901520)Database Hardware Replacement (1901901530)End User Device Replacement (1901901505)FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountDowntown Commercial District $ 3,009,000 $ 730,800 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ - CIP-CAPITAL MAINTENANCE $ 3,009,000 $ 730,800 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ - $ 150,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 609,000 $ 330,800 $ 278,200 $ - $ - $ - $ - $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ - $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 1,425,765 $ 1,425,765 $ - $ - $ - $ - $ - $ - $ 1,425,765 $ 1,425,765 $ - $ - $ - $ - $ - $ - SubtotalCAGID Trinity Commons Construction (620CAGT i )Downtown Parking Garage Major M i t(620CAGM i )Downtown Pearl St Mall Amenity R l(620CAGFMAL)Project TitleSubtotalDowntown 14th St Prkg Lot Improve (620CAGFL t)Downtown Parking Garage Elevators (620CAGELEV)FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountCapital Development $ 800,000 $ 50,000 $ 50,000 $ 50,000 $ 550,000 $ 50,000 $ 50,000 $ - CIP-CAPITAL MAINTENANCE $ 800,000 $ 50,000 $ 50,000 $ 50,000 $ 550,000 $ 50,000 $ 50,000 $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 500,000 $ - $ - $ - $ 500,000 $ - $ - $ - SubtotalProject TitleMiscellaneous Facilty DET Proj (3158885315)Fund TotalViolet Park (5153302500)
48 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountGeneral $ 950,000 $ 950,000 $ - $ - $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ - $ 950,000 $ - $ - $ - $ - $ - $ - $ - $ 950,000 $ - $ - $ - $ - $ - $ - CIP-CAPITAL PLANNING STUDIES $ - $ 75,000 $ - $ - $ - $ - $ - $ - $ - $ 75,000 $ - $ - $ - $ - $ - $ - Radio System Analysis (3158886015)Project TitleRecords Management System (RMS) (255RMS2015)FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountLottery $ 3,069,746 $ 641,041 $ 485,741 $ 485,741 $ 485,741 $ 485,741 $ 485,741 $ - CIP-CAPITAL ENHANCEMENT $ 3,069,746 $ 641,041 $ 485,741 $ 485,741 $ 485,741 $ 485,741 $ 485,741 $ - $ 155,300 $ 155,300 $ - $ - $ - $ - $ - $ - $ 752,646 $ 125,441 $ 125,441 $ 125,441 $ 125,441 $ 125,441 $ 125,441 $ - $ 2,161,800 $ 360,300 $ 360,300 $ 360,300 $ 360,300 $ 360,300 $ 360,300 $ - CIP-CAPITAL MAINTENANCE $ 205,330 $ 205,330 $ - $ - $ - $ - $ - $ - $ 205,330 $ 205,330 $ - $ - $ - $ - $ - $ - Foothills Nature Center (555CR16001)Project TitleFlood Eng. Trails (555BOULD33)Greenways Program - Lottery Fund (610SW63100)Playground and Irrigation Repairs (5152112110)FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountFacility Renovation & Replace $ 9,247,000 $ 2,157,000 $ 1,425,000 $ 1,485,000 $ 2,268,000 $ 1,078,000 $ 834,000 $ - CIP-CAPITAL ENHANCEMENT $ 1,742,000 $ 290,000 $ - $ 100,000 $ 1,100,000 $ 100,000 $ 152,000 $ - $ 452,000 $ - $ - $ 100,000 $ 100,000 $ 100,000 $ 152,000 $ - $ 190,000 $ 190,000 $ - $ - $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ 300,000 $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 700,000 $ - $ - $ - $ 700,000 $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 6,725,000 $ 1,737,000 $ 1,295,000 $ 1,255,000 $ 1,038,000 $ 848,000 $ 552,000 $ - $ 1,366,000 $ 390,000 $ - $ 723,000 $ - $ 253,000 $ - $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ 813,000 $ 120,000 $ 126,000 $ 132,000 $ 138,000 $ 145,000 $ 152,000 $ - $ 169,000 $ - $ 169,000 $ - $ - $ - $ - $ - $ 2,545,000 $ 515,000 $ 380,000 $ 400,000 $ 400,000 $ 450,000 $ 400,000 $ - $ 120,000 $ - $ 120,000 $ - $ - $ - $ - $ - $ 80,000 $ 80,000 $ - $ - $ - $ - $ - $ - $ 1,000,000 $ - $ 500,000 $ - $ 500,000 $ - $ - $ - $ 132,000 $ 132,000 $ - $ - $ - $ - $ - $ - CIP-CAPITAL PLANNING STUDIES $ 780,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 480,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ - $ - Facility Assessments (3158885115)Misc Space Needs and Analysis (3158883614)Tantra Shop Renovation (3150400415)West Senior Center Maj Maint & R h (3150254715)Aquatics Facility Repairs (3158885715)EBCC Replace Pool Air Handlers (3150558815)Fire Stations Major Maintenance (3158885515)Martin Park Shelter Major Maint (3150340215)Misc Facility Maintenance Projects (3155904615)North Boulder Park Shelter Rep (3150330215)Pool Replastering (3158885215)Recreation Facility Repairs (3158885615)Stazio Tensile Canopy Covering R l(3150590815)Project TitleEast Boulder Community Center Ren (3150558715)Outdoor Lighting Improvements (3158883315)Upgrade EV Chargers/Battery Storage (3158886116)
49 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountOpen Space $ 48,705,300 $ 11,545,300 $ 7,945,000 $ 7,455,000 $ 7,080,000 $ 7,390,000 $ 7,290,000 $ - CIP-CAPITAL ENHANCEMENT $ 11,169,300 $ 3,919,300 $ 1,975,000 $ 1,475,000 $ 1,100,000 $ 1,400,000 $ 1,300,000 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ 650,000 $ - $ - $ 200,000 $ 50,000 $ 200,000 $ 200,000 $ - $ 900,000 $ 200,000 $ 200,000 $ 200,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 417,300 $ 417,300 $ - $ - $ - $ - $ - $ - $ 300,000 $ - $ 300,000 $ - $ - $ - $ - $ - $ 700,000 $ 100,000 $ 200,000 $ 200,000 $ 100,000 $ 50,000 $ 50,000 $ - $ 550,000 $ - $ 75,000 $ 175,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 852,000 $ 252,000 $ 200,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 300,000 $ - $ 300,000 $ - $ - $ - $ - $ - $ 2,000,000 $ 2,000,000 $ - $ - $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ - $ 200,000 $ 100,000 $ - $ 2,000,000 $ 100,000 $ 200,000 $ 200,000 $ 500,000 $ 500,000 $ 500,000 $ - $ 1,700,000 $ 350,000 $ 500,000 $ 400,000 $ 150,000 $ 150,000 $ 150,000 $ - CIP-CAPITAL MAINTENANCE $ 2,831,000 $ 1,421,000 $ 270,000 $ 280,000 $ 280,000 $ 290,000 $ 290,000 $ - $ 720,000 $ 110,000 $ 110,000 $ 120,000 $ 120,000 $ 130,000 $ 130,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ - $ 500,000 $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 360,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ - $ 991,000 $ 991,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ - $ 60,000 $ 60,000 $ - $ - $ - $ - $ - $ - CIP-CAPITAL PLANNING STUDIES $ 5,000 $ 5,000 $ - $ - $ - $ - $ - $ - $ 5,000 $ 5,000 $ - $ - $ - $ - $ - $ - CIP-LAND ACQUISITION $ 34,200,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ - $ 600,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 32,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - STSA - Plan and Implementation (555STSA001)Visitor Infrastructure System Wid (555VISW001)WTSA Implementation (555WTSA001)OSMP Innovations (555CO16001)OSMP Master Plan Update (555OSMP001)S.Bldr Crk at E.Bldr Ditch Const (555ES16003)South Boulder Creek Instream Flow (555SBIF001)Project TitleNTSA - Plan and Implementation (555NTSA001)Boulder Crk Above 95th Restoration (555ES16002)ETSA - Plan and Implementation (555ETSA001)Facility Modifications-Space Needs (555FA16001)Flood Eng. Trails (555BOULD33)Goodhue Ditch Fish Passage (555ES16001)Agriculture Facilities Projects (555AG15001)Boulder & S Bldr Crk Flood Repair (555ES15002)Cultural Resource/Facility R t t(555CR15001)Farm Site Improvements (555AG16001)Flood Trails (555BOULD24)Hartnagle House Restoration (555CR15002)South Mesa Trailhead Bridge R l (555PM15001)Radio System Analysis (3158886015)Boulder Creek Bikepath Extension (555TA16001)Mineral Rights Acquisition (555MRA001)OSMP Real Estate Acquisition (555REA001)Water Rights Acquisition (555WRA001)
50 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountStormwater & Flood Mgt Utility $ 59,144,721 $ 3,564,080 $ 6,994,483 $ 33,131,155 $ 4,903,241 $ 5,547,837 $ 5,003,925 $ - CIP-CAPITAL ENHANCEMENT $ 25,040,104 $ 3,239,580 $ 5,075,783 $ 6,562,655 $ 3,601,241 $ 3,557,137 $ 3,003,708 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ - $ 4,750,000 $ - $ 2,500,000 $ 2,250,000 $ - $ - $ - $ - $ 5,250,000 $ 500,000 $ 500,000 $ 1,000,000 $ 1,500,000 $ 1,250,000 $ 500,000 $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ - $ 4,941,298 $ 730,080 $ 759,283 $ 789,655 $ 821,241 $ 854,090 $ 986,949 $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ - $ 1,076,390 $ 162,000 $ 169,000 $ 175,500 $ 182,500 $ 190,000 $ 197,390 $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ - $ 5,637,416 $ 750,000 $ 750,000 $ 750,000 $ 1,000,000 $ 1,165,547 $ 1,221,869 $ - CIP-CAPITAL MAINTENANCE $ 5,172,732 $ 594,900 $ 618,700 $ 643,500 $ 669,000 $ 1,330,700 $ 1,315,932 $ - $ 2,438,766 $ 270,400 $ 281,200 $ 292,500 $ 304,000 $ 632,700 $ 657,966 $ - $ 2,668,966 $ 324,500 $ 337,500 $ 351,000 $ 365,000 $ 633,000 $ 657,966 $ - $ 65,000 $ - $ - $ - $ - $ 65,000 $ - $ - CIP-LAND ACQUISITION $ 3,627,285 $ 500,000 $ 550,000 $ 600,000 $ 633,000 $ 660,000 $ 684,285 $ - $ 3,627,285 $ 500,000 $ 550,000 $ 600,000 $ 633,000 $ 660,000 $ 684,285 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 26,825,000 $ 750,000 $ 750,000 $ 25,325,000 $ - $ - $ - $ - $ 26,825,000 $ 750,000 $ 750,000 $ 25,325,000 $ - $ - $ - $ - South Boulder Creek Phase I (610SW00400)Storm Sewer Rehabilitation (610SW76000)Transportation Coordination (610SW78000)Utility Billing Computer System (610SW45300)Preflood Property Acquisition (610SW62200)Skunk Creek Flood Mitigation (610SW00600)Stormwater Quality Improvements (610SW77500)Twomile Canyon Creek (610SW00800)Upper Goose Creek Drainage (610SW75000)Boulder Creek Flood Mitigation (610SW01500)Four Mile - Upland to Violet (610SW02100)Greenways Program - Flood fund (610SW63000)Gregory Creek Flood Mitigation (610SW02400)Local Drainage Improvements (610SW77000)Bluebell & King's Gultch (610SW00900)Project TitleBear Canyon Creek Flood Mitigation (610SW02300)FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountPermanent Parks & Recreation $ 8,650,000 $ 1,300,000 $ 1,800,000 $ 700,000 $ 1,200,000 $ 1,450,000 $ 2,200,000 $ - CIP-CAPITAL ENHANCEMENT $ 4,500,000 $ 500,000 $ 1,000,000 $ 500,000 $ 1,000,000 $ 500,000 $ 1,000,000 $ - $ 4,500,000 $ 500,000 $ 1,000,000 $ 500,000 $ 1,000,000 $ 500,000 $ 1,000,000 $ - CIP-CAPITAL MAINTENANCE $ 3,650,000 $ 400,000 $ 700,000 $ 200,000 $ 200,000 $ 950,000 $ 1,200,000 $ - $ 1,100,000 $ 100,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - $ 2,250,000 $ - $ 500,000 $ - $ - $ 750,000 $ 1,000,000 $ - $ 300,000 $ 300,000 $ - $ - $ - $ - $ - $ - CIP-CAPITAL PLANNING STUDIES $ 500,000 $ 400,000 $ 100,000 $ - $ - $ - $ - $ - $ 200,000 $ 200,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ - $ 100,000 $ - $ - $ - $ - $ - ADA Compliance Initiatives (5153302200)Boulder Reservoir South It(5153305020)Flatiron Golf Course Repairs (5153304150)Reservoir/Tom Watson Site Plan (5153305055)Scott Carpenter/Mapleton Site Plan (5153302300)Urban Forest Management Plan (5153303050)Yard/Maintenance Facility Site Pl (5153302310)Project TitleAthletic Field Development (5153302060)
51 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountTransportation Development $ 3,380,000 $ 530,000 $ 530,000 $ 730,000 $ 530,000 $ 530,000 $ 530,000 $ - CIP-CAPITAL ENHANCEMENT $ 3,380,000 $ 530,000 $ 530,000 $ 730,000 $ 530,000 $ 530,000 $ 530,000 $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 200,000 $ - $ - $ 200,000 $ - $ - $ - $ - $ 2,880,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 470,000 $ 470,000 $ - $ - $ - $ - $ - $ - $ 470,000 $ 470,000 $ - $ - $ - $ - $ - $ - 28th St Valmont to Iris (Baseline) (310TD019NC)TIP Local Match TMP Implementation (310TD052OG)Project TitleMisc Development Coordination (310TD004OC)Signal Maintenance & Upgrade (310TR778OC)FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountTransportation $ 46,878,500 $ 7,707,000 $ 6,651,500 $ 14,527,500 $ 5,997,500 $ 5,997,500 $ 5,997,500 $ - CIP-CAPITAL ENHANCEMENT $ 10,392,000 $ 3,354,500 $ 1,347,500 $ 5,397,500 $ 97,500 $ 97,500 $ 97,500 $ - $ 257,000 $ 257,000 $ - $ - $ - $ - $ - $ - $ 2,500,000 $ 2,500,000 $ - $ - $ - $ - $ - $ - $ 7,050,000 $ 500,000 $ 1,250,000 $ 5,300,000 $ - $ - $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ - CIP-CAPITAL MAINTENANCE $ 9,467,000 $ 1,694,000 $ 1,694,000 $ 1,429,000 $ 1,550,000 $ 1,550,000 $ 1,550,000 $ - $ 893,000 $ 265,000 $ 265,000 $ - $ 121,000 $ 121,000 $ 121,000 $ - $ 4,800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ - $ 3,774,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ - CIP-CAPITAL PLANNING STUDIES $ 596,500 $ 345,500 $ 100,000 $ 151,000 $ - $ - $ - $ - $ 289,000 $ 138,000 $ - $ 151,000 $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ - $ 7,500 $ 7,500 $ - $ - $ - $ - $ - $ - $ 200,000 $ 100,000 $ 100,000 $ - $ - $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 26,423,000 $ 2,313,000 $ 3,510,000 $ 7,550,000 $ 4,350,000 $ 4,350,000 $ 4,350,000 $ - $ 860,000 $ 860,000 $ - $ - $ - $ - $ - $ - $ 7,500,000 $ 500,000 $ 1,300,000 $ 5,700,000 $ - $ - $ - $ - $ 1,350,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ - $ 480,000 $ 120,000 $ 360,000 $ - $ - $ - $ - $ - $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ - $ 15,483,000 $ 483,000 $ 1,500,000 $ 1,500,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ - Boulder Slough Multiuse Path 30th (310TR151NG)Bikeway Facilities - Enhancements (310TR692OC)Project Title19th St (Norwood to Sumac) (310TR154NG)Arap Comp St Recon/Bldr Crk U d (310TR156NC)Broadway Recon Violet to 36 $ - TIP Local Match/TMP Implementation (310TR052OG)Trans Corridor 30th & Colorado (310TR479OC)Greenways Program Transportation (310TR630OC)Deficient Street Light Pole R l (310TR001OC)East Arapahoe Transp Corridor St d (310TR480NC)Radio System Analysis (3158886015)Major Capital Reconstruction (310TR003OC)Ped Facilities Repair, Replace, ADA(310TR773OC)30th St and Colorado Bike/Ped U d (310TR153NG)Bldr County/City Joint TIP P j t (310TR157NG)Ped Facs Enh Missing Links C i (310TR112OC)28th St - Valmont to Iris (B li (310TR743NC)
52 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountWastewater Utility $ 58,052,128 $ 4,355,600 $ 5,987,421 $ 5,571,420 $ 7,335,868 $ 27,559,276 $ 7,242,543 $ - CIP-CAPITAL ENHANCEMENT $ 29,573,075 $ 570,000 $ 2,050,397 $ 1,476,915 $ 2,877,582 $ 20,731,179 $ 1,867,002 $ - $ 3,749,723 $ - $ - $ 25,000 $ 647,590 $ 1,346,988 $ 1,730,145 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ - $ 150,000 $ 150,000 $ - $ - $ - $ - $ - $ - $ 175,479 $ - $ 175,479 $ - $ - $ - $ - $ - $ 1,320,000 $ 120,000 $ 1,200,000 $ - $ - $ - $ - $ - $ 2,866,016 $ - $ 674,918 $ 701,915 $ 729,992 $ 759,191 $ - $ - $ 50,000 $ 50,000 $ - $ - $ - $ - $ - $ - $ 21,161,857 $ 150,000 $ - $ 750,000 $ 1,500,000 $ 18,625,000 $ 136,857 $ - CIP-CAPITAL MAINTENANCE $ 28,479,053 $ 3,785,600 $ 3,937,024 $ 4,094,505 $ 4,458,286 $ 6,828,097 $ 5,375,541 $ - $ 5,380,670 $ 811,200 $ 843,648 $ 877,394 $ 912,490 $ 948,989 $ 986,949 $ - $ 1,829,626 $ 216,320 $ 224,973 $ 233,972 $ 243,331 $ 253,064 $ 657,966 $ - $ 18,294,276 $ 2,758,080 $ 2,868,403 $ 2,983,139 $ 3,102,465 $ 3,226,563 $ 3,355,626 $ - $ 65,000 $ - $ - $ - $ 65,000 $ - $ - $ 184,481 $ - $ - $ - $ - $ 184,481 $ - $ - $ 2,200,000 $ - $ - $ - $ 200,000 $ 2,000,000 $ - $ - $ 525,000 $ - $ - $ - $ - $ 150,000 $ 375,000 $ - WWTF Digester Complex (610WW60700)WWTF Rehabilitation (610WW61500)Condition Assessment Program (610WW45100)Sanitary Sewer Manhole R h bilit ti(610WW42000)Sanitary Sewer Rehabilitation (610WW40000)WWTF Cogeneration (610WW62900)Utility Billing Computer System $ - Project TitleGoose Creek SS Interceptor Rehab (610WW43300)Marshall Landfill (610WW07800)Wastewater Treatment Facility P (610WW60000)WWTF Activated Sludge (610WW64000)WWTF Electrical (610WW63900)WWTF Instrumentation/Control (610WW63700)WWTF Laboratory (610WW61000)WWTF Permit Improvements (610WW61700)
53 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountWater Utility $ 126,457,271 $ 33,456,751 $ 8,679,585 $ 41,107,592 $ 11,196,676 $ 19,698,521 $ 12,318,146 $ - CIP-CAPITAL ENHANCEMENT $ 84,350,608 $ 26,610,000 $ 2,511,322 $ 38,314,303 $ 1,668,882 $ 9,148,194 $ 6,097,907 $ - $ 684,285 $ - $ - $ - $ - $ 684,285 $ - $ 115,000 $ 65,000 $ 50,000 $ - $ - $ - $ - $ - $ 9,566,060 $ 100,000 $ 175,000 $ - $ 835,551 $ 8,455,509 $ - $ - $ 25,140,000 $ 25,140,000 $ - $ - $ - $ - $ - $ - $ 561,773 $ - $ - $ - $ - $ 75,000 $ 486,773 $ - $ 124,707 $ - $ - $ 124,707 $ - $ - $ - $ - $ 430,000 $ 130,000 $ - $ - $ 300,000 $ - $ - $ - $ 40,801,585 $ 850,000 $ 2,036,322 $ 37,915,263 $ - $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ - $ 267,664 $ - $ - $ 24,333 $ 243,331 $ - $ - $ - $ 400,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ - $ - $ 125,000 $ - $ - $ - $ - $ 125,000 $ - $ - $ 540,000 $ 150,000 $ 150,000 $ 150,000 $ 90,000 $ - $ - $ - $ 5,519,534 $ - $ - $ - $ 100,000 $ 492,685 $ 4,926,849 $ - CIP-CAPITAL MAINTENANCE $ 39,299,163 $ 6,839,251 $ 6,168,263 $ 2,743,289 $ 9,277,794 $ 8,050,327 $ 6,220,239 $ - $ 3,882,997 $ 125,000 $ - $ 341,636 $ 3,416,361 $ - $ - $ - $ 7,003,748 $ 667,416 $ 1,169,859 $ 1,216,653 $ 1,265,319 $ 1,315,932 $ 1,368,569 $ - $ 116,986 $ - $ 116,986 $ - $ - $ - $ - $ - $ 860,000 $ - $ 380,000 $ 480,000 $ - $ - $ - $ - $ 292,465 $ - $ 292,465 $ - $ - $ - $ - $ - $ 168,434 $ 50,000 $ - $ - $ - $ 118,434 $ - $ - $ 18,613,540 $ 3,352,960 $ 3,487,078 $ - $ 3,771,624 $ 3,922,489 $ 4,079,389 $ - $ 108,160 $ - $ - $ - $ 108,160 $ - $ - $ - $ 75,000 $ - $ - $ 75,000 $ - $ - $ - $ - $ 50,000 $ - $ - $ 50,000 $ - $ - $ - $ - $ 799,875 $ 799,875 $ - $ - $ - $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ - $ 316,330 $ - $ - $ - $ 316,330 $ - $ - $ - $ 2,314,000 $ 314,000 $ - $ - $ - $ 2,000,000 $ - $ - $ 100,000 $ - $ - $ 100,000 $ - $ - $ - $ - $ 155,000 $ 25,000 $ 50,000 $ 80,000 $ - $ - $ - $ - $ 171,071 $ - $ - $ - $ - $ - $ 171,071 $ - $ 1,294,682 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 343,472 $ 351,210 $ - $ 271,875 $ - $ 271,875 $ - $ - $ - $ - $ - $ 180,000 $ 80,000 $ - $ - $ - $ 100,000 $ - $ - $ 500,000 $ - $ - $ 250,000 $ - $ - $ 250,000 $ - $ 500,000 $ - $ 250,000 $ - $ - $ 250,000 $ - $ - $ 1,450,000 $ 1,200,000 $ - $ - $ 250,000 $ - $ - $ - Zone 3 Transmission Pipes (610WA00500)Sunshine Hydroelectric/PRV F ilit (610WA34700)Kossler Dam (610WA11900)Lakewood Pipeline (610WA78000)Watershed Improvements (610WA52000)Zone 1 Transmission Pipes (610WA00200)Zone 2 Transmission Pipes (610WA00400)Source Water Pressure Reducing, P (610WA94000)Reservoir Water Treatment Facility (610WA90000)Silver Lake Dam (610WA61500)Silver Lake Hydroelectric/PRV (610WA97000)Skyscraper Dam (610WA64000)Island Lake Dam (610WA62600)Albion Dam (610WA62800)Barker Gravity Pipeline Repair (610WA10600)Barker-Kossler Penstock Repair (610WA10700)Betasso Hydroelectric / PRF (610WA97400)Betasso Storage Tank R h bilit ti (610WA67600)Kohler Storage Tank Roof (610WA67100)Green Lake 2 Dam (610WA62700)Lakewood Dam (610WA62000)Lakewood Hydroelectric/PRV (610WA90100)NCWCD Conveyance - Carter Lake Pi (610WA54700)Orodell Hydro/PRV Facility (610WA33100)Pearl Street Hydro/PRV Facility (610WA36000)Utility Billing Computer System (610WA45300)Source Water Monitoring/Protection (610WA44200)Water System Security/Quality I (610WA44000)Wittemyer Ponds (610WA65000)Boulder Reservoir (610WA61000)Distribution Waterline Replacement (610WA38900)Farmer's Ditch (610WA55000)Goose Lake Dam (610WA61200) $ - Betasso Water Treatment Facility (610WA94700)Project TitleBarker Dam and Reservoir (610WA11000)Barker Dam Outlet (610WA10900)Automated Meter Reading
54 Table 2-3: 2016-2021 Funding Summary by Fund (Cont.) FundEstimated Total Cost2016 Recommended2017 Projected 2018 Projected 2019 Projected 2020 Projected 2021 Projected Unfunded AmountWater Utility (Cont.) $ 126,457,271 $ 33,456,751 $ 8,679,585 $ 41,107,592 $ 11,196,676 $ 19,698,521 $ 12,318,146 $ - CIP-CAPITAL PLANNING STUDIES $ 7,500 $ 7,500 $ - $ - $ - $ - $ - $ - $ 7,500 $ 7,500 $ - $ - $ - $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 2,800,000 $ - $ - $ 50,000 $ 250,000 $ 2,500,000 $ - $ - $ 2,800,000 $ - $ - $ 50,000 $ 250,000 $ 2,500,000 $ - $ - Radio System Analysis (3158886015)Project TitleCarter Lake Hydroelectric (610WA93000)
55
City of Boulder
SPECIAL HIGHLIGHT ON
CAPITAL IMPROVEMENT BOND
2016-2021 Capital Improvement Program
Introduction
The Special Highlight on the Capital Improvement Bond section details a significant, multi-
department, capital improvement effort currently underway in the City of Boulder. Implementation
of the bond is consistent with the City Council support, voter approval, stakeholder committee
recommendation, and meets the legal requirements of the bond council. A website has been
created that allows the community to track the progress of implementation of the bond projects at
www.bouldercolorado.gov/bondprojects. Background information on the Capital Improvement
Bond, including bond issuance, is available in the 2014-2019 CIP document at: 2014-2019 CIP
Special Highlight on Capital Bond.
Overview of Capital Investment Strategy and Capital Improvement Bond Implementation
In the November 2011 election, City of Boulder voters approved a measure, by a 3-to-1 margin,
that would allow 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. Because the city was able to leverage existing revenues, the measure
did not raise taxes. The $49 million bond package has a 20-year payback and 85 percent of the
total proceeds of $55.11 million (including the bond issuance premium and accumulated interest)
are required to be spent by March 22, 2015. One-hundred percent of the total funding is required
to be spent by March 22, 2017. As of July 15, 2015, 98 percent
of the total funding had been spent. The city met the three-
year spending requirement and is working to ensure 100
percent of the total funding is spent by March 22, 2017.
Project Highlights and Status
There are 85 individual projects that are being implemented
with the bond funds throughout the community. The individual
projects are grouped into 26 categories which are briefly
Highlights at a Glance
26 categories containing a
total of nearly 85 individual
projects:
14% under construction
86% completed
98% of total funding has
been spent or encumbered as
of June 30, 2015.
56
described below along with the current status of the projects as of July 2015. Most of the projects
have been completed with approximately 14 percent that are under construction. Details related
to each project can be found at www.bouldercolorado.gov/bondprojects.
1. Boulder Reservoir Infrastructure Improvements: This project is complete, including improving
the entry gate, roadway, parking lot, utility infrastructure, and grounds and landscape. The
new Gateway Enhancement project at the main Reservoir entrance at 51st Street is complete
and provides improved traffic access, new entry buildings and an improved inspection station
for Aquatic Nuisance Species (ANS). Utility upgrades are complete and provide improved water
and sanitary sewer facilities at the reservoir.
2. Columbia Cemetery Upgrades and Enhancements: This project is complete, including
constructing new fencing, repairing
headstones and improving irrigation. A new
fence has been installed along the west
property boundary in keeping with the
historic quality of the cemetery and
headstones have been repaired. A new raw-
water irrigation system has been installed to
improve water conservation and efficiency.
3. Park Shelter Replacements and Improvements:
Includes maintaining existing park shelters
and providing critical shade amenities within
multiple parks. Shade shelters construction at
Valmont City Park, Foothills Dog Park, Eaton
Park, Martin Park and Pleasant View Fields are
complete. New shelters and a restroom at Harlow Platts Park are scheduled to be complete
later in 2015.
4. Existing Park and Recreation Facility Renovations: Includes addressing ongoing maintenance
and accessibility while improving the overall safety and enjoyment of park facilities. Canyon
Park, Columbine Park, Harlow Platts Park, Pineview Park, East Palo Park, North Boulder Park,
and Crestview Park are completed with improvements ranging from turf and irrigation
renovations, playground replacement, accessibility compliance and replacement of park
amenities. Pleasant View Sports facility, Mapleton Ballfields, and Stazio Ballfields all have
completed parking lot and ADA compliance upgrades.
5. South Boulder Recreation Center Floor Replacement: Includes replacing water-damaged wooden
Capital Improvement Bond
Sign highlighting a Capital Improvement Bond Program off of
Gillaspie Drive.
57
floor at the South Boulder Recreation Center (SBRC) gym and racquetball courts. During the
design and investigative stages in January 2012, low levels of mercury and lead contamination
were found in the underlying floor membrane in the gym, racquetball and Pilates rooms.
Although posing no immediate risks to patrons and staff, it was decided to remove the old
flooring system in all three rooms. The floor has been replaced along with installation of
necessary ADA compliance upgrades that provide full access to the new gym floor by all
members of the community.
6. Downtown Commercial District Improvements: Includes public right-of-way enhancements to
downtown commercial district and Pearl Street Mall. 15th Street between Arapahoe and Canyon
to improve pedestrian accessibility as well as streetscape character is complete. A new
interactive kiosk for public use on the Pearl Street Mall is also complete. Streetscape
improvements on West Pearl Street from 11th to 7th Streets are under construction, with an
estimated completion date of summer 2015.
7. Main Library Renovation: Includes extensive renovations that were primarily funded by the
Capital Improvement Bond, such as: renovating and relocating the children’s area; creating a
new, larger Teen Space and a “maker” space; relocating and renovating the fiction, music and
movies area; replacing outdated electrical and data distribution systems; repairing clerestory
windows; improving Americans with Disability Act accessibility; replacing worn carpeting;
providing facilities for café service on the library bridge; and installing additional HVAC
(heating, ventilation, and air conditioning) equipment to improve building cooling. The project
is complete and throughout the renovation the library remained open to the public.
8. Replace Financial and Human Resources Software: Includes replacing the outdated financial,
human resources and payroll systems with an integrated, more modern and comprehensive
software solution. The project has several phases and the first phase of implementing the
finance system is complete. The remaining phases are expected to be completed later in 2015
and 2016.
9. Major Business Software Replacement: Includes replacing and augmenting major business
software, such as website/eGov, records management, and permit systems. The redesign of
the city’s website is complete, including a web-based Constituent Relationship Management
(CRM) system. It is anticipated that the citywide records management and document imaging
software will be completed in summer 2015 and the city’s permit management system in
summer 2017.
10. Facility Electrical, Plumbing, HVAC and Elevator Replacements: Includes infrastructure overdue
for replacement and repair projects such as at the Public Safety Building, Municipal Building,
Capital Improvement Bond
58
Main Library, Dairy Center, and Fleet Services. These projects have been completed, with the
exception of the elevator repairs at the Public Safety Building. These repairs will be completed
later in 2015.
11. Facility Parking Lot Repair: This project is complete, including repairs for some of the city's
asphalt parking areas, such as downtown facilities, fire stations, and Spruce Pool.
12. Facility Outdoor Lighting: Includes solar canopy, car charging, and lighting projects, which
would eliminate electrical conduit runs. Two of the solar canopies/car chargers are complete
with one at East Boulder Recreation Center and one at the lot at Broadway and Spruce. New
lights with solar powered fixtures will be installed in the public lot next to the Park Central
building at the corner of Broadway and Arapahoe later in 2015.
13. Facility ADA Compliance: Includes prioritizing and adapting city facilities that do not meet the
2010 requirements of the Americans with Disabilities Act (ADA). Based on an assessment, ADA
improvements have been made at the Main Library, and South Boulder Recreation Center. In
addition, by using primarily bond funds, a new building is being completed for ADA-
accessible restrooms, along with extensive site and infrastructure improvements at
Chautauqua Park, completion date is mid-July 2015.
14. Fire Station #8: Previously referred to as the Wildland Fire Station, this station consolidates the
operations of the Boulder Fire-Rescue Department’s Wildland Fire personnel into one new
10,500 square-foot facility on the site of the existing Fire Training Center, east of the Boulder
Reservoir property. The facility is constructed and provides accommodations for a full-time
crew of Wildland Fire Specialists, and storage and maintenance of vehicles and support
equipment for the wildland fire management.
15. Replace Substandard Bridges, Structures, Signs and Systems: Includes the replacement of the
63rd Street Bridge, irrigation system replacement on the Foothills Parkway landscaping,
replacement of substandard signs and the replacement of signal light bulbs with LED lights.
The 63rd Street Bridge is complete and the Foothills irrigation system replacement between
Colorado and US 36 is complete. All of the traffic signal lighting (red, yellow and green) has
been replaced with LED displays. The substandard sign installations have started with
completion anticipated later this year.
16. Arterial Road Reconstruction: Arapahoe is the arterial in highest need of reconstruction. The
project has been completed and improvements primarily include a reconstruction of the street
with concrete as well as storm sewer and other underground utility improvements, sidewalk,
bus stop, landscaping and urban design improvements. In addition, an extension of the
existing student-drop off area and multi-use path on the south side of Arapahoe Avenue
Capital Improvement Bond
59
along the Boulder High School property was also constructed as part of this work.
17. Road Pavement Repair: Includes overlay and chip seal of various streets throughout the city.
Approximately one-third of the funds will be spent each year to overlay approximately 50
blocks, or 5.5 miles, of roadway, in addition to the city’s annual repair schedule.
18. Road Reconstruction: Includes reconstruction of streets that rate below 25, on the Overall
Condition Index (OCI) that are mostly lower volume streets and cul-de-sacs. Approximately
one-third of the funds will be spent each year to reconstruct approximately 14 blocks, or
approx 1.5 miles of roadway, in addition to the city’s annual reconstruction schedule.
19. Transportation Boulder Junction Improvements: Includes 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. The south side of Pearl Parkway is complete, and the Junction Place Bridge
is under construction to be completed later in 2015.
20. Transportation Transit System Enhancements: Includes two projects, the largest of which is the
14th and Walnut Street Transit Center Improvements, including bus, pedestrian, and bicycle
access improvements. The second transit project provides additional money for transit stop
improvements throughout the city. Both projects are complete.
21. Transportation New Multi-Use Path Connections: Includes various multi-use path connections
throughout the city, such as constructing a multi-use path on 28th Street from Arapahoe to
Goose Creek, and constructing a new multi-use path at 22nd Street east of Naropa, from
Arapahoe to the Boulder Creek Path. All projects are complete.
22. Transportation Pedestrian Enhancements: Includes pedestrian crossing treatments, small and
large missing sidewalk links and pedestrian improvements at Manhattan and S. Boulder Road.
The enhancements to the pedestrian crossing at Canyon and 21st Street have been completed
as well as the missing link on Gillaspie from Greenbriar to Julliard, Folsom south of Arapahoe
on the east side, and on Pine Street and 27th Street.
23. Transportation Intersection Improvements: Includes improvements at the Foothills/Baseline
intersection and the South Boulder Road/Manhattan Intersection. All projects are complete
except the South Boulder Road/Manhattan intersection which will be completed later in 2015.
24. Transportation Bike System Enhancements: Includes additional bike system signage such as
the designation of new on-street bike routes and installing way-finding and destination signs
along existing greenways. Projects are complete.
25. Police Equipment: Includes upgrading the records management system and adding more in-
car video systems to the patrol fleet and personal video systems. Projects are complete.
26. Police Equipment Upgrades and Replacement: Includes replacing the bomb squad robot, and
Capital Improvement Bond
60
purchasing equipment to operate a DNA Lab in Boulder in partnership with the Colorado
Bureau of Investigation (CBI), and upgrading the emergency radio infrastructure. These
projects are all complete.
Implementation
To ensure that the city meets the spending and timing requirements of the capital improvement
bond, the city has collected spending plans for each project and closely monitors construction
progress. Table 3-1 shows the annual expenditure plan for each project for 2011 through 2015.
Next Steps
Council will continue to be updated on the capital improvement bond progress through memos or
heads ups, as appropriate, based on specific milestones.
In addition, public updates will be announced through press releases, social media and other
commemorative events as some of the key projects are completed. Information on those projects
that have traffic or multi-use path impacts will be provided to the public and media through
weekly “Cone Zones” reports and other outreach materials. A map of the projects and status
updates are available at www.bouldercolorado.gov/bondprojects.
Future CIP documents will continue to include a section on the capital bond projects until they are
completed.
Capital Improvement Bond
61
Capital Improvement Bond
Table 3-1: 2011-2015 Spend Plan
CAPITAL IMPROVEMENT BOND
Total
Amount
2011
Actual
2012
Actual
2013
Actual
2014
Actual
2015
Projected
Arterial Road Reconstruction 5,280,000$ -$ 292,179$ 1,879,397$ 2,682,984$ 425,441$
Boulder Reservoir Infrastructure Improvements 3,300,915 - 794,813 1,312,067 1,110,253 83,782
Columbia Cemetery Upgrades and Enhancements 637,000 - 87,280 237,741 151,387 160,592
Downtown Commercial District Improvements 2,935,000 - 79,089 979,599 1,408,417 467,894
Existing Park and Recreation Facility Renovations 4,215,035 - 1,605,009 874,086 956,841 779,099
Facility ADA Compliance 565,000 - 50,425 49,486 106,546 358,543
Facility Electrical, Plumbing, HVAC and Elevator Rep. 1,580,960 - 466,364 1,008,990 64,400 41,206
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 29,016
Main Library Renovations 3,200,000 - 12,481 289,353 2,202,879 695,288
Major Business Software Replacement 821,600 - 25,000 451,008 249,524 96,068
New Wildland Fire Station 3,077,718 - 20,327 182,000 2,043,872 831,519
Park Shelter Replacements and Improvements 924,965 - 355,535 239,885 41,018 288,527
P olice 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 1,927,208
Replace Substandard Bridges, Structures, Signs & Sys. 4,146,977 - 475,563 1,130,808 1,786,381 754,226
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 5,813,023 - 855,192 2,083,198 2,594,511 280,123
Transportation Intersection Improvements 500,000 - 13,454 8,205 142,921 335,419
Transportation New Multi Use Path connections 2,000,000 5,229 354,468 235,076 1,353,185 52,042
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$ 7,827,512$
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City of Boulder
SPECIAL HIGHLIGHT ON
SEPTEMBER 2013 FLOOD
2016-2021 Capital Improvement Program
Flood Impact to CIP - Overview
September 2013 brought unprecedented rainfall to the
region causing significant flooding and extensive damage
to both private property and city infrastructure. While full
recovery is likely to take years, affected critical services
were restored by the end of 2013. The flood has also
created an opportunity to think strategically about the
future. In response on Oct. 15, 2013, City Council
approved key objectives to guide near-term flood recovery
and the long-term resilience of the Boulder community.
City-wide flood recovery costs are currently estimated at approximately $28 million dollars,
although that number may change as repairs occur. This includes damage to more than:
50 city buildings/facilities; water, sewer, and stormwater infrastructure;
3 treatment facilities;
46 parks and 7 recreation facilities;
Sediment and debris in all 15 drainages;
30 streets and sidewalks;
25 areas with damage to the multi-use path system; and
Hundreds of Open Space and Mountain Parks (OSMP) trails, trailheads, irrigation facilities,
fences, and natural ecological resources.
The city has identified approximately 321 flood related capital projects. As of July 31, 2015, the
city is 78 percent complete with flood recovery projects.
Key Objectives for Near-Term Flood Re-
covery and Long-Term Resilience
1. Help People Get Assistance
2. Restore and Enhance Our Infrastruc-
ture
3. Assist Business Recovery
4. Pursue and Focus Resources to Sup-
port Recovery Efforts
5. Learn Together and Plan for the Fu-
ture
64
The city is utilizing all available resources in the recovery and reimbursement process including
city insurance policies, FEMA assistance, and other federal and State agencies (e.g.: Federal
Highway Administration, Housing and Urban Development, Urban Drainage & Flood Control
District, Colorado Water Conservation Board, etc).
It is anticipated that 75% of eligible costs will eventually be reimbursed by FEMA, and an additional
12.5% by the State of Colorado. To be eligible for reimbursement the work must meet certain
criteria established by FEMA and be completed within the FEMA deadline, which varies by type of
project. Currently, all FEMA related work is projected to be complete by September 30, 2017. As
of July 1, 2015, the expected federal/state contribution to flood recovery is $17.3 million. To
date, the city has received federal and state reimbursements of $5.3 million. The city has also
received over $4 million in non-FEMA grant awards to assist the city and its residents with flood
recovery and resilience activities.
September 2013 Flood
Figure 4-1: Flood Costs by Department
Transportation
Utilities
FAM/Fleet
OSMP
Parks & Rec
CP&S
Police Fire Other
Total Flood Damage and Response
Costs by Department
65
Additional detail of the impacts of the flood is described in department overviews, including how
the flood impacted or delayed various capital projects.
Additional information on flood impacts to people, private property and infrastructure citywide
and the current status of recovery can be found at www.BoulderFloodInfo.net.
September 2013 Flood
Figure 4-2: Sources of Funding
Sources of Flood Recovery
Funding
City Funds
FEMA/State/FHW
A Reimbursement
Insurance
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66
67
City of Boulder
SPECIAL HIGHLIGHT ON
COMMUNITY, CULTURE AND SAFETY PROJECT
2016-2021 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.
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.
At the request of City Council, the city manager prepared a recommendation of city projects to be
included in a proposed ballot item, as well as potential options for percentage increases in sales
and use tax and the number of years that the increase would be effective. The City Council
supported the recommendations on Aug. 19, 2014, and Boulder voters subsequently approved the
recommendations through Ballot Measure 2A.
The ballot language establishes a sales and use tax increase of 0.3 percent for the period of Jan.
1, 2015 to Dec. 31, 2017, and that all revenues collected be used to fund the capital improvement
projects listed below.
Up to $8.7 million for capital improvements for the Boulder Civic Area (generally bounded by
Canyon Boulevard, Arapahoe Avenue, 9th Street and 13th Street) to create a more vibrant and
active urban park and civic area, including recreation amenities, community spaces, safety
improvements, and connections and access improvements to and through the Civic Area.
Up to $3.27 million for capital improvements in the University Hill commercial district and
high-density residential areas, including lighting, irrigation and to improve public streets.
Up to $5.13 million for capital improvements to the Boulder Creek Path and its environs,
generally between 3rd and 17th streets, including lighting and path improvements to increase
68
safety.
Up to $600,000 for public art and to preserve or restore the existing public art collection.
Up to $3.85 million to improve the Dairy Center for the Arts property.
Up to $1.5 million for improvements to Chautauqua Park and its environs for access,
pedestrian, safety, and lighting improvements.
Up to $4 million for capital improvements at the Museum of Boulder, provided that the
Museum of Boulder has first raised and dedicated an equal amount in compliance with the
terms, conditions, and timing approved by the City Council.
Any remaining funds are to be appropriated by the Boulder City Council to fund Capital
Improvement Program (CIP) projects.
The city is implementing 13 projects throughout the community that are funded by the sales and
use tax increase. The city entered into funding agreements with the Dairy Center for the Arts in
May 2015 and the museum of Boulder in June 2015. The first project, University Hill irrigation and
tree improvements, is expected to begin in late summer 2015. The Community, Culture and
Safety project website allows the community to track the progress of implementation of the CCS
projects.
Project Highlights
Thirteen projects will be implemented with the sales and use tax funds. The individual projects are
briefly described on the next two pages, and details related to each project can be found on the
CCS website.
Community, Culture and Safety Project
69
Table 5-1: Community, Culture and Safety Project Highlights
Community, Culture and Safety Project
University Hill
Pedestrian Lighting
Existing street lights will be replaced to provide consistent, full-spectrum
“white” light in corridors along 11th Street, College Avenue, 12th Street, 13th
Street, and 18th Street.
$2 mil-
lion
Event Street
Creation of a street designed for vehicles, pedestrians, and bicycles, as well
as the ability to easily close the portion of Pennsylvania Avenue between
the alley to the west and 13th Street to the east for events. $750,000
Street Trees Improve-Design and install an irrigation system for the trees along the sidewalk. Re- $520,000
Civic Area
Creek at the Core
Enhancements to areas north and south of Boulder Creek, including infra-
structure 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.
$4.42
million
Community Spaces
Improvements include the main library café/courtyard, the north library
plaza, the north municipal lawn, the sister cities plaza, and areas adjacent
to the Boulder Farmers’ Market.
$3.07
million
Connectivity and Access
This includes improvements such as: creating gateways (possibly via art)
and related wayfinding; pathway enhancements; signage; and improved
$1.2 mil-
lion
Boulder Creek
Path Lighting
Design and construction of lighting along five segments of the Boulder
Creek Path that will provide adequate and appropriate light levels for night-
time visibility and safety by using fully controlled luminaries.
$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 pedes‐
trian traffic along the corridor. $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.
$2.5 mil-
lion
Eben G. Fine Park
Stream Bank Restora-
Stream bank stabilization, erosion protection, habitat restoration, and recreation
enhancements within Eben G. Fine Park between the northern sidewalk and Boul‐
der Creek. $700,000
70
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
-3 shows the annual expenditure plan for each project for 2015 through 2018.
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. $600,000
Chautauqua
Lighting Phase 1
Install pedestrian lighting between the employee/musician parking area and
the Baseline Road bus stop. Lighting controls will ensure that lighting is low‐
ered when pedestrians are not present, while maintaining the lights’ visibility
with minimal energy. $250,000
Pedestrian Safety
Access and Light-
ing
Improve access and pedestrian safety along Baseline Road via new sidewalks,
realigned parking, enhanced pedestrian crossing treatments, and related safety
enhancements like lighting and wayfinding signs. $1.25 million
Dairy Center
Theatre Improve-
ments
Add soundproofing, dressing rooms, reconfigure one theater into a black box
theater, expand and modernize the building’s lobby and façade, and modify an
outdoor deck area as a special events space. $3.85 million
Museum of Boulder
Museum Im-
provements
Convert the building into an expanded museum that will accommodate larger
displays, Smithsonian‐class traveling exhibits, science and technology exhibits,
as well as enhanced programming and space for children. $4 million
Community, Culture and Safety Project
71
Table 5-2: 2015 – 2018 Spend Plan for Community, Culture and Safety Projects
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 www.BoulderConeZones.net 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.
Project
Budget
2015
Project
Expenses
2016
Project
Expenses
2017
Project
Expenses
2018
Project
Expenses
Hill Residential Pedestrian
Lighting $2,000,000 $138,000 $1,862,000
-
-
Hill Commercial District Event
Street $750,000 $60,000 $690,000 - -
Hill Commercial District
Irrigation and Street Tree
Improvements
$520,000 $520,000 - - -
University Hill Total $3,270,000 $718,000 $2,552,000 - -
Civic Area $8,700,000 $1,631,250 $2,689,750 $4,379,000 -
Boulder Creek Path Lighting $1,040,000 $60,320 $347,680 $632,000 -
Boulder Creek Path
Improvements $885,000 $115,000 $230,000 $540,000 -
Boulder Creek Arapahoe
Avenue/13th Street Underpass $2,500,000 $135,000 $210,000 $655,000 $1,500,000
Boulder Creek Eben Fine Park
Stream Bank Restoration $700,000 $340,000 $360,000 - -
Boulder Creek Total $5,125,000 $650,320 1,147,680 $1,827,000 $1,500,000
Public Art $600,000 $410,000 $190,000 - -
Chautauqua Phase 1 $250,000 $200,000 $50,000 - -
Chautauqua Pedestrian Safety
Access and Lighting $1,250,000 $90,000 $660,000 $500,000 -
Chautauqua Total $1,500,000 $290,000 $710,000 $500,000 -
Dairy Center for the Arts $3,850,000 $2,300,000 $1,550,000 - -
Museum of Boulder $4,000,000 $2,522,000 $1,203,000 $275,000 -
Contingency $555,000 $175,000 $205,000
$145,000
$30,000
TOTAL $27,600,000 $8,696,570 $10,247,430 $7,126,000 $1,530,000
Community, Culture and Safety Project
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73
City of Boulder
SPECIAL HIGHLIGHT ON
PAVEMENT MANAGEMENT PROGRAM
2016-2021 Capital Improvement Program
Introduction
The City of Boulder’s budget priorities for transportation funding are the safety and preservation
of the transportation system, including maintaining all streets in a good and safe condition. The
Transportation Division has established a Pavement Management Program (PMP) for Boulder’s
300-mile street system, which includes inspecting and rating all streets on a three-year interval
to maintain awareness of existing conditions and guide where pavement repairs will be made in
future years.
Funding
Between 2011 and 2013, Boulder voters approved additional funding for transportation through
the Capital Improvement Bond and two sales tax revenue ballot initiatives. Previous funding
levels were not adequate to maintain acceptable street pavement conditions.
In 2011, Boulder voters approved a Capital Improvement Bond which provided $12.5 million to
fund street resurfacing and reconstruction throughout the city. The Bond fund allowed the city
to accelerate street pavement maintenance from 2012 to 2014. In November, 2013, Boulder
voters’ passed two ballot measures which dedicated additional sales tax revenues for
transportation maintenance and operations through 2029. This additional sales tax included
approximately $1.6 million annually for street pavement maintenance, and $800,000 per year
for major capital construction and maintenance (which address operational and/or functional
deficiencies with existing multimodal facilities).
The increased transportation funding levels will help the city continue to maintain and improve
street pavement conditions throughout Boulder to meet the goals of the city’s PMP. The
Transportation Division is committed to using cost effective treatments to prevent street
conditions from deteriorating and requiring more costly maintenance.
74
Pavement Management Program
The Transportation Division developed its PMP via creation of a database of the city’s streets with
an Overall Condition Index (OCI) rating system.
Overall Conditions Index
The Overall Conditions Index (OCI) is a numerical rating system commonly used by
transportation agencies to indicate the general condition of pavement infrastructure. The OCI
was developed by the US Army Corps of Engineers and is based on a visual survey of the
number and types of distresses in a pavement. OCI ratings range from 0 to 100, with 100
representing the best possible conditions.
Table 6-1: Overall Conditions Index
Pavement Management Program
Pavement
Condition
Index
Description
Relative
Remaining Life
Definition
90 – 100 Excellent 15 to 25
Years
Like new condition – little to no maintenance
required
80 – 90 Very Good 12 to 20 Years
Routine maintenance such as patching, crack
sealing with surface treatments such as rubber
chip seals and micro surfacing
65 – 80 Good 10 to 15 Years Seal coating required, thin overlay or overlay
with more surface preparation
50 – 65 Fair 7 to 12 Years
Thicker overlays required, or a thinner overlay
with more surface replacement or base
reconstruction possible
30 – 50 Poor 5 to 10 Years
Sections will require very thick overlays, surface
replacement, base reconstruction and possible
sub grade stabilization
0 - 30 Failed & Very
Poor 0 to 5 Years Failed or high percentage of full
reconstruction
75
The city’s goal is to maintain an average OCI rating of 75 to 80 for all streets in Boulder, which
is consistent with other communities in the Denver metro area. The average OCI rating for City
of Boulder roadways is currently 76.5.
PMP Strategy
The goal of a PMP is to identify the optimal level of funding, timing, and renewal strategies that
will keep the roadway network at or above a “Good” OCI rating. The end result is that the best
strategy may be to defer a costly reconstruction on one street in order to complete less expensive
treatments on other streets to minimize its deterioration into a more costly type of treatment,
such as reconstruction.
Streets that need reconstruction may stay in that state for a longer period of time while other
streets are moving down the deterioration curve. An early and inexpensive treatment may
prevent streets from getting to the point of needing the next level of costly treatment.
Figure 6-1 – Pavement Deterioration and Life Cycle Costs
As shown in Figure 6-1, streets that are repaired when they are in a good condition will cost less
over their lifetime than streets that are allowed to deteriorate to a poor condition. Without an
adequate, routine PMP, streets require more frequent reconstruction, thereby costing millions of
extra dollars.
Pavement Management Program Pavement Quality
Excellent
40% of pavement life
has a 15% drop in quality
Very Good 15% of pavement life
Good $1 spent now
has a 40% drop in quality
Fair
Poor
Costs $8 if delayed
Very Poor
Time
76
Comparative costs for the most typical treatments are shown below.
Table 6-2: Comparative Costs
Existing Conditions
Boulder’s street system is classified by road type (local, collector, or arterial) with local
streets comprising 71%, collector streets comprising 12%, and arterial streets comprising
17%, of the City’s street system.
Currently, roughly half of the City’s streets have an OCI rating in Very Good and Excellent
ranges, with nearly 80% of the street system rated “Good” or better. A summary of the condition
of streets by street classification is provided below.
Table 6-3: Condition of Streets
Peer Comparison
A comparison of selected metropolitan regions’ OCI ratings by street classification was
conducted in March, 2015. However, all cities in this study did not use the same OCI scale for
determining ratings. For example, an Excellent OCI rating is 86-100 in Vancouver, British
Columbia, and 80 – 100 in Denver, Colorado; similar variations were found for other OCI ratings.
Therefore, though Boulder ranked within the top third for arterial and collector pavement with
OCI ratings of Good or Excellent, the analysis was not directly equivalent.
Denver
To address this, a normalized comparison of Boulder and Denver OCI ratings by street
Treatment Type Approximate Cost
Crack Seal $1/yd²
Chip Seal $4 – $5/yd²
Overlay $15 - $17/yd²
Reconstruction $30 - $35/yd²
Excellent
(90 – 100)
Very Good
(80 – 90)
Good
(65-80)
Fair
(50-65)
Very Poor
(< 50)
Local % 26% 24% 28% 13% 10%
Collector % 23% 25% 34% 12% 6%
Arterial % 32% 24% 30% 8% 5%
Pavement Management Program
77
classification was undertaken. This exercise found Boulder’s weighted average OCI rating
exceeded Denver for both Arterials and Collector streets, and was comparable for Local streets.
Table 6-4: Weighted Average OCI Comparison
PMP Improvements
Approximately 35 miles of streets were resurfaced with asphalt and an additional 22 miles of
streets received a chip seal surface treatment from 2012-2014 due to the Capital Improvement
Bond funding and the first year of the transportation dedicated sales tax in 2014. As a
comparison, approximately 22 miles of streets were resurfaced and 11 miles of streets were
chip sealed in the previous 3 year period from 2009-2011. Approximately 8.3 miles of street
resurfacing, 7.5 miles of chip seal, and 0.5 miles of street reconstruction are planned for 2015.
Supplementary community benefits of the PMP include installation of curb access ramps that
meet Americans with Disabilities Act (ADA) guidelines; greater inter-departmental coordination
including coordinating projects with the sidewalk improvement program, and with water and
sanitary sewer and street drainage projects; and greater external coordination, such as with Xcel
Energy as they conduct gas line replacements.
Conclusions
The additional transportation funding provided by the 2011 Bond and 2013 sales tax ballot
initiatives have supported progress towards meeting the City’s PMP goals. However, it is still
early in the implementation of the PMP and much work remains to be completed. Additionally,
there are a large number of potholes, likely exasperated by a hard 2014/2015 winter season,
that require repair. Potential future adjustments in funding and practices may be implemented
based on results of the next several years.
Weighted Average OCI Boulder Denver
Local 75.5 73
Collectors 77 66
Arterials 80 62
Pavement Management Program
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City of Boulder
COMMUNITY VITALITY
2016-2021 Capital Improvement Program
Overview of Department Mission
Community Vitality (CV) serves the downtown, University Hill and affected communities by
providing quality program, parking, enforcement, maintenance and alternative modes services
through the highest level of customer service, efficient management and effective problem
solving.
Funding Overview
CV 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
Boulder Junction Access District (BJAD) Funds – Parking and Travel Demand Management (TDM)
funds – including district tax revenues and eventually 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.
Funding from the Capital Improvement Bond (CIB) Fund supported a number of
projects managed by CV. CIB funding is indicated by the following symbol:
The Community, Culture, & Safety Tax supports a number of projects managed
by CV and are indicated with an asterisk (*).
Current Focus for Capital Planning and Projects in 2016
CAGID garage elevator repairs, internal painting and updating and/or replacement of the
West End Streetscape at
Pearl and 10th Street.
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garage lot attendant booths
Downtown amenities repairs and replacement on the Pearl Street Mall and along 15th Street
south of Canyon
The construction phase of University Hill Community, Culture & Safety projects: commercial
street tree irrigation, Pennsylvania Event Street and the residential corridor lighting*
Construction of shared parking facility between CAGID/Trinity Commons of a 54 space CAGID
garage.
Highlights
Projects expected to be completed in 2015
CAGID Garage Major Maintenance: The 2015 projects included epoxy deck coating on the
second level at 1400 Walnut garages; elevator modernization at 1400 Walnut; stair
replacement at 1100 Walnut and 1400 Walnut; and CAGID parking garage gate access and
revenue control equipment and supporting technology replacement in all five downtown
garages. A consultant will be hired to develop a CAGID Asset Maintenance Plan to plan for the
long term capital improvements
Downtown/Pearl Street Mall Improvements and Amenities Replacement - In collaboration with
the Parks and Recreation Department, many projects were completed in 2015 including
selected wooden benches repairs, replacement of the mall planter pots, refurbishment of the
mall bollards, 1400 block play area surface replacement, sub grade sinkhole repairs (location
of coal chutes), repainting all Pearl Street Mall light poles, replacement and repair of wrought
iron loop planter fencing
West End Streetscape Improvement Project - All work associated with the West End
Streetscape project on Pearl from 11th to 8th will be completed by the end of July.
Community, Culture and Safety Tax projects - Design and community outreach phase will be
completed for the hill commercial area event street* on Pennsylvania Avenue and the
residential corridor lighting. The street tree irrigation project is anticipated for completion by
the end of 2015.
Priority Projects for 2016
CAGID Garage Major Maintenance:
Elevator repair and refurbishment of both elevators at 1100 Spruce garage and the 1500
Pearl St garage
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Interior painting of parking garages and updating/replacement of select parking
attendant booths
Downtown/Pearl Street Mall Improvements and Amenities Replacement:
Maintenance and repairs of the pedestrian light fixtures and banner arms
Trash can replacement
Phase two of the wooden bench slat replacements
15th Street banner pole repairs and replacement
Community, Culture and Safety Tax projects
Construction phase of the hill commercial area event street on Pennsylvania Avenue
Hill street tree irrigation and the residential corridor lighting
Trinity Commons Partnership - Partnership with Trinity Commons and CAGID for the
construction of a project that will provide affordable senior housing, a church fellowship hall,
and a CAGID parking garage to serve downtown.
Highlights of 2017 – 2021 Projects
CAGID Garage Major Maintenance - Projects to be covered include major maintenance of the
1000 Walnut drive lane, and continued epoxy coatings and structural concrete repairs. Also to
be included will be the planned projects from the 2015 CAGID Asset Maintenance Plan
Downtown/Pearl Street Mall Improvements and Amenities Replacement - Reserve funds for
potential replacement of the pop jet fountain, and shade structure awnings. Ongoing
maintenance and replacement of Pearl Street Mall, West Pearl Streetscape and 15th Street
Streetscape amenities
Downtown 14th Street Parking Lots - Reserve funds for repair and replacement of lots
Community, Culture and Safety Tax projects - Completion of the projects on University Hill
and downtown.
Board Action
The Downtown Management Commission (DMC) unanimously approved the following resolution in
support of both the downtown/CAGID and DUHMD/Parking CIP plan at their July commissioner
meeting:
Motion to approve the 2016 recommended expenditures from the Downtown Commercial District
Fund.
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Guiding Principles and Project Prioritization
CIP Guiding Principles
All proposed projects in the 2016-2021 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 CAGID garage
major maintenance, the garage elevator and the downtown 14th Street Parking Lot replacement
provide essential on-going major maintenance and reinvestment in the five parking facilities and
three surface lots.
Prioritization
CV has the responsibility to maintain an adequate parking supply in Downtown Boulder and will
build or buy assets as available. The division is also responsible for maintaining all CAGID parking
garage assets and the surface parking lots on 14th Street, in order to protect the investment and
sustain functionality and safety.
The Downtown/Pearl Street Mall improvements are prioritized by necessary maintenance,
replacement and repair of all amenities in the downtown area.
CAGID is responsible for providing parking in the district. Partnering with Trinity church is an
opportunity to provide this resource. Funds are currently available in fund balance.
Projects Not in Master Plan
CV does not have a master plan. Projects are included in the CIP based on stakeholder interest
and necessary maintenance of capital assets.
Projects not Previously Identified in the CIP
Elevator repair and refurbishment of all elevators at 1100 Spruce garage and the 1500 Pearl St
garage
Construction of CAGID garage in conjunction with the Trinity Commons construction.
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Operation and Maintenance Impacts
The maintenance and replacement projects described in the CV CIP provide essential on-going
major maintenance and reinvestment in the Pearl Street Mall, five parking facilities and three
surface lots and are intended to maintain all assets in current condition. With the maintenance
and operation improvements programs in place, assets will avoid deferred maintenance. New
operating and maintenance funding will be required to maintain the parking garage at Trinity
Commons garage when completed.
Deferred, Eliminated, or Changed Projects
The stair replacement at 1100 Walnut and 1400 Walnut was moved from 2014 to 2015. The
primary reason for the delay was design and fabrication complications. There were some code
concerns to be dealt with prior to design, then fabrication took longer than expected. The project
is currently underway and expected to be complete by the end of July, 2015.
The West Pearl Streetscape Improvement project was originally scheduled for completion in
the fall of 2014. However, several factors contributed to its completion in 2015. First, the original
scope was expanded to include additional block faces for street tree replacement and installation
of an irrigation system. Second, the West Pearl businesses requested the construction be
suspended during the 2014 holiday season. With the seasonal winter weather, project
construction recommenced in March of 2015.
Unfunded Projects and Emerging Needs
The pedestrian scale lighting in the University Hill commercial district is in need of replacement.
Installed approximately 20 years ago, the lights are at the end of their projected lifespan. As poles
are damaged, the style is no longer available, and other models must be purchased to replace the
lights, leaving an inconsistent appearance. Parts, such as banner arms, globes, etc. are no longer
available for purchase and must be fabricated. There is not sufficient replacement funding
available to replace all the lights. A major capital investment will be required to replace the
system. Options for replacement will be considered during the process of the near-term
residential pedestrian scale lighting design to evaluate whether similar lighting fixtures would be
appropriate within the commercial district. At this time the scope, timeline and potential costs of
the project have not yet been determined, and no funding has been identified for the project.
Community Vitality
84 Table 7-1: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountDUHMD $ 4,434,765 $ 2,156,565 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ - CIP-CAPITAL MAINTENANCE $ 3,009,000 $ 730,800 $ 678,200 $ 400,000 $ 400,000 $ 400,000 $ - $ 150,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 609,000 $ 330,800 $ 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 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 1,425,765 $ 1,425,765 $ - $ - $ - $ - $ - $ 1,425,765 $ 1,425,765 $ - $ - $ - $ - $ - Subtotal $ - CAGID Trinity Commons $ - Downtown Parking Garage Major $ 250,000 Downtown Pearl St Mall Amenity $ 125,000 Downtown 14th St Prkg Lot $ 25,000 Downtown Parking Garage $ - 2019 ProjectedDepartment Total $ 400,000 Subtotal $ 400,000
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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.
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City of Boulder
FACILITIES AND ASSET MANAGEMENT
2016-2021 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.
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Table 8-1: Capital Development Fund Balance – 2014 Year-End
Note:
The DET balances above reflect the first of five payments that will be made to repay the loan from the Capital Development
Fund to the FR&R fund for the 13th Street Clean Up project. The loan amount was $4,000,000 and will be paid back by the
General Fund. The final loan payment will occur in 2018.
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 is received as a transfer 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.
Capital Improvement Bond Fund
Funding from the Capital Improvement Bond (CIB) Fund supported a number of projects managed
by FAM. CIB funding is indicated by the following symbol:
Current Focus for Capital Planning and Projects in 2016
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. Focus areas for 2016 include:
Major Maintenance and Repairs of multiple facilities across the city. The facilities include fire
stations, aquatic facilities, and recreation centers
Space Needs Analysis to be able to plan and address current and future office space needs for
city operations
Account DET Balance Impact Fee Balance
Library $646,490 $522,613
Municipal Facilities $411,713 $391,491
HHS $193,773 $177,040
Police Department $89,999 $415,114
Fire Department $80,494 $466,464
Parks and Recreation N/A $2,460,912
Total $1,422,470 $4,433,633
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Energy Efficient projects to continue to reduce the Green House Gas (GHG) emissions produced
by city operations.
Highlights
Projects Expected to be Completed in 2015
Main Library Renovation Project: Included CIB funding
for children and teen areas and infrastructure repairs for
electrical, carpeting, HVAC upgrades and windows
New Wildland Fire Facility / Station 8: A CIB project,
the new station will provide for year-round wildland fire
fighting capability
Library HVAC Controls Ugrade: Replace obsolete pneumatic controls and improve equipment
reliability. Upgrading the controls will allow the HVAC system to be centrally controlled and
improve the energy efficiency of the facilities
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 remaining clean-up
Renewable Electric Vehicle Charging Systems: Install electric vehicle chargers for workplace
charging connected to an existing solar PV and battery storage system in the downtown civic
area.
Priority Projects for 2016
Upgrade EV Chargers and Battery Storage System: provide more opportunities for electric
vehicle workplace charging for city employees to lower GHG emissions from commuting
Miscellaneous Space and Analysis: New project added to support space needs facility studies
in support of approved and updated master plans
Fire Stations Major Maintenance: New project added to address maintenance needs that have
developed over time due to the wear and tear of a buildings that are used 24 hours a day, 365
days per year. The majority of the focus for 2016 will be in fire stations four, five, and six
Aquatics Facilities Maintenance: New project to address maintenance needs that were
identified through the Aquatics Feasibility Plan completed by the Parks and Recreation
department. The 2016 focus will be at the North Boulder Recreation Center
East Boulder Community Center Pool Air Handlers: Replace pool air handlers that are beyond
Inside of the Library post renovation.
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their useful life.
Highlights of 2017-2021 Projects
Fire Stations Major Maintenance: continued major repairs and maintenance scheduled at
various fire stations. The total budget for fire station maintenance is approximately $693,000
Recreation Centers Major Maintenance: This project will fund major maintenance and
renovations projects at the different recreation facilities. The specific projects will be
identified once the Recreation Center Study is completed in the fall of 2015. Approximately
$1,000,000 is proposed for funding by FAM
Martin Park and North Boulder Park, Park Shelter Repairs: Upgrade electrical, plumbing and
renew protective coatings
Miscellaneous Facility Maintenance: Multiple major maintenance projects under $50,000
programmed annually such as roof evaluations, pavement repairs, HVAC upgrades and
exterior protective coatings. This average budget is approximately $400,000 a year, with
funding in the current CIP period totaling $2,030,000.
Guiding Principles and Project Prioritization
CIP Guiding Principles
The proposed 2016 – 2021 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.
Prioritization
Projects may also be identified in department master plans or studies, such as the Civic Area Plan,
Yards Master Plan, Police Space Study and Fire Response Mapping.
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,
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projects may be reprioritized, especially to address an immediate health and safety need.
Table 8-2: 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.
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.
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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Projects not Previously Identified in the CIP
Aquatics Facilities Major Maintenance
Fire Stations Major Maintenance
Recreation Centers Major Maintenance
Miscellaneous Space Needs and Analysis
Upgrade Electric Vehicle Storage
Radio System Analysis
Operation and Maintenance Impacts
Since the proposed FAM 2016-2021 CIP enhances and maintains 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. Higher construction costs are also
being seen and not adequately accounted for in O&M budgets. The FAM Master Plan update will
also identify climate change impacts to building systems such as lower service lives of equipment
and building systems, which will 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.
Deferred, Eliminated or Changed Projects
Boulder Museum of Contemporary Arts Floor Replacement: Delayed till January 2016 to lessen
the impact on museum operations
Flood Restoration Projects: Completed flood mitigation projects at eight facilities previously
approved by FEMA. Installed emergency back-up generators at two facilities approved for
hazard mitigation grants. These projects, delayed due to weather and communications issues
with FEMA, will be completed in 2015
Municipal Building: Rebuild the flood gates. This project, originally scheduled for 2014
completion was delayed due to other high priority 2013 flood projects and is expected to be
completed in 2015
Chautauqua Restroom: This project was funded from the CIB and the FAM CIP budget. It
includes site work, utility installations, and complete construction of a free-standing ADA
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accessible restroom adjacent to the Chautauqua auditorium. Delayed due to weather
conditions and permitting requirements, the project will be completed in 2015.
Unfunded Projects and Emerging Needs
Parking Lot Repairs: While the 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
Energy Efficiencies and Renewables: To achieve the city’s new climate action goals, deeper
energy efficiency projects and additional renewables may be required for city facilities and
operations
Electric Vehicle Infrastructure: As the city sees wider use of electric vehicles, support of a
regional EV charging system may be needed in the transition away from fossil fuels
Facility Space: The city has outgrown existing office space and is leasing space to
accommodate needed offices for existing employees. Space studies will inform how to address
current needs and any additional space needs for future years
With the potential purchase of the Boulder Community Hospital Site, CIP funding may be
needed to coordinate an environmental assessment of the site.
Facilities and Asset Management
98 Table 8-3: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/FACILITIES & ASSET MNGMT $ 9,647,000 $ 2,307,000 $ 1,475,000 $ 1,535,000 $ 1,128,000 $ 884,000 $ - CIP-CAPITAL ENHANCEMENT $ 1,742,000 $ 290,000 $ - $ 100,000 $ 100,000 $ 152,000 $ - $ 452,000 $ - $ - $ 100,000 $ 100,000 $ 152,000 $ - $ 190,000 $ 190,000 $ - $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 700,000 $ - $ - $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 7,025,000 $ 1,787,000 $ 1,345,000 $ 1,305,000 $ 898,000 $ 602,000 $ - $ 1,366,000 $ 390,000 $ - $ 723,000 $ 253,000 $ - $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 813,000 $ 120,000 $ 126,000 $ 132,000 $ 145,000 $ 152,000 $ - $ 169,000 $ - $ 169,000 $ - $ - $ - $ - $ 2,545,000 $ 515,000 $ 380,000 $ 400,000 $ 450,000 $ 400,000 $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 120,000 $ - $ 120,000 $ - $ - $ - $ - $ 80,000 $ 80,000 $ - $ - $ - $ - $ - $ 1,000,000 $ - $ 500,000 $ - $ - $ - $ - $ 132,000 $ 132,000 $ - $ - $ - $ - $ - CIP-CAPITAL PLANNING $ 880,000 $ 230,000 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 480,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ 80,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - Facility Assessments Misc Space Needs and Analysis Radio System Analysis $ - Recreation Facility Repairs Stazio Tensile Canopy Covering Subtotal $ 130,000 $ 50,000 $ 80,000 $ 500,000 $ - Misc Facility Maintenance Projects North Boulder Park Shelter Rep Pool Replastering $ - EBCC Replace Pool Air Handlers Fire Stations Major Maintenance Martin Park Shelter Major Maint $ - $ - $ 138,000 $ 400,000 $ - Miscellaneous Facilty DET Proj $ 50,000 West Senior Center Maj Maint & SubtotalAquatics Facility Repairs $ - East Boulder Community Center Outdoor Lighting Improvements Tantra Shop Renovation $ 300,000 $ 700,000 $ 1,088,000 $ 100,000 $ - Upgrade EV Chargers/Battery $ - 2019 ProjectedDepartment Total $ 2,318,000 Subtotal $ 1,100,000
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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.
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City of Boulder
FIRE AND RESCUE
2016-2021 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 118 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 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 (see
Appendix B) .
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.
Funding from the Capital Improvement Bond (CIB) Fund supported projects managed by Fire-
Rescue. CIB funding is indicated by the following symbol:
Current Focus for Capital Planning and Projects in 2016
As a part of the overall capital funding strategic work, capital needs for the Fire Department are
being evaluated, including capital improvements over the next several years that would allow for
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multiple Light Response Vehicles and potentially provide a more community services model of fa-
cility for delivery of human services, parks and recreation facilities and programming, and public
safety services. There are no specific CIP projects identified at this time.
Highlights
Projects Expected to be Completed in 2015
Fire Station 8, the new wildland fire station, was completed in June of 2015. This CIB project
was coordinated with Facilities and Asset Management (FAM) to provide a dedicated facility for
year-round wildland firefighting capability.
The department has requested proposals for a replacement station alerting system anticipated to
be operational by the end of 2015. The new technology will allow for simultaneous dispatch of
multiple stations and automated information flow to reduce emergency response times. This pro-
ject 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 im-
provement.
Priority Projects for 2016
None
Highlights of 2017 - 2021 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 Department maintain and improve public safety.
Proper fire station location improves accessibility to services provided to the community by the
Fire Department and ensures a timely response to emergencies occurring in the neighborhood.
The construction or remodel of facilities will use Leadership in Energy and Environmental Design
(LEED) targets to ensure energy efficiency. Each project listed identifies the estimated on-going
funds needed to operate and maintain the project.
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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:
Fire Training Center (FTC) Phase 2: driving area and storage building
FTC Phase 3: additional classroom, office and conference room space.
Projects Not Previously identified in the 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.
Operation and Maintenance Impacts
The primary Fire 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 including 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.
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On-going operation and maintenance projections for fire station replacements are listed below.
Deferred, Eliminated, or Changed Projects
None
Unfunded Projects and Emerging Needs
Unfunded projects as presented to City Council at the April 14, 2015 study session:
Relocate Fire Station 3 out of the 100-year floodplain, co-locate with Fire Administration Of-
fices, and construct a separate storage facility for fire vehicles and equipment
In 2011, 13 sites were identified as potential locations for Station 3. After analyzing
multiple criteria, six sites remained. Since that time, three of those six could still be
possible, each with their own acquisition issues. The top site is still the Mapleton ball
fields. This station needs to be 17,000 square feet to house a fire engine, ladder truck,
LRV/Ambulance, Dive Team and crews plus a battalion chief. The administration
building needs to be 7,500 square feet and the storage building 10,000 square feet
Fire will continue to coordinate with Parks and Recreation to evaluate the practicality
of, and financial issues related to, relocating Station 3 and Fire Administration to the
Mapleton ball fields site
Estimated costs are: Buildings $11,412,500, Land up to $8,600,000, on-going
$459,000
Replace Fire Station 4 north of the current location of 4100 Darley Avenue.
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.
Estimated costs are: Building $2,442,750, Land up to $2,000,000, on-going $165,000
Remodel Fire Station 6 currently located at 5145 N 63rd Street
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.
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.
If this is not possible costs are estimated at: One-time $1,154,625, On-going
$165,000
Remodel Fire Station 2 at the current location of 2225 Baseline Road.
Constructed in 1959 with 4,752 square feet this station is too small and needs to be
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15,000 to house one fire engine, one type 6 wildland engine and one LRV/Ambulance
and crews.
Estimated costs are: Building $3,842,000, Land up to $3,500,000, on-going $229,500
Remodel Fire Station 5 at the current location of 4365 19th Street.
Constructed in 1992with 3,622 square feet this station is too small and needs to be
6,514 to house one fire engine and crew.
Estimated costs are: Building $1,084,500, on-going $229,500
Remodel Fire Station 1 at the current location of 2441 13th Street.
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 and crews
plus a battalion chief.
Estimated costs are: Building $3,397,125, on-going $128,800
Remodel Fire Station 7 at the current location of 1380 55th Street.
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.
Estimated costs are: Building $1,096,875, on-going $42,000.
Fire Training Center Phase 2 - Driving area and storage building
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.
Estimated costs are: Concrete $2,500,000, Building $2,250,000, on-going $60,000.
Fire Training Center Phase 3 - Additional classroom and office space.
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.
Fire and Rescue
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Table 9-1: Unfunded Projects
Description One-Time On-Going
Building Land Equipment
Station 3/
Admin/ Storage
$11,412,500 $ 8,600,000 $ 0 $ 459,000
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 $30,680,375 $14,100,000 $ 0 $1,534,800
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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.
Fire and Rescue
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City of Boulder
GREENWAYS
2016-2021 Capital Improvement Program
Overview of Department Mission
The City of Boulder Greenways System is comprised of a series of corridors along riparian areas
including Boulder Creek and its 14 tributaries, which provide an opportunity to integrate multiple
objectives, including habitat protection, water quality enhancement, storm drainage and
floodplain management, alternative transportation routes for pedestrians and bicyclists, recreation
and cultural resources.
The Greenways CIP follows an opportunistic approach, contributing funding toward projects that
are being completed by other departments or private development in order to meet the various
objectives of the Greenways Program. The Greenways CIP also looks to leverage funds with
outside agencies in order to move projects forward that meet more than one objective of the
Greenways Program, but may not be the highest priority when evaluating any one particular
objective. Projects included in the Greenways CIP are typically called out in the Greenways Master
Plan and are projects that Greenways staff can take the lead in coordinating.
Funding Overview
The total 2016 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 $125,441
Historically the Lottery contribution to the Greenways Program has been $150,000 per year. As a
result of a projected reduction of the city’s allocation of Lottery funds, starting in 2015, the
Lottery contribution to Greenways is expected to be reduced to $125,441 (based on Greenways
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Greenways
receiving 15% of the city’s funding allocation, with a projection of total Lottery proceeds being
$836,275). Should the city’s allocation of Lottery funds exceed the projected amount, a budget
adjustment will be made to reflect the increase.
Current Focus for Capital Planning and Projects in 2016
The focus of the 2016-2021 Greenways CIP is on flood mitigation, bicycle and pedestrian multi-
use paths and underpasses, and habitat and water quality improvements along the Fourmile and
Wonderland Creek corridors. For more information about the timing and details of these projects,
please see the Utilities—Stormwater/Flood Overview section. In addition to the projects along
Fourmile Canyon Creek and Wonderland Creek, possible habitat restoration projects during the
next few years include:
Confluence of Bear Creek and Boulder Creek at Foothills Community Hospital
Dry Creek habitat improvements through Flatirons Golf Course
Goose Creek, railroad to 47th Street tree
plantings
Fish Passage enhancement projects in
association with Fishing is Fun grants
South Boulder Creek minimum stream flow
Removal of Russian Olive trees east of 75th
Street along Boulder Creek.
Board Action
The Greenways Advisory Committee met on May 26,
2015 and recommended approval 5-0 of the 2016-
2021 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.
Work on Boulder Creek at the Fish Observatory.
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Greenways
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 Included 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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Greenways
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.
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City of Boulder
INFORMATION TECHNOLOGY
2016-2021 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
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 primarily dedicated to supplement the critical,
bond-funded finance, human resources and payroll
system replacement project.
Both the Computer Replacement Fund (CRF) and the
Telecommunications Fund (TF) have been used to
progressively accumulate replacement reserves for existing personal computers, server
equipment, network infrastructure, central telephone systems and associated operating system
and database costs. These systems represent the critical IT capital infrastructure upon which all
the major IT CIP projects and existing city computer applications fundamentally depend.
The City of Boulder website.
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Information Technology
Funding from the Capital Improvement Bond (CIB) Fund supported a number of other software
replacement projects managed by IT. CIB funding is indicated by the following symbol:
Current Focus for Capital Planning and Projects in 2016
Majority of capital bond funded projects will be completed
The Server Replacement project started in 2015 will be completed
Several big projects will be started in 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)
Highlights
Projects Expected to be Completed in 2015
2015 elements of the ongoing document management system implementation program:
This project continues the work begun in 2012 to plan and execute the expansion of
automated document management and digital imaging technologies to underserved
departments and the public. Initial implementation of the new on-line archival records system
and initial upgrading and expansion of the citywide LaserFiche document management
system. (Funded by bond proceeds and departmental reserves).
Priority Projects for 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 project will be started in 2015, but not 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 expected to be
operational early in 2016. (Funded by bond proceeds and IT CIP)
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Information Technology
Begin 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,
a consultant is being engaged to undertake an organization-wide reassessment of automation
needs and business process improvement opportunities in these areas. The analysis will
consider the capabilities of current systems and recommend whether a single, integrated
product or a distributed, “best of breed” approach should be undertaken to address
organizational needs. (Funded by IT capital funds)
Highlights of 2017-2021 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 Prioitization
Proposed projects in the 2016-2021 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 2016 to
2019 that will inform future capital needs and priorities.
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Information Technology
Projects Not in Master Plans
None.
Projects Not Previously Included in the CIP
None
Operation and Maintenance Impacts
Operation of IT systems is included in the department’s operating budget. IT is participating in a
citywide effort to analyze and assess replacement needs and funding structures, including a look
to how future technological changes and technology use behaviors may inform replacement
charging models for the department’s internal service funds.
Deferred, Eliminated, or Changed Projects
None
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 infrastructure capacity needs to sustain them.
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A focus of the pending major update to the IT Strategic Plan (2016-2019) 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.
Information Technology
136 Table 11-1: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountINFORMATION TECHNOLOGY $ 8,310,962 $ 841,220 $ 964,254 $ 1,573,472 $ 2,088,024 $ 958,321 $ - CIP-CAPITAL MAINTENANCE $ 8,310,962 $ 841,220 $ 964,254 $ 1,573,472 $ 2,088,024 $ 958,321 $ - $ 122,234 $ - $ 41,895 $ 80,339 $ - $ - $ - $ 108,987 $ 10,500 $ - $ - $ 53,604 $ 13,401 $ - $ 4,847,207 $ 703,638 $ 702,115 $ 1,174,388 $ 745,731 $ 770,153 $ - $ 2,409,400 $ 111,090 $ 219,232 $ 241,423 $ 630,026 $ 173,537 $ - $ 49,798 $ 8,117 $ 1,012 $ - $ 6,381 $ 1,230 $ - $ 773,336 $ 7,875 $ - $ 77,322 $ 652,282 $ - $ - Data Backup and Disaster $ - Security Administration $ 33,058 Server Hardware Replacement $ 35,857 Database Hardware Replacement $ 31,482 End User Device Replacement $ 751,182 Network Hardware Replacement $ 1,034,092 2019 ProjectedDepartment Total $ 1,885,671 Subtotal $ 1,885,671
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City of Boulder
OPEN SPACE AND MOUNTAIN PARKS
2016-2021 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
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: the 0.40 percent
sales tax which has no sunset; the 0.33 percent sales tax which will be reduced to 0.22
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Open Space and Mountain Parks
percent on January 1, 2019; and the 0.15 percent sales tax which will be repurposed for
Transportation uses as of January 1, 2020, 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 are not
restricted to OSMP.
Current Focus for Capital Planning and Projects in 2016
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:
Continue Flood Recovery of Trails and Habitat (will continue into 2017, includes county
coordination)
Submit Final North Trail Study Area (TSA) Plan to council for approval by mid 2016
Following North TSA approval by council, Begin Visitor Master Plan update to be recast as
Open Space Master Plan – establishes policy guidance, priorities and measures of success
across services and programs, and addresses overarching issues such as night time and
temporal use
Implement Top Priorities of West TSA, North TSA, Agricultural Resource Management Plan, and
Forest and Grassland Management Plan
Continue to Improve the Visitor Experience – distinguish between new initiatives and existing
services (New initiatives include such items as Voice and Sight program implementation and
monitoring, recycling at trailheads, and dog waste composting. Existing efforts include
current day-to-day outreach and education and volunteer programs.)
Develop Regional Trails through strategic property acquisition, coordination with other
agencies, and other avenues as needed (e.g., Eldorado to Walker Ranch, Joder and the Boulder
Creek Path extension).
2013 Flood Impact
Recognizing the importance of accessibility to open space to the Boulder community, no Open
Space and Mountain Parks trails or trailheads remain closed because of flood damage. However
significant recovery work remains to restore trails to sustainable conditions. In addition to the
sheer volume of work-- about 150 distinct projects were identified by FEMA, with an estimated
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Open Space and Mountain Parks
recovery cost of over $7 million dollars-- Open Space and Mountain Parks needed to tread new
ground with our partners at FEMA and other flood recovery agencies. Trails, trailheads, water
delivery structures, and agricultural fences are not typically considered public infrastructure as
part of disaster relief for municipalities. In addition to our work with FEMA, OSMP continues to
work with other state and federal agencies to identify and secure funding for the restoration of
ecological systems and privately owned irrigation ditches. These are neither considered municipal
infrastructure by FEMA nor eligible for public assistance from that agency. Over the past two
years, OSMP has completed 90 of the projects identified by FEMA and several other ecological
restoration projects and partnerships with irrigation ditch companies in which OSMP is a share
holder. With the opening of the Gregory Canyon access road and trailhead, OSMP has completed
work at trailheads. 2015 also saw the re-opening of the Sanitas Valley Trail.
Highlights
Projects Expected to be Completed in 2015
Land and Visitor Services
Repaired flood damage on Sanitas Valley Trail – graded and resurfaced
Repaired flood damage on Chapman Drive – created water control structures, graded and
resurfaced
Repaired flood damage to Chautauqua Meadow Trail – designed, graded and resurfaced the
trail tread
South Mesa Trailhead bridge – designed, built and installed a new bridge over South Boulder
Creek at the South Mesa Trailhead
South Boulder Creek West Trail – repaired and restored functionality
Ertl Pond – installed water level control device in dam and restored the trail over the dam
Restored Eggleston #4 irrigation ditch
South Boulder Creek Bridge – installed replacement bridge over South Boulder Creek at South
Boulder Road
Hedgecock Bridge – installed a replacement bridge over South Boulder Creek at the Hedgecock
farmstead
Gregory Canyon Access Road – graded and resurfaced (asphalt) the access road tread
Lion’s Lair Trail – finished construction of this trail on the Wittemyer Property
Joder Ranch – repaired and built an interim trail from US 36 to Olde Stage Road
Flagstaff Drive Sediment Basin – designed, built and installed the second sediment catch basin
on Flagstaff Drive
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Open Space and Mountain Parks
Cherryvale South HVAC – designed and installed new HVAC system for Cherryvale South office
building
Agricultural fences – cleaned flood debris out of fences, repaired fences
Improved and added structures to organic farmsteads
Ecological Systems
Tall oatgrass control – initiated grazing to manage tall oatgrass in the Shanahan Ridge area
Weed management – used a Colorado State Department of Agriculture grant to map and
manage 19 state-listed noxious weeds
Bluebell Creek - restored two acres of Bluebell Creek by planting 300 trees and shrubs and
seeding with native plant species
Boulder Creek vegetation management – removed non-native Russian olive and crack willow
and planted native trees and shrubs
Boulder Creek restoration and relocation – restored flood damaged stream channel and
riparian area while providing the Green Ditch its water rights
Boulder Creek/South Boulder Creek Confluence area – completed design of repairs of flood
damaged stream
North TSA inventory report – completed resources inventory
Trail repair support – coordinated with trails staff to design, build and repair trails while
protecting natural resources
Wildlife monitoring — continued to monitor wildlife populations as outlined in Ecosystem and
Visitor Access Plans, in association with habitat improvement projects, and to learn more
about post-flood responses
OSMP Research Program — supported research projects conducted by other agencies and
institutions to increase scientific knowledge of ecosystems on OSMP and assist with decision
making
Habitat restoration — improved habitat conditions for sensitive species like northern leopard
frog and shrub-nesting birds
Forest Management - thinned 165 acres of forested land in the
mountain backdrop to restore forest health and reduce fire risk
Cultural Resources
Hartnagle House was stabilized
Foothills Nature Center design plan was produced and minor Hartnagle Homestead after restoration.
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repairs/upgrades were implemented.
Continued repair of historic buildings on farmsteads
Environmental Planning
Draft North Trail Study Area Plan completed
Priority Projects for 2016
Land and Visitor Services
Continue to repair and restore trails, trailheads, ditches, and fences damaged in the
September 2013 rainfall event
Improve and add structures to organic farmsteads
Add trail connections from Baseline Road to Chautauqua
Design, build and install bridge across South Boulder Creek in Greenbelt Meadows area
Ecological Systems
Pollinator surveys - begin pollinator studies within the tall oatgrass grazing area on Shanahan
Ridge
CDOT wetland mitigation – create and restore 25 acres of wetlands as mitigation for wetland
impacts associated with US 36 Highway improvements
Boulder Creek/South Boulder Creek Confluence area - complete restoration and repair of flood
damaged stream and riparian area
Volunteer raptor monitoring program — improve data collection methodology for volunteer
raptor monitoring program by developing online data entry
Habitat restoration — improve habitat conditions for northern leopard frogs at Fancher ponds
OSMP Research Program — support OSMP research program to address departmental-wide
research questions; create request for proposals containing staff research priorities
Forest Management - treat 200 acres of forested land in the mountain backdrop to restore
forest health and reduce fire risk
South Boulder Creek restoration – complete restoration of aquatic habitat on South Boulder
Creek upstream of South Boulder Road
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
Forest Ecosystem Management Plan (FEMP) – continue implementation of the FEMP
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Cultural Resources
Complete Hartnagle House renovation
Complete Viele House water mitigation
Complete Hunter Kolb House renovation
Viele House renovations
Foothills Nature Center renovations
Environmental Planning
North Trail Study Area Plan recommended by Open Space Board of Trustees and accepted by
City Council. Initiate early action items.
Highlights of 2017-2021 Projects
Land and Visitor Services
Completion of rainfall and flood damage repairs to all trails and trailheads
Completion of trail and trailhead projects called for in the West TSA Plan including establishing
a trailhead at Chapman Drive and State Highway 119
Substantial completion of trail, trailhead and agricultural projects called for in the North and
East TSA Plans and in the Open Space Master Plan (revised Visitor Master Plan)
Substantial completion of agricultural projects called for in the Agricultural Management Plan
Completion of the South Boulder Creek in-stream flow improvements in conjunction with the
Gross Reservoir expansion memorandum of understanding
Implement medium and long term office and work space plans
Ecological Systems
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
Cultural Resources
Repair and renovate major farmstead properties, including Viele/Van Vleet and Wright
Environmental Planning
Complete Open Space and Mountain Parks Master Plan
Open Space and Mountain Parks
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Board Action
At its June 15, 2015 meeting, the Open Space Board of Trustees unanimously passed a motion
approving the 2016 - 2021 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 2016 – 2021 CIP are consistent with applicable guiding principles.
OSMP staff developed budget guiding principles specific to OSMP services and in support of CIP
principles.
The 2016-2021 CIP continues to include flood-related recovery and habitat restoration projects.
Anticipated to be complete during 2017, flood recovery and restoration projects total $2,008,300
million budgeted in 2016. As noted in prior work plan and budget updates and actions, the focus
on flood recovery delays work in other areas, including adopted plans’ implementation.
Another important theme within the CIP is taking care of existing infrastructure, such as trail, trail
-head and other visitor services infrastructure. A relatively recently formalized investment
program in OSMP is maintenance and management of historical and cultural assets within the
city’s open space system. As the department has acquired properties, structures such as cabins,
farm houses, barns and other facilities are included in those properties. In some cases, if
structures are of no historical significance or are not needed to serve Open Space purposes, those
properties or facilities can be demolished, or subdivided and sold. In other cases, those facilities
and structures can be leased as part of maintaining historical and cultural uses. Some facilities
and structures are considered a part of the historical and cultural fabric of the Open Space system.
The department continues to evaluate this program; however, it appears there is a need to invest
in structures to preserve safety, integrity and the potential historical and/or cultural value to the
community.
Regional partnerships continue to be an important aspect of OSMP’s work as a critical mass of
adjacent open space and natural lands managers is connecting to the OSMP system. The draft
2016 CIP includes funding the Boulder Creek Path west extension, which was included in the
Intergovernmental Agreement (IGA) recommended by OSBT and approved by council. OSMP’s
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local match for that project is approximately $500,000. The city’s Transportation Division is
proposing $50,000 in its 2016 CIP to help the city partner with Boulder County on this local
match. An additional obligation in the 2016 CIP is a one-time $2 million payment to Denver
Water for the South Boulder Creek In-Stream Flow Improvements.
A continuing significant investment program is the real estate acquisition program, which also is
connected to our regional partnerships. Eventually, as remaining strategic acquisitions largely
complete the vision of the Open Space area, the department will need to move more and more
toward stewardship of the system. The land system(s) will be similar in character as exists today
ranging 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.
OSMP Facility Modifications (Space Needs), a new line item in the CIP responds to the need to
address inadequate space and infrastructure to support OSMP staffing, vehicles, equipment and
materials. A study is underway to develop a short, mid and long-term investment program to
provide the space and facilities needed to support a quality set of OSMP services.
Finally, another new line item in the proposed OSMP CIP is an innovations program that allows the
department to experiment with new types of facilities. An example is a design effort focused on
“Biomimicry,” a blend of biological sciences and engineering such that the engineering learns from
nature’s designs to create more resilient, efficient and effective infrastructure. This innovations
program is slated to begin as flood recovery begins to taper.
Prioritization
Prioity areas are noted above. The department continues to be in a state of transition. Staff is
striving to establish a reasonable and responsive direction in the proposed 2016 – 2021 CIP. As
leadership and the organization transitions there is ample opportunity to make adjustments in the
out years of the CIP while the OSMP fund remains fiscally sound.
Projects not in Master Plans
Council requested that staff begin the update process for the Visitor Master Plan (VMP) and
include addressing overarching issues. Since that time, the department and external consultants
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have identified the need for an OSMP “Master Plan.” Staff is exploring ways to recast the VMP
update as an opportunity to develop an OSMP Master Plan, continuing to address the City Council
identified overarching issues, and establishing a set of policies and priorities that help unite the
department behind a set of shared goals, objectives and metrics that implement the voter-
approved Open Space sections of the City Charter. Also, an OSMP Master Plan would inform and
be clearly linked to the Boulder Valley Comprehensive Plan. As is typical for other city
departments, master plans or strategic plans that could result in capital investment are included
in the CIP. The OSMP Master Plan, including updates to the visitor element, is scheduled to start
in 2016 and will continue into 2017. Other systems plan elements would be updated or refreshed
thereafter, which is why there is an ongoing amount in the master plan line item. Ecological
Systems Plans (Forest and Grassland) currently are considered as operating intensive, rather than
capital. However, it is possible that updates to those systems plans could result in capital
investments in future years of the CIP.
Projects Not Previously Identified in the CIP
Flood repair projects in the Chautauqua area
Riparian area flood damage restoration
Farm site improvements on OSMP land
OSMP facility modifications related to increasing space needs
Restore the Goodhue Ditch fish passage
Fund innovative capital projects including biomimicry
Project contract management of installation of South Mesa Trailhead bridge
Provide funding contributing to western extension of the Boulder Creek Bike path
Open Space and Mountain Parks Master Plan. Proposed to improve clarity about OSMP
initiatives and improve integration with Boulder Valley Comprehensive Plan
Rehabilitation and improvements to the Foothills Nature Center
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
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trailheads age they will need maintenance just as any aging facility does. Maintenance costs on
the farmsteads will be needed to keep the buildings in usable condition.
It is anticipated additional funding will be required for operation and maintenance as the OSMP
infrastructure expands. Current projections indicate that existing revenue sources for OSMP will
be adequate to provide needed operation and maintenance funding.
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.
Unfunded Projects and Emerging Needs
By developing an OSMP Master Plan, the department will develop a clear vision for its future and to
determine if the there are unfunded projects or emerging needs.
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156 Table 12-1: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountOPEN SPACE & MOUNTAIN PARKS $ 49,060,930 $ 11,900,930 $ 7,945,000 $ 7,455,000 $ 7,390,000 $ 7,290,000 $ - CIP-CAPITAL ENHANCEMENT $ 11,324,600 $ 4,074,600 $ 1,975,000 $ 1,475,000 $ 1,400,000 $ 1,300,000 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 650,000 $ - $ - $ 200,000 $ 200,000 $ 200,000 $ - $ 900,000 $ 200,000 $ 200,000 $ 200,000 $ 100,000 $ 100,000 $ - $ 572,600 $ 572,600 $ - $ - $ - $ - $ - $ 300,000 $ - $ 300,000 $ - $ - $ - $ - $ 700,000 $ 100,000 $ 200,000 $ 200,000 $ 50,000 $ 50,000 $ - $ 550,000 $ - $ 75,000 $ 175,000 $ 100,000 $ 100,000 $ - $ 852,000 $ 252,000 $ 200,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 300,000 $ - $ 300,000 $ - $ - $ - $ - $ 2,000,000 $ 2,000,000 $ - $ - $ - $ - $ - $ 300,000 $ - $ - $ - $ 200,000 $ 100,000 $ - $ 2,000,000 $ 100,000 $ 200,000 $ 200,000 $ 500,000 $ 500,000 $ - $ 1,700,000 $ 350,000 $ 500,000 $ 400,000 $ 150,000 $ 150,000 $ - CIP-CAPITAL MAINTENANCE $ 3,036,330 $ 1,626,330 $ 270,000 $ 280,000 $ 290,000 $ 290,000 $ - $ 720,000 $ 110,000 $ 110,000 $ 120,000 $ 130,000 $ 130,000 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 500,000 $ - $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 360,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ - $ 991,000 $ 991,000 $ - $ - $ - $ - $ - $ 205,330 $ 205,330 $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 60,000 $ 60,000 $ - $ - $ - $ - $ - CIP-LAND ACQUISITION $ 34,200,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ 5,700,000 $ - $ 600,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ - $ 32,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ 5,400,000 $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - Subtotal $ - Boulder Creek Bikepath Extension $ - Mineral Rights Acquisition $ 100,000 OSMP Real Estate Acquisition $ 5,400,000 Water Rights Acquisition $ 200,000 Hartnagle House Restoration $ - South Mesa Trailhead Bridge $ - Subtotal $ 5,700,000 Farm Site Improvements $ 60,000 Flood Trails $ - Foothills Nature Center $ - Agriculture Facilities Projects $ 120,000 Boulder & S Bldr Crk Flood Repair $ - Cultural Resource/Facility Restorat $ 100,000 Visitor Infrastructure System Wide $ 500,000 WTSA Implementation $ 150,000 Subtotal $ 280,000 S.Bldr Crk at E.Bldr Ditch Const $ - South Boulder Creek Instream $ - STSA - Plan and Implementation $ - OSMP Innovations $ 100,000 OSMP Master Plan Update $ 100,000 Flood Eng. Trails $ - Goodhue Ditch Fish Passage $ - NTSA - Plan and Implementation $ 100,000 Boulder Crk Above 95th $ - ETSA - Plan and Implementation $ 50,000 Facility Modifications-Space $ 100,000 Department Total $ 7,080,000 Subtotal $ 1,100,000 2019 Projected
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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.
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City of Boulder
PARKS AND RECREATION
2016-2021 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.
These six themes were structured to fit within the city Sustainability Framework Plan. During the
leadership transition of 2014 the department focused on staff development and training under the
organizational readiness goal accomplishing 30 staffing changes for efficiency, increasing training
programs, and hiring a new director. In 2015 the department is focusing on youth engagement
through the Year of the Child with expanded youth and family services and development of nature
play focus. In addition the department is implementing an Asset Management Program to
understand existing conditions on $200 million assets, 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 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).
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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 fund also includes revenues from a portion of a
development excise tax assessed on each new residential unit constructed or annexed to the city
except for those units that are designated as permanently affordable. The City Charter requires
that the “…Fund shall not be used for any purpose other than the acquisition of park land or the
permanent improvement of park and recreation facilities.” (Charter Sec 161)
Lottery Fund
The Lottery Fund is based on proceeds from the Conservation Trust Fund that is distributed by the
State of Colorado on a per capita basis to entities. Funding can be used for the acquisition,
development and maintenance of new conservation sites, 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
Funding from the Capital Improvement Bond (CIB) Fund supported a number of projects managed
by Parks and Recreation. CIB funding is indicated by the following symbol:
Current Focus for Capital Planning Projects in 2016
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 North
Boulder Recreation Center Aquatics Facility and expansion of outdoor fitness and athletic
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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.
Youth Activity and Engagement - many youth sports facilities and play areas will be enhanced
and renovated through the 2016 CIP projects that will continue to allow the department to
focus on youth and provide opportunities for children in the community.
2013 Flood Impact
The magnitude of the 2013 flood to Parks and Recreation was approximately $2 million in
damages to many parks and facilities located along urban stream corridors. The majority of parks
and facilities damaged during the flood have been fully restored and open to the public. The
department is completing final work on the remaining flood damaged properties including Evert
Pierson Memorial Kids’ Fishing Pond, Knollwood Tennis Courts and demolition of the Flatirons
Event Center after supporting recovery of the Spice of Life private business to a new private
location.
Highlights
Projects Expected to be Completed in 2015
Boulder Reservoir Infrastructure Improvements: In
2015, major utility upgrades were completed with the
construction of a new sanitary sewer system and water line.
Additional improvements include dock renovations, parking
lot repair and various interior and exterior building
improvements
Pearl Street Mall Irrigation Replacement: Completed
renovation of critical irrigation infrastructure and tree replacement to maintain and enhance
the Pearl Street Mall
Flatirons Golf Course Irrigation Replacement: Completed the irrigation replacement with a new
Boulder Reservoir, North Shore.
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innovative system that allows increased water efficiency, operational efficiencies and improved
playability of the course
Valmont City Park Planning: Completed the concept plan for the park through research,
community engagement and community partnerships. The new plan reflects the current
needs and trends of the community for parks and recreation facilities and will allow future
funding opportunities to be discovered to allow implementation
Parks and Recreation Facility Renovations: Crestview Park has been renovated with turf
and irrigation upgrades, ADA compliance and replacement of park amenities as part of the
ongoing Capital Bond Funding
Park Shelter Replacements / Improvements: A new reservation pavilion will be installed at
Harlow Platts Park to serve the park users by allowing for reservations and special events.
Priority Projects for 2016
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 FAM
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. Delaying this project would cause further deterioration
and more costly repairs at a later date
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. Urban Forest Strategic Management Plan: Comprehensive plan to
provide specific management direction through policies that will balance the long-term
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sustainability of the urban forest
Recreation Facility Strategic Plan: Planning study and analysis to guide the future repair,
renovation and improvement of recreation facilities through an assessment of the existing
physical systems, operational efficiencies, improvements and remodeling strategies to ensure
the facilities are meeting the needs and demands of the community comparable to other
facilities.
Scott Carpenter Park: In 2016 the department will be working with the community to develop a
site plan for Scott Carpenter Park that will inform the location and priorities for capital
improvements to one of Boulder’s parks that serves the entire community. Several amenities
within the park are of critical importance and must be carefully redesigned to provide long-
term benefit to the community including the pool, playground, baseball field and the skate
park. Based on the approval of the site plan next year, the department will be seeking
partnership opportunities and leveraging existing capital funds, including the use of impact
fees for those capital improvements that can be attributed to growth in the community.
Highlights of 2017-2021 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 start in
continue with East Boulder Recreation Center pool repairs and enhancements planned for 2018
and South Boulder Recreation Center or Spruce Pool for 2020.
Board Action
The Parks and Recreation Board (PRAB) unanimously approved the following two resolutions in
support of the BPRD 2016-2021 CIP at the March 23, 2015 meeting: a motion to approve the
2016 recommended expenditures from the Permanent Parks and Recreation Fund and a motion to
approve the recommended 2016 – 2021 Parks and Recreation Department Capital Improvement
Program (CIP).
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Guiding Principles and Project Prioritization
CIP Guiding Principles
The proposed projects identified in the 2016-2021 CIP are consistent with the CIP Guiding
Principles and the current Parks and Recreation Master Plan. 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.
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 2016-2021 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 court and asphalt
Replacements strive to improve long-term operational needs and protect existing assets while
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reducing annual 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 green house 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.
In addition, due to new federal ADA regulations, the department is required to respond to specific
mandates and timelines to audit all parks and recreational facilities and to improve identified
facilities to meet new federal ADA regulations. The ADA Compliance Improvements project will
continue to address the new federal mandates and ensure the department remains in compliance
with access issues for parks and recreational facilities.
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 o
Resource preservation - Asset plays a direct role in an agency’s natural and/or cultural
resource management programs or improves the ecological functions for the surrounding
community
Use - Asset facilitates the highest level of affordability, accessibility, and ease of use by all
demographic segments of the community
Community Benefit - Asset supports community and social values of the department.
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Projects Not in Master Plan
None
Projects not Previously Identified in the CIP
Athletic Field Improvements: As recommended in the department's master plan and the
Athletic Field Study, the Parks and Recreation Department intends to improve existing natural
turf athletic fields and to replace some targeted existing turf fields with new synthetic turf in
select park sites
Aquatic Facility Repairs and Enhancements: As part of recommendations of the master plan
and the recently completed Aquatics Facility Study the department has identified deferred
maintenance needs within the existing facilities
Turf Repairs and Replacement: These projects will provide upgrades to existing park natural
turf areas and reduce the overall backlog of work identified in the master plan and the Asset
Management Plan
Flatiron Golf Restroom: Currently the course is in need of repairs to the restrooms on the
course as well as improved cart paths
Parking Lot Repairs: The department's master plan includes a key theme of "taking care of
what we have" which directs the department to focus on the necessary preventative and
restorative maintenance of infrastructure throughout the parks and recreation system
General Park Structure Repairs & Replacements: Based on the master plan and the asset
management plan a number of park structures from shelters to key buildings have a backlog
of deferred maintenance needs. This project will accelerate the repairs and replacement of
these facilities to meet design criteria for safe and functional facilities
South Boulder Reservoir and Tom Watson Site Plan: This project will provide for community
engagement and design / planning services to develop plans and estimates for future
improvements at both important facilities. The improvements will continue to support growth
in the north of Boulder as well as improve visitor experiences at two aging facilities
Scott Carpenter / Mapleton Site Plans: Development of site plans and cost estimates for capital
repairs to existing facilities per the athletic field study and related city services proposed to be
relocated or expanded
Park Operations Yards Master Plan and Maintenance Facility Site Plans: Development of site
plans and cost estimates for capital repairs to existing maintenance facilities per the master
plan, the General Maintenance and Management Plan and the Yards recommendation.
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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
decrease maintenance costs due to replacement of aging infrastructure and efficiencies associated
with new and improved facilities and systems. All of these projects will actually reduce the O&M
costs over time. 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.
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:
Recreation Facility Enhancements – In 2015, funding was identified for key improvements to the
City’s recreation facilities. As a result of the increased construction costs for flood recovery in
2015, this project had to be deferred until 2016. This will also allow the department to
complete a strategic plan to determine the priority of upgrades to recreation facilities and
complete the projects in 2016.
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. 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
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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 $200 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
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:
Work collaboratively with Boulder Fire Department to coordinate Fire Station #3 with potential
move to Mapleton including identification of funding for relocation of athletic fields to Stazio
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or Valmont and upgrade of Mapleton Park to a community park serving the surrounding area
Full replacement of Scott Carpenter Outdoor Pool
System-wide compliance with federal standards for the Americans with Disabilities Act (ADA)
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
Boulder Reservoir infrastructure upgrades to increase operational efficiencies and improve
public amenities
Park infrastructure upgrades for the Civic Area and Pearl Street Mall
Major parking lot renovations at key facilities
Infrastructure associated with Valmont City Park Phase 2 development.
Parks and Recreation
194 Table 13-1: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPARKS & RECREATION $ 32,872,000 $ 4,458,000 $ 5,920,000 $ 5,217,000 $ 5,277,000 $ 5,500,000 $ - CIP-CAPITAL ENHANCEMENT $ 11,500,000 $ 1,750,000 $ 1,850,000 $ 3,100,000 $ 1,600,000 $ 1,600,000 $ - $ 2,900,000 $ 400,000 $ - $ 2,000,000 $ 500,000 $ - $ - $ 4,500,000 $ 500,000 $ 1,000,000 $ 500,000 $ 500,000 $ 1,000,000 $ - $ 500,000 $ 250,000 $ 250,000 $ - $ - $ - $ - $ 3,600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ - CIP-CAPITAL MAINTENANCE $ 17,048,000 $ 1,558,000 $ 3,620,000 $ 1,393,000 $ 3,677,000 $ 3,900,000 $ - $ 1,100,000 $ 100,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - $ 1,288,000 $ 238,000 $ - $ 273,000 $ 777,000 $ - $ - $ 4,500,000 $ - $ 1,000,000 $ - $ 1,500,000 $ 2,000,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ - $ 2,160,000 $ 220,000 $ 220,000 $ 220,000 $ 500,000 $ 500,000 $ - $ 300,000 $ 300,000 $ - $ - $ - $ - $ - $ 1,500,000 $ - $ 500,000 $ - $ - $ 500,000 $ - $ 1,500,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ - $ 2,000,000 $ - $ 1,000,000 $ - $ - $ - $ - $ 1,200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ - CIP-CAPITAL PLANNING $ 500,000 $ 400,000 $ 100,000 $ - $ - $ - $ - $ 200,000 $ 200,000 $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 100,000 $ - $ 100,000 $ - $ - $ - $ - CIP-LAND ACQUISITION $ 1,874,000 $ - $ - $ 374,000 $ - $ - $ - $ 1,874,000 $ - $ - $ 374,000 $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 1,950,000 $ 750,000 $ 350,000 $ 350,000 $ - $ - $ - $ 1,450,000 $ 750,000 $ 350,000 $ 350,000 $ - $ - $ - $ 500,000 $ - $ - $ - $ - $ - $ - Violet Park $ 500,000 Boulder Junction Rail Plaza $ 1,500,000 Subtotal $ 500,000 Boulder Junction Pocket Park $ - Urban Forest Management Plan $ - Yard/Maintenance Facility Site $ - Subtotal $ 1,500,000 Subtotal $ - Reservoir/Tom Watson Site Plan $ - Scott Carpenter/Mapleton Site $ - Parking Lot Repairs $ 250,000 Recreation Facility Repairs $ 1,000,000 Turf Repairs and Replacement $ 200,000 EAB Response Measures $ 500,000 Flatiron Golf Course Repairs $ - Park Structure Repairs and $ 500,000 Aquatics Facility Repairs $ - Boulder Reservoir South $ - Court Repairs and Resurfacing $ 250,000 Playground and Irrigation Repairs $ 600,000 Subtotal $ 2,900,000 ADA Compliance Initiatives $ 200,000 Aquatic Facility Enhancements $ - Athletic Field Development $ 1,000,000 Lighting Ordinance $ - Department Total $ 6,500,000 Subtotal $ 1,600,000 2019 Projected
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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.
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City of Boulder
POLICE
2016-2021 Capital Improvement Program
Overview of Department Mission
The mission of the Boulder Police Department is very simple: 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.
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 (see Appendix B) .
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.
Another source of funding for capital projects in the Police Department has been the use of Asset
Forfeiture funds. These funds are from seized assets that were used during the commission of
crimes. The department has been given approval from the U.S. Department of Justice to use the
Asset Forfeiture funds, up to $950,000, to purchase a new Records Management System (RMS).
Once these funds are used, there will not be sufficient funds remaining for any additional CIP
projects.
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Funding from the Capital Improvement Bond (CIB) Fund supported projects managed by the Police
Department. CIB funding is indicated by the following symbol:
Current Focus for Capital Planning and Projects in 2016
The Police Department will work with multiple departments to update the citywide inventory of the
existing radio system infrastructure, and provide a strategic plan for replacements and upgrades
needed to have reliable radio communication throughout the city, now and into the future.
Highlights
Projects Expected to be Completed in 2015
Priority improvements to the current radio system infrastructure. These improvements
will help the current system work better by moving some of the infrastructure closer to the
city, building a new transmitter site on the east side of town, and relocating and improving
receiver sites in town, as well as moving some equipment off phone lines and allowing for use
of radio over internet (ROIP) technology to improve signal strength and clarity.
Priority Projects for 2016
Acquisition and implementation of a Records Management System (RMS) to replace the
current, outdated system
Radio System Infrastructure Assessment (with Facilities and Asset Management)
Highlights of 2017-2021 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.
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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
The RMS was not in the previous CIP. It was added when the ability to use the Asset Forfeiture
funds for this purchase was identified and confirmed.
Operation and Maintenance Impacts
RMS Operations and Maintenance (O&M) costs have been built in to the department’s operating
budget for the near-term. The department will be working with Information Technology on
identifying appropriate replacement funding strategies going forward.
Deferred, Eliminated, or Changed Projects
None
Unfunded Projects and Emerging Needs
In the future, the Boulder Police Department (BPD) will incorporate new initiatives into the
planning and budget processes as city resources allow. Examples include:
Public Safety Building Expansion and Renovation. Construct a 25,000 expansion for Police
functions with additional parking for 165 spaces in a parking garage, along with associated
renovations to the existing facility. Estimated cost $16.4 million.
City-wide Radio Infrastructure. The Radio Infrastructure study will inform the CIP for
replacement and upgrades to this critical city asset. Estimated cost $5.5 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.
220 Table 14-1: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPOLICE $ 950,000 $ 950,000 $ - $ - $ - $ - $ - CIP-CAPITAL MAINTENANCE $ 950,000 $ 950,000 $ - $ - $ - $ - $ - $ 950,000 $ 950,000 $ - $ - $ - $ - $ - Records Management System $ - 2019 ProjectedDepartment Total $ - Subtotal $ -
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City of Boulder
TRANSPORTATION
2016-2021 Capital Improvement Program
Overview of Department Mission
The Public Works Department is dedicated to maintaining and improving the quality of life in
Boulder by planning for future needs, promoting environmental quality, building and maintaining
municipal infrastructure, managing public investments, and protecting health and safety.
The mission of the Transportation Division of the Public Works Department is to provide for the
mobility of persons and goods by developing and maintaining a safe, efficient, environmentally
sound and balanced transportation system with emphasis on providing travel choices through all
modes – pedestrian, bicycle, transit and vehicular transportation, including aircraft and airport
facilities.
Funding Overview
Investment in transportation infrastructure is occurring through five separate funds. An update
to the Transportation Master Plan (TMP) was completed in 2014. The plan update affirmed policy
direction and set the course for Capital Improvements Program (CIP) investments. Transportation
continues to implement projects funded out of the Capital Bond and successful federal and state
transportation grants. In November, 2013, the Boulder voters passed a transportation tax that will
fund deferred transportation maintenance and some key multi-modal improvements. The CIP
reflects the results of this new funding.
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: an ongoing 0.6 percent
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 funds. In November of 2013, Boulder voters passed two tax initiatives that increase
the transportation fund by .15 percent dedicated sales tax annually for the next 16 years. This is
the second year of incorporating the additional funding into the CIP budget process.
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
are 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 are
also being used for these projects including Public Works Utilities (infrastructure upgrades) and
Parks and Recreation (Boulder Junction Fund- new park facilities).
Capital Bond Fund
Funding from the Capital Improvement Bond (CIB) Fund supported a number of projects managed
by Transportation. CIB funding is indicated by the following symbol:
Boulder Junction Improvements at Junction Place
and Goose Creek.
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Current Focus for Capital Planning and Projects in 2016
The projects in the capital improvements program are selected and developed to implement TMP
priorities. The TMP prioritized a system of “complete street” corridors in the city for strategic
investment and completion. Complete Streets not only includes the street itself but also facilities
for the associated ¼ mile travel shed on either side. Complete Streets capital projects incorporate
commissioned art in the design and infrastructure, typically at a rate of 1 to 1.5 percent, and
address or recognize place-making in coordination with land use and zoning, and adjacent land
owners. The 2016 Transportation focus for 2016 is on:
Newly awarded TIP funding projects
Boulder Creek Underpass and Multiuse path improvements, with funding from the Community,
Culture, and Safety Tax
Highlights
Projects Expected to be Completed in 2015
Pearl Parkway Multi-use Path TIP Project – North side of Pearl from 30th to 47th and Multi-way
Boulevard from 30th east to the railroad tracks.
Diagonal – 28th Street to East of 30th Street reconstruction and multi-modal improvements
Foothills/Valmont Operational Improvements
63rd Street widening between Arapahoe and Valmont including a structure replacement over
the Leggett ditch
28th Street Improvements from Pearl to Valmont including the completion of multi-use paths
on both sides of 28th Street and the third bus/bike/right-turning vehicle lane
28th Street Multi-Use Path and On-Street Bicycle Facility Improvements from Iris to Yarmouth
Baseline Underpass – east of Broadway and associated Multi-use Path and sidewalk
Improvements
29th/Valmont Safety Project with Federal Hazard Elimination Grant – installation of a traffic
signal and associated pedestrian improvements.
Priority Projects for 2016
The 2016-2021 CIP is the 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). The city was successful in
securing $11.6 million in federal matching funds for four projects. Funding identified in the
previous 2015-2020 CIP generically as “TIP local match” was redistributed for the required
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local match for these projects.
Boulder Slough Multi-use Path (30th to 3100 Pearl) $480,000
Broadway Reconstruction (Violet to US 36) $6,225,000
30th and Colorado Ave. Ped./Bike Underpass $4,750,000
19th Street Complete Streets (Norwood to Upland) $100,000
In addition to the city TIP projects the city is also a funding partner on two Boulder County TIP
projects. This funding is identified in the 2016-2021 CIP under the “Boulder County/City Joint
TIP Projects” line item. The total city contribution is $289,000. The two projects are bike/
pedestrian infrastructure improvements:
71st St Multi-use Path (Winchester to Idyllwild Trail) $151,000
Williams Fork Trail Multi-use Path (63rd to Twin Lakes) $138,000
Another significant highlight this year is funding in support of the Arapahoe Ave. /Boulder
Creek Path Underpass improvements funded through the Community Culture and Safety Ballot
Initiative. Funding of $5.2 million was identified in the ballot item to enhance (widen and
improve lighting) the Boulder Creek Path from Eben Fine Park through the Civic Center to 17th
Street including replacing the Arapahoe Avenue underpass. In concert with this investment
$2.5 million has been programmed for associated complete street and reconstruction
elements to complete the previous Capital Bond project from 15th Street to Broadway.
28th Street (Baseline to Iris) Complete Street – construction
30th Street (Baseline Rd. to Arapahoe Ave.) and Colorado Ave. (Folsom St. to Foothills Parkway)
Transportation Corridor Scoping – public process and design
Highlights of 2017-2021 Projects
Highlight projects for the 2017-2021 timeframe of the CIP focus on the projects previously noted
in the Highlight section above as these projects transition from the public process design phase to
right-of-way acquisition and construction. Leveraged funding is included under the “TIP Local
Match/TMP Implementation” line item for the next round federal grant applications and is
included as a placeholder in 2019 through 2021.
Board Action
The Transportation Advisory Board (TAB) was briefed on the Transportation Fund, Transportation
Development Fund, and the Boulder Junction Improvement Fund Capital Improvement Programs at
their April 13, 2015 and May 11, 2015 meetings. At their June 8, 2015 meeting the TAB held a
public hearing and unanimously recommended adoption of the staff recommended 2016-2021
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Capital Improvements Programs.
Guiding Principles and Project Prioritization
CIP Guiding Principles
Airport Fund
The Airport Master Plan was updated in 2007, and its purpose is to assess current and future
needs of the airport and provide a plan for facility and management improvements for the next 20
years. Recommended projects were identified and categorized into a Fiscally Constrained Plan,
Action Plan, and a Vision Plan. Investments are focused on maintaining infrastructure and
facilities. The Airport Fund is one of a handful of general aviation airports in Colorado which is
not supported by a general fund. The airport is supported through user fees that leverage
external funding from federal and state sources for improvements and capital maintenance. In
addition to flight training and recreational use, the airport provides an emergency response role
and fulfills the demand of the aviation business sector such as weather research and aviation-
related design and manufacturing that would move outside of Boulder without the airport. The
airport served as a key city facility in the September, 2013 flood emergency response effort.
Transportation Funds
All proposed projects in the 2016-2021 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.
Maintenance of the existing system continues as the highest funding priority of the TMP and is
reflected throughout the Transportation CIP and operating budget.
Transportation projects meet legal mandates such as ADA requirements for transportation
improvements, and for purchasing and contract administration for projects receiving state/federal
grants. Public safety is a key focus of all transportation projects – designs meet local, state and
federal standards, and some funding is specifically for hazard eliminations like the 29th/Valmont
project.
Leveraging funding is prevalent in the transportation CIP and extensive outside money is acquired
using the limited city transportation dollars. Transportation also promotes community
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partnerships by working with other agencies such as RTD, Boulder County, CU and CDOT.
Transportation coordinates projects with other departments including community planning and
sustainability, water/wastewater/storm, parks and recreation, and open space to implement
improvements simultaneously to save construction and future maintenance costs. Transportation
works to maintain adequate reserves and flexibility in the CIP and operating budgets to respond to
emergencies and revenue fluctuations.
Prioritization
Aligning with the policies of the TMP 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 to approve a new tax
for transportation maintenance. It includes priorities and strategies that are used to develop the
Transportation CIP. The newly revised principles are:
Transportation Budget Guiding Principles – Credible, Clear and Consistent
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
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
Boulder Junction Improvement Fund Guiding Principles
As a part of the adopted Transit Village Area Plan (TVAP) (September 2007, Revised August 2010)
and related 2007 TVAP Implementation Plan, several Key Public Improvements were identified for
public funding with the following key guiding principles:
Identify mechanisms to fairly distribute public improvement benefits and burdens among all
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area property owners.
Complete key connections and improvements needed ahead of new development.
The publicly-funded Key Public Improvements should benefit the city as a whole or implement
the vision and goals for the TVAP area.
The proposed transportation connections in this area are consistent with the adopted TVAP
Transportation Connections Plan and the TMP.
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 2016-2021 CIP.
Projects Not Previously Identified in the CIP
The recommended Transportation Fund 2016-2021 CIP includes the following changes:
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; leveraging $11.6 million in federal funding. Remaining line
item funding in the next three years of the CIP (2016-2018) will be focused on TMP
implementation with an emphasis on the top corridor priorities (Arapahoe, 30th Street and
Colorado Avenue).
Arapahoe Ave. (15th to Broadway) Complete Street Reconstruction/Boulder Creek Underpass –
in response to the opportunity associated with funding ($5.2 million) from the Community
Culture and Safety Ballot initiative to enhance the Boulder Creek Path through the Civic area
$2.5 million in transportation funding has been identified to leverage the path funding to
make complete street improvements and complete the reconstruction of Arapahoe Avenue
from 15th Street to Broadway.
Boulder County/City Joint TIP Projects – in addition to the city’s DRCOG TIP projects the city
is teaming with Boulder County to make joint pedestrian/bike improvements in the Gunbarrel
area. $289,000 of city funding and $364,000 of county funding will leverage $1,492,000 of
federal funds to make multi-use path improvements to 71st Street and Williams Fork Trail/
Spine Road.
Operation and Maintenance Impacts
The City Council approved placing two tax initiatives on the November, 2013 ballot and both were
passed by the Boulder voters. One tax is a bridge for six years, starting in 2014, and the other
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tax is for the following ten years, starting in 2020. The two together result in 0.15 percent tax
increase annually that will fund deferred and newly identified transportation maintenance needs
and some key public improvements.
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 and this
provided a significant boost with the tax passed in November 2013.
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 to cover the local match requirements of the successful
DRCOG TIP submittals
Transportation Development Fund
TIP Local Match/TMP Implementation - funding for this item has been increased by $930,000 over
the 2015-2020 CIP. Funding will be focused on TMP implementation with an emphasis on the top
corridor priorities (Arapahoe, 30th Street and Colorado Avenue).
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.
Quiet zone implementation to allow for quieter railroad crossings continues to come up as a
community desire and is not currently funded. The current evaluation identifies approximately $5
million in capital improvements needed for the city’s railroad crossings to be Quiet Zone
compliant.
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For the bigger picture transportation unfunded improvements, the 2014 TMP established updated
funding at three levels —Current Funding, Action Plan, and Vision Plan – through 2035.
Transportation and Municipal Airport
232 Table 15-1: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/TRANSPORTATION $ 56,338,000 $ 8,774,500 $ 7,788,500 $ 15,692,500 $ 11,027,500 $ 6,527,500 $ - CIP-CAPITAL ENHANCEMENT $ 13,772,000 $ 3,884,500 $ 1,877,500 $ 6,127,500 $ 627,500 $ 627,500 $ - $ 257,000 $ 257,000 $ - $ - $ - $ - $ - $ 2,500,000 $ 2,500,000 $ - $ - $ - $ - $ - $ 7,050,000 $ 500,000 $ 1,250,000 $ 5,300,000 $ - $ - $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ - $ 300,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 200,000 $ - $ - $ 200,000 $ - $ - $ - $ 2,880,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ 480,000 $ - CIP-CAPITAL MAINTENANCE $ 14,402,000 $ 1,694,000 $ 1,694,000 $ 1,864,000 $ 6,050,000 $ 1,550,000 $ - $ 893,000 $ 265,000 $ 265,000 $ - $ 121,000 $ 121,000 $ - $ 4,800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ 800,000 $ - $ 3,774,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ 629,000 $ - $ 4,935,000 $ - $ - $ 435,000 $ 4,500,000 $ - $ - CIP-CAPITAL PLANNING STUDIES $ 589,000 $ 338,000 $ 100,000 $ 151,000 $ - $ - $ - $ 289,000 $ 138,000 $ - $ 151,000 $ - $ - $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 200,000 $ 100,000 $ 100,000 $ - $ - $ - $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 27,575,000 $ 2,858,000 $ 4,117,000 $ 7,550,000 $ 4,350,000 $ 4,350,000 $ - $ 1,330,000 $ 1,330,000 $ - $ - $ - $ - $ - $ 7,500,000 $ 500,000 $ 1,300,000 $ 5,700,000 $ - $ - $ - $ 1,350,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ 225,000 $ - $ 228,000 $ - $ 228,000 $ - $ - $ - $ - $ 304,000 $ - $ 304,000 $ - $ - $ - $ - $ 150,000 $ 75,000 $ 75,000 $ - $ - $ - $ - $ 480,000 $ 120,000 $ 360,000 $ - $ - $ - $ - $ 750,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ 125,000 $ - $ 15,483,000 $ 483,000 $ 1,500,000 $ 1,500,000 $ 4,000,000 $ 4,000,000 $ - $ 4,000,000 TIP Local Match/TMP $ 627,500 $ - $ - Boulder Slough Multiuse Path 30th Ped Facs Enh Missing Links $ - $ 125,000 $ - $ - $ 225,000 $ - $ - $ - $ - $ 4,350,000 $ - $ - $ - SubtotalSignal Maintenance & Upgrade $ 121,000 $ 800,000 $ 629,000 $ - $ 480,000 $ 1,550,000 Rehab Runway & Eastern Taxiway SubtotalBldr County/City Joint TIP Projects East Arapahoe Transp Corridor Trans Corridor 30th & Colorado SubtotalDeficient Street Light Pole Replace Major Capital Reconstruction Boulder Junction - Develop Coord 30th St and Colorado Bike/Ped Bikeway Facilities - Enhancements BJ Traffic Signal Bluff St & 30th BJ Traffic Signal Jct & Valmont 28th St - Valmont to Iris (Baseline) $ - 2019 ProjectedArap Comp St Recon/Bldr Crk Subtotal19th St (Norwood to Sumac) TIP Local Match TMP Department Total $ 6,527,500 Ped Facilities Repair, Replace, $ 97,500 $ 50,000 Greenways Program Misc Development Coordination Broadway Recon Violet to 36 $ -
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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.
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City of Boulder
UTILITIES
2016-2021 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 2016 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
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(UDFCD), for stormwater/flood management projects, Colorado Department of Transportation
(CDOT) state and federal grants, and revolving loans from the Colorado Department of Public
Health and Environment (CDPHE). 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 2015-2021, it is anticipated that new bonds will be issued for the
following projects:
Water
Betasso Water Treatment Plant Improvements ($24 million in 2016) to fund improvements to
maintain compliance with federal Safe Drinking Water Act regulations
Southern Water Supply Pipeline II (Carter Lake Pipeline) and the 2018 Waterline Replacement
budget ($37.6 million in 2018)
Barker Dam Outlet and Boulder Reservoir Water Treatment Facility ($10.3 million in 2020) to
fund repairs to the outlet works.
Wastewater
Sanitary Sewer Bond ($10 million in 2015) to fund replacement of large diameter interceptor
pipe
Waste Water Treatment Facility (WWTF) improvements ($18.5 million in 2020) to fund
phosphorus treatment to meet Regulation 85 requirements.
Stormwater and Flood Management
Wonderland Creek and Four Mile Canyon Creek projects ($23 million in 2015)
South Boulder Creek Improvements ($25 million in 2018) to fund improvements designed to
mitigate flood hazards in the South Boulder Creek West Valley area.
The preliminary 2016 budget reflects the following revenue increases: 8 percent Water, 5 percent
Wastewater, and 4 percent Stormwater/Flood Management. The following table summarizes the
2015 adopted revenue increase and proposed revenue increase projections for 2016-2018. The
proposed 2016 increases are in bold.
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Table 16-1 Proposed Utility Rate Increases
Current Focus for Capital Planning and Projects in 2016
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
$24,000,000 in 2016 to fund these improvements
The Carter Lake Pipeline is a source water project identified to meet the following goals:
improve water quality, operational security, and year round water supply to the Boulder
reservoir WTF. The City of Boulder is one of several project partners. Utilities has budgeted
$34,000,000 for the project’s construction in 2018.
Wastewater Utility
The WWTF Nitrogen Upgrades construction project will be bid in 2015, but construction will
continue through 2016. This project will address more stringent effluent discharge
requirements for nitrogen identified in CDPHE Regulation 85
The IBM Lift Station Improvements construction project will be bid in 2015 but construction
will continue through 2016. This project will involve major civil, mechanical and electrical
issues to meet various CDPHE criteria
The wastewater interceptor evaluation will continue in 2016. Utilities staff is investigating
alternatives to realign a section of the large diameter pipe downstream of 61st Street to the
WWTF.
Stormwater and Flood Management Utility
Flood mitigation and path improvements along Fourmile Canyon Creek at 19th Street are
anticipated to be bid in 2016
A CEAP for the Fourmile Canyon Creek stream reach upstream of Upland Avenue to west of
Broadway is expected to be completed in 2016
Flood mitigation plans are anticipated to be completed in 2016 for Boulder Creek and Bear
2015 2016 2017 2018
Water 5% 8% 8% 8%
Wastewater 30% 5% 5% 5%
Stormwater/Flood Management 75% 4% 8% 8%
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Canyon Creek
Stream bank restoration work on Boulder Creek at Eben Fine
Park, which is being funded by the Community Culture and
Safety tax is anticipated to be completed in 2016
Area-wide rehabilitation, repairs, and capacity improvements to
the storm sewers serving the University Hill and Downtown
areas.
2013 Flood Impact
Flood Recovery efforts had a significant impact on the Utilities
Division. The costs to date for repair and restoration for all three Utilities including administrative
costs is $8.3 million. Two repair projects in the sanitary sewer system that are not yet completed
include the stabilization of an interceptor at Boulder Creek and 61st Street and the removal of
debris at an interceptor at the Wastewater Treatment Facility. Sections of multi-use path, which
were damaged during the removal of sediment from Boulder Creek, are scheduled to be repaired
this fall.
Highlights
Water Utility
Projects Expected to be Completed in 2015
Sunshine Transmission line replacement
Betasso capital improvement project design
Treated water transmission line design
Distribution main replacement program
Kossler Reservoir Concrete Facing Rehabilitation
Barker Gravity Pipeline Repairs – ongoing repairs in order of priority and availability
Barker Dam Outlet Gate Test – ongoing plan to test/inspect gates as reservoir level allows
Green Lake No. 2 Assessment and Rehabilitation Study
Albion Dam Assessment and Rehabilitation Alternatives Study
Priority Projects for 2016
Betasso Water Treatment Facility construction
Stream bank restoration work on Boulder Creek at
Eben Fine Park.
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Treated water transmission line construction
Distribution Main Replacement program
Source Water Facilities Rehabilitation program
Carter Lake Pipeline planning & land acquisition
Lakewood & Silver Lake Hydro
Albion Dam repairs
Boulder Reservoir inspection.
Highlights of 2017-2021 Projects
The Barker Gravity line, which conveys water from Barker Reservoir to Kossler Reservoir, is in
need of repair. The pipeline will be replaced over a 15 year period at a cost of approximately
$20,000,000. Utilities has budgeted approximately $1,200,000 in the CIP annually for this
project
Albion Dam is in need of repairs. The work involves re-facing the dam, and construction to
extend the outlet works. Approximately $4,000,000 has been allocated to this project in 2019
The Barker Dam Outlet Works is in need of repairs. This work involves an alternatives
evaluation to investigate the value of micro tunneling the left abutment
The Carter Lake Pipeline is a source water project identified to meet the following goals:
improve water quality, operational security, and year round water supply to the Boulder
reservoir WTF. The City of Boulder is one of several project partners. Utilities has budgeted
approximately $34,000,000 for the project’s construction in 2018
The Betasso WTF will undergo significant capital investment to address pretreatment, residuals
handling and asset management issues. Utilities has budgeted approximately $24,000,000 in
2016 to fund these improvements
The Boulder Reservoir WTF will undergo improvements to address aging filters, backup power,
and residual handing issues. Utilities has budgeted approximately $2,000,000 in 2020 to fund
these improvements
The Treated Water Transmission Main Replacement program will focus on the rehabilitation of
water pipelines larger than 12-inch diameter
The Distribution main replacement program will focus on the rehabilitation of water lines
smaller than 12-inch diameter. This is an annual program funded at approximately
$3,500,000 per year.
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Wastewater Utility
Projects Expected to be Completed in 2015
Wastewater Collection System Condition Assessment Program (ongoing)
Wastewater Collection System Rehabilitation Program (ongoing)
Update to the Wastewater Collection System Master Plan (WWCSMP)
Main Interceptor Realignment at 61st St and Boulder Creek
Installation of 9 Permanent Collection System Flow Meters
Design of realignment of main interceptor where it enters the WWTF, construction anticipated
in 2016
Wastewater Interceptor Evaluation (ongoing).
Priority Projects for 2016
WWTF Nitrogen Upgrades construction project
IBM Lift Station Improvements construction project
Construction of main interceptor realignment at WWTF
Wastewater Collection System Condition Assessment Program (ongoing)
Wastewater Collection System Rehabilitation Program (ongoing)
Wastewater Interceptor Evaluation (ongoing)
Wastewater Collection System Flow Monitoring (ongoing).
Highlights of 2017-2021 Projects
In 2020, the WWTF will undergo additional improvements to meet more stringent effluent
phosphorus standards associated with Regulation 85. Utilities has budgeted $18,500,000 for
these improvements, which will be required for the next permit cycle
Utilities staff has indentified the need for a potential realignment of the large diameter
wastewater interceptor downstream of 61st Street. Utilities has budgeted for a $10,000,000
bond to fund this project.
Stormwater and Flood Management Utility
Projects Expected to be Completed in 2015
Flood mapping studies are expected to be completed in 2015 and submitted to FEMA for
Boulder Slough, and Upper Goose and Twomile Canyon Creeks and Skunk, Kings Gulch and
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Bluebell Canyon Creeks
Flood mitigation major drainageway plans are anticipated to be completed by the end of 2015
for South Boulder Creek and Gregory Canyon Creek
The Urban Drainage and Flood Control District (UDFCD) also completes maintenance projects
along the major drainageways. In 2015 this includes a request for sediment removal along
Wonderland Creek from Foothills Parkway to the confluence with Goose Creek. Selective
thinning of non-native vegetation is also planned and coordinated through the UDFCD for Bear
Canyon Creek. These maintenance projects will help maintain conveyance capacity in these
drainageways
A Stormwater Master Plan (SMP) Update will be completed in 2015 to integrate flood
inundation data from the 2013 flood event
A Storm sewer condition assessment program was initiated in 2015 to comprehensively clean
and TV inspect the storm sewer collection system
A storm sewer rehabilitation program was initiated in 2015 to rehabilitate, repair, or replace
storm sewers as necessary based on defects identified in the condition assessment program
A Storm sewer expansion program was initiated in 2015 to determine areas of the city where
there is not adequate storm drainage infrastructure. Construction of new storm sewers is
expected to commence in 2016.
Priority Projects for 2016
Wonderland Creek Foothills to Winding Trail
Fourmile Canyon Creek at 19th Street
Storm sewer rehabilitation and expansion programs.
Highlights of 2017-2021 Projects
Mitigation plans are currently underway for improvements along South Boulder Creek, Bear
Canyon Creek, Gregory Creek and Boulder 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 in the South Boulder Creek West Valley area using
bond money shown in 2018
Mitigation plans for Skunk, Bluebell, King’s Gulch, Twomile and Upper Goose Creeks will be
initiated in 2016 after mapping updates have been completed for these drainages. CIP projects
will be based on the updated mapping and mitigation planning efforts.
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Board Action
The preliminary 2016 Utilities budget and 2016-2021 CIP was presented to the WRAB on April 27,
2015 as a discussion item. The WRAB hosted a public hearing and continued their discussion of
the preliminary 2016 Utilities budget and 2016-2021 CIP on May 18, 2015. At the June 22, 2015
meeting WRAB hosted a public hearing during which the board voted 3-0 to recommend approval
of the proposed CIP.
Guiding Principles and Project Prioritization
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 2016-
2021 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) – 2010
Wastewater Utility Master Plan (WWUMP) – 2010
Stormwater/ Flood Management
Stormwater Master Plan (SMP) -2007
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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.
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
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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 2016-2021 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.
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
Wastewater Utility
New projects being identified in the 2015 master plan update.
Stormwater and Flood Management Utility
New projects being identified in the 2015 master plan update.
Operation and Maintenance Impacts
The majority of the utilities expenditures are for rehabilitating and improving the capital
infrastructure either through the capital improvements program (cash financed) or through annual
debt payments for revenue bonds that have been issued to fund capital improvements. 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.
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Construction Cost Inflation
Based on various cost inflation indexes, it is recommended to project a capital improvement
construction costs inflationary rate of 4 percent during the 2016-2021 planning period. Using an
average inflation calculation is in keeping with the principle of consistent rate increases over time
rather than periodic large rate increases.
Deferred, Eliminated, or Changed Projects
Water Utility
Funding for the Betasso Water Treatment Facility (BWTF) was increased to $24,000,000 in
2016 to combine various facility upgrades and to take advantage of a favorable bond rate
climate. Previously, the BWTF was funded at $12,000,000 in 2016 and $14,000,000 in 2026.
Stormwater & Flood Management Utility
Funding for the South Boulder Creek project was increased to $25,000,000 in 2018 to fund
the proposed US 36 stormwater detention facility to prevent overtopping of US 36 during a
100-yr flood event. Previously, the South Boulder Creek project was funded for $10,000,000
in 2018 and $25,000,000 in 2021, which was outside the 2016-2021 planning horizon
Funding shown for Boulder Creek in 2016 was reduced by $250,000 and moved to 2018 so
that detailed information can be used to identify projects as part of the mitigation plan that is
currently being developed. More detailed information will be available in 2016.
Unfunded Projects and Emerging Needs
The following unfunded projects have been identified:
Stormwater/ Flood Management
South Boulder Creek Flood Mitigation Phases II and III - Unfunded
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.
Utilities
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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.
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.
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270 Table 16-2: 2016-2021 Funding Summary By Department Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/STORMWATER & FLOOD UTILITY $ 61,417,767 $ 5,209,921 $ 7,119,924 $ 33,256,596 $ 5,673,278 $ 5,129,366 $ - CIP-CAPITAL ENHANCEMENT $ 25,792,750 $ 3,365,021 $ 5,201,224 $ 6,688,096 $ 3,682,578 $ 3,129,149 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ 4,750,000 $ - $ 2,500,000 $ 2,250,000 $ - $ - $ - $ 5,250,000 $ 500,000 $ 500,000 $ 1,000,000 $ 1,250,000 $ 500,000 $ - $ 585,000 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ 97,500 $ - $ 752,646 $ 125,441 $ 125,441 $ 125,441 $ 125,441 $ 125,441 $ - $ 500,000 $ 500,000 $ - $ - $ - $ - $ - $ 4,941,298 $ 730,080 $ 759,283 $ 789,655 $ 854,090 $ 986,949 $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ 1,076,390 $ 162,000 $ 169,000 $ 175,500 $ 190,000 $ 197,390 $ - $ 600,000 $ - $ 100,000 $ 500,000 $ - $ - $ - $ 5,637,416 $ 750,000 $ 750,000 $ 750,000 $ 1,165,547 $ 1,221,869 $ - CIP-CAPITAL MAINTENANCE $ 5,172,732 $ 594,900 $ 618,700 $ 643,500 $ 1,330,700 $ 1,315,932 $ - $ 2,438,766 $ 270,400 $ 281,200 $ 292,500 $ 632,700 $ 657,966 $ - $ 2,668,966 $ 324,500 $ 337,500 $ 351,000 $ 633,000 $ 657,966 $ - $ 65,000 $ - $ - $ - $ 65,000 $ - $ - CIP-LAND ACQUISITION $ 3,627,285 $ 500,000 $ 550,000 $ 600,000 $ 660,000 $ 684,285 $ - $ 3,627,285 $ 500,000 $ 550,000 $ 600,000 $ 660,000 $ 684,285 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 26,825,000 $ 750,000 $ 750,000 $ 25,325,000 $ - $ - $ - $ 26,825,000 $ 750,000 $ 750,000 $ 25,325,000 $ - $ - $ - Utility Billing Computer System $ - South Boulder Creek Phase I $ - Subtotal $ 633,000 Preflood Property Acquisition $ 633,000 Subtotal $ - Subtotal $ 669,000 Storm Sewer Rehabilitation $ 304,000 Transportation Coordination $ 365,000 Stormwater Quality Improvements $ 182,500 Twomile Canyon Creek $ - Upper Goose Creek Drainage $ 1,000,000 Gregory Creek Flood Mitigation $ - Local Drainage Improvements $ 821,241 Skunk Creek Flood Mitigation $ - Fourmile - Upstream of Upland $ 1,500,000 Greenways Program - Flood fund $ 97,500 Greenways Program - Lottery $ 125,441 Bear Canyon Creek Flood $ - Bluebell & King's Gultch $ - Boulder Creek Flood Mitigation $ - 2019 ProjectedDepartment Total $ 5,028,682 Subtotal $ 3,726,682 Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/WASTEWATER UTILITY $ 58,052,128 $ 4,355,600 $ 5,987,421 $ 5,571,420 $ 27,559,276 $ 7,242,543 $ - CIP-CAPITAL ENHANCEMENT $ 29,573,075 $ 570,000 $ 2,050,397 $ 1,476,915 $ 20,731,179 $ 1,867,002 $ - $ 3,749,723 $ - $ - $ 25,000 $ 1,346,988 $ 1,730,145 $ - $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 150,000 $ 150,000 $ - $ - $ - $ - $ - $ 175,479 $ - $ 175,479 $ - $ - $ - $ - $ 1,320,000 $ 120,000 $ 1,200,000 $ - $ - $ - $ - $ 2,866,016 $ - $ 674,918 $ 701,915 $ 759,191 $ - $ - $ 50,000 $ 50,000 $ - $ - $ - $ - $ - $ 21,161,857 $ 150,000 $ - $ 750,000 $ 18,625,000 $ 136,857 $ - CIP-CAPITAL MAINTENANCE $ 28,479,053 $ 3,785,600 $ 3,937,024 $ 4,094,505 $ 6,828,097 $ 5,375,541 $ - $ 5,380,670 $ 811,200 $ 843,648 $ 877,394 $ 948,989 $ 986,949 $ - $ 1,829,626 $ 216,320 $ 224,973 $ 233,972 $ 253,064 $ 657,966 $ - $ 18,294,276 $ 2,758,080 $ 2,868,403 $ 2,983,139 $ 3,226,563 $ 3,355,626 $ - $ 65,000 $ - $ - $ - $ 65,000 $ - $ - $ 184,481 $ - $ - $ - $ 184,481 $ - $ - $ 2,200,000 $ - $ - $ - $ 2,000,000 $ - $ - $ 525,000 $ - $ - $ - $ 150,000 $ 375,000 $ - WWTF Digester Complex $ 200,000 WWTF Rehabilitation $ - Sanitary Sewer Manhole $ 243,331 Sanitary Sewer Rehabilitation $ 3,102,465 WWTF Cogeneration $ - Utility Billing Computer System $ - WWTF Permit Improvements $ 1,500,000 Subtotal $ 4,458,286 Condition Assessment Program $ 912,490 2019 ProjectedGoose Creek SS Interceptor $ 647,590 Marshall Landfill $ - Department Total $ 7,335,868 Subtotal $ 2,877,582 WWTF Instrumentation/Control $ 729,992 WWTF Laboratory $ - Wastewater Treatment Facility $ - WWTF Activated Sludge $ - WWTF Electrical $ -
271 Table 16-2: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/WATER UTILITY $ 126,449,771 $ 33,449,251 $ 8,679,585 $ 41,107,592 $ 19,698,521 $ 12,318,146 $ - CIP-CAPITAL ENHANCEMENT $ 84,350,608 $ 26,610,000 $ 2,511,322 $ 38,314,303 $ 9,148,194 $ 6,097,907 $ - $ 684,285 $ - $ - $ - $ - $ 684,285 $ - $ 115,000 $ 65,000 $ 50,000 $ - $ - $ - $ - $ 9,566,060 $ 100,000 $ 175,000 $ - $ 8,455,509 $ - $ - $ 25,140,000 $ 25,140,000 $ - $ - $ - $ - $ - $ 561,773 $ - $ - $ - $ 75,000 $ 486,773 $ - $ 124,707 $ - $ - $ 124,707 $ - $ - $ - $ 430,000 $ 130,000 $ - $ - $ - $ - $ - $ 40,801,585 $ 850,000 $ 2,036,322 $ 37,915,263 $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ 267,664 $ - $ - $ 24,333 $ - $ - $ - $ 400,000 $ 100,000 $ 100,000 $ 100,000 $ - $ - $ - $ 125,000 $ - $ - $ - $ 125,000 $ - $ - $ 540,000 $ 150,000 $ 150,000 $ 150,000 $ - $ - $ - $ 5,519,534 $ - $ - $ - $ 492,685 $ 4,926,849 $ - CIP-CAPITAL MAINTENANCE $ 39,299,163 $ 6,839,251 $ 6,168,263 $ 2,743,289 $ 8,050,327 $ 6,220,239 $ - $ 3,882,997 $ 125,000 $ - $ 341,636 $ - $ - $ - $ 7,003,748 $ 667,416 $ 1,169,859 $ 1,216,653 $ 1,315,932 $ 1,368,569 $ - $ 116,986 $ - $ 116,986 $ - $ - $ - $ - $ 860,000 $ - $ 380,000 $ 480,000 $ - $ - $ - $ 292,465 $ - $ 292,465 $ - $ - $ - $ - $ 168,434 $ 50,000 $ - $ - $ 118,434 $ - $ - $ 18,613,540 $ 3,352,960 $ 3,487,078 $ - $ 3,922,489 $ 4,079,389 $ - $ 108,160 $ - $ - $ - $ - $ - $ - $ 75,000 $ - $ - $ 75,000 $ - $ - $ - $ 50,000 $ - $ - $ 50,000 $ - $ - $ - $ 799,875 $ 799,875 $ - $ - $ - $ - $ - $ 75,000 $ 75,000 $ - $ - $ - $ - $ - $ 316,330 $ - $ - $ - $ - $ - $ - $ 2,314,000 $ 314,000 $ - $ - $ 2,000,000 $ - $ - $ 100,000 $ - $ - $ 100,000 $ - $ - $ - $ 155,000 $ 25,000 $ 50,000 $ 80,000 $ - $ - $ - $ 171,071 $ - $ - $ - $ - $ 171,071 $ - $ 1,294,682 $ 150,000 $ 150,000 $ 150,000 $ 343,472 $ 351,210 $ - $ 271,875 $ - $ 271,875 $ - $ - $ - $ - $ 180,000 $ 80,000 $ - $ - $ 100,000 $ - $ - $ 500,000 $ - $ - $ 250,000 $ - $ 250,000 $ - $ 500,000 $ - $ 250,000 $ - $ 250,000 $ - $ - $ 1,450,000 $ 1,200,000 $ - $ - $ - $ - $ - Automated Meter Reading $ - 2019 ProjectedDepartment Total $ 11,196,676 Subtotal $ 1,668,882 Barker Dam and Reservoir $ - Barker Dam Outlet $ 835,551 Betasso Water Treatment Facility $ - Green Lake 2 Dam $ - Lakewood Dam $ - Lakewood Hydroelectric/PRV $ 300,000 NCWCD Conveyance - Carter Lake $ - Orodell Hydro/PRV Facility $ - Pearl Street Hydro/PRV Facility $ 243,331 Source Water Monitoring/Protection $ 100,000 Utility Billing Computer System $ - Water System Security/Quality Imprv $ 90,000 Wittemyer Ponds $ 100,000 Subtotal $ 9,277,794 Albion Dam $ 3,416,361 Barker Gravity Pipeline Repair $ 1,265,319 Barker - Kossler Penstock Repair $ - Betasso Hydroelectric / PRF $ - Betasso Storage Tank Rehabilitation $ - Boulder Reservoir $ - Distribution Waterline Replacement $ 3,771,624 Farmer's Ditch $ 108,160 Goose Lake Dam $ - Island Lake Dam $ - Kohler Storage Tank Roof $ - Kossler Dam $ - Lakewood Pipeline $ 316,330 Reservoir Water Treatment Facility $ - Silver Lake Dam $ - Silver Lake Hydroelectric/PRV $ - Skyscraper Dam $ - Source Water Pressure Reducing, $ 150,000 Sunshine Hydroelectric/PRV Facility $ - Watershed Improvements $ - Zone 1 Transmission Pipes $ - Zone 2 Transmission Pipes $ - Zone 3 Transmission Pipes $ 250,000
272 Table 16-2: 2016-2021 Funding Summary By Department (Cont.) Estimated Total Cost2016 Approved 2017 Projected 2018 Projected 2020 Projected 2021 Projected Unfunded AmountPW/WATER UTILITY (Cont.) $ 126,449,771 $ 33,449,251 $ 8,679,585 $ 41,107,592 $ 19,698,521 $ 12,318,146 $ - CIP-NEW FACILITY/INFRASTRUCTURE $ 2,800,000 $ - $ - $ 50,000 $ 2,500,000 $ - $ - $ 2,800,000 $ - $ - $ 50,000 $ 2,500,000 $ - $ - Subtotal $ 250,000 2019 ProjectedDepartment Total $ 11,196,676 Carter Lake Hydroelectric $ 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 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.
Utilities
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City of Boulder
Appendix A, UNFUNDED PROJECTS
2016-2021 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
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
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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.
In November 2014, Boulder voters passed the Community, Culture and Safety tax. This
Appendix A, Unfunded Projects
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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.
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. Near term
steps include commencing a citywide facility and asset assessment and an ongoing process for
planning, funding and scheduling necessary maintenance and replacement of all capital assets.
The process 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. The following bullets provide a summary of the unfunded capital.
These items have been identified over time from the capital 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.
(Note: the list below does not include OSMP or Utilities projects, as existing and future funding is
anticipated to be able to address the emerging and long-term capital needs in these areas.) It is
anticipated that the upcoming work on an asset assessment inventory, in conjunction with
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ongoing capital investment strategic work and the updated Boulder Valley Comprehensive Plan,
will lay out a more comprehensive list of infunded capital , as well as options to address the
needs.
Citywide
An emerging city-wide issue is our aging radio infrastructure. FAM has submitted a 2016
budget request for a radio infrastructure analysis and strategic plan. This strategic plan will
impact all users of the city’s radio system including public safety, public works, Parks and
Recreation and Open Space and Mountain Parks. Additional costs for replacement will be
determined using the results of the study.
DUHMD
University Hill Commercial District Pedestrian Lighting
Alley Master Plan implementation
FAM
Parking Lot Repairs at the Municipal Service Center and Public Safety Building parking lots
Energy Efficiencies and Renewables
Electric Vehicle Infrastructure
Facility Space / Office Space (existing and future city employees)
Fire
Relocate Fire Station 3 out of the 100-year floodplain, co-locate with Fire Administration
Offices, and construct a separate storage facility for fire vehicles and equipment
One-time Buildings $11,412,500, Land up to $8,600,000, On-going $459,000
Replacement or Remodel of Fire Station 4 north of the current location of 4100 Darley Avenue
One-time Building $2,442,750, Land up to $2,000,000, On-going $165,000
Remodel Fire Station 6 currently located at 5145 N 63rd Street
One-time $1,154,625, On-going $165,000
Remodel Fire Station 2 at the current location of 2225 Baseline Road.
One-time Building $3,842,000, Land up to $3,500,000, On-going $229,500
Remodel Fire Station 5 at the current location of 4365 19th Street.
One-time Building $1,084,500, On-going $229,500
Remodel Fire Station 1 at the current location of 2441 13th Street.
Appendix A, Unfunded Projects
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One-time Building $3,397,125, On-going $128,800
Remodel Fire Station 7 at the current location of 1380 55th Street.
One-time Building $1,096,875, On-going $42,000.
Fire Training Center Phase 2 - Driving area and storage building
One-time Concrete $2,500,000, Building $2,250,000, On-going $60,000.
Fire Training Center Phase 3 - Additional classroom and office space.
One-time $1,500,000, On-going $56,000.
Information Technology
New, emerging software-based automation opportunities that will continually arise.
Future replacement 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).
IT infrastructure replacement (e.g. PCs, networks, servers, telephones, etc) for 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.
Parks & Recreation
Work collaboratively with Boulder Fire Department to coordinate Fire Station #3 with potential
move to Mapleton including identification of funding for relocation of athletic fields to Stazio
or Valmont and upgrade of Mapleton Park to a community park serving the surrounding area
Full replacement of Scott Carpenter Outdoor Pool
System-wide compliance with federal standards for the Americans with Disabilities Act
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
Boulder Reservoir infrastructure upgrades to increase operational efficiencies and improve
public amenities
Park infrastructure upgrades for the Civic Area and Pearl Street Mall
Major parking lot renovations at key facilities
Infrastructure associated with Valmont City Park Phase 2 development.
Address maintenance backlog estimated at over $27 million on approximately $200 million
assets.
Appendix A, Unfunded Projects
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Appendix A, Unfunded Projects
Transportation
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.
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.
Quiet zone implementation to allow for quieter railroad crossings continues to come up as a
community desire and is not currently funded. The current evaluation identifies approximately
$5M in capital improvements needed for the city’s railroad crossings to be Quiet Zone
compliant.
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City of Boulder
Appendix B, CEAP PROJECTS
2016-2021 Capital Improvement Program
The City of Boulder assesses potential impacts of conceptual project alternatives in order to
inform the selection and refinement of a preferred alternative. The evaluation of these alternatives
is known as a Community and Environmental Assessment Process or CEAP.
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.
All CEAPs include an analysis of the project and alternatives, including how the project will further
implement the BVCP, master plan goals, or subcommunity or area plans. The alternatives are then
analyzed through a checklist of impacts to: natural areas or features; riparian areas and
floodplains; wetlands; geology and soils; water quality; air quality; resource conservation; cultural
and historic resources; visual quality; safety; physiological well-being; urban services; special
populations; and the economy.
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.
The 2007 Handbook provides that a project should be evaluated through a CEAP if it meets any of
the following criteria:
A project or a potential alternative could have a significant impact on an environmental, social,
or cultural resource and the project would benefit from a CEAP.
The project is anticipated to generate enough neighborhood or community input to require a
public hearing or board review.
There is more than one possible conceptual alternative that will require staff or community
input in the selection.
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The project requires alternatives analysis as part of internal or external permitting and review
processes at the local, county (1041), state, or federal level (NEPA). (An internal city CEAP
should be performed prior to submitting for a local permit or to the external agency.)
Annually, the list of Capital Projects is reviewed by the internal city CEAP review group, and the
group discusses projects that may need a CEAP. Projects that require Concept and Site Plan
Review do not go through the CEAP and are not reviewed by the CEAP Review Group.
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.
The following capital improvement projects proposed for funding in the 2016-2021 CIP are
recommended to complete a Community and Environmental Assessment Process (CEAP).
Open Space and Mountain Parks Department
Historical Structures and Trails – Stabilization and Restoration*
Visitor Infrastructure – System-wide*
Parks and Recreation Department
Boulder Reservoir South Improvements*
Violet Park (in conjunction with Greenways Fourmile Canyon Creek improvements)
Transportation Division
28th Street – Baseline to Iris (CEAP Completed 2001)
Baseline Underpass Broadway to 28th (CEAP Completed 2013)
Broadway Reconstruction (Violet to US36)*
30th and Colorado Ave. Ped/Bike Underpass*
19th Street Complete Streets (Norwood to Iris)*
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
Appendix B: CEAP Projects
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Appendix B: CEAP Projects
Lakewood Pipeline
South Boulder Creek Flood Mitigation Phase I*
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
Bluebell and King’s Gulch Flood Mitigation
Boulder Creek Flood Mitigation
Gregory Creek Flood Mitigation
Skunk Creek Flood Mitigation
Twomile Canyon Creek Flood Mitigation
Upper Goose Creek Drainage
*As the scope of work is defined the necessity of a CEAP or other public review will be determined.
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