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2015 Annual Budget, Volume 22015 Annual Budget Volume II City of Boulder, Colorado 2015 Annual Budget Volume II [This page is intentionally blank.] ii iii City of Boulder 2015 –2020 Capital Improvement Program Mayor ...................................................................... Matthew Appelbaum Mayor Pro Tem ........................................................... George Karakehian Council Members .............................................................. Macon Cowles Suzanne Jones Lisa Morzel Tim Plass Andrew Shoemaker Sam Weaver Mary Young City Manager ................................................................ Ja ne S. Brautigam iv 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 Fire Chief .......................................................................................................................... Michael Calderazzo Interim Municipal Court Administrator ..................................................................................... James Cho Interim Director of Parks and Recreation .................................................................................. Jeff Dillon Executive Director of Community Planning and Sustainability .................................. David Driskell Director of Library and Arts ..................................................................................................... David Farnan Director of Labor Relations ..................................................................................................... Eileen Gomez Director of Information Technology ........................................................................................... Don Ingle Director of Support Services/City Clerk ............................................................................. Alisa D. Lewis Director of Human Resources .................................................................................. Joyce Lira Director of Human Services ........................................................................................................ Karen Rahn Executive Director of Public Works .................................................................................. Maureen F. Rait Police Chief ....................................................................................................................................... Greg Testa Director of Communications ................................................................ Patrick Von Keyserling Director of Public Works for Transportation ................................................................... Tracy Winfree* Interim Director of Open Space and Mountain Parks ................................................... Tracy Winfree* Director of Downtown University Hill Mgmt Division/Parking Services ...................... Molly Winter * Member of the CIP Peer Review Team v City of Boulder CIP Staff Team Budget Officer (CIP Coordinator) ....................................................................... Peggy Bunzli* Community Sustainability Coordinator (CIP Coordinator) ...................................... Jean Gatza* Planner II (CIP Coordinator) ............................................................................ Chris Meschuk* Community Planning & Sustainability ............................................................ Susan Richstone Downtown & University Hill Mgmt Division/Parking Services ............................ Donna Jobert* Finance ............................................................................................... Milford John-Williams* Fire .................................................................................................................... Frank Young Information Technology ....................................................................................... Beth Lemur Open Space & Mountain Parks .............................................................................. Mike Orosel Parks & Recreation ...................................................................................... Douglas Godfrey* Parks & Recreation .................................................................................................. Jeff Hale y 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 ...................................................... Mitch Meier* Public Works/Greenways .................................................................................... Annie Noble* Public Works/Greenways ........................................................................................ Kurt Bauer Public Works/Transportation .................................................................. Stephany Westhusin* Public Works/Utilities .............................................................................................. Ken Baird Public Works/Utilities .......................................................................................... Bob Harberg Public Works/Utilities .................................................................................. Douglas Sullivan* * Member of the CIP Peer Review Team vi 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 .............................................................................................................. 15 Funding by Department ........................................................................................ 17 Funding by Project Type ....................................................................................... 33 Funding by Fund ................................................................................................... 45 SEPTEMBER 2013 FLOOD Overview .............................................................................................................. 63 Flood Costs by Department................................................................................... 64 Sources of Funding ............................................................................................... 65 CAPITAL IMPROVEMENT BOND Overview .............................................................................................................. 67 2011-2015 Spend Plan ......................................................................................... 73 DOWNTOWN UNIVERSITY HILL MANAGEMENT DIVISION / PARKING SERVICES Overview .............................................................................................................. 75 2015-2020 Funding Summary by Department ...................................................... 80 Projects Map ......................................................................................................... 81 Project Sheets ....................................................................................................... 82 FACILITIES AND ASSET MANAGEMENT Overview .............................................................................................................. 87 2015-2020 Funding Summary by Department ...................................................... 94 Projects Map ......................................................................................................... 95 Project Sheets ....................................................................................................... 96 FIRE AND RESCUE Overview ............................................................................................................ 115 2015 – 2020 CAPITAL IMPROVEMENT PROGRAM TABLE OF CONTENTS vii GREENWAYS Overview ............................................................................................................ 119 2015-2020 Funding Summary by Department .................................................... 124 Projects Map ....................................................................................................... 125 Project Sheets ..................................................................................................... 126 INFORMATION TECHNOLOGY Overview ............................................................................................................ 131 2015-2020 Funding Summary by Department .................................................... 136 Project Sheets ..................................................................................................... 138 OPEN SPACE AND MOUNTAIN PARKS Overview ............................................................................................................ 145 2015-2020 Funding Summary by Department .................................................... 150 Projects Map ....................................................................................................... 151 Project Sheets ..................................................................................................... 152 PARKS AND RECREATION Overview ............................................................................................................ 175 2015-2020 Funding Summary by Department .................................................... 184 Projects Map ....................................................................................................... 185 Project Sheets ..................................................................................................... 186 POLICE Overview ............................................................................................................ 207 2015-2020 Funding Summary by Department .................................................... 210 Project Sheets ..................................................................................................... 212 TRANSPORTATION Overview ............................................................................................................ 213 2015-2020 Funding Summary by Department .................................................... 222 Projects Map ....................................................................................................... 224 Project Sheets ..................................................................................................... 226 UTILITIES Overview ............................................................................................................ 245 2015-2020 Funding Summary by Department .................................................... 262 Projects Map ....................................................................................................... 266 2015 – 2020 CAPITAL IMPROVEMENT PROGRAM TABLE OF CONTENTS viii Project Sheets .................................................................................................... 268 APPENDIX A: MAPS OF PROJECTS BY AREA ................................................................. 331 APPENDIX B: UNFUNDED PROJECTS ........................................................................... 337 APPENDIX C: PROJECT RECOMMENDATIONS FOR CEAP ............................................... 355 2015 – 2020 CAPITAL IMPROVEMENT PROGRAM TABLE OF CONTENTS ix 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: 2015 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 ............................................... 15 Figure 2-2: 2015-2020 Funding by Department .............................................. 18 Table 2-1: 2015-2020 Funding Summary by Department ................................ 19 Figure 2-3: 2015-2020 Funding by Project Type .............................................. 34 Figure 2-4: 2015-2020 Funding By Project Type Excluding Utilities .................. 35 Table 2-2: 2015-2020 Funding Summary by Project Type ............................... 36 Figure 2-5: 2015-2020 Funding by Fund .......................................................... 46 Table 2-3: 2015-2020 Funding Summary by Fund .......................................... 47 SEPTEMBER 2013 FLOOD Figure 3-1: Flood Costs by Department ............................................................ 64 Figure 3-2: Sources of Funding ......................................................................... 65 CAPITAL IMPROVEMENT BOND Table 4-1: 2011-2015 Spend Plan ................................................................... 73 DOWNTOWN COMMERCIAL DISTRICT Table 5-1: 2015-2020 Funding Summary by Department ................................ 80 FACILITIES AND ASSET MANAGEMENT Table 6-1: Capital Development Fund Balance - 2013 Year-End ...................... 87 Table 6-2: FAM Priority Codes ......................................................................... 91 Table 6-3: 2015-2020 Funding Summary by Department ................................ 80 FIRE Table 7-1: Unfunded Projects ........................................................................ 118 2015 – 2020 CAPITAL IMPROVEMENT PROGRAM LIST OF FIGURES AND TABLES x GREENWAYS Table 8-1: 2015-2020 Funding Summary by Department .............................. 124 INFORMATION TECHNOLOGY Figure 9-1: IT Strategic Plan Projects .............................................................. 134 Table 9-1: 2015-2020 Funding Summary by Department .............................. 136 OPEN SPACE AND MOUNTAIN PARKS Table 10-1: 2015-2020 Funding Summary by Department .............................. 150 PARKS AND RECREATION Table 11-1: 2015-2020 Funding Summary by Department .............................. 184 POLICE Table 12-1: 2015-2020 Funding Summary by Department .............................. 210 TRANSPORTATION Table 13-1: 2015-2020 Funding Summary by Department .............................. 222 UTILITIES Table 14-1: Existing and Planned Utility Infrastructure Financed by Debt ......... 247 Table 14-2: Utility Rate Increases .................................................................... 258 Table 14-3: Changes to ENR Index and CDOT Index ........................................ 259 Table 14-4: 2015-2020 Funding Summary by Department .............................. 262 APPENDIX B: UNFUNDED LIST Table 16-1: Unfunded Projects—Emergency Preparedness ............................... 340 Table 16-2: Unfunded Projects— Infrastructure Deficiencies ............................ 343 Table 16-3: Unfunded Projects—Placemaking .................................................. 348 2015 – 2020 CAPITAL IMPROVEMENT PROGRAM LIST OF FIGURES AND TABLES xi The City of Boulder’s 2015-2020 Capital Improvement Program (CIP) contains information on how the city plans to invest available resources into key infrastructure and facilities between 2015 and 2020. 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; maps illustrating the location of projects throughout the city; and narratives describing the rationale behind project prioritization. Document Organization The 2015-2020 CIP has five main parts: Introduction Funding Summaries Special Highlights Department Projects Appendices Introduction The Introduction section provides an overview of the 2015-2020 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 2015-2020 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 the effects of the September 2013 Flood on the CIP and highlight 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. 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, maps that identify the locations of department projects, and project sheets for each of the department’s CIP projects. Appendices The 2015-2020 CIP contains three appendices. The first appendix contains maps of CIP projects by area of the city. The second appendix contains information on unfunded capital projects and 2015 – 2020 CAPITAL IMPROVEMENT PROGRAM HOW TO USE THIS DOCUMENT xii the third contains a list of CEAP projects. Data Limitations The 2015-2020 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 2015 and for each year between 2015 through 2020. However, on-going programs, because they have typically received funding for many years before 2015, do not have information about allocated funding prior to 2015. 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 2015. The Unfunded Amount shows the total project cost from the Estimated Total Cost table less the Total Funding Plan from the Capital Funding Plan table. The unfunded amount for projects typically represents amounts that will be funded in years beyond the current planning horizon of the CIP. 2015 – 2020 CAPITAL IMPROVEMENT PROGRAM HOW TO USE THIS DOCUMENT xiii Figure 0-1: Sample Capital Funding Plan Table 2015 – 2020 CAPITAL IMPROVEMENT PROGRAM HOW TO USE THIS DOCUMENT [This page is intentionally blank.] xiv 1 City of Boulder INTRODUCTION 2015-2020 Capital Improvement Program 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 330 facilities, 1,800 acres of parkland, 45,384 acres of Open Space and Mountain Parks (OSMP), 305 centerline miles of streets, 159 centerline miles of bike facilities, 78 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. Pearl Street Mall Construction, 1976. Photo courtesy the Carnegie Branch Library for Local History, Boulder Historical Society Collection. 2 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. 3 Introduction The 2015-2020 CIP includes funding for $361.4 million for 157 projects. 99 projects are recommended for funding in 2015, totaling $69.8 million. Proposed 2015-2020 allocations are $122.7 million greater than 2014-2019 allocations ($238.7) presented in the 2014-2019 CIP. The recommended 2015 allocations are $27.4 million greater than approved 2014 allocations ($42.4 million). The 2011 Capital Improvement Bond proceeds are not included in these totals because allocations for the bond occurred in 2012. The primary reasons for the increase in 2015- 2020 are flood related projects, large utility projects, additional Transportation funding from the new .15 cent sales tax, and the response to the Emerald Ash Borer threat. The one year increase in 2015 is mainly due to the addition of projects in response to the 2013 flood, including large Utility projects, additional funding in Transportation, and the installation of parking garage access equipment in DUHMD. 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, almost 80 percent, of its 2015 capital funds on capital maintenance and enhancement of its existing assets (See Figure 1-2). Capital enhancements involve upgrades to existing facilities, such as replacement of irrigation systems with updated technologies, materials and equipment that can be more efficient, effective and less costly to operate over time. The CIP focuses on taking care of what the city already owns with an emphasis on making improvements to its core service areas. Figure 1-2: 2015 Projects by Category 4 Introduction CIP Highlights The city anticipates completing a significant number of Capital Projects in 2014 and 2015. 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 2014 accomplishments and highlights of the 2015-2020 CIP are noted in the department overviews. [Please note that Capital Improvement Bond projects are included in this list.] 2014 Accomplishments (see Department Overviews for additional details and highlights) Flood recovery (see Special Flood Highlight section ) Completed variable messaging signage in downtown parking garages Implemented replacement of integrated Finance, Payroll and HR system Voluntary cleanup program of 13th Street Plaza Completed major drainageways plan for South Boulder Creek flood mitigation Completed upgrades and repairs to electrical, HVAC and roof of Weiser House, included on the National Register of Historic Places Completed Boulder Reservoir infrastructure improvements and site management plan Completed Arapahoe reconstruction from Folsom to 15th Street Built bridge over Goose Creek at Boulder Junction Assessed condition of wastewater collection system and removed debris Replaced approximately 20,000 feet of water main 2015 and Beyond Planning and Construction (see Department Overviews for additional details and highlights) Complete Main Library renovation Variable messaging sign located downtown. Arapahoe Avenue under reconstruction in front of Boulder High School. Goose Creek at Boulder Junction. A bridge is being built to connect Junction Place to 33rd Street. 5 Introduction Implement replacement of Police Records Management System Complete construction of new wildland fire station Wonderland Creek and Fourmile Canyon Creek flood mitigation improvements Coot lake restoration Responsive measures to mitigate the Emerald Ash Borer threat Begin implementation of Civic Area Plan Construct Baseline underpass, east of Broadway Complete West TSA implementation, complete North and East TSA plans, and begin North TSA implementation Barker Dam: safety related corrections to Dam and Reservoir; outlet rehabilitation; hydroelectric facility construction Construction of Carter Lake Pipeline 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 2015-2020 CIP include, flood impact and recovery costs, response to the Emerald Ash Borer threat, funding constraints, construction cost inflation, operational funding, unfunded projects. 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 have either been deferred or are no longer relevant (for example work on a single element of a park that now needs more extensive repair and restoration, as a result of the flood). In some cases, funding previously identified for regular CIP projects has been used to cover the cost of flood repair and recovery, and new or different funding sources will need to be identified to complete high priority projects, within the needed timeframe. Finally, the information learned from the flood has led to reprioritization of CIP projects. In the CIP, this is reflected in new projects, changes in timing of projects, and changes in scope of projects. The 2015 – 2020 CIP includes a special flood highlight section, which provides additional information related to the impact of the flood on the CIP. Affected departments have also included details specific to their departments in the Department Overview sections of the CIP. 6 Introduction 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 is gathering information and working interdepartmentally with Parks & Recreation, Integrated Pest Management team, Open Space and Mountain Parks, Development Review, and other interested divisions, departments and boards to develop an EAB work plan for 2014 and ultimately an EAB Management Plan to manage the infestation within the city and potentially slow the spread to nearby communities. 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 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 3.63 percent, based on a 5-year rolling average. The 2013 change was lower than the 5-year rolling average with the ENR index increasing 0.5 percent and the CDOT index decreasing 12 percent, over 2012. The increases from 2011 to 2012 were significantly higher at 8 and 17 percent respectively for the ENR and CDOT indices. The 2013 change is reflected over an anomalously high inflation year, making the differential information potentially deceptive. As variations are not uncommon, a five-year rolling average is more indicative of the 7 Introduction 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. 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 2015-2020 CIP includes information on citywide unfunded capital needs, both in department overview sections and in Appendix B to this document. While strategies to address all these needs are being developed, staff and council have recognized the need to be more intentional in calling out specific public safety (or emergency preparedness) unfunded capital needs. The 2015-2020 CIP, therefore, includes a department overview section for both Police and Fire, calling out long-term capital needs in these two departments and laying the groundwork for understanding, prioritizing, planning and, ultimately, including funding for crucial emergency preparedness capital projects in the city’s CIP. Opportunities Similarly, there are issues that positively impact the city’s capital investment performance. Opportunities identified in the 2015-2020 CIP include the Capital Investment Strategy, additional funding availability, and the city’s Comprehensive Financial Strategy. Capital Investment Strategy A Capital Bond initiative was passed by the City of Boulder voters in November of 2011. As a result of this, the city was able to leverage existing revenues to bond up to $49 million to fund capital projects. Additional information on the bond fund and projects is included in a separate section of this document. The 2011 Capital Bond is approximately half way through the implementation phase. 8 Introduction Funding 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 2015-2020 CIP includes Transportation and Open Space capital investment related to these funding sources. Other proposed capital investment will be brought forward in the next year(s), in line with recommendations from both the capital and operating phases of the Comprehensive Financial Strategy. City’s Comprehensive Financial Strategy A cross-departmental team is undertaking the update of the city’s Comprehensive Financial Strategy. The purpose of the project is to review and update the revenue and expenditure components of the city’s Comprehensive Financial Strategy to reflect current and projected economic and budgetary conditions, challenges, and issues to meet the strategic needs of the municipal corporation over the next five years. The project involves the examination of the Blue Ribbon Commission (BRC) I and BRC II implementation efforts to date. The project also includes the evaluation of many different areas affecting the city’s Comprehensive Financial Strategy including the current capital needs assessments and the feasibility of a ballot initiative for the second phase of capital bonding. Work associated with this project commenced in the late fall of 2013 and preliminary findings from the capital phase analysis have been presented to the City Council. Council is currently considering a Pay As You Go ballot initiative, which would use new, temporary sales and use taxes to fund specific capital needs such as catalytic projects in the Civic Area, improved safety and improvements along the Boulder Creek Path, lighting and other improvements in the University Hill Area, the arts, and capital contribution to other cultural projects in the City of Boulder. Implementation of Subcommunity & Area Plans North Boulder Subcommunity Plan The North Boulder Subcommunity Plan (NoBo Plan) was adopted by the city in 1995. The city is currently evaluating the plan and developing 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 Wonderland Creek and 9 Introduction Fourmile Canyon Creek Flood and Greenways Improvements, and Violet Park development in coordination with Greenways. Additional capital projects will likely emerge out of the 2014 Action Plan for future prioritization against local and citywide projects. 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 the first two private development projects approved by the city and capital projects are currently under construction, including the Pearl Parkway Multiway Boulevard, construction of a bridge over Goose Creek, utility infrastructure installation, and a multi-use path along Pearl Parkway. Proposed capital investments in the next six years include construction of Junction Place north Pearl Parkway, a new pocket park at Junction Place and Goose Creek, and traffic signal installations. Gunbarrel Community Center Area Plan The Gunbarrel Community Center Plan was adopted in 2004. The Gunbarrel Town Center redevelopment has been approved, which is a key implementation project for the plan. Several public infrastructure improvements will be constructed by the developer in conjunction with this project. Projects include: a pedestrian crossing at Spine Road and Chaparral Court, a multi-use path from Spine Road to the Greens Industrial Park Open Space, sidewalks along Lookout Road and Gunpark Drive, and sidewalks along Nautilus Court. 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, garage access equipment improvements, repair and replacement of CAGID parking lots, and improvements and amenities replacement on the mall. Civic Area Plan Work on the civic area is under way, focusing on site activation, site transformation and major The Transit Village Area Plan was adopted in 2007. 10 Introduction capital project planning. CIP funds proposed for 2015 are related to technical, feasibility and programming studies which will provide due diligence and planning necessary to advance the major capital projects. These studies include planning and programming for a year-round Farmer’s Market, facilities for innovation and city services, possible performing arts venues, parking, governance models, efficient utility planning, and other supporting, technical work. 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 11 planning for land use, urban design, neighborhood revitalization, and public facility needs for a specific area of the city. Departmental master plans include details about and funding plans for future needs related to services and facilities.. The master plans are used by each department during their decision making and prioritization as part of the annual budgeting and CIP processes. Figure 1-3 illustrates the relationship between the Sustainability Framework, BVCP, PBB, bcommunity and Area Plans, Master Plans, and the CIP. Introduction Figure 1-3: Sustainability Framework 12 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. Section 78 of the City Charter calls for the city Planning Department to prepare the annual CIP with other city departments for submittal to the City Manager. The Planning Board evaluates and makes recommendations to the City Manager and City Council on the draft CIP. The Planning Board’s review of the CIP includes the relationship of projects to the policies of the BVCP, subcommunity plans, area plans and departmental master plans. City Council reviews the draft CIP in August, and provides feedback to the City Manager prior to final budget development. City Council appropriates funds for the first year of the CIP through the budget ordinances. While Colorado state law limits appropriations to the first year of the CIP, the succeeding five years of the annual CIP are important in providing a longer term plan for setting funding priorities, scheduling projects in a logical sequence, and coordinating and targeting capital improvements for all city departments. CIP Process Changes The CIP document and process have undergone significant changes over the past four years to improve the selection of projects and communication of information on selected projects. The CIP Guiding Principles have been the foundation for all project selection and CIP process improvements. Many of the changes made to the CIP have focused on improving the financial information included in the CIP document, through a partnership with the Finance Department and Department of Community Planning & Sustainability. Introduction 13 Due to the impact of the September 2013 flood and the implementation of a new financial and human resources Enterprise Resource Planning software on staff time and work load, this year’s CIP process and document have been unchanged from last year. 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, incorporating graphical enhancements to improve the on-line view of the information and document, and incorporating performance measures into the plan. Introduction 14 Introduction 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. 15 City of Boulder FUNDING SUMMARIES 2015-2020 Capital Improvement Program The Funding Summaries section provides full detail of the city’s CIP budget needs from 2015 through 2020 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 2015-2020 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 2015-2020. 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 2014-2015 portion of the 2011 Capital Improvement Bond funds. These bonds were sold and funding appropriated in 2012. The blue area is planned allocations of 2015-2020 funding for all other projects. $- $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 2015 2016 2017 2018 2019 2020$ (Millions)Capital Improvement Bond Expenditure Plan CIP Budget 2015-2020 16 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 17 City of Boulder FUNDING BY DEPARTMENT 2015-2020 Capital Improvement Program The following city departments are participating in the 2015-2020 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 2015-2020 CIP. Major renovations to stormwater, water and wastewater facilities are primarily responsible for the large spikes in allocations during 2015, 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 2015-2020. Figure 2-2 displays the share of total 2015-2020 CIP spending on each department. 18 Funding by Department Figure 2-2: 2015-2020 Funding by Department Other includes DUHMD/PS, Information Technology, Police, Public Works - Municipal Airport, and Public Works - Greenways $- $10 $20 $30 $40 $50 $60 $70 $80 $90 2015 2016 2017 2018 2019 2020$ (Millions)PW- Utilities Public Works - Transportation Open Space and Mountain Parks Parks and Recreation Public Works - FAM and Fleet Other 19 Table 2-1: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountDUHMD / Parking Services1,075,000$ 1,475,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 3,475,000$ -$ -$ Information Technology2,907,781 1,245,171 803,541 571,893 699,503 1,696,923 1,852,700 6,869,731 638,750 - Open Space and Mountain Parks2,264,000 7,964,000 9,065,300 7,065,300 7,125,300 6,975,300 6,985,300 45,180,500 8,205,486 (6,759,486.00) Parks and Recreation15,911,427 2,080,400 2,955,700 2,455,400 3,079,700 3,230,300 1,030,300 14,831,800 1,931,227 (200,000) Police950,000 850,000 100,000 - - - - 950,000 - - Public Works - FAM and Fleet8,031,000 2,195,000 1,417,000 769,000 600,000 1,600,000 650,000 7,231,000 - 800,000 Public Works - Greenways27,332,670 320,441 320,441 320,441 320,441 320,441 320,441 1,922,646 736,716 - Public Works - Municipal Airport4,935,000 - - - 435,000 - 4,500,000 4,935,000 - - Public Works - Stormw ater and Flood Management Utility 50,620,163 19,287,900 7,584,480 6,994,483 15,706,155 4,903,241 5,547,837 60,024,096 4,962,308 11,800,000 Public Works - Transportation4,214,823 7,729,500 7,096,500 7,568,500 6,426,500 6,447,500 6,447,500 41,716,000 1,435,323 150,000 Public Works - Wastewater Utility76,209,766 16,895,176 4,355,600 5,870,435 5,571,420 7,335,868 27,559,276 67,587,775 2,530,247 5,828,652 Public Works - Water Utility118,183,883 9,780,007 22,169,251 7,492,162 40,354,650 14,791,830 12,068,899 106,656,799 6,766,391 8,407,355 Total 312,635,513$ 69,822,595$ 56,267,813$ 39,507,614$ 80,718,669$ 47,701,403$ 67,362,253$ 361,380,347$ 27,206,448$ 20,026,521$ SUMMARY OF ALL DEPARTMENTS 20 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceCAGID Parking Garage Access Equipment1,075,000$ 1,075,000$ -$ -$ -$ -$ -$ 1,075,000$ -$ -$ Downtown 14th Street Parking Lot Improvements- 25,000 25,000 25,000 25,000 25,000 25,000 150,000 - - Downtown Parking Garage Major Maintenance- 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 - - Downtown/Pearl St Mall Amenities Replacement- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Subtotal1,075,000$ 1,475,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 3,475,000$ -$ -$ Total 1,075,000$ 1,475,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 3,475,000$ -$ -$ DOWNTOWN AND UNIVERSITY HILL MANAGEMENT DIVISION (DUHMD) / PARKING SERVICESEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceEnd User Device Replacement -$ 458,000$ 458,000$ 458,000$ 458,000$ 458,000$ 458,000$ 2,748,000$ 458,000$ -$ Netw ork Hardw are Replacement1,301,331 160,671 148,041 113,893 116,503 612,223 648,000 1,799,331 150,000 - Security Administration77,450 11,500 54,000 - - 6,700 6,700 78,900 5,250 - Server Admin Hardware Repalcement767,000 615,000 10,500 - 81,000 35,000 740,000 1,481,500 25,500 - VoIP Telephone System Replacement633,000 - 133,000 - - 500,000 - 633,000 - Data Backup and Disaster Recovery129,000 - - - 44,000 85,000 - 129,000 - - Subtotal2,907,781$ 1,245,171$ 803,541$ 571,893$ 699,503$ 1,696,923$ 1,852,700$ 6,869,731$ 638,750$ -$ Total 2,907,781$ 1,245,171$ 803,541$ 571,893$ 699,503$ 1,696,923$ 1,852,700$ 6,869,731$ 638,750$ -$ INFORMATION TECHNOLOGY 21 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBear Canyon Road Flood Damage Repair and Mitigation150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ Flagstaff Summit Improvements250,000 250,000 - - - - - 250,000 - - OSMP North Trail Study Area (NTSA) - 50,000 100,000 200,000 100,000 50,000 50,000 550,000 100,000 (650,000) Restoration of Riparian and Wetland Habitat - Gregory Canyon Creek and Fancier Ponds Flood Repair 59,000 59,000 - - - - - 59,000 - - OSMP West Trail Study Area (WTSA) - - 550,000 450,000 600,000 50,000 50,000 1,700,000 1,119,486 (2,819,486) Visitor Infrastructure - System Wide - - 250,000 200,000 200,000 500,000 500,000 1,650,000 350,000 - OSMP East Trail Study Area (ETSA) 300,000 - - 50,000 50,000 200,000 200,000 500,000 - (200,000) Subtotal759,000$ 509,000$ 900,000$ 900,000$ 950,000$ 800,000$ 800,000$ 4,859,000$ 1,569,486$ (3,669,486)$ Capital MaintenanceAgriculture Facilities Projects-$ 100,000$ 110,000$ 110,000$ 120,000$ 120,000$ 130,000$ 690,000$ -$ (690,000)$ Boulder Creek and South Boulder Creek Confidence Area Restoration Flood Repair150,000 150,000 - - - - - 150,000 - - Cultural Resource/Facility Restoration60,000 60,000 - - - - - 60,000 - - Hartnagle House Restoration65,000 65,000 - - - - - 65,000 - - Lower Big Bluestem Trail Flood Repair205,300 205,300 - - - - - 205,300 - - Royal Arch Trail Flood Repair150,000 150,000 - - - - - 150,000 - - South Boulder Creek West Trail Flood Repair100,000 100,000 - - - - - 100,000 - - South Mesa Road and Shanahan Ridge Trail544,700 544,700 - - - - - 544,700 - - Viele House Foundation Repair80,000 80,000 - - - - - 80,000 - - OSMP - Historical Structures & Trails - Stabilization and Restoration- - 355,300 355,300 355,300 355,300 355,300 1,776,500 686,000 - Subtotal1,355,000$ 1,455,000$ 465,300$ 465,300$ 475,300$ 475,300$ 485,300$ 3,821,500$ 686,000$ (690,000)$ Land and Asset AcquisitionMineral Rights Acquisition-$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ 100,000$ -$ OSMP Real Estate Acquisition Program- 5,400,000 5,400,000 5,400,000 5,400,000 5,400,000 5,400,000 32,400,000 5,400,000 - Water Rights Acquisition- 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 200,000 - Subtotal-$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 34,200,000$ 5,700,000$ -$ New Capital ProjectSouth Boulder Creek at Greenbelt Meadow s150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ South Boulder Creek Instream Flow- 150,000 2,000,000 - - - - 2,150,000 250,000 (2,400,000) Subtotal150,000$ 300,000$ 2,000,000$ -$ -$ -$ -$ 2,300,000$ 250,000$ (2,400,000)$ Total2,264,000$ 7,964,000$ 9,065,300$ 7,065,300$ 7,125,300$ 6,975,300$ 6,985,300$ 45,180,500$ 8,205,486$ (6,759,486)$ OPEN SPACE AND MOUNTAIN PARKS 22 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementRec Center Enhancements .25460,000$ -$ 180,000$ 280,000$ -$ -$ -$ 460,000$ -$ -$ ADA Compliance Improvements800,000 100,000 100,000 200,000 200,000 - - 600,000 200,000 - Coot Lake Restoration250,000 250,000 - - - - - 250,000 - - Emerald Ash Borer Response Measures890,000 230,000 220,000 220,000 220,000 - - 890,000 - - Recreation Center Enhancements1,220,000 280,000 100,000 - 280,000 280,000 280,000 1,220,000 Artificial Turf Field Installation1,500,000 - 500,000 500,000 500,000 - - 1,500,000 - - Lighting Ordinance Implementation500,000 - 250,000 250,000 - - - 500,000 - - Playground and Park Irrigation System Renovation1,500,000 - 300,000 300,000 300,000 300,000 300,000 1,500,000 - - Playground and Park Irrigation System Renovation - Lottery1,151,200 - 230,300 230,000 230,300 230,300 230,300 1,151,200 - - Subtotal8,271,200$ 860,000$ 1,880,300$ 1,980,000$ 1,730,300$ 810,300$ 810,300$ 8,071,200$ 200,000$ -$ Capital MaintenanceHistoric Railroad Coach Restoration100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Pearl Street Mall Irrigation System Replacement1,500,000 550,000 - - - - - 550,000 950,000 - Pool Replastering230,000 75,000 - - - - - 75,000 155,000 - Flatirons Golf Course Restroom and Path Repairs- - 200,000 - - - - 200,000 - (200,000) Court Repairs and Renovation280,000 - - - 280,000 - - 280,000 - - Parking Lot Repair860,000 - - - 220,000 420,000 220,000 860,000 - - Subtotal2,970,000$ 725,000$ 200,000$ -$ 500,000$ 420,000$ 220,000$ 2,065,000$ 1,105,000$ (200,000)$ Capital Planning StudiesParks and Recreation Planning, Design, and Construction Standards100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Recreation Facility Strategic Plan150,000 150,000 - - - - - 150,000 - - Urban Forest Management Plan120,000 120,000 - - - - - 120,000 - - Subtotal370,000$ 370,000$ -$ -$ -$ -$ -$ 370,000$ -$ -$ Land and Asset AcquisitionBoulder Junction Rail Plaza1,874,000$ -$ -$ -$ 374,000$ 1,500,000$ -$ 1,874,000$ -$ -$ Subtotal1,874,000$ -$ -$ -$ 374,000$ 1,500,000$ -$ 1,874,000$ -$ -$ New Capital ProjectBoulder Junction Pocket Park1,926,227$ -$ 750,000$ 350,000$ 350,000$ -$ -$ 1,450,000$ 476,227$ -$ Violet Park500,000 - - - - 500,000 - 500,000 - - Subtotal2,426,227$ -$ 750,000$ 350,000$ 350,000$ 500,000$ -$ 1,950,000$ 476,227$ -$ TransferTributary Greenw ays Program - Lottery-$ 125,400$ 125,400$ 125,400$ 125,400$ -$ -$ 501,600$ 150,000$ -$ Subtotal-$ 125,400$ 125,400$ 125,400$ 125,400$ -$ -$ 501,600$ 150,000$ -$ Total 15,911,427$ 2,080,400$ 2,955,700$ 2,455,400$ 3,079,700$ 3,230,300$ 1,030,300$ 14,831,800$ 1,931,227$ (200,000)$ PARKS AND RECREATION Table 2-3: 2015-2020 Funding Summary by Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRecords Management System950,000$ 850,000$ 100,000$ -$ -$ -$ -$ 950,000$ -$ -$ Subtotal950,000$ 850,000$ 100,000$ -$ -$ -$ -$ 950,000$ -$ -$ Total 950,000$ 850,000$ 100,000$ -$ -$ -$ -$ 950,000$ -$ -$ POLICE23 24 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementNorth Boulder Recreation Center - Replace Solar Thermal System 350,000$ 350,000$ -$ -$ -$ -$ -$ 350,000$ -$ -$ Outdoor Lighting Compliance Improvements200,000 10,000 190,000 - - - - 200,000 - - Stazio Refurbish Restrooms and Concessions160,000 160,000 - - - - - 160,000 - - East Boulder Community Center Renovation1,100,000 - - - 100,000 100,000 100,000 300,000 - 800,000 Tantra Shop Renovation300,000 - - - - 300,000 - 300,000 - - West Senior Center Major Maintenance & Rehab700,000 - - - - 700,000 - 700,000 - - Subtotal2,810,000$ 520,000$ 190,000$ -$ 100,000$ 1,100,000$ 100,000$ 2,010,000$ -$ 800,000$ Capital MaintenanceBoulder Museum of Contemporary Arts - Floor Replacement 90,000$ 90,000$ -$ -$ -$ -$ -$ 90,000$ -$ -$ Fire Station #1 - Repair Concrete Floor in Vehicle Bays and Exterior Ramps 150,000 150,000 - - - - - 150,000 - - Mapleton Ballfields, Renovate Concessions and Restrooms +100,000 100,000 - - - - - 100,000 - - Miscellaneous Facility DET Projects715,000 465,000 50,000 50,000 50,000 50,000 50,000 715,000 - - Miscellaneous Facility Maintenance Projects2,415,000 370,000 415,000 380,000 400,000 400,000 450,000 2,415,000 - - North Boulder Recreation Center Roof Replacement450,000 450,000 - - - - - 450,000 - - East Boulder Community Center - Replace Pool Air Handlers500,000 - 500,000 - - - - 500,000 - - Replaster Pools +80,000 - 80,000 - - - - 80,000 - - Stazio Tensile Canopy Covering Replacement132,000 - 132,000 - - - - 132,000 - - Martin Park Shelter Major Maintenance169,000 - - 169,000 - - - 169,000 - - North Boulder Park Shelter Repair120,000 - - 120,000 - - - 120,000 - - Subtotal4,921,000$ 1,625,000$ 1,177,000$ 719,000$ 450,000$ 450,000$ 500,000$ 4,921,000$ -$ -$ Capital Planning StudiesFacility Assessments300,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Subtotal300,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Total 8,031,000$ 2,195,000$ 1,417,000$ 769,000$ 600,000$ 1,600,000$ 650,000$ 7,231,000$ -$ 800,000$ PUBLIC WORKS - FACILITIES AND ASSET MANAGEMENT (FAM) / FLEET 25 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementWonderland Creek (28th) Kalmia to Winding Trail7,805,657$ 270,441$ -$ -$ -$ -$ -$ 270,441$ 295,000$ -$ Fourmile Canyon Creek Upland to Violet6,102,205 - 270,441 270,441 270,441 270,441 270,441 1,352,205 - - Wonderland Creek Foothills to 30th13,424,808 - - - - - - - 391,716 - Subtotal27,332,670$ 270,441$ 270,441$ 270,441$ 270,441$ 270,441$ 270,441$ 1,622,646$ 686,716$ -$ Capital MaintenanceMiscellaneous Water Quality, Restoration and Trail Improvements -$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 50,000$ -$ Subtotal -$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 50,000$ -$ Total 27,332,670$ 320,441$ 320,441$ 320,441$ 320,441$ 320,441$ 320,441$ 1,922,646$ 736,716$ -$ PUBLIC WORKS - GREENWAYSEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRehabilitate Runway and Eastern Taxiway4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000$ -$ -$ Subtotal4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000 -$ -$ - Total 4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000 -$ -$ PUBLIC WORKS - MUNICIPAL AIRPORT 26 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementLocal Drainage Improvements-$ 712,400$ 730,080$ 759,283$ 789,655$ 821,241$ 854,090$ 4,666,749 -$ -$ Bear Canyon Creek Flood Mitigation600,000 100,000 500,000 - - - - 600,000 - - Boulder Creek Flood Mitigation5,600,000 500,000 2,500,000 2,500,000 - - - 5,500,000 100,000 - Gregory Creek Flood Mitigation600,000 100,000 500,000 - - - - 600,000 - - South Boulder Creek Flood Mitigation Phase I24,000,000 250,000 750,000 750,000 10,150,000 - - 11,900,000 300,000 11,800,000 Stormw ater Quality Improvements- 156,000 162,000 169,000 175,500 182,500 190,000 1,035,000 104,000 - Upper Goose Creek Drainage17,905,163 175,000 750,000 750,000 750,000 1,000,000 1,165,547 4,590,547 - - Utility Billing Computer System Replacement115,000 50,000 - - - - 65,000 115,000 - - Wonderland Creek - Foothills to 30th Street- 10,000,000 - - - - - 10,000,000 3,033,092 - Wonderland Creek at 28th Street- 6,075,000 - - - - - 6,075,000 1,165,216 - Fourmile Canyon Creek - Upland to Violet- - 500,000 500,000 1,000,000 1,500,000 1,250,000 4,750,000 - - Bluebell and King's Gultch Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Skunk Creek Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Twomile Canyon Creek Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Subtotal50,620,163$ 18,118,400$ 6,392,080$ 5,728,283$ 14,365,155$ 3,503,741$ 3,524,637$ 51,632,296$ 4,702,308$ 11,800,000$ Capital MaintenanceStorm Sew er Rehabilitation-$ 260,000$ 270,400$ 281,200$ 292,500$ 304,000$ 632,700$ 2,040,800$ -$ -$ Transportation Coordination- 312,000 324,500 337,500 351,000 365,000 633,000 2,323,000 260,000 - Subtotal-$ 572,000$ 594,900$ 618,700$ 643,500$ 669,000$ 1,265,700$ 4,363,800$ 260,000$ -$ Land and Asset AcquisitionPreflood Property Acquisition-$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 660,000$ 3,443,000$ -$ Subtotal-$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 660,000$ 3,443,000$ -$ -$ TransferTributary Greenw ays Program - Stormw ater & Flood-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ -$ -$ Subtotal-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ -$ -$ Total 50,620,163$ 19,287,900$ 7,584,480$ 6,994,483$ 15,706,155$ 4,903,241$ 5,547,837$ 60,024,096$ 4,962,308$ 11,800,000$ PUBLIC WORKS - STORMWATER AND FLOOD MANAGEMENT UTILITY 27 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement28th St (Baseline to Iris)-$ 860,000$ 860,000$ -$ -$ -$ -$ 1,720,000$ -$ -$ 28th St (Baseline to Iris) II- 470,000 470,000 - - - - 940,000 - - Boulder Junction - Junction Pl Enhancements (Goose Creek to Bluff) 977,000 577,000 - - - - - 577,000 400,000 - Miscellaneous Development Coordination- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 - - Signal Maintenance and Upgrade- - - - 200,000 - - 200,000 200,000 - Subtotal 977,000$ 1,957,000$ 1,380,000$ 50,000$ 250,000$ 50,000$ 50,000$ 3,737,000$ 600,000$ -$ Capital MaintenanceDeficient Street Light Pole Replacement1,280,823$ 321,000$ 265,000$ 265,000$ -$ 121,000$ 121,000$ 1,093,000 187,823$ -$ Major Capital Reconstruction- 800,000 800,000 800,000 800,000 800,000 800,000 4,800,000 - - Pedestrian Facilities - Repair, Replacement, ADA- 629,000 629,000 629,000 629,000 629,000 629,000 3,774,000 - - Subtotal1,280,823$ 1,750,000$ 1,694,000$ 1,694,000$ 1,429,000$ 1,550,000$ 1,550,000$ 9,667,000$ 187,823$ -$ Capital Planning StudiesTransportation Corridor Scoping and Prioritization - Canyon Blvd200,000$ 100,000$ -$ -$ -$ -$ -$ 100,000 100,000$ -$ Transportation Corridor Scoping and Prioritization - East Arapahoe200,000 100,000 100,000 - - - - 200,000 - - Transportation Corridor Scoping and Prioritization - 30th/Colorado200,000 - 100,000 100,000 - - - 200,000 - - Subtotal600,000$ 200,000$ 200,000$ 100,000$ -$ -$ -$ 500,000$ 100,000$ -$ New Capital ProjectBikeway Facilities - Enhancements-$ 225,000$ 225,000$ 225,000$ 225,000$ 225,000$ 225,000$ 1,350,000$ -$ -$ Boulder Junction - Development Coordination825,000 75,000 75,000 75,000 - - - 225,000 450,000 150,000 Pedestrian Facilities Enhancements-Missing Links, Crossing Treatments- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - TIP Local Match/TMP Implementation- 3,300,000 3,300,000 4,200,000 4,000,000 4,000,000 4,000,000 22,800,000 - - Boulder Junction - Traffic Signal at Bluff Street and 30th Street228,000 - - 228,000 - - - 228,000 - - Boulder Junction - Traffic Signal at Junction Place and Valmont304,000 - - 304,000 - - - 304,000 - - TIP Local Match/TMP Implementation II- - - 470,000 300,000 400,000 400,000 1,570,000 - - Subtotal1,357,000$ 3,725,000$ 3,725,000$ 5,627,000$ 4,650,000$ 4,750,000$ 4,750,000$ 27,227,000$ 450,000$ 150,000$ PUBLIC WORKS - TRANSPORTATION 28 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountTransferTributary Greenw ays Program - Transportation - Transfer-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ 97,500$ -$ Subtotal-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ 97,500$ -$ Total 4,214,823$ 7,729,500$ 7,096,500$ 7,568,500$ 6,426,500$ 6,447,500$ 6,447,500$ 41,716,000$ 1,435,323$ 150,000$ PUBLIC WORKS - TRANSPORTATION (Cont.) 29 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementUtility Billing Computer System Replacement115,000$ 50,000$ -$ -$ -$ -$ 65,000$ 115,000$ -$ -$ Wastewater Treatment Activated Sludge710,961 389,376 - 58,493 - - - 447,869 - - Wastewater Treatment Facility Instrumentation/Control9,131,068 540,800 - 674,918 701,915 729,992 759,191 3,406,816 695,600 5,028,652 Wastewater Treatment Facility Permit Improvements - Funded 23,487,234 1,650,000 150,000 - 750,000 1,500,000 18,775,000 22,825,000 662,234 - Marshall Landfill100,000 - 100,000 - - - - 100,000 - - Wastewater Treatment Facility Electrical1,420,000 - 120,000 1,200,000 - - - 1,320,000 100,000 - Wastewater Treatment Facility Laboratory100,000 - 50,000 - - - - 50,000 50,000 - Wastewater Treatment Facility Pumps448,413 - 150,000 - - - - 150,000 298,413 - Goose Creek Sanitary Sew er Interceptor Rehabilitation2,019,578 - - - 25,000 647,590 1,346,988 2,019,578 - - Subtotal37,532,254$ 2,630,176$ 570,000$ 1,933,411$ 1,476,915$ 2,877,582$ 20,946,179$ 30,434,263$ 1,806,247$ 5,028,652$ Capital MaintenanceCondition Assessment Program5,173,721$ 780,000$ 811,200$ 843,648$ 877,394$ 912,490$ 948,989$ 5,173,721$ -$ -$ IBM Lift Station Improvements1,300,000 500,000 - - - - - 500,000 - 800,000 Sanitary Sew er Manhole Rehabilitation1,483,660 208,000 216,320 224,973 233,972 243,331 253,064 1,379,660 104,000 - Sanitary Sew er Rehabilitation28,235,650 12,777,000 2,758,080 2,868,403 2,983,139 3,102,465 3,226,563 27,715,650 520,000 - Collection System Monitoring100,000 - - - - - - - 100,000 - Wastewater Treatment Facility Digester Complex2,200,000 - - - - 200,000 2,000,000 2,200,000 - - Wastewater Treatment Facility Cogeneration184,481 - - - - - 184,481 184,481 - - Subtotal38,677,512$ 14,265,000$ 3,785,600$ 3,937,024$ 4,094,505$ 4,458,286$ 6,613,097$ 37,153,512$ 724,000$ 800,000$ Total 76,209,766$ 16,895,176$ 4,355,600$ 5,870,435$ 5,571,420$ 7,335,868$ 27,559,276$ 67,587,775$ 2,530,247$ 5,828,652$ PUBLIC WORKS - WASTEWATER UTILITY 30 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBarker Dam and Reservoir498,560$ 378,560$ -$ -$ -$ -$ -$ 378,560$ 120,000$ -$ Betasso Water Treatment Facility13,325,000 700,000 12,125,000 - - - - 12,825,000 500,000 - Devil's Thumb Security Fence50,000 50,000 - - - - - 50,000 - - Sunshine Transmission Pipe2,000,000 1,000,000 - - - - - 1,000,000 1,000,000 - Water System Security Upgrades808,434 150,000 150,000 150,000 150,000 90,000 118,434 808,434 - - Barker Dam Outlet9,162,557 - 50,000 175,000 803,414 8,134,143 - 9,162,557 - - Boulder Reservoir Water Treatment Facility - Funded164,000 - 164,000 - - - - 164,000 - - Lakewood Hydroelectric / Pressure Reducing Facility430,000 - 130,000 - - 300,000 - 430,000 - - Utility Billing Computer System Replacement225,000 100,000 - - - - 125,000 225,000 - - Lakewood Dam124,707 - - - 124,707 - - 124,707 - - Pearl Street Hydroelectric / Pressure Reducing Facility267,664 - - - 24,333 243,331 - 267,664 - - Green Lake 2 Dam5,223,557 - - - - 75,000 468,051 543,051 - 4,680,506 Wittemyer Ponds - Funded5,519,534 - - - - 100,000 492,685 592,685 - 4,926,849 Subtotal37,799,013$ 2,378,560$ 12,619,000$ 325,000$ 1,102,454$ 8,942,474$ 1,204,170$ 26,571,658$ 1,620,000$ 9,607,355$ Capital MaintenanceBarker Gravity Pipeline Repair-$ 378,560$ 667,416$ 612,436$ 636,933$ 662,410$ 688,907$ 3,646,662$ -$ -$ Goose Lake Dam20,000 20,000 - - - - - 20,000 - - Kohler Storage Tank903,362 103,487 799,875 - - - - 903,362 - - Lakewood Pipeline846,730 270,400 - - - 316,330 - 586,730 260,000 - Silver Lake Dam75,000 75,000 - - - - - 75,000 - - Silver Lake Hydroelectric / PRV150,000 150,000 - - - - - 150,000 - - Waterline Replacement24,329,088 3,224,000 3,352,960 3,487,078 3,626,562 3,771,624 3,224,033 20,686,257 3,642,831 - Watershed Improvements260,000 80,000 80,000 - - - 100,000 260,000 - - Water Transmission Facilities (Zone 3)250,000 - 1,200,000 - - 250,000 - 1,450,000 - (1,200,000) Barker-Kossler Penstock Repair116,986 - - 116,986 - - - 116,986 - - Betasso Storage Tank292,465 - - 292,465 - - - 292,465 - - Sunshine Hydroelectric / Pressure Reducing Station271,875 - - 271,875 - - - 271,875 - - Water Transmission Facilities (Zone 2)500,000 - - 250,000 - - 250,000 500,000 - - Betasso Hydroelectric / Pressure Reducing Facility250,000 - - - 250,000 - - 250,000 - - Water Transmission Facilities (Zone 1)250,000 - - - 250,000 - - 250,000 - - Farmer's Ditch108,160 - - - - 108,160 - 108,160 - - Subtotal28,623,666$ 4,301,447$ 6,100,251$ 5,030,840$ 4,763,495$ 5,108,524$ 4,262,940$ 29,567,497$ 3,902,831$ (1,200,000)$ PUBLIC WORKS - WATER UTILITY 31 Table 2-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountNew Capital ProjectAnnexation Related Water System Expansion5,000,000$ 2,500,000$ 2,500,000$ -$ -$ -$ -$ 5,000,000$ -$ -$ NCWCD Conveyance - Carter Lake Pipeline38,918,583 500,000 850,000 2,036,322 34,288,701 - - 37,675,023 1,243,560 - Barker Dam Hydroelectric4,542,621 - - - 50,000 390,832 4,101,789 4,542,621 - - Source Water Monitoring500,000 100,000 100,000 100,000 100,000 100,000 - 500,000 - - Carter Lake Hydroelectric2,800,000 - - - 50,000 250,000 2,500,000 2,800,000 - - Subtotal51,761,204$ 3,100,000$ 3,450,000$ 2,136,322$ 34,488,701$ 740,832$ 6,601,789$ 50,517,644$ 1,243,560$ -$ Total 118,183,883$ 9,780,007$ 22,169,251$ 7,492,162$ 40,354,650$ 14,791,830$ 12,068,899$ 106,656,799$ 6,766,391$ 8,407,355$ PUBLIC WORKS - WATER UTILITY (Cont.) [This page is intentionally blank.] 32 33 City of Boulder FUNDING BY PROJECT TYPE 2015-2020 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. 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. 34 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 $50,000 in total project cost, but do not have to be Projects result in a durable, long lasting asset, with a useful life of at least 15 years. Figure 2-3: 2015-2020 Funding by Project Type Other includes Capital Planning Studies and Transfers Funding by Type 0 10 20 30 40 50 60 70 80 90 2015 2016 2017 2018 2019 2020$ (Millions)New Capital Capital Enhancement Capital Maintenance Land and Asset Acquisition 35 Figure 2-4: 2015-2020 Funding by Project Type Excluding Utilities Funding by Type $- $10 $20 $30 $40 $50 $60 $70 2015 2016 2017 2018 2019 2020$ (Millions)New Capital Capital Enhancement Capital Maintenance Land and Asset Acquisition Other 36 Table 2-2: 2015-2020 Funding Summary By Project Type Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement166,101,300$ 27,243,577$ 24,201,821$ 11,187,135$ 20,245,265$ 18,354,538$ 27,705,727$ 128,938,063$ 11,184,757$ 23,566,521$ Capital Maintenance87,695,782 28,313,618 15,370,592 13,486,757 13,940,303 15,278,033 21,699,737 108,089,040 7,554,404 (1,290,000) Capital Planning Studies1,270,000 620,000 250,000 150,000 50,000 50,000 50,000 1,170,000 100,000 - Land and Asset Acquisition1,874,000 6,200,000 6,200,000 6,250,000 6,674,000 7,833,000 6,360,000 39,517,000 5,700,000 - New Capital55,694,431 7,125,000 9,925,000 8,113,322 39,488,701 5,990,832 11,351,789 81,994,644 2,419,787 (2,250,000) Transfer- 320,400 320,400 320,400 320,400 195,000 195,000 1,671,600 247,500 - Total 312,635,513$ 69,822,595$ 56,267,813$ 39,507,614$ 80,718,669$ 47,701,403$ 67,362,253$ 361,380,347$ 27,206,448$ 20,026,521$ SUMMARY OF ALL TYPES 37 [This page is intentionally blank.] 38 Table 2-2: 2015-2020 Funding Summary By Project Type (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded Amount28th St (Baseline to Iris)-$ 1,330,000$ 1,330,000$ -$ -$ -$ -$ 2,660,000$ -$ -$ ADA Compliance Improvements800,000 100,000 100,000 200,000 200,000 - - 600,000 200,000 - Artificial Turf Field Installation1,500,000 - 500,000 500,000 500,000 - - 1,500,000 - - Barker Dam and Reservoir498,560 378,560 - - - - - 378,560 120,000 - Barker Dam Outlet9,162,557 - 50,000 175,000 803,414 8,134,143 - 9,162,557 - - Bear Canyon Creek Flood Mitigation600,000 100,000 500,000 - - - - 600,000 - - Bear Canyon Road Flood Damage Repair and Mitigation150,000 150,000 - - - - - 150,000 - - Betasso Water Treatment Facility13,325,000 700,000 12,125,000 - - - - 12,825,000 500,000 - Bluebell and King's Gultch Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Boulder Creek Flood Mitigation5,600,000 500,000 2,500,000 2,500,000 - - - 5,500,000 100,000 - Boulder Junction - Junction Pl Enhancements (Goose Creek to Bluff)977,000 577,000 - - - - - 577,000 400,000 - Boulder Reservoir Water Treatment Facility - Funded164,000 - 164,000 - - - - 164,000 - - Coot Lake Restoration250,000 250,000 - - - - - 250,000 - - Devil's Thumb Security Fence50,000 50,000 - - - - - 50,000 - - East Boulder Community Center Renovation1,100,000 - - - 100,000 100,000 100,000 300,000 - 800,000 Emerald Ash Borer Response Measures890,000 230,000 220,000 220,000 220,000 - - 890,000 - - Flagstaff Summit Improvements250,000 250,000 - - - - - 250,000 - - Fourmile Canyon Creek Upland to Violet6,102,205 - 770,441 770,441 1,270,441 1,770,441 1,520,441 6,102,205 - - Goose Creek Sanitary Sew er Interceptor Rehabilitation2,019,578 - - - 25,000 647,590 1,346,988 2,019,578 - - Green Lake 2 Dam5,223,557 - - - - 75,000 468,051 543,051 - 4,680,506 Gregory Creek Flood Mitigation600,000 100,000 500,000 - - - - 600,000 - - Lakew ood Dam124,707 - - - 124,707 - - 124,707 - - Lakew ood Hydroelectric / Pressure Reducing Facility430,000 - 130,000 - - 300,000 - 430,000 - - Lighting Ordinance Implementation500,000 - 250,000 250,000 - - - 500,000 - - Local Drainage Improvements- 712,400 730,080 759,283 789,655 821,241 854,090 4,666,749 - - Marshall Landfill100,000 - 100,000 - - - - 100,000 - - Miscellaneous Development Coordination- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 - - North Boulder Recreation Center - Replace Solar Thermal System350,000 350,000 - - - - - 350,000 - - OSMP East Trail Study Area (ETSA)300,000 - - 50,000 50,000 200,000 200,000 500,000 - (200,000) OSMP North Trail Study Area (NTSA)- 50,000 100,000 200,000 100,000 50,000 50,000 550,000 100,000 (650,000) OSMP West Trail Study Area (WTSA)- - 550,000 450,000 600,000 50,000 50,000 1,700,000 1,119,486 (2,819,486) Outdoor Lighting Compliance Improvements200,000 10,000 190,000 - - - - 200,000 - - CAPITAL ENHANCEMENT 39 Table 2-2: 2015-2020 Funding Summary By Project Type (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountPearl Street Hydroelectric / Pressure Reducing Facility267,664 - - - 24,333 243,331 - 267,664 - - Playground and Park Irrigation System Renovation2,651,200 - 530,300 530,000 530,300 530,300 530,300 2,651,200 - - Recreation Center Enhancements1,680,000 280,000 280,000 280,000 280,000 280,000 280,000 1,680,000 Restoration of Riparian and Wetland Habitat - Gregory Canyon Creek and Fancier Ponds Flood Repair 59,000 59,000 - - - - - 59,000 - - Signal Maintenance and Upgrade- - - - 200,000 - - 200,000 200,000 - Skunk Creek Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - South Boulder Creek Flood Mitigation Phase I24,000,000 250,000 750,000 750,000 10,150,000 - - 11,900,000 300,000 11,800,000 Stazio Refurbish Restrooms and Concessions160,000 160,000 - - - - - 160,000 - - Stormw ater Quality Improvements- 156,000 162,000 169,000 175,500 182,500 190,000 1,035,000 104,000 - Sunshine Transmission Pipe2,000,000 1,000,000 - - - - - 1,000,000 1,000,000 - Tantra Shop Renovation300,000 - - - - 300,000 - 300,000 - - Tw omile Canyon Creek Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Upper Goose Creek Drainage17,905,163 175,000 750,000 750,000 750,000 1,000,000 1,165,547 4,590,547 - - Utility Billing Computer System Replacement455,000 200,000 - - - - 255,000 455,000 - - Visitor Infrastructure - System Wide- - 250,000 200,000 200,000 500,000 500,000 1,650,000 350,000 - Wastew ater Treatment Activated Sludge710,961 389,376 - 58,493 - - - 447,869 - - Wastew ater Treatment Facility Electrical1,420,000 - 120,000 1,200,000 - - - 1,320,000 100,000 - Wastew ater Treatment Facility Instrumentation/Control9,131,068 540,800 - 674,918 701,915 729,992 759,191 3,406,816 695,600 5,028,652 Wastew ater Treatment Facility Laboratory100,000 - 50,000 - - - - 50,000 50,000 - Wastew ater Treatment Facility Permit Improvements - Funded23,487,234 1,650,000 150,000 - 750,000 1,500,000 18,775,000 22,825,000 662,234 - Wastew ater Treatment Facility Pumps448,413 - 150,000 - - - - 150,000 298,413 - Water System Security Upgrades808,434 150,000 150,000 150,000 150,000 90,000 118,434 808,434 - - West Senior Center Major Maintenance & Rehab700,000 - - - - 700,000 - 700,000 - - Wittemyer Ponds - Funded5,519,534 - - - - 100,000 492,685 592,685 - 4,926,849 Wonderland Creek (28th) Kalmia to Winding Trail7,805,657 6,345,441 - - - - - 6,345,441 1,460,216 - Wonderland Creek Foothills to 30th13,424,808 10,000,000 - - - - - 10,000,000 3,424,808 - Total 166,101,300$ 27,243,577$ 24,201,821$ 11,187,135$ 20,245,265$ 18,354,538$ 27,705,727$ 128,938,063$ 11,184,757$ 23,566,521$ CAPITAL ENHANCEMENT (Cont.) 40 Table 2-2: 2015-2020 Funding Summary By Project Type (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountAgriculture Facilities Projects-$ 100,000$ 110,000$ 110,000$ 120,000$ 120,000$ 130,000$ 690,000$ -$ (690,000)$ Barker Gravity Pipeline Repair- 378,560 667,416 612,436 636,933 662,410 688,907 3,646,662 - - Barker-Kossler Penstock Repair116,986 - - 116,986 - - - 116,986 - - Betasso Hydroelectric / Pressure Reducing Facility250,000 - - - 250,000 - - 250,000 - - Betasso Storage Tank292,465 - - 292,465 - - - 292,465 - - Boulder Creek and South Boulder Creek Confidence Area Restoration Flood Repair 150,000 150,000 - - - - - 150,000 - - Boulder Museum of Contemporary Arts - Floor Replacement 90,000 90,000 - - - - - 90,000 - - CAGID Parking Garage Access Equipment 1,075,000 1,075,000 - - - - - 1,075,000 - - Collection System Monitoring100,000 - - - - - - - 100,000 - Condition Assessment Program5,173,721 780,000 811,200 843,648 877,394 912,490 948,989 5,173,721 - - Court Repairs and Renovation280,000 - - - 280,000 - - 280,000 - - Cultural Resource/Facility Restoration60,000 60,000 - - - - - 60,000 - - Data Backup and Disaster Recovery129,000 - - - 44,000 85,000 - 129,000 - - Deficient Street Light Pole Replacement1,280,823 321,000 265,000 265,000 - 121,000 121,000 1,093,000 187,823 - Downtown 14th Street Parking Lot Improvements- 25,000 25,000 25,000 25,000 25,000 25,000 150,000 - - Downtown Parking Garage Major Maintenance- 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 - - Downtown/Pearl St Mall Amenities Replacement- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - East Boulder Community Center - Replace Pool Air Handlers500,000 - 500,000 - - - - 500,000 - - End User Device Replacement- 458,000 458,000 458,000 458,000 458,000 458,000 2,748,000 458,000 - Farmer's Ditch108,160 - - - - 108,160 - 108,160 - - Fire Station #1 - Repair Concrete Floor in Vehicle Bays and Exterior Ramps150,000 150,000 - - - - - 150,000 - - Flatirons Golf Course Restroom and Path Repairs- - 200,000 - - - - 200,000 - (200,000) Goose Lake Dam20,000 20,000 - - - - - 20,000 - - Hartnagle House Restoration65,000 65,000 - - - - - 65,000 - - Historic Railroad Coach Restoration100,000 100,000 - - - - - 100,000 - - IBM Lift Station Improvements1,300,000 500,000 - - - - - 500,000 - 800,000 Kohler Storage Tank903,362 103,487 799,875 - - - - 903,362 - - Lakew ood Pipeline846,730 270,400 - - - 316,330 - 586,730 260,000 - Low er Big Bluestem Trail Flood Repair205,300 205,300 - - - - - 205,300 - - Major Capital Reconstruction- 800,000 800,000 800,000 800,000 800,000 800,000 4,800,000 - - Mapleton Ballfields, Renovate Concessions and Restrooms +100,000 100,000 - - - - - 100,000 - - CAPITAL MAINTENANCE 41 Table 2-2: 2015-2020 Funding Summary By Project Type (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountMartin Park Shelter Major Maintenance169,000 - - 169,000 - - - 169,000 - - Miscellaneous Facility DET Projects715,000 465,000 50,000 50,000 50,000 50,000 50,000 715,000 - - Miscellaneous Facility Maintenance Projects2,415,000 370,000 415,000 380,000 400,000 400,000 450,000 2,415,000 - - Miscellaneous Water Quality, Restoration and Trail Improvements - 50,000 50,000 50,000 50,000 50,000 50,000 300,000 50,000 - Network Hardw are Replacement 1,301,331 160,671 148,041 113,893 116,503 612,223 648,000 1,799,331 150,000 - North Boulder Park Shelter Repair120,000 - - 120,000 - - - 120,000 - - North Boulder Recreation Center Roof Replacement450,000 450,000 - - - - - 450,000 - - OSMP - Historical Structures & Trails - Stabilization and Restoration - - 355,300 355,300 355,300 355,300 355,300 1,776,500 686,000 - Parking Lot Repair860,000 - - - 220,000 420,000 220,000 860,000 - - Pearl Street Mall Irrigation System Replacement1,500,000 550,000 - - - - - 550,000 950,000 - Pedestrian Facilities - Repair, Replacement, ADA- 629,000 629,000 629,000 629,000 629,000 629,000 3,774,000 - - Pool Replastering230,000 75,000 - - - - - 75,000 155,000 - Records Management System950,000 850,000 100,000 - - - - 950,000 - - Rehabilitate Runway and Eastern Taxiway4,935,000 - - - 435,000 - 4,500,000 4,935,000 - - Replaster Pools +80,000 - 80,000 - - - - 80,000 - - Royal Arch Trail Flood Repair150,000 150,000 - - - - - 150,000 - - Sanitary Sew er Manhole Rehabilitation1,483,660 208,000 216,320 224,973 233,972 243,331 253,064 1,379,660 104,000 - Sanitary Sew er Rehabilitation28,235,650 12,777,000 2,758,080 2,868,403 2,983,139 3,102,465 3,226,563 27,715,650 520,000 - Security Administration77,450 11,500 54,000 - - 6,700 6,700 78,900 5,250 - Server Admin Hardware Repalcement767,000 615,000 10,500 - 81,000 35,000 740,000 1,481,500 25,500 - Silver Lake Dam75,000 75,000 - - - - - 75,000 - - Silver Lake Hydroelectric / PRV150,000 150,000 - - - - - 150,000 - - South Boulder Creek West Trail Flood Repair100,000 100,000 - - - - - 100,000 - - South Mesa Road and Shanahan Ridge Trail544,700 544,700 - - - - - 544,700 - - Stazio Tensile Canopy Covering Replacement132,000 - 132,000 - - - - 132,000 - - Storm Sewer Rehabilitation- 260,000 270,400 281,200 292,500 304,000 632,700 2,040,800 - - Sunshine Hydroelectric / Pressure Reducing Station271,875 - - 271,875 - - - 271,875 - - Transportation Coordination- 312,000 324,500 337,500 351,000 365,000 633,000 2,323,000 260,000 - Viele House Foundation Repair80,000 80,000 - - - - - 80,000 - - VoIP Telephone System Replacement633,000 - 133,000 - - 500,000 - 633,000 - Water Transmission Facilities (Zone 1)250,000 - - - 250,000 - - 250,000 - - Water Transmission Facilities (Zone 2)500,000 - - 250,000 - - 250,000 500,000 - - Water Transmission Facilities (Zone 3)250,000 - 1,200,000 - - 250,000 - 1,450,000 - (1,200,000) Waterline Replacement24,329,088 3,224,000 3,352,960 3,487,078 3,626,562 3,771,624 3,224,033 20,686,257 3,642,831 - Watershed Improvements260,000 80,000 80,000 - - - 100,000 260,000 - - Wastew ater Treatment Facility Cogeneration184,481 - - - - - 184,481 184,481 - - Wastew ater Treatment Facility Digester Complex2,200,000 - - - - 200,000 2,000,000 2,200,000 - - Total 87,695,782$ 28,313,618$ 15,370,592$ 13,486,757$ 13,940,303$ 15,278,033$ 21,699,737$ 108,089,040$ 7,554,404$ (1,290,000)$ CAPITAL MAINTENANCE (Cont.) 42 Table 2-2: 2015-2020 Funding Summary By Project Type (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountFacility Assessments300,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Parks and Recreation Planning, Design, and Construction Standards 100,000 100,000 - - - - - 100,000 - - Recreation Facility Strategic Plan150,000 150,000 - - - - - 150,000 - - Transportation Corridor Scoping and Prioritization - 30/Colorado 200,000 - 100,000 100,000 - - - 200,000 - - Transportation Corridor Scoping and Prioritization - Canyon Blvd 200,000 100,000 - - - - - 100,000 100,000 - Transportation Corridor Scoping and Prioritization - East Arapahoe 200,000 100,000 100,000 - - - - 200,000 - - Urban Forest Management Plan120,000 120,000 - - - - - 120,000 - - Total 1,270,000$ 620,000$ 250,000$ 150,000$ 50,000$ 50,000$ 50,000$ 1,170,000$ 100,000$ -$ CAPITAL PLANNING STUDIESEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountBoulder Junction Rail Plaza1,874,000$ -$ -$ -$ 374,000$ 1,500,000$ -$ 1,874,000$ -$ -$ Mineral Rights Acquisition- 100,000 100,000 100,000 100,000 100,000 100,000 600,000 100,000 - OSMP Real Estate Acquisition Program- 5,400,000 5,400,000 5,400,000 5,400,000 5,400,000 5,400,000 32,400,000 5,400,000 - Preflood Property Acquisition- 500,000 500,000 550,000 600,000 633,000 660,000 3,443,000 - - Water Rights Acquisition- 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 200,000 - Total 1,874,000$ 6,200,000$ 6,200,000$ 6,250,000$ 6,674,000$ 7,833,000$ 6,360,000$ 39,517,000$ 5,700,000$ -$ LAND AND ASSET ACQUISITION 43 Table 2-2: 2015-2020 Funding Summary By Project Type (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountAnnexation Related Water System Expansion5,000,000$ 2,500,000$ 2,500,000$ -$ -$ -$ -$ 5,000,000$ -$ -$ Barker Dam Hydroelectric4,542,621 - - - 50,000 390,832 4,101,789 4,542,621 - - Bikew ay Facilities - Enhancements- 225,000 225,000 225,000 225,000 225,000 225,000 1,350,000 - - Boulder Junction - Development Coordination825,000 75,000 75,000 75,000 - - - 225,000 450,000 150,000 Boulder Junction - Traffic Signal at Bluff Street and 30th Street 228,000 - - 228,000 - - - 228,000 - - Boulder Junction - Traffic Signal at Junction Place and Valmont 304,000 - - 304,000 - - - 304,000 - - Boulder Junction Pocket Park1,926,227 - 750,000 350,000 350,000 - - 1,450,000 476,227 - Carter Lake Hydroelectric2,800,000 - - - 50,000 250,000 2,500,000 2,800,000 - - NCWCD Conveyance - Carter Lake Pipeline38,918,583 500,000 850,000 2,036,322 34,288,701 - - 37,675,023 1,243,560 - Pedestrian Facilities Enhancements-Missing Links, Crossing Treatments- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Source Water Monitoring500,000 100,000 100,000 100,000 100,000 100,000 - 500,000 - - South Boulder Creek at Greenbelt Meadow s150,000 150,000 - - - - - 150,000 - - South Boulder Creek Instream Flow- 150,000 2,000,000 - - - - 2,150,000 250,000 (2,400,000) TIP Local Match/TMP Implementation- 3,300,000 3,300,000 4,200,000 4,000,000 4,000,000 4,000,000 22,800,000 - - TIP Local Match/TMP Implementation II- - - 470,000 300,000 400,000 400,000 1,570,000 - - Violet Park500,000 - - - - 500,000 - 500,000 - - Total 55,694,431$ 7,125,000$ 9,925,000$ 8,113,322$ 39,488,701$ 5,990,832$ 11,351,789$ 81,994,644$ 2,419,787$ (2,250,000)$ NEW CAPITALEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountTributary Greenways Program - Lottery-$ 125,400$ 125,400$ 125,400$ 125,400$ -$ -$ 501,600$ 150,000$ -$ Tributary Greenways Program - Stormw ater & Flood- 97,500 97,500 97,500 97,500 97,500 97,500 585,000 - - Tributary Greenways Program - Transportation - Transfer- 97,500 97,500 97,500 97,500 97,500 97,500 585,000 97,500 - Total-$ 320,400$ 320,400$ 320,400$ 320,400$ 195,000$ 195,000$ 1,671,600$ 247,500$ -$ TRANSFER [This page is intentionally blank.] 44 45 City of Boulder FUNDING BY FUND 2015-2020 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 2015 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 Utility Funds are the largest contributors to the city’s 2015-2020 CIP. Figure 2-5 shows the distribution of six year funding by fund. 46 Funding by Fund Figure 2-5: 2015-2020 Funding by Fund Other includes the General Fund, .25 Cent Sales Tax Fund, Capital Development Fund, Airport Fund, Greenways Program, Downtown Commercial Fund, Transportation Development Fund, Lottery Fund, Computer Replacement Fund, and Telecommunications Fund. $- $10 $20 $30 $40 $50 $60 $70 $80 $90 2015 2016 2017 2018 2019 2020$ (Millions)Water Utility Fund Stormwater Utility Fund Wastewater Utility Fund Open Space Fund Transportation Fund Boulder Junction Improvement Fund Permanent Parks and Recreation Fund Facility Renovation and Replacement Fund Other 47 Table 2-3: 2015-2020 Funding Summary by Fund Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded Amount.25 Cent Sales Tax Fund2,850,000$ 750,000$ 700,000$ 700,000$ 700,000$ -$ -$ 2,850,000$ 200,000$ (200,000)$ Airport Fund4,935,000 - - - 435,000 - 4,500,000 4,935,000 - - Boulder Junction Improvement Fund6,134,227 652,000 825,000 957,000 724,000 1,500,000 - 4,658,000 1,326,227 150,000.00 Capital Development Fund420,350 170,350 50,000 50,000 50,000 50,000 50,000 420,350 - - Computer Replacement Fund2,274,781 1,245,171 670,541 571,893 699,503 1,196,923 1,852,700 6,236,731 638,750 - Dow ntow n Commercial District Fund1,075,000 1,475,000 400,000 400,000 400,000 400,000 400,000 3,475,000 - - Facility Renovation and Replacement Fund7,316,000 1,730,000 1,367,000 719,000 550,000 1,550,000 600,000 6,516,000 - 800,000 General Fund1,244,650 1,144,650 100,000 - - - - 1,244,650 - - Greenw ays27,332,670 320,441 320,441 320,441 320,441 320,441 320,441 1,922,646 736,716 - Lottery Fund1,706,500 680,700 711,000 710,700 711,000 585,600 585,600 3,984,600 836,000 - Open Space Fund1,908,700 7,608,700 8,710,000 6,710,000 6,770,000 6,620,000 6,630,000 43,048,700 7,519,486 (6,759,486) Permanent Parks and Recreation Fund7,910,000 1,005,000 1,150,000 1,050,000 1,300,000 1,500,000 800,000 6,805,000 1,105,000 - Stormw ater Utility Fund50,620,163 19,287,900 7,584,480 6,994,483 15,706,155 4,903,241 5,547,837 60,024,096 4,962,308 11,800,000 Telecommunications Fund633,000 - 133,000 - - 500,000 - 633,000 - - Transportation Fund1,880,823 6,557,500 6,501,500 6,441,500 5,876,500 5,997,500 5,997,500 37,372,000 385,323 - Transportation Development Fund- 520,000 520,000 520,000 550,000 450,000 450,000 3,010,000 200,000 - Wastew ater Utility Fund76,209,766 16,895,176 4,355,600 5,870,435 5,571,420 7,335,868 27,559,276 67,587,775 2,530,247 5,828,652 Water Utility Fund118,183,883 9,780,007 22,169,251 7,492,162 40,354,650 14,791,830 12,068,899 106,656,799 6,766,391 8,407,355 Total 312,635,513$ 69,822,595$ 56,267,813$ 39,507,614$ 80,718,669$ 47,701,403$ 67,362,253$ 361,380,347$ 27,206,448$ 20,026,521$ 2015 - 2020 CAPITAL IMROVEMENTS PROGRAM - BY FUND 48 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementRec Center Enhancements .25460,000$ -$ 180,000$ 280,000$ -$ -$ -$ 460,000$ -$ -$ ADA Compliance Improvements800,000 100,000 100,000 200,000 200,000 - - 600,000 200,000 - Coot Lake Restoration50,000 50,000 - - - - - 50,000 - - Emeral Ash Borer Response Measures890,000 230,000 220,000 220,000 220,000 - - 890,000 - - Subtotal2,200,000$ 380,000$ 500,000$ 700,000$ 420,000$ -$ -$ 2,000,000$ 200,000$ -$ Capital MaintenanceHistoric Railroad Coach Restoration100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Flatirons Golf Course Restroom and Path Repairs- - 200,000 - - - - 200,000 - (200,000) Court Repairs and Renovation280,000 - - - 280,000 - - 280,000 - - Subtotal380,000$ 100,000$ 200,000$ -$ 280,000$ -$ -$ 580,000$ -$ (200,000)$ Capital Planning StudiesRecreation Facility Strategic Plan150,000 150,000 - - - - - 150,000 - - Urban Forest Management Plan120,000 120,000 - - - - - 120,000 - - Subtotal270,000$ 270,000$ -$ -$ -$ -$ -$ 270,000$ -$ -$ Total 2,850,000$ 750,000$ 700,000$ 700,000$ 700,000$ -$ -$ 2,850,000$ 200,000$ (200,000)$ .25 CENT SALES TAX FUNDEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRehabilitate Runway and Eastern Taxiway4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000$ -$ -$ Subtotal4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000$ -$ -$ Total 4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000$ -$ -$ AIRPORT FUND 49 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBoulder Junction - Junction Pl Enhancements (Goose Creek to Bluff)977,000$ 577,000$ -$ -$ -$ -$ -$ 577,000$ 400,000$ -$ Subtotal977,000$ 577,000$ -$ -$ -$ -$ -$ 577,000$ 400,000$ -$ Land and Asset AcquisitionBoulder Junction Rail Plaza1,874,000$ -$ -$ -$ 374,000$ 1,500,000$ -$ 1,874,000$ -$ -$ Subtotal1,874,000$ -$ -$ -$ 374,000$ 1,500,000$ -$ 1,874,000$ -$ -$ New Capital ProjectBoulder Junction - Development Coordination825,000$ 75,000$ 75,000$ 75,000$ -$ -$ -$ 225,000$ 450,000$ 150,000$ Boulder Junction Pocket Park1,926,227 - 750,000 350,000 350,000 - - 1,450,000 476,227 - Boulder Junction - Traffic Signal at Bluff Street and 30th Street228,000 - - 228,000 - - - 228,000 - - Boulder Junction - Traffic Signal at Junction Place and Valmont304,000 - - 304,000 - - - 304,000 - - Subtotal3,283,227$ 75,000$ 825,000$ 957,000$ 350,000$ -$ -$ 2,207,000$ 926,227$ 150,000$ Total 6,134,227$ 652,000$ 825,000$ 957,000$ 724,000$ 1,500,000$ -$ 4,658,000$ 1,326,227$ 150,000$ BOULDER JUNCTION IMPROVEMENT FUNDEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceMiscellaneous Facility DET Projects420,350$ 170,350$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 420,350$ -$ -$ Subtotal420,350$ 170,350$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 420,350$ -$ -$ Total 420,350$ 170,350$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 420,350$ -$ -$ CAPITAL DEVELOPMENT FUND 50 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceEnd User Device Replacement-$ 458,000$ 458,000$ 458,000$ 458,000$ 458,000$ 458,000$ 2,748,000$ 458,000$ -$ Netw ork Hardw are Replacement1,301,331 160,671 148,041 113,893 116,503 612,223 648,000 1,799,331 150,000 - Security Administration77,450 11,500 54,000 - - 6,700 6,700 78,900 5,250 - Server Admin Hardware Repalcement767,000 615,000 10,500 - 81,000 35,000 740,000 1,481,500 25,500 - Data Backup and Disaster Recovery129,000 - - - 44,000 85,000 - 129,000 - - Subtotal2,274,781$ 1,245,171$ 670,541$ 571,893$ 699,503$ 1,196,923$ 1,852,700$ 6,236,731$ 638,750$ -$ Total 2,274,781$ 1,245,171$ 670,541$ 571,893$ 699,503$ 1,196,923$ 1,852,700$ 6,236,731$ 638,750$ -$ COMPUTER REPLACEMENT FUNDEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceCAGID Parking Garage Access Equipment1,075,000$ 1,075,000$ -$ -$ -$ -$ -$ 1,075,000$ -$ -$ Dow ntown 14th Street Parking Lot Improvements- 25,000 25,000 25,000 25,000 25,000 25,000 150,000 - - Dow ntown Parking Garage Major Maintenance- 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 - - Dow ntown/Pearl St Mall Amenities Replacement- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Subtotal1,075,000$ 1,475,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 3,475,000$ -$ -$ Total 1,075,000$ 1,475,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 3,475,000$ -$ -$ DOWNTOWN COMMERCIAL DISTRICT FUND 51 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementNorth Boulder Recreation Center - Replace Solar Thermal System 350,000$ 350,000$ -$ -$ -$ -$ -$ 350,000$ -$ -$ Outdoor Lighting Compliance Improvements200,000 10,000 190,000 - - - - 200,000 - - Stazio Refurbish Restrooms and Concessions160,000 160,000 - - - - - 160,000 - - East Boulder Community Center Renovation1,100,000 - - - 100,000 100,000 100,000 300,000 - 800,000 Tantra Shop Renovation300,000 - - - - 300,000 - 300,000 - - West Senior Center Major Maintenance & Rehab700,000 - - - - 700,000 - 700,000 - - Subtotal2,810,000$ 520,000$ 190,000$ -$ 100,000$ 1,100,000$ 100,000$ 2,010,000$ -$ 800,000$ Capital MaintenanceBoulder Museum of Contemporary Arts - Floor Replacement 90,000$ 90,000$ -$ -$ -$ -$ -$ 90,000$ -$ -$ Fire Station #1 - Repair Concrete Floor in Vehicle Bays and Exterior Ramps 150,000 150,000 - - - - - 150,000 - - Mapleton Ballfields, Renovate Concessions and Restrooms +100,000 100,000 - - - - - 100,000 - - Miscellaneous Facility Maintenance Projects2,415,000 370,000 415,000 380,000 400,000 400,000 450,000 2,415,000 - - North Boulder Recreation Center Roof Replacement450,000 450,000 - - - - - 450,000 - - East Boulder Community Center - Replace Pool Air Handlers500,000 - 500,000 - - - - 500,000 - - Replaster Pools +80,000 - 80,000 - - - - 80,000 - - Stazio Tensile Canopy Covering Replacement132,000 - 132,000 - - - - 132,000 - - Martin Park Shelter Major Maintenance169,000 - - 169,000 - - - 169,000 - - North Boulder Park Shelter Repair120,000 - - 120,000 - - - 120,000 - - Subtotal4,206,000$ 1,160,000$ 1,127,000$ 669,000$ 400,000$ 400,000$ 450,000$ 4,206,000$ -$ -$ Capital Planning StudiesFacility Assessments300,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Subtotal300,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Total 7,316,000$ 1,730,000$ 1,367,000$ 719,000$ 550,000$ 1,550,000$ 600,000$ 6,516,000$ -$ 800,000$ FACILITY RENOVATION AND REPLACEMENT FUND 52 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementWonderland Creek (28th) Kalmia to Winding Trail7,805,657$ 270,441$ -$ -$ -$ -$ -$ 270,441$ 295,000$ -$ Fourmile Canyon Creek Upland to Violet6,102,205 - 270,441 270,441 270,441 270,441 270,441 1,352,205 - - Wonderland Creek Foothills to 30th13,424,808 - - - - - - - 391,716 - Subtotal27,332,670$ 270,441$ 270,441$ 270,441$ 270,441$ 270,441$ 270,441$ 1,622,646$ 686,716$ -$ Capital MaintenanceMiscellaneous Water Quality, Restoration and Trail Improvements -$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 50,000$ -$ Subtotal-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 50,000$ -$ Total 27,332,670$ 320,441$ 320,441$ 320,441$ 320,441$ 320,441$ 320,441$ 1,922,646$ 736,716$ -$ GREENWAYS PROGRAMEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRecords Management System950,000$ 850,000$ 100,000$ -$ -$ -$ -$ 950,000$ -$ -$ Miscellaneous Facility DET Projects294,650 294,650 - - - - - 294,650 - - Subtotal1,244,650$ 1,144,650$ 100,000$ -$ -$ -$ -$ 1,244,650$ -$ -$ Total 1,244,650$ 1,144,650$ 100,000$ -$ -$ -$ -$ 1,244,650$ -$ -$ GENERAL FUND 53 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBear Canyon Road Flood Damage Repair and Mitigation150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ Coot Lake Restoration200,000 200,000 - - - - - 200,000 - - Playground and Park Irrigation System Renovation - Lottery 1,151,200 - 230,300 230,000 230,300 230,300 230,300 1,151,200 - - Subtotal1,501,200$ 350,000$ 230,300$ 230,000$ 230,300$ 230,300$ 230,300$ 1,501,200$ -$ -$ Capital MaintenanceLower Big Bluestem Trail Flood Repair205,300$ 205,300$ -$ -$ -$ -$ -$ 205,300$ -$ -$ OSMP - Historical Structures & Trails - Stabilization and Restoration - - 355,300 355,300 355,300 355,300 355,300 1,776,500 686,000 - Subtotal205,300$ 205,300$ 355,300$ 355,300$ 355,300$ 355,300$ 355,300$ 1,981,800$ 686,000$ -$ TransferTributary Greenw ays Program - Lottery-$ 125,400$ 125,400$ 125,400$ 125,400$ -$ -$ 501,600$ 150,000$ -$ Subtotal-$ 125,400$ 125,400$ 125,400$ 125,400$ -$ -$ 501,600$ 150,000$ -$ Total 1,706,500$ 680,700$ 711,000$ 710,700$ 711,000$ 585,600$ 585,600$ 3,984,600$ 836,000$ -$ LOTTERY FUND 54 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementFlagstaff Summit Improvements250,000$ 250,000$ -$ -$ -$ -$ -$ 250,000$ -$ -$ OSMP North Trail Study Area (NTSA)- 50,000 100,000 200,000 100,000 50,000 50,000 550,000 100,000 (650,000) Restoration of Riparian and Wetland Habitat - Gregory canyon Creek and Fancier Ponds Flood Repair59,000 59,000 - - - - - 59,000 - - OSMP West Trail Study Area (WTSA)- - 550,000 450,000 600,000 50,000 50,000 1,700,000 1,119,486 (2,819,486) Visitor Infrastructure - System Wide- - 250,000 200,000 200,000 500,000 500,000 1,650,000 350,000 - OSMP East Trail Study Area (ETSA)300,000 - - 50,000 50,000 200,000 200,000 500,000 - (200,000) Subtotal609,000$ 359,000$ 900,000$ 900,000$ 950,000$ 800,000$ 800,000$ 4,709,000$ 1,569,486$ (3,669,486)$ Capital MaintenanceAgriculture Facilities Projects-$ 100,000$ 110,000$ 110,000$ 120,000$ 120,000$ 130,000$ 690,000$ -$ (690,000)$ Boulder Creek and South Boulder Creek Confidence Area Restoration Flood Repair150,000 150,000 - - - - - 150,000 - - Cultural Resource/Facility Restoration60,000 60,000 - - - - - 60,000 - - Hartnagle House Restoration65,000 65,000 - - - - - 65,000 - - Royal Arch Trail Flood Repair150,000 150,000 - - - - - 150,000 - - South Boulder Creek West Trail Flood Repair100,000 100,000 - - - - - 100,000 - - South Mesa Road and Shanahan Ridge Trail544,700 544,700 - - - - - 544,700 - - Viele House Foundation Repair80,000 80,000 - - - - - 80,000 - - Subtotal1,149,700$ 1,249,700$ 110,000$ 110,000$ 120,000$ 120,000$ 130,000$ 1,839,700$ -$ (690,000)$ Land and Asset AcquisitionMineral Rights Acquisition-$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ 100,000$ -$ OSMP Real Estate Acquisition Program- 5,400,000 5,400,000 5,400,000 5,400,000 5,400,000 5,400,000 32,400,000 5,400,000 - Water Rights Acquisition- 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 200,000 - Subtotal-$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 34,200,000$ 5,700,000$ -$ New Capital ProjectSouth Boulder Creek at Greenbelt Meadows150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ South Boulder Creek Instream Flow- 150,000 2,000,000 - - - - 2,150,000 250,000 (2,400,000) Subtotal150,000$ 300,000$ 2,000,000$ -$ -$ -$ -$ 2,300,000$ 250,000$ (2,400,000)$ Total 1,908,700$ 7,608,700$ 8,710,000$ 6,710,000$ 6,770,000$ 6,620,000$ 6,630,000$ 43,048,700$ 7,519,486$ (6,759,486)$ OPEN SPACE FUND 55 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementRecreation Center Enhancements1,220,000$ 280,000$ 100,000$ -$ 280,000$ 280,000$ 280,000$ 1,220,000$ Artificial Turf Field Installation1,500,000 - 500,000 500,000 500,000 - - 1,500,000 - - Lighting Ordinance Implementation500,000 - 250,000 250,000 - - - 500,000 - - Playground and Park Irrigation System Renovation1,500,000 - 300,000 300,000 300,000 300,000 300,000 1,500,000 - - Subtotal4,720,000$ 280,000$ 1,150,000$ 1,050,000$ 1,080,000$ 580,000$ 580,000$ 4,720,000$ -$ -$ Capital MaintenancePearl Street Mall Irrigation System Replacement 1,500,000$ 550,000$ -$ -$ -$ -$ -$ 550,000$ 950,000$ -$ Pool Replastering 230,000 75,000 - - - - - 75,000 155,000 - Parking Lot Repair860,000 - - - 220,000 420,000 220,000 860,000 - - Subtotal2,590,000$ 625,000$ -$ -$ 220,000$ 420,000$ 220,000$ 1,485,000$ 1,105,000$ -$ Capital Planning StudiesParks and Recreation Planning, Design, and Construction Standards100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Subtotal100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ New Capital ProjectViolet Park500,000$ -$ -$ -$ -$ 500,000$ -$ 500,000$ -$ -$ Subtotal500,000$ -$ -$ -$ -$ 500,000$ -$ 500,000$ -$ -$ Total 7,910,000$ 1,005,000$ 1,150,000$ 1,050,000$ 1,300,000$ 1,500,000$ 800,000$ 6,805,000$ 1,105,000$ -$ PERMANENT PARKS AND RECREATION FUND 56 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementLocal Drainage Improvements-$ 712,400$ 730,080$ 759,283$ 789,655$ 821,241$ 854,090$ 4,666,749 -$ -$ Bear Canyon Creek Flood Mitigation600,000 100,000 500,000 - - - - 600,000 - - Boulder Creek Flood mitigation5,600,000 500,000 2,500,000 2,500,000 - - - 5,500,000 100,000 - Gregory Creek Flood Mitigation600,000 100,000 500,000 - - - - 600,000 - - South Boulder Creek Flood Mitigation Phase I24,000,000 250,000 750,000 750,000 10,150,000 - - 11,900,000 300,000 11,800,000 Stormw ater Quality Improvements- 156,000 162,000 169,000 175,500 182,500 190,000 1,035,000 104,000 - Upper Goose Creek Drainage17,905,163 175,000 750,000 750,000 750,000 1,000,000 1,165,547 4,590,547 - - Utility Billing Computer System Replacement115,000 50,000 - - - - 65,000 115,000 - - Wonderland Creek - Foothills to 30th Street- 10,000,000 - - - - - 10,000,000 3,033,092 - Wonderland Creek at 28th Street- 6,075,000 - - - - - 6,075,000 1,165,216 - Fourmile Canyon Creek - Upland to Violet- - 500,000 500,000 1,000,000 1,500,000 1,250,000 4,750,000 - - Bluebell and King's Gultch Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Skunk Creek Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Twomile Canyon Creek Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Subtotal50,620,163$ 18,118,400$ 6,392,080$ 5,728,283$ 14,365,155$ 3,503,741$ 3,524,637$ 51,632,296$ 4,702,308$ 11,800,000$ Capital MaintenanceStorm Sew er Rehabilitation-$ 260,000$ 270,400$ 281,200$ 292,500$ 304,000$ 632,700$ 2,040,800$ -$ -$ Transportation Coordination- 312,000 324,500 337,500 351,000 365,000 633,000 2,323,000 260,000 - Subtotal-$ 572,000$ 594,900$ 618,700$ 643,500$ 669,000$ 1,265,700$ 4,363,800$ 260,000$ -$ Land and Asset AcquisitionPreflood Property Acquisition-$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 660,000$ 3,443,000$ -$ Subtotal-$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 660,000$ 3,443,000$ -$ -$ TransferTributary Greenw ays Program - Stormw ater & Flood-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ -$ -$ Subtotal-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ -$ -$ Total 50,620,163$ 19,287,900$ 7,584,480$ 6,994,483$ 15,706,155$ 4,903,241$ 5,547,837$ 60,024,096$ 4,962,308$ 11,800,000$ STORMWATER AND FLOOD MANAGEMENT UTILITY FUND 57 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceVoIP Telephone System Replacement633,000$ -$ 133,000$ -$ -$ 500,000$ -$ 633,000$ -$ Subtotal633,000$ -$ 133,000$ -$ -$ 500,000$ -$ 633,000$ -$ -$ Total633,000$ -$ 133,000$ -$ -$ 500,000$ -$ 633,000$ -$ -$ TELECOMMUNICATIONS FUNDEstimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement28th St (Baseline to Iris) II-$ 470,000$ 470,000$ -$ -$ -$ -$ 940,000$ -$ -$ Miscellaneous Development Coordination- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 - - Signal Maintenance and Upgrade- - - - 200,000 - - 200,000 200,000 - Subtotal-$ 520,000$ 520,000$ 50,000$ 250,000$ 50,000$ 50,000$ 1,440,000$ 200,000$ -$ New Capital ProjectTIP Local Match/TMP Implementation II-$ -$ -$ 470,000$ 300,000$ 400,000$ 400,000$ 1,570,000$ -$ -$ Subtotal-$ -$ -$ 470,000$ 300,000$ 400,000$ 400,000$ 1,570,000$ -$ -$ Total-$ 520,000$ 520,000$ 520,000$ 550,000$ 450,000$ 450,000$ 3,010,000$ 200,000$ -$ TRANSPORTATION DEVELOPMENT FUND 58 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement28th St (Baseline to Iris)-$ 860,000$ 860,000$ -$ -$ -$ -$ 1,720,000$ -$ -$ Subtotal-$ 860,000$ 860,000$ -$ -$ -$ -$ 1,720,000$ -$ -$ Capital MaintenanceDeficient Street Light Pole Replacement1,280,823$ 321,000$ 265,000$ 265,000$ -$ 121,000$ 121,000$ 1,093,000 187,823$ -$ Major Capital Reconstruction- 800,000 800,000 800,000 800,000 800,000 800,000 4,800,000 - - Pedestrian Facilities - Repair, Replacement, ADA- 629,000 629,000 629,000 629,000 629,000 629,000 3,774,000 - - Subtotal1,280,823$ 1,750,000$ 1,694,000$ 1,694,000$ 1,429,000$ 1,550,000$ 1,550,000$ 9,667,000$ 187,823$ -$ Capital Planning StudiesTransportation Corridor Scoping and Prioritization - Canyon Blvd200,000$ 100,000$ -$ -$ -$ -$ -$ 100,000 100,000$ -$ Transportation Corridor Scoping and Prioritization - East Arapahoe200,000$ 100,000 100,000 - - - - 200,000 - - Transportation Corridor Scoping and Prioritization - Lottery200,000$ - 100,000 100,000 - - - 200,000 - - Subtotal600,000$ 200,000$ 200,000$ 100,000$ -$ -$ -$ 500,000$ 100,000$ -$ New Capital ProjectBikeway Facilities - Enhancements-$ 225,000$ 225,000$ 225,000$ 225,000$ 225,000$ 225,000$ 1,350,000$ -$ -$ Pedestrian Facilities Enhancements-Missing Links, Crossing Treatments- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - TIP Local Match/TMP Implementation- 3,300,000 3,300,000 4,200,000 4,000,000 4,000,000 4,000,000 22,800,000 - - Subtotal-$ 3,650,000$ 3,650,000$ 4,550,000$ 4,350,000$ 4,350,000$ 4,350,000$ 24,900,000$ -$ -$ TransferTributary Greenw ays Program - Transportation - Transfer-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ 97,500$ -$ Subtotal-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ 97,500$ -$ Total 1,880,823$ 6,557,500$ 6,501,500$ 6,441,500$ 5,876,500$ 5,997,500$ 5,997,500$ 37,372,000$ 385,323$ -$ TRANSPORTATION FUND 59 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementUtility Billing Computer System Replacement115,000$ 50,000$ -$ -$ -$ -$ 65,000$ 115,000$ -$ -$ Wastewater Treatment Activated Sludge710,961 389,376 - 58,493 - - - 447,869 - - Wastewater Treatment Facility Instrumentation/Control9,131,068 540,800 - 674,918 701,915 729,992 759,191 3,406,816 695,600 5,028,652 Wastewater Treatment Facility Permit Improvements - Funded 23,487,234 1,650,000 150,000 - 750,000 1,500,000 18,775,000 22,825,000 662,234 - Marshall Landfill100,000 - 100,000 - - - - 100,000 - - Wastewater Treatment Facility Electrical1,420,000 - 120,000 1,200,000 - - - 1,320,000 100,000 - Wastewater Treatment Facility Laboratory100,000 - 50,000 - - - - 50,000 50,000 - Wastewater Treatment Facility Pumps448,413 - 150,000 - - - - 150,000 298,413 - Goose Creek Sanitary Sew er Interceptor Rehabilitation2,019,578 - - - 25,000 647,590 1,346,988 2,019,578 - - Subtotal37,532,254$ 2,630,176$ 570,000$ 1,933,411$ 1,476,915$ 2,877,582$ 20,946,179$ 30,434,263$ 1,806,247$ 5,028,652$ Capital MaintenanceCondition Assessment Program5,173,721$ 780,000$ 811,200$ 843,648$ 877,394$ 912,490$ 948,989$ 5,173,721$ -$ -$ IBM Lift Station Improvements1,300,000 500,000 - - - - - 500,000 - 800,000 Sanitary Sew er Manhole Rehabilitation1,483,660 208,000 216,320 224,973 233,972 243,331 253,064 1,379,660 104,000 - Sanitary Sew er Rehabilitation28,235,650 12,777,000 2,758,080 2,868,403 2,983,139 3,102,465 3,226,563 27,715,650 520,000 - Collection System Monitoring100,000 - - - - - - - 100,000 - Wastewater Treatment Facility Digester Complex2,200,000 - - - - 200,000 2,000,000 2,200,000 - - Wastewater Treatment Facility Cogeneration184,481 - - - - - 184,481 184,481 - - Subtotal38,677,512$ 14,265,000$ 3,785,600$ 3,937,024$ 4,094,505$ 4,458,286$ 6,613,097$ 37,153,512$ 724,000$ 800,000$ Total 76,209,766$ 16,895,176$ 4,355,600$ 5,870,435$ 5,571,420$ 7,335,868$ 27,559,276$ 67,587,775$ 2,530,247$ 5,828,652$ WASTEWATER UTILITY FUND 60 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBarker Dam and Reservoir498,560$ 378,560$ -$ -$ -$ -$ -$ 378,560$ 120,000$ -$ Betasso Water Treatment Facility13,325,000 700,000 12,125,000 - - - - 12,825,000 500,000 - Devil's Thumb Security Fence50,000 50,000 - - - - - 50,000 - - Sunshine Transmission Pipe2,000,000 1,000,000 - - - - - 1,000,000 1,000,000 - Water System Security Upgrades808,434 150,000 150,000 150,000 150,000 90,000 118,434 808,434 - - Barker Dam Outlet9,162,557 - 50,000 175,000 803,414 8,134,143 - 9,162,557 - - Boulder Reservoir Water Treatment Facility - Funded164,000 - 164,000 - - - - 164,000 - - Lakewood Hydroelectric / Pressure Reducing Facility430,000 - 130,000 - - 300,000 - 430,000 - - Utility Billing Computer System Replacement225,000 100,000 - - - - 125,000 225,000 - - Lakewood Dam124,707 - - - 124,707 - - 124,707 - - Pearl Street Hydroelectric / Pressure Reducing Facility267,664 - - - 24,333 243,331 - 267,664 - - Green Lake 2 Dam5,223,557 - - - - 75,000 468,051 543,051 - 4,680,506 Wittemyer Ponds - Funded5,519,534 - - - - 100,000 492,685 592,685 - 4,926,849 Subtotal37,799,013$ 2,378,560$ 12,619,000$ 325,000$ 1,102,454$ 8,942,474$ 1,204,170$ 26,571,658$ 1,620,000$ 9,607,355$ Capital MaintenanceBarker Gravity Pipeline Repair-$ 378,560$ 667,416$ 612,436$ 636,933$ 662,410$ 688,907$ 3,646,662$ -$ -$ Goose Lake Dam20,000 20,000 - - - - - 20,000 - - Kohler Storage Tank903,362 103,487 799,875 - - - - 903,362 - - Lakewood Pipeline846,730 270,400 - - - 316,330 - 586,730 260,000 - Silver Lake Dam75,000 75,000 - - - - - 75,000 - - Silver Lake Hydroelectric / PRV150,000 150,000 - - - - - 150,000 - - Waterline Replacement24,329,088 3,224,000 3,352,960 3,487,078 3,626,562 3,771,624 3,224,033 20,686,257 3,642,831 - Watershed Improvements260,000 80,000 80,000 - - - 100,000 260,000 - - Water Transmission Facilities (Zone 3)250,000 - 1,200,000 - - 250,000 - 1,450,000 - (1,200,000) Barker-Kossler Penstock Repair116,986 - - 116,986 - - - 116,986 - - Betasso Storage Tank292,465 - - 292,465 - - - 292,465 - - Sunshine Hydroelectric / Pressure Reducing Station271,875 - - 271,875 - - - 271,875 - - Water Transmission Facilities (Zone 2)500,000 - - 250,000 - - 250,000 500,000 - - Betasso Hydroelectric / Pressure Reducing Facility250,000 - - - 250,000 - - 250,000 - - Water Transmission Facilities (Zone 1)250,000 - - - 250,000 - - 250,000 - - Farmer's Ditch108,160 - - - - 108,160 - 108,160 - - Subtotal28,623,666$ 4,301,447$ 6,100,251$ 5,030,840$ 4,763,495$ 5,108,524$ 4,262,940$ 29,567,497$ 3,902,831$ (1,200,000)$ WATER UTILITY FUND 61 Table 2-3: 2015-2020 Funding Summary by Fund (Cont.) New Capital ProjectAnnexation Related Water System Expansion5,000,000$ 2,500,000$ 2,500,000$ -$ -$ -$ -$ 5,000,000$ -$ -$ NCWCD Conveyance - Carter Lake Pipeline38,918,583 500,000 850,000 2,036,322 34,288,701 - - 37,675,023 1,243,560 - Barker Dam Hydroelectric4,542,621 - - - 50,000 390,832 4,101,789 4,542,621 - - Source Water Monitoring500,000 100,000 100,000 100,000 100,000 100,000 - 500,000 - - Carter Lake Hydroelectric2,800,000 - - - 50,000 250,000 2,500,000 2,800,000 - - Subtotal51,761,204$ 3,100,000$ 3,450,000$ 2,136,322$ 34,488,701$ 740,832$ 6,601,789$ 50,517,644$ 1,243,560$ -$ Total 118,183,883$ 9,780,007$ 22,169,251$ 7,492,162$ 40,354,650$ 14,791,830$ 12,068,899$ 106,656,799$ 6,766,391$ 8,407,355$ WATER UTILITY FUND (Cont.) [This page is intentionally blank.] 62 63 City of Boulder SPECIAL HIGHLIGHT ON SEPTEMBER 2013 FLOOD 2015-2020 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 have been restored. 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 resiliency of the Boulder community. Damages to city infrastructure are currently estimated at approximately $27 million dollars, although that number may change as assessments and refinements occur. This includes damage to more than:  50 city buildings/facilities; water, sewer, and stormwater infrastructure;  3 treatment facilities;  47 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 330 flood related capital projects. As of July 1, 2014, the city is 64 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 agencies (e.g.: Federal Highway Administration, 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 18 months of the disaster declaration. Eligible costs are uncertain and are currently estimated to be 80-90 percent of actual costs. The timing of the reimbursement is unknown and may occur over a period of 1-3 years. September 2013 Flood Figure 3-1: Flood Costs by Department 65 Additional detail of the impacts of the flood is described in each department overview, 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 3-2: Sources of Funding [This page is intentionally blank.] 66 67 City of Boulder SPECIAL HIGHLIGHT ON CAPITAL IMPROVEMENT BOND 2015-2020 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 of bonds have a 20-year payback and 85 percent of the total of the bonds is required to be spent by March 22, 2015. Project Highlights and Status There are nearly 100 individual projects that are being implemented with the bond funds throughout the community. The individual projects are grouped into 26 categories which are briefly described below along with the current status of the projects as of July 2014. Details related to each project can be found at www.bouldercolorado.gov/bondprojects. Highlights at a Glance 26 categories containing a total of nearly 100 individual projects: 11% in design & plan- ning phase 23% under construction 66% completed 84% of total funding has been spent or encumbered as of June 30, 2014. 68 1. Boulder Reservoir Infrastructure Improvements: Includes 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 will provide 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: Includes 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. The next phase of construction will include installation of a new raw-water irrigation system 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. An additional shelter is planned at Harlow Platts Park later in 2014. 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, and North Boulder 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. Construction will begin this summer at Crestview Park, with completion later in 2014. 5. South Boulder Recreation Center Floor Replacement: Includes replacing water-damaged wooden 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. Capital Improvement Bond Sign highlighting a Capital Improvement Bond Program off of Gillaspie Drive. 69 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. Streetscape improvements on Pearl Street from 11th to 7th Streets are under construction, with an estimated completion date of fall 2014. An interdepartmental city team and Convention and Visitors Bureau staff jointly worked to place an interactive kiosk for public use on the Pearl Street Mall. 7. Main Library Renovation: Includes three critical renovations and improvements to the Main Library: (a) new children’s library to be located in the area near and including the Boulder Creek Room; (b) new teen space; (c) improved access and browsing area for fiction, movies and music collections near the main entrance on Arapahoe Avenue; (d) a new cafe on the bridge; and (e) more meeting spaces. The library remains open during the renovation, and phases one and two of four will be complete by Aug. 1, 2014. The estimated completion of the project is fourth quarter 2014, with close-out costs occurring in first quarter 2015. 8. Replace Financial and Human Resources Software: In mid-2011, the city launched an effort to replace the outdated financial, human resources and payroll systems with an integrated, more modern and comprehensive software solution. The city selected Tyler Technologies as the software vendor, and is in the process of implementing the Munis software. The system go-live date is broken into several phases: Finance (Jan. 1, 2015), HR/Payroll (end of March 2015) and Performance Based Budgeting (later in 2015). 9. Major Business Software Replacement: Includes replacing and augmenting major business software, such as records management, website/eGov, and permit systems. An implementation plan for the records management software is complete and implementation is underway. The redesign of the city’s website is complete, including a web-based Constituent Relationship Management (CRM) system. The city’s permit system replacement project is underway with an estimated go-live date of fall 2016. 10. Facility Electrical, Plumbing, HVAC and Elevator Replacements: Includes infrastructure replacement for overdue replacement and repair projects such as at the Public Safety Building, Municipal Building, 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 2014. Capital Improvement Bond 70 11. Facility Parking Lot Repair: Includes repair and complete maintenance needs for some of the city's asphalt parking areas, including downtown facilities and fire stations. Most of the parking lot repairs are complete, with the exception of Spruce Pool and Park Central which will be complete in third quarter 2014. 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 in coordination with the parking lot work, by October 2012. 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, South Boulder Recreation Center, and a new ramp will be installed at Park Central in coordination with the parking lot work. In addition, bond funds will be used to construct the new city-owned ADA restroom at Chautauqua Park (beginning fall/winter 2014) and install a new driveway at the Pottery Lab (winter 2014). 14. New Wildland Fire Station: Includes consolidating the operations of the Boulder Fire-Rescue Department’s Wildland Fire personnel into one facility from the three facilities they currently use. Construction is underway, with anticipated completion by early 2015. 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 Foothills irrigation system replacement between Colorado and US 36 is being designed and construction will start later this year. The substandard sign installations have started and all of the traffic signal lighting (red, yellow and green) has been replaced with LED displays. The 63rd Street bridge project is under construction. 16. Arterial Road Reconstruction: Arapahoe is the arterial in highest need of reconstruction, and this project will allow the worst sections of Arapahoe to be reconstructed from Folsom to 15th Street. The project is under construction and anticipated to be complete by the fall of 2014. 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 Capital Improvement Bond 71 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 in winter 2014/2015. 20. Transportation Transit System Enhancements: Includes two projects, the largest of which is the 14th and Walnut Street Transit Center Improvements. The first phase, including 14th Street, is completed. The second phase for a secure bike storage facility is under construction. The second project provides additional money for transit stop improvements throughout the city, which is in the final design phase, soon to be completed. 21. Transportation New Multi-Use Path Connections: Includes constructing a multi-use path on 28th Street from Arapahoe to Goose Creek, which is in the construction phase. It also includes various multi-use path connections throughout the city. A connection on the south side of Baseline east and west of 30th Street and pedestrian crossing improvements at Baseline and Canyon Creek were completed in 2012. 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 Araphaoe 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. These projects are in the construction phase. 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. Sign installation is on-going. 25. Police Equipment: Includes upgrading the records management system and adding more in- car video systems to the patrol fleet. The records system server upgrade is complete, and in- car and personal video systems are being installed in late 2014 or early 2015. 26. Police Equipment Upgrades and Replacement: Includes replacing the bomb squad robot, and 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. Capital Improvement Bond 72 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 4-1 shows the annual expenditure plan for each project for 2011 through 2015. Next Steps Council will be updated on the capital improvement bond progress through semiannual updates as part of an Information Packet item. In addition, public updates will be announced through press releases, social media and other commemorative events as some of the key projects break ground or 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 73 Capital Improvement Bond Table 4-1: 2011-2015 Spend Plan CAPITAL IMPROVEMENT BOND Total Amount 2011 Actual 2012 Actual 2013 Actual 2014 Projected 2015 Projected Arterial Road Reconstruction 5,280,000$ -$ 292,179$ 1,879,396$ 3,083,186$ 25,239$ Boulder Reservoir Infrastructure Improvements 3,620,915 - 823,082 1,312,067 1,336,087 257,949 Columbia Cemetery Upgrades and Enhancements 750,000 - 87,280 237,741 309,191 122,787 Downtown Commercial District Improvements 2,720,000 - 79,089 979,599 1,659,427 - Existing Park and Recreation Facility Renovations 3,700,000 - 1,605,009 874,086 829,384 261,521 Facility ADA Compliance 500,000 - 50,425 49,486 400,089 - Facility Electrical, Plumbing, HVAC and Elevator Rep. 1,580,960 - 466,590 1,017,363 105,606 - Facility Outdoor Lighting 56,807 - 8,611 48,196 3,216 - Facility Parking Lot Repair 500,000 - 19,754 271,706 118,163 - Main Library Renovations 2,900,000 - 12,481 289,353 2,258,887 337,381 Major Business Software Replacement 1,602,600 - 25,000 451,008 294,548 860,573 New Wildland Fire Station 3,077,718 - 20,327 182,000 2,188,192 685,954 Park Shelter Replacements and Improvements 1,000,000 - 355,535 239,885 312,937 141,643 Police E quipment 253,290 - 71,224 63,668 115,681 - Police Equipment Upgrades and Replacement 820,050 - 369,938 556,473 - - Replace Financial and Human Resources Software 3,488,693 - 280,662 772,546 1,603,729 693,197 Replace Substandard Bridges, Structures, Signs & Sys. 4,150,000 - 475,563 1,130,808 2,356,766 22,978 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 11,511 135,105 91,580 61,804 - Transportation Boulder Junction Improvements 5,810,000 - 855,192 2,083,198 2,671,660 200,000 Transportation Intersection Improvements 500,000 - 13,454 8,205 357,584 - Transportation New Multi Use Path connections 2,000,000 5,229 354,468 235,076 1,532,870 90,000 Transportation Pedestrian Enhancements 850,000 5,658 285,531 200,199 254,584 - Transportation Transit System Enhancements 600,000 - 127,671 232,653 240,903 - Total 53,842,781$ 22,397$ 9,113,984$ 15,944,475$ 24,838,244$ 3,699,222$ [This page is intentionally blank.] 74 75 City of Boulder DOWNTOWN/UNIVERSITY HILL MANAGEMENT DIVISION & PARKING SERVICES 2015-2020 Capital Improvement Program Funding Overview Downtown and University Hill Management Division/Parking Services (DUHMD/PS) 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) – 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. Additionally, funding from the Capital Improvement Bond (CIB) Fund supports a number of projects managed by DUHMD/PS. CIB funding is indicated by the following symbol: Accomplishments and Highlights Projects to be Completed in 2014:  CAGID Garage Improvements: A new signage program will be completed in the five garages that includes variable messaging, new canopies and “lollipop” branding signage  Downtown 14th Street Parking Lots: Patching and striping will be completed until enough funds for new paving accumulate  CAGID Garage Major Maintenance: Planned projects include stair replacement at 1100 Walnut, elevator refurbishment at 1400 Walnut, interior painting at 1100 Spruce and 1500 Pearl.  15th St Streetscape Improvements: All work associated with the 15th St Streetscape project from Arapahoe to Canyon to improve pedestrian accessibility as well as streetscape character will be completed. Work included street trees, grates and guards, street furnishings and public art  Interactive Kiosks-Pearl Street Mall: Pearl Street Mall interactive kiosk in conjunction with Parks and Recreation, Open Space, Library Arts and the Convention 15th Street after renovation. 76 DUHMD/PS and Visitors Bureau was installed for public use.  West End Streetscape Improvements: All work associated with the West End Streetscape project on Pearl from 11th to 8th will be completed. This work will enhance the pedestrian crossing around 10th Street and the pedestrian corridor. In addition, work will include signage that will help draw people off the Pearl St Mall to the West End, new street trees and irrigation. Projects Expected for Completion in 2015:  BJAD-Parking: During 2015, with the completion of the Depot Square Project, BJAD- Parking will begin payments for 100 spaces within the Depot Square Garage.  CAGID Garage Major Maintenance: Epoxy deck coating at 1100 Walnut, and drive lanes at 1000 Walnut garages. Additional interior painting at 1400 Walnut and 1100 Walnut.  CAGID parking garage access equipment and supporting technology replacement (all 5 downtown garages).  Downtown 14th Street Parking Lots: Repair and replacement of the three parking lots will begin as funds accumulate .  Downtown/Pearl Street Mall Improvements and Amenities Replacement: Reserve funds will continue for the replacement of the pop jet fountain, begin mall bollard replacement, and refurbish the pedestrian scale lighting. Projects Starting in 2015, but not Completed:  Elevator Repair and refurbishment at 1100 Spruce. Highlights of 2016 – 2020:  CAGID Garage Major Maintenance: Projects to be covered include: major maintenance of the 1400 Walnut elevator; continued epoxy coatings; structural concrete repairs and interior painting at all garages.  Downtown 14th Street Parking Lots: Continued repair and replacement of the lots as funds accumulate.  Downtown/Pearl Street Mall Improvements and Amenities Replacement: Replace pop jet fountain, continue bollard replacement and replace shade structure awnings. Relationship to Guiding Principles and Prioritization CIP Guiding Principles: All proposed projects in the 2015-2020 CIP are consistent with the applicable guiding principles. All projects have sufficient funds for ongoing maintenance and operations. All projects in the proposed CIP go towards maintaining and improving existing assets. The Downtown/Pearl Street Mall Improvements/Replacements support the economic sustainability 77 DUHMD/PS 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 and Downtown 14th Street Parking Lot Replacement provide essential on-going major maintenance and reinvestment in the five parking facilities and three surface lots. Prioritization: The bond projects were all prioritized through the Capital Investment Stakeholder Committee as part of the city investment strategy. All of these projects improve and enhance the pedestrian experience in the downtown area. DUHMD/PS has the responsibility to maintain 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. Downtown Boulder is the center of the community and an important commercial center, economic generator and tourist attraction. The Boulder Junction Access District parking garage was adopted through the TVAP plan in addressing the need for managed parking. Projects Not in Master Plan: DUHMD/Parking services does not have a master plan. Projects are included in the CIP based on stakeholder interest and necessary maintenance of capital assets. New Projects  CAGID parking garage access equipment and supporting technology replacement (all 5 downtown garages). Operation and Maintenance Impacts Garage and Lot maintenance and operations provide essential on-going major maintenance and reinvestment in the five parking facilities and three surface lots. Downtown and Pearl Street mall Improvements and Amenities replacement are intended to maintain all assets in current condition. With the maintenance and operation improvements programs in place, assets will avoid deferred maintenance. There are no additional O&M needs beyond what is included in these CIP programs. Deferred Projects, Eliminated or Changed Projects None. 78 DUHMD/PS Unfunded Projects and Emerging Needs Greater University Hill Infrastructure Investments: As part of the ongoing hill revitalization strategy, high priority infrastructure improvements are proposed that address demonstrated needs within the Hill Community. These include:  Residential pedestrian scale corridor lighting – up to $5.7 million  Gateway features between the residential and commercial areas - $500,000  Pennsylvania Event Street Pilot - $700,000  Commercial district street tree irrigation system - $520,000 79 [This page is intentionally blank.] 80 Table 5-1: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceCAGID Parking Garage Access Equipment1,075,000$ 1,075,000$ -$ -$ -$ -$ -$ 1,075,000$ -$ -$ Downtown 14th Street Parking Lot Improvements- 25,000 25,000 25,000 25,000 25,000 25,000 150,000 - - Downtown Parking Garage Major Maintenance- 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 - - Downtown/Pearl St Mall Amenities Replacement- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Subtotal1,075,000$ 1,475,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 3,475,000$ -$ -$ Total 1,075,000$ 1,475,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 3,475,000$ -$ -$ DOWNTOWN AND UNIVERSITY HILL MANAGEMENT DIVISION (DUHMD) / PARKING SERVICES 81 DUHMD/PS 82 DUHMD/PS 83 DUHMD/PS 84 DUHMD/PS 85 DUHMD/PS [This page is intentionally blank.] 86 87 City of Boulder FACILITIES AND ASSET MANAGEMENT 2015-2020 Capital Improvement Program 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, the 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, Housing and 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. Table 6-1: Capital Development Fund Balance – 2013 Year-End Note: The balances above will be revised due to the loan that was created at the end of 2013 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. Facility Renovation & Replacement Fund: The Facility Renovation & Replacement Fund (FR&R) accounts for major maintenance (projects >$3000), 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 Account DET Balance Impact Fee Balance Library $671,380 $115,390 Municipal Facilities $470,980 $93,016 HHS $201,471 $40,025 Police Department $115,614 $151,424 Fire Department $82,735 $63,707 Parks and Recreation N/A $168,858 Total $1,542,180 $632,420 88 Facilities and Asset Management departmental projects including remediation work. The FR&R fund is an internal service fund managed by FAM. FR&R projects are identified by FAM throughout the year as facilities are serviced and inspected. Projects may also be identified in department master plans as these are approved by City Council. Project lists are then sent to departments for review and approval. For some departments like Parks & Recreation and Library and Arts, regularly scheduled meetings are held throughout the year to identify project needs or changes. Due to the recent approval of several department master plans, specific area plans like the Civic Area Plan and Yards Master Plan update, and studies such as the Police Space Study and Fire Response mapping, FAM will coordinate various projects as part of the 2015 FAM Master Plan update. Capital Improvement Bond Fund Additionally, funding from the Capital Improvement Bond (CIB) Fund supports a number of projects managed by FAM. CIB funding is indicated by the following symbol: 2013 Flood Impact The city’s pre-flood mapping was instrumental in identifying facilities subject to flooding. Due to the quick response of city crews and facility tenants which alleviated further facility damages, insurance covered all facility-related damages. Insurance, however, did not cover facility mitigation and additional mitigation costs not covered by FEMA will be provided for in current year funding. The city is also seeking Hazard Mitigation Grant Project funding for generators at critical facilities which will also require a 20 percent match with current year funding. Flood projects already approved in 2013 and 2014 are being adjusted to address impacts from the September 2013 flood. No additional FAM CIP flood projects in 2015-2020 are planned. Accomplishments and Highlights Projects to be Completed in 2014:  Flood Restoration Projects: Completed repairs from the flood on 24 facilities, which included all three recreation centers, West Senior Center, 3 fire stations and Valmont Butte. Performed flood mitigation projects at eight facilities.  Municipal Building: Rebuilt the flood gates and completed improvements to the Council Chambers including the audiovisual systems.  Valmont Butte Voluntary Clean-Up Program (VCUP): Obtained environmental covenants on the remaining areas with mill tailings. Determined path ahead for land marking portions of the property.  13th Street Plaza: Partially completed the approved Voluntary Clean-Up Program and re -constructed a temporary plaza and negotiated with other responsible party for costs 89 Facilities and Asset Management and remaining clean-up.  Renewable Electric Vehicle Charging Systems: Commissioned two electric vehicle solar charging trees, one at East Boulder Community Center and the other at the Spruce and Broadway parking lot.  Completed Several Capital Improvement Bond (CIB) Projects: Completed asphalt parking lots repairs at seven facilities throughout city, freight elevator repairs at the Public Safety Building, and ADA compliance at multiple facilities to include constructing new accessible restrooms at the Chautauqua Auditorium.  Renewable Energy Analyses: Performed assessments to evaluate renewable energy sources such as small scale wind, geothermal, biomass, hydro, and thermal storage systems on city properties. Projects Expected for Completion in 2015:  New Wildland Fire Facility: A CIB bond project will provide for year-round wildland fire fighting capability.  Main Library Renovation Project: Includes CIB bond funding for children and teen areas and infrastructure repairs for electrical, carpeting, HVAC upgrades and windows. Projects Starting in 2015, but Not Completed:  Downtown Campus Facilities: Access improvements to be coordinated with Civic Area Plan catalysts projects. Highlights of 2016-2020 Projects:  North Boulder Recreation Center: Replace solar thermal system that is beyond repair and replace leaking roof in coordination.  East Boulder Community Center: Replace pool air handlers that are beyond their useful life.  Outdoor Lighting Compliance Improvements: Replace outdoor fixtures with LED products to meet the city’s outdoor lighting regulations.  Fire Station #1: Repair cracked bay floors and exterior concrete ramp.  Mapleton Ball Field: Renovate concessions and restrooms, upgrade electrical, lighting and HVAC systems, and renew protective coatings.  Martin Park and North Boulder Park, Park Shelter Repairs: Upgrade electrical, plumbing and renew protective coatings.  Stazio Ball Field, Renovate Restrooms and Concessions: Replace tensile canopy covering, upgrade electrical, plumbing, and HVAC, replace roof, renew protective coatings and provide for ADA compliance.  Miscellaneous Facility Maintenance Projects: A collection of major maintenance projects Renovation of the bridge at the Library. 90 Facilities and Asset Management under $50,000 programmed annually, such as roof evaluations, pavement repairs, HVAC upgrades and exterior protective coatings. This totals $370,000 to $450,000 a year, with the current CIP period totaling $2,415,000. Relationship to Guiding Principles and Prioritization CIP Guiding Principles: The proposed 2015 – 2020 CIP is consistent with the CIP Guiding Principles as follows:  All projects (except those noted below) are consistent with council accepted master plans; FAM’s Master Plan was last adopted in 2005 and is currently under review  Capital improvements are designed to achieve community sustainability goals  Funds to operate and maintain projects have been identified  Adequate financial capacity and flexibility is available to respond to emerging, unanticipated needs  Projects sustain or improve maintenance of existing assets before investing in new assets  Projects have been identified to meet legal mandates, improve public safety and reduce annual operating costs and improve efficiency  Projects have been coordinated with other departments  Funds supporting FAM’s CIP provides sufficient reserves to allow the ability to address emergencies and natural disaster. 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. 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: In accordance to the FAM Master Plan and under current fiscally constrained funding, essential facilities are maintained to industry standards and remaining facilities at standards commensurate with available funding. Energy efficiency projects, such as the work accomplished through the Energy Performance Contracts, are funded, if budget neutral or if there is less than a three year simple payback. In addition, FAM prioritizes its projects based on the type of facility and type of work as shown below. Should a higher priority project need arise during the current year and future years, projects may be prioritized, especially for an immediate health and safety need. 91 Facilities and Asset Management Table 6-2: 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.” The following are 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:  Fleet Services: The Fleet Strategic Plan is under development for 2015. This Plan will guide future plans for vehicle acquisition and maintenance for all city vehicles and off- road equipment.  Parks and Recreation: The Tantra Shop Renovation will be prioritized with other projects based upon the Parks and Recreation Master Plan and associated area development plans. 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 92 Facilities and Asset Management New Projects  North Boulder Recreation Center: Replace leaking roof in coordination with the solar thermal system replacement.  Boulder Museum of Contemporary Art Floor Replacement: Replaces deteriorated and pitted first floor and stairway that are badly chipped and pitted, creating a tripping hazard.  Fire Station #1: Repair cracked bay floors and exterior concrete ramp. Operation and Maintenance Impacts Since the proposed FAM 2015-2020 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 not funded to action levels, which causes FAM’s backlog 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. Deferred Projects, Eliminated or Changed Projects  FlatIrons Event Center Major Repairs: Eliminated $600,000 in 2019 repairs due to major flood damage in 2013 and proposed plan to demolish and construct a new facility.  East Boulder Community Center Renovation: Added contributions for 2020 - $300,000 total.  Outdoor Lighting Compliance: Move majority of funding ($190,000) to 2016 for execution with $10,000 in 2015 for project planning and design. Unfunded Projects and Emerging Needs  Parking Lot Repairs: Only partially funded with full replacement funding needed for the Municipal Service Center and Public Safety Building.  Energy Efficiencies and Renewables: To achieve the city’s new sustainability and greenhouse gas emission reduction goals, deeper energy efficiency projects and additional renewables may be required for city facilities and operations.  Electric Vehicle Infrastructure: The wider use of electric vehicles in the city fleet, the Boulder community and in supporting a regional EV charging system will be needed to transition the transportation needs off fossil fuels. 93 [This page is intentionally blank.] 94 Table 6-3: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementNorth Boulder Recreation Center - Replace Solar Thermal System350,000$ 350,000$ -$ -$ -$ -$ -$ 350,000$ -$ -$ Outdoor Lighting Compliance Improvements200,000 10,000 190,000 - - - - 200,000 - - Stazio Refurbish Restrooms and Concessions160,000 160,000 - - - - - 160,000 - - East Boulder Community Center Renovation1,100,000 - - - 100,000 100,000 100,000 300,000 - 800,000 Tantra Shop Renovation300,000 - - - - 300,000 - 300,000 - - West Senior Center Major Maintenance & Rehab700,000 - - - - 700,000 - 700,000 - - Subtotal2,810,000$ 520,000$ 190,000$ -$ 100,000$ 1,100,000$ 100,000$ 2,010,000$ -$ 800,000$ Capital MaintenanceBoulder Museum of Contemporary Arts - Floor Replacement90,000$ 90,000$ -$ -$ -$ -$ -$ 90,000$ -$ -$ Fire Station #1 - Repair Concrete Floor in Vehicle Bays and Exterior Ramps150,000 150,000 - - - - - 150,000 - - Mapleton Ballfields, Renovate Concessions and Restrooms +100,000 100,000 - - - - - 100,000 - - Miscellaneous Facility DET Projects715,000 465,000 50,000 50,000 50,000 50,000 50,000 715,000 - - Miscellaneous Facility Maintenance Projects2,415,000 370,000 415,000 380,000 400,000 400,000 450,000 2,415,000 - - North Boulder Recreation Center Roof Replacement450,000 450,000 - - - - - 450,000 - - East Boulder Community Center - Replace Pool Air Handlers500,000 - 500,000 - - - - 500,000 - - Replaster Pools +80,000 - 80,000 - - - - 80,000 - - Stazio Tensile Canopy Covering Replacement132,000 - 132,000 - - - - 132,000 - - Martin Park Shelter Major Maintenance169,000 - - 169,000 - - - 169,000 - - North Boulder Park Shelter Repair120,000 - - 120,000 - - - 120,000 - - Subtotal4,921,000$ 1,625,000$ 1,177,000$ 719,000$ 450,000$ 450,000$ 500,000$ 4,921,000$ -$ -$ Capital Planning StudiesFacility Assessments300,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Subtotal300,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Total 8,031,000$ 2,195,000$ 1,417,000$ 769,000$ 600,000$ 1,600,000$ 650,000$ 7,231,000$ -$ 800,000$ PUBLIC WORKS - FACILITIES AND ASSET MANAGEMENT (FAM) / FLEET 95 Facilities and Asset Management 96 Facilities and Asset Management 97 Facilities and Asset Management 98 Facilities and Asset Management 99 Facilities and Asset Management 100 Facilities and Asset Management 101 Facilities and Asset Management 102 Facilities and Asset Management 103 Facilities and Asset Management 104 Facilities and Asset Management 105 Facilities and Asset Management 106 Facilities and Asset Management 107 Facilities and Asset Management 108 Facilities and Asset Management 109 Facilities and Asset Management 110 Facilities and Asset Management 111 Facilities and Asset Management 112 Facilities and Asset Management 113 Facilities and Asset Management [This page is intentionally blank.] 114 115 City of Boulder FIRE and RESCUE 2015-2020 Capital Improvement Program Funding Overview The Fire and Rescue Department is funded by the General Fund. Currently there is no specific capital funding source for General Fund departments and capital needs are addressed on a case by case basis, as funds are available. Strategies for addressing unfunded capital needs are being developed (see Appendix B) and will be presented to council in the coming months. Potential sources of funding for the capital projects noted below include each of the following or any combination of : An increase in sales and use tax An increase in property tax mill levy Bond funding Use of existing operating funding to build a capital fund or pool of money available for capital projects. Additionally, funding from the Capital Improvement Bond (CIB) Fund supports a number of projects citywide. CIB funding is indicated by the following symbol: There are currently no specific Fire-Rescue projects proposed in the 2015-2020 CIP. Accomplishments and Highlights Projects to be Completed in 2014: None Projects Expected for Completion in 2015: Wildland Fire Station: see FAM Projects Starting in 2015, but not Completed: None Highlights of 2015-2020 Projects: None 116 Fire and Rescue Relationship to Guiding Principles 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 and Rescue Department maintain and improve public safety. Proper fire station location improves accessibility to services provided to the community by the Fire and Rescue Department and ensures a timely response to emergencies occurring in the neighborhood. The construction or remodel of facilities will use Leadership in Energy and Environ- mental Design (LEED) targets to ensure energy efficiency. Each project listed identifies the esti- mated on-going funds needed to operate and maintain the project. Prioritization: Projects listed below in Unfunded Projects and Emerging Needs are in priority order based on the critical need, degree of deficiency in each project, and the degree to which the project advances efficiency or community livability goals. Station 3 relocation is listed first because of its suscepti- bility to flooding and impact to our emergency response system if it were out of service. The re- maining facilities position on the list reflects the degree to which each station does not fulfill the department’s needs for effective, efficient and safe fire station design. 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, at least 15 years. Fire Training Center (FTC) Phase 2: Driving area and storage building Fire Training Center (FTC) Phase 3: Additional Classroom, Office and Conference room space New Projects None Operation and Maintenance Impacts The primary category for the Fire and Rescue Department emerging needs are 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 re- sponse times from existing stations and emergency call demand loads. Preliminary findings dem- onstrate potential better locations for some stations and reaffirm others are correctly located. Further analysis is needed before final recommendations on station relocations are made. Deferred, Eliminated, or Changed Projects None 117 Fire and Rescue Unfunded Projects and Emerging Needs 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. 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 two fire engines and crews plus a battalion chief, the administration building needs to be 11,000 square feet and the storage building 10,000 square feet. One-time Buildings $12,725,000, Land up to $8,600,000, On-going $459,000 Replace Fire Station 4 at or near the current location of 4100 Darley Avenue. Constructed in 1967 with 2,000 square feet this station is too small and needs to be 11,000 square feet to house one fire engine and crew. One-time Building $4,125,000, Land up to $2,000,000, On-going $165,000 Replace 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 11,000 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 Station 6 could be sold. If this is not possible a One-time $4,125,000, On-going $165,000 Replace Fire Station 2 at or near the current location of 2225 Baseline Road. Constructed in 1959 with 4,752 square feet this station is too small and needs to be 15,333 to house two fire engines and crews. One-time Building $5,737,500, Land up to $3,500,000, On-going $229,500 Replace Fire Station 5 at or near the current location of 4365 19th Street. Constructed in 1992with 3,622 square feet this station is too small and needs to be 15,333 to house two fire engines and crews. One-time Building $5,737,500, Land up to $1,500,000, On-going $229,500 Remodel Fire Station 1 at or near the current location of 2441 13th Street. Constructed in 1957 at 7,941 square feet this station is too small and poorly de- signed. It needs to be 17,000 square feet to house two fire engines and crews plus a battalion chief. One-time Building $3,220,000, On-going $128,800 Remodel Fire Station 7 at or near the current location of 1380 55th Street. Constructed in 2000 with 5,081 square feet this station is too small and needs to be 11,000 square feet to house one fire engine and crew. One-time Building $2,100,000, On-going $42,000. Fire Training Center Phase 2 - Driving area and storage building Construct a concrete driver training area totaling approximately 200,000square 118 Fire and Rescue feet. This was approved as a future phase of improvements in the original develop- ment approval. Construct a 10,000 square foot storage building for training props and equipment. One-time Concrete $2,000,000, Building $2,500,000, 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 total- ing 4,000 square feet. One-time $1,400,000, On-going $56,000. Table 7-1: Unfunded Projects Description One-Time On-Going Building Land Equipment Station 3/ Admin/ Storage $12,725,000 $8,600,000 $ 0 $ 459,000 Station 4 $ 4,125,000 $2,000,000 $ 0 $ 165,000 Station 6 $ 4,125,000 $ 0 $ 0 $ 165,000 Station 2 $ 5,737,500 $3,500,000 $ 0 $ 229,500 Station 5 $ 5,737,500 $1,500,000 $ 0 $ 229,500 Station 1 $ 3,220,000 $ 0 $ 0 $ 128,800 Station 7 $ 2,100,000 $ 0 $ 0 $ 42,000 FTC Phase 2 $ 4,500,000 $ 0 $ 0 $ 60,000 FTC Phase 3 $ 1,400,000 $ 0 $ 0 $ 56,000 TOTAL $43,670,000 $15,600,000 $ 0 $1,534,800 119 City of Boulder GREENWAYS 2015-2020 Capital Improvement Program Program Overview 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 2015 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 2015 is as follows:  Transportation: $97,500  Flood Utility: $97,500  Lottery Fund:$125,441 Starting in 2015, the Lottery contribution is expected to be reduced to $125,441, based on Greenways receiving 15% of the city’s funding allocation, with a projection of total Lottery proceeds being $836,275. 2013 Flood Impact The Stormwater and Flood Management Utility CIP budget was used to fund flood recovery efforts associated with drainageway infrastructure repair and the restoration of conveyance capacity. Sediment removal from the multi-use paths and path repair along the Greenways was funded through the Transportation and Parks and Recreation budgets. 120 Greenways As a result of the September flood, new major drainageway improvement projects have been identified in the 2015-2020 Stormwater and Flood CIP. The details of these improvements will be determined through the major drainageway mitigation planning and CEAP processes, which may identify future Greenways projects. Funding has therefore not been included in the 2015-2020 Greenways CIP for any of these potential new improvements. Accomplishments and Highlights Projects Completed in 2014:  Goose Creek Restoration Project includes restoration improvements along Goose Creek between Foothills Highway and 55th Street. This project is expected to be completed in 2014. This project is primarily being funded through a Section 206 Restoration grant through the U.S. Army Corps of Engineers. The city’s 35% funding match is being met mostly through credits from city owned real estate.  A flood mitigation major drainageway plan for South Boulder Creek is anticipated to be completed by the end of 2014.  The Urban Drainage and Flood Control District also completes maintenance projects along the major drainageways. In 2014 this includes a request for sediment removal along Wonderland Creek from Foothills Parkway to the confluence with Goose Creek. This maintenance project will help provide the necessary conveyance capacity required when the Wonderland Creek Greenways Improvement Project is completed. Projects Expected for Completion in 2015:  Fourmile Canyon Creek at 19th Street is in preliminary design but was put on hold following the September 2013 flood event. It is anticipated that development of this project will continue in late 2014 with a CEAP for the stream reach upstream of Upland Avenue to be completed in 2015.  Flood mapping studies for Upper Goose and Twomile Canyon Creeks; Skunk, Kings Gulch and BlueBell Canyon Creeks; Boulder Slough and Bear Canyon Creek are anticipated to be completed in 2015. Projects Starting in 2015, but Not Completed:  Construction of the Wonderland Creek Foothills to 30th Greenways Improvement Project: is anticipated to begin in 2015. Fourmile Canyon Creek Greenways Improvements 121 Greenways  Construction of the Wonderland Creek (28th Street) Diagonal to Winding Trail Greenways Improvement Project: is anticipated to begin in 2015.  A flood mitigation plan was initiated in 2014 for Boulder Creek, Bear Canyon Creek and Gregory Canyon Creek: is anticipated to be completed 2015. Highlights of 2016-2020 Projects: The focus of the 2015-2020 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. In addition to the projects along Fourmile Canyon Creek and Wonderland Creek, possible habitat restoration projects during the next few years include:  Stream bank restoration: Boulder Creek at Eben Fine Park  Confluence of Bear Creek and Boulder Creek at Foothills Community Hospital  Dry Creek habitat improvements: Flatirons Golf Course  Goose Creek: Railroad to 47th Street tree plantings  South Boulder Creek: Minimum stream flow  Removal of Russian Olive trees: East of 75th Street along Boulder Creek  Fish Passage enhancement projects in association with Fishing is Fun grants. Relationship to Guiding Principles and Prioritization 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. 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 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. Information from other existing master plans for seven additional tributaries was also incorporated into the Greenways Master Plan update. Future opportunities will also be coordinated with the Open Space and Mountain Park’s Grassland Plan and Visitor Master Plan and Trail Study Area plans where appropriate. 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 122 Greenways 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 is still recovering from the September 2013 flood event 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. Continued evaluation of the impacts from this event may result in additional changes to the Flood Utility and Greenways CIP in upcoming years. New Projects The 2015 - 2020 CIP continues to focus on Fourmile Canyon and Wonderland Creeks. The Flood Utility is currently updating the flood mapping for the following creeks and tributaries: Boulder Creek, Boulder Slough, Upper Goose Creek, Twomile Creek, Skunk Creek, Bluebell Creek and King’s Gulch. Once the new mapping has been approved by FEMA, a flood mitigation analysis will be completed for each of these tributaries to determine if it is economically feasible to reduce the flood risk through construction of capital improvements. A flood mitigation plan is being initiated in 2014 for Boulder Creek, Gregory Canyon Creek and Bear Canyon Creek. Additional information on these efforts is provided in the Utilities Division Capital Improvement Program overview. This plan will identify potential economically feasible CIP projects which may provide opportunities for future Greenways improvements. Operation and Maintenance Impacts $105,000 is budgeted each year for Greenways operations and maintenance. $80,000 of the operating budget is dedicated to habitat maintenance. The Greenways habitat crew works closely with Parks and Open Space maintenance staff to provide on-going maintenance, as well as on collaborative projects as part of the operations budget. Major drainageway improvements are maintained by the flood maintenance staff and multi-use paths and underpasses are maintained by either Transportation or Parks maintenance, depending upon jurisdiction. Deferred Projects, Eliminated or Changed Projects None. Unfunded Projects and Emerging Needs None. 123 Board Action The Greenways Advisory Committee met on May 22, 2014 and unanimously (5-0) recommended approval of the 2015-2020 Greenways Program CIP to Planning Board and City Council. Greenways 124 Table 8-1: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementWonderland Creek (28th) Kalmia to Winding Trail7,805,657$ 270,441$ -$ -$ -$ -$ -$ 270,441$ 295,000$ -$ Fourmile Canyon Creek Upland to Violet6,102,205 - 270,441 270,441 270,441 270,441 270,441 1,352,205 - - Wonderland Creek Foothills to 30th13,424,808 - - - - - - - 391,716 - Subtotal27,332,670$ 270,441$ 270,441$ 270,441$ 270,441$ 270,441$ 270,441$ 1,622,646$ 686,716$ -$ Capital MaintenanceMiscellaneous Water Quality, Restoration and Trail Improvements-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 50,000$ -$ Subtotal-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 50,000$ -$ Total 27,332,670$ 320,441$ 320,441$ 320,441$ 320,441$ 320,441$ 320,441$ 1,922,646$ 736,716$ -$ PUBLIC WORKS - GREENWAYS 125 Greenways 126 Greenways 127 Greenways 128 Greenways 129 Greenways [This page is intentionally blank.] 130 131 City of Boulder INFORMATION TECHNOLOGY 2015-2020 Capital Improvement Program Funding Overview Following a 2009 ballot measure to remove Taxpayer Bill of Rights (TABOR) property tax revenue limits, the City has appropriated approximately $350k per year from the General Fund to a new 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. This has resulted in a 2014 fund balance of nearly $1.6 million 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. Last year, the capital elements of the CRF were added to the portfolio of IT CIP projects. The Citywide telephone system was recently added, as well. These systems represent the critical IT capital infrastructure upon which all the major IT CIP projects and existing City computer applications fundamentally depend. Additionally, funding from the Capital Improvement Bond (CIB) Fund supports a number of projects managed by IT. CIB funding (including partial funding) is indicated by the following symbol: Accomplishments and Highlights Projects Completed in 2014:  Complete the implementation of financial modules from the Tyler Munis system: Following extensive process evaluation, business process redesign and other implementation activities, the finance modules of the integrated Tyler Technologies “Munis” finance, payroll and human resources product are planned for final configuration, testing and staff training by the end of 2014. Estimated live operation of the finance modules is January 2015, concurrent with the beginning of the new fiscal year. (Funded by bond proceeds and IT CIP) The City of Boulder website 132 Information Technology Projects Expected for Completion in 2015  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 at the beginning of April 2015. (Funded by bond proceeds and IT CIP)  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 will continue into early-2015. (Funded by bond proceeds and departmental reserves)  Central IT Infrastructure enhancements: The City’s virtual server hardware, software and storage systems are scheduled for 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) Projects Starting in 2015, but Not Completed:  Pilot business intelligence system: In conjunction with the major system replacement projects listed above, this project was originally designed to implement relatively stand-alone, pilot technologies that collect, store, analyze, and report on data – presenting a management-level view (e.g., dashboard) of the results. This functionality will now be delivered via capabilities in systems such as the new finance, human resources and payroll system replacement implementation. (Funded by bond proceeds, accumulated IT CIP reserves and IT operating funds)  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 will begin in mid-2014. The new system is estimated to reach live operation by the third quarter of 2016. (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 133 Information Technology 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 2015-2020 Projects:  New finance, payroll and human resources system implementation  Complete the implementation of payroll and human resources modules of the Tyler Munis system (2015)  Virtual server and storage infrastructure enhancements (2015)  Ongoing implementation of document management implementation program (2015- 2017)  New permits, licensing and land records system implementation (2016)  Replacement of security administration systems (2016)  Asset and maintenance management software improvements (2016-2017)  Incremental central telephone system hardware and software upgrades (2016-2019) Relationship to Guiding Principles and Prioritization CIP Guiding Principles: The current IT Strategic Plan serves as the Master Plan for major, citywide automation initiatives over the planning horizon (mid-2009 through 2014). IT capital projects are integral to maintaining, supporting and enhancing city-wide business systems. Prioritization: Projects are further categorized using the city’s business model approach to establish relative priorities. The comprehensive list of both completed and pending projects from the Plan is listed on the next page. 134 Information Technology Figure 9-1: IT Strategic Plan Projects A major update to the IT Strategic Plan is currently underway covering the period from 2015 to 2018. Projects not in Master Plan: The IT Strategic Plan serves as the department’s master plan. New Projects N/A 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 135 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 are 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. A focus of the pending major update to the IT Strategic Plan (2015-2018) 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 9-1: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceEnd User Device Replacement-$ 458,000$ 458,000$ 458,000$ 458,000$ 458,000$ 458,000$ 2,748,000$ 458,000$ -$ Network Hardware Replacement1,301,331 160,671 148,041 113,893 116,503 612,223 648,000 1,799,331 150,000 - Security Administration77,450 11,500 54,000 - - 6,700 6,700 78,900 5,250 - Server Admin Hardware Repalcement767,000 615,000 10,500 - 81,000 35,000 740,000 1,481,500 25,500 - VoIP Telephone System Replacement633,000 - 133,000 - - 500,000 - 633,000 - Data Backup and Disaster Recovery129,000 - - - 44,000 85,000 - 129,000 - - Subtotal2,907,781$ 1,245,171$ 803,541$ 571,893$ 699,503$ 1,696,923$ 1,852,700$ 6,869,731$ 638,750$ -$ Total 2,907,781$ 1,245,171$ 803,541$ 571,893$ 699,503$ 1,696,923$ 1,852,700$ 6,869,731$ 638,750$ -$ INFORMATION TECHNOLOGY 137 [This page is intentionally blank.] 138 Information Technology 139 Information Technology 140 Information Technology 141 Information Technology 142 Information Technology 143 Information Technology 144 [This page is intentionally blank.] 145 City of Boulder OPEN SPACE AND MOUNTAIN PARKS 2015-2020 Capital Improvement Program Funding Overview Open Space and Mountain Parks’ CIP projects are funded from two sources, the Open Space Fund and the Lottery Fund: Ninety-two percent of Open Space Fund revenues derive from dedicated sales and use tax collections. There are three sales taxes that support the Open Space Fund: the 0.40% sales tax has no sunset; the 0.33% sales tax which will be reduced to 0.22% on January 1, 2019; and the 0.15% sales tax which expires December 31, 2019. 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. 2013 Flood Impact The September 2013 storm impacted Open Space & Mountain Parks severely. Immediately after the flood in 2013, resources were shifted from pre flood work plan projects to flood recovery. This shift in resources continues in 2014 and is reflected in the Open Space & Mountain Parks Department CIP for 2015-2020. Flood recovery project efforts are being aligned with plan (Visitor Master Plan and Grassland Plan) implementation where possible to achieve two goals, i.e., flood recovery and plan implementation. The achievement of these two goals simultaneously maximizes the return on investment of resources. Because flood recovery became the top priority, projects of lesser value have been postponed to later years. Almost all of the trail work planned for 2015 will be repairing trails that were damaged in the 2013 flood such as South Boulder Creek West, Lower Big Bluestem, South Mesa, Shanahan Ridge, Bear Canyon and Royal Arch. The bulk of this work will be done from April through November. Accomplishments and Highlights Projects to be Completed in 2014: Land and Visitor Services Flood Recovery: Much of the Department’s work in 2014 was related to flood recovery and thus not listed as a part of the CIP. Specific projects included: 1) Rebuilding Chapman Drive, East Boulder and White Rocks Trail, Sanitas Valley Trail, and Gregory Canyon Trailhead Access, 2) Repairing Royal Arch Trail and South Boulder Creek Trail, and 3) Re-routing Green Mountain Lodge access trail. FEMA reimbursement is expected for each of the projects listed above Anemone Loop Trail: Constructed new trail on Anemone Hill and restored existing undesignated trails Rebuilt Chapman Drive: to repair rainfall damage Chautauqua Meadow: Rainfall damage repaired and implemented reroutes called for in the West Trail Study Area Plan 146 Open Space and Mountain Parks East Boulder and White Rocks Trail: Repaired flood damage Green Mountain Lodge access trail: Rerouted access because of flood damage on old trail Royal Arch: Repaired trail damage caused by rainfall/flood and/or rerouted the trail Sanitas Valley Trail: Rebuilt to repair flood damage South Boulder Creek Trail at South Boulder Road: Repaired the trail and installed new pedestrian bridge that will better convey high water Wittemyer: Finished construction of a new trail on perimeter of Wittemyer and restored existing undesignated trails Designed work on several trails: Seal Rock, Ranger, Saddle Rock, Green Mountain West Ridge, and Four Pines – in preparation for field work in 2015 Gregory Canyon Trailhead Access: Removed and replaced damaged asphalt from access road Flagstaff Summit: Designed work and developed and submitted grant applications for funding Completed construction of the Highway 93 underpass: at the Community Ditch Trail. Ecological Systems Forest Ecosystem Management Plan implementation: A number of forest thinning projects on OSMP land to restore forest health and help reduce the risk of wildfire on the western city boundary. Acquired $15,000 grant from the Colorado State Forest Service Integrated Pest Management: Managed weeds to comply with state weed laws, restored native plant communities, maintained biotic diversity on OSMP lands and controlled weed infestations from the 2013 flood Restoration Legacy Program: Designed and implemented projects to restore degraded land and improve ecosystem functioning on OSMP land Wildlife and fish habitat improvement projects: habitat fencing, amphibian and prairie dog management, and stream and pond habitat enhancement Floodplain and riparian restoration: of South Boulder Creek Riparian restoration of confluence: of South Boulder Creek and Boulder Creek from impacts of 2013 flood The September 2013 flood impacted the creeks through this area by eroding and depositing sediment in the channel. This work will entail restoring stream bank and streambed structure, creating aquatic habitat and planting riparian trees and shrubs to create a sustainable riparian area. Cultural Resources Weiser house: upgrades and repairs, including electrical and HVAC upgrades and new shingles on roof. The Weiser House is on the National Register of Historic Places Hunter-Kolb Farmhouse Rehabilitation: A historic structures assessment was completed and major repairs made to the house. The agriculture group plans to lease the house to a farming family Farmstead repairs/maintenance: Repairs and maintenance to the Lewis Farm and several other barns throughout the OSMP system were completed, including foundation repair, wood siding repair, glazing replacement, roof replacement, clean-up, masonry repair and painting. Projects Expected for Completion in 2015: Land and Visitor Services Continued Flood Repair Ecological Systems South Boulder Creek Bridge downstream of South Boulder Road - Construct a pedestrian bridge to better manage neighborhood access to the South Boulder Creek Trail and reduce impacts to the riparian area from undesignated trial use Repair of South Boulder Creek-Boulder Creek confluence area impacted by the September 2013 147 Open Space and Mountain Parks flood. Cultural Resources Hartnagle Farmstead Rehabilitation – Historic Hartnagle Farmstead was begun in the late 1880s. The House and outbuildings are in disrepair, but because it is an ideal location and set-up for a small organic farm, OSMP plans to renovate the buildings and make them available for the agriculture program Foothills Nature Center rehabilitation - The FNC is in a building the city of Boulder considers historic and worthy of preservation. The house will need repairs and upgrades. Projects Starting in 2015, but Not Completed: Land and Visitor Services None Ecological Systems Restoration of South Boulder Creek riparian area and floodplain and of South Boulder Creek- Boulder Creek confluence area Native grassland restoration projects continue on selected parts of the OSMP system Monitoring projects are ongoing throughout the OSMP system to inform future management decisions. Cultural Resources Continuation of farmstead repair and rehabilitation, particularly historic barns on the system. Highlights of 2016-2020 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 Completion of the North TSA Plan Implementation of the trail and trailhead projects called for in the North TSA Plan Completion of the East TSA Plan Completion of the South Boulder Creek in stream flow improvements in conjunction with the Gross Reservoir expansion Visitor Master Plan implementation and update. Ecological Systems Forest Ecosystem Management Plan implementation and update Grassland Ecosystem Management Plan implementation and update Integrated Pest Management implementation Wildlife and fish habitat improvement projects Restoration Legacy Program implementation Installation of additional sediment containment basins on Flagstaff Drive. Cultural Resources Continuation of farmstead repair and rehabilitation, particularly the historic barns on the system Explore opportunities for interpretative signs for cultural resources in system. Hartnagle Barn before repairs. 148 Open Space and Mountain Parks Relationship to Guiding Principles and Prioritization CIP Guiding Principles: All proposed projects in the 2015 – 2020 CIP are consistent with applicable guiding principles. Sufficient funds in the operating budget have been identified for ongoing maintenance and operations. Most projects in the proposed CIP go towards maintaining and improving existing assets. These projects are called out in the Visitor Master Plan, and/or the subsequent TSA Plans, the Forest Ecosystem Management Plan and the Grassland Ecosystem Management Plan. The projects add to the quality of life and visual appeal of the community that help to attract employment opportunities and sustain job retention in the Boulder Valley. Many of these projects improve the sustainability of our lands and the resources they support. Cultural resource projects help to fulfill the city of Boulder’s long term sustainability goals by upholding Boulder’s Historic Preservation Ordinance (#4000 adopted 1974) which directs the city to “promote the public health, safety and welfare by protecting, enhancing, and perpetuating buildings, sites, and areas of the city reminiscent of past eras, events, and persons important in local, state, or national history or providing significant examples of architectural styles of the past…. to develop and maintain appropriate settings and environments for such buildings, sites, and areas to enhance property values, stabilize neighborhoods, promote tourist trade and interest, and foster knowledge of the city's living heritage.” Prioritization: The over-riding factor in determining the priority of projects is the need to complete recovery from damage caused by the September, 2013 rainfall and floods and the direction given by City Council to implement the West TSA Plan as quickly as possible. Priority among the many flood related projects goes to infrastructure that suffered the most damage and experiences the highest use. Within the list of projects called for in the West TSA Plan, priority was given to projects that will have the most positive effect on resource protection and land sustainability within the system. Additionally, some projects were chosen due to their proximity to other large projects that are at the top of the priority list. The Open Space Board of Trustees directed that some projects be prioritized based on their smaller size and that neighborhoods were particularly interested in seeing these projects completed. In addition, management plans establish the priority for projects. Projects Not in Master Plans: Establish an OSMP Facility Capital Replacement reserve to be used to fund major maintenance, upkeep and repair of facilities. New Projects Establish and begin funding an OSMP Facility Capital Replacement reserve. Farmstead repairs throughout system. Agriculture Facilities Projects. Bear Canyon Road Flood Damage Repair and Mitigation. Boulder Creek and South Boulder Creek Confluence Area Riparian Restoration Flood Repair. Cultural Resource/Facility Restoration. Flagstaff Summit Improvements. Hartnagle House Restoration. South Mesa Road and Shanahan Ridge Trail Flood Repair. Restoration of Riparian and Wetland Habitat – Gregory Canyon Creek and Fancher Ponds 149 Open Space and Mountain Parks Flood Repair. Royal Arch Trail Flood Repair. South Boulder Creek at Greenbelt Meadows Bridge. South Boulder Creek West Trail Flood Repair. Trail Repair (LF) – Lower Big Bluestem Trail Flood Repair. Viele House Foundation Repair. 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. However, as trails and 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 South Mesa trailhead interpretive sign project is unfunded. This project will be funded in 2014 should unexpended funds become available. Other deferred projects will be funded as future work plans are developed and funding is available. Unfunded Projects and Emerging Needs Emerging needs occur frequently in cultural resources as structures’ exposure to the elements takes a daily toll. It is difficult to predict repairs that will be necessary on an emergency basis, but with historic structures, there will always be something in need of repair. Also, the Department remains at risk for wildfire. A wildfire has the potential of pulling funds away from planned CIP projects either by the amount of money needed to fight the fire and/or by creating higher priority projects. Board Action At its June 11, 2014 meeting, The Open Space Board of Trustees unanimously passed a motion approving the 2015 OSMP CIP and recommending approval of the same by the Planning Board and City Council. the continuing drought. While impact mitigation of wildfires is not a CIP project, a wildfire has the potential to pull funds away from planned CIP projects either by the amount of money needed to fight the fire and/or by creating higher priority projects. Advisory Board Action On July 11, 2013 the Open Space Board of Trustees voted (5-0) to “Approve, and recommend that the Planning Board approve an appropriation of $7,010,000 in 2014 from the Open Space Fund CIP as outlined in this memorandum and related attachments; and recommend that $343,000 be appropriated from the city’s Lottery Fund CIP in 2014.” 150 Table 10-1: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Recommended2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBear Canyon Road Flood Damage Repair and Mitigation150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ Flagstaff Summit Improvements250,000 250,000 - - - - - 250,000 - - OSMP North Trail Study Area (NTSA) - 50,000 100,000 200,000 100,000 50,000 50,000 550,000 100,000 (650,000) Restoration of Riparian and Wetland Habitat - Gregory Canyon Creek and Fancier Ponds Flood Repair 59,000 59,000 - - - - - 59,000 - - OSMP West Trail Study Area (WTSA) - - 550,000 450,000 600,000 50,000 50,000 1,700,000 1,119,486 (2,819,486) Visitor Infrastructure - System Wide - - 250,000 200,000 200,000 500,000 500,000 1,650,000 350,000 - OSMP East Trail Study Area (ETSA) 300,000 - - 50,000 50,000 200,000 200,000 500,000 - (200,000) Subtotal759,000$ 509,000$ 900,000$ 900,000$ 950,000$ 800,000$ 800,000$ 4,859,000$ 1,569,486$ (3,669,486)$ Capital MaintenanceAgriculture Facilities Projects-$ 100,000$ 110,000$ 110,000$ 120,000$ 120,000$ 130,000$ 690,000$ -$ (690,000)$ Boulder Creek and South Boulder Creek Confidence Area Restoration Flood Repair150,000 150,000 - - - - - 150,000 - - Cultural Resource/Facility Restoration60,000 60,000 - - - - - 60,000 - - Hartnagle House Restoration65,000 65,000 - - - - - 65,000 - - Lower Big Bluestem Trail Flood Repair205,300 205,300 - - - - - 205,300 - - Royal Arch Trail Flood Repair150,000 150,000 - - - - - 150,000 - - South Boulder Creek West Trail Flood Repair100,000 100,000 - - - - - 100,000 - - South Mesa Road and Shanahan Ridge Trail544,700 544,700 - - - - - 544,700 - - Viele House Foundation Repair80,000 80,000 - - - - - 80,000 - - OSMP - Historical Structures & Trails - Stabilization and Restoration- - 355,300 355,300 355,300 355,300 355,300 1,776,500 686,000 - Subtotal1,355,000$ 1,455,000$ 465,300$ 465,300$ 475,300$ 475,300$ 485,300$ 3,821,500$ 686,000$ (690,000)$ Land and Asset AcquisitionMineral Rights Acquisition-$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ 100,000$ -$ OSMP Real Estate Acquisition Program- 5,400,000 5,400,000 5,400,000 5,400,000 5,400,000 5,400,000 32,400,000 5,400,000 - Water Rights Acquisition- 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 200,000 - Subtotal-$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 34,200,000$ 5,700,000$ -$ New Capital ProjectSouth Boulder Creek at Greenbelt Meadow s150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ South Boulder Creek Instream Flow- 150,000 2,000,000 - - - - 2,150,000 250,000 (2,400,000) Subtotal150,000$ 300,000$ 2,000,000$ -$ -$ -$ -$ 2,300,000$ 250,000$ (2,400,000)$ Total2,264,000$ 7,964,000$ 9,065,300$ 7,065,300$ 7,125,300$ 6,975,300$ 6,985,300$ 45,180,500$ 8,205,486$ (6,759,486)$ OPEN SPACE AND MOUNTAIN PARKS 151 Open Space and Mountain Parks 152 Open Space and Mountain Parks 153 Open Space and Mountain Parks 154 Open Space and Mountain Parks 155 Open Space and Mountain Parks 156 Open Space and Mountain Parks 157 Open Space and Mountain Parks 158 Open Space and Mountain Parks 159 Open Space and Mountain Parks 160 Open Space and Mountain Parks 161 Open Space and Mountain Parks 162 Open Space and Mountain Parks 163 Open Space and Mountain Parks 164 Open Space and Mountain Parks 165 Open Space and Mountain Parks 166 Open Space and Mountain Parks 167 Open Space and Mountain Parks 168 Open Space and Mountain Parks 169 Open Space and Mountain Parks 170 Open Space and Mountain Parks 171 Open Space and Mountain Parks 172 Open Space and Mountain Parks 173 Open Space and Mountain Parks [This page is intentionally blank.] 174 175 City of Boulder PARKS AND RECREATION 2015-2020 Capital Improvement Program Funding Overview .25 Cent Sales Tax Fund With the renewal of this tax in November 2012, the revenues from this funding source were pledged “to fund Parks and Recreational services, development, renovation and refurbishment, and parkland acquisition for passive and active recreational uses” (.25 Cent Sales Tax ballot language). Permanent Parks and Recreation Fund The Permanent Parks and Recreation Fund consists of a .9 mill levy of assessed valuation of all taxable property in the city, gifts and donations to the fund, and proceeds from the sale of park or recreation property or equipment. The 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. Additionally, funding from the Capital Improvement Bond (CIB) Fund supports a number of projects managed by DUHMD/PS. CIB funding is indicated by the following symbol: 176 Parks and Recreation 2013 Flood Impact The magnitude of the 2013 flood to Parks and Recreation was approximately $1.6M in damages to many parks and facilities located along urban stream corridors. This amount is roughly half of the department’s annual CIP budget and will be mostly reimbursed through FEMA over the next few years. Fortunately, for the flood recovery projects, the department was able to utilize existing capital improvement bond funds that were allocated to address critical deficiencies within existing assets such as playgrounds, sports fields, shelters and other parks amenities. By utilizing the existing bond funds, the department was able to minimize any long term impacts to the long term CIP other than having to prioritize available funds in the near-term during the recovery. Once the reimbursement funds from FEMA return to the department, staff will begin implementing and completing projects that were put on hold during the flood recovery process. These projects include many of the parks and facilities that were prioritized during the initial project planning during the capital improvement bond initiative. Accomplishments and Highlights Projects to be Completed in 2014:  Boulder Reservoir Infrastructure Improvements: In 2014, 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  Mesa Memorial Park: Construction of the new neighborhood park in south Boulder along Table Mesa Drive between Yale and Hartford. This new neighborhood park provides several amenities for neighbors within a half mile radius to enjoy and meet the needs for parks facilities in the neighborhood  Boulder Reservoir Site/Management Plan: This project continues to address programmatic, business and operational needs, as well as identify capital improvement programming, and monitoring efforts for long-term reinvestments designed to enhance water quality, protect natural resources and optimize recreational opportunities. Currently, the project is in the data collection and public engagement phase to review the current conditions with the community and begin identifying indicators and monitoring practices that will inform future management actions  Flatirons Golf Course Irrigation Replacement: Completed the irrigation replacement with a new innovative system that allows increased water efficiency, operational efficiencies and improved playability of the course  Elks Neighborhood Park : Construction of the neighborhood park in North Boulder adjacent to 28th Street Boulder Reservoir entry construction. 177 Parks and Recreation  Valmont City Park Planning: Updated 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 Projects Expected for Completion in 2015:  Aquatic Facility Plan: Planning and feasibility analysis to determine demand and capacity of aquatics needs throughout the community  Parks and Recreation Facility Renovations: Crestview Park will 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  Urban Forest Strategic Management Plan: Comprehensive plan to provide specific management direction through policies that will balance the long-term sustainability of the urban forest with the outcomes of the community's sustainability framework  Planning, Design and Construction Standards: Development of comprehensive guidelines and standards for the planning, design and construction of urban parks and facilities. This plan will engage all staff and stakeholders in determining process, roles and responsibility in addition to complimenting current local and federal guidelines and standards. The completion of this critical plan will enable the department to accurately and efficiently plan and develop parks and recreation facilities based upon community goals, operational efficiency and industry best practices  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  Court Repairs and Renovation: This project will provide funding to provide critical repairs and complete replacements to several tennis and basketball courts throughout the parks and recreation system to ensure operational efficiency, user safety and an acceptable condition based on the asset management system  Recreation Center Enhancements: Pending the outcome and strategies of the Recreation Facility Strategic Plan, this project will fund the initial implementation projects outlined within the plan. A critical project that has been identified previously 178 Parks and Recreation includes renovating the front desk area at the North Boulder Recreation Center to increase operational efficiency of user access and safety of center customers. Projects Starting in 2015, but Not Completed:  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 that contribute to many of the sustainability goals of the city.  Playground and Irrigation System Replacement/Renovation: Ongoing program to annually address removal and replacement of critical park amenities as scheduled and programmed within the department’s asset database. Highlights of 2016-2020 Projects:  Pearl Street Mall Irrigation Replacement: Ongoing renovation of critical irrigation infrastructure and tree replacement to maintain and enhance the Pearl Street Mall. The mall is a critical asset to the community and provides community engagement, economic development and preservation of a unique landmark  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. Additionally, operational efficiencies, improvements and remodeling strategies will be reviewed to ensure the facilities are meeting the needs and demands of the community comparable to other facilities. This plan will be done in collaboration with the Facilities and Asset Management Division. Relationship to Guiding Principles and Prioritization CIP Guiding Principles: 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 2015-2020 CIP are indented to improve ongoing maintenance needs. Projects such as Pearl Street Mall Irrigation System Replacement and Playground and Irrigation System Replacements strive to improve long- term operational needs and protect existing assets while 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 179 Parks and Recreation projects contribute to improving citywide energy efficiency and water conservation efforts addressing existing parks and recreational facilities. Projects are also consistent with the communities overall greenhouse gas 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. Prioritization: The following guiding principles are applied when identifying and evaluating priority capital improvement projects. The proposed projects identified in the 2015-2020 CIP are consistent with the CIP Guiding Principles and the current Parks and Recreation Master Plan.  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. Projects not in Master Plans: None. New Projects  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 180 Parks and Recreation strategies to ensure the facilities are meeting the needs and demands of the community comparable to other facilities  Urban Forest Strategic Management Plan: Comprehensive plan to provide specific management direction through policies that will balance the long-term sustainability of the urban forest with the outcomes of the community's sustainability framework  Planning, Design and Construction Standards: Development of comprehensive guidelines and standards for the planning, design and construction of urban parks and facilities  Historic Railroad Coach Restoration: Renovation of the city-owned railroad coach currently located at the Railroad Museum in Golden, CO. 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  Court Repairs and Renovation: This project will provide funding to provide critical repairs and complete replacements to several tennis and basketball courts throughout the parks and recreation system to ensure operational efficiency, user safety and an acceptable condition based on the asset management system  Recreation Center Enhancements: Pending the outcome and strategies of the Recreation Facility Strategic Plan, this project will fund the initial implementation projects outlined within the plan. 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 as a result of 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 Projects, 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 $2M in damages 181 Parks and Recreation to infrastructure that the majority is eligible 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. Additionally, as a result of limited capital funding for the proposed 2015-2020 CIP, in 2015, funding for the Playground and Park Irrigation System Replacement will support other critical systems needs such as the Pearl Street Mall Irrigation System Replacement and the Urban Parks Computerized Irrigation System Replacement, efforts that require critical timelines for completion. 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 will be implementing an Asset Management Plan (AMP) to assist in capital planning and day-to-day operations. The current maintenance and facility improvements backlog, including major repairs and replacements is significant. The department anticipates that this backlog will continue until funding levels reach appropriate amounts to accommodate life- cycle projections for the department’s assets. The current budget reflects an economic reality that is not predicted to shift anytime soon, and it is within this reality that the department must plan for the future. With a maintenance backlog estimated at over $27 million, 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) workgroup 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 182 and operational expenses  Redirecting funding or accelerating projects to achieve energy efficiencies at recreation facilities. The department has unfunded significant deficiency and high priority projects included in the current capital investment strategy program. Key projects include:  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 that accommodate increased demand for weight rooms and fitness areas  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 sports facilities  New park development to achieve appropriate levels of service for planned neighborhood parks such as Violet Park and Heatherwood Park  Infrastructure associated with Valmont City Park Phase 2 development. Advisory Board Action On April 28, 2014, the Parks & Recreation Advisory Board voted (6-0) to approve the recommended 2015-2020 Capital Improvement Program. Parks and Recreation 183 [This page is intentionally blank.] 184 Table 11-1: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementRec Center Enhancements .25460,000$ -$ 180,000$ 280,000$ -$ -$ -$ 460,000$ -$ -$ ADA Compliance Improvements800,000 100,000 100,000 200,000 200,000 - - 600,000 200,000 - Coot Lake Restoration250,000 250,000 - - - - - 250,000 - - Emerald Ash Borer Response Measures890,000 230,000 220,000 220,000 220,000 - - 890,000 - - Recreation Center Enhancements1,220,000 280,000 100,000 - 280,000 280,000 280,000 1,220,000 Artificial Turf Field Installation1,500,000 - 500,000 500,000 500,000 - - 1,500,000 - - Lighting Ordinance Implementation500,000 - 250,000 250,000 - - - 500,000 - - Playground and Park Irrigation System Renovation1,500,000 - 300,000 300,000 300,000 300,000 300,000 1,500,000 - - Playground and Park Irrigation System Renovation - Lottery1,151,200 - 230,300 230,000 230,300 230,300 230,300 1,151,200 - - Subtotal8,271,200$ 860,000$ 1,880,300$ 1,980,000$ 1,730,300$ 810,300$ 810,300$ 8,071,200$ 200,000$ -$ Capital MaintenanceHistoric Railroad Coach Restoration100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Pearl Street Mall Irrigation System Replacement1,500,000 550,000 - - - - - 550,000 950,000 - Pool Replastering230,000 75,000 - - - - - 75,000 155,000 - Flatirons Golf Course Restroom and Path Repairs- - 200,000 - - - - 200,000 - (200,000) Court Repairs and Renovation280,000 - - - 280,000 - - 280,000 - - Parking Lot Repair860,000 - - - 220,000 420,000 220,000 860,000 - - Subtotal2,970,000$ 725,000$ 200,000$ -$ 500,000$ 420,000$ 220,000$ 2,065,000$ 1,105,000$ (200,000)$ Capital Planning StudiesParks and Recreation Planning, Design, and Construction Standards100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Recreation Facility Strategic Plan150,000 150,000 - - - - - 150,000 - - Urban Forest Management Plan120,000 120,000 - - - - - 120,000 - - Subtotal370,000$ 370,000$ -$ -$ -$ -$ -$ 370,000$ -$ -$ Land and Asset AcquisitionBoulder Junction Rail Plaza1,874,000$ -$ -$ -$ 374,000$ 1,500,000$ -$ 1,874,000$ -$ -$ Subtotal1,874,000$ -$ -$ -$ 374,000$ 1,500,000$ -$ 1,874,000$ -$ -$ New Capital ProjectBoulder Junction Pocket Park1,926,227$ -$ 750,000$ 350,000$ 350,000$ -$ -$ 1,450,000$ 476,227$ -$ Violet Park500,000 - - - - 500,000 - 500,000 - - Subtotal2,426,227$ -$ 750,000$ 350,000$ 350,000$ 500,000$ -$ 1,950,000$ 476,227$ -$ TransferTributary Greenways Program - Lottery-$ 125,400$ 125,400$ 125,400$ 125,400$ -$ -$ 501,600$ 150,000$ -$ Subtotal-$ 125,400$ 125,400$ 125,400$ 125,400$ -$ -$ 501,600$ 150,000$ -$ Total 15,911,427$ 2,080,400$ 2,955,700$ 2,455,400$ 3,079,700$ 3,230,300$ 1,030,300$ 14,831,800$ 1,931,227$ (200,000)$ PARKS AND RECREATION 185 Parks and Recreation 186 Parks and Recreation 187 Parks and Recreation 188 Parks and Recreation 189 Parks and Recreation 190 Parks and Recreation 191 Parks and Recreation 192 Parks and Recreation 193 Parks and Recreation 194 Parks and Recreation 195 Parks and Recreation 196 Parks and Recreation 197 Parks and Recreation 198 Parks and Recreation 199 Parks and Recreation 200 Parks and Recreation 201 Parks and Recreation 202 Parks and Recreation 203 Parks and Recreation 204 Parks and Recreation 205 Parks and Recreation [This page is intentionally blank.] 206 207 City of Boulder POLICE 2015-2020 Capital Improvement Program 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) and will be presented to council in the coming months. Potential sources of funding for the capital projects noted below include each of the following or any combination of:  an increase in sales and use tax  an increase in property tax mill levy  bond funding  use of existing operating funding to build a capital fund or pool of money available for capital projects. Past capital improvement funding has been provided through grant funding. Typical grants received by the Police Department are funded at the Federal level, usually through the U.S. Department of Justice, and are awarded once a year. The Police department currently receives the Justice Assistance Grant (JAG) that is used to fund equipment purchases. The JAG grant is based on crime statistics and has been decreasing in value in the last few years. The average amount awarded is approximately $23,000. Another source of funding for capital projects is the use of Asset Forfeiture funds. These funds are from seized assets that were used during the commission of crimes. Additionally, funding from the Capital Improvement Bond (CIB) Fund supports a number of projects citywide. CIB funding is indicated by the following symbol: Accomplishments and Highlights Projects Completed in 2014:  In-Car Video System: purchase of a server to increase the storage capacity for the in-car video system. The in-car video system project will be completed by December of 2014 and the system installed for use in the patrol vehicles. 208 Police Projects Expected for Completion in 2015:  Replacement of the Records Management System (RMS): a replacement RMS will be purchased with funds from the Asset Forfeiture Fund. The acquisition of a new RMS is a priority project as the current RMS runs on Windows XP, an outdated operating system. Projects Starting in 2015, but Not Completed: None Highlights of 2016-2020 Projects: None Relationship to Guiding Principles CIP Guiding Principles: The Department’s recently adopted Master Plan serves as the guide to priority capital funding for the Police Department. Capital projects seek to create efficiency and leverage outside funding sources such as grants. Prioritization: The Police Department is working together with IT, FAM and Finance to analyze technology, facility and equipment replacement needs, as well as emerging technology needs and solutions. The results of this analysis will help prioritize funding. Projects not in a Master Plan: None New Projects The RMS was not in the previous CIP but the ability to use the Asset Forfeiture funds for this purchase allowed for the project to be included in the CIP for 2015. Operation and Maintenance Impacts None 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: upgrading technology in order to improve response times and increase efficiency; and expanding the Public Safety 209 Police Building to better accommodate staffing and technology needs. Specific, high priority unfunded projects include: Public Safety Building Expansion and Renovation: Construct a 9,700 expansion for Police functions with additional parking for 30 to 50 spaces in a parking garage, along with associated renovations to the existing facility. Estimated cost $7.9 million. City-wide Radio Infrastructure: Over the next 5 years, much of the city’s radio infrastructure will need to be replaced due both to age and new unfunded narrow-banding mandates expected from the Federal Communications Commission (FCC). This will include the need for new infrastructure as well as new radios, and radio pack sets for all departments using the radio system. Estimated cost $2 million. Gold Elite Radio Consoles: The new expected narrow banding mandates of the FCC will make this type of system necessary in the Police/Fire Communications Center. Estimated cost $1.5 million. Body Cameras: New technology is becoming standard for departments in protecting both the officers and the community that they serve. Estimated cost $72,000. 210 Table 12-1: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRecords Management System950,000$ 850,000$ 100,000$ -$ -$ -$ -$ 950,000$ -$ -$ Subtotal950,000$ 850,000$ 100,000$ -$ -$ -$ -$ 950,000$ -$ -$ Total950,000$ 850,000$ 100,000$ -$ -$ -$ -$ 950,000$ -$ -$ POLICE 211 [This page is intentionally blank.] 212 Police 213 City of Boulder TRANSPORTATION 2015-2020 Capital Improvement Program Funding Overview Investment in Transportation infrastructure is occurring through five separate funds listed below. An update to the Transportation Master Plan is underway and anticipated to be completed in 2014. The plan update will influence projects and guide funding in future years Capital Improvements Programs (CIP’s). Airport Fund The Airport Fund accounts for the operations of the city-owned municipal airport and supports airport investment. It is supported primarily by lease revenue and entitlement funds from the Federal Aviation Administration (FAA). Transportation Fund The Transportation Fund accounts for construction, operation and maintenance of all major thoroughfares, local streets, bikeways, walkways and other transportation systems. Funding for city transportation projects comes from several different sources: 0.60% dedicated sales tax, Highway Users Tax, County Road and Bridge funds, State Highway Maintenance and Landscape Funds, and Moving Ahead for Progress in the 21st Century Act (MAP-21) federal. In November of 2013, Boulder voters passed two tax initiatives that increase the transportation fund by .15% dedicated sales tax annually for the next 16 years. This additional tax will be used to fund deferred transportation maintenance and some key multi-modal improvements. This is the first year to incorporate 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 new 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 214 Transportation and Municipal Airport in the area will be used on these improvements in addition to other money budgeted in the Transportation CIP. Other department funding sources will also be used for these projects. Capital Bond Fund Additionally, funding from the Capital Improvement Bond (CIB) Fund supports a number of projects managed by Transportation. CIB funding is indicated by the following symbol: 2013 Flood Impact Benefitting from the Greenways system, built in partnership with the flood utility, and state and federal grants, the transportation system had limited damage during the 2013 flood. The Transportation operating reserve, 2011 capital bond proceeds for maintenance and repair, and increased investment in ongoing maintenance allowed for immediate response and eventual repair to flood-damaged infrastructure. However, since flood repair and recovery became the top repair and reconstruct priority, other repair projects at the top of the list were deferred. There is a cascading impact as those prior priority projects are moved to 2015 and then 2015 projects to 2016 and so on. As the CIP evolves over time, Transportation will continue to seek partnerships to invest in resilient infrastructure. An upcoming opportunity is the Denver Regional Council of Governments (DRCOG) Transportation Improvements Program (TIP) federal funding award process. As in past award cycles, if the city successfully applies for grants that benefit flood mitigation, projects will then be incorporated in the 2016 – 2021 CIP. Accomplishments and Highlights The projects in the capital improvements program are selected and developed to implement TMP priorities. The TMP prioritized a system of multimodal corridors in the city for strategic investment and completion. The term multimodal corridor has now been replaced with “complete street.” Complete Streets not only includes the street itself but also facilities for the associated ¼ mile travel shed on either side. Projects to be Completed in 2014  28th Street Multi-Use Path: on the west side of 28th Street from Arapahoe to Mapleton.  Arapahoe Reconstruction: from Folsom to 15th Street .  Junction Place Bridge over Goose Creek: (landscaping likely Spring 2015) .  Transit Stop Improvements: CDOT FASTER funded - various locations throughout Boulder.  South Boulder Road and Manhattan Safe Routes to School project: including pedestrian improvements and a signal at the intersection. 14th Street Transit Center Improvements 215 Transportation and Municipal Airport  Violet Intersection Realignment: at 28th Street.  Pearl Parkway Multi-way Boulevard: South side of Pearl - 30th east to the railroad tracks. Projects Expected for Completion in 2015:  Pearl Parkway Multi-use Path TIP Project: North side of Pearl from 30th to 47th and Multi -way Boulevard on the north side of Pearl from 30th east to the railroad tracks.  Diagonal – 28th Street to East of 30th Street: Reconstruction and multi-modal Improvements.  Foothills/Valmont Operational Improvements.  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.  63rd Street widening: Between Arapahoe and Valmont where it has not already occurred including a structure replacement over the Leggett ditch. Projects Starting in 2015, but not Completed:  28th Street Multi-Use Path: 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. Highlights of 2016-2020 Projects:  28th Street improvements: Baseline to Iris are planned to be fully funded by 2016.  The next TIP application process will begin in late 2014 with funding starting in 2015.  Consistent with Budget Guiding Principles and Priority Based Budgeting, a strategic funding line item in the CIP is for TIP local match and TMP Implementation, allowing flexibility as the TMP Update is completed later this year and to allow the leveraging of external funding.  Transportation Corridor Scoping and Prioritization Projects were added for Canyon Boulevard, East Arapahoe, and 30th/Colorado timed to follow the city-wide coordinated conceptual planning processes in these areas.  A Major Capital Reconstruction Project was added using the new transportation funds to allow flexibility for repair or reconstruction of major assets in the transportation system.  Xcel has identified deficiencies in street light poles that need to be repaired and funding has been programmed to cover the projected costs.  Airport CIP: Rehabilitation of Airport Parking Ramp in 2018 and the Airport Runway in 2018/2020. Funding is (95%, 2.5%, 2.5%) FAA, Colorado Department of Transportation (CDOT), and city respectively. 216 Transportation and Municipal Airport Relationship to Guiding Principles and 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 2015-2020 CIP are consistent with the TMP, last updated in 2008, and its budget guiding principles. An update to the TMP is currently underway. 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. Transportation projects are important improvements for advancing the community sustainability framework goals, including environmental, social and economic objectives. 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 also 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 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 217 Transportation and Municipal Airport 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 Transportation Master Plan is an important aspect of the Transportation Budget’s guiding principles. The TMP calls for developing a balanced multimodal system that offers transportation choices. In City Council/Board budget processes, a list of Transportation budget guiding principles has been developed and updated to reflect the positive vote in November, 2013. It includes priorities and strategies that are used to develop the Transportation CIP. The 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 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 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. 218 Transportation and Municipal Airport Projects Not in Master Plans: The TMP Update process is underway. The plan goes to City Council for acceptance in July 2014. Results from the update have been used to inform the 2015-2020 CIP. New Projects Three new projects were added in the 2015 to 2017 CIP to fund Transportation Corridor Scoping and Prioritization work on Canyon Boulevard, East Arapahoe and at 30th Street/Colorado Avenue. The timing of these projects is intended to follow the citywide conceptual planning processes and will identify key projects and costs to be programmed in future CIP planning processes. Another added project in the 2015 to 2020 CIP is for major capital reconstruction. Transportation has on-going maintenance programs in the operating budget such as overlay and sidewalk repair that take care of on-going maintenance needs. This item will complete work similar to the Capital Bond category titled “Replace substandard bridges, structures, signs and systems.” This funding could apply to major capital assets for any transportation mode. The first year of funding will include an assessment and prioritization of needs for items such as major roadways, bridge crossings and retaining walls. The last new project is titled “Deficient Street Light Pole Replacement” and is to pay Xcel to repair identified structurally deficient street light poles that have rusted or been damaged in other ways. 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 tax is for the following ten years, starting in 2020. The two together result in 0.15% 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 collection increases over the last few years into the maintenance and operations of the system and will now have a more significant boost with the tax passed last November. Deferred, Eliminated, or Changed Projects Transportation Fund  Funding amounts were increased annually in the Pedestrian Facilities Enhancement by $50k and in the Bikeway Facilities Enhancements by $100k.  Funding for the 28th Street: Baseline to Iris improvements project was eliminated in 2017 as project funding completion is anticipated in 2016.  Funding for the TIP Local Match/TMP Implementation was increased to an average of $3.8 mil annually over the six year planning horizon. The TIP selection process is 219 Transportation and Municipal Airport anticipated to occur in 2014, and the TMP update is planned to be completed in 2014. This money will be moved to specific projects as they are funded or identified. Transportation Development Fund  Funding for the 28th Street: Baseline to Iris improvements project was eliminated in 2017 as project completion is anticipated in 2016.  Added funding for TIP Local Match/TMP Implementation was added in anticipation of the outcome of TMP Implementation. This project includes $1.75 Mil total in the 2015 to 2020 CIP. Boulder Junction Improvement Fund The Boulder Junction Improvement Fund CIP continues to be refined to best coordinate timing with private developments and to respond to other unanticipated coordination issues. The Boulder Junction Improvement Fund CIP reflects minor changes compared to the 2014-2019 CIP. Funding for development coordination in the out years of 2018 and 2019 was deleted anticipating that Phase I improvements will be complete. If future needs are identified funding will be added through subsequent CIP process. Unfunded Projects and Emerging Needs Unfunded Projects Funding Required for Unfunded Improvements: The unfunded projects list in the Transportation Fund is informed by the TMP update currently in process and 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 continues to 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 $5M in capital improvements needed for the city’s railroad crossings to be Quiet Zone compliant. Evaluating the bigger picture transportation unfunded improvements, the 2014 TMP will establish updated funding at three levels —Current Funding, Action Plan, and Vision Plan – through 2035. Emerging Need: Corridor /Area Planning As noted above, in areas of change such as Civic Area, East Arapahoe and CU Boulder’s East campus, capital improvements will likely need funding in the future. 220 Transportation and Municipal Airport Advisory Board Action On June 9, 2014, the Transportation Advisory Board voted 5-0 to recommend approval of the proposed 2015-2020 Transportation Fund, Transportation Development Fund and Boulder Junction Improvement Capital Improvement Programs. 221 [This page is intentionally blank.] 222 Table 13-1: 2015-2020 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement28th St (Baseline to Iris)-$ 860,000$ 860,000$ -$ -$ -$ -$ 1,720,000$ -$ -$ 28th St (Baseline to Iris) II- 470,000 470,000 - - - - 940,000 - - Boulder Junction - Junction Pl Enhancements (Goose Creek to Bluff)977,000 577,000 - - - - - 577,000 400,000 - Miscellaneous Development Coordination- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 - - Signal Maintenance and Upgrade- - - - 200,000 - - 200,000 200,000 - Subtotal977,000$ 1,957,000$ 1,380,000$ 50,000$ 250,000$ 50,000$ 50,000$ 3,737,000$ 600,000$ -$ Capital MaintenanceDeficient Street Light Pole Replacement1,280,823$ 321,000$ 265,000$ 265,000$ -$ 121,000$ 121,000$ 1,093,000 187,823$ -$ Major Capital Reconstruction- 800,000 800,000 800,000 800,000 800,000 800,000 4,800,000 - - Pedestrian Facilities - Repair, Replacement, ADA- 629,000 629,000 629,000 629,000 629,000 629,000 3,774,000 - - Subtotal1,280,823$ 1,750,000$ 1,694,000$ 1,694,000$ 1,429,000$ 1,550,000$ 1,550,000$ 9,667,000$ 187,823$ -$ Capital Planning StudiesTransportation Corridor Scoping and Prioritization - Canyon Blvd200,000$ 100,000$ -$ -$ -$ -$ -$ 100,000 100,000$ -$ Transportation Corridor Scoping and Prioritization - East Arapahoe200,000 100,000 100,000 - - - - 200,000 - - Transportation Corridor Scoping and Prioritization - 30th/Colorado200,000 - 100,000 100,000 - - - 200,000 - - Subtotal600,000$ 200,000$ 200,000$ 100,000$ -$ -$ -$ 500,000$ 100,000$ -$ New Capital ProjectBikeway Facilities - Enhancements-$ 225,000$ 225,000$ 225,000$ 225,000$ 225,000$ 225,000$ 1,350,000$ -$ -$ Boulder Junction - Development Coordination825,000 75,000 75,000 75,000 - - - 225,000 450,000 150,000 Pedestrian Facilities Enhancements-Missing Links, Crossing Treatments- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - TIP Local Match/TMP Implementation- 3,300,000 3,300,000 4,200,000 4,000,000 4,000,000 4,000,000 22,800,000 - - Boulder Junction - Traffic Signal at Bluff Street and 30th Street228,000 - - 228,000 - - - 228,000 - - Boulder Junction - Traffic Signal at Junction Place and Valmont304,000 - - 304,000 - - - 304,000 - - TIP Local Match/TMP Implementation II- - - 470,000 300,000 400,000 400,000 1,570,000 - - Subtotal1,357,000$ 3,725,000$ 3,725,000$ 5,627,000$ 4,650,000$ 4,750,000$ 4,750,000$ 27,227,000$ 450,000$ 150,000$ PUBLIC WORKS - TRANSPORTATION 223 Table 13-1: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountTransferTributary Greenways Program - Transportation - Transfer-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ 97,500$ -$ Subtotal-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ 97,500$ -$ Total 4,214,823$ 7,729,500$ 7,096,500$ 7,568,500$ 6,426,500$ 6,447,500$ 6,447,500$ 41,716,000$ 1,435,323$ 150,000$ PUBLIC WORKS - TRANSPORTATION (Cont.)Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRehabilitate Runway and Eastern Taxiway4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000$ -$ -$ Subtotal4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000 -$ -$ - Total 4,935,000$ -$ -$ -$ 435,000$ -$ 4,500,000$ 4,935,000 -$ -$ PUBLIC WORKS - MUNICIPAL AIRPORT 224 Transportation and Municipal Airport 225 [This page is intentionally blank.] 226 Transportation 227 Transportation 228 Transportation 229 Transportation 230 Transportation 231 Transportation 232 Transportation 233 Transportation 234 Transportation 235 Transportation 236 Transportation 237 Transportation 238 Transportation 239 Transportation 240 Transportation 241 Transportation 242 Transportation 243 Transportation 244 Municipal Airport 245 City of Boulder UTILITIES 2015-2020 Capital Improvement Program 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 is derived primarily from monthly utility fees. Any revenue increases for 2015 will be reviewed by the Water Resources Advisory Board and considered by City Council. Approval of revenue increases that are different from what is listed above may impact the 2015-2020 CIP. In addition to the monthly utility fees, significant revenue sources include Plant Investment Fees (PIFs) from new development or redevelopment and hydroelectric sales. Sales from monthly utility fees can be variable and reflect the overall growth of the service area and yearly weather fluctuations. Other revenue sources include reimbursements from the Urban Drainage & Flood Control District (UDFCD), this is 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 (none anticipated at this time). These revenues are project specific and are highly variable depending on the external agency's funding situation and priorities. Currently, the following projects are anticipated to qualify for such revenues:  Pre-Flood Acquisition  Wonderland Creek  Fourmile Canyon Creek  South Boulder Creek If the above mentioned funds are insufficient, projects may be funded by issuing revenue bonds with the debt service financed by general utility charges. For the years 2015-2020, it is anticipated that new bonds will be issued for the following projects: Water:  Betasso Water Treatment Plant Improvements ($12 million in 2016) to fund improvements to maintain compliance with federal Safe Drinking Water Act regulations.  Southern Water Supply Pipeline II (Carter Lake Pipeline) ($33.9 million in 2018). 246 Utilities  Barker Dam Improvements ($8 million in 2019) to fund repairs to the outlet works. Wastewater:  Sanitary Sewer Rehabilitation ($10 million in 2015) to replace and rehabilitate sections of the reinforced concrete pipe (RCP) sewer.  WWTF Improvements ($18.5 million in 2020) to fund phosphorus treatment to meet Regulation 85 requirements. Stormwater and Flood Management:  Wonderland Creek Flood Mitigation project ($16 million in 2015) .  South Boulder Creek Flood Mitigation ($10 million in 2018) to fund improvements designed to mitigate flood hazards in the South Boulder Creek West Valley area. The following table summarizes the debt obligations of the utilities, the year the debt is retired and the average annual debt payment. Items shown in italics are projects that are anticipated to be funded by issuing bonds. 247 Utilities Table 14-1 Existing and Planned Infrastructure Financed by Debt The water utility also pays a portion of the Northern Colorado Water Conservancy District’s debt related to the Windy Gap project. This debt will be retired in 2017 and Boulder’s annual debt payment is approximately $1,650,000. The utility continues to maintain a high credit rating, most recently Aa1 from Moody’s and AAA from Standard and Poor’s. This is due to sound financial practices, one of the most important of which is maintaining sufficient reserves. The 2015-2020 capital improvement program (CIP) was developed using the following 2014 revenue increases from monthly utility fees. These rate increases should generate sufficient revenue to fund a reasonable amount of mitigation projects in response to the September 2013 Utility Projects Year Debt is Retired Approximate Annual Debt Payment Water Boulder Reservoir WTF Improvements 2016 $858,000 Multiple Projects including Silver Lake Pipeline, Barker Purchase 2019 $2,522,000 Lakewood Pipeline 2021 $2,066,000 Betasso WTP Imp. (2016) 2036 $1,140,000 Carter Lake Pipeline (2018) 2038 $3,224,000 Barker Dam Improvements (2019) 2039 $763,000 Wastewater Sanitary Sewer Rehabilitation (2015) 2035 950,000 WWTF Liquid and Solid Stream Improvements 2025 $3,500,000 WWTF Headworks/Digester/UV Improvements 2030 $674,000 WWTP Improvements – Reg 85 (2020) 2040 $1,757,500 Storm/Flood Multiple projects including Goose Creek Flood Mitigation 2018 $385,000 Wonderland Creek Flood Mitigation (2015) 2035 $1,520,000 South Boulder Creek Flood Mitigation (2017) 2037 950,000 248 Utilities flood disaster as discussed below. Additional city staff needed to implement the proposed additional capital improvement project work will be needed and funding for these positions is anticipated in the proposed rate increases. Water – 5% Wastewater – 30% Stormwater/ Flood Management – 75% Anticipated FEMA reimbursement as discussed below has been considered in formulating the proposed rate increases. 2013 Flood Impact The 2013 flood disaster significantly affected the city’s utilities system and finances. City utility funds have been used to fund recovery efforts and the following is a summary of current and anticipated expenses: Water Utility $ 1.5 million Wastewater Utility $ 1.5 million Stormwater and Flood Management Utility $ 6.0 million In some instances, funding previously saved up for future, identified CIP projects was used to cover flood recovery. As a result, additional or different sources of funding will be needed to complete those projects. For example, in order to fund the flood disaster recovery costs for the Stormwater and Flood Management Utility, cash originally appropriated for the Wonderland Creek project is being used. As a result, the Utilities Division will be issuing bonds for the Wonderland Creek project next year. The flood disaster also highlighted certain vulnerabilities in the city’s utility infrastructure. Although the water system infrastructure performed admirably and sustained minimal damage, the sanitary sewer, storm water and major drainageway systems were overwhelmed by rain of up to 18 inches in a relatively short period of time and resulting runoff, groundwater infiltration and inflow to the city’s open channel and pipe conveyance systems. Although the rain event is estimated to have a recurrence interval of 1000 years, the city’s major draiangeways only experienced flood flows characterized by a recurrence interval of 25-50 years. City staff is in the process of identifying and quantifying the disaster impacts and have developed a proposed CIP budget that contemplates additional work to make the infrastructure more robust and mitigate future rainfall/runoff event impacts. New projects have been identified or funding increased for mitigation projects including: Wastewater Utility: September 2013 Flood Disaster Recovery 249 Utilities  Collection System Monitoring  Condition Assessment Program  Sanitary Sewer Rehabilitation  Sanitary Sewer Manhole Rehabilitation  IBM Pump Station  Digester Complex Improvements Stormwater and Flood Management Utility:  September 2013 Flood Disaster Recovery  South Boulder Creek Flood Mitigation  Skunk Creek Flood Mitigation  Twomile Canyon Creek Flood Mitigation  Bluebell Canyon Creek – King’s Gulch Flood Mitigation  Fourmile Canyon Creek Flood Mitigation  Bear Canyon Creek Flood Mitigation  Gregory Canyon Creek Flood Mitigation  Boulder Creek Flood Mitigation  Wonderland Creek Flood Mitigation  Local Drainage Improvements  Storm Sewer Rehabilitation  Transportation Coordination Accomplishments And Highlights Water Utility: In addition to the September 2013 flood disaster there have been several developments over the past year that should be considered in formulating the Water Utility CIP. These developments are discussed and addressed below under the Highlights of 2016-2020 Projects section. Projects to be Completed in 2014:  Phase 1 of the Sunshine Pipeline inspection and replacement  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  Replacement of approximately 20,000 feet of water main  Mixing improvements at Devil’s Thumb storage tank  Gunbarrel Tank painting and structural steel rehabilitation  Boulder Reservoir Water Treatment Facility Post Filter Mixing Improvements 250 Utilities  Betasso Residuals Study and Filter Analysis  Betasso and Boulder Reservoir treated water effluent meter replacements Projects Expected for Completion in 2015:  Barker Dam Outlet Investigation for Gate No.10 – due to leakage and concerns with the age of this 1905 gate, a bulkhead design and installation plan will be completed with the assistance of a consulting engineer specializing in high pressure bulkheads.  Silver Lake Dam Outlet Inspection – as part of dam safety requirements, the outlet system will be fully inspected and the condition assessment will be documented.  Goose Lake Dam Outlet Inspection - as part of dam safety requirements, the outlet system will be fully inspected and the condition assessment will be documented.  Silver Lake Hydroelectric Rehabilitation - the bypass valve is scheduled for rehabilitation due to operational damage.  Betasso capital improvement project design.  Replacement of approximately 20,000 feet of water main. Projects Starting in 2015, but not Completed:  Lakewood Pipeline Internal Inspection – assessment of corrosion potential and general condition of steel pipe, welds and interior lining.  Watershed Improvements – Various aging valves in the upper watershed will be replaced with more modern systems.  Barker Gravity Pipeline Maintenance Repairs – ongoing repairs to the gravity system will continue on a priority and/or emergency basis.  18” Transmission line replacement from the mouth of Boulder Canyon to Chautauqua Reservoir.  Kohler Storage Tank roof replacement.  Phase 2 of the Sunshine Pipeline inspection and replacement.  Devil’s Thumb Storage Tank site, security and water quality improvements. Highlights of 2016-2020 Projects:  Annual funding for waterline replacement of $3,000,000 (2014 dollars) is proposed in order to provide for the replacement of additional waterlines located in residential streets scheduled to be reconstructed by the city’s Transportation Division. Completing water main replacement just ahead of street resurfacing results in significant savings since pavement restoration costs can be eliminated. Coordination also reduces the risk that the useful life of a newly reconstructed street will be impacted by a main break.  It is recommended that the city continue its annual maintenance program of the Barker Gravity Line by prioritizing pipeline repair projects based on the most critical needs, providing enough earthen cover to protect the pipeline, and anchoring the pipeline in areas prone to landslides. Replacement or lining of pipe sections are options that may be used in different parts of the pipeline. 251 Utilities  It is recommended that capital funding be allocated in the 2015-2016 time period to address issues related to aging equipment and underperforming treatment processes at the Betasso Water Treatment Facility.  Funding for the final design of the Carter Lake Pipeline is identified in 2017 and construction is identified in 2018. Project costs were updated with a new construction estimate provided by Northern in 2014 and forecasted costs have increased. The pipeline is considered the best long-term solution to water quality, operational and security vulnerability issues related to drawing water directly from either the Boulder Feeder Canal or Boulder Reservoir. The recent disaster event revealed that the pipeline could also mitigate the potential for future problems in delivering water from the Boulder Reservoir WTP during future disaster events. The pipeline would potentially provide an opportunity to develop a new hydroelectric facility and funding for construction of this facility is allocated in 2020.  The Barker Dam outlet facilities are over 100-years old and in need of significant rehabilitation. As a result of the successful testing and operation of the existing outlet gates as described above, funding has been delayed by 1 year for final design (now 2018) and construction (now 2019) of the rehabilitation project. The outlet facilities would also provide an opportunity to develop a new hydroelectric facility and funding for construction of this facility is allocated in 2020.  The 2014-2015 assessment of rehabilitation options for Green Lake No. 2 and Albion dams will confirm the path forward on re-establishing operational levels of storage on these dams. Construction funding of these projects is not shown in the 2015-2020 CIP at this time because of the unknown results of the assessment and cost/benefit of associated improvements.  Funding for treated water transmission infrastructure includes both assessment and replacement of critical pressure zone 3 pipes. During the summer of 2013 several transmission mains experienced failures that were repaired and revealed the need to replace certain pipe segments sooner than anticipated. Wastewater Utility: Impacts of the September 2013 flood disaster are the primary drivers of changes being considered in the Wastewater Utility CIP. Projects to be Completed in 2014:  IBM Lift Station Design Improvements  Nitrogen Upgrades Design Improvements  Wastewater collection system condition assessment and debris removal  Wastewater Collection System Master Plan (WWCSMP) Update - to integrate flood inundation data from the 2013 flood event.  Wastewater Interceptor Evaluation  Inflow & Infiltration (I&I) Evaluation 252 Utilities Projects Expected for Completion in 2015:  IBM Lift Station Construction  WWTF Process Automation System (PAS recommendations implementation. Projects Starting in 2015, but not Competed:  Nitrogen Upgrades Construction Improvements. The city received a new discharge permit for the 75th Street wastewater treatment facility (WWTF) with an effective date of May 1, 2011. The City has begun a Nitrogen Upgrades design project that will be completed this year for submittal to CDPHE. This project will include improvements to meet new permit regulations for new total inorganic nitrogen (TIN) and daily maximum ammonia limits. This project’s construction cost is estimated at $4,000,000 and will be completed in 2016.  Inflow & Infiltration (I&I) Evaluation project recommendations. Upon completion of the 2014 I&I Evaluation, Utilities staff will begin rehabilitation of the wastewater collection system to specifically address the inflow component of the I&I. These repairs will focus on single point large volume contributions to the system like illicit drain or pump connections. Highlights of 2015-2019 Projects:  Staff recommends a more robust wastewater collection system condition assessment program and has including preliminary funding in the 2015-2020 CIP. The condition assessment may reveal additional rehabilitation needs that are not fully anticipated in this preliminary budget.  Increased funding for the annual Sanitary Sewer Rehabilitation project is being considered at a base rate of $750,000 per year in 2014 dollars escalating at 4% annually. Increased funding for Sanitary Sewer Manhole Rehabilitation project is also being considered.  New CDPHE regulations concerning nutrient criteria, specifically Regulation 85 and Regulation 31, were adopted by the Colorado Department of Public Health and Environment (CDPHE) in March 2012. The criteria will pose serious treatment challenges for the WWTF and will have significant financial impacts. City staff has estimated approximately $18.5 million of funding in 2020 to address the phosphorus treatment improvements required to address Regulation 85. Regulation 31 contains much more stringent provisions and funding for this regulation is identified in the 20- year CIP with $11 million in 2029.  The Process Automation System (PAS) Strategic Plan, which was completed in 2013, included approximately $6,000,000 in instrumentation and controls (I&C) recommendations to be completed at the WWTF. Funding for these improvements is estimated at $600,000 per year (escalated at 4% annually) for the next 10 years.  Additional funding for construction of overflow improvements at the IBM lift station necessary to meet the CDPHE permit regulations will be completed in 2015. 253 Utilities  A system-wide inflow and infiltration (I&I) study of the wastewater collection system will be completed in 2014. The purpose of this evaluation is to quantify the rainfall induced I&I component entering the wastewater collection system. This I&I study was scheduled this year to take advantage of historically high groundwater conditions. Because of the saturated soil conditions, a give rainfall event will likely result in a more significant I&I system response. The data collected from this evaluation will be used to advise system repairs to minimize I&I component entering the collection system during rainfall events.  Wastewater Interceptor Replacement/Rehabilitation - Bond Project. Utilities staff has identified the need for a $10,000,000 bond in the 2015-2020 CIP to fund improvements to the City’s largest sanitary sewer interceptor. In 2014, city staff hired Redzone Robotics to perform a condition assessment of 31,000 feet of the interceptor. Initial data received from the contractor indicate that sections of the interceptor have experienced significant internal corrosion and that the sewer is at risk of failure and potential collapse. Utilities staff will begin an evaluation in 2014 to identify the project’s magnitude and schedule.  Digester Complex Improvements. The secondary digester cover has failed on numerous occasions. This failure occurs when moisture gets inside the roof and causes an imbalance in the roof structure, and the cover tips rendering it inoperable. When this occurs, the facility must be taken off-line, emptied, cleaned and repaired. Utilities staff has identified a project to replace the secondary digester cover in the 2015-2020 CIP. The estimated construction cost is $2,000,000, with $200,000 identified for the design in 2019.  A comprehensive list of WWTF rehabilitation projects has been identified from the Wastewater Utility Fund Asset Management tool, and included in the 20-year CIP based on staff input, engineering studies and the asset management database. For the current 6-year CIP, funding for the rehabilitation projects has been allocated to various WWTF components as shown in the detailed CIP list. Stormwater and Flood Management: Based on analysis of the September 2013 event, the majority of the disaster impacts were related to the event exceeding the capacity of existing stormwater infrastructure. Similar to the Wastewater Utility, the impacts of the September 2013 flood disaster are the primary drivers of changes being considered in the Stormwater and Flood Management Utility CIP. More information will be made available in the near future and staff plans to refine these preliminary recommendations based on this information during this budget process. Besides the significant direct flood recovery costs that have been and will need to be absorbed, significant additional mitigation project work has been identified as discussed and addressed below under the Highlights of 2016-2020 Projects section. Mitigation of flood hazards along 254 Utilities major drainageways has been the major thrust of the city’s Stormwater and Flood Management utility for the last three decades. Boulder has by far the largest number of flood insurance policies (required on all federally backed mortgages) and largest insured value. City of Boulder residents and businesses pay nearly $3M in total annual flood insurance premiums. Investment in flood mitigation serves to reduce the associated risks and costs. Projects to be Completed in 2014:  A flood mitigation planning study for Boulder Creek, Gregory Creek and Bear Canyon Creek is currently being initiated in conjunction with the Urban Drainage and Flood Control District. This plan will identify feasible flood improvement projects along these drainageways.  It is anticipated that the following mapping studies will be completed in 2014: Skunk Creek, Bluebell Creek and King’s Gulch, Boulder Slough and the Bear Canyon Creek/Harrison Avenue levee.  The South Boulder Creek Flood Mitigation Plan is anticipated to be completed in 2014.  Utilities will complete a brief update to the 2007 Stormwater Master Plan (SMP) to integrate flood inundation data from the 2013 flood event. Projects Expected for Completion in 2015:  Fourmile Canyon Creek at 19th Street is in preliminary design but was put on hold following the September 2013 flood event. It is anticipated that development of this project will continue in late 2014 with a CEAP completed in for the upstream reach in 2015.  Flood mapping studies for Upper Goose and Twomile Canyon Creeks are anticipated to be completed in 2015. Projects Starting in 2015, but not Completed:  Utilities staff will begin the design of stormwater drainage improvements along Pearl Street between 17th Street and 20th Street to help mitigate flooding that occurs regularly in this area.  Utilities staff will begin the design of stormwater drainage improvements in the Upper Goose Creek drainage area in anticipation of the Upper Goose Creek Drainageway improvements identified in the 6-year CIP.  Construction of the Wonderland Creek Foothills to 30th Greenways Improvement Project is anticipated to begin in 2015.  Construction of the Wonderland Creek (28th Street) Diagonal to Winding Trail Bear Canyon Creek during the flood. A flood mitigation planning study will be done here in 2014. 255 Greenways Improvement Project is anticipated to begin in 2015.  A flood mitigation plan was initiated in 2014 for Boulder Creek, Bear Canyon Creek and Gregory Canyon Creek and is anticipated to be completed 2015. Highlights of 2016-2020 Projects:  Flood mitigation improvements in the near term focus on Wonderland and Fourmile Canyon Creeks. The Wonderland Creek Foothills to 30th Street project is proposed to implement flood mitigation measures along Wonderland Creek from just upstream of Iris Avenue to Foothills Parkway and extend the multi-use trail from Foothills Parkway to the intersection of Iris Avenue and 30th Street. This project will include a bicycle and pedestrian underpass under the Burlington Northern Railroad. The Wonderland Creek at 28th Street project (Diagonal to Winding Trail) is the next upstream reach and will also include flood mitigation and path improvements, including bicycle and pedestrian underpasses at 28th Street and Kalmia Avenue. Funding for the construction of these improvements is proposed to be bonded in 2015, based on the current total estimated cost assuming the additional $2.9 million received through the Transportation Improvement Program (TIP). Funding originally budgeted for this project has been reprioritized to address immediate flood recovery expenses.  Flood mitigation improvements along Fourmile Canyon Creek, 19th to 22nd Streets include 100 year flood mitigation at 19th Street, a multi-use path and an emergency access connection from 19th Street to Tamarack Avenue and a bicycle and pedestrian underpass at 19th Street. Funding is shown for additional improvements along Fourmile Canyon Creek between Upland and Violet in outlying years.  Funding is shown in 2015 for design of flood mitigation improvements along South Boulder Creek, Bear Canyon Creek, Gregory Creek and Boulder Creek and will be based on the recommendations of the mitigation planning studies. Funding is shown for construction of these improvements starting in 2016, with bond money shown in 2018 for South Boulder Creek.  Funding for design of flood mitigation capital improvements along Skunk, Bluebell, King’s Gulch, Twomile and Upper Goose Creeks is shown starting in 2017 and will be based on the updated mapping and a mitigation planning effort.  Funding for the design and construction of localized drainage improvements throughout the city. These improvements include storm water collection and conveyance facilities designed to convey the 2-year and 5-year storm events. Relationship To Guiding Principles And Prioritization CIP Guiding Principles: The proposed Utilities Division CIP is consistent with the CIP guiding principles in that 1) all projects have been identified and prioritized through Council accepted master plans 2) capital improvements are designed to achieve community sustainability goals, 3) funds to operate and Utilities 256 Utilities maintain the project or program have been identified, 4) adequate financial capacity and flexibility is available to respond to emerging, unanticipated needs (except for the WWTF permit issue identified below, 5) the maintenance and enhancement of city-wide business systems is captured elsewhere in the CIP, 6) projects sustain or improve maintenance of existing assets before investing in new assets, 7) project have been identified to meet legal mandates, maintain public safety and security, leverage external investments, promote community partnerships, reduce operating cost and improve efficiency, 8) capital projects have been screened through a cost/ benefit analysis, 9) the CIP provides sufficient reserves to allow for a strong bond rating and the ability to address emergencies and natural disasters. The projects identified in the 2015-2020 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 - 2010  Wastewater Utility Master Plan - 2010 Stormwater/ Flood Management:  Stormwater Master Plan -2007  Comprehensive Flood and Stormwater (CFS) Master Plan - 2004 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 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 257  Worker health and safety  Opportunity to collaborate with other city projects, such as Transportation projects  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 Within current appropriations all projects proposed have sufficient funds for ongoing operations and maintenance, and 90% of the Water Utility and Wastewater Utility projects are focused on maintaining or improving existing assets. Other Water and Wastewater Utility projects are intended to construct facilities required to comply with new regulations. In the Stormwater and Flood Management Utility, the majority of the project funding is focused on life safety and critical facility hazard mitigation issues. Projects Not in Master Plans: Most Utilities Division projects in the 2015-2020 CIP have been previously identified in associated master plans. However, several projects have been added based on information gleaned from the September 2013 flood disaster. NEW PROJECTS The following new projects have been identified in the 6-year CIP: Water:  Devil’s Thumb Storage Tank  Sunshine Transmission Pipe  Silver Lake Dam  Goose Lake Dam  Silver Lake Hydroelectric/PRV  Water System Security/Quality Improvements Wastewater:  WWTP Nutrient Management Grant Utilities 258 Utilities Condition Assessment Program Stormwater/ Flood Management: Twomile Canyon Creek Flood Mitigation Bluebell Canyon Creek – King’s Gulch Flood Mitigation Bear Canyon Creek Flood Mitigation Gregory Canyon Creek Flood Mitigation Boulder Creek Flood Mitigation Local Drainage Improvements Operations 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. It should be noted that the proposed CIP assumes funding for the replacement/rehabilitation of existing Utilities assets at a level of 75% of the predicted rate based on a recent asset management analysis. Staff believes this will be adequate and sustainable since renewal and rehabilitation techniques and approaches can be accomplished at a lower cost than complete replacement. The proposed CIP budget should be adequate to address essential projects within the six-year planning time frame. The delays in the projects listed above are not expected to have a significant negative effect on the service level of the city’s utilities systems. Therefore there are no unfunded needs identified within the 6-year CIP. However, to continue to meet capital project needs, including the recommended asset replacement goals of 60-75%, maintain compliance with Federal and State permit regulations and respond to the September 2013 flood disaster, utility rate increases will be needed as indicated in the following table. The preliminary 2015 increases are in bold. Table 11-2 Utility Rate Increases 2014 2015 2016 2017 Water 4% 5% 8% 8% Wastewater 5% 30% 5% 5% Stormwater/Flood Management 3% 75% 4% 4% 259 The revenue increase represents the amount of additional revenue to be generated from the monthly utility charges. The actual rate increase (e.g. $ per 1,000 gallons) may or may not be equal to the revenue increase depending on whether any changes in consumption or use are factored in when calculating the actual rates. For example, if there were a projected decrease in consumption, in order to generate 4% more revenue from last year’s budget, monthly rates may need to increase greater than 4% to generate the needed revenue requirements. Staff will continue to monitor and refine the asset replacement analysis and adjust the actual replacement rate within the 60-75 percent range as part of the annual budget process. Asset replacement at 75 percent of the predicted level has been used to formulate the 2015-2020 CIP budget. Construction Cost Inflation Construction cost inflation is tracked using the Engineering News Record (ENR) Cost Index for Denver and the Colorado Department of Transportation (CDOT) Colorado Construction Cost Index. The ENR index is a composite index based on costs for: 1) local portland cement, 2) local 2x4 lumber, 3) national structural steel, and 4) local union wages plus fringes for carpenters, bricklayers and iron workers. The CDOT index is a composite index based on costs for 1) unclassified excavation, 2) hot bituminous pavement 3) concrete pavement, 4) structural steel and 5) reinforcing steel. The ENR index is more reflective of equipment and building construction such as projects that occur at the treatment plants. The Colorado Construction Cost Index is more reflective of heavy civil construction such as roadway and major drainageway work. The following table presents information concerning these indices through December 2013: Table 11-3 Changes to ENR Index and CDOT Index Based on this information it is recommended that capital improvement construction costs continue at a rate of 4% during the 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. 2012 Change Running Average Yearly Change 5 years 10 years ENR Construction Cost Index for Denver 7.65% 4.29% 4.71% CDOT Colorado Construction Cost Index 16.55% 4.42% 11.44% Utilities 260 Utilities Deferred Projects, Eliminated or Changed Projects Funding for several projects has been changed in response to the impact of the September 2013 flood disaster. Unfunded Projects and Emerging Needs The following unfunded projects have been identified: Water  Albion Dam – Unfunded  Wittemyer Ponds - Unfunded  Boulder Reservoir Water Treatment Facility - Unfunded Wastewater  Tier 1 Goose Creek 1/1A Master Plan Project - Unfunded Stormwater/ Flood Management  South Boulder Creek Flood Mitigation Phase II - 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 of revenue bonds and rate increases. The above mentioned projects are indicated in the 20-year CIP. 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. The Betasso Water Treatment Facility 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 process, are the reasons that large capital funding is recommended in 2015-2016. Regulatory changes are another source of uncertainty and create emerging needs. For example, as explained in the Accomplishments and 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, 261 environmental studies and Water Treatment Facility capital improvements. Advisory Board Action The preliminary 2015 Utilities budget and 2015-2020 CIP was first presented to the WRAB on April 21, 2014 as a discussion item. WRAB hosted a public hearing and continued their discussion of the preliminary 2015 Utilities budget and 2015-2020 CIP on May 19, 2014. Seven members of the public addressed the WRAB during the public hearing and generally advocated for a more aggressive capital improvement program focusing on the rehabilitation of the sanitary sewer system and additional flood mitigation. At the June 16, 2014 meeting WRAB hosted a public hearing during which seven members of the public spoke advocating a more aggressive capital improvement program focusing on the rehabilitation of the sanitary sewer system and additional flood mitigation. After discussion, WRAB passed the following motion by a 4-0 vote: The Water Resources Advisory Board recommends approval of the 2015-2020 CIP for the Water, Wastewater, and Stormwater/Flood Management Utilities proposed in Attachment A including proposed rate adjustments to support 2015 revenue increases of 5% in the water utility, 25% in the wastewater utility, and 71% in the stormwater and flood control utility. [Following council discussion, both as a part of CIP review and the 2015 annual budget process, council approved rate increases of: 5% in the water utility, 30% in the wastewater utility, and 75% in the storm water and flood management utility.] Utilities 262 Table 14-4: 2013-2018 Funding Summary By Department Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementLocal Drainage Improvements-$ 712,400$ 730,080$ 759,283$ 789,655$ 821,241$ 854,090$ 4,666,749 -$ -$ Bear Canyon Creek Flood Mitigation600,000 100,000 500,000 - - - - 600,000 - - Boulder Creek Flood Mitigation5,600,000 500,000 2,500,000 2,500,000 - - - 5,500,000 100,000 - Gregory Creek Flood Mitigation600,000 100,000 500,000 - - - - 600,000 - - South Boulder Creek Flood Mitigation Phase I24,000,000 250,000 750,000 750,000 10,150,000 - - 11,900,000 300,000 11,800,000 Stormwater Quality Improvements- 156,000 162,000 169,000 175,500 182,500 190,000 1,035,000 104,000 - Upper Goose Creek Drainage17,905,163 175,000 750,000 750,000 750,000 1,000,000 1,165,547 4,590,547 - - Utility Billing Computer System Replacement115,000 50,000 - - - - 65,000 115,000 - - Wonderland Creek - Foothills to 30th Street- 10,000,000 - - - - - 10,000,000 3,033,092 - Wonderland Creek at 28th Street- 6,075,000 - - - - - 6,075,000 1,165,216 - Fourmile Canyon Creek - Upland to Violet- - 500,000 500,000 1,000,000 1,500,000 1,250,000 4,750,000 - - Bluebell and King's Gultch Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Skunk Creek Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Twomile Canyon Creek Flood Mitigation600,000 - - 100,000 500,000 - - 600,000 - - Subtotal50,620,163$ 18,118,400$ 6,392,080$ 5,728,283$ 14,365,155$ 3,503,741$ 3,524,637$ 51,632,296$ 4,702,308$ 11,800,000$ Capital MaintenanceStorm Sewer Rehabilitation-$ 260,000$ 270,400$ 281,200$ 292,500$ 304,000$ 632,700$ 2,040,800$ -$ -$ Transportation Coordination- 312,000 324,500 337,500 351,000 365,000 633,000 2,323,000 260,000 - Subtotal-$ 572,000$ 594,900$ 618,700$ 643,500$ 669,000$ 1,265,700$ 4,363,800$ 260,000$ -$ Land and Asset AcquisitionPreflood Property Acquisition-$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 660,000$ 3,443,000$ -$ Subtotal-$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 660,000$ 3,443,000$ -$ -$ TransferTributary Greenways Program - Stormwater & Flood-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ -$ -$ Subtotal-$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 585,000$ -$ -$ Total 50,620,163$ 19,287,900$ 7,584,480$ 6,994,483$ 15,706,155$ 4,903,241$ 5,547,837$ 60,024,096$ 4,962,308$ 11,800,000$ PUBLIC WORKS - STORMWATER AND FLOOD MANAGEMENT UTILITY 263 Table 14-2: 2013-2018 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementUtility Billing Computer System Replacement115,000$ 50,000$ -$ -$ -$ -$ 65,000$ 115,000$ -$ -$ Wastewater Treatment Activated Sludge710,961 389,376 - 58,493 - - - 447,869 - - Wastewater Treatment Facility Instrumentation/Control9,131,068 540,800 - 674,918 701,915 729,992 759,191 3,406,816 695,600 5,028,652 Wastewater Treatment Facility Permit Improvements - Funded23,487,234 1,650,000 150,000 - 750,000 1,500,000 18,775,000 22,825,000 662,234 - Marshall Landfill100,000 - 100,000 - - - - 100,000 - - Wastewater Treatment Facility Electrical1,420,000 - 120,000 1,200,000 - - - 1,320,000 100,000 - Wastewater Treatment Facility Laboratory100,000 - 50,000 - - - - 50,000 50,000 - Wastewater Treatment Facility Pumps448,413 - 150,000 - - - - 150,000 298,413 - Goose Creek Sanitary Sewer Interceptor Rehabilitation2,019,578 - - - 25,000 647,590 1,346,988 2,019,578 - - Subtotal37,532,254$ 2,630,176$ 570,000$ 1,933,411$ 1,476,915$ 2,877,582$ 20,946,179$ 30,434,263$ 1,806,247$ 5,028,652$ Capital MaintenanceCondition Assessment Program5,173,721$ 780,000$ 811,200$ 843,648$ 877,394$ 912,490$ 948,989$ 5,173,721$ -$ -$ IBM Lift Station Improvements1,300,000 500,000 - - - - - 500,000 - 800,000 Sanitary Sewer Manhole Rehabilitation1,483,660 208,000 216,320 224,973 233,972 243,331 253,064 1,379,660 104,000 - Sanitary Sewer Rehabilitation28,235,650 12,777,000 2,758,080 2,868,403 2,983,139 3,102,465 3,226,563 27,715,650 520,000 - Collection System Monitoring100,000 - - - - - - - 100,000 - Wastewater Treatment Facility Digester Complex2,200,000 - - - - 200,000 2,000,000 2,200,000 - - Wastewater Treatment Facility Cogeneration184,481 - - - - - 184,481 184,481 - - Subtotal38,677,512$ 14,265,000$ 3,785,600$ 3,937,024$ 4,094,505$ 4,458,286$ 6,613,097$ 37,153,512$ 724,000$ 800,000$ Total 76,209,766$ 16,895,176$ 4,355,600$ 5,870,435$ 5,571,420$ 7,335,868$ 27,559,276$ 67,587,775$ 2,530,247$ 5,828,652$ PUBLIC WORKS - WASTEWATER UTILITY 264 Table 14-2: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBarker Dam and Reservoir498,560$ 378,560$ -$ -$ -$ -$ -$ 378,560$ 120,000$ -$ Betasso Water Treatment Facility13,325,000 700,000 12,125,000 - - - - 12,825,000 500,000 - Devil's Thumb Security Fence50,000 50,000 - - - - - 50,000 - - Sunshine Transmission Pipe2,000,000 1,000,000 - - - - - 1,000,000 1,000,000 - Water System Security Upgrades808,434 150,000 150,000 150,000 150,000 90,000 118,434 808,434 - - Barker Dam Outlet9,162,557 - 50,000 175,000 803,414 8,134,143 - 9,162,557 - - Boulder Reservoir Water Treatment Facility - Funded164,000 - 164,000 - - - - 164,000 - - Lakewood Hydroelectric / Pressure Reducing Facility430,000 - 130,000 - - 300,000 - 430,000 - - Utility Billing Computer System Replacement225,000 100,000 - - - - 125,000 225,000 - - Lakewood Dam124,707 - - - 124,707 - - 124,707 - - Pearl Street Hydroelectric / Pressure Reducing Facility267,664 - - - 24,333 243,331 - 267,664 - - Green Lake 2 Dam5,223,557 - - - - 75,000 468,051 543,051 - 4,680,506 Wittemyer Ponds - Funded5,519,534 - - - - 100,000 492,685 592,685 - 4,926,849 Subtotal37,799,013$ 2,378,560$ 12,619,000$ 325,000$ 1,102,454$ 8,942,474$ 1,204,170$ 26,571,658$ 1,620,000$ 9,607,355$ Capital MaintenanceBarker Gravity Pipeline Repair-$ 378,560$ 667,416$ 612,436$ 636,933$ 662,410$ 688,907$ 3,646,662$ -$ -$ Goose Lake Dam20,000 20,000 - - - - - 20,000 - - Kohler Storage Tank903,362 103,487 799,875 - - - - 903,362 - - Lakewood Pipeline846,730 270,400 - - - 316,330 - 586,730 260,000 - Silver Lake Dam75,000 75,000 - - - - - 75,000 - - Silver Lake Hydroelectric / PRV150,000 150,000 - - - - - 150,000 - - Waterline Replacement24,329,088 3,224,000 3,352,960 3,487,078 3,626,562 3,771,624 3,224,033 20,686,257 3,642,831 - Watershed Improvements260,000 80,000 80,000 - - - 100,000 260,000 - - Water Transmission Facilities (Zone 3)250,000 - 1,200,000 - - 250,000 - 1,450,000 - (1,200,000) Barker-Kossler Penstock Repair116,986 - - 116,986 - - - 116,986 - - Betasso Storage Tank292,465 - - 292,465 - - - 292,465 - - Sunshine Hydroelectric / Pressure Reducing Station271,875 - - 271,875 - - - 271,875 - - Water Transmission Facilities (Zone 2)500,000 - - 250,000 - - 250,000 500,000 - - Betasso Hydroelectric / Pressure Reducing Facility250,000 - - - 250,000 - - 250,000 - - Water Transmission Facilities (Zone 1)250,000 - - - 250,000 - - 250,000 - - Farmer's Ditch108,160 - - - - 108,160 - 108,160 - - Subtotal28,623,666$ 4,301,447$ 6,100,251$ 5,030,840$ 4,763,495$ 5,108,524$ 4,262,940$ 29,567,497$ 3,902,831$ (1,200,000)$ PUBLIC WORKS - WATER UTILITY 265 Table 14-2: 2015-2020 Funding Summary By Department (Cont.) Estimated Total Cost2015 Approved2016 Projected2017 Projected2018 Projected2019 Projected2020 Projected2015 - 2020 TotalPreviously Allocated FundingUnfunded AmountNew Capital ProjectAnnexation Related Water System Expansion5,000,000$ 2,500,000$ 2,500,000$ -$ -$ -$ -$ 5,000,000$ -$ -$ NCWCD Conveyance - Carter Lake Pipeline38,918,583 500,000 850,000 2,036,322 34,288,701 - - 37,675,023 1,243,560 - Barker Dam Hydroelectric4,542,621 - - - 50,000 390,832 4,101,789 4,542,621 - - Source Water Monitoring500,000 100,000 100,000 100,000 100,000 100,000 - 500,000 - - Carter Lake Hydroelectric2,800,000 - - - 50,000 250,000 2,500,000 2,800,000 - - Subtotal51,761,204$ 3,100,000$ 3,450,000$ 2,136,322$ 34,488,701$ 740,832$ 6,601,789$ 50,517,644$ 1,243,560$ -$ Total 118,183,883$ 9,780,007$ 22,169,251$ 7,492,162$ 40,354,650$ 14,791,830$ 12,068,899$ 106,656,799$ 6,766,391$ 8,407,355$ PUBLIC WORKS - WATER UTILITY (Cont.) 266 Utilities 267 Utilities 268 Utilities - Stormwater and Flood Management Utility 269 Utilities - Stormwater and Flood Management Utility 270 Utilities - Stormwater and Flood Management Utility 271 Utilities - Stormwater and Flood Management Utility 272 Utilities - Stormwater and Flood Management Utility 273 Utilities - Stormwater and Flood Management Utility 274 Utilities - Stormwater and Flood Management Utility 275 Utilities - Stormwater and Flood Management Utility 276 Utilities - Stormwater and Flood Management Utility 277 Utilities - Stormwater and Flood Management Utility 278 Utilities - Stormwater and Flood Management Utility 279 Utilities - Stormwater and Flood Management Utility 280 Utilities - Stormwater and Flood Management Utility 281 Utilities - Stormwater and Flood Management Utility 282 Utilities - Wastewater Utility 283 Utilities - Wastewater Utility 284 Utilities - Wastewater Utility 285 Utilities - Wastewater Utility 286 Utilities - Wastewater Utility 287 Utilities - Wastewater Utility 288 Utilities - Wastewater Utility 289 Utilities - Wastewater Utility 290 Utilities - Wastewater Utility 291 Utilities - Wastewater Utility 292 Utilities - Wastewater Utility 293 Utilities - Wastewater Utility 294 Utilities - Wastewater Utility 295 Utilities - Wastewater Utility 296 Utilities - Wastewater Utility 297 Utilities - Water Utility 298 Utilities - Water Utility 299 Utilities - Water Utility 300 Utilities - Water Utility 301 Utilities - Water Utility 302 Utilities - Water Utility 303 Utilities - Water Utility 304 Utilities - Water Utility 305 Utilities - Water Utility 306 Utilities - Water Utility 307 Utilities - Water Utility 308 Utilities - Water Utility 309 Utilities - Water Utility 310 Utilities - Water Utility 311 Utilities - Water Utility 312 Utilities - Water Utility 313 Utilities - Water Utility 314 Utilities - Water Utility 315 Utilities - Water Utility 316 Utilities - Water Utility 317 Utilities - Water Utility 318 Utilities - Water Utility 319 Utilities - Water Utility 320 Utilities - Water Utility 321 Utilities - Water Utility 322 Utilities - Water Utility 323 Utilities - Water Utility 324 Utilities - Water Utility 325 Utilities - Water Utility 326 Utilities - Water Utility 327 Utilities - Water Utility 328 Utilities - Water Utility 329 Utilities - Water Utility 330 Utilities - Water Utility 331 Appendix A, Maps by Area 332 Appendix A, Maps by Area 333 Appendix A, Maps by Area 334 Appendix A, Maps by Area 335 Appendix A, Maps by Area 336 Appendix A, Maps by Area 337 City of Boulder Appendix B, UNFUNDED PROJECTS 2015-2020 Capital Improvement Program 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. While there has been some relief in material costs recently, there is no sign 338 that there will be a return to historic prices. At the same time, there have been two economic declines, increased regional competition, and cultural change in shopping habits impacting the revenue side of the equation. The city’s revenue in absolute dollars has not returned to where it was in 2000. Furthermore, the purchasing power of current funding is significantly less than 2000. Planning Efforts to Increase 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 round two 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. The city has also been involved in developing a Civic Area Plan, which maps out potential investment, including significant capital investment, in Boulder’s Civic Area. And most recently, the city has begun to update the long-term financial planning started with the Blue Ribbon Commissions One and Two, which identified the structural gap between revenues and expenditures long-term. This effort, the Comprehensive Financial Strategy (CFS) project, included a look a capital needs across the city. The CFS project started by looking at capital needs and making recommendations to council for short-term capital project funding. Additionally the CFS is looking at larger infrastructure investment needs, long-term capital deficiencies, placemaking capital investment and long-term operating needs. The CFS brings together the overall long-term financial strategic planning of the city, recognizing 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. The first phase of CFS work has led to council consideration of a Pay As You Go ballot issue to fund a few key areas of capital investment in the city, including efforts to increase safety, revitalize the University Hill, begin catalytic projects in the Civic Area and invest in culture and the arts in the city. Appendix B, Unfunded Projects 339 A second phase on CFS work will include prioritizing additional capital needs and desires and bringing forward items for consideration of a larger scale (and possibly longer-term) capital bond, to be funded by new revenues. Finally, in conjunction with ongoing operating analysis and the review of the long-term financial structural gap, 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 tables provide a more comprehensive list of unfunded capital needs in the city. 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), but rather they illusttrate the challenges and opportunities that lie ahead. The items are categorized into the three themes developed in the CFS process but has not yet been prioritized. Prioritization and refining efforts will be ongoing as a part of continued CFS work. Appendix B, Unfunded Projects 340 Appendix B, Unfunded Projects DepartmentProject Total Cost Est O&M DescriptionFireFire Facilities ‐ Station 3/ Administration / Storage $ 19,200,000 $ 381,000 Relocate Fire Station #3 out of the 100 year floodplain, and combine and co‐locate the new Fire Station #3, planned at 17,000 sq ft, and Fire Administration Offices planned at 11,000 sq ft, and construct storage for fire vehicles and equipment into one new facility.Fire administration offices currently occupy 3,737 square feet in the Public Safety building. A space analysis identified the space need of at least 10,000 square feet. The storage building project planned at 10,000 sq ft would provide a facility to efficiently store reserve fire apparatus and stockpile of emergency supplies on existing land adjacent to Fire Station #7. The projected building cost for this project is $10.6 million plus estimated land cost of between $2,500,000 and $8,600,000.FireReplace Fire Station Alerting Equipment $ 500,000 $ 60,000 Replace the existing fire station alerting system. The current fire station's alerting system to notify fire fighters of an emergency is accomplished using a homemade system of decades old equipment. Even with repairs made in 2013 the existing alerting system remains fragile and will not allow the fire department to take full advantage of the new Computer Aided Dispatch (CAD) system. FireFire Training Center Phase 3 $ 1,200,000 $ ‐ Add one classroom, five offices, a conference room and one "dirty" classroom that were all deleted from the original project scope to meet budget. This project is planned at 4,000 square feet.FireFire Training Center Storage Building $ 2,200,000 $ 45,000 Provide a 10,000 sq ft storage facility for training props and equipmentFireReplace Fire Station 4 $ 5,300,000 $ 132,000 Constructed in 1967, Fire Station 4, located at 4100 Darley Avenue, is too small to remain functional. Fire engines have to be specially designed to fit into the garage. This station encompasses 2,000 square feet. A new station is planned at 11,000 square feet. Replacing this facility would allow ADA compliance, provide energy efficiency, increase operational effectiveness and improve conditions for the fire crews living there, and allow any of the city’s fire engines to operate out of the station. The projected building cost for this project is $3.3 million plus estimated land cost between $1.0 million and $2.0 million.FireReplace Fire Station 6 $ 3,300,000 $ 132,000 The area around Fire Station 6, located at 5145 N 63rd Street, has experienced significant development since the station was constructed in 1979. The station is too small and not energy efficient, despite extensive work by the city’s Facilities and Asset Management department. A new station is planned at 11,000 square feet. Replacing this fire station will allow ADA compliance, provide energy efficiency, and increase operational efficiency and safety for firefighters. The city owns two acres of land at the current station site.FireReplace Fire Station 2 $ 8,100,000 $ 184,000 Constructed in 1959 and located at 2225 Baseline Road, Fire Station 2 is too small to accommodate its crew, engines, and equipment. The station encompasses 4,752 square feet. A new station is planned at 15,333 square feet. Replacing this facility would allow ADA compliance, provide energy efficiency, increase operational effectiveness, and improve conditions for the fire crews living there. The projected building cost for this project is $4.6 million plus estimated land cost between $1.5 million and $3.5 million.Table 16-1: Unfunded Projects — Emergency Preparedness 341 Appendix B, Unfunded Projects DepartmentProject Total Cost Est O&M DescriptionFireReplace Fire Station 5 $ 6,100,000 $ 184,000 Relocate and expand Fire Station 5 currently located at 4365 19th Street to provide ADA compliance, energy efficiency, increase operational effectiveness, and improve conditions for fire crews living there. A new station is planned at 15,333 square feet. The projected building cost for this project is $4.6 million plus estimated land cost between $1.0 million and $1.5 million.FireRemodel Fire Station 1 $ 2,800,000 $ ‐ Remodel and expand Fire Station 1 located at 2441 13th Street adding 9,200 square feet. This will allow ADA compliance, improve energy efficiency, increase operational effectiveness, and improve conditions for crews living there.FireRemodel Fire Station 7 $ 1,800,000 $ ‐ Remodel and expand Fire Station 7 locatedd at 1380 55th Street adding 6,000 square feet to provide ADA compliance, improve energy efficiency, increase operational effectiveness, and improve conditions for crews living there.ITData Backup and Disaster Recovery Upgrades $ 175,000 $ 8,750 This project is a companion to the Data Backup and Disaster Recovery project reflected as a funded capital maintenance project. The element reflected here relates to the unfunded needs for this system on the horizon. As the data storage demands of the city organization continue to grow ‐ we need to purchase additional capacity to support that demand. Specifically ‐ it is anticipated that in 2015 and again in 2017 we will need to buy additional capacity on our backup software system. In 2019, when the system is replaced it is likely that a much higher capacity storage system will be needed to support the data needs of the city. This is anticipated due to the rapidly expanding data needs including extended file retention and storage of larger multimedia files (photo, video and audio). While the capital maintenance project has funding for the replacement of a similar system in the 2018/2019 timeframe ‐ significantly increase capacity is not funded.Police City‐wide radio infrastructure $ 1,500,000 $ 150,000 Over the next 5 years, much of the city's radio infrastructure will need to be replaced either because of age, or because of new unfunded narrow‐banding mandates from the Federal Communications Commission (FCC).Police Incident Command Vehicle (ICV) $ 450,000 $ 52,650 The department has had the current ICV since 2000 it is scheduled to be replaced in 2016 but increasing technology for this type of vehicle, computers on site, etc., have the department falling short when it will be time to replace it.PoliceGold Elite Radio Consoles $ 1,500,000 $ 150,000 Over the next 5 years new narrowing banding mandates will be required by the FCC, these systems will be needed in the Communications Department.Police Body Cameras $ 72,000 $ 14,000 New technology is becoming a necessity for departments in protecting both the officers and the community that they serve. Police Radios ‐ Police Only $ 208,000 $ 41,600 Police radios will need to be replaced by 2018 because of the new narrow banding mandate from the FCCPolice Pack sets ‐ Police Only $ 100,000 $ 20,000 Police pack sets will need to be replaced by 2018 because of the new narrow banding mandate from the FCCPolicePublic Safety Building Expansion and IT Consolidation $ 7,900,000 $ 150,000 Construct a 9,700 sq ft expansion for Police functions, and a 6,400 sq ft addition for IT offices, with additional parking for 30 to 50 spaces in a parking garage, along with associated renovations to the existing facility.Table 16-1: Unfunded Projects — Emergency Preparedness (Cont.) 342 Appendix B, Unfunded Projects DepartmentProject Total Cost Est O&M DescriptionPolice Renovation of existing space $ 1,610,000 $ 48,300 The department has been in the existing space since 1990, with only minor repairs being made. Renovation of the existing space is needed due to the age of the building.PW‐UtilitiesBoulder Reservoir Water Treatment Facility ‐ Unfunded $ 4,651,865 $ 150,000 This project will provide funds for on‐going maintenance and rehabilitation of the Boulder Reservoir Water Treatment Facility. Improvements include pre‐oxidation, filter valves and actuators, washwater recovery tank expansion, stie pavement, polymer feed system and emergency power.PW‐Utilities South Boulder Creek Flood Mitigation Phase II $ 15,000,000 $ 250,000 This project would be the second phase of flood mitigation improvements along South Boulder Creek.The overall project is to mitigate flooding along South Boulder Creek from U.S. 36 to the confluence with Boulder Creek, based on recommendations in the Comprehensive Flood and Stormwater Master Plan. Flood mitigation alternatives have been evaluated and a draft recommendation is currently going through a public review process. Information has been presented in two open houses, twice to the Water Resources Advisory Board (WRAB), and at several stakeholder meetings. The proposed alternative includes construction of a regional flood detention facility located just south of US36, along with downstream capacity improvements. This alternative would eliminate the overtopping of US36 during a 100‐year storm event and greatly reduce downstream flood risks. It is anticipated that the project will be designed and constructed in three phases, each approximately $15 million. The recommended first phase would construct the regional flood detention facility at US36. Funding shown in the CIP is for the first phase and is intended as seed money in the hopes of securing outside grants or federal money to complete the selected alternative. Additional phases are, as of yet, unfunded.Table 16-1: Unfunded Projects — Emergency Preparedness (Cont.) 343 Appendix B, Unfunded Projects DepartmentProject Total Cost Est O&M DescriptionPW‐FAM Reduce Maintenance Backlog $ 4,300,000 $ 2,200,000 FAM's current backlog is $7.3M and it's expected to grow to $15M by 2020 under current funding. With an infusion of capital funding and increased annual funding, FAM can maintain the funding goal of maintaining the backlog below $4M, which represens an overall "good" rating of the 135 facilities under FAM's purview. ITNetwork Hardware Upgrades and Enhancements $ 118,000 $ 14,500 This project reflects the unfunded needs of the Network Hardware system. Over the next several years the following needs are anticipated:2014 Switch for redundant internet connection ($10,000)2014/2015 additional Wireless Access Points to continue network build out ($10,000)2015 Redundant WAP controller ($38,000)2015 Netscaler Appliance Hardware ($35,000)2015 Project Planning ($25,000)ITSecurity Infrastructure for ancillary devices $ 95,004 $ 15,000 This project funds the network and security infrastructure necessary to support a new class of technology equipment. Functions that were previously not computerized are now requesting computer resources, greater than those available as excess capacity on the computer network. We have the need to increase the capacity of the network by 364 ports to support this equipment.ITOffice Productivity Suite $ 1,280,000 $ 256,000 The office productivity suite is in need of upgrade and replacement. Some funding exists in the CRF for this purpose, but it is not believed to be sufficient to fund the entire purchase or the continuing on‐going costs of the upgraded tools. This project would bring the city's desktop tools current, and implement a plan to stay on more current releases going forward. This project may also include a city‐wide collaboration tool.PW‐FAMParks Operations Colocation with Public Works $ 5,200,000 $ 32,000 Relocate the Park Operations and Forestry service area into the Municipal Service Center (city yards) to part of the Valmont City Park, Phase 2. Additional structures, renovations of existing structures, and additional parking would be constructed.P&RPearl Street Mall Improvements $ 5,852,000 $ (90,200)Design and development required for revitalization improvements to the Pearl Street Mall to address aging civic space improvements such as: tree, amenity and hard surface paver replacements, new signage and seating amenities and other improvements necessary to maintain a dynamic and engaging public venue and economic attraction for the community.PW‐FAMCity‐Wide Energy Efficiency Projects and Programs $ 2,000,000 $ 200,000 Complete energy efficiency projects and programs including: replacing single pane windows with double pane windows at the Municipal Building, Fire Stations, and other city facilities; installing building automation systems to remotely monitor and control building settings and performance; and fund a contracted service to provide 24/7 monitoring and analysis of a building's energy performance to maintain peak performance of existing systems. These are projects which could not be accomplished as part of the energy performance contracts due to the longer payback periods.Table 16-2: Unfunded Projects — Infrastructure Deficiencies 344 Appendix B, Unfunded Projects DepartmentProject Total Cost Est O&M DescriptionP&RCommunity Park Enhancements $ 8,500,000 $ 89,840 Design and development of enhancements to community parks including: Foothills Community Park, Harlow Platts Community Park, and East Boulder Community Park. Each of these Community Parks have planned future phases that include additional amenities and recreation areas not including athletic fields.P&RRecreation and Community Center Enhancements $ 14,000,000 $ ‐ The Boulder Parks and Recreation Master Plan outlines various improvements and enhancements to all recreation facilities and centers within the three funding priorities. Enhancements to recreation centers allow the department to meet critical goals relative to the community health and wellness and ensure facilities are maintained at an appropriate standard according to the department's asset management program. Proposed projects will provide facility upgrades and operational efficiencies to fitness areas, aquatic areas and sports facilities. Enhancement projects may include: pool renovations, fitness and program area expansions, new concession areas, weight room renovations and increased multi‐purpose rooms. Cost of enhancements will range from $500,000 to $14,000,000 and can be phased based upon available funding. Enhancements include: North Boulder Recreation Center (Expansion of weight room and program space, front desk remodel, new recycling facilities); East Boulder Recreation Center (Facility/entry remodel, additional gymnasium, multi‐purpose art room and program areas, outdoor covered patio, concessions, expanded leisure pool and weight room, remodel of office/meeting space); South Boulder Recreation Center (Leisure/therapy pool, raised indoor running track, high‐tech teen area, concessions area, program, office space and multi‐purpose rooms, indoor playground, child care).P&RAthletic Field Improvements $ 16,800,000 $ 61,480 Design and development of new or improved diamond and rectangular athletic fields at existing parks and rec facilities in support of various team sports leagues and multi‐use practice field needs. The following projects represent investments to improve athletic fields and associated infrastructure located at various locations throughout the city including Stazio Complex, Plesantview and Foothills Community Park. P&RScott Carpenter Pool and Park Enhancements $ 7,330,285 $ 28,500 Pending the outcome of the Parks and Recreation Aquatics Feasibility study, this project would provide funding for Scott Carpenter Pool improvements including: ADA compliant restroom facilities and bathhouse, landscape, turf, irrigation & hardscape areas, wetland regulatory compliance, improved outdoor pool plaza areas, upgraded pump house and filtration system, parking lot & access upgrades. Park improvements may include the land acquisition of the existing fire station at the corner of Arapahoe and 30th Street and redesign of the corner parcel to include a refurbished skate park, new park entry signage, landscape and irrigation improvements and the redevelopment of the existing pool to a new use.DUHMDUniversity Hill Commercial Area Street Tree Irrigation System $ 520,000 $ 7,000 The project is to install an irrigation system for all the street trees within the University Hill Commercial Area. The Street Tree Irrigation project would protect and enhance the existing investment of street trees in the commercial district, would in turn support the Economic and Environmental Community Sustainability Goals and create efficiencies in maintenance and operations.Table 16-2: Unfunded Projects — Infrastructure Deficiencies (Cont.) 345 Appendix B, Unfunded Projects Table 16-2: Unfunded Projects — Infrastructure Deficiencies (Cont.) DepartmentProject Total Cost Est O&M DescriptionLibraryLibrary ‐ Carnegie, Repair Masonry on Historic Structure $ 275,000 $ ‐ Complete the masonry repairs identified for the Carnegie Branch Library for Local History, constructed in 1906.PW‐TransportationQuiet Zone Implementation at Railroad Crossings $ 5,000,000 $ ‐ In response to noise concerns expressed by existing Boulder residents as well as new mixed‐use, transit‐oriented development opportunities adjacent to the existing Burlington Northern Santa Fe (BNSF) railroad corridor, the City of Boulder is currently working with the BNSF Railway Company (BNSF), Colorado Public Utilities Commission (PUC), Federal Railroad Administration (FRA) and other agency partners such as Boulder County and the Colorado Department of Transportation to develop a plan for railroad Quiet Zones. Based on the initial studies, the cost estimate for implementing quiet zones at the 10 railroad crossings within and near the City of Boulder, including several crossings located in Boulder County, is approximately $8 million. These cost estimates are very preliminary, and unable to be refined until additional consultation with BNSF, PUC and FRA.ITVideo Conferencing Capability $ 272,850 $ 68,213 This project would fund a pilot and full rollout of Video conferencing technology throughout the city. There is greatly increased demand for this type of capability. This system would add on to the city's existing phone system. (VoIP ‐ Voice over Internet Protocol)PW‐FAMRepair Municipal Service Center Parking Lots $ 800,000 $ 123,000 Repair badly deteriorated parking lot and pavement areas at the Municipal Service Center (MSC). A pavement survey conducted in 2010 identified numerous areas in the MSC lot as needing complete replacement or repair. The pavement is over 20 years old and has required numerous potholes filled, but the subbase layers of the pavement require a complete re‐build of many areas.PW‐FAM Repair Public Safety Building Parking Lot $ 500,000 $ 32,000 Repair badly deteriorated parking lot and pavement areas at the Public Safety Building (PSB). A pavement survey conducted in 2010 identified numerous areas in the PSB lot as needing complete replacement or repair. Some temporary patching work was completed in 2010; however, those patches are not holding due to the need to replace the subbase layers of the pavement.ITTBBI Replacement $ 7,800,000 $ 1,404,000 This is the estimated replacement cost for the software system we are currently installing. Projected replacement between 2028 and 2030.ITCRM Replacement $ 210,000 $ 37,800 This is the replacement cost for the system that went live mid 2013. The project is planned for 2019 ‐ 2022 346 Appendix B, Unfunded Projects Table 16-2: Unfunded Projects — Infrastructure Deficiencies (Cont.) DepartmentProject Total Cost Est O&M DescriptionITWeb Site Refresh $ 100,000 $ 18,000 This is the replacement cost for the system that went live mid 2013. The project is planned for 2019 ‐ 2022ITEnterprise Document Management $ 1,557,000 $ 280,260 This is the estimated replacement cost for the software system we are currently installing. Projected replacement between 2028 and 2030.ITLRP+ replacement $ 3,900,000 $ 702,000 This is the estimated replacement cost for the software system we are currently installing. Projected replacement between 2028 and 2030.LibraryMain Library Renovation $ 5,347,900 $ 10,620 Remodeling and refurnishing several areas of the Main Library, including the second floor areas and bridge, relocation of the Arapahoe entrance, addition of 1,000 sq ft. to the second floor, rennovating the basement and north wing, and various HVAC and minor repairs.P&RReservoir Recreation Enhancements $ 7,500,000 $ (225,000)Improvements and enhancements to the Boulder Reservoir remain a priority for the department and have been high priority in the Boulder Reservoir Master Plan as well as the Boulder Parks and Recreation Master Plan. The recent Capital Improvement Bond funding allowed for critical upgrades to be implemented and several more priorities still exist. Projects will continue to address infrastructure deficiencies on the South Shore through the design, remodel and/or replacement of existing structures (administrative, marina and maintenance buildings), demolition of existing security bldg, and a new boat and camp equipment storage structure facility. Other improvements may include upgraded ADA compliant playground areas, outdoor performance venue and beach areas, wayfinding and signage replacements, wildlife management (prairie dog) areas, feeder canal trail, West shore trail system, fencing and North shore/Coot Lake improvements. Cost of improvements will range from $250,000 to $7,500,000 depending upon the scope and available funding.P&RPlay Court Improvements $ 4,825,000 $ (25,000)Combination of maintaining and repair of existing play courts and the addition of new facilities to meet current and future demand. Resurface, repair and/or reconstruction of existing and new tennis and basketball courts at specific park locations. Reconstruction of existing courts will include new sub‐base material and concrete surface, seal and paint, fencing and netting as required.P&RHistoric / Cultural Facility Improvements $ 1,250,000 $ (15,000)Conservation and preservation of important historical and cultural assets in the community that are managed by the Parks and Recreation Department. Ongoing historic/cultural facility upgrades associated with Chautauqua Park, Harbeck House, Pottery Lab, and the Columbia Cemetery will address ADA compliance needs, improved programming and office, storage and display area as needed for each facility asset. 347 Appendix B, Unfunded Projects Table 16-2: Unfunded Projects — Infrastructure Deficiencies (Cont.) DepartmentProject Total Cost Est O&M DescriptionPW‐Transportation14th & Walnut Multimodal Transportation Center $ 4,100,000 $ 41,000 Complete improvements at Boulder's downtown transit center, including bus operational improvements, pedestrian improvements, building retrofits, improved bicycle access and accommodations. Expand the range of multimodal transportation opportunities, including electric vehicle charging, car share vehicles, a bike station, and a transportation resource center. Increments of funding have been received from CDOT FASTER Funds and there is a portion in CIS Round 1 Funding.PW‐Transportation Arapahoe Reconstruction $ 3,000,000 $ 30,000 Reconstruction of Arapahoe, 15th St. to Broadway. 348 Appendix B, Unfunded Projects Table 16-3: Unfunded Projects — Placemaking DepartmentProject Total Cost DescriptionPW‐TransportationBoulder Junction ‐ Transportation Connections ‐ $ 12,200,000 This project would include the next phase of the unfunded transportation connections that are a part of the Transit Village Area Plan (TVAP) Transportation Connections Plan. Possible projects could include: Junction Pl Bridge @ Boulder Slough, Junction Pl Roadway (Boulder Slough to 32nd St/Prairie Ave) Boulder Slough Multi‐use Path (30th St to 3100 Pearl), Boulder Slough Underpasses at BNSF Railroad and at Pearl Parkway, and Area Multi‐use Path Connections.P&RBoulder Civic Area Park Improvements $ 8,700,000 This project will provide enhancements and improvements to park areas within the Boulder's Civic Area as identified within the Civic Area Plan. The Civic Area meets several key themes of the Boulder Parks and Recreation Master Plan and the implementation of the Civic Area Plan allows critical department goals to be met. The projects will range in scale and complexity while consistently meeting the guiding principles and implementation strategies identified through the Civic Area planning process. Most projects will address critical deficiencies by enhancing and replacing current park amenities such as park lighting standards, wayfinding and interpretive opportunities, enhancement of site furnishings, replacement of turf areas and improving site safety and security. More complex projects will include the development of passive recreation areas through paving, landscaping, outdoor art installation and activation areas that accommodate increased programming and events within the park areas.P&RValmont City Park Phase 2 Development $ 23,580,507 349 Appendix B, Unfunded Projects Table 16-3: Unfunded Projects — Placemaking (Cont.) DepartmentProject Total Cost DescriptionPW‐TransportationMulti‐use path connections ‐ first tier projects $ 12,500,000 Complete a number of important pathway connections, including: Confluence area (where Boulder Creek and South Boulder Creek conflow), Wonderland Creek at 28th, Table Mesa park‐n‐Ride, smaller missing links in the system. The completion of the first and second tier projects would represent significant progress towards completing the city's pathway system.Human ServicesDemolition and Redevelopment of West Senior Center $ 28,000,000 This project is part of the Civic Area plan implementation. The project is to demolish the existing West Senior Center building, expand the footprint and build up three stories. The current facility is only 15,800 square feet and does not make efficient use of either the lot or interior space. The new building would include a 21st century senior center as envisioned in the civic area plan and include space to co‐locate all human services department programs as a one‐stop shop for human services. This would enhance customer serviceto the community while adding critical office space on the municipal campus.PW‐FAMCivic Area Projects ‐ City Service Facilities Only $ 39,000,000 Based on the implementation strategy for the Civic Area Plan ‐ this could include capital projects towards replacement facilities for New Britain, Park Central, Atrium, 1301 Arapahoe, FAM, and the Municipal Building. Building size ranges from 55,000 to 110,000 sq ft. Could also include parking structures to replace surface parking currently in the High Hazard Zone. Only includes 200 spots for employee and city vehicle parking.PW‐TransportationCivic Center Plan Transportation Projects Implementation $ 15,000,000 The Civic Center Planning process is underway and it is anticipated that an outcome of the planning process will be various projects including new and improved transportation connections to provide for transportation options to and through the civic center area. At this time, there is not funding programmed for these improvements. As these projects are still being defined, the scope and cost are unknown so a general place holder is estimated at $15 Million. 350 Appendix B, Unfunded Projects Table 16-3: Unfunded Projects — Placemaking (Cont.) DepartmentProject Total Cost DescriptionDUHMDUniversity Hill Commercial Area Pennsylvania Event Street Pilot $ 500,000 Due to its small size and constrained location, the University Hill commercial district lacks public plazas, parks or similar areas for community gatherings and events. A section of Pennsylvania Avenue is proposed to be redesigned and retrofitted to become a multi‐purpose event street that would accommodate festivals, special events and community gatherings. The Pennsylvania Event Street would be a pilot project that could incorporate many shared street concepts but be tailored to facilitate closure and production of events, such as special lighting, infrastructure for tenting and access to electricity, and could be used as a model for other commercial districts. During other times, it would continue to function as a transportation corridor and provide parking but could emphasize biking and pedestrians. The area has been used successfully for numerous special events (Hill 2K, Hill Flea, Snacks and Jazz).DUHMDUniversity Hill Pedestrian Scale Corridor Lighting in the Univ Hill High Density Residential Area $ 5,700,000 The project proposes adding pedestrian scale lighting to primary pedestrian corridors within the hill’s high density residential area to increase safety. Potential corridors include: 12th Street – Pleasant to Aurora; College Avenue, Pennsylvania Avenue and Pleasant Street, ‐ 9th to 12th. A thorough study and extensive community input would be required to establish a final design. Pedestrian scale lighting already exists within the boundaries of the commercial district. Cost estimate is $1.8 to $5 million. Thecosts are dependent on the quality of light fixture and frequency of spacing. 351 Appendix B, Unfunded Projects Table 16-3: Unfunded Projects — Placemaking (Cont.) DepartmentProject Total Cost DescriptionDUHMDUniversity Hill Commercial/Residential Gateway Features $ 500,000 The University Hill commercial district is a small area located between two large neighbors – the main campus of the University of Colorado and the hill residential area. The Hill Gateway project would focus along 12th Street on the three primary pedestrian corridors between the University and the residential neighborhood – College, Pennsylvania and Pleasant. The goal would be for the gateways to alert passersby to the transition between the character of the residential neighborhood and that of the commercial district and the campus. Through thoughtful public art and streetscape design, the project would celebrate the special character of the University Hill neighborhood and communicate the distinct qualities of different components of the hill. The project would be integrated with the Pennsylvania Event Street project.Housing Accelearated Housing Capital $ 15,000,000 Injection of capital funding to implement several affordable housing sites that are waiting for funding.PW‐Transportation Traveler information system $ 2,000,000 Provide real‐time information for system users to help inform travel choices. Provide in‐depth information about system use for analysis and measurements. Includes real‐time counters and cameras on multi‐use paths and on key arterials which feed an on‐line, real‐time publicly accessible site. The system will use the data to estimate overall system use and travel delays.VARIOUSAccess Management and Parking Strategies (AMPS) Enhancements $ 2,000,000 Provide enhanced facilities for AMPS. The AMPS study started in 2013 and is continues into 2014. The study has identified several capital investment for enhanced transportation, multi‐modal incentives, and parking. These include investments into pedestrian and bike ameneties, street scaping, city‐edge park and ride/bike, bike stations, electric vehicle charging stations, and opportunities for energy generation pilots in parking garages and surface lots.PW‐TransportationMulti‐use pathway connections ‐ second tier $ 10,000,000 Significantly increase connectivity in north and south Boulder by building new sections of pathway and new underpasses along the Greenway system. Several projects are included: missing links along the Wonderland and Fourmile greenway systems, new underpasses along Skunk Creek (at Moorhead) and Bear Canyon Creek (at Table Mesa). It would also complete the northern section of a multi‐use pathway along 28th Street. 352 Appendix B, Unfunded Projects Table 16-3: Unfunded Projects — Placemaking (Cont.) DepartmentProject Total Cost DescriptionHousing Land Bank $ 20,000,000 Acquire and hold land to facilitate residential development that furthers the city's housing (and other) goals (e.g. 30th and Pearl). Would supplement dedicated affordable housing funding. O&M could be positive if property is leased. If not, the city has minimal carrying costs.LibraryLibrary‐North Boulder Branch $ 4,161,500 Construction, Furniture, Fixtures and Equipment for a 13,000 sq ft library branch, including an opening day collection, in the North Boulder neighborhood. Annual operating and maintenance and staffing costs are also included. At this time a donated piece of land has been identified for this proposed project.CMOBoulder History Museum $ 4,000,000 Donation to Boulder History Museum for the museum's capital campaign.PW‐Transportation Transit stop enhancements $ 1,580,000 Enhance transit stops by improving superstops and high use stops and adding basic amenities at all stops. Provide funding for regular maintenance. Add bike share and car share connections at key locations to facilitate the final mile of travel.ITPublic Fiber Optic Network $ 50,000,000 Funds to construct a city‐wide fiber optic network to deliver service to city businesses and residents. This would significantly add to the city's existing fiber optic which services only city buildings.P&RPark and Recreation Land Acquisitions $ 8,000,000 New parks and recreation land acquisitions that are required for critical growth areas to accommodate existing and future residential areas and subsequent level of service requirements in the community. Park land acquisition funds are necessary to support the livability and needs of neighborhoods and the overall community. New park land may include; Gunbarrel Area Park (land acquisition and development), and other undefined parks and recreational facility needs.PW‐FAM New Climate Action Plan Goal $ 42,000,000 This project would include various initiatives for city operations under the General Fund to meet the city's proposed new goal of 80% reduction in greenhouse gas emissions by 2050, from 1990 levels. 353 Appendix B, Unfunded Projects Table 16-3: Unfunded Projects — Placemaking (Cont.) DepartmentProject Total Cost DescriptionPW‐TransportationEast Arapahoe Planning Implementation ‐ East Campus Connections $ 15,000,000 There are two planning efforts underway or planned along Arapahoe ‐ east of 28th Street. The first, East Campus Connections Project, is a joint University of Colorado & City of Boulder project, with the primary project goal to integrate connections from CU & CittttiMtPldid tifditttiddPW‐TransportationTransit Enhancements (Roll‐Up of Transit Projects Listed Above) $ 6,580,000 Multi‐faceted approach to upgrading Boulder's Transit System, including enhancing transit super‐stops, Launching the ORBIT Route, completing improvements at Boulder's dttitt dttiTttiRCtThPW‐TransportationEstablish new high frequency transit service on 28th and Folsom $ 3,000,000 Launch the ORBIT, as identified in the Transportation Master Plan. Buses would run every 10 minutes, as on the SKIP, JUMP and BOUND. Consider including Folsom in the route.PW‐TransportationTransform northern leg of 204 into high frequency service $ 380,000 Increase frequencies to 10 minutes mid‐day. Consider minor route adjustments to optimize service. The 204 runs on 19th/20th Street from downtown north, and sees heavy use by CU and Boulder High students, as well as others coming downtown.PW‐Transportation City‐Wide Eco Pass tbd Provide a city‐wide ecopass to all boulder residents as an incentive to increase use of public transportation and achieve the city's alternative transportation goals. [This page is intentionally blank.] 354 355 City of Boulder Appendix C, CEAP PROJECTS 2015-2020 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/floodplains, wetlands, geology & soils, water quality, air quality, resource conservation, cultural/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; or 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 356 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 2015-2020 CIP are recommended to complete a Community and Environmental Assessment Process (CEAP). Open Space & Mountain Parks Department Historical Structures and Trails – Stabilization & Restoration * (Page 160) Visitor Infrastructure – System Wide * (Page 172) Parks & Recreation Department Violet Park (Page 205, In conjunction with Greenways Fourmile Canyon Creek improvements) Transportation Division 28th Street (Baseline to Iris) (CEAP completed 2001) (Page 226) Utilities Division/Greenways Bear Canyon Creek Flood Mitigation (Page 268) Barker Dam Hydroelectric & Dam Outlet (Page 299 and 300) Bluebell and King’s Gulch Flood Mitigation (Page 269) Boulder Creek Flood Mitigation (Page 270) Carter Lake Hydroelectric (Page 307) Carter Lake Pipeline NCWCD Conveyance (Page 316) Fourmile Canyon Creek Upland to Violet (Page 126) Gregory Creek Flood Mitigation (Page 271) Lakewood Pipeline (Page 315) Skunk Creek Flood Mitigation (Page 274) South Boulder Creek Flood Mitigation Phase I (Page 275) Twomile Canyon Creek Flood Mitigation (Page 280) Upper Goose Creek Drainage (Page 281) Witemeyer Ponds* (Page 330) Wonderland Creek – Foothills to 30th Street (Page 129, CEAP Completed in 2013) *As the scope of work is defined the necessity of a CEAP or other public review will be determined. Appendix C: CEAP Projects