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2014 Annual Budget, Volume 22014 Annual Budget Volume II C ity of Bou lder, C olorado i 2014 Annual Budget Volume II [This page is intentionally blank.] ii iii City of Boulder 2014 –2019 Capital Improvement Program Mayor ..................................................................... Matthew Appelbaum Mayor Pro Tem ...................................................................... Lisa Morzel Council Members ................................................................ Suzy Ageton (outgoing council member) KC Becker (outgoing council member) Macon Cowles Suzanne Jones George Karakehian (incoming Mayor Pro Tem) Tim Plass Andrew Shoemaker (incoming council member as of November 19, 2013) Sam Weaver (incoming council member as of November 19, 2013) Ken Wilson (outgoing council member) Mary Young (incoming council member as of November 19, 2013) City Manager ............................................................... Jane S. Brautigam iv City of Boulder Staff City Manager .............................................................................................. Jane S. Brautigam Deputy City Manager ........................................................................................................ Paul J. Fetherston City Attorney ....................................................................................................................................... Tom Carr Municipal Judge ....................................................................................................................... Linda P. Cooke Chief Financial Officer .................................................................................................................. Bob Eichem Director of Public Works for Utilities ............................................................................. Jeffrey M. Arthur Police Chief ............................................................................................................................. Mark R. Beckner Executive Director of Energy Strategy and Electric Utility Development ............. Heather Bailey Fire Chief ....................................................................................................................................... Larry Donner Executive Director of Community Planning and Sustainability................................... David Driskell Director of Labor Relations ..................................................................................................... Eileen Gomez Director of Information Technology ........................................................................................... Don Ingle Director of Parks and Recreation ....................................................................................... Kirk Kincannon Director of Support Services/City Clerk ............................................................................. Alisa D. Lewis Interim Director of Library and Arts ................................................................................. Maureen F. Rait Director of Open Space and Mountain Parks .................................................................. Michael Patton Director of Human Services ........................................................................................................ Karen Rahn Executive Director of Public Works .................................................................................. Maureen F. Rait Municipal Court Administrator .......................................................................................... Lynne Reynolds Director of Communications ................................................................Patrick Von Keyserling Interim Director of Human Resources ................................................................... Mary Ann Weideman Director of Public Works for Transportation ................................................................... Tracy Winfree* Director of Downtown University Hill Mgmt Division/Parking Services ...................... Molly Winter Acting Housing Division Manager ............................................................................................. Jeff Yegian * Member of the CIP Peer Review Team v City of Boulder CIP Staff Team Budget Manager (CIP Coordinator)..................................................................... Peggy Bunzli* Planner II (CIP Coordinator) ............................................................................ Chris Meschuk* Community Planning & Sustainability ............................................................ Susan Richstone Downtown & University Hill Mgmt Division/Parking Services ............................ Donna Jobert* Finance .............................................................................................................. David Mallett Fire .................................................................................................................... Frank Young Information Technology ....................................................................................... Beth Lemur Open Space & Mountain Parks .................................................................................. Marti Hill Open Space & Mountain Parks .............................................................................. Mike Orosel Parks & Recreation .................................................................................................. Jeff Dillon Parks & Recreation ................................................................................................. Jeff Haley* Parks & Recreation .......................................................................................... Mary Neumann Police ................................................................................................................... Dave Hayes Police .......................................................................................................... Bridgette Pankow Public Works ......................................................................................................Joanna Crean Public Works/Airport ............................................................................................... Tim Head Public Works/Facilities & Asset Management .......................................................... Joe Castro Public Works/Facilities & Asset Management ........................................................ Fred Kellam Public Works/Greenways .................................................................................... Annie Noble* Public Works/Transportation .......................................................................... James Clanton* Public Works/Transportation .................................................................. Stephany Westhusin* Public Works/Utilities .............................................................................................. Ken Baird Public Works/Utilities .......................................................................................... Bob Harberg * Member of the CIP Peer Review Team vi City Council .................................................................................................................. iii City of Boulder Staff .......................................................................................................iv List of Figures and Tables...............................................................................................vi Table of Contents ......................................................................................................... viii How to Use This Document ........................................................................................... x INTRODUCTION Capital Improvement Program Introduction............................................................. 1 FUNDING SUMMARIES Funding by Department ........................................................................................ 13 Funding by Project Type ....................................................................................... 27 Funding by Fund ................................................................................................... 39 CAPITAL IMPROVEMENT BOND Overview .............................................................................................................. 55 2011-2015 Spend Plan ......................................................................................... 61 DOWNTOWN UNIVERSITY HILL MANAGEMENT DIVISION / PARKING SERVICES Overview .............................................................................................................. 63 2014-2019 Funding Summary by Department ...................................................... 68 Projects Map ......................................................................................................... 69 Project Sheets ....................................................................................................... 70 FACILITIES AND ASSET MANAGEMENT Overview .............................................................................................................. 73 2014-2019 Funding Summary by Department ...................................................... 80 Projects Map ......................................................................................................... 81 Project Sheets ....................................................................................................... 82 GREENWAYS Overview ............................................................................................................ 101 2014-2019 Funding Summary by Department .................................................... 106 Projects Map ....................................................................................................... 107 Project Sheets ..................................................................................................... 108 INFORMATION TECHNOLOGY Overview ............................................................................................................ 113 2014-2019 Funding Summary by Department .................................................... 118 Projects Map ....................................................................................................... 119 Project Sheets ..................................................................................................... 120 2014 – 2019 CAPITAL IMPROVEMENT PROGRAM TABLE OF CONTENTS vii OPEN SPACE AND MOUNTAIN PARKS Overview ............................................................................................................ 127 2014-2019 Funding Summary by Department .................................................... 132 Projects Map ....................................................................................................... 133 Project Sheets ..................................................................................................... 134 PARKS AND RECREATION Overview ............................................................................................................ 147 2014-2019 Funding Summary by Department .................................................... 156 Projects Map ....................................................................................................... 157 Project Sheets ..................................................................................................... 158 TRANSPORTATION Overview ............................................................................................................ 173 2014-2019 Funding Summary by Department .................................................... 182 Projects Map ....................................................................................................... 184 Project Sheets ..................................................................................................... 186 UTILITIES Overview ............................................................................................................ 203 2014-2019 Funding Summary by Department .................................................... 214 Projects Map ....................................................................................................... 218 Project Sheets ..................................................................................................... 219 APPENDIX A: MAPS OF PROJECTS BY AREA ................................................................ 265 APPENDIX B: UNFUNDED LIST ................................................................................... 271 APPENDIX C: PROJECT RECOMMENDATIONS FOR CEAP .............................................. 309 2014 – 2019 CAPITAL IMPROVEMENT PROGRAM TABLE OF CONTENTS viii HOW TO USE THIS DOCUMENT Figure 0-1: Sample Capital Funding Plan Table ................................................. xii INTRODUCTION Figure 1-1: CIP Guiding Principles ....................................................................... 2 Figure 1-2: 2014 Projects by Category ................................................................ 3 Figure 1-3: Sustainability Framework .................................................................. 8 Figure 1-4: CIP Definition and Criteria .............................................................. 10 FUNDING SUMMARIES Figure 2-1: Total Projected CIP Funding by Year ............................................... 11 Figure 2-2: 2014-2019 Funding by Department .............................................. 14 Table 2-1: 2014-2019 Funding Summary by Department ................................ 15 Figure 2-3: 2014-2019 Funding by Project Type .............................................. 28 Figure 2-4: 2014-2019 Funding By Project Type Excluding Utilities .................. 29 Table 2-2: 2014-2019 Funding Summary by Project Type ............................... 30 Figure 2-5: 2014-2019 Funding by Fund .......................................................... 40 Table 2-3: 2014-2019 Funding Summary by Fund .......................................... 41 CAPITAL IMPROVEMENT BOND Table 3-1: 2011-2015 Spend Plan ................................................................... 61 DOWNTOWN COMMERCIAL DISTRICT Table 4-1: 2014-2019 Funding Summary by Department ................................ 68 FACILITIES AND ASSET MANAGEMENT Table 5-1: Capital Development Fund Balance - 2012 Year-End ...................... 73 Table 5-2: FAM Priority Codes ......................................................................... 77 Table 5-3: 2014-2019 Funding Summary by Department ................................ 80 GREENWAYS Table 6-1: 2014-2019 Funding Summary by Department .............................. 106 INFORMATION TECHNOLOGY Figure 7-1: IT Strategic Plan Projects .............................................................. 115 Table 7-1: 2014-2019 Funding Summary by Department .............................. 118 2014 – 2019 CAPITAL IMPROVEMENT PROGRAM LIST OF FIGURES AND TABLES ix OPEN SPACE AND MOUNTAIN PARKS Table 8-1: 2014-2019 Funding Summary by Department .............................. 132 PARKS AND RECREATION Table 9-1: 2014-2019 Funding Summary by Department .............................. 156 TRANSPORTATION Table 10-1: 2014-2019 Funding Summary by Department .............................. 182 UTILITY Table 11-1: Existing and Planned Utility Infrastructure Financed by Debt ......... 204 Table 11-2: Changes to ENR Index and CDOT Index ........................................ 211 Table 11-3: Utility Rate Increases .................................................................... 212 Table 11-4: 2014-2019 Funding Summary by Department .............................. 214 2014 – 2019 CAPITAL IMPROVEMENT PROGRAM LIST OF FIGURES AND TABLES x The City of Boulder’s 2014-2019 Capital Improvement Program (CIP) contains information on how the city plans to invest available resources into key infrastructure and facilities between 2014 and 2019. 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 2014-2019 CIP has five main parts:  Introduction  Funding Summaries  Special Highlights  Department Projects  Appendices Introduction The Introduction section provides an overview of the 2014-2019 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 2014 -2019 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 Projects section highlights a major area of concerted effort by the city in 2014: Capital Improvement Bond. This 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 2014-2019 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 the third contains a list of CEAP projects 2014 – 2019 CAPITAL IMPROVEMENT PROGRAM HOW TO USE THIS DOCUMENT xi Data Limitations The 2014-2019 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) instead of 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 2014-2019 CIP features a new layout for project information. In particular, each project’s Capital Funding Plan table has a new format compared to what was used in previous CIPs. The new format of the table brings the CIP in line with formats used to convey financial information in the city’s Operating Budget (Volume I, of the Annual Budget). The Capital Funding Plan section of the project sheets now consists of three tables:  Estimated Total Cost  Capital Funding Plan  Unfunded Amount Figure 0-01 shows an example of the new tables. 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 2014 and for each year between 2014 through 2019. However, on-going programs, because they have typically received funding for many years before 2014, do not have information about allocated funding prior to 2014. 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 2019. 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. 2014 – 2019 CAPITAL IMPROVEMENT PROGRAM HOW TO USE THIS DOCUMENT xii Figure 0-01: Sample Capital Funding Plan Table 2014 – 2019 CAPITAL IMPROVEMENT PROGRAM HOW TO USE THIS DOCUMENT 1 City of Boulder INTRODUCTION 2014-2019 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, 1,880 acres of parkland, 44,921 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 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 16 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. The 2014-2019 CIP includes funding for $238.73 million for 135 projects. 54 projects are recommended for funding in 2014, totaling $42.4 million. Proposed 2014-2019 allocations are $20.93 million greater than 2013-2018 allocations ($217.80) presented in the 2013-2018 CIP. The recommended 2014 allocations are $8.63 million greater than approved 2013 allocations Municipal Building Construction, 1951. 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 ($33.77 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 2014- 2019 are the additional grant-supported projects in Public Works/Stormwater and Flood Management, the transfer of Information Technology projects from the operating budget to the CIP, a one-time project at the Municipal Airport, and a rise in OSMP land acquisition funding. The one year increase in 2014 is mainly due to large flood utility projects, as well as the ongoing increase in OSMP land acquisition funding. The city regularly sets aside money in its CIP to save for future projects. This important budget practice leads to better planning by allowing the city to pay for higher dollar projects over time rather than requiring the city to find funding in a single budget year. The city is spending the majority, over 69 percent, of its 2014 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. CIP Highlights The city anticipates completing a significant number of Capital Projects in 2013 and 2014. 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 2013 accomplishments and highlights of the 2014-2019 CIP are noted in the department overviews. [Please note that Capital Improvement Bond projects are included in this list.] 2013 Accomplishments  Completed CAGID Garage new signage program  Completed 28th Street Multi-Use Path from Colorado Avenue to Baseline Avenue  Completed 15th Street Streetscape Improvements  Completed Wonderland Creek Diagonal to Winding Trail improvements 4 Introduction  Constructed a trailhead on the west side of SH 119 at Chapman Drive  Completed Phase IA of Valmont City Park  Replaced South Boulder Recreation Center gym, Pilates room, and racquetball court flooring  Completed Valmont Butte Voluntary Clean-up Program (VCUP)  Completed the Wastewater Treatment Facility Headworks- Digester-Ultraviolet Disinfection Improvements  Completed procurement and began implementation of new integrated finance, human resources and payroll system  Completed and redesigned city’s website and implementation of new e-services 2014 Planning and Construction  Continue Downtown/Pearl Street Mall Improvements and Amenities Replacement  Goose Creek Restoration Project  Installation of two bridges to connect sections of the IBM Connector Trail, and the South Boulder Creek Trail  Flagstaff Summit recreation area refurbishment  Park shelter improvements at Arapahoe Ridge Park and Crestview Park  Boulder Junction Improvements including: Pearl Parkway Multi-way Boulevard - 30th east to the railroad tracks and Multi-use Path TIP Project – 30th to 47th and the Junction Place Bridge over Goose Creek  Arapahoe Reconstruction from Folsom to 15th Street  Preliminary design for the Betasso Water Treatment Facility project 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 2014-2019 CIP include the revenue constraints, construction cost inflation, operational funding, and unfunded projects. The rock cap completed as part of the Valmont Butte voluntary clean-up Program. The completed UV Disinfection Improve- ments at the Wastewater Treatment Facility Aerial photo of the Pearl Parkway Multi-way Blvd under construction. Photo courtesy MKS Residential/Reylenn Construction 5 Introduction Revenue Constraints Revenue has slowly recovered over the past few years; however, a structural gap between needs and resources still remains. The city faces five expiring revenue sources over the next six years. The city’s Utility Occupation Taxes for the General Fund and Municipal Exploration both expire in 2017, the Climate Action Plan tax and the Open Space .33 percent sales tax expire in 2018, and the Open Space .15 percent sales tax expires in 2019. If these revenues are not renewed by voters, the reduction in available resources could impact planned CIP funding in selected categories and the structural gap may grow. 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 4 percent, based on a 5-year rolling average. The 2012 change was significantly higher than the 5-year rolling average with ENR and CDOT indices increasing 8 percent and 17 percent, respectively, over 2011. 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 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 The city continues to have a large number of unfunded needs. The 2014-2019 CIP includes a list of the top five unfunded projects of each department/program. Opportunities Similarly, there are issues that positively impact the city’s capital investment performance. Opportunities identified in the 2014-2019 CIP include the Capital Investment Strategy, the CIP Peer Review Team, 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 borrow $49 million to fund capital projects. Many of the bond funded projects are still ongoing and additional information on the projects is included in a separate section of this document. 6 Introduction CIP Peer Review Team The CIP Peer Review Team (PRT) is a cross-departmental team that assists departments with the prioritization of projects, focusing on city-wide priorities rather than department specific needs. The PRT identifies possible budget and city -wide policy issues, potential project conflicts, opportunities for project coordination, and consistency with CIP Guiding Principles. City’s Comprehensive Financial Strategy A cross-departmental team will undertake the update of the city’s Comprehensive Financial Strategy. Work associated with this project will commence in summer 2013 and preliminary findings from the analysis are expected to be presented to the City Council in first quarter 2014. The purpose of the project will be 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 will involve the examination of the BRC I and BRC II implementation efforts to date. The project also will include 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. Implementation of Subcommunity & Area Plans North Boulder Subcommunity Plan The North Boulder Subcommunity Plan (NoBo Plan) was adopted by the city in 1995. 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 Fourmile Canyon Creek Flood and Greenways Improvements, Violet Park development in coordination with Greenways, and 28th Street Pedestrian Improvements from Iris to Yarmouth. 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 The 2011 Capital Bond is approximately half way through the implementation phase. The Transit Village Area Plan was adopted in 2007. 7 Introduction public infrastructure improvements will be constructed by the developer in conjunction with this project. Projects include: a multi-use path along Lookout Road, a new street with on-street parking, and new sidewalks on Spine Road and 71st Street. Downtown Boulder The future vision for downtown Boulder was developed through the Downtown Alliance, and its final report in 1997. While significant private and public investment has occurred since that time, continual investments in the downtown are needed to continue to ensure downtown remains a primary community gathering place, business and commercial center, and tourism attraction. In the next six years, projects in Downtown include ongoing parking garage maintenance, Pearl Street Mall Irrigation system replacement, 15th Street pedestrian improvements, West Pearl Street streetscape improvements and continued street and sidewalk repair. Civic Area Plan The Civic Area Plan is underway, and will develop a community-powered vision for the study area and better define the area’s role in the larger city. The plan is slated for approval in the fall of 2013. Several catalyst public improvement projects are proposed for funding in 2014, including renovation of the Lumber Park playground, reconstruction of the Library North Plaza and Flood Improvements to the Main Library. 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 8 Introduction Priority Based Budgeting (PBB) approach: two key initiatives that define long -term community goals and priorities. Both the BVCP and PBB were developed from extensive community input processes and are used to guide long-term decision making as well as the city’s annual budget process. The Sustainability Framework ensures that subcommunity and area plans and departmental master plans are aligned with the CIP. Subcommunity and area plans provide more detailed planning for land use, urban design, neighborhood revitalization, and public facility needs for a specific area of the city. Departmental master plans include details about and funding plans for future needs related to services and facilities. The master plans are used by each department during their decision making and prioritization as part of the annual budgeting and CIP processes. Figure 1-3 illustrates the relationship between the Sustainability Framework, BVCP, PBB, Subcommunity and Area Plans, Master Plans, and the CIP. 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 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. Figure 1-3: Sustainability Framework 9 Introduction 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. One of the biggest changes in the 2014-2019 CIP is the change of the city’s Capital Project Definition and Project Categories. These changes (see Figure 1-4) are designed to simplify how projects are categorized in the CIP and create consistency among departments in what projects are included in the CIP. Other changes in the 2014 -2019 CIP include a revised Unfunded Project section, and enhancements to how funding information is communicated on project sheets. 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, and incorporating performance 10 Introduction Capital Improvement Program Projects “CIP projects are any major projects requiring the expenditure of public funds (over and above operation expenditures) for the purchase, construction, or replacement of the physical assets of the community. This broad definition includes those projects that are bondable, technology infrastructure, new or expanded physical facilities as well as the land necessary for the project.” Criteria for New Capital Project:  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. Figure 1-4: CIP Definition and Criteria 11 City of Boulder FUNDING SUMMARIES 2014-2019 Capital Improvement Program The Funding Summaries section provides full detail of the city’s CIP budget needs from 2014 through 2019 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 2014-2019 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 2014-2019. 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 $- $10 $20 $30 $40 $50 $60 $70 2014 2015 2016 2017 2018 2019$ (Millions)Capital Improvement Bond Expenditure Plan CIP Budget 2014-2019 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 2014-2019 funding for all other projects. 12 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 13 City of Boulder FUNDING BY DEPARTMENT 2014-2019 Capital Improvement Program The following city departments are participating in the 2014-2019 CIP:  Downtown / University Hill Management Division and Parking Services (DUHMD/PS  Information Technology (IT)  Open Space and Mountain Parks (OSMP)  Parks and Recreation  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 2014-2019 CIP. Major renovations to water facilities are primarily responsible for the large spikes in allocations during 2016 and 2018. Transportation also has a large allocation of CIP investment. The spike in 2014 for this department is associated with federal transportation grants. 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 2014-2018. Figure 2-2 displays the share of total 2014-2019 CIP spending on each department. 14 Funding by Department Figure 2-2: 2014-2019 Funding by Department $- $10 $20 $30 $40 $50 $60 $70 2014 2015 2016 2017 2018 2019$ (Millions)PW-Utilities Public Works - Transportation Open Space and Mountain Parks Parks and Recreation Public Works - FAM and Fleet Other Other includes DUHMD/PS, Information Technology, Public Works - Municipal Airport, and Public Works - Greenways 15 Table 2-1: 2014-2019 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountDUHMD / Parking Services535,500$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,400,000$ 50,000$ 85,500$ Information Technology135,000 638,750 1,245,171 670,541 571,893 699,503 1,196,924 5,022,782 135,000.00 - Open Space and Mountain Parks6,929,486 7,353,000 7,105,300 8,955,300 6,955,300 7,005,300 6,855,300 44,229,500 1,162,486 - Parks and Recreation13,303,195 3,518,944 1,380,400 2,255,700 1,755,400 1,649,400 2,000,000 12,559,844 1,394,951 - Public Works - FAM and Fleet8,253,000 1,037,000 1,280,000 1,327,000 819,000 650,000 2,250,000 7,363,000 340,000 900,000 Public Works - Greenways21,747,084 8,945,000 320,441 820,441 820,441 820,441 570,441 12,297,205 9,081,643 668,236 Public Works - Municipal Airport1,555,555 1,555,555 - - - - - 1,555,555 - - Public Works - Stormwater and Flood Management Utility33,780,163 1,221,500 1,421,460 2,022,418 7,674,416 2,177,491 2,489,692 17,006,977 300,000 24,480,163 Public Works - Transportation18,496,993 12,107,500 4,158,500 3,681,500 4,213,500 3,351,500 3,251,500 30,764,000 6,279,000 - Public Works - Wastewater Utility20,062,527 1,794,000 3,229,136 1,244,918 2,718,819 2,804,589 4,284,365 16,075,827 886,247 7,397,922 Public Works - Water Utility95,490,954 4,025,000 4,861,595 21,054,780 8,971,794 41,986,970 11,780,367 92,680,506 6,132,203 - Total220,289,457$ 42,596,249$ 25,402,003$ 42,432,598$ 34,900,563$ 61,545,194$ 35,078,589$ 241,955,196$ 25,761,530$ 33,531,821$ SUMMARY OF ALL DEPARTMENTS 16 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceDowntown 14th Street Parking Lot Improvements285,500$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 150,000$ 50,000$ 85,500$ Downtown Parking Garage Major Maintenance250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 - - Downtown/Pearl St Mall Amenities Replacement- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Subtotal535,500$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,400,000$ 50,000$ 85,500$ Total535,500$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,400,000$ 50,000$ 85,500$ DOWNTOWN AND UNIVERSITY HILL MANAGEMENT DIVISION (DUHMD) / PARKING SERVICESEstimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementJSI Upgrade135,000$ -$ -$ -$ -$ -$ -$ -$ 135,000$ -$ Subtotal135,000$ -$ -$ -$ -$ -$ -$ -$ 135,000$ -$ Capital MaintenanceData Backup and Disaster Recovery-$ -$ -$ -$ -$ 44,000$ 85,000$ 129,000$ -$ -$ End User Device Replacement- 458,000 458,000 458,000 458,000 458,000 458,000 2,748,000 - - Network Hardware Replacement- 150,000 160,671 148,041 113,893 116,503 612,224 1,301,332 - - Security Administration- 5,250 11,500 54,000 - - 6,700 77,450 - - Server Admin Hardware Repalcement- 25,500 615,000 10,500 - 81,000 35,000 767,000 - - Subtotal-$ 638,750$ 1,245,171$ 670,541$ 571,893$ 699,503$ 1,196,924$ 5,022,782$ -$ -$ Total135,000$ 638,750$ 1,245,171$ 670,541$ 571,893$ 699,503$ 1,196,924$ 5,022,782$ 135,000$ -$ INFORMATION TECHNOLOGY 17 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementOSMP - Historical Structures & Trails - Stabilization & Restoration-$ 343,000$ 355,300$ 355,300$ 355,300$ 355,300$ 355,300$ 2,119,500$ 343,000$ -$ OSMP North Trail Study Area (NTSA)600,000 50,000 50,000 100,000 200,000 100,000 50,000 550,000 50,000.00 - OSMP West Trail Study Area (WTSA)3,319,486 500,000 550,000 550,000 450,000 600,000 50,000 2,700,000 619,486.00 - Visitor Infrastructure - System Wide- 350,000 300,000 250,000 200,000 200,000 500,000 1,800,000 - - OSMP East Trail Study Area (ETSA)300,000 - - - 50,000 50,000 200,000 300,000 - - Subtotal4,219,486$ 1,243,000$ 1,255,300$ 1,255,300$ 1,255,300$ 1,305,300$ 1,155,300$ 7,469,500$ 1,012,486$ -$ Capital MaintenanceOSMP ReRoute Flagstaff Trail bt Crown Rock and Baseline120,000$ 120,000$ -$ -$ -$ -$ -$ 120,000$ -$ -$ OSMP ReRoute Green Mountain West Ridge60,000 60,000 - - - - - 60,000 - - OSMP ReRoute Saddle Rock Trail65,000 65,000 - - - - - 65,000 - - OSMP ReRoute Ute and Range View Trails65,000 65,000 - - - - - 65,000 - - Subtotal310,000$ 310,000$ -$ -$ -$ -$ -$ 310,000$ -$ -$ Land and Asset AcquisitionMineral Rights Acquisition-$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ -$ -$ 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 - - Water Rights Acquisition- 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 - - Subtotal-$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 34,200,000$ -$ -$ New Capital ProjectSouth Boulder Creek Instream Flow2,400,000$ 100,000$ 150,000$ 2,000,000$ -$ -$ -$ 2,250,000$ 150,000$ -$ Subtotal2,400,000$ 100,000$ 150,000$ 2,000,000$ -$ -$ -$ 2,250,000$ 150,000$ -$ Total6,929,486$ 7,353,000$ 7,105,300$ 8,955,300$ 6,955,300$ 7,005,300$ 6,855,300$ 44,229,500$ 1,162,486$ -$ OPEN SPACE AND MOUNTAIN PARKS 18 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementCivic Area Improvements - Lumber Park300,000$ 300,000$ -$ -$ -$ -$ -$ 300,000$ -$ -$ Flatirons Golf Course Irrigation System Replacement1,795,263 1,200,000 - - - - - 1,200,000 595,263 - NBRC: Interior Circulation Study/Improvements280,000 - 280,000 - - - - 280,000 - - Thunderbird Lake Enhancements250,000 - 250,000 - - - - 250,000 - - 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 Renovation1,360,300 - - 530,300 530,000 300,000 - 1,360,300 - - Subtotal5,985,563$ 1,500,000$ 530,000$ 1,280,300$ 1,280,000$ 800,000$ -$ 5,390,300$ 595,263$ -$ Capital MaintenanceADA Compliance Improvements400,000$ 100,000$ 100,000$ 100,000$ -$ -$ -$ 300,000$ 100,000$ -$ Pearl Street Mall Irrigation System Replacement1,500,000 500,000 550,000 - - - - 1,050,000 450,000 - Pool Replastering230,000 100,000 75,000 - - - - 175,000 55,000 - Subtotal2,130,000$ 700,000$ 725,000$ 100,000$ -$ -$ -$ 1,525,000$ 605,000$ -$ Aquatic Facility Plan100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Subtotal100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Land and Asset AcquisitionBoulder Junction - Historic Train Depot Land Cost Reconciliation787,405$ 787,405$ -$ -$ -$ -$ 787,405$ -$ -$ Boulder Junction Rail Plaza1,874,000 - - - - 374,000 1,500,000 1,874,000 - - Subtotal2,661,405$ 787,405$ -$ -$ -$ 374,000$ 1,500,000$ 2,661,405$ -$ -$ New Capital ProjectBoulder Junction Pocket Park1,926,227$ 281,539$ -$ 750,000$ 350,000$ 350,000$ -$ 1,731,539$ 194,688$ -$ Violet Park500,000 - - - - - 500,000 500,000 - - Subtotal2,426,227$ 281,539$ -$ 750,000$ 350,000$ 350,000$ 500,000$ 2,231,539$ 194,688$ -$ TransferTributary Greenways Program - Lottery-$ 150,000$ 125,400$ 125,400$ 125,400$ 125,400$ -$ 651,600$ -$ -$ Subtotal-$ 150,000$ 125,400$ 125,400$ 125,400$ 125,400$ -$ 651,600$ -$ -$ Total13,303,195$ 3,518,944$ 1,380,400$ 2,255,700$ 1,755,400$ 1,649,400$ 2,000,000$ 12,559,844$ 1,394,951$ -$ PARKS AND RECREATION 19 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementMain Library - Flood Protection400,000$ 400,000$ -$ -$ -$ -$ -$ 400,000$ -$ -$ North Boulder Recreation Center - Replace Solar Thermal System350,000 - 350,000 - - - - 350,000 - - Outdoor Lighting Compliance Improvements200,000 - 150,000 50,000 - - - 200,000 - - Stazio Refurbish Restrooms and Concessions160,000 - 160,000 - - - - 160,000 - - East Boulder Community Center Renovation1,100,000 - - - - 100,000 100,000 200,000 - 900,000 Tantra Shop Renovation300,000 - - - - - 300,000 300,000 - - West Senior Center Major Maintenance & Rehab700,000 - - - - - 700,000 700,000 - - Subtotal3,210,000$ 400,000$ 660,000$ 50,000$ -$ 100,000$ 1,100,000$ 2,310,000$ -$ 900,000$ Capital MaintenanceFleet Services, Rpl Emergency Generator +400,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 100,000$ -$ Main Library Reconstruct North Plaza147,000 147,000 - - - - - 147,000 - - Miscellaneous Facility DET Projects- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 50,000 - Miscellaneous Facility Maintenance Projects2,495,000 340,000 370,000 415,000 380,000 400,000 400,000 2,305,000 190,000 - Mapleton Ballfields, Renovate Concessions and Restrooms +100,000 - 100,000 - - - - 100,000 - - 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 - - FlatIrons Event Center Major Repairs600,000 - - - - - 600,000 600,000 - - Subtotal4,743,000$ 587,000$ 570,000$ 1,227,000$ 769,000$ 500,000$ 1,100,000$ 4,753,000$ 340,000$ -$ 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$ -$ -$ Total8,253,000$ 1,037,000$ 1,280,000$ 1,327,000$ 819,000$ 650,000$ 2,250,000$ 7,363,000$ 340,000$ 900,000$ PUBLIC WORKS - FACILITIES AND ASSET MANAGEMENT (FAM) / FLEET 20 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRehabilitate Portion of Aircraft Parking Ramp1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ Subtotal1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ Total1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ PUBLIC WORKS - MUNICIPAL AIRPORTEstimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementWonderland Creek (28th) Kalmia to Winding Trail5,915,441$ 4,295,000$ 270,441$ -$ -$ -$ -$ 4,565,441$ 1,350,000$ -$ Fourmile Canyon Creek Upland to Violet3,500,000 - - 770,441 770,441 770,441 520,441 2,831,764 - 668,236 Fourmile Canyon Creek at Crestview & 19th 2,222,159 600,000 - - - - - 600,000 1,622,159 - Wonderland Creek Foothills to 30th10,109,484 4,000,000 - - - - - 4,000,000 6,109,484 - Subtotal21,747,084$ 8,895,000$ 270,441$ 770,441$ 770,441$ 770,441$ 520,441$ 11,997,205$ 9,081,643$ 668,236$ Capital MaintenanceMiscellaneous Water Quality, Restoration and Trail Improvements-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Subtotal-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Total21,747,084$ 8,945,000$ 320,441$ 820,441$ 820,441$ 820,441$ 570,441$ 12,297,205$ 9,081,643$ 668,236$ PUBLIC WORKS - GREENWAYS 21 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementStormwater Quality Improvements-$ 104,000$ 108,160$ 112,486$ 116,986$ 121,665$ 126,532$ 689,829$ -$ -$ Upper Goose Creek Drainage17,905,163 - 175,000 750,000 750,000 750,000 1,000,000 3,425,000 - 14,480,163 South Boulder Creek Flood Mitigation Phase I15,875,000 - - - 5,575,000 - - 5,575,000 300,000 10,000,000 Subtotal33,780,163$ 104,000$ 283,160$ 862,486$ 6,441,986$ 871,665$ 1,126,532$ 9,689,829$ 300,000$ 24,480,163$ Capital MaintenanceStorm Sewer Rehabilitation-$ 260,000$ 270,400$ 281,216$ 292,465$ 304,163$ 316,330$ 1,724,574$ -$ -$ Transportation Coordination- 260,000 270,400 281,216 292,465 304,163 316,330 1,724,574 - - Subtotal-$ 520,000$ 540,800$ 562,432$ 584,930$ 608,326$ 632,660$ 3,449,148$ -$ -$ Land and Asset AcquisitionPreflood Property Acquisition-$ 500,000$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 3,283,000$ -$ Subtotal-$ 500,000$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 3,283,000$ -$ -$ 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$ -$ -$ Total33,780,163$ 1,221,500$ 1,421,460$ 2,022,418$ 7,674,416$ 2,177,491$ 2,489,692$ 17,006,977$ 300,000$ 24,480,163$ PUBLIC WORKS - STORMWATER AND FLOOD MANAGEMENT UTILITY 22 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement28th St (Baseline to Iris)4,673,993$ 1,330,000$ 1,330,000$ 1,330,000$ 1,330,000$ -$ -$ 5,320,000$ 2,391,000$ -$ Boulder Junction - Junction Pl Enhancements (Goose Creek to Bluff)877,000 400,000 477,000 - - - - 877,000 - - City Yards Frontage Site Preparation for Potential Pollard Relocation1,225,000 1,225,000 - - - - - 1,225,000 - - Miscellaneous Development Coordination- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 50,000 - Signal Maintenance and Upgrade- 200,000 - - - 200,000 - 400,000 - - Valmont & 29th/Hazard Elimination3,015,000 3,015,000 - - - - - 3,015,000 - - Subtotal9,790,993$ 6,220,000$ 1,857,000$ 1,380,000$ 1,380,000$ 250,000$ 50,000$ 11,137,000$ 2,441,000$ -$ Capital MaintenancePedestrian Facilities - Repair, Replacement, ADA-$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 3,774,000$ -$ -$ Subtotal-$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 3,774,000$ -$ -$ Capital Planning StudiesTransportation Master Plan Study100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Subtotal100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ New Capital Project28th St. Bike/Pedestrian Improvements: Iris to Yarmouth2,224,000$ 1,324,000$ -$ -$ -$ -$ -$ 1,324,000$ 900,000$ -$ Baseline Underpass: Broadway to 28th5,400,000 2,462,000 - - - - - 2,462,000 2,938,000 - Bikeway Facilities - Enhancements- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Boulder Junction - Development Coordination450,000 75,000 75,000 75,000 75,000 75,000 75,000 450,000 - - Pedestrian Facilities Enhancements-Missing Links, Crossing Treatments- 75,000 75,000 75,000 75,000 75,000 75,000 450,000 - - TIP Local Match/TMP Implementation- 800,000 1,300,000 1,300,000 1,300,000 1,800,000 1,800,000 8,300,000 - - 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- - - - - 300,000 400,000 700,000 - - Subtotal8,606,000$ 4,861,000$ 1,575,000$ 1,575,000$ 2,107,000$ 2,375,000$ 2,475,000$ 14,968,000$ 3,838,000$ -$ PUBLIC WORKS - TRANSPORTATION 23 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountTransferBoulder Junction Improvements - Transfer-$ 200,000$ -$ -$ -$ -$ -$ 200,000$ -$ -$ Tributary Greenways Program - Transportation - Transfer- 97,500 97,500 97,500 97,500 97,500 97,500 585,000 - - Subtotal-$ 297,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 785,000$ -$ -$ Total18,496,993$ 12,107,500$ 4,158,500$ 3,681,500$ 4,213,500$ 3,351,500$ 3,251,500$ 30,764,000$ 6,279,000$ -$ PUBLIC WORKS - TRANSPORTATION (Cont.) 24 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBiosolids Processing and Dewatering150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ Wastewater Treatment Facility Electrical1,420,000 100,000 - 120,000 1,200,000 - - 1,420,000 - - Wastewater Treatment Facility Instrumentation/Control9,131,068 520,000 540,800 - 674,918 701,915 729,992 3,167,625 175,600 5,787,843 Wastewater Treatment Facility Permit Improvements - Funded4,712,234 200,000 1,650,000 150,000 - 750,000 1,500,000 4,250,000 462,234 - Wastewater Treatment Facility Pumps448,413 150,000 - 150,000 - - - 300,000 148,413 - Wastewater Treatment Facility Activated Sludge710,961 - 389,376 - 58,493 - - 447,869 - 263,092 Marshall Landfill100,000 - - 100,000 - - - 100,000 - - Wastewater Treatment Facility Laboratory100,000 - - 50,000 - - - 50,000 50,000 - Goose Creek Sanitary Sewer Interceptor Rehabilitation3,289,851 - - - 25,000 622,683 1,295,181 1,942,864 - 1,346,987 Subtotal20,062,527$ 1,120,000$ 2,580,176$ 570,000$ 1,958,411$ 2,074,598$ 3,525,173$ 11,828,358$ 836,247$ 7,397,922$ Capital MaintenanceCollection System Monitoring-$ 50,000$ -$ -$ 58,493$ -$ -$ 108,493$ 50,000$ -$ Sanitary Sewer Manhole Rehabilitation- 104,000 108,160 112,486 116,986 121,665 126,532 689,829 - - Sanitary Sewer Rehabilitation- 520,000 540,800 562,432 584,929 608,326 632,660 3,449,147 - - Subtotal-$ 674,000$ 648,960$ 674,918$ 760,408$ 729,991$ 759,192$ 4,247,469$ 50,000$ -$ Total20,062,527$ 1,794,000$ 3,229,136$ 1,244,918$ 2,718,819$ 2,804,589$ 4,284,365$ 16,075,827$ 886,247$ 7,397,922$ PUBLIC WORKS - WASTEWATER UTILITY 25 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBetasso Water Treatment Facility17,720,903$ 600,000$ 1,049,628$ 15,621,275$ -$ 350,000$ -$ 17,620,903$ 100,000$ -$ Boulder Canyon Hydro4,859,475 125,000 - - - - - 125,000 4,734,475 - Boulder Reservoir Water Treatment Facility - Funded246,000 82,000 - 164,000 - - - 246,000 - - Barker Dam and Reservoir498,560 - 378,560 - - - - 378,560 120,000 - Lakewood Hydroelectric / Pressure Reducing Facility400,000 - 100,000 - - - 300,000 400,000 - - Barker Dam Outlet8,572,652 - - 75,000 772,514 7,725,138 - 8,572,652 - - Utility Billing Computer System Replacement1,046,700 - - - 1,000,000 - - 1,000,000 46,700 - Green Lake 2 Dam4,835,130 - - - - 432,739 4,327,391 4,760,130 75,000 - Lakewood Dam124,707 - - - - 124,707 - 124,707 - - Pearl Street Hydroelectric / Pressure Reducing Facility267,664 - - - 24,333 243,331 267,664 - - Wittemyer Ponds - Funded573,735 - - - - 100,000 473,735 573,735 - - Subtotal39,145,526$ 807,000$ 1,528,188$ 15,860,275$ 1,772,514$ 8,756,917$ 5,344,457$ 34,069,351$ 5,076,175$ -$ Capital MaintenanceBarker Gravity Pipeline Repair-$ 364,000$ 378,560$ 667,416$ 612,436$ 636,933$ 662,410$ 3,321,755$ -$ -$ Lakewood Pipeline576,330 260,000 - - - - 316,330 576,330 - - Waterline Replacement14,486,418 2,184,000 2,271,360 2,362,214 2,456,703 2,554,971 2,657,170 14,486,418 - - Watershed Improvements240,000 80,000 80,000 80,000 - - - 240,000 - - Kohler Storage Tank1,138,362 - 103,487 1,034,875 - - - 1,138,362 - - Betasso Hydroelectric / Pressure Reducing Facility100,000 - - 100,000 - - - 100,000 - - 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)250,000 - - - 250,000 - - 250,000 - - Water Transmission Facilities (Zone 1)250,000 - - - - 250,000 - 250,000 - - Water Transmission Facilities (Zone 3)250,000 - - - - - 250,000 250,000 - - Subtotal17,972,436$ 2,888,000$ 2,833,407$ 4,244,505$ 4,000,465$ 3,441,904$ 3,885,910$ 21,294,191$ -$ -$ Capital Planning StudiesAlbion Dam - Funded80,000$ 80,000$ -$ -$ -$ -$ -$ 80,000$ -$ -$ Subtotal80,000$ 80,000$ -$ -$ -$ -$ -$ 80,000$ -$ -$ PUBLIC WORKS - WATER UTILITY 26 Table 2-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountNew Capital ProjectNCWCD Conveyance - Carter Lake Pipeline31,174,987$ 250,000$ 500,000$ 850,000$ 2,737,469$ 25,874,690$ -$ 30,212,159$ 962,828$ -$ Barker Dam Hydroelectric4,024,805 - - 50,000 361,346 3,613,459 - 4,024,805 - - Source Water Monitoring293,200 - - 50,000 50,000 50,000 50,000 200,000 93,200 - Carter Lake Hydroelectric2,800,000 - - - 50,000 250,000 2,500,000 2,800,000 - - Subtotal38,292,992$ 250,000$ 500,000$ 950,000$ 3,198,815$ 29,788,149$ 2,550,000$ 37,236,964$ 1,056,028$ -$ Total95,490,954$ 4,025,000$ 4,861,595$ 21,054,780$ 8,971,794$ 41,986,970$ 11,780,367$ 92,680,506$ 6,132,203$ -$ PUBLIC WORKS - WATER UTILITY (Cont.) 27 City of Boulder FUNDING BY PROJECT TYPE 2014-2019 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. 28 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: 2014-2019 Funding by Project Type $- $10 $20 $30 $40 $50 $60 $70 2014 2015 2016 2017 2018 2019$ (Millions)New Capital Capital Enhancement Capital Maintenance Land and Asset Acquisition Other Other includes Capital Planning Studies and Transfers Funding by Type 29 Figure 2-4: 2014-2019 Funding by Project Type Excluding Utilities $- $10 $20 $30 $40 $50 $60 $70 2014 2015 2016 2017 2018 2019$ (Millions)New Capital Capital Enhancement Capital Maintenance Land and Asset Acquisition Other Funding by Type 30 Table 2-2: 2014-2019 Funding Summary By Project Type Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement138,076,342$ 20,289,000$ 8,964,265$ 22,028,802$ 14,858,652$ 14,928,921$ 12,821,903$ 93,891,543$ 19,477,814$ 33,446,321$ Capital Maintenance27,246,491 8,952,305 7,642,338 8,558,396 7,765,696 7,058,724 8,653,686 48,631,145 1,045,000 85,500 Capital Planning Studies580,000 330,000 50,000 50,000 50,000 50,000 50,000 580,000 - - Land and Asset Acquisition2,661,405 6,987,405 6,200,000 6,200,000 6,250,000 6,674,000 7,833,000 40,144,405 - - New Capital51,725,219 5,492,539 2,225,000 5,275,000 5,655,815 32,513,149 5,525,000 56,686,503 5,238,716 - Transfer- 545,000 320,400 320,400 320,400 320,400 195,000 2,021,600 - - Total220,289,457$ 42,596,249$ 25,402,003$ 42,432,598$ 34,900,563$ 61,545,194$ 35,078,589$ 241,955,196$ 25,761,530$ 33,531,821$ SUMMARY OF ALL TYPES 31 [This page is intentionally blank.] 32 Table 2-2: 2014-2019 Funding Summary By Project Type (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded Amount28th St (Baseline to Iris)4,673,993$ 1,330,000$ 1,330,000$ 1,330,000$ 1,330,000$ -$ -$ 5,320,000$ 2,391,000$ -$ 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 Outlet8,572,652 - - 75,000 772,514 7,725,138 - 8,572,652 - - Betasso Water Treatment Facility17,720,903 600,000 1,049,628 15,621,275 - 350,000 - 17,620,903 100,000 - Biosolids Processing and Dewatering150,000 150,000 - - - - - 150,000 - - Boulder Canyon Hydro4,859,475 125,000 - - - - - 125,000 4,734,475 - Boulder Junction - Junction Pl Enhancements (Goose Creek to Bluff)877,000 400,000 477,000 - - - - 877,000 - - Boulder Reservoir Water Treatment Facility - Funded246,000 82,000 - 164,000 - - - 246,000 - - City Yards Frontage Site Preparation for Potential Pollard Relocation1,225,000 1,225,000 - - - - - 1,225,000 - - Civic Area Improvements - Lumber Park300,000 300,000 - - - - - 300,000 - - East Boulder Community Center Renovation1,100,000 - - - - 100,000 100,000 200,000 - 900,000 Flatirons Golf Course Irrigation System Replacement1,795,263 1,200,000 - - - - - 1,200,000 595,263 - Fourmile Canyon Creek - Upland to Violet3,500,000 - - 770,441 770,441 770,441 520,441 2,831,764 - 668,236 Fourmile Canyon Creek at Crestview & 19th2,222,159 600,000 - - - - - 600,000 1,622,159 - Green Lake 2 Dam4,835,130 - - - - 432,739 4,327,391 4,760,130 75,000 - JSI Upgrade135,000 - - - - - - - 135,000 - Lakewood Dam124,707 - - - - 124,707 - 124,707 - - Lakewood Hydroelectric / Pressure Reducing Facility400,000 - 100,000 - - - 300,000 400,000 - - Lighting Ordinance Implementation500,000 - - 250,000 250,000 - - 500,000 - - Main Library - Flood Protection400,000 400,000 - - - - - 400,000 - - Marshall Landfill100,000 - - 100,000 - - - 100,000 - - Miscellaneous Development Coordination- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 50,000 - NBRC: Interior Circulation Study/Improvements280,000 - 280,000 - - - - 280,000 - - North Boulder Recreation Center - Replace Solar Thermal System350,000 - 350,000 - - - - 350,000 - - OSMP - Historical Structures & Trails - Stabilization & Restoration- 343,000 355,300 355,300 355,300 355,300 355,300 2,119,500 343,000 - OSMP East Trail Study Area (ETSA)300,000 - - - 50,000 50,000 200,000 300,000 - - OSMP North Trail Study Area (NTSA)600,000 50,000 50,000 100,000 200,000 100,000 50,000 550,000 50,000 - OSMP West Trail Study Area (WTSA)3,319,486 500,000 550,000 550,000 450,000 600,000 50,000 2,700,000 619,486 - Outdoor Lighting Compliance Improvements200,000 - 150,000 50,000 - - - 200,000 - - Pearl Street Hydroelectric / Pressure Reducing Facility267,664 - - - 24,333 243,331 267,664 - - CAPITAL ENHANCEMENT 33 Table 2-2: 2014-2019 Funding Summary By Project Type (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountPlayground and Park Irrigation System Renovation1,360,300 - - 530,300 530,000 300,000 - 1,360,300 - - Signal Maintenance and Upgrade- 200,000 - - - 200,000 - 400,000 - - South Boulder Creek Flood Mitigation Phase I15,875,000 - - - 5,575,000 - - 5,575,000 300,000 10,000,000 Stazio Refurbish Restrooms and Concessions160,000 - 160,000 - - - - 160,000 - - Stormwater Quality Improvements- 104,000 108,160 112,486 116,986 121,665 126,532 689,829 - - Tantra Shop Renovation300,000 - - - - - 300,000 300,000 - - Thunderbird Lake Enhancements250,000 - 250,000 - - - - 250,000 - - Goose Creek Sanitary Sewer Interceptor Rehabilitation3,289,851 - - - 25,000 622,683 1,295,181 1,942,864 - 1,346,987 Upper Goose Creek Drainage17,905,163 - 175,000 750,000 750,000 750,000 1,000,000 3,425,000 - 14,480,163 Utility Billing Computer System Replacement1,046,700 - - - 1,000,000 - - 1,000,000 46,700 - Valmont & 29th/Hazard Elimination3,015,000 3,015,000 - - - - - 3,015,000 - - Visitor Infrastructure - System Wide- 350,000 300,000 250,000 200,000 200,000 500,000 1,800,000 - - Wastewater Treatment Facility Activated Sludge710,961 - 389,376 - 58,493 - - 447,869 - 263,092 Wastewater Treatment Facility Electrical1,420,000 100,000 - 120,000 1,200,000 - - 1,420,000 - - Wastewater Treatment Facility Instrumentation/Control9,131,068 520,000 540,800 - 674,918 701,915 729,992 3,167,625 175,600 5,787,843 Wastewater Treatment Facility Laboratory100,000 - - 50,000 - - - 50,000 50,000 - Wastewater Treatment Facility Permit Improvements - Funded4,712,234 200,000 1,650,000 150,000 - 750,000 1,500,000 4,250,000 462,234 - Wastewater Treatment Facility Pumps448,413 150,000 - 150,000 - - - 300,000 148,413 - West Senior Center Major Maintenance & Rehab700,000 - - - - - 700,000 700,000 - - Wittemyer Ponds - Funded573,735 - - - - 100,000 473,735 573,735 - - Wonderland Creek - Foothills to 30th Street10,109,484 4,000,000 - - - - - 4,000,000 6,109,484 - Wonderland Creek at 28th Street5,915,441 4,295,000 270,441 - - - - 4,565,441 1,350,000 - Total138,076,342$ 20,289,000$ 8,964,265$ 22,028,802$ 14,858,652$ 14,928,921$ 12,821,903$ 93,891,543$ 19,477,814$ 33,446,321$ CAPITAL ENHANCEMENT (Cont.) 34 Table 2-2: 2014-2019 Funding Summary By Project Type (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountADA Compliance Improvements400,000$ 100,000$ 100,000$ 100,000$ -$ -$ -$ 300,000$ 100,000$ -$ Barker Gravity Pipeline Repair- 364,000 378,560 667,416 612,436 636,933 662,410 3,321,755 - - Barker-Kossler Penstock Repair116,986 - - - 116,986 - - 116,986 - - Betasso Hydroelectric / Pressure Reducing Facility100,000 - - 100,000 - - - 100,000 - - Betasso Storage Tank292,465 - - - 292,465 - - 292,465 - - Collection System Monitoring- 50,000 - - 58,493 - - 108,493 50,000 - Data Backup and Disaster Recovery- - - - - 44,000 85,000 129,000 - - Downtown 14th Street Parking Lot Improvements285,500 25,000 25,000 25,000 25,000 25,000 25,000 150,000 50,000 85,500 Downtown Parking Garage Major Maintenance250,000 250,000 250,000 250,000 250,000 250,000 250,000 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 - - FlatIrons Event Center Major Repairs600,000 - - - - - 600,000 600,000 - - Fleet Services, Rpl Emergency Generator +400,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 100,000 - Kohler Storage Tank1,138,362 - 103,487 1,034,875 - - - 1,138,362 - - Lakewood Pipeline576,330 260,000 - - - - 316,330 576,330 - - Main Library Reconstruct North Plaza147,000 147,000 - - - - - 147,000 - - Mapleton Ballfields, Renovate Concessions and Restrooms +100,000 - 100,000 - - - - 100,000 - - Martin Park Shelter Major Maintenance169,000 - - - 169,000 - - 169,000 - - Miscellaneous Facility DET Projects- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 50,000 - Miscellaneous Facility Maintenance Projects2,495,000 340,000 370,000 415,000 380,000 400,000 400,000 2,305,000 190,000 - Miscellaneous Water Quality, Restoration and Trail Improvements- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 - - Network Hardware Replacement- 150,000 160,671 148,041 113,893 116,503 612,224 1,301,332 - - North Boulder Park Shelter Repair120,000 - - - 120,000 - - 120,000 - - OSMP ReRoute Flagstaff Trail bt Crown Rock and Baseline120,000 120,000 - - - - - 120,000 - - OSMP ReRoute Green Mountain West Ridge60,000 60,000 - - - - - 60,000 - - OSMP ReRoute Saddle Rock Trail65,000 65,000 - - - - - 65,000 - - OSMP ReRoute Ute and Range View Trails65,000 65,000 - - - - - 65,000 - - Pearl Street Mall Irrigation System Replacement1,500,000 500,000 550,000 - - - - 1,050,000 450,000 - Pedestrian Facilities - Repair, Replacement, ADA- 629,000 629,000 629,000 629,000 629,000 629,000 3,774,000 - - Pool Replastering230,000 100,000 75,000 - - - - 175,000 55,000 - CAPITAL MAINTENANCE 35 Table 2-2: 2014-2019 Funding Summary By Project Type (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountAlbion Dam - Funded80,000$ 80,000$ -$ -$ -$ -$ -$ 80,000$ -$ -$ Aquatic Facility Plan100,000 100,000 - - - - - 100,000 - - Facility Assessments300,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 - - Transportation Master Plan Study100,000 100,000 - - - - - 100,000 - - Total580,000$ 330,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 580,000$ -$ -$ CAPITAL PLANNING STUDIESEstimated Total Cost2014 Recommended2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountRehabilitate Portion of Aircraft Parking Ramp1,555,555 1,555,555 - - - - - 1,555,555 - - Replaster Pools +80,000 - - 80,000 - - - 80,000 - - Sanitary Sewer Manhole Rehabilitation- 104,000 108,160 112,486 116,986 121,665 126,532 689,829 - - Sanitary Sewer Rehabilitation- 520,000 540,800 562,432 584,929 608,326 632,660 3,449,147 - - Security Administration- 5,250 11,500 54,000 - - 6,700 77,450 - - Server Admin Hardware Repalcement- 25,500 615,000 10,500 - 81,000 35,000 767,000 - - Stazio Tensile Canopy Covering Replacement132,000 - - 132,000 - - - 132,000 - - Storm Sewer Rehabilitation- 260,000 270,400 281,216 292,465 304,163 316,330 1,724,574 - - Sunshine Hydroelectric / Pressure Reducing Station271,875 - - - 271,875 - - 271,875 - - Transportation Coordination- 260,000 270,400 281,216 292,465 304,163 316,330 1,724,574 - - Water Transmission Facilities (Zone 1)250,000 - - - - 250,000 - 250,000 - - Water Transmission Facilities (Zone 2)250,000 - - - 250,000 - - 250,000 - - Water Transmission Facilities (Zone 3)250,000 - - - - - 250,000 250,000 - - Waterline Replacement14,486,418 2,184,000 2,271,360 2,362,214 2,456,703 2,554,971 2,657,170 14,486,418 - - Watershed Improvements240,000 80,000 80,000 80,000 - - - 240,000 - - Total27,246,491$ 8,952,305$ 7,642,338$ 8,558,396$ 7,765,696$ 7,058,724$ 8,653,686$ 48,631,145$ 1,045,000$ 85,500$ CAPITAL MAINTENANCE (Cont.) 36 Table 2-2: 2014-2019 Funding Summary By Project Type (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded Amount28th St. Bike/Pedestrian Improvements: Iris to Yarmouth2,224,000$ 1,324,000$ -$ -$ -$ -$ -$ 1,324,000$ 900,000$ -$ Barker Dam Hydroelectric4,024,805 - - 50,000 361,346 3,613,459 - 4,024,805 - - Baseline Underpass: Broadway to 28th5,400,000 2,462,000 - - - - - 2,462,000 2,938,000 - Bikeway Facilities - Enhancements- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Boulder Junction - Development Coordination450,000 75,000 75,000 75,000 75,000 75,000 75,000 450,000 - - 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 - - Boulder Junction Pocket Park1,926,227 281,539 - 750,000 350,000 350,000 - 1,731,539 194,688 - Carter Lake Hydroelectric2,800,000 - - - 50,000 250,000 2,500,000 2,800,000 - - NCWCD Conveyance - Carter Lake Pipeline31,174,987 250,000 500,000 850,000 2,737,469 25,874,690 - 30,212,159 962,828 - Pedestrian Facilities Enhancements-Missing Links, Crossing Treatments- 75,000 75,000 75,000 75,000 75,000 75,000 450,000 - - Source Water Monitoring293,200 - - 50,000 50,000 50,000 50,000 200,000 93,200 - South Boulder Creek Instream Flow2,400,000 100,000 150,000 2,000,000 - - - 2,250,000 150,000 - TIP Local Match/TMP Implementation- 800,000 1,300,000 1,300,000 1,300,000 1,800,000 1,800,000 8,300,000 - - TIP Local Match/TMP Implementation II- - - - - 300,000 400,000 700,000 - - Violet Park500,000 - - - - - 500,000 500,000 - - Total51,725,219$ 5,492,539$ 2,225,000$ 5,275,000$ 5,655,815$ 32,513,149$ 5,525,000$ 56,686,503$ 5,238,716$ -$ NEW CAPITALEstimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountBoulder Junction - Historic Train Depot Land Cost Reconciliation787,405$ 787,405$ -$ -$ -$ -$ 787,405$ -$ -$ Boulder 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 - - 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 - - Preflood Property Acquisition- 500,000 500,000 500,000 550,000 600,000 633,000 3,283,000 - Water Rights Acquisition- 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 - - Total2,661,405$ 6,987,405$ 6,200,000$ 6,200,000$ 6,250,000$ 6,674,000$ 7,833,000$ 40,144,405$ -$ -$ LAND AND ASSET ACQUISITION 37 Table 2-2: 2014-2019 Funding Summary By Project Type (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountBoulder Junction Improvements - Transfer-$ 200,000$ -$ -$ -$ -$ -$ 200,000$ -$ -$ Tributary Greenways Program - Lottery- 150,000 125,400 125,400 125,400 125,400 - 651,600 - - Tributary Greenways Program - Stormwater & 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 - - Total-$ 545,000$ 320,400$ 320,400$ 320,400$ 320,400$ 195,000$ 2,021,600$ -$ -$ TRANSFER [This page is intentionally blank.] 38 39 City of Boulder FUNDING BY FUND 2014-2019 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 Recommended 2013 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 2014-2019 CIP. Figure 2-5 shows the distribution of six year funding by fund. 40 Funding by Fund $- $10 $20 $30 $40 $50 $60 $70 2014 2015 2016 2017 2018 2019$ (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 Figure 2-5: 2014-2019 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, and Computer Replacement Fund 41 Table 2-3: 2014-2019 Funding Summary by Fund Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded Amount.25 Cent Sales Tax Fund750,000$ 800,000$ 350,000$ 100,000$ -$ -$ -$ 1,850,000$ 100,000$ -$ Airport Fund1,555,555 1,555,555 - - - - - 1,555,555 - - Boulder Junction Improvement Fund6,446,632 1,543,944 552,000 825,000 957,000 799,000 1,575,000 6,251,944 194,688 - Capital Development Fund300,000 350,000 50,000 50,000 50,000 50,000 50,000 600,000 50,000 - Computer Replacement Fund- 638,750 1,245,171 670,541 571,893 699,503 1,196,924 5,022,782 - - Downtown Commercial District Fund535,500 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000 50,000 85,500 Facility Renovation and Replacement Fund8,253,000 987,000 1,230,000 1,277,000 769,000 600,000 2,200,000 7,063,000 290,000 900,000 General Fund135,000 - - - - - - - 135,000 - Greenways- 345,000 320,441 320,441 320,441 320,441 320,441 1,947,205 1,139,349 - Lottery Fund460,300 693,000 680,700 711,000 710,700 480,700 355,300 3,631,400 543,000 - Open Space Fund6,929,486 7,010,000 6,750,000 8,600,000 6,600,000 6,650,000 6,500,000 42,110,000 819,486 - Permanent Parks and Recreation Fund7,205,263 1,000,000 705,000 1,050,000 1,050,000 800,000 500,000 5,705,000 900,263 - Stormwater Utility Fund55,777,247 9,821,500 1,421,460 2,522,418 8,424,416 2,677,491 2,739,692 27,606,977 8,242,294 25,148,399 Transportation Fund11,964,000 10,912,500 3,086,500 3,086,500 3,086,500 2,726,500 2,726,500 25,625,000 3,838,000 - Transportation Development Fund4,673,993 720,000 520,000 520,000 520,000 550,000 450,000 3,280,000 2,441,000 - Wastewater Utility Fund20,330,123 1,794,000 3,229,136 1,244,918 2,968,819 2,804,589 4,284,365 16,325,827 903,843 7,397,922 Water Utility Fund94,973,358 4,025,000 4,861,595 21,054,780 8,471,794 41,986,970 11,780,367 92,180,506 6,114,607 - Total220,289,457$ 42,596,249$ 25,402,003$ 42,432,598$ 34,900,563$ 61,545,194$ 35,078,589$ 243,155,196$ 25,761,530$ 33,531,821$ 2014 - 2019 CAPITAL IMROVEMENTS PROGRAM - BY FUND 42 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRehabilitate Portion of Aircraft Parking Ramp1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ Subtotal1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ Total1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ AIRPORT FUNDEstimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementFlatirons Golf Course Irrigation System Replacement-$ 600,000$ -$ -$ -$ -$ -$ 1,200,000$ -$ -$ Thunderbird Lake Enhancements250,000$ -$ 250,000$ -$ -$ -$ -$ 250,000$ -$ -$ Subtotal250,000$ 600,000$ 250,000$ -$ -$ -$ -$ 1,450,000$ -$ -$ Capital MaintenanceADA Compliance Improvements400,000$ 100,000$ 100,000$ 100,000$ -$ -$ -$ 300,000$ 100,000$ -$ Subtotal400,000$ 100,000$ 100,000$ 100,000$ -$ -$ -$ 300,000$ 100,000$ -$ Capital Planning StudiesAquatic Facility Plan100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Subtotal100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Total750,000$ 800,000$ 350,000$ 100,000$ -$ -$ -$ 1,850,000$ 100,000$ -$ .25 CENT SALES TAX FUND 43 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBoulder Junction - Junction Pl Enhancements (Goose Creek to Bluff)877,000$ 400,000$ 477,000$ -$ -$ -$ -$ 877,000$ -$ -$ Subtotal877,000$ 400,000$ 477,000$ -$ -$ -$ -$ 877,000$ -$ -$ Land and Asset AcquisitionBoulder Junction - Historic Train Depot Land Cost Reconciliation787,405$ 787,405$ -$ -$ -$ -$ 787,405$ -$ -$ Boulder Junction Rail Plaza1,874,000 - - - - 374,000 1,500,000 1,874,000 - - Subtotal2,661,405$ 787,405$ -$ -$ -$ 374,000$ 1,500,000$ 2,661,405$ -$ -$ New Capital ProjectBoulder Junction - Development Coordination450,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 450,000$ -$ -$ Boulder Junction Pocket Park1,926,227 281,539 - 750,000 350,000 350,000 - 1,731,539 194,688 - 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 - - Subtotal2,908,227$ 356,539$ 75,000$ 825,000$ 957,000$ 425,000$ 75,000$ 2,713,539$ 194,688$ -$ Total6,446,632$ 1,543,944$ 552,000$ 825,000$ 957,000$ 799,000$ 1,575,000$ 6,251,944$ 194,688$ -$ BOULDER JUNCTION IMPROVEMENT FUND 44 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementCivic Area Improvements - Lumber Park300,000$ 300,000$ -$ -$ -$ -$ -$ 300,000$ -$ -$ Subtotal300,000$ 300,000$ -$ -$ -$ -$ -$ 300,000$ -$ -$ Capital MaintenanceMiscellaneous Facility DET Projects-$ 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$ -$ Total300,000$ 350,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 600,000$ 50,000$ -$ CAPITAL DEVELOPMENT FUNDEstimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceData Backup and Disaster Recovery-$ -$ -$ -$ -$ 44,000$ 85,000$ 129,000$ -$ -$ End User Device Replacement- 458,000 458,000 458,000 458,000 458,000 458,000 2,748,000 - - Network Hardware Replacement- 150,000 160,671 148,041 113,893 116,503 612,224 1,301,332 - - Security Administration- 5,250 11,500 54,000 - - 6,700 77,450 - - Server Admin Hardware Repalcement- 25,500 615,000 10,500 - 81,000 35,000 767,000 - - Subtotal-$ 638,750$ 1,245,171$ 670,541$ 571,893$ 699,503$ 1,196,924$ 5,022,782$ -$ -$ Total-$ 638,750$ 1,245,171$ 670,541$ 571,893$ 699,503$ 1,196,924$ 5,022,782$ -$ -$ COMPUTER REPLACEMENT FUNDEstimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceDowntown 14th Street Parking Lot Improvements285,500$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 150,000$ 50,000$ 85,500$ Downtown Parking Garage Major Maintenance250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 - - Downtown/Pearl St Mall Amenities Replacement- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Subtotal535,500$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,400,000$ 50,000$ 85,500$ Total535,500$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,400,000$ 50,000$ 85,500$ DOWNTOWN COMMERCIAL DISTRICT FUND 45 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementMain Library - Flood Protection400,000$ 400,000$ -$ -$ -$ -$ -$ 400,000$ -$ -$ North Boulder Recreation Center - Replace Solar Thermal System350,000 - 350,000 - - - - 350,000 - - Outdoor Lighting Compliance Improvements200,000 - 150,000 50,000 - - - 200,000 - - Stazio Refurbish Restrooms and Concessions160,000 - 160,000 - - - - 160,000 - - East Boulder Community Center Renovation1,100,000 100,000 100,000 200,000 - 900,000 Tantra Shop Renovation300,000 - - - - - 300,000 300,000 - - West Senior Center Major Maintenance & Rehab700,000 - - - - - 700,000 700,000 - - Subtotal3,210,000$ 400,000$ 660,000$ 50,000$ -$ 100,000$ 1,100,000$ 2,310,000$ -$ 900,000$ Capital MaintenanceFleet Services, Rpl Emergency Generator +400,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 100,000$ -$ Main Library Reconstruct North Plaza147,000 147,000 - - - - - 147,000 - - Miscellaneous Facility Maintenance Projects2,495,000 340,000 370,000 415,000 380,000 400,000 400,000 2,305,000 190,000 - Mapleton Ballfields, Renovate Concessions and Restrooms +100,000 - 100,000 - - - - 100,000 - - 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 - - FlatIrons Event Center Major Repairs600,000 - - - - - 600,000 600,000 - - Subtotal4,743,000$ 537,000$ 520,000$ 1,177,000$ 719,000$ 450,000$ 1,050,000$ 4,453,000$ 290,000$ -$ 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$ -$ -$ Total8,253,000$ 987,000$ 1,230,000$ 1,277,000$ 769,000$ 600,000$ 2,200,000$ 7,063,000$ 290,000$ 900,000$ FACILITY RENOVATION AND REPLACEMENT FUND 46 Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementJSI Upgrade135,000$ -$ -$ -$ -$ -$ -$ -$ 135,000$ -$ Subtotal135,000$ -$ -$ -$ -$ -$ -$ -$ 135,000$ -$ Total135,000$ -$ -$ -$ -$ -$ -$ -$ 135,000$ -$ GENERAL FUNDTable 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementWonderland Creek at 28th Street-$ 295,000$ 270,441$ -$ -$ -$ -$ 565,441$ -$ Fourmile Canyon Creek - Upland to Violet- - - 270,441 270,441 270,441 270,441 1,081,764 - - Fourmile Canyon Creek at Crestview & 19th- - - - - - - - 747,633 Wonderland Creek - Foothills to 30th Street- - - - - - - - 391,716 - Subtotal-$ 295,000$ 270,441$ 270,441$ 270,441$ 270,441$ 270,441$ 1,647,205$ 1,139,349$ -$ Capital MaintenanceMiscellaneous Water Quality, Restoration and Trail Improvements-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Subtotal-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Total-$ 345,000$ 320,441$ 320,441$ 320,441$ 320,441$ 320,441$ 1,947,205$ 1,139,349$ -$ GREENWAYS PROGRAM 47 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementOSMP - Historical Structures & Trails - Stabilization & Restoration-$ 343,000$ 355,300$ 355,300$ 355,300$ 355,300$ 355,300$ 2,119,500$ 343,000$ -$ Playground and Park Irrigation System Renovation - Lottery460,300 - - 230,300 230,000 - - 460,300 - - Subtotal460,300$ 343,000$ 355,300$ 585,600$ 585,300$ 355,300$ 355,300$ 2,579,800$ 343,000$ -$ Capital MaintenancePearl Street Mall Irrigation System Replacement - Lottery-$ 200,000$ 200,000$ -$ -$ -$ -$ 400,000$ 200,000$ -$ Subtotal-$ 200,000$ 200,000$ -$ -$ -$ -$ 400,000$ 200,000$ -$ TransferTributary Greenways Program - Lottery-$ 150,000$ 125,400$ 125,400$ 125,400$ 125,400$ -$ 651,600$ -$ -$ Subtotal-$ 150,000$ 125,400$ 125,400$ 125,400$ 125,400$ -$ 651,600$ -$ -$ Total460,300$ 693,000$ 680,700$ 711,000$ 710,700$ 480,700$ 355,300$ 3,631,400$ 543,000$ -$ LOTTERY FUND 48 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementOSMP North Trail Study Area (NTSA)600,000$ 50,000$ 50,000$ 100,000$ 200,000$ 100,000$ 50,000$ 550,000$ 50,000$ -$ OSMP West Trail Study Area (WTSA)3,319,486 500,000 550,000 550,000 450,000 600,000 50,000 2,700,000 619,486 - Visitor Infrastructure - System Wide- 350,000 300,000 250,000 200,000 200,000 500,000 1,800,000 - - OSMP East Trail Study Area (ETSA)300,000 - - - 50,000 50,000 200,000 300,000 - - Subtotal4,219,486$ 900,000$ 900,000$ 900,000$ 900,000$ 950,000$ 800,000$ 5,350,000$ 669,486$ -$ Capital MaintenanceOSMP ReRoute Flagstaff Trail bt Crown Rock and Baseline120,000$ 120,000$ -$ -$ -$ -$ -$ 120,000$ -$ -$ OSMP ReRoute Green Mountain West Ridge60,000 60,000 - - - - - 60,000 - - OSMP ReRoute Saddle Rock Trail65,000 65,000 - - - - - 65,000 - - OSMP ReRoute Ute and Range View Trails65,000 65,000 - - - - - 65,000 - - Subtotal310,000$ 310,000$ -$ -$ -$ -$ -$ 310,000$ -$ -$ Land and Asset AcquisitionMineral Rights Acquisition-$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ -$ -$ 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 - - Water Rights Acquisition- 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 - - Subtotal-$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 34,200,000$ -$ -$ New Capital ProjectSouth Boulder Creek Instream Flow2,400,000$ 100,000$ 150,000$ 2,000,000$ -$ -$ -$ 2,250,000$ 150,000$ -$ Subtotal2,400,000$ 100,000$ 150,000$ 2,000,000$ -$ -$ -$ 2,250,000$ 150,000$ -$ Total6,929,486$ 7,010,000$ 6,750,000$ 8,600,000$ 6,600,000$ 6,650,000$ 6,500,000$ 42,110,000$ 819,486$ -$ OPEN SPACE FUND 49 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementFlatirons Golf Course Irrigation System Replacement1,795,263$ 600,000$ -$ -$ -$ -$ -$ 1,200,000$ 595,263$ -$ NBRC: Interior Circulation Study/Improvements280,000 - 280,000 - - - - 280,000 - - 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 Renovation900,000 - - 300,000 300,000 300,000 - 900,000 - - Subtotal4,975,263$ 600,000$ 280,000$ 1,050,000$ 1,050,000$ 800,000$ -$ 4,380,000$ 595,263$ -$ Capital MaintenancePearl Street Mall Irrigation System Replacement1,500,000 300,000 350,000 - - - - 650,000 250,000 - Pool Replastering230,000 100,000 75,000 - - - - 175,000 55,000 - Subtotal1,730,000$ 400,000$ 425,000$ -$ -$ -$ -$ 825,000$ 305,000$ -$ New Capital ProjectViolet Park500,000$ -$ -$ -$ -$ -$ 500,000$ 500,000$ -$ -$ Subtotal500,000$ -$ -$ -$ -$ -$ 500,000$ 500,000$ -$ -$ Total7,205,263$ 1,000,000$ 705,000$ 1,050,000$ 1,050,000$ 800,000$ 500,000$ 5,705,000$ 900,263$ -$ PERMANENT PARKS AND RECREATION FUND 50 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementFourmile Canyon Creek at Crestview & 19th2,222,159$ 600,000$ -$ -$ -$ -$ -$ 600,000$ 874,526$ -$ Stormwater Quality Improvements- 104,000 108,160 112,486 116,986 121,665 126,532 689,829 - - Wonderland Creek - Foothills to 30th Street10,109,484 4,000,000 - - - - - 4,000,000 5,717,768 - Wonderland Creek at 28th Street5,915,441 4,000,000 - - - - - 4,000,000 1,350,000 - Upper Goose Creek Drainage17,905,163 - 175,000 750,000 750,000 750,000 1,000,000 3,425,000 - 14,480,163 Fourmile Canyon Creek - Upland to Violet3,500,000 - - 500,000 500,000 500,000 250,000 1,750,000 - 668,236 South Boulder Creek Flood Mitigation Phase I15,875,000 - - - 5,575,000 - - 5,575,000 300,000 10,000,000 Utility Billing Computer System Replacment250,000 - - - 250,000 - - 250,000 - - Subtotal55,777,247$ 8,704,000$ 283,160$ 1,362,486$ 7,191,986$ 1,371,665$ 1,376,532$ 20,289,829$ 8,242,294$ 25,148,399$ Capital MaintenanceStorm Sewer Rehabilitation-$ 260,000$ 270,400$ 281,216$ 292,465$ 304,163$ 316,330$ 1,724,574$ -$ -$ Transportation Coordination- 260,000 270,400 281,216 292,465 304,163 316,330 1,724,574 - - Subtotal-$ 520,000$ 540,800$ 562,432$ 584,930$ 608,326$ 632,660$ 3,449,148$ -$ -$ Land and Asset AcquisitionPreflood Property Acquisition-$ 500,000$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 3,283,000$ -$ -$ Subtotal-$ 500,000$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 3,283,000$ -$ -$ 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$ -$ -$ Total55,777,247$ 9,821,500$ 1,421,460$ 2,522,418$ 8,424,416$ 2,677,491$ 2,739,692$ 27,606,977$ 8,242,294$ 25,148,399$ STORMWATER AND FLOOD MANAGEMENT UTILITY FUND 51 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement28th St (Baseline to Iris)-$ 860,000$ 860,000$ 860,000$ 860,000$ -$ -$ 3,440,000$ -$ -$ City Yards Frontage Site Preparation for Potential Pollard Relocation1,225,000 1,225,000 - - - - - 1,225,000 - - Valmont & 29th/Hazard Elimination3,015,000 3,015,000 - - - - - 3,015,000 - - Subtotal4,240,000$ 5,100,000$ 860,000$ 860,000$ 860,000$ -$ -$ 7,680,000$ -$ -$ Capital MaintenancePedestrian Facilities - Repair, Replacement, ADA-$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 3,774,000$ -$ -$ Subtotal-$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 3,774,000$ -$ -$ Capital Planning StudiesTransportation Master Plan Study100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Subtotal100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ New Capital Project28th St. Bike/Pedestrian Improvements: Iris to Yarmouth2,224,000$ 1,324,000$ -$ -$ -$ -$ -$ 1,324,000$ 900,000$ -$ Baseline Underpass: Broadway to 28th5,400,000 2,462,000 - - - - - 2,462,000 2,938,000 - Bikeway Facilities - Enhancements- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Pedestrian Facilities Enhancements-Missing Links, Crossing Treatments- 75,000 75,000 75,000 75,000 75,000 75,000 450,000 - - TIP Local Match/TMP Implementation- 800,000 1,300,000 1,300,000 1,300,000 1,800,000 1,800,000 8,300,000 - - Subtotal7,624,000$ 4,786,000$ 1,500,000$ 1,500,000$ 1,500,000$ 2,000,000$ 2,000,000$ 13,286,000$ 3,838,000$ -$ TransferBoulder Junction Improvements - Transfer-$ 200,000$ -$ -$ -$ -$ -$ 200,000$ -$ -$ Tributary Greenways Program - Transportation - Transfer- 97,500 97,500 97,500 97,500 97,500 97,500 585,000 - - Subtotal-$ 297,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 785,000$ -$ -$ Total11,964,000$ 10,912,500$ 3,086,500$ 3,086,500$ 3,086,500$ 2,726,500$ 2,726,500$ 25,625,000$ 3,838,000$ -$ TRANSPORTATION FUND 52 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement28th St (Baseline to Iris) II4,673,993$ 470,000$ 470,000$ 470,000$ 470,000$ -$ -$ 1,880,000$ 2,391,000$ -$ Miscellaneous Development Coordination- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 50,000 - Signal Maintenance and Upgrade- 200,000 - - - 200,000 - 400,000 - - Subtotal4,673,993$ 720,000$ 520,000$ 520,000$ 520,000$ 250,000$ 50,000$ 2,580,000$ 2,441,000$ -$ New Capital ProjectTIP Local Match/TMP Implementation II-$ -$ -$ -$ -$ 300,000$ 400,000$ 700,000$ -$ -$ Subtotal-$ -$ -$ -$ -$ 300,000$ 400,000$ 700,000$ -$ -$ Total4,673,993$ 720,000$ 520,000$ 520,000$ 520,000$ 550,000$ 450,000$ 3,280,000$ 2,441,000$ -$ TRANSPORTATION DEVELOPMENT FUNDEstimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBiosolids Processing and Dewatering150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ Wastewater Treatment Facility Electrical1,420,000 100,000 - 120,000 1,200,000 - - 1,420,000 - - Wastewater Treatment Facility Instrumentation/Control9,131,068 520,000 540,800 - 674,918 701,915 729,992 3,167,625 175,600 5,787,843 Wastewater Treatment Facility Permit Improvements - Funded4,712,234 200,000 1,650,000 150,000 - 750,000 1,500,000 4,250,000 462,234 - Wastewater Treatment Facility Pumps448,413 150,000 - 150,000 - - - 300,000 148,413 - Wastewater Treatment Facility Activated Sludge710,961 - 389,376 - 58,493 - - 447,869 - 263,092 Marshall Landfill100,000 - - 100,000 - - - 100,000 - - Wastewater Treatment Facility Laboratory100,000 - - 50,000 - - - 50,000 50,000 - Goose Creek Sanitary Sewer Interceptor Rehabilitation3,289,851 - - - 25,000 622,683 1,295,181 1,942,864 - 1,346,987 Utility BillingComputer System Replacement267,596 - - - 250,000 - - 250,000 17,596 - Subtotal20,330,123$ 1,120,000$ 2,580,176$ 570,000$ 2,208,411$ 2,074,598$ 3,525,173$ 12,078,358$ 853,843$ 7,397,922$ Capital MaintenanceCollection System Monitoring-$ 50,000$ -$ -$ 58,493$ -$ -$ 108,493$ 50,000$ -$ Sanitary Sewer Manhole Rehabilitation- 104,000 108,160 112,486 116,986 121,665 126,532 689,829 - - Sanitary Sewer Rehabilitation- 520,000 540,800 562,432 584,929 608,326 632,660 3,449,147 - - Subtotal-$ 674,000$ 648,960$ 674,918$ 760,408$ 729,991$ 759,192$ 4,247,469$ 50,000$ -$ Total20,330,123$ 1,794,000$ 3,229,136$ 1,244,918$ 2,968,819$ 2,804,589$ 4,284,365$ 16,325,827$ 903,843$ 7,397,922$ WASTEWATER UTILITY FUND 53 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBetasso Water Treatment Facility17,720,903$ 600,000$ 1,049,628$ 15,621,275$ -$ 350,000$ -$ 17,620,903$ 100,000$ -$ Boulder Canyon Hydro4,859,475 125,000 - - - - - 125,000 4,734,475 - Boulder Reservoir Water Treatment Facility - Funded246,000 82,000 - 164,000 - - - 246,000 - - Barker Dam and Reservoir498,560 - 378,560 - - - - 378,560 120,000 - Lakewood Hydroelectric / Pressure Reducing Facility400,000 - 100,000 - - - 300,000 400,000 - - Barker Dam Outlet8,572,652 - - 75,000 772,514 7,725,138 - 8,572,652 - - Utility Billing Computer System Replacement529,104 - - - 500,000 - - 500,000 29,104 - Green Lake 2 Dam4,835,130 - - - - 432,739 4,327,391 4,760,130 75,000 - Lakewood Dam124,707 - - - - 124,707 - 124,707 - - Pearl Street Hydroelectric / Pressure Reducing Facility267,664 - - - 24,333 243,331 267,664 - - Wittemyer Ponds - Funded573,735 - - - - 100,000 473,735 573,735 - - Subtotal38,627,930$ 807,000$ 1,528,188$ 15,860,275$ 1,272,514$ 8,756,917$ 5,344,457$ 33,569,351$ 5,058,579$ -$ Capital MaintenanceBarker Gravity Pipeline Repair-$ 364,000$ 378,560$ 667,416$ 612,436$ 636,933$ 662,410$ 3,321,755$ -$ -$ Lakewood Pipeline576,330 260,000 - - - - 316,330 576,330 - - Waterline Replacement14,486,418 2,184,000 2,271,360 2,362,214 2,456,703 2,554,971 2,657,170 14,486,418 - - Watershed Improvements240,000 80,000 80,000 80,000 - - - 240,000 - - Kohler Storage Tank1,138,362 - 103,487 1,034,875 - - - 1,138,362 - - Betasso Hydroelectric / Pressure Reducing Facility100,000 - - 100,000 - - - 100,000 - - 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)250,000 - - - 250,000 - - 250,000 - - Water Transmission Facilities (Zone 1)250,000 - - - - 250,000 - 250,000 - - Water Transmission Facilities (Zone 3)250,000 - - - - - 250,000 250,000 - - Subtotal17,972,436$ 2,888,000$ 2,833,407$ 4,244,505$ 4,000,465$ 3,441,904$ 3,885,910$ 21,294,191$ -$ -$ Capital Planning StudiesAlbion Dam - Funded80,000$ 80,000$ -$ -$ -$ -$ -$ 80,000$ -$ -$ Subtotal80,000$ 80,000$ -$ -$ -$ -$ -$ 80,000$ -$ -$ WATER UTILITY FUND 54 Table 2-3: 2014-2019 Funding Summary by Fund (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountNew Capital ProjectNCWCD Conveyance - Carter Lake Pipeline31,174,987$ 250,000$ 500,000$ 850,000$ 2,737,469$ 25,874,690$ -$ 30,212,159$ 962,828$ -$ Barker Dam Hydroelectric4,024,805 - - 50,000 361,346 3,613,459 - 4,024,805 - - Source Water Monitoring293,200 - - 50,000 50,000 50,000 50,000 200,000 93,200 - Carter Lake Hydroelectric2,800,000 - - - 50,000 250,000 2,500,000 2,800,000 - - Subtotal38,292,992$ 250,000$ 500,000$ 950,000$ 3,198,815$ 29,788,149$ 2,550,000$ 37,236,964$ 1,056,028$ -$ Total94,973,358$ 4,025,000$ 4,861,595$ 21,054,780$ 8,471,794$ 41,986,970$ 11,780,367$ 92,180,506$ 6,114,607$ -$ WATER UTILITY FUND (Cont.) 55 City of Boulder SPECIAL HIGHLIGHT ON CAPITAL IMPROVEMENT BOND 2014-2019 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. This section includes information on the Capital Improvement Bond issuance, projects funded by the bond, and current status of the projects. A map of the location of bond projects is available at www.bouldercolorado.gov/bondprojects. 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. To help determine which projects should be part of the 2011 bond package, the city manager appointed a 16-member Capital Investment Strategy stakeholder committee in May, 2011. The committee finalized its recommendations July 11, 2011, which was unanimously supported by City Council and approved by voters. The bond will pay for a list of necessary but previously unfunded projects. The bond requires that 85 percent of the $49 million be spent in three years (by March 22, 2015). The bond also requires that the funds be used for capital improvement projects that include:  Repairing and maintaining streets and pathways  Repairing and replacing structurally deficient bridges and structures  Completing missing links in the transportation system  Repairing and renovating aging city facilities  Replacing and modernizing core service computer software  Modernizing basic police and fire safety facilities and equipment  Renovating and repairing parks and recreation facilities  Renovating portions of the main library  Improving connections and streetscapes downtown. Highlights at a Glance  26 categories containing a total of nearly 100 individual projects:  49% in design & plan- ning phase  20% under construction  2% nearly complete  29% completed  57% of total funding spent or encumbered towards 85% goal as of May 31, 2013. 56 As a result, the city is implementing nearly 100 individual projects throughout the community that are funded by the bond. On Jan. 30, 2012, the city broke ground on the first bond project, a multi -use path connection along the south side of Baseline, near the University of Colorado’s Williams Village complex. Throughout the next few years, there will be more construction and improvements occurring along roadways, bike paths, in city buildings and in parks. 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 on Bond Issuance On February 21, 2012, City Council approved Ordinance No. 7236, which authorized the City of Boulder to issue $49 million of General Fund bonds for the purpose of funding capital improvement projects. The bond sale was completed March 22, 2012 using the competitive process required by the City Charter to sell the bonds. 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. Due to market conditions at the time that the bonds were sold, the lowest conforming bid with best advantage for the city paid a “premium” to purchase the bonds. The City has received a premium on other past bond issues. A premium occurs when a purchaser is willing to pay more than the face amount of bonds, and in this case, the purchaser was willing to pay an additional $5.83 million to buy the bonds. This $5.83 million does not count against the voted par amount of $49 million debt issuance. The $5.83 million is, however, subject to the federal tax laws governing the City’s issuance and does count toward the requirement that 85% of the total ($54.83 million) be spent by March 22, 2015. The premium is being held in reserve and released over time for either unanticipated expenses for current projects or completing additional projects permitted within the parameters of the bond documents. Project Highlights and Status There are nearly 100 individual projects that are being implemented with the bond funds. The individual projects are grouped into 26 categories which are briefly described below along with the current status of the projects as of July 2013. Details related to each project can be found at www.bouldercolorado.gov/bondprojects. Capital Improvement Bond Groundbreaking of the first Capital Improvement Bond project in January 2012. 57 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 under construction and will 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. 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 at Valmont City Park Foothills Dog Park, Eaton Park, Martin Park, and Pleasant View Fields are completed, with several additional shelters planned. 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 and East Palo 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. Arapahoe Ridge Park and Crestview Park will begin design in 2013, with construction 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. 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 and is open for use by the community. The project will be completed in fall 2013 with the final phase of the project providing necessary ADA compliance upgrades that will allow 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 under construction. Streetscape improvements on Pearl Street from 11th to 8th Streets is in the final design stages. An interdepartmental city team and Convention and Visitors Bureau staff are working jointly to place an interactive kiosk for public use on the Pearl Street Mall. Capital Improvement Bond 58 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; and (c) improved access and browsing area for fiction, movies and music collections near the main entrance on Arapahoe Avenue. The design phase is nearly complete. 8. Replace Financial and Human Resources Software: A Request for Proposals (RFP) was issued in 2012. Tyler Technologies has been selected as the vendor and final contract negotiation is nearing completion. The system design and business process development is underway. Go - live date is expected in the final quarter of 2014 for Finance, and early 2015 for HR/Payroll. 9. Major Business Software Replacement: Includes replacing and augmenting major business software, such as asset/maintenance management, records management, website/eGov, and permit systems. The new website is completed and launched on July 17, 2013. In addition, a web-based Constituent Relationship Management (CRM) system has been implemented with the new website, called Inquire Boulder. The procurement process for the permit and licensing system replacement is underway. 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. Design and construction for these projects is underway as part of the city's Energy Performance Contract, with the exception of the elevator repairs at the Public Safety Building and Main Library which were completed by an elevator contractor. 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. The 20 parking lots to be repaired in 2012 and 2013 include lots in the downtown campus area, the fire stations, Spruce Pool, Reynolds Library, Harbeck House, and the Dairy Center. 12. Facility Outdoor Lighting: Includes parking lot lights in the public lot next to the Park Central building at the corner of Broadway and Arapahoe. This funding will provide for a solar canopy, car charging, and lighting projects, which would eliminate electrical conduit runs. 13. Facility ADA Compliance: Includes adapting potentially up to 56 city facilities that do not meet the 2010 requirements of the Americans with Disabilities Act (ADA). This project is also being coordinated with the parking lot repair project in 2012 and 2013. 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. Design is underway. Construction is scheduled to start in late 2013 or early 2014. 15. Replace Substandard Bridges, Structures, Signs and Systems: Includes the replacement of the 63rd Street Bridge, irrigation system replacement on the Foothills Parkway landscaping, Capital Improvement Bond 59 replacement of substandard signs and the replacement of signal light bulbs with LED lights. The Foothills irrigation system replacement between Colorado and US 36 has been completed. The substandard sign replacements have been completed and all of the traffic signal lighting (red, yellow and green) has been replaced with LED displays. The 63rd Street bridge project is in design. 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 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. Pearl Parkway is under construction, and the Junction Place Bridge will begin construction in the fall of 2013. 20. Transportation Transit System Enhancements: Includes two projects, the largest of which is the 14th and Walnut Street Transit Center Improvements, which is under construction. The second project provides additional money for transit stop improvements throughout the city, which is in the design phase. 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 design process. 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 21 st Street have been completed as well as the missing link on Gillaspie from Greenbriar to Julliard, Folsom south of Arapahoe on the east side, and on Pine Street and 27th Street. Capital Improvement Bond 60 23. Transportation Intersection Improvements: Includes improvements at the Foothills/Baseline intersection, the Diagonal/Foothills intersection and the South Boulder Road/Manhattan Intersection. These projects are in the design stage. 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. The remaining money is for striping new on-street bike lanes on existing streets identified in the Transportation Master Plan, which is underway. 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 purchased. 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. Implementation To ensure that the city meets the spending and timing requirements of the capital improvement bond, the city has collected spending plans for each project and closely monitors construction progress. Table 3-1 shows the annual expenditure plan for each project for 2011 through 2015. Next Steps Council will be updated on the capital improvement bond progress through semiannual updates as part of Information Packet items. 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. For detailed project sheets on each of the bond funded projects, please see https://www- static.bouldercolorado.gov/docs/2013_Annual_Budget_Vol2-1-201305231535.pdf Capital Improvement Bond 61 Capital Improvement Bond CAPITAL IMPROVEMENT BOND Total Amount 2011 Actual 2012 Actual 2013 Projected 2014 Projected 2015 Projected Arterial Road Reconstruction 5,000,000 - 292,179 1,688,346 3,299,475 - Boulder Reservoir Infrastructure Improvements 3,000,000$ -$ 794,813$ 2,398,274$ 427,822$ -$ Columbia Cemetery Upgrades and Enhancements 550,000 - 87,281 328,206 341,512 - Downtown Commercial District Improvements 2,500,000 - 79,090 900,691 1,255,336 - Existing Park and Recreation Facility Renovations 3,700,000 - 1,605,007 1,433,316 661,677 - Facility ADA Compliance 500,000 - 466,362 1,114,598 - - Facility Electrical, Plumbing, HVAC and Elevator Rep.925,000 - 50,425 176,721 272,854 - Facility Outdoor Lighting 50,000 - 8,610 41,390 - - Facility Parking Lot Repair 500,000 - 19,754 480,246 - - Main Library Renovations 2,450,000 - 12,480 768,020 1,669,500 - Major Business Software Replacement 1,602,600 - 25,000 415,629 861,974 300,000 New Wildland Fire Station 1,150,000 - 20,326 551,924 1,194,750 - Park Shelter Replacements and Improvements 1,000,000 - 355,534 286,464 358,002 - Police Equipment 328,000 - 71,224 168,597 13,469 - Police Equipment Upgrades and Replacement 660,000 - 369,937 450,112 - - Replace Financial and Human Resources Software 2,803,000 - 475,562 2,188,038 1,836,400 - Replace Substandard Bridges, Structures, Signs & Sys. 4,500,000 - 259,170 1,399,867 1,294,218 - Road Pavement Repair 5,000,000 - 1,568,616 2,818,416 612,969 Road Reconstruction 2,500,000 - 525,960 1,519,674 454,366 South Boulder Recreation Center Floor Replacement 450,000 - 205,236 65,067 - - Transportation Bike System Enhancements 300,000 5,120 106,235 103,646 85,000 - Transportation Boulder Junction Improvements 5,060,000 - 855,191 2,887,588 1,717,221 - Transportation Intersection Improvements 500,000 - 13,454 286,529 200,017 - Transportation New Multi Use Path connections 2,000,000 5,229 354,468 1,110,981 529,322 - Transportation Pedestrian Enhancements 850,000 5,658 285,530 308,113 250,699 - Transportation Transit System Enhancements 600,000 - 127,041 413,635 59,325 - Total 48,478,600$ 16,007$ 9,034,485$ 24,304,087$ 17,395,906$ 300,000$ Table 3-1: 2011-2015 Spend Plan [This page is intentionally blank.] 62 63 City of Boulder DOWNTOWN/UNIVERSITY HILL MANAGEMENT DIVISION & PARKING SERVICES 2014-2019 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 2013:  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: Structural repairs to T-Beams at 1400 Walnut. Spandrel repair at 1100 Walnut. Concrete lane coating and epoxy at 1400 Walnut. Additional touch up painting at all of the garages  Downtown/Pearl Street Mall Improvements and Amenities Replacement: Replacement of all loop fencing in the 1100 block of the mall, news rack replacement, removal of all pay phone kiosks, no smoking signage fabricated and installed, light pole painting, and accumulate funds for major mall amenity replacement  15th St Streetscape Improvements: All work associated with the 15th St New signage at the down- town parking garages 64 DUHMD/PS 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 and Visitors Bureau was installed for public use. Additional kiosks may also be installed later in the year  Pedestrian Enhancements at the Boulder Transit Center: Additional funds are allocated for pedestrian improvements as part of the 14th Street transit plaza. Projects Expected for Completion in 2014:  CAGID Garage Major Maintenance: The exterior stairs at 1100 Walnut garage will be replaced. Epoxy deck coating at 1400 Walnut, 1100 Spruce and drive lanes at 1000 Walnut garages. Additional interior painting at 1100 Spruce, 1400 Walnut and 1100 Walnut.  Downtown 14th Street Parking Lots: Repair and replacement of the three parking lots will begin as funds accumulate.  BJAD-Parking: During 2014, with the completion of the Depot Square Project, BJAD - Parking will begin payments for 100 spaces within the Depot Square Garage.  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 2014, but not Completed: Bond Project – 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. Highlights of 2015 – 2019:  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. 65 DUHMD/PS Relationship to Guiding Principles and Prioritization CIP Guiding Principles: All proposed projects in the 2014-2019 CIP are consistent with the applicable guiding principles. DUHMD/PS will be conducting an assessment prior to developing a master plan. 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 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 None 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. 66 DUHMD/PS Deferred Projects, Eliminated or Changed Projects None. 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 - $550,000  Commercial district street tree irrigation system - $520,000  Commercial district interactive kiosks - $380,000. 67 [This page is intentionally blank.] 68 Table 4-1: 2014-2019 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceDowntown 14th Street Parking Lot Improvements285,500$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 150,000$ 50,000$ 85,500$ Downtown Parking Garage Major Maintenance250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000 - - Downtown/Pearl St Mall Amenities Replacement- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Subtotal535,500$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,400,000$ 50,000$ 85,500$ Total535,500$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,400,000$ 50,000$ 85,500$ DOWNTOWN AND UNIVERSITY HILL MANAGEMENT DIVISION (DUHMD) / PARKING SERVICES 69 DUHMD/PS 70 DUHMD/PS 71 DUHMD/PS 72 DUHMD/PS 73 City of Boulder FACILITIES AND ASSET MANAGEMENT 2014-2019 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 5-1: Capital Development Fund Balance – 2012 Year-End Facility Renovation & Replacement Fund: The Facility Renovation & Replacement Fund (FR&R) accounts for major maintenance (projects >$3,000), renovation and 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) and is used to fund projects for FAM maintained buildings and structures. The FR&R fund also receives funding from restricted and enterprise funds for specific departmental projects including remediation work. The FR&R fund is an internal service fund managed by FAM. Account DET Balance Impact Fee Balance Library $2,018,685 $123,656 Municipal Facilities $1,821,015 $89,941 HHS $738,620 $46,902 Police Department $776,960 $96,397 Fire Department $21,226 $112,645 Parks and Recreation N/A $460,498 Total $5,376,506 $930,040 74 Facilities and Asset Management 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: Accomplishments and Highlights Projects to be Completed in 2013:  Roofing Replacement Projects: Completed major roofing projects at East Boulder Community Center and the Public Safety Building  HVAC Systems: Completed HVAC additions in all fire station bays to improve indoor air quality  New Britain Third Floor : Completed building efficiency renovations deferred since 2009  Carnegie Library: Completed exterior repairs which were primarily funded with State Historic funds  Harbeck House: Replace roof and gutter system  Municipal Building: Rebuild flood gates  Municipal Building: Completed improvements to the Council Chambers, Council offices, two conference rooms and the main lobby  Valmont Butte Voluntary Clean-Up Program (VCUP): Completed VCUP per agreement with Colorado Department of Public Health and Environment (CDPHE)  13th Street Plaza: Completed site investigations of the former coal gasification plant and initiated VCUP agreements with CDPHE  Phase 3 Energy Performance Contract: Completed the installation of solar photovoltaic systems at the Municipal Service Center, Fleet Services, OSMP annexes and The Dairy Center for the Arts, and lighting upgrades at the Teahouse and BMOCA  Smart Electric Vehicle Charging Systems: Completed the installation of charging systems at various city facilities such as the North and East Recreation Centers  South Boulder Recreation Center: Replaced gymnasium, racquetball and Pilates room floors  Parking lots: Repaired asphalt parking lots throughout city  Wildland Fire Facility: Designed Wildland Fire Facility project  Main Library Renovation: Designed Main Library renovation project  Renewable Energy Analyses: Performed assessments to evaluate renewable energy sources such as small scale wind, geothermal, biomass, and thermal storage systems on city properties Valmont Butte Mill Site after the completion of the Voluntary Clean-up Program 75 Facilities and Asset Management  Civic Center Plan and Municipal Space Study: Office space needs in the downtown area identified in support of the Civic Area Plan. Projects Expected for Completion in 2014:  Scott Carpenter Pool: Renovate locker rooms and add heating.  Downtown Campus Facilities: Provide access improvements. Projects Starting in 2014, but Not Completed:  New Wildland Fire Facility: Build new Wildland Fire Facility to provide for year-round wildland fire fighting capability  Main Library Renovation Project: Renovate Main Library children and teen areas and perform infrastructure repairs for electrical, carpeting and windows. Highlights of 2015-2019 Projects:  Flood Improvements: Enhance flood protection around the Main Library, New Britain and Park Central as a result of flood and structural assessments based on the 2012 updated Boulder Creek Study and the 2013 Civic Area Plan  Outdoor Lighting Compliance Improvements: Replace outdoor fixtures with LED products to meet the city’s outdoor lighting regulations  East Boulder Community Center: Replace pool air handlers that are beyond their useful life  North Boulder Recreation Center: Replace solar thermal system that is beyond repair  Main Library North Plaza: Reconstruct deteriorated concrete surfaces  Mapleton Ballfield: 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 Ballfields: Renovate restrooms and concessions, replace tensile canopy covering, upgrade electrical, plumbing and HVAC systems, replace roof, renew protective coatings and provide for ADA compliance  Fleet Services: Replace carwash roof and emergency generator  Tantra Shop Renovation: Renovate and repair Park Operations maintenance shop  West Senior Center Major Maintenance and Rehabilitation: Upgrade electrical, HVAC, and plumbing systems, add a fire suppression system, replace roof as required, and provide for ADA compliance  FlatIrons Event Center Major Repairs: Repair HVAC, roof and structure Miscellaneous Facility Maintenance Projects: A collection of major maintenance projects under $50,000 programmed annually, such as roof evaluations, pavement repairs, HVAC upgrades and exterior protective coatings. 76 Facilities and Asset Management Relationship to Guiding Principles and Prioritization CIP Guiding Principles: The proposed 2014 – 2019 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. 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. 77 Facilities and Asset Management Table 5-2: 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 2013/2014  Parks and Recreation: The FlatIrons Event Center Repairs and the Tantra Shop Renovation will be prioritized with other projects based upon the Parks and Recreation Master Plan and associated area development plans  West Senior Major Maintenance and Renovation Project: Human Services is updating its master plan in 2013. That work and the Civic Center Plan may alter the scope of this project. 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 78 Facilities and Asset Management New Projects  Flood Improvements: Enhance flood protection around the Main Library, New Britain and Park Central as a result of flood and structural assessments based on the 2012 updated Boulder Creek Study and the 2013 Civic Area Plan  East Boulder Community Center: Replace pool air handlers that are beyond their useful life  North Boulder Recreation Center: Replace solar thermal system that is beyond repair. Deferred Projects, Eliminated or Changed Projects  Scott Carpenter Pool, Renovate Locker Rooms: Delayed until 2014 due to possible changes to Parks and Recreation Master Plan  East Boulder Community Center Renovation: Eliminated contributions from 2014 to 2017 - $900,000 total  Main Library Reconstruct North Plaza: Reduced from $147,000 to $80,000  Outdoor Lighting Compliance: Added $100,000  Stazio Projects: Moved from 2014 to 2016  Martin Park Shelter Major Maintenance: Moved from 2016 to 2017  North Boulder Park Shelter Repair: Moved from 2016 to 2017  FlatIrons Event Center Major Repairs: Moved from 2017 to 2018  Tantra Shop Renovation: Moved from 2018 to 2019  West Senior Center Major Maintenance and Repair: Moved from 2016 to 2019. Unfunded Projects and Emerging Needs  Additional ADA assessments, Accommodations and Indoor Hazards Mitigation: Only partially funded; facility assessments are indicating deficiencies in all facilities  Parking Lot Repairs: Only partially funded with full replacement funding needed for the Municipal Service Center and Public Safety Building  Main Library: Augment the existing 1992 wing evaporative cooling system due to insufficient cooling capacity on hotter and more humid summer days  Energy Efficiencies and Renewables: To achieve the city’s new sustainability and greenhouse gas emission reduction goals, deeper energy efficiency projects and additional renewables may be required for city facilities and operations. 79 [This page is intentionally blank.] 80 Table 5-3: 2014-2019 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementMain Library - Flood Protection400,000$ 400,000$ -$ -$ -$ -$ -$ 400,000$ -$ -$ North Boulder Recreation Center - Replace Solar Thermal System350,000 - 350,000 - - - - 350,000 - - Outdoor Lighting Compliance Improvements200,000 - 150,000 50,000 - - - 200,000 - - Stazio Refurbish Restrooms and Concessions160,000 - 160,000 - - - - 160,000 - - East Boulder Community Center Renovation1,100,000 - - - - 100,000 100,000 200,000 - 900,000 Tantra Shop Renovation300,000 - - - - - 300,000 300,000 - - West Senior Center Major Maintenance & Rehab700,000 - - - - - 700,000 700,000 - - Subtotal3,210,000$ 400,000$ 660,000$ 50,000$ -$ 100,000$ 1,100,000$ 2,310,000$ -$ 900,000$ Capital MaintenanceFleet Services, Rpl Emergency Generator +400,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ 100,000$ -$ Main Library Reconstruct North Plaza147,000 147,000 - - - - - 147,000 - - Miscellaneous Facility DET Projects- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 50,000 - Miscellaneous Facility Maintenance Projects2,495,000 340,000 370,000 415,000 380,000 400,000 400,000 2,305,000 190,000 - Mapleton Ballfields, Renovate Concessions and Restrooms +100,000 - 100,000 - - - - 100,000 - - 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 - - FlatIrons Event Center Major Repairs600,000 - - - - - 600,000 600,000 - - Subtotal4,743,000$ 587,000$ 570,000$ 1,227,000$ 769,000$ 500,000$ 1,100,000$ 4,753,000$ 340,000$ -$ 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$ -$ -$ Total8,253,000$ 1,037,000$ 1,280,000$ 1,327,000$ 819,000$ 650,000$ 2,250,000$ 7,363,000$ 340,000$ 900,000$ PUBLIC WORKS - FACILITIES AND ASSET MANAGEMENT (FAM) / FLEET 81 Facilities and Asset Management 82 Facilities and Asset Management 83 Facilities and Asset Management 84 Facilities and Asset Management 85 Facilities and Asset Management 86 Facilities and Asset Management 87 Facilities and Asset Management 88 Facilities and Asset Management 89 Facilities and Asset Management 90 Facilities and Asset Management 91 Facilities and Asset Management 92 Facilities and Asset Management 93 Facilities and Asset Management 94 Facilities and Asset Management 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 City of Boulder GREENWAYS 2014-2019 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, and recreation and cultural resources. In order to maximize the overlap of objectives and to coordinate projects along the Greenways, identification of projects for the 2014-2019 Greenways Capital Improvement Program was done as a team effort, combining input from Flood Utilities, Transportation, Parks and Recreation, Water Quality and Environmental Services, Planning and Open Space and Mountain Parks. 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 Greenways projects are funded from the Transportation Fund, the Stormwater and Flood Management Utility Fund, and the Lottery Fund. Annual funding distribution for the Greenways Capital Program for 2014 is as follows:  Transportation: $97,500  Flood Utility: $97,500  Lottery Fund:$150,000 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. 102 Greenways Accomplishments and Highlights Projects Completed in 2013:  Wonderland Creek Diagonal to Winding Trail; CEAP was completed in early 2013  Fourmile Canyon Creek Upland to Violet; CEAP is anticipated to be completed by the end of 2013. The Urban Drainage and Flood Control District also completes maintenance projects along the major drainageways. In 2013 this includes the construction of a sediment trap along Fourmile Canyon Creek upstream of Broadway. Projects Expected for Completion in 2014:  Goose Creek Restoration Project: Restoration improvements along Goose Creek between Foothills Highway and 55th Street; 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. Projects Starting in 2014, but Not Completed:  Wonderland Creek: Foothills to 30th construction  Wonderland Creek (28th Street): Diagonal to Winding Trail  Fourmile Canyon Creek at 19th Street. Highlights of 2015-2019 Projects: The focus of the 2015-2019 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. Fourmile Canyon Creek Greenways Improvements 103 Greenways 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: Transportation and flood utility projects were identified from the Transportation Master Plan, and the major drainageway plans, and intra-departmental meetings were held to determine project priorities and timing. Private development activities were also evaluated. Many of the Greenways projects shown in the CIP are being designed and constructed in coordination with major flood or transportation improvements. The Greenways funding associated with these projects focuses on habitat restoration, water quality improvements and trail connections. In addition to leveraging funding with the Transportation and Flood Utilities budgets, funding for Greenways projects is also available through the Urban Drainage and Flood Control District and Federal Transportation funds. Projects not in Master Plans: None. New Projects The 2014-2019 CIP continues to focus on Fourmile Canyon and Wonderland Creeks. 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 104 Greenways 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  Wonderland Creek from Foothills to 30th Street: Granted Federal Transportation Improvement Program (TIP) funds in the amount of $2 million (2012-2014)  Wonderland Creek at 28th Street: Additional TIP funding was granted in the amount of $900,000 (2013-2014). Unfunded Projects and Emerging Needs The Flood Utility is currently updating the flood mapping for the following creeks and tributaries: Boulder Creek, Boulder Slough, Upper Goose Creek, Twomile Creek, Skunk Creek, Bluebell Creek and King’s Gulch. Once the new mapping has been approved by FEMA, a flood mitigation analysis will be completed for each of these tributaries to determine if it is economically feasible to reduce the flood risk through construction of capital improvements. These studies, along with the Transportation Master Plan update will help inform future Greenways CIP projects. Board Action On June 13, 2013 the Greenways Advisory Committee voted (6-0) to recommend the 2014-2019 Greenways Capital Improvements Program to the City’s Planning Board and to the City Council. [This page is intentionally blank.] 105 106 Table 6-1: 2014-2019 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementWonderland Creek (28th) Kalmia to Winding Trail5,915,441$ 4,295,000$ 270,441$ -$ -$ -$ -$ 4,565,441$ 1,350,000$ -$ Fourmile Canyon Creek Upland to Violet3,500,000 - - 770,441 770,441 770,441 520,441 2,831,764 - 668,236 Fourmile Canyon Creek at Crestview & 19th 2,222,159 600,000 - - - - - 600,000 1,622,159 - Wonderland Creek Foothills to 30th10,109,484 4,000,000 - - - - - 4,000,000 6,109,484 - Subtotal21,747,084$ 8,895,000$ 270,441$ 770,441$ 770,441$ 770,441$ 520,441$ 11,997,205$ 9,081,643$ 668,236$ Capital MaintenanceMiscellaneous Water Quality, Restoration and Trail Improvements-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Subtotal-$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 300,000$ -$ -$ Total21,747,084$ 8,945,000$ 320,441$ 820,441$ 820,441$ 820,441$ 570,441$ 12,297,205$ 9,081,643$ 668,236$ PUBLIC WORKS - GREENWAYS 107 Greenways 108 Greenways 109 Greenways 110 Greenways 111 Greenways 112 Greenways 113 City of Boulder Information Technology 2014-2019 Capital Improvement Program Funding Overview De-Bruced property tax revenue of approximately $350K per year has been the primary, ongoing funding source for the fledgling Information Technology (IT) CIP, supplemented by limited operating transfers from departments such as IT. This has resulted in a 2013 fund balance of nearly $1.6 million dedicated primarily to the critical finance, human resources and payroll system replacement project outlined below. Both the Computer Replacement Fund (CRF) and the Telecommunications Fund (TF) (both referred to as “internal service funds”) 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. This year, the capital elements of the Computer Replacement Fund (CRF) have been added to the city’s CIP projects. These systems represent the critical IT capital infrastructure upon which all the major CIP projects highlighted below 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 2013:  Integrated finance, human resources and payroll system: begin implementation of the Tyler Technologies “Munis” product  Permits, licensing and land records system: begin implementation of Land Link replacement system  Complete redesign of the City’s website and implementation of new e-services: Included in the website launch is a new Constituent Relationship Management (CRM) system allowing customers to make on-line requests for information and services, a new “open data” web page where customers can download selected digital city datasets, and a pilot archival records site where a progressive series of scanned legacy documents can be found The new City of Boulder website 114 Information Technology  Development of a document management implementation plan: plan for the expanded use of automated document management and digital imaging technologies to underserved departments and the public. Projects Expected for Completion in 2014:  Assessment of citywide asset and maintenance management software needs: Assessment of needs for a separate asset/maintenance management system, with an expansion of the existing Cartegraph system or procurement of new tools. Projects Starting in 2014, but Not Completed: None. Highlights of 2015-2019 Projects: A 2014 major update to the 2009-2013 IT Strategic Plan will inform 2015-2019 projects. Expected highlights of this plan are included in the “Emerging Needs” section below. 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: The plan resulted in the identification of five (5) major technology investment goals with individual projects aligned with one of each, and classifies projects into the five goal areas using the city’s business model approach to establish relative priorities. Below is the comprehensive list of both completed and pending projects from the Plan. 115 Information Technology Figure 7-1: IT Strategic Plan Projects Projects Not in Master Plans: All IT capital projects have been identified in the IT Strategic Plan. New Projects None. Operation and Maintenance Impacts While many of the current planned IT capital projects will produce more efficient ways of providing or delivering service and even reduced ongoing costs, it is anticipated that ongoing maintenance costs for new and replaced technologies will result in a net increase to operational costs. A significant contributing factor is the net addition of automated solutions to the city’s technology portfolio through new CIP and Capital Bond Initiative investments (e.g. the online Constituent Relationship Management system). Addressing this unfunded liability will be included in the 116 Information Technology update to the IT Strategic Plan. Deferred Projects, 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. Particularly as mobile computing infrastructure (e.g. mobile devices, wireless networks, virtualized servers, associated security systems) and data storage requirements expand significantly over the next several years, we lack capital funding to address infrastructure capacity expansion needs to sustain them. A major 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 significant expansion of electronic services, mobile computing, system 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. 117 [This page is intentionally blank.] 118 Table 7-1: 2014-2019 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementJSI Upgrade135,000$ -$ -$ -$ -$ -$ -$ -$ 135,000$ -$ Subtotal135,000$ -$ -$ -$ -$ -$ -$ -$ 135,000$ -$ Capital MaintenanceData Backup and Disaster Recovery-$ -$ -$ -$ -$ 44,000$ 85,000$ 129,000$ -$ -$ End User Device Replacement- 458,000 458,000 458,000 458,000 458,000 458,000 2,748,000 - - Network Hardware Replacement- 150,000 160,671 148,041 113,893 116,503 612,224 1,301,332 - - Security Administration- 5,250 11,500 54,000 - - 6,700 77,450 - - Server Admin Hardware Repalcement- 25,500 615,000 10,500 - 81,000 35,000 767,000 - - Subtotal-$ 638,750$ 1,245,171$ 670,541$ 571,893$ 699,503$ 1,196,924$ 5,022,782$ -$ -$ Total135,000$ 638,750$ 1,245,171$ 670,541$ 571,893$ 699,503$ 1,196,924$ 5,022,782$ 135,000$ -$ INFORMATION TECHNOLOGY 119 Information Technology 120 Information Technology 121 Information Technology 122 Information Technology 123 Information Technology 124 Information Technology 125 Information Technology [This page is intentionally blank.] 126 127 City of Boulder OPEN SPACE AND MOUNTAIN PARKS 2014-2019 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 expires December 31, 2018; and the 0.15% sales tax expires December 31, 2019. Open Space and Mountain Parks also expends Lottery Funds on CIP projects. The Lottery Fund derives its revenue from the Conservation Trust Fund. Lottery Funds are not restricted to OSMP. Accomplishments and Highlights Projects Completed in 2013:  Land and Visitor Services  Anemone Loop Trail – Construct new trail on Anemone Hill and restore existing undesignated trails  Chautauqua Bus Pullout – Construction of a bus pullout near the Chautauqua Ranger Cottage to provide safe egress and ingress for people going to Chautauqua by bus; parking lot will be refurbish as well  Shadow Canyon Trail – Repair lower portion of the trail and reroute the upper section  Bear Canyon Trail – Repair the trail including the drivable portion  Upper Big Bluestem – Reroute trail out of riparian zone  Wittemyer – Construct new trail on perimeter of Wittemyer and restore existing undesignated trails  Design work on several trails – Seal Rock, Ranger, Saddle Rock, Green Mountain West Ridge, and Four Pines – in preparation for field work in 2014  Chapman Drive West Trailhead – Construction of trailhead on west side of SH 119 at Chapman Drive  Gregory Canyon Trailhead – Refurbish existing trailhead to improve accessibility and parking  Flagstaff Summit - Design work and grant applications for funding. Champman Drive Switchback after re- pairs 128 Open Space and Mountain Parks  Ecological Systems  Flagstaff Road Sediment Control Basin, Phase 1 - This project is the first phase of a multi-phased project designed to reduce traction sand and other sediments entering and impacting resources in Long Canyon  Native Seed Storage Facility - A climate-controlled storage building to store native seed used in OSMP restoration projects  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  Integrated Pest Management - Manage weeds to comply with state weed laws, restore native plant communities and maintain biotic diversity on OSMP land  Restoration Legacy Program - Designed and implement 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.  Cultural Resources  Cultural resource interpretive signs per West Trail Study (TSA) Plan - South Mesa Trailhead cultural district and Flagstaff cultural district will feature interpretive signs to highlight areas’ history. Projects Expected for Completion in 2014:  Land and Visitor Services  Reroute Seal Rock Trail  Reroute Ranger Trail  Reroute Saddle Rock Trail  Reroute Green Mountain West Ridge Trail  Reroute trails in the Four Pines area and restore many undesignated trails  IBM Connector Trail Bridges – Installation of two bridges to connect sections of the IBM Connector Trail  Community Ditch Trail underpass at SH 93 – Installation of an underpass under SH 93 at Community Ditch Trail as part of a larger CDOT project  Flagstaff Summit recreation area refurbishment  Flagstaff Trail – Reroute between Crown Rock and Baseline  Ute Trail – Reroute trail  Range View Trail – Reroute trail  Redrocks Area – Reroute, construct new and restore undesignated trails  Amphitheater Trail – Repair trail  Trail approaches to Flagstaff Drive – Improve to provide increased safety for visitors crossing Flagstaff Drive  Junction of Fern Canyon, Shadow Canyon and Mesa Trails – Redesign and refurbish  Long Canyon Trail – Reroute. 129 Open Space and Mountain Parks  Ecological Systems  Flagstaff Road Sediment Control Basin, Phase 2 - A sediment control basin will be designed and constructed to reduce traction sand and other sediments from entering and impacting resources in Long Canyon  Forest Ecosystem Management Plan implementation - Continue forest thinning projects on OSMP lands to restore forest health and help reduce the risk of wildfire  Integrated Pest Management - Manage weeds to comply with state weed laws, restore native plant communities and maintain biotic diversity on OSMP lands  Restoration Legacy Program - Design and implement additional restoration projects to restore degraded land and improve ecosystem functioning on OSMP land  South Boulder Creek Bridge downstream of South Boulder Road - Construct a pedestrian bridge to better manage access to the South Boulder Creek Trail and reduce impacts to the riparian area from undesignated trial use  South Boulder Creek Bridge upstream of South Boulder Road - Replace an existing concrete box culvert with a pedestrian bridge; the existing culvert is typically blocked by debris during spring flows in South Boulder Creek creating a hazard to OSMP maintenance staff cleaning the culvert and affecting visitors by closing the trail until flows recede  North Trail Study Area resource inventory and planning - Inventory resources in the North TSA and begin planning efforts to protect and enhance resources.  Cultural Resources  Viele House repair/stabilization - Viele House sits within a City of Boulder Landmark district and is in danger of collapse if not repaired  Hartnagle House repair/stabilization - Hartnagle House and buildings were once owned by two of Boulder’s most prominent early citizens, Hannah Barker and William A Davidson; the house is in need of repair. Projects Starting in 2014, but Not Completed:  Cultural Resources  Dagle Barn repair/stabilization: The Dagle Barn is one of OSMP’s oldest; it needs repair and stabilization. Highlights of 2015-2019 Projects:  Land and Visitor Services  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 130 Open Space and Mountain Parks  Completion of the South Boulder Creek in stream flow improvements in conjunction with the Gross Reservoir expansion.  Ecological Systems  Forest Ecosystem Management Plan implementation  Integrated Pest Management implementation  Wildlife and fish habitat improvement projects  Restoration Legacy Program implementation  Installation of additional sediment containment basins on Flagstaff Drive. Relationship to Guiding Principles and Prioritization CIP Guiding Principles: All proposed projects in the 2014 – 2019 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 to work on is the direction given by City Council to implement the West TSA Plan as quickly as possible. 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 get done. In addition, management plans establish the priority for projects. 131 Open Space and Mountain Parks 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  Hartnagle Farm house stabilization/repair - This historic house and farmstead needs repair and updating before it suffers more damage; the farm lends itself to use as a small, organic farm as that was the site’s original purpose. Operation and Maintenance Impacts As new and rerouted trails are built along with new trailheads, the need for operations and maintenance funds increases. 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. It is anticipated additional funding will be required for operation and maintenance as the OSMP infrastructure expands. Deferred Projects, Changes and Unfunded Needs None. Unfunded Projects and Emerging Needs Emerging needs occur frequently in cultural resource structures that are exposed to the elements. It is difficult to predict repairs that will be made necessary on an emergency basis, but with historic (old) structures, there will always be something to repair. Also we continue to be at risk of wildfire due to 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 $343,000 be appropriated from the city’s Lottery Fund CIP in 2014.” 132 Table 8-1: 2014-2019 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementOSMP - Historical Structures & Trails - Stabilization & Restoration-$ 343,000$ 355,300$ 355,300$ 355,300$ 355,300$ 355,300$ 2,119,500$ 343,000$ -$ OSMP North Trail Study Area (NTSA)600,000 50,000 50,000 100,000 200,000 100,000 50,000 550,000 50,000.00 - OSMP West Trail Study Area (WTSA)3,319,486 500,000 550,000 550,000 450,000 600,000 50,000 2,700,000 619,486.00 - Visitor Infrastructure - System Wide- 350,000 300,000 250,000 200,000 200,000 500,000 1,800,000 - - OSMP East Trail Study Area (ETSA)300,000 - - - 50,000 50,000 200,000 300,000 - - Subtotal4,219,486$ 1,243,000$ 1,255,300$ 1,255,300$ 1,255,300$ 1,305,300$ 1,155,300$ 7,469,500$ 1,012,486$ -$ Capital MaintenanceOSMP ReRoute Flagstaff Trail bt Crown Rock and Baseline120,000$ 120,000$ -$ -$ -$ -$ -$ 120,000$ -$ -$ OSMP ReRoute Green Mountain West Ridge60,000 60,000 - - - - - 60,000 - - OSMP ReRoute Saddle Rock Trail65,000 65,000 - - - - - 65,000 - - OSMP ReRoute Ute and Range View Trails65,000 65,000 - - - - - 65,000 - - Subtotal310,000$ 310,000$ -$ -$ -$ -$ -$ 310,000$ -$ -$ Land and Asset AcquisitionMineral Rights Acquisition-$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ -$ -$ 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 - - Water Rights Acquisition- 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000 - - Subtotal-$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 5,700,000$ 34,200,000$ -$ -$ New Capital ProjectSouth Boulder Creek Instream Flow2,400,000$ 100,000$ 150,000$ 2,000,000$ -$ -$ -$ 2,250,000$ 150,000$ -$ Subtotal2,400,000$ 100,000$ 150,000$ 2,000,000$ -$ -$ -$ 2,250,000$ 150,000$ -$ Total6,929,486$ 7,353,000$ 7,105,300$ 8,955,300$ 6,955,300$ 7,005,300$ 6,855,300$ 44,229,500$ 1,162,486$ -$ OPEN SPACE AND MOUNTAIN PARKS 133 Open Space and Mountain Parks 134 Open Space and Mountain Parks 135 Open Space and Mountain Parks 136 Open Space and Mountain Parks 137 Open Space and Mountain Parks 138 Open Space and Mountain Parks 139 Open Space and Mountain Parks 140 Open Space and Mountain Parks 141 Open Space and Mountain Parks 142 Open Space and Mountain Parks 143 Open Space and Mountain Parks 144 Open Space and Mountain Parks 145 Open Space and Mountain Parks 146 Open Space and Mountain Parks 147 City of Boulder PARKS AND RECREATION 2014-2019 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). As with any sales tax, the source of this fund is volatile. It is anticipated to maintain stability, in the near term, with the potential for minimal growth given improvement in the local economy. With the upcoming retirement of the bond debt associated with the .25 sales tax, the City must clarify how it will address resource needs when these additional funds become available in 2016. 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 derives its revenue from the Conservation Trust Fund. 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: 148 Parks and Recreation Accomplishments and Highlights Projects to be Completed in 2013:  Park Shelter Replacements/Improvements: Upgrades, renovations or replacement of reservation pavilions, park shelters and shade structures. In 2013 shelters were installed at Pleasant View Sports Complex, Columbine Park and Foothills Dog Park  Columbia Cemetery Upgrades/Enhancements: Upgrades and enhancements to the cemetery including headstone replacement, fence installation, irrigation upgrades and repairs to the irrigation ditch. 2013 improvements include fence installation and preliminary irrigation enhancements, repairs to the Anderson Ditch and headstone rehabilitation  Existing Park and Recreation Facility Renovations: Improvements will include new play equipment, irrigation renovation, turf renovation, ADA accessibility improvements, play court resurfacing, and signage and landscape restoration. In 2013 parks renovated include Pineview Park, Harlow Platts Park and North Boulder Park  Boulder Reservoir Infrastructure Improvements: In 2013, the Gateway Enhancement project was completed at the main entrance of the Reservoir on 51 st Street. Enhancement included additional vehicle capacity, Aquatic Nuisance Species inspection area, new entry buildings, enhanced landscaping and site security measures  Urban Parks Computerized Irrigation System Replacement and Playground and Irrigation System Replacement: These renovation projects continue to address water conservation and efficiencies for park facilities throughout the city  Valmont City Park (Phase IA): The completion of Phase 1 includes the dog park renovations, interim disc golf course, remaining bridge structures, park shelters, and landscape and irrigation improvements for this major city park development effort  ADA Compliance Improvements: New federal regulations require that local municipalities complete a full ADA audit of all park and recreation facilities and that a portion of facilities comply with ADA requirements by 2015. The Department has finalized the transition plan and initiated compliance improvements at several parks and recreation facilities such as Scott Carpenter Park, Columbine Park, Canyon Park and East Boulder Community Center  Mesa Memorial Pocket Park: Planning staff have continued the planning and design process of the park by engaging the neighborhood in design development and completing the site plan for the park. Additionally, multiple agencies have partnered on the project, including the PLAY Boulder Foundation, CU College of Environmental Urban Parks Irrigation Replacement underway 149 Parks and Recreation Design and Growing Up Boulder, to assist in the planning, fund raising and public engagement of this unique park  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  P&R Master Plan Update: Throughout 2013 the departmental master plan update is continuing with final acceptance by City Council anticipated in the fall of 2013. The update to the Department’s master plan will provide vision, policy and strategies for meeting the needs of the community while responding to national trends in parks and recreation  Flatirons Golf Course Playability Improvements: Completed the course bunker renovation/playability project at Flatirons Golf Course by installing 19 new sand bunkers and 42 new tee boxes  Elks Neighborhood Park: The permitting and bidding of the project will be completed in 2013 with construction beginning in summer of 2013. Full build-out of the park will be complete by 2014. Projects Expected for Completion in 2014:  Park Shelter Replacements/Improvements: Arapahoe Ridge Park and Crestview Park will be renovated with turf and irrigation upgrades, ADA compliance and replacement of park amenities. Public involvement in the design phase will begin in 2013 with construction complete in 2014  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  Pool Replastering: This project will allow replastering of specific pools based on an annual prioritization schedule by staff. Additionally, new replastering products are available that provide long-term maintenance and operational efficiencies  Urban Parks Computerized Irrigation System Replacement: These renovation projects continue to address water conservation and efficiencies for park facilities throughout the city. Projects Starting in 2014, but Not Completed:  Pearl Street Mall Irrigation System Replacement: The existing irrigation system for the mall is in need of complete replacement to utilize new technology to conserve water and provide maintenance efficiencies. This project includes tree replacement. The 150 Parks and Recreation project will be phased over three years in order to minimize the disturbance to the community and visitors to the mall  Flatirons Golf Course Irrigation System Replacement: Replacement of irrigation systems in fairways and rough to improve water efficiencies, cost effectiveness and turf management quality. The project will begin in 2013 and last through 2015. Highlights of 2015-2019 Projects:  Aquatics Facility Needs Assessment: This critical project will provide actions and recommendations for the city to continue to meet the needs of the community in aquatics facilities based on an extensive research and feasibility study. This project will engage many stakeholders throughout the community in an ongoing dialogue relative to existing facilities, trends and long term needs. Relationship to Guiding Principles and Prioritization CIP Guiding Principles: The proposed projects identified in the 2014-2019 CIP are consistent with the Guiding Principles and the current Parks and Recreation Master Plan. The following criteria are applied when identifying and evaluating priority capital improvement projects.  Safety/Compliance: The department will fund projects that address 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: The department will fund 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: 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: The department will invest in facilities and programs that generate revenues to support valued recreational opportunities in the Boulder community. Projects will enhance the department's ability to earn revenue beyond initial investment and operational costs and may include possible collaboration/ partnership opportunities, leveraging outside funding sources. Prioritization: A principle objective of the current Parks and Recreation Master Plan Update focuses on maintaining existing parks and recreation facilities by “taking care of what we have.” As a result, the department has prioritized CIP projects based on meeting essential safety and compliance 151 Parks and Recreation 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 2014 -2019 CIP are intended 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 projects contribute to improving citywide energy efficiency and water conservation efforts addressing existing parks and recreational facilities. Projects are also consistent with the community’s overall greenhouse gas and carbon footprint reduction objectives. Projects such as the Aquatics Facility Needs Assessment 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. Projects not in Master Plans: None. New Projects  Violet Neighborhood Park: Violet Park is an undeveloped neighborhood park located along Violet Avenue east of Broadway in North Boulder. The parkland was acquired several years ago to satisfy the level of service requirements for the city to meet the needs of the growing community by providing park land and amenities to the North Boulder Sub community. This project will allow funding for the initial development of the park in conjunction with the planned Fourmile Canyon Creek Greenway improvements through this reach of the creek. The Greenways Division will provide funding for the multi-use path while Parks and Recreation funding will allow for the initial phase of development of the park. The city will realize an economy of scale financially and procedurally with both projects developing concurrently.  Civic Area Improvements: One of the top priorities for the department in refurbishments and replacement of playgrounds is the Lumber Park at the Municipal Complex. This is the small children’s play area just north of the Park Central Building on the south side of Boulder Creek at Broadway. For several years, the department has intended to replace this equipment with a new play area, but has deferred the project based on the outcome of the larger planning process for the Civic Area which is 152 Parks and Recreation anticipated to be complete in the fall of 2013. Currently, the Civic Area Plan has identified this location as a potential opportunity to revitalize and activate the Civic Area to provide play amenities for children and families while drawing users to the park through programming and events. A proposed design for the area was provided through a design competition associated with the Civic Area Planning and the Parks and Recreation Department will build upon this design by engaging the community in the final design and construction process in 2014. 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 As a result of limited capital funding for the proposed 2014-2019 CIP, in 2014-2015, funding previously set aside 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. Thunderbird Lake Plant Investment Fee: Following a successful pilot project, the Department has received direction to maintain Thunderbird Lake at historic water levels with the ability to add potable water as necessary. CIP funding will allow for water quality enhancements to the lake and improvements to Burke Park that enhance the lake. Throughout 2012 and 2013, the department worked collaboratively with adjacent neighbors, BVSD Horizons School and CU Design students to develop a program of amenities for the park illustrated through a recommended concept plan. The proposed improvements will benefit the lake ecology as well as the neighborhood in providing a park that will balance ecological considerations with recreation use. 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 2013 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 153 Parks and Recreation 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 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. 154 Advisory Board Action On March 18, 2013 the Parks & Recreation Advisory Board voted (6-0) to approve “2014 recommended expenditures from the Permanent Parks and Recreation Fund – fund 230 and to approve the recommended 2014 to 2019 Parks and Recreation Department Capital Improvement Program (CIP).” Parks and Recreation 155 [This page is intentionally blank.] 156 Table 9-1: 2014-2019 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementCivic Area Improvements - Lumber Park300,000$ 300,000$ -$ -$ -$ -$ -$ 300,000$ -$ -$ Flatirons Golf Course Irrigation System Replacement1,795,263 1,200,000 - - - - - 1,200,000 595,263 - NBRC: Interior Circulation Study/Improvements280,000 - 280,000 - - - - 280,000 - - Thunderbird Lake Enhancements250,000 - 250,000 - - - - 250,000 - - 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 Renovation1,360,300 - - 530,300 530,000 300,000 - 1,360,300 - - Subtotal5,985,563$ 1,500,000$ 530,000$ 1,280,300$ 1,280,000$ 800,000$ -$ 5,390,300$ 595,263$ -$ Capital MaintenanceADA Compliance Improvements400,000$ 100,000$ 100,000$ 100,000$ -$ -$ -$ 300,000$ 100,000$ -$ Pearl Street Mall Irrigation System Replacement1,500,000 500,000 550,000 - - - - 1,050,000 450,000 - Pool Replastering230,000 100,000 75,000 - - - - 175,000 55,000 - Subtotal2,130,000$ 700,000$ 725,000$ 100,000$ -$ -$ -$ 1,525,000$ 605,000$ -$ Aquatic Facility Plan100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Subtotal100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Land and Asset AcquisitionBoulder Junction - Historic Train Depot Land Cost Reconciliation787,405$ 787,405$ -$ -$ -$ -$ 787,405$ -$ -$ Boulder Junction Rail Plaza1,874,000 - - - - 374,000 1,500,000 1,874,000 - - Subtotal2,661,405$ 787,405$ -$ -$ -$ 374,000$ 1,500,000$ 2,661,405$ -$ -$ New Capital ProjectBoulder Junction Pocket Park1,926,227$ 281,539$ -$ 750,000$ 350,000$ 350,000$ -$ 1,731,539$ 194,688$ -$ Violet Park500,000 - - - - - 500,000 500,000 - - Subtotal2,426,227$ 281,539$ -$ 750,000$ 350,000$ 350,000$ 500,000$ 2,231,539$ 194,688$ -$ TransferTributary Greenways Program - Lottery-$ 150,000$ 125,400$ 125,400$ 125,400$ 125,400$ -$ 651,600$ -$ -$ Subtotal-$ 150,000$ 125,400$ 125,400$ 125,400$ 125,400$ -$ 651,600$ -$ -$ Total13,303,195$ 3,518,944$ 1,380,400$ 2,255,700$ 1,755,400$ 1,649,400$ 2,000,000$ 12,559,844$ 1,394,951$ -$ PARKS AND RECREATION 157 Parks and Recreation 158 Parks and Recreation 159 Parks and Recreation 160 Parks and Recreation 161 Parks and Recreation 162 Parks and Recreation 163 Parks and Recreation 164 Parks and Recreation 165 Parks and Recreation 166 Parks and Recreation 167 Parks and Recreation 168 Parks and Recreation 169 Parks and Recreation 170 Parks and Recreation 171 Parks and Recreation 172 Parks and Recreation 173 City of Boulder TRANSPORTATION 2014-2019 Capital Improvement Program Funding Overview Investment in the 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 in future years Capital Improvements Programs (CIP’s). Transportation also continues to implement projects funded by successful federal and state transportation grant applications. These one-time funding injections are beneficial; however, the longer term picture still needs an ongoing solution to cost escalation outpacing projected revenues. The Transportation Division is committed to timely and quality investment on CIP, Capital Bond Projects as well as federal and state grant projects. In addition, the division will add new projects identified through the Transportation Master Plan and is hopeful for the successful award of future federal transportation grants through the next Denver Regional Council of Governments (DRCOG) Transportation Improvement Program (TIP) Process that will start in late 2014. 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. The Transportation fund is primarily supported by several different sources: the .60% dedicated city sales tax, Highway Users Tax, County Road and Bridge funds, State Highway Maintenance and Landscape Funds, and Safe Accountable Flexible Efficient Transportation Equity Act - A Legacy for Users (SAFETEA-LU) federal funds. 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. In 2008, the Development Excise Tax rates and the percentage allocated to transportation were increased. 174 Transportation and Municipal Airport Boulder Junction Improvement Fund The Boulder Junction Improvement Fund was created in 2011 for the Boulder Junction Key Public Improvements. Funding is provided from development related revenues generated in the Boulder Junction Area that will be reinvested into Key Public Improvements in this area. Transportation Excise and Transportation and General Fund Construction Use Taxes collected from development in the area 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. 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: Accomplishments and Highlights Projects to be Completed in 2013:  Broadway – 18th to Euclid: The Broadway/Euclid underpass and the associated paths and roadway improvements were open for use in fall of 2012 but the final landscaping was completed in 2013  28th Street Multi-Use Path: Colorado Avenue to Baseline Avenue  Four-mile Multi-use Path: Safe Routes to School project from 28th Street to 26th Street  Pearl Parkway at Junction Place: Traffic Signal  Transit Stop: Improvements funded by CDOT FASTER funding at various locations throughout Boulder  Foothills/Valmont: Operational Improvements  Foothills Irrigation Replacement: US36 to Colorado Avenue  14th – Walnut to Canyon: Transit Center improvements  15th Street Canyon to Arapahoe: Streetscape improvements Projects Expected for Completion in 2014:  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  Pearl Parkway Multi-way Boulevard: South side of Pearl from 30th east to the railroad tracks  South Boulder Road and Manhattan Safe Routes to School project: Pedestrian improvements and a signal at the intersection  Diagonal – 28th Street to East of 30th Street: Reconstruction and multi-modal Improvements 14th Street Transit Center Improvements 175 Transportation and Municipal Airport  28th Street Improvements from Pearl to Valmont: including the completion of multi -use paths on both sides of 28th Street and the third bus/bike/right-turning vehicle lane  28th Street Multi-Use Path: The west side of 28th Street from Arapahoe to Mapleton  Arapahoe Reconstruction: Folsom to 15th Street  Junction Place: Bridge over Goose Creek  63rd Street widening: Between Arapahoe and Valmont where it has not already occurred including a structure replacement over the Leggett ditch  Airport: Rehabilitation of Airport Parking Ramp, funded by CDOT. Projects Starting in 2014, 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. Highlights of 2015-2019 Projects:  28th Street improvements: Baseline to Iris, planned to be completed by 2017  TIP application process: Will begin in late 2014 with funding starting in 2015  TIP local match and TMP Implementation: Consistent with Budget Guiding Principles and Priority Based Budgeting, a strategic funding line item in the CIP for allowing flexibility as the TMP Update is completed and to allow the leveraging of internal funding to apply for outside funding opportunities  29th/Valmont Safety Project with Federal Hazard Elimination Grant: Installation of a traffic signal and associated pedestrian improvements. Relationship to Guiding Principles and Prioritization CIP Guiding Principles: 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. Furthermore, the Boulder Airport 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. 176 Transportation and Municipal Airport All proposed projects in the 2014-2019 CIP are consistent with the Transportation Master Plan, last updated in 2008, and its budget guiding principles. An update to the Transportation Master Plan is currently underway. The CIP Guiding Principles share many of the same traits as the TMP Budget Guiding Principles including focusing on maintenance of the existing system, leveraging city funds with external sources and supporting community sustainability goals. Transportation has focused increases in the operating budget to support ongoing operations and maintenance of the existing system as well as limited additions to the multimodal system. Transportation projects are very important improvements for advancing the community sustainability goals including:  Environmental – create sustainable transportation systems that allow people travel choices and work towards lessening green house gas emissions and lowering transportation related energy consumption  Social – Providing travel choices allows for enhanced community access for all income levels  Economic – a safe and accessible transportation system that allows mobility and access are key to community economic vitality and the sustainable transportation system promotes tourism, and the efficient movement of goods and services are also important to economic vitality. Each improvement is an incremental increase in the overall system that has a minor impact to the overall maintenance costs and additional funds are being added to the operating budget to cover increased maintenance expenses. All projects in the proposed CIP go towards maintaining and improving existing assets. Capital maintenance is the highest priority for funding and each project has elements of capital maintenance as existing infrastructure is removed and replaced as part of the improvements. There is flexibility in many of the on-going CIP projects. There is a project identified as TIP local match and TMP Implementation with funding from both the transportation fund and the transportation development fund to provide flexibility in adding high priority TMP projects and to use as match money when applying for grants and other leveraged funding opportunities. Transportation projects meet legal mandates – an example is ADA requirements for transportation improvements - and state and federal requirements are followed in 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; for example, the 2014-2019 CIP includes 177 Transportation and Municipal Airport approximately $7 million in leveraged projects and approximately $5.5 million (82%) of these costs are supported by external sources. Transportation also promotes community partnerships by working with other agencies such as RTD, Boulder County, CU and CDOT. Many projects are capital maintenance projects that improve maintenance needs, such as roadway reconstruction on the Diagonal from 28th to 30th Street, and maintenance efficiencies are incorporated into all of the project designs. Transportation coordinates projects with other departments including Utilities, Parks and Recreation, and OSMP, to implement improvements simultaneously to save construction and future maintenance costs. For example on a street reconstruction the maintenance and upgrade of underground utilities are coordinated with the reconstruction project. An example of this would be the Pearl Parkway North Side TIP Project, where major drainageway improvements to the Boulder Slough, waterline replacement and sanitary sewer replacement are all being integrated into the overall project. Transportation works to maintain adequate reserves and flexibility in the CIP and operating budgets to respond to emergencies and revenue fluctuations. Prioritization: The projects in the Transportation CIP are selected and developed to implement the TMP funding priorities, in the priority multimodal corridors, with a lens to projects that leverage external funding. The TMP prioritized a system of multimodal corridors in the city for investment in completion of the multimodal network. The term multimodal corridor has now been replaced with “complete street.” The corridor not only includes the street itself but also facilities for the associated ¼ mile travel shed on either side. The top three priority corridors in order are:  Broadway;  28th Street; and,  Arapahoe Avenue. The Transportation CIP has been developed to implement projects in these priority corridors. Aligning with the policies of the Transportation Master Plan is an important aspect of the Transportation Budget’s guiding principles. The TMP calls for developing a balanced multimodal system that offers transportation choices. In Council/Board budget processes, the following priorities and strategies have been used to develop the Transportation CIP:  Maintain Integrity of Transportation Prioritization, in order:  Maintenance and Operations (Essential)  Multimodal System Expansion (Desirable)  Enhancements without system performance benefit (Discretionary)  Achieve Sustainable Budget Over Time  Continue Efficiency Improvements  Maintain Leveraged Funded Projects 178 Transportation and Municipal Airport 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. Projects Not in Master Plans: City Yards Frontage Site: Preparation for Potential Pollard Relocation, required by contract. New Projects No new stand-alone projects have been added to the Transportation funds in the 2014 -2019 CIP; however, there is funding capacity to assure safety improvements can be made at the US 36 and Violet intersection and multimodal connectivity can be provided with the CDOT wetland project in the Confluence Area. Operation and Maintenance Impacts The Transportation Division has been discussing system wide transportation operations and maintenance cost escalation with the Transportation Advisory Board and the City Council working towards a possible new revenue initiative in the fall of 2013 to help stabilize the funding sources for these items. Boulder is faced with the challenge of stagnant revenue and cost escalation with decreasing purchasing power to invest in its transportation system. The city is falling behind industry standards in maintenance and operations similar to the situation faced for federal and state infrastructure. Due to the increasing cost of materials, stagnating revenue and decreased purchasing power the city’s ability to operate the community’s transportation system is being eroded. In addition, the city cannot count on past success of obtaining federal funding for capital improvements and enhancements including capital maintenance to solve the problem. The Blue Ribbon commissions, the TAB, and two citizen task forces have recommended implementing a Transportation Maintenance Fee to address the maintenance of the city’s transportation infrastructure. While the expansion of the multimodal system (like construction of new multi -use path underpasses) has increased the maintenance needs slightly, it is a small increase compared to the needs of the overall system and most of the rise in O&M costs comes from the broader market increases in materials and labor. The limited and declining current capital and enhancement 179 Transportation and Municipal Airport dollars are used to leverage federal TIP dollars to pay for larger capital projects. Some projects have a primary focus of capital maintenance, such as the Diagonal reconstruction project between 28th and 30th Streets, and every capital project includes some element of capital maintenance as existing assets are removed and replaced. Over time, the reduction in funds available for capital improvements has significantly slowed the city’s capacity to expand the multimodal system. The transportation division has been adding the majority of transportation sales tax increases over the last few years into the maintenance and operations of the system. As advised by prior studies and task forces, a priority of transportation is to implement a more stable funding source than the current sales tax model for the operations and maintenance of the system, as maintenance needs of the system do not follow the economic ups and downs of sales tax revenue. Deferred, Eliminated, or Changed Projects Transportation Fund  Funding for the 28th Street: Baseline to Iris improvements project was eliminated in 2018 and not funded in 2019 as project completion is anticipated in 2017  The category for TIP Local Match was expanded to include TMP Implementation, as the TMP update is not final. Funding within this category was also increased each year from just over $700,000 per year to over $1 million per year. This line item in 2014 has the capacity to assure leveraged funded projects implement safety and multimodal improvements, at Violet and US 36 and the Confluence Area  The TIP selection process is anticipated to occur in 2014, which will be aligned with the refined project priorities from the TMP update  City yards frontage site preparation funding, previously reflected in 2015, was moved up to 2014 due to obligations within an option agreement with Pollard Motors. Transportation Development Fund  Funding for the 28th Street: Baseline to Iris improvements project was eliminated in 2018 and not shown in 2019 as project completion is anticipated in 2017  The addition of a category and funding for TIP Local Match/TMP Implementation was added in anticipation of the outcome of TMP Implementation. Boulder Junction Improvement Fund The Boulder Junction Improvement Fund CIP did not experience substantive changes in specific transportation projects, however several on-going private developments and other unanticipated coordination issues continue to refine project implementation. 180 Transportation and Municipal Airport Unfunded Projects and Emerging Needs Unfunded Projects: The unfunded projects list in the Transportation Fund is informed by the Transportation Master Plan update currently in process and the already started or scheduled long -term area planning processes including the Civic Center Area Plan, the East Campus connection planning process and the planned East Arapahoe planning process to start later this year. The transportation project needs identified in the plans are currently unfunded. Also, Boulder Junction is a high priority for city leaders and the identified additional needs in this area are not currently funded beyond the high priority public improvements. Quiet zone implementation to allow for quieter railroad crossings continues to come up as a community desire and is not currently funded. An evaluation is currently underway to better understand the capital improvements needed for the city’s railroad crossings to be Quiet Zone compliant. Capital maintenance funding continues to be a need as maintenance funding lags the system needs. The 2008 TMP included four funding levels—Current Funding, Complete Streets, Action Plan, and Vision Plan. The estimated cost for reaching the Complete Streets level of enhancements and maintenance is $115.8 million beyond current funding, through 2025. This level of funding would include improved access to FasTracks facilities in various city areas, improved transit service, other high priority community connections and increased operations and maintenance funding of more than $1 million a year. Emerging Needs: The cost of operating and maintaining the existing system continues to rise, and takes up more of the available funding each year. This limits the funding available for capital enhancements to the system, and remains a significant unmet need. The 2011 Capital Bond and associated projects provided some relief through funding of significant deficiencies in maintenance of the system, but will not address on-going operational and maintenance needs which continue to grow. In 2006, the Blue Ribbon Commission was created to help evaluate and recommend a sustainable financial future for the city. The Commission identified an expanding funding gap as the cost of providing city services is outpacing revenues. Potential sources of transportation funding were identified and suggested for further research. As a result, the Transportation Advisory Board prepared the Transportation Funding Report. This report suggested that the most viable revenue sources are a Transportation Maintenance Fee, Development Excise Taxes, and market based revenue opportunities such as advertising on transit shelters and other infrastructure in the public right-of-way. Increased funding for transportation could help complete the core transportation infrastructure identified in the Transportation Master Plan and also meet industry standards for maintenance and operation of the system. The Transportation Division returned to council in the 1st quarter of 2012 to continue the discussion of stabilizing long-term revenues for operations and maintenance and subsequently convened a taskforce to investigate additional transportation 181 Transportation and Municipal Airport finance mechanisms that council supported at the study session. Staff returned to council in late 2012 with recommendations from the taskforce and proceeded with a public outreach process which was also supported by council. In April 2013 council supported additional evaluation and consideration of a revenue source for Transportation for a possible ballot item as early as Nov 2013. Advisory Board Action On June 10, 2013 the Transportation Advisory Board voted (4-0) to “recommend the 2014-2019 Transportation Fund and Transportation Development Fund Capital Improvement Programs as presented.” 182 Table 10-1: 2014-2019 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital Enhancement28th St (Baseline to Iris)4,673,993$ 1,330,000$ 1,330,000$ 1,330,000$ 1,330,000$ -$ -$ 5,320,000$ 2,391,000$ -$ Boulder Junction - Junction Pl Enhancements (Goose Creek to Bluff)877,000 400,000 477,000 - - - - 877,000 - - City Yards Frontage Site Preparation for Potential Pollard Relocation1,225,000 1,225,000 - - - - - 1,225,000 - - Miscellaneous Development Coordination- 50,000 50,000 50,000 50,000 50,000 50,000 300,000 50,000 - Signal Maintenance and Upgrade- 200,000 - - - 200,000 - 400,000 - - Valmont & 29th/Hazard Elimination3,015,000 3,015,000 - - - - - 3,015,000 - - Subtotal9,790,993$ 6,220,000$ 1,857,000$ 1,380,000$ 1,380,000$ 250,000$ 50,000$ 11,137,000$ 2,441,000$ -$ Capital MaintenancePedestrian Facilities - Repair, Replacement, ADA-$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 3,774,000$ -$ -$ Subtotal-$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ 3,774,000$ -$ -$ Capital Planning StudiesTransportation Master Plan Study100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ Subtotal100,000$ 100,000$ -$ -$ -$ -$ -$ 100,000$ -$ -$ New Capital Project28th St. Bike/Pedestrian Improvements: Iris to Yarmouth2,224,000$ 1,324,000$ -$ -$ -$ -$ -$ 1,324,000$ 900,000$ -$ Baseline Underpass: Broadway to 28th5,400,000 2,462,000 - - - - - 2,462,000 2,938,000 - Bikeway Facilities - Enhancements- 125,000 125,000 125,000 125,000 125,000 125,000 750,000 - - Boulder Junction - Development Coordination450,000 75,000 75,000 75,000 75,000 75,000 75,000 450,000 - - Pedestrian Facilities Enhancements-Missing Links, Crossing Treatments- 75,000 75,000 75,000 75,000 75,000 75,000 450,000 - - TIP Local Match/TMP Implementation- 800,000 1,300,000 1,300,000 1,300,000 1,800,000 1,800,000 8,300,000 - - 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- - - - - 300,000 400,000 700,000 - - Subtotal8,606,000$ 4,861,000$ 1,575,000$ 1,575,000$ 2,107,000$ 2,375,000$ 2,475,000$ 14,968,000$ 3,838,000$ -$ PUBLIC WORKS - TRANSPORTATION 183 Table 10-1: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital MaintenanceRehabilitate Portion of Aircraft Parking Ramp1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ Subtotal1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ Total1,555,555$ 1,555,555$ -$ -$ -$ -$ -$ 1,555,555$ -$ -$ PUBLIC WORKS - MUNICIPAL AIRPORTEstimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountTransferBoulder Junction Improvements - Transfer-$ 200,000$ -$ -$ -$ -$ -$ 200,000$ -$ -$ Tributary Greenways Program - Transportation - Transfer- 97,500 97,500 97,500 97,500 97,500 97,500 585,000 - - Subtotal-$ 297,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 785,000$ -$ -$ Total18,496,993$ 12,107,500$ 4,158,500$ 3,681,500$ 4,213,500$ 3,351,500$ 3,251,500$ 30,764,000$ 6,279,000$ -$ PUBLIC WORKS - TRANSPORTATION (Cont.) 184 Transportation and Municipal Airport 185 [This page is intentionally blank.] 186 Transportation 187 Transportation 188 Transportation 189 Transportation 190 Transportation 191 Transportation 192 Transportation 193 Transportation 194 Transportation 195 Transportation 196 Transportation 197 Transportation 198 Transportation 199 Transportation 200 Transportation 201 Transportation 202 Municipal Airport 203 City of Boulder UTILITIES 2014-2019 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. The 2014 -2019 capital improvement program (CIP) was developed using the following proposed 2014 revenue increases from monthly utility fees:  Water: 4%  Wastewater: 5%  Stormwater/Flood Management: 3% Any revenue increases for 2014 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 2014-2019 CIP. In addition to the monthly utility fees, significant revenue sources include Plant Investment Fees (PIFs) from new development or redevelopment and hydroelectric sales to Xcel Energy. 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 2014-2019, it is anticipated that new bonds will be issued for the following projects: 204 Utilities Water:  Betasso Water Treatment Facility Improvements ($12 million in 2016) to fund improvements to the Betasso WTP to assure compliance with federal Safe Drinking Water Act regulations  Barker Dam Improvements ($11.3 million in 2018) to fund repairs to the outlet works and construct a new hydroelectric facility  Carter Lake Pipeline ($27.4 million in 2018). Wastewater: No bonds are anticipated in the 2014-2019 planning period. Stormwater and Flood Management: South Boulder Creek Improvements ($4.5 million in 2017) 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. Table 11-1 Existing and Planned Infrastructure Financed by Debt 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 WTF Imp. (2016) 2036 $1,125,000 Barker Dam Improvements (2018) 2038 $1,046,000 Carter Lake Pipeline (2018) 2038 $2,508,000 Wastewater WWTF Improvements 2025 $3,500,000 WWTF Improvements 2030 $674,000 Storm/Flood Multiple projects including Goose Creek Improvements 2018 $385,000 South Boulder Creek Imp. (2017) 2037 $437,000 205 Utilities 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. In 2012, City Finance and Utility staff were successful in refunding (or ‘refinancing’) bonds originally issued in 2005. This will result in savings to the fund of around $80,000 per year through 2015, then over $300,000 per year through 2025. The utility continues to maintain a high credit rating through Moody’s (Aa1) and Standard and Poor’s (AAA). This is due to sound financial practices, one of the most important of which is maintaining sufficient reserves. Accomplishments And Highlights Water: Projects to be Completed in 2013:  Phase 1 of the Sunshine Pipeline Inspection  Kossler Reservoir Concrete Facing Rehabilitation  Barker Gravity Pipeline Repairs: Ongoing repairs in order of priority and availability  Barker Dam Outlet Gate Test  Barker Canyon Hydroelectric Modernization Xcel Coordination  Boulder Canyon Hydroelectric Project Relicensing  Green Lake No. 2 Assessment and Rehabilitation Study  Replacement of approximately 20,000 feet of water main  Mixing improvements at Devil’s Thumb storage tank. Projects Expected for Completion in 2014:  Albion Dam Assessment and Rehabilitation Study  Barker Gravity Pipeline Repairs: Ongoing annual repairs in order of priority and availability  Lakewood Pipeline inspection  Boulder Canyon hydroelectric roof and floor rehabilitation  Initial design for the Betasso Water Treatment Facility bond project  Ongoing water main replacement. Projects Starting in 2014, but not Completed:  Betasso Water Treatment Facility rehabilitation and improvement project  Watershed improvements. Highlights of 2015-2019 Projects:  Annual funding for waterline replacement of $3,000,000 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 206 Utilities 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  Annual maintenance program of the Barker Gravity Line: Prioritize pipeline repair projects based on the most critical needs, providing enough earthen cover to protect the pipeline, and anchor 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  Betasso Water Treatment Facility: In 2015-2016, address issues related to aging equipment and underperforming treatment processes  Carter Lake Pipeline: Funding for the final design is allocated in 2017 and construction funding in 2018. 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 pipeline would provide an opportunity to develop a new hydroelectric facility and funding for construction of this facility is allocated in 2019  Barker Dam Outlet Facilities: Funding for the final design is allocated in 2017 and construction funding allocated in 2018. The outlet facilities would provide an opportunity to develop a new hydroelectric facility and funding for construction of this facility is allocated in 2018  The 2013-2014 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. Wastewater: Projects to be Completed in 2013:  Rehabilitation/improvement-75th St. Wastewater Treatment Facility (WWTF): Replace the existing chlorine disinfection system with an ultraviolet (UV) disinfection system, improve the biosolids digesters, and upgrade the headworks  IBM Lift Station Design Improvements  WWTF Process Optimization System (PAS) Strategic Plan  WWTF Transfer Pump Station Improvements. Repairs to the Barker Gravity Pipeline 207 Utilities Projects Expected for Completion in 2014:  IBM Lift Station Construction Improvements  WWTF Solids Processing Pumps Replacement. Projects Starting in 2014, but not Competed:  WWTF Current Permit Improvements  WWTF Instrumentation & Controls Improvements  WWTF Electrical Improvements. Highlights of 2015-2019 Projects:  Funding for the annual Sanitary Sewer Rehabilitation projects continues at of rate of $500,000 in 2014 escalating at 4% annually to over $600,000 in 2019  In March 2011 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 was successful in negotiating an extended schedule which provides for compliance by December 1, 2017. This will require relatively minor modifications to the WWTF that are funded in the proposed CIP  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: Projects to be Completed in 2013:  Flood mapping updates: Skunk Creek, Bluebell Creek, King’s Gulch, Upper Goose Creek, Twomile Creek and Boulder Slough. Once these mapping updates have been adopted, flood mitigation plans will be developed to evaluate feasible capital improvements for reducing the flood risk along these creeks and tributaries  Utilities storm sewer funding for the Pearl South Multi-Way project  Utilities storm sewer funding for the Arapahoe (15th Street to Folsom) Improvements project  See Greenways for additional projects. Projects Expected for Completion in 2014:  Boulder Slough improvements: Improvements will increase the flood capacity along the north side of Pearl Street. This project is being performed in conjunction with the Transportation Division project – Pearl Parkway Multi-Use Path: 30th to Foothills  See Greenways for additional projects. 208 Utilities Projects Starting in 2014, but not Completed:  See Greenways for additional projects. Highlights of 2015-2019 Projects:  Major drainage-way improvements for the Upper Goose Creek drainage area in the next six years. This project will address potential flooding issues in the area bounded on the west and east by 9th Street and 19th Street respectively; and on the north and south by Balsam Avenue and North Street respectively  See Greenways for additional projects. 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 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 2014-2019 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 209 Utilities 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  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: None. 210 Utilities NEW PROJECTS The following new projects have been identified in the 6-year CIP: Water:  Construction of Pearl Street Hydrolectric / Pressure Reducing Facility  Zone 1 Transmission Pipe Rehabilitation  Zone 2 Transmission Pipe Rehabilitation  Zone 3 Transmission Pipe Rehabilitation  Farmer’s Ditch Rehabilitation/Improvements  Carter Lake Pipeline Hydroelectric  Source Water Monitoring Wastewater: None. Stormwater/ Flood Management: None. Operations and Maintenance Impacts All ongoing operations and maintenance costs and cost projections are built in to the Utilities CIP or operating budget and are covered by funding sources noted above. As Enterprise funds, the Utilities funds must cover costs through identified revenues and fees. Deferred Projects, Eliminated or Changed Projects Funding for several projects has been deferred beyond the current six-year CIP period or reduced during the current six-year CIP period because of revenue limitations and construction costs inflation. Funding for the following projects have been modified from the 2013-2018 CIP: Water:  Wittemyer Ponds. Wastewater: None. Stormwater/ Flood Management:  South Boulder Creek Flood Mitigation funding delayed from 2015 to 2017  Wonderland Creek Foothills to 30th Street added $2.8 million in 2014  Wonderland Creek at 28th Street moved $1.5 million from 2015 to 2014 and added $450,000  Fourmile Canyon Creek 19th to 22nd Streets added $600,000 in 2014  Fourmile Canyon Creek Upland to Violet reduced funding from $1 million to $500,000 in 2016 and 2017 and added $250,000 in 2019. 211 Utilities 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. 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 2014-2019 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 2012: Table 11-2 Changes to ENR Index and CDOT Index Based on this information it is recommended that capital improvement construction costs be escalated at a rate of 4% during the planning period. Unfunded Projects and Emerging Needs 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. 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% 212 Utilities However, to continue to meet capital project needs, including the recommended asset replacement goals of 60-75% and compliance with permit regulations utility rate increases will be needed as indicated in the following table. The preliminary 2014 increases are in bold. Table 11-3 Utility Rate Increases 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 WTF. The Betasso WTF is the city's primary water treatment facility and has deteriorated during almost 50 years of continuous operation despite on-going maintenance and rehabilitation. These issues, combined with inherent deficiencies in certain treatment processes, are the reasons that large capital funding is recommended in 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 WWTF in 2011 with new effluent limits. Complying with these limits will require a combination of regulatory negotiations, environmental studies and WWTF capital improvements. Advisory Board Action On June 17, 2013 the Water Resources Advisory Board voted (3 -2) to recommend approval of the 2014-2019 CIP for the Water, Wastewater, and Flood/Stormwater Utilities including proposed rate adjustments to support 2014 revenue increases of 4% in the water utility, 5% in the wastewater utility, and 3% in the stormwater and flood control utility. Board Member Clancy voted against the motion because Wastewater issues (arsenic and nutrients) need to be better addressed in the shorter term, and Board member Squillace voted no and stated that though there are benefits to the Carter Lake pipeline, there is not yet sufficient information to assure that the benefits outweigh the substantial costs. 2013 2014 2015 2016 Water 3% 4% 4% 4% Wastewater 5% 5% 5% 5% Stormwater/Flood Management 3% 3% 3% 3% 213 [This page is intentionally blank.] 214 Table 11-4: 2013-2018 Funding Summary By Department Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementStormwater Quality Improvements-$ 104,000$ 108,160$ 112,486$ 116,986$ 121,665$ 126,532$ 689,829$ -$ -$ Upper Goose Creek Drainage17,905,163 - 175,000 750,000 750,000 750,000 1,000,000 3,425,000 - 14,480,163 South Boulder Creek Flood Mitigation Phase I15,875,000 - - - 5,575,000 - - 5,575,000 300,000 10,000,000 Subtotal33,780,163$ 104,000$ 283,160$ 862,486$ 6,441,986$ 871,665$ 1,126,532$ 9,689,829$ 300,000$ 24,480,163$ Capital MaintenanceStorm Sewer Rehabilitation-$ 260,000$ 270,400$ 281,216$ 292,465$ 304,163$ 316,330$ 1,724,574$ -$ -$ Transportation Coordination- 260,000 270,400 281,216 292,465 304,163 316,330 1,724,574 - - Subtotal-$ 520,000$ 540,800$ 562,432$ 584,930$ 608,326$ 632,660$ 3,449,148$ -$ -$ Land and Asset AcquisitionPreflood Property Acquisition-$ 500,000$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 3,283,000$ -$ Subtotal-$ 500,000$ 500,000$ 500,000$ 550,000$ 600,000$ 633,000$ 3,283,000$ -$ -$ 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$ -$ -$ Total33,780,163$ 1,221,500$ 1,421,460$ 2,022,418$ 7,674,416$ 2,177,491$ 2,489,692$ 17,006,977$ 300,000$ 24,480,163$ PUBLIC WORKS - STORMWATER AND FLOOD MANAGEMENT UTILITY 215 Table 11-2: 2013-2018 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBiosolids Processing and Dewatering150,000$ 150,000$ -$ -$ -$ -$ -$ 150,000$ -$ -$ Wastewater Treatment Facility Electrical1,420,000 100,000 - 120,000 1,200,000 - - 1,420,000 - - Wastewater Treatment Facility Instrumentation/Control9,131,068 520,000 540,800 - 674,918 701,915 729,992 3,167,625 175,600 5,787,843 Wastewater Treatment Facility Permit Improvements - Funded4,712,234 200,000 1,650,000 150,000 - 750,000 1,500,000 4,250,000 462,234 - Wastewater Treatment Facility Pumps448,413 150,000 - 150,000 - - - 300,000 148,413 - Wastewater Treatment Facility Activated Sludge710,961 - 389,376 - 58,493 - - 447,869 - 263,092 Marshall Landfill100,000 - - 100,000 - - - 100,000 - - Wastewater Treatment Facility Laboratory100,000 - - 50,000 - - - 50,000 50,000 - Goose Creek Sanitary Sewer Interceptor Rehabilitation3,289,851 - - - 25,000 622,683 1,295,181 1,942,864 - 1,346,987 Subtotal20,062,527$ 1,120,000$ 2,580,176$ 570,000$ 1,958,411$ 2,074,598$ 3,525,173$ 11,828,358$ 836,247$ 7,397,922$ Capital MaintenanceCollection System Monitoring-$ 50,000$ -$ -$ 58,493$ -$ -$ 108,493$ 50,000$ -$ Sanitary Sewer Manhole Rehabilitation- 104,000 108,160 112,486 116,986 121,665 126,532 689,829 - - Sanitary Sewer Rehabilitation- 520,000 540,800 562,432 584,929 608,326 632,660 3,449,147 - - Subtotal-$ 674,000$ 648,960$ 674,918$ 760,408$ 729,991$ 759,192$ 4,247,469$ 50,000$ -$ Total20,062,527$ 1,794,000$ 3,229,136$ 1,244,918$ 2,718,819$ 2,804,589$ 4,284,365$ 16,075,827$ 886,247$ 7,397,922$ PUBLIC WORKS - WASTEWATER UTILITY 216 Table 11-2: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountCapital EnhancementBetasso Water Treatment Facility17,720,903$ 600,000$ 1,049,628$ 15,621,275$ -$ 350,000$ -$ 17,620,903$ 100,000$ -$ Boulder Canyon Hydro4,859,475 125,000 - - - - - 125,000 4,734,475 - Boulder Reservoir Water Treatment Facility - Funded246,000 82,000 - 164,000 - - - 246,000 - - Barker Dam and Reservoir498,560 - 378,560 - - - - 378,560 120,000 - Lakewood Hydroelectric / Pressure Reducing Facility400,000 - 100,000 - - - 300,000 400,000 - - Barker Dam Outlet8,572,652 - - 75,000 772,514 7,725,138 - 8,572,652 - - Utility Billing Computer System Replacement1,046,700 - - - 1,000,000 - - 1,000,000 46,700 - Green Lake 2 Dam4,835,130 - - - - 432,739 4,327,391 4,760,130 75,000 - Lakewood Dam124,707 - - - - 124,707 - 124,707 - - Pearl Street Hydroelectric / Pressure Reducing Facility267,664 - - - 24,333 243,331 267,664 - - Wittemyer Ponds - Funded573,735 - - - - 100,000 473,735 573,735 - - Subtotal39,145,526$ 807,000$ 1,528,188$ 15,860,275$ 1,772,514$ 8,756,917$ 5,344,457$ 34,069,351$ 5,076,175$ -$ Capital MaintenanceBarker Gravity Pipeline Repair-$ 364,000$ 378,560$ 667,416$ 612,436$ 636,933$ 662,410$ 3,321,755$ -$ -$ Lakewood Pipeline576,330 260,000 - - - - 316,330 576,330 - - Waterline Replacement14,486,418 2,184,000 2,271,360 2,362,214 2,456,703 2,554,971 2,657,170 14,486,418 - - Watershed Improvements240,000 80,000 80,000 80,000 - - - 240,000 - - Kohler Storage Tank1,138,362 - 103,487 1,034,875 - - - 1,138,362 - - Betasso Hydroelectric / Pressure Reducing Facility100,000 - - 100,000 - - - 100,000 - - 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)250,000 - - - 250,000 - - 250,000 - - Water Transmission Facilities (Zone 1)250,000 - - - - 250,000 - 250,000 - - Water Transmission Facilities (Zone 3)250,000 - - - - - 250,000 250,000 - - Subtotal17,972,436$ 2,888,000$ 2,833,407$ 4,244,505$ 4,000,465$ 3,441,904$ 3,885,910$ 21,294,191$ -$ -$ Capital Planning StudiesAlbion Dam - Funded80,000$ 80,000$ -$ -$ -$ -$ -$ 80,000$ -$ -$ Subtotal80,000$ 80,000$ -$ -$ -$ -$ -$ 80,000$ -$ -$ PUBLIC WORKS - WATER UTILITY 217 Table 11-2: 2014-2019 Funding Summary By Department (Cont.) Estimated Total Cost2014 Approved2015 Projected2016 Projected2017 Projected2018 Projected2019 Projected2014 - 2019 TotalPreviously Allocated FundingUnfunded AmountNew Capital ProjectNCWCD Conveyance - Carter Lake Pipeline31,174,987$ 250,000$ 500,000$ 850,000$ 2,737,469$ 25,874,690$ -$ 30,212,159$ 962,828$ -$ Barker Dam Hydroelectric4,024,805 - - 50,000 361,346 3,613,459 - 4,024,805 - - Source Water Monitoring293,200 - - 50,000 50,000 50,000 50,000 200,000 93,200 - Carter Lake Hydroelectric2,800,000 - - - 50,000 250,000 2,500,000 2,800,000 - - Subtotal38,292,992$ 250,000$ 500,000$ 950,000$ 3,198,815$ 29,788,149$ 2,550,000$ 37,236,964$ 1,056,028$ -$ Total95,490,954$ 4,025,000$ 4,861,595$ 21,054,780$ 8,971,794$ 41,986,970$ 11,780,367$ 92,680,506$ 6,132,203$ -$ PUBLIC WORKS - WATER UTILITY (Cont.) 218 Utilities 219 Utilities - Stormwater and Flood Management Utility 220 Utilities - Stormwater and Flood Management Utility 221 Utilities - Stormwater and Flood Management Utility 222 Utilities - Stormwater and Flood Management Utility 223 Utilities - Stormwater and Flood Management Utility 224 Utilities - Stormwater and Flood Management Utility 225 Utilities - Wastewater Utility 226 Utilities - Wastewater Utility 227 Utilities - Wastewater Utility 228 Utilities - Wastewater Utility 229 Utilities - Wastewater Utility 230 Utilities - Wastewater Utility 231 Utilities - Wastewater Utility 232 Utilities - Wastewater Utility 233 Utilities - Wastewater Utility 234 Utilities - Wastewater Utility 235 Utilities - Wastewater Utility 236 Utilities - Wastewater Utility 237 Utilities - Water Utility 238 Utilities - Water Utility 239 Utilities - Water Utility 240 Utilities - Water Utility 241 Utilities - Water Utility 242 Utilities - Water Utility 243 Utilities - Water Utility 244 Utilities - Water Utility 245 Utilities - Water Utility 246 Utilities - Water Utility 247 Utilities - Water Utility 248 Utilities - Water Utility 249 Utilities - Water Utility 250 Utilities - Water Utility 251 Utilities - Water Utility 252 Utilities - Water Utility 253 Utilities - Water Utility 254 Utilities - Water Utility 255 Utilities - Water Utility 256 Utilities - Water Utility 257 Utilities - Water Utility 258 Utilities - Water Utility 259 Utilities - Water Utility 260 Utilities - Water Utility 261 Utilities - Water Utility 262 Utilities - Water Utility 263 Utilities - Water Utility 264 Utilities - Water Utility 265 Appendix A, Maps by Area 266 Appendix A, Maps by Area 267 Appendix A, Maps by Area 268 Appendix A, Maps by Area 269 Appendix A, Maps by Area 270 Appendix A, Maps by Area 271 City of Boulder Appendix B, UNFUNDED PROJECTS 2014 - 2019 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 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. 272 Planning Efforts to Increase Capital Funding At a City Council Study Session on Feb. 22, 2011, Council discussed and considered developing a new capital investment strategy for the city based on:  A desire to revive the historic level of capital investment in the community.  Difficulties experienced during the 2000s that have resulted in the city’s constrained capacity for ongoing capital investment  Capital investments that address critical deficiencies first and high -priority enhancements second  Importance of assuring that any new assets or facilities have adequate new allocations of operating and maintenance funding  Methods and options for funding such capital investment needs through existing revenues and potentially new revenues  Lessons learned from other Colorado communities  Stakeholder processes and timelines that would support developing packages for the voters, including new revenues and bonding. In order to create this new capital investment strategy, City Council generally asked for staff to develop a work plan and stakeholder process for Council approval. The work plan, stakeholder process and timeline were endorsed by Council at its April 5, 2011 meeting. Council endorsed developing a capital investment strategy with existing revenues and asking voters in November 2011 for bonding authority based on those existing revenues. Council also was open to asking the voters for bonding authority in November 2012, with an additional ballot item asking for increased revenues by increasing taxes and/or fees. The Capital Investment Strategy committee was appointed by the City Manager to make recommendations on the Capital Investment project. The committee had two phases, “Round 1” was the 2011 bond package, and “Round 2” was the consideration of a 2012 bond package. Round 1 Ballot Issue 2A, approved by the voters on Nov. 1, 2011, represents “Round 1” of the citywide Capital Investment Strategy: a 2011 bond package that does not raise taxes and funds a balance of significant deficiencies (defined as improvements or corrections that improve health and safety, maintain industry standards, and/or address legal/ballot requirements) to address maintenance and renovation of existing facilities as well as high priority facility enhancements. To help determine which projects should have been part of the 2011 bond package, the City Manager appointed a 16-member Capital Investment Strategy stakeholder Committee in May 2011. The committee finalized its Round 1 recommendations in July 2011. The committee recommended a $49 million bond package, which was unanimously supported by City Council, and approved by voters in the November 2011 election. The bond is paying for a list of necessary but previously unfunded projects like roadway repair and reconstruction, park infrastructure Appendix B, Unfunded Projects 273 improvements, critical software updates, police equipment replacement, installation of missing links in the bike and pedestrian network, and more. For full details see the Capital Improvement Bond section earlier in this document. The bond requires that 85 percent of the $49 million be spent in three years. On Jan. 30, 2012, the city broke ground on the first bond project, a multi-use path project along the south side of Baseline, near the University of Colorado’s Williams Village complex. Throughout the next few years, there will be more construction and improvements occurring along roadways, bike paths, in city buildings and in parks. A website has been created that will allow the community to track the progress of implementation of the bond projects at www.bouldercolorado.gov/bondprojects. Round 2 Round 2 of the Capital Investment Strategy project involved considering a bond package for a potential future ballot that would raise new revenues with an emphasis to invest in high priority new or expanded community facilities, including ongoing operation and maintenance costs, and fund other significant deficiencies not addressed in the 2011 initiative. Staff began working with the Capital Investment Strategy Committee (CISC) on Round 2 in July 2011 and held a final committee meeting on Feb. 6, 2012. The purpose of Round 2 of the Capital Investment Strategy was to: “Develop a bond package for possible consideration in 2012 that raises new revenues to invest in capital projects that ‘make Boulder Boulder’ and includes ongoing operating & maintenance to support those projects.” The CISC felt that in order for voters to approve a second round of capital improvements, which would require a tax increase, the projects would need to be significant and inspiring, with a broad community benefit. On Jan. 19, the CISC delivered a letter to City Council with Round 2 recommendations about:  Timing (why 2012 is not the time to move forward on a Round 2 ballot initiative)  Guiding principles for selecting Round 2 projects  Top 10 projects to be considered for further study and refinement, potentially on the 2012 work plan and through master plan updates. One of the key reasons that the CISC recommended against moving forward with a 2012 bond initiative is that many of its highest priority projects have not yet been fully evaluated or planned, and the projects’ feasibility, scope and costs are currently unknown (or are only roughly estimated or described at this time). Additionally, public opinion polling conducted by Talmey-Drake Research indicates a lack of sufficient support for a 2012 bond initiative that would raise taxes for new initiatives (see www.bouldercolorado.gov/cis under “Background” for details). Appendix B, Unfunded Projects 274 Master Plans One of the most logical places to further prioritize other unfunded capital needs on the list is through the city’s departmental master plans, since City Council acceptance of master plans provides direction on city priorities for capital improvements. Master plans include the following key elements:  Evaluation of program and facility needs in relation to adopted level of service standards  Prioritization of services, projects or programs  Three funding plans—fiscally constrained, action, and vision. Departmental master plans include funding plans at three levels.: 1) Fiscally Constrained Plan – a prioritized service plan within existing budget targets; 2) Action Plan –the next step of service expansion or restoration that should be taken when funding is available either within current revenue sources or if new sources become available; and 3) Vision Plan – the complete set of services and facilities desired by the community and aligned with values and policies, with alternative proposals to fund them. Seven master plan updates or development processes are either underway or will be started in 2013. These include:  Transportation Master Plan  Parks and Recreation Master Plan  Police Master Plan  Facilities and Asset Management (FAM) Master Plan  Visitor Master Plan  Human Services Master Plan. Therefore, many of the unfunded projects will be considered and prioritized through master plan update processes this year. While the planning processes will vary for each master plan, most will include public outreach and all will be considered by one or more boards and presented to City Council for final acceptance. High priority unfunded capital projects will be identified in these fiscally constrained, action or vision plan of its respective master plans. Prioritization One of the lessons learned from the CISC process is that it would be helpful if Action Plan funding scenarios within master plans included a list of projects in order of priority. This action would provide guidance about the desired next set of strategic capital investments for each department, if additional funding becomes available. Based on this, for the 2014-2019 CIP planning process, departments submitted a prioritized set of the top five unfunded projects, based on the current departmental master/strategic plan and Appendix B, Unfunded Projects 275 city needs. Project sheets for those projects are included in this appendix. These projects are not a comprehensive list of the unfunded capital needs of the city, but only a limited subset of high-priority projects with no current identified funding source, to illustrate some of the key unfunded CIP needs of the city. Appendix B, Unfunded Projects 276 Appendix B, Unfunded Projects 277 Appendix B, Unfunded Projects 278 Appendix B, Unfunded Projects 279 Appendix B, Unfunded Projects 280 Appendix B, Unfunded Projects 281 Appendix B, Unfunded Projects 282 Appendix B, Unfunded Projects 283 Appendix B, Unfunded Projects 284 Appendix B, Unfunded Projects 285 Appendix B, Unfunded Projects 286 Appendix B, Unfunded Projects 287 Appendix B, Unfunded Projects 288 Appendix B, Unfunded Projects 289 Appendix B, Unfunded Projects 290 Appendix B, Unfunded Projects 291 Appendix B, Unfunded Projects 292 Appendix B, Unfunded Projects 293 Appendix B, Unfunded Projects 294 Appendix B, Unfunded Projects 295 Appendix B, Unfunded Projects 296 Appendix B, Unfunded Projects 297 Appendix B, Unfunded Projects 298 Appendix B, Unfunded Projects 299 Appendix B, Unfunded Projects 300 Appendix B, Unfunded Projects 301 Appendix B, Unfunded Projects 302 Appendix B, Unfunded Projects 303 Appendix B, Unfunded Projects 304 Appendix B, Unfunded Projects 305 Appendix B, Unfunded Projects 306 Appendix B, Unfunded Projects 307 Appendix B, Unfunded Projects [This page is intentionally blank.] 308 309 City of Boulder Appendix C, CEAP PROJECTS 2014 - 2019 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 310 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 2014-2019 CIP are recommended to complete a Community and Environmental Assessment Process (CEAP). Open Space & Mountain Parks Department  Historical Structures and Trails – Stabilization & Restoration * (Page 135)  Visitor Infrastructure – System Wide * (Page 145) Parks & Recreation Department  Violet Park (Page 172, In conjunction with Greenways Fourmile Canyon Creek improvements) Transportation Division  28th Street (Baseline to Iris) (CEAP completed 2001) (Page 186)  28th St. Path Improvements: Iris to Yarmouth (Page 187)  Baseline Underpass: Broadway to 28th (Page 188) Utilities Division/Greenways  Barker Dam Hydroelectric & Dam Outlet (Page 238 and 239)  Fourmile Canyon Creek at Crestview & 19th Street (Completed in 2012, Page 108)  Fourmile Canyon Creek Upland to Violet (Page 109)  NCWCD Carter Lake Pipeline & Hydroelectric (Page 248)  South Boulder Creek Flood Mitigation Improvements (Page 220)  Upper Goose Creek Drainage Improvements (Page 224)  Witemeyer Ponds* (Page 264)  Wonderland Creek – Kalmia to Winding Trail (Page 111, 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