proposed capital improvement plan 2013-2022

P R O P O S E D C a p i t a lI m p r o v e m e n t

P l a n2 0 1 3 - 2 0 2 2

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TABLE OF CONTENTSTable of Contents & Glossary ................................................................................................................................................................................................................. i-iv

City Manager’s Transmittal Letter to City Council ............................................................................................................................................................................ 1-4

Overview ............................................................................................................................................................................................................................................... 5-11

Continuing Projects ........................................................................................................................................................................................................................... 13-17

Combined 2013-2014 Plan Summary ............................................................................................................................................................................................. 19-21

General Administration .......................................................................................................................................................................................................................... 23Performance-Based Budgeting ............................................................................................................................................................................................................... 23Opportunity Fund .................................................................................................................................................................................................................................... 23Contingency Fund ..................................................................................................................................................................................................................................... 23

Transportation .......................................................................................................................................................................................................................................... 25Bridge Maintenance ........................................................................................................................................................................................................................... 26-27Collector Street Improvements .......................................................................................................................................................................................................... 28-29ADA Ramps ........................................................................................................................................................................................................................................ 30-31Leyden Road Improvements ............................................................................................................................................................................................................. 32-33Adams County Transportation Projects ........................................................................................................................................................................................... 34-35W. 72nd Ave. and Indiana St. Intersection Improvements ............................................................................................................................................................ 36-37Ward Road Extension - W. 72nd Ave to W. 80th Ave. Preliminary Design ................................................................................................................................. 38-39Safe Routes to School Program .......................................................................................................................................................................................................... 40-41Bike/Ped Program .............................................................................................................................................................................................................................. 42-43Missing Sidewalk Program ................................................................................................................................................................................................................. 44-45Union Pacific RR Quiet Zones .......................................................................................................................................................................................................... 46-47Intersection Safety Improvements ..................................................................................................................................................................................................... 48-49New Traffic Signal Construction ...................................................................................................................................................................................................... 50-51Long Life Pavement Markings Program ........................................................................................................................................................................................... 52-53Video Detection Program ................................................................................................................................................................................................................. 54-55Sign Replacement; MUTCD Mandates ........................................................................................................................................................................................... 56-57 ATMS Completion and Upgrades .................................................................................................................................................................................................... 58-59Signal Replacement ............................................................................................................................................................................................................................ 60-61UPS at Major Intersections ............................................................................................................................................................................................................... 62-63Additional Olde Town Bus Station/Parking Improvements ......................................................................................................................................................... 64-65

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Facilities .................................................................................................................................................................................................................................................... 67Park Maintenance Building/Wadsworth Shops............................................................................................................................................................................... 68-69Olde Town Parking Structure ........................................................................................................................................................................................................... 70-71Fleet Maintenance Relocation to Culbertson Building ................................................................................................................................................................. 72-73

Parks .......................................................................................................................................................................................................................................................... 75Irrigation System Renovation ........................................................................................................................................................................................................... 76-77Playground Renovation ..................................................................................................................................................................................................................... 78-79Trail Renovation ................................................................................................................................................................................................................................. 80-81Whisper Creek II Park ....................................................................................................................................................................................................................... 82-83Candelas Mini-Park #1 ...................................................................................................................................................................................................................... 84-85Candelas Neighborhood Park #2 ..................................................................................................................................................................................................... 86-87Stenger Sports Complex .................................................................................................................................................................................................................... 88-89Tree Replacement Program ................................................................................................................................................................................................................ 90-91Club Crest Trail .................................................................................................................................................................................................................................... 92-93East Area Neighborhood Park .......................................................................................................................................................................................................... 94-95Adams County Open Space Projects ............................................................................................................................................................................................... 96-97Lake Arbor Master Plan .................................................................................................................................................................................................................... 98-99

Golf ...........................................................................................................................................................................................................................................................101West Woods Golf Club Irrigation System Replacement ........................................................................................................................................................... 102-103West Woods Golf Club Pond Aeration Systems .......................................................................................................................................................................... 104-105Lake Arbor Golf Course Tee Construction .................................................................................................................................................................................. 106-107West Woods Golf Club Hole #8 - Sleeping Indian Remodel .................................................................................................................................................... 108-109Lake Arbor Golf Course Maintenance Building Remodel ........................................................................................................................................................ 110-111West Woods Golf Club Golf Shop and Rest Rooms Remodel ................................................................................................................................................. 112-113West Woods Restaurant Remodel, Offices and Storage ............................................................................................................................................................ 114-115Lake Arbor Golf Course Golf Shop / Restaurant Remodel ...................................................................................................................................................... 116-117West Woods Golf Club Rain Shelters .......................................................................................................................................................................................... 118-119West Woods Golf Club Entrance Landscaping and Lighting Improvements ........................................................................................................................ 120-121West Woods Golf Club Practice Areas Remodel/Expansion..................................................................................................................................................... 122-123

Hospitality .............................................................................................................................................................................................................................................. 125Hospitality Taking Lasting Care Kitchen .................................................................................................................................................................................... 126-127TLC Banquet Equipment .............................................................................................................................................................................................................. 128-129Sound System Replacement .......................................................................................................................................................................................................... 130-131Refrigeration and Freezer Space Replacement ........................................................................................................................................................................... 132-133

Arvada Center ......................................................................................................................................................................................................................................... 135Arvada Center Capital Maintenance ........................................................................................................................................................................................... 136-137

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Arvada Center Front Entry Renovation and Interior Wayfinding .......................................................................................................................................... 138-139Arvada Center Safety and Security Video Equipment (RM) .................................................................................................................................................... 140-141Arvada Center Exterior Lighting Improvements (RM) ............................................................................................................................................................ 142-143Arvada Center Outside Front Entry Plaza (RM) ....................................................................................................................................................................... 144-145Public Art ........................................................................................................................................................................................................................................ 146-147

Public Safety ............................................................................................................................................................................................................................................ 149Two Police Substations .................................................................................................................................................................................................................. 150-151

Water ......................................................................................................................................................................................................................................................... 153Denver Water Moffat Project Participation ................................................................................................................................................................................ 154-155Water Main Replacement .............................................................................................................................................................................................................. 156-157Water Treatment Plant Improvements ........................................................................................................................................................................................ 158-159Cathodic Protection ....................................................................................................................................................................................................................... 160-161Leyden Storage Project .................................................................................................................................................................................................................. 162-163Northwest Water System - 18-inch Water Line .......................................................................................................................................................................... 164-165

Wastewater ............................................................................................................................................................................................................................................. 167Sewer Main Replacement .............................................................................................................................................................................................................. 168-169North System Oversizing .............................................................................................................................................................................................................. 170-171Access Improvements .................................................................................................................................................................................................................... 172-173

Stormwater ............................................................................................................................................................................................................................................. 175Garrison Bridge Replacement........................................................................................................................................................................................................ 176-177Gold Line Improvements / Estes Street Outfall ........................................................................................................................................................................... 178-179Quaker Street Storm Sewer ........................................................................................................................................................................................................... 180-181Yarrow Street Overflow ................................................................................................................................................................................................................... 182-183Allison St Outfall – Phase l............................................................................................................................................................................................................. 184-185Little Dry Creek Bank Stabilization ............................................................................................................................................................................................. 186-187White Gulch .................................................................................................................................................................................................................................... 188-189Simms Street Outfall ...................................................................................................................................................................................................................... 190-191Yankee Doodle Master Plan - Phase I ........................................................................................................................................................................................... 192-193

Unfunded Projects .......................................................................................................................................................................................................................... 195-197

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GLOSSARYADA Americans with Disabilities Act of 1990 LCT Leyden Creek TrailADCO Adams County LDC Little Dry CreekApex Apex Parks & Recreation District (formerly North JeffCo) LD Lands DedicatedASTM American Society for Testing and Materials LOC Letter of CreditATC Arvada Tennis Center MUTCD Manual on Uniform Traffic Control DevicesATMS Advanced Traffic Management System NEPA National Environmental Policy ActBDC Big Dry Creek O&M Operations and Maintenance

BN/BNRR/BNSF Burlington Northern Santa Fe Railroad PCI Payment Card Industry Security Standards CouncilCCIPC [Arvada] Citizens' Capital Improvement Planning Committee PDFs Park Development FeesCDOT Colorado Department of Transportation POS Point‐of‐serviceCMP Capital Maintenance Program PSC Public Service Company (Xcel)COA City of Arvada PUC Public Utilities CommissionCPSC Consumer Product Safety Commission RCT Ralston Creek TrailCTF Conservation Trust Fund (state lottery funding) ROW Right‐of‐way

DRCOG Denver Regional Council of Governments RTD Regional Transportation DistrictFASTER Funding Advancements for Surface Transportation & Economic

Recovery (state transportation project funding)TIP Transportation Improvement Program

GOCO Great Outdoors Colorado (state lottery funding) TOD Transit‐oriented DevelopmentHVAC Heating, Ventilation, and Air Conditioning UDFCD Urban Drainage and Flood Control DistrictIGA Intergovernmental Agreement UP/UPRR Union Pacific RailroadJCMD Jefferson Center Metropolitan District UPS Uninterrupted Power SupplyJCOS Jefferson County Open Space WC Whisper CreekJeffCo Jefferson County TBD To Be Determined

GLOSSARY OF ACRONYMS AND TERMS

June 19, 2012

Members of City CouncilCity of Arvada8101 Ralston RoadArvada, Colorado 80002

Members of City Council:

I am pleased to provide the Council and citizens of Arvada with the first ten-year Proposed Capital Improvement Plan (CIP). This Proposed CIP encompasses a long-term and strategic approach for our capital maintenance and capital investments for the next decade. The projects proposed within this document have been developed by city staff from all departments based on previously expressed City Council priorities, community needs and standards associated with the maintenance of major capital assets, including streets, parks, utilities and buildings.

A total of over $783 million was identified for needed improvements over this next planning period. We are recommending total funding of $267 million to be allocated at this time. We have identified a total of $272 million in known resources. We have some large outstanding issues that we placed in the plans. Some of these projects do not yet have dedicated resources – they are “To Be Determined” (TBD.) However, we know we have these obligations and will be working over the next few months to consider all available options. The total of the TBD projects is $32 million; over $7 million is for projects associated with building parking structures to serve the Gold Line and Olde Town in two locations. The other major projects are in the latter half of the plan and will provide new Parks and Street buildings to ensure our employees remain as safe, efficient and effective as possible. The other small issues relate to transportation, where we hope to successfully qualify for grants as we have in the past.

Another major expenditure in the Proposed CIP is the Gross Reservoir expansion. This single project will ensure our water needs are met far into the future. Our cost is over $100 million of the total $267 million in proposed expenditures.

In order to deploy the “Area Command” policing strategy to greater connect our police officers with the community, we are proposing to build two police sub-stations in 2013 for a total of $8 million. This cost includes the acquisition of land, as needed. These substations will also help to alleviate the existing space constraints on this department.

Office of the City ManagerFacsimile: 720-898-7515 TDD: 720-898-7869

Phone: 720-898-7500

P.O. Box 8101 8101 Ralston Road Arvada, Colorado 80001-8101

Proposed Capital Improvement Plan 2013-2022Members of City CouncilJune 20, 2012Page 2

When reviewing the vast number of needs across all the departments, we began with three major priorities: • “TakingLastingCare”(TLC)ofourcurrentphysicalassets • “BuildingontheBase”–completinginvestmentswehavestarted • Buildingforthefuture

In the TLC category, we are recommending over $26 million in capital maintenance in this ten-year plan. Highlights include: • Allocationofresourcesforbridgemaintenance,gapsinsidewalkconnections,long-lifepavementmarkingsandsignandsignalreplacementsasthese

assets age. • Reinvestmentinparksfocusedinfourmajorareas:irrigationreplacement,playgroundrenovation,trailrenovationandtreereplacement. • ProvidesignificantcapitalmaintenanceforgolfcoursesandreplacingequipmentinourHospitalitydivision. • AttheArvadaCenter,therecommendationincludesaddressingthesafetyissuesatthefrontentryplazaandsecurityissues.

In the area of “Building on the Base” the following are some of the areas of focus: • IntransportationareaswewillbeplanningWest72ndandIndianaStreetImprovements,aswellasWardRoadExtension.Bikeandpedestrianconnec-

tions will be a long-term project. • TheParksDepartmentfocusesonsettingasideover$350,000annuallytomeetlong-termirrigationandparkingneeds.Alongwiththisproject,thereare

resourcesdedicatedtocompletingparksprojects.Themajorprojecthereisthededicationofanadditional$406,000totheEastCentralPark.Thiswillbe combined with the over $800,000 remaining to develop this park into a very active area for the community.

The Proposed CIP does recommend new investments for the future. Some of the identified needs include: • GarageparkingneedsformasstransportationuseandtoserveOldeTown • NewfacilitiesforPoliceandourstreet,parksandvehiclemaintenanceworkers • MasterplanningatLakeArbor

A discussion on the actual funding of some of these programs remains; however, in the mid-term of the ten-year CIP our capital debt will retire, making over $4 million available annually. We may be able to cash fund some of these projects and we will need to consider short-term borrowing to meet the pressing needs. Future conversations of “pay as you go” and equity when building major projects to be used by future generations will be needed.

Two new ideas in this Proposed CIP are an “Opportunity Fund” and a “Contingency Fund.” In the past, if we were able to secure matching grants, we had to “find” the money. We are now working to identify the true costs of projects and timing of the construction. When dollars are no longer needed, the resources should be identified for the Council and public to consider for reallocation to other high priority projects. Having stated that, we recognize that there are unknown grant opportunities. Often these are identified because an intergovernmental agency has dedicated money to another regional project that may not beabletoproceedforvariousreasons.At$500,000,theOpportunity‘Fund,’undertheCityManager’soversight,couldprovidethemoneytomatchgrants.Ifthe money is not used in any year, it simply is held. If it is proposed for allocation for a project as a matching grant, an action to appropriate the funds will be


presented for Council consideration in association with the acceptance of the grant.

TheContingency‘Fund’workssimilarly.Again,wearebudgetingprojectsunderknownconditions.Werealizethat,inanyproject,theremightbeadisclosureof something we did not know – an unknown gas line, possible historical implications, etc. In the past, the money has been “found.” Having a Contingency Fundwillputaside$75,000toaddressthesesituations,iftheyarise.TheCityManageradministersthis‘Fund,’andtheCouncilwillbenotifiedofexpendituresfrom this account. Legally, both of these are projects within the Capital Improvements Fund – and are actual distinct accounts.

Theamountsforbothofthesenewconcepts,$500,000and$75,000,werebasedonhistoricalaverages.Wedonotbelievethatthesewillbeannualrequestsalthough there will be some expenditure each year and “replacement” monies would bring the balances to these amounts in every biennial process.

As with any planning process we have two other major issues: Unfunded Priorities and Unfunded Projects.

Unfunded PrioritiesAs discussed earlier, the City has some significant opportunities in the next five to ten years. Outlined below are some of the projects we know we have to ad-dress. • Parkingchallenges.GoldLinewillbeoperationalwithinthetimeperiodofthisProposedCIP.Wewillneedtoaddressthevariousrelatedparkingchal-

lenges for the Gold Line and Olde Town. • GovernmentalSpaceneeds.BuildingsubstationsinoureastandwestpartsofourCityoffersaonceinagenerationopportunitytochangepolicingin

our community. However, it does not address the present and future public safety and municipal court space requirements. The overall public safety and municipal court needs today are inadequate. There are security issues associated with the municipal court and the communications among the dif-ferent elements of public safety is difficult due to space issues. This is a long-term need that will require planning to meet the needs before they become unmanageable. We have identified the Parks and Street Buildings as a major need in the later years of the Proposed CIP.

• InvestmentintheRalstonRoadUrbanRenewalArea.Inthelongterm,investmentinthisareawillbealong-termfinancialassettotheCity.Asanexample, the original AURA area now generates over $10 million annually in taxes for the City. However, it required some short-term city financial par-ticipation. This area will also need the same support. The City has a vested interest to ensure that the commercial areas are successful and that desired neighborhood amenities are included. This area of the City represents our core, linking two rail stations connecting to major recreational opportunities (Stenger-Lutz, Ralston Creek Park, as examples). We have to find a way to meet any unfunded priority in this area.

• MajorPublicSafetyRadioReplacement.Thisprojecthasbeendiscussedforoveradecade.Inpartnershipwithsomeofourpeers,weareworkingonalong-term plan to replace the complete infrastructure of public safety communications.

Unfunded ProjectsAsstatedearlier,thetotalamountoftherequestswasover$750million.Whilethismightseemabitdaunting,theCityhasnotcompletedacomprehensivelistof projects since 2008. This process begins a list of needs as a starting point of strategic discussions.


The list of Unfunded Projects is provided at the end of this CIP document. All the projects were considered and will remain on the list so Council can continue to address these items through a strategic planning process. Some of the identified major areas include: • Buildadditionalroads.CompletingWardRoadthroughourCity,finishing72ndAvenuefromKiplingtoIndiana,andimprovingIndianaStreetcom-

prisedover$150millionoftherequests.Totalunfundedtransportationprojectstotal$340million. • Parkshasatotalof$73millioninunfundedplans.ThelargestprojectsarethecompletionoftheGibbsWest,LongLakeandLakeArborparks. • TheArvadaCenterbuildinghasdualpurposes:hospitalityandarts.Combinedactivitieshaveatotalofover$10millionofunfundedinfrastructure

needs.

The City of Arvada has incredible assets and we are fortunate to have a dedicated resource for capital investment. Over the past six months, we have adopted a new ordinance that clearly articulates the importance of that capital maintenance and new capital improvements. We opened a nationally recognized Skate Park. We have improved Olde Wadsworth with a rebuilt road and improved sidewalks. Driving along Wadsworth, a major thoroughfare in our City, we can see the new sidewalks along the east side being constructed. The improvements to Ralston Creek to remove over 90 homes from the flood zone will save those residentsinsurancecostsandcreateanupdatedpark,constructanewindoorrecreationalfacilitytomeettheApexDistrict’sgrowingneedsandfacilitatelong-termdevelopmentofthecommercialarea.ThenewparkattheK-8schoolalongRalstonRoadisgoingtobeanincredibleassettotheCity,schoolandneigh-borhood. It will no longer be a brown field enclosed with an eight-foot chain link fence. These improvements, along with the day-to-day capital maintenance, are remarkable in these economic times. We are investing to ensure the long-term health of our community.

Thisten-yearProposedCapitalImprovementsPlanbuildsontheCity’slonghistoryofbalancingcareofourassetsaswebuildtomeettheneedsofourgrowingcommunity.

I look forward to future discussions on the projects in this initial plan. Your strategic planning processes, of course, will adjust some of the timing of the projects. I do believe this first effort identifies the future needs of this great city. Thank you for the opportunity to present this ten-year Proposed Capital Improvement Plan.

Respectfully submitted,

Mark G. DevenCity Manager

• Council reviews progress of past successes in first quarter of year.• Re-establishes priorities in context of new information, studies, surveys.

Developmentof

StrategicPlan

Develop ten-yearcapital maintenance

and new projectsto meet long-term

strategic needs

Buildand

Measure

Council adoptsboth the two-year

appropriationsand the ten-year

plans

• Analyze prior year expenditures.• Identify all possible sources of resources.• Develop prioritization methodology to meet Strategic Plan.• Analyze and select proposed projects for plan and for the

ten-year planning horizon.

• Departments begin various legal processes to begin the construction processes.• Quarterly reporting on all progress.

• Council reviews Proposed Plan.• Adopts two-year appropriations.• Prioritizes unfunded priorities and projects.• Adds operating costs into the operating budget.

OVERVIEWProcessThe following graphic outlines City of Arvada’s first ten-year Capital Improvement Plan process.

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In our first year of this new process, we met with each department and identified the progress of all projects. This process resulted in the recognition of a number of projects, allowing the identification of previously programmed monies of over $4.195 million. This included the $1.9 million available from the Grandview Grade Separation costs, which were far below the original budget. This provides the first monies we can allocate towards new capital needs. Each 2012 project (Continuing Projects) with funding decisions and available cash is provided on pages 13-16.

The second step was to design allocation methodology, recognizing that the needs always outpace the available resources. Through discussions with Council, surveys, and citizen guidance, the priorities for the 2013 – 2014 allocation process were identified as: • TakingLastingCare • BuildingourBase • InvestingfortheFuture

Departments then prepared their ten-year proposals. Discussions were then held with the City Manager on the highest priorities in each of these areas. This process results in the Proposed Capital Improvement Plan now presented to City Council.

Proposed Ten-Year PlanThe following table identifies the Sources and Uses by Program expenditure for the Ten-Year Plan.

SOURCES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL

§98‐101 $ 3,195,000 3,421,029 3,728,688 4,059,825 4,322,587 4,574,386 8,933,445 9,215,099 9,505,812 9,804,972 $60,760,843

Other City $ 50,432,373 8,835,862 8,141,332 9,505,694 14,058,999 17,030,475 24,510,799 24,136,270 11,941,827 8,170,865 $176,764,497

Restricted City $ 8,000,000 0 0 0 0 0 0 0 18,672 1,666,519 $9,685,191

External $ 1,325,000 87,550 90,177 92,882 95,668 6,998,538 101,494 104,539 107,675 110,906 $9,114,430

TBD $ 90,000 3,131,200 3,941,244 617,391 101,296 1,147,681 1,301,517 10,626,110 10,944,894 117,430 $32,018,762

Avail. Cash 4,195,537 $4,195,537

TOTAL SOURCES 67,237,910 15,475,641 15,901,440 14,275,792 18,578,550 29,751,080 34,847,256 44,082,019 32,518,880 19,870,691 $309,038,738

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL

General Admin 1,075,000 0 0 0 0 0 0 0 0 0 $1,075,000

Transporation 3,368,608 2,924,170 6,454,860 1,845,616 1,844,709 2,770,050 9,727,349 1,954,270 2,012,898 2,073,285 $35,491,026

Facilities 1,500,000 515,000 3,713,150 0 0 1,043,347 1,194,052 10,515,422 10,830,884 0 $29,311,855

Parks 2,990,020 453,200 546,364 2,131,568 821,621 597,026 614,937 633,385 2,516,039 2,338,477 $14,658,739

Golf 40,000 181,280 83,334 48,080 180,081 57,964 2,806,023 29,517 38,003 107,644 $3,571,926

Hospitality 135,000 139,050 371,315 109,273 112,551 150,706 155,227 159,884 164,680 169,621 $1,667,305

Arvada Center 678,500 51,500 79,568 519,045 0 0 0 0 0 0 $1,328,613

Public Safety 8,000,000 0 0 0 0 0 0 0 0 0 $8,000,000

Water 41,931,590 4,731,021 4,759,360 6,617,307 10,953,402 13,460,742 18,207,059 20,504,104 7,813,066 5,024,035 $134,001,687

Wastewater 1,999,283 2,059,261 2,227,129 2,293,943 2,362,762 2,433,644 2,446,951 2,520,360 2,595,970 2,673,850 $23,613,153

Stormwater 3,870,000 1,570,750 541,059 273,182 281,377 289,819 238,810 245,975 633,385 0 $14,396,357

TOTAL USES 65,588,001 12,625,232 18,776,138 13,838,015 16,556,503 20,803,297 35,390,409 36,562,915 26,604,926 12,386,910 $267,115,661

1,649,909 Preliminary Net ‐ 2013 Sources ‐ 2013 Uses; Uses include the $1,075,000 for PBB, Opportunity & Contingency

‐850,000 2013 Sources w/o 2013 Uses ‐ to account for funding for Stenger & 72nd & IN that'll be available in 2013 but not spent in 2013

2,320,628 Prior Sources to be Used in 2013 ‐ to account for funding that exists in 2012 still allocated for 72nd & IN, SWs, QZs, and East Area beyond 2012

$3,120,537 NET AVAILABLE CASH

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The table has the following highlights:

Sources• Totalrevenueneededoverthenextyearsis$309.03million.• Theassumptionsforthe“98-101”revenue–thatrevenuegeneratedfrom20percentoftheCity’sbase3percentsalestax–willtotal$60.7millionoverthe

next ten years.• OtherCitydollarsincludethefollowingsources: -RiskManagementmoneywillbeusedtomeetsecurityandsafetyneedsattheArvadaCenter;thisisapproximately$573,000. - Water, Wastewater and Stormwater rates will pay for the necessary capital projects in those Funds. - Golf and Hospitality revenue will meet all of the identified needs in their respective Funds.

• RestrictedCitymoniesarefromthePoliceTaxIncrementFundstobeusedtobuildtwoPolicesubstations.• ExternalDollarsareidentifiedgrantdollarsormoniesforanotherintergovernmentalagency.• TBDDollars:Thisis“ToBeDetermined.”Weknowsomeoftheprojectsareofacriticalnature;wehavesomeideasonhowtofundtheseneeds,butatthis

time do not have dedicated dollars for particular projects.

Uses• GeneralAdministration: Themajorprojects in this categoryare thePerformanceBasedBudgetingproject theOpportunity “Fund”andContingency“Fund.”

• Transportation:Theten-yeartotalforthiscategoryis$35.4million.Manyoftheprojectsareforcapitalmaintenanceprojects.Onehighlightisthecomple-tionoftheWest72ndAvenueandIndianaStreetintersectionimprovements,targetedforcompletionin2014.Thishasa$2.4millionunidentifiedfundingneed. We will be looking for grants to cover the construction costs.

• Facilities:Themostsignificantnear-termprojectinthiscategoryisidentificationofparkinggarages.Asmentionedearlier,fundinghasnotbeenidentifiedfortwofacilitiesthatwillservetheGoldLineandOldeTownatthistime.ThereisarecommendationtorenovatetheCulbertsonBuildingtoprovideforan adequate east side vehicle maintenance facility. Vehicle Maintenance and Replacement Funds will be used for this purpose. This would create space at the Parks and Street facility to allow time to plan for the replacement of those buildings in 2020 and 2021.

• Parks:TherearefourcategoriesofTakingLastingCare(TLC):irrigationsystems,playgroundrenovations,trailrenovations,andtreereplacements.Over$4 million is identified for these purposes in the ten-year plan. The Proposed CIP also recommends setting aside a total of $1.4 million over the ten-year plan from City sources and working with the Recreation District to improve the irrigation and parking situation at the Stenger-Lutz facility, which has over one million annual visitors.

• Golf:Atthistimealltherequestsareforcapitalmaintenanceneeds.Onemajorexpenditureisthereplacementoftheirrigationsystemin2019atWest-woods,foratotalof$2.8million.Thefundingmaybea“leasetoownprogram”aswedidattheLakeArborsitesomeyearsago.

• Hospitality:Again,alltherequestsareforthereplacementofthemajorcapitalrequirementstooperateaprogramthatrequiresupdatedfacilitiesinorderto ensure it remains competitive.

• ArvadaCenter:Themostpressingneedsareforsafetyandsecurity.TheRiskManagementFundwillbeusedtomeetlighting,plazarenovationsandup-dated camera security replacement in the next two years. Future needs include remodeling the front counter area.

• PublicSafety:Currently,theplanidentifiesonlytheconstructionoftwosubstations.• Water:Themajornewprojectis,ofcourse,theCity’sobligationtocompletetheGrossReservoirforacommitmentof$88million.ThereisoneprojecttoaccesswaterfromtheLeydenstoragearea.Otherthanthesetwo,allotherprojectsarecapitalmaintenancerelated.

• Wastewater:Theseprojectsareallcapitalmaintenancerelatedtoensurethatinfrastructureismaintainedinagreatconditionthatenablesthesystemtofunction safely, efficiently and effectively.

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• Stormwater:WiththeexceptionofcompletingtheGarrisonStreetBridgeproject,theremainderoftheprojectsthroughtheten-yearplanninghorizonalladdresses spot flooding areas, including improvements related to the Gold Line.

As you review the table with the sources and uses, you will note we have more sources than actual allocation. This is for a variety of reasons. In the short term, we will review this in the following section. In the long term, this is because the outstanding debt on our capital assets is retired by 2019, providing an additional $4millionforcapitalprojects.PleaseseetheDiscussionSectionattheendofthisOverviewforfutureissues.

Two-Year AppropriationsOnpages18-19isasummaryofthetwo-yearrecommendedappropriations.Thefollowingaresomeofthehighlightsfrombothyears.

2013In2013,thetotalappropriationrequestis$63.042million.Ofthistotal,$33millionistomakeourfirstpaymenttoDenverWaterfortheGrossReservoir.AlsoembeddedinthistotalisanappropriationtocompletetheGarrisonBridgeof$2.2million.

Ofthistotalexpenditurerequirement,thesalestaxrevenuededicationwillmeet$3.195millionoftherequests.Weareusingutilityratestopayfor$47.8mil-lionoftheassociatedmajormaintenanceandcapitalimprovementcosts.TheRiskManagementFundwillbeusedfor$573,000ofsecuritycostsattheArvadaCenter.DeveloperfeeswillberesponsibleforthecostsofcompletingparksinthewestpartoftheCity.TherenovationcostsoftheCulbertsonBuildingwillbethe obligation of the Vehicle Maintenance and Replacement Fund.

The entirety of the 2013 recommendations have dedicated and known sources to meet the costs of the projects.

The expenditures in 2013 focus on our three primary areas: TakingLastingCare,BuildingontheBase, and then, InvestingfortheFuture.

There are a significant number of TakingLastingCare projects. Examples include: bridge repair, replacement of traffic signals and signs, irrigation, playgrounds, trails, utility pipes and a host of small issues at the Arvada Center, Hospitality and golf course.

In the BuildingontheBase category, we have several exciting programs. First, we will continue working on the bike path master plan. However, in 2011 we purchased two large areas for parks in the South Central and East areas of our City. Next year, we recommend increasing the budget for the East Area Park to ensure it provides a very active environment for the neighborhood. The construction budget will be nearly $1.2 million dollars and the neighborhood engage-ment process will begin this fall.

InvestingfortheFuture projects include the major water project with Denver Water, a planning process for Lake Arbor, building new Police Substations and designingnewmajortransportationconnections,suchas72ndAvenueandIndiana.

2014The 2014 recommended appropriations have only one significant project where the funding is not secure. The City’s Public Works Department will be pursu-inga$2.4milliongranttopayfortheactualconstructionoftheWest72ndandIndianaStreetImprovements.Themoniesarededicatedforthedesignin2013.

TheCity’shistoryofgrantsforsafeschoolroutesisexpectedtocontinue.Thetotalassumptionis$92,700,andatthispoint,theCitywouldbeabletomeetthisneed, should that be necessary.

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Thetotalrequestin2014is$15.2million.Ofthattotal,$2.4millionistheonlyoutstandingissue.Thesalestaxdedicatedrevenueisexpectedtobe$3.145forcapital uses. We realize this is a conservative assumption. We also know we have some pressing projects that should be significantly under construction for the GoldLine,andthuswanttomakecertainweremainabletomeetunknownneedsinthisarea.Again,therateswillpayfor$8.36millionofmajormaintenanceand capital improvements to the City’s utilities.

Appropriated new expenditures in 2014 focus on TakingLastingCare projects.

• 72ndAvenueandIndianaimprovements• constructionontheGarrisonandRalstonareas• thenewWolffParkalongRalstonRoad• majorconstructiononallrailstops

New investment will be occurring with both inter-local monies and city monies. The City funds have been reserved over the years for these major new projects.

When putting together a CIP, one needs to balance not only the available monies, but also the capacity to accomplish the work. In 2013 and 2014 significant projects will be accomplished. Ensuring the work we do represents the quality construction that citizens deserve requires attention. We may have fewer projects in 2014 and 2015 as we focus on the priorities already identified.

Finally,oneofthemajorprojectsnotidentifiedhereisadditionalmoneyforstreetmaintenance.The2013/2014Budgetandten-yearGeneralFundplanwilldemonstratethatwebelievewecanadd$2millionannuallythrough2018fromouroperatingrevenuesforatotalofover$5millioninstreetcapitalmainte-nance.Ofcourse,thiswillbeannuallyreviewedwithbudgetprioritydiscussions.Overtime,wemayactuallychangethebudgettohavestreetcapitalmainte-nance in the capital plan. We continue to work on how to ensure transparency in our presentations and allocations.

9

Discussion of Priorities and Future Allocations

Oncealltheprojectsandresourceshavebeenidentifiedin2013,wehave$3.12millionunallocated.WearealsofortunateinthatwethoughtweweregoingtohavetopayforthecostsofchangingtheRTDstationtoconnecttotherailstation.DRCOGprovidedtheCitywithanadditional$2.2milliontocoverthatcost,again releasing dedicated monies in both 2014 and 2015 that can be allocated in these years.

The City of Arvada has the necessary resources to meet many of our basic needs. We realize that TakingLastingCare is our first priority. We are working on completing the investments in the west as growth continues. We are reinvesting in the community with the Gold Line opportunities. Nonetheless, we have several pressing needs – referred to as Unfunded Priorities – as well as a list of Unfunded Projects.

Many of the Unfunded Priorities, as well as the Unfunded Projects, will require us to have long-term strategic discussions at the final quarter of 2012 and early 2013. We have some incredible opportunities to partner with the Apex Recreational District, our public safety partners, Urban Renewal and others to meet some of these needs. The City also will have over $4 million in annual debt payments retired in 2019. This will provide an opportunity to discuss the policy challenge of“payasyougo”and“generationalequity”inmeetingfuturenewcapitalinvestment.

Unfunded Priorities

ParkingAsstatedpreviouslyherein,theCityhasmanyopportunitiesforparkingprojects.Currently,wehaveover8.2millionalreadyinreserveforavarietyofprojectsassociated with the Gold Line. Sales tax growth in the downtown area has increased by nearly 16 percent over last year. It is imperative that the area has parking so that people will continue to use this area as a social center and a revenue generator for the City.

The next opportunity is to develop parking for commuters, residents and shoppers. While we have approximately $4 million identified, we also know there may be additional needs in the Kipling area for which we do not have funding. Given this and the other funding opportunities and priorities, it may be necessary to discuss reallocation of funds from previously approved projects in order to meet the immediate need and then reallocate to those projects as we complete these priorities and have additional available funds in the second half of the ten year CIP.

Ralston Urban Renewal AreaWe may have a great opportunity to build on the improvements already started in this area. If the commercial sector is finally returning to health, there may be alargeretailerthatwillhelpstarttheredevelopmentofthearea.Thereareseveralchallenges.First,whiletheywillgenerateincome,itisthequestionof“payasyougo”orusingthatmoneytopaysomedebt.The“payasyougo”methodologywillnotgeneratesufficientfundsquicklyenoughtocompleteprojectstomeet identified community needs. A total investment of approximately $20 million has been identified. All of this will be repaid through sales tax growth in an area that is currently declining in retail sales. The question is timing. If the City would like to have significant changes more quickly in the area, we may need to consider investing in the short term.

City FacilitiesAs illustrated in the ten-year plan, the City needs to address the Parks and Street Maintenance facilities. They are not sustainable from an energy perspective, nor are they as safe, efficient or effective for staff. They are over fifty years old and were built for different purposes. The configuration makes it very difficult to keep it from freezing and causing employee risks in the winter.

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In addition, we also know that the Police Department has needed space for quite some time. We are currently reviewing long-term options to address their work needs. This analysis will build on the 2005 work and explore the positives and negatives of other locations, including the AURA area. We also know our Court facility requires modernization from a security standpoint. The current review will include the Court in the analysis. While we have no idea of the cost of such a facility, with property, it would not be surprising to be in the range of $25 million.

Public Safety CommunicationsTheCity,alongwithWestminster,operatesapoliceradiosystemonveryagedtechnology.Overtheyears,theCityhasbeenworkingincollaborationwiththeE-911Boardtodeterminetherequirementsofasystemandtheallocationoffunding.Ineverycase,theCity’sobligationwillbeneara$4millioncommitment.

Unfunded Projects In the back of this document is a section listing all projects identified by departments within our planning horizon. While we began with a ten-year view of the CIP, these projects certainly illustrate the vision of the community within the next 25 to 50 years. Few of these projects, if any, should be a surprise. The expensiveonesareassociatedwithcompletingourtransportationcorridors:completionofWardRoad,72ndAvenueasafour-lanethoroughfarefromKiplingto Indiana, improvements along Indiana, railroad crossing separations on major arterials, completion of the bike and pedestrian transportation system, new parks such as the Gibbs West area, and significant improvements to some of our current facilities like Long Lake Ranch.

Thetotalofallidentifiedprojectsis$427million–asignificantamountevenin50years.Nonetheless,wewillhaveopportunitiestomeetsomeoftheUnfundedPriorities and some of these Unfunded Projects with a long-term strategic plan guiding our allocation and prioritization.

SummaryThefollowingsectionsofthisdocumentprovideidentificationofallgeneraloutstandingprojects–“ContinuingProjects.”Wealsohaveasectiondescribingevery new project in summary and in detail. The Unfunded Projects are provided in the back of the document.

This is the City’s first effort at a documented ten-year Capital Improvement Plan. We welcome any ideas on what might make it easier to understand. Many documents across the country were reviewed prior to creating the document provided here.

The City of Arvada will be spending over $125 million in capital investments over the next three years, including the City’s investment in the Gold Line. The private sector actually accomplishes most of the capital work. This means the City is reinvesting into our economy the tax dollars received, providing jobs as well as a great community.

The next five years will change our community more than it has been changed since the late 1990’s. We have a plan to address capital maintenance, our first priority. We have a plan to complete the projects we have started in the west and throughout the city. The investments in related Gold Line projects will change the look and feel of our City. We see the seeds of all this today with the 350 multi-family housing development rising out of the ground at Kipling Ridge. We see new roads, more road maintenance, completion of sidewalks throughout our city, the purchase of property for future parks, a finished skate board park and investment in the Ralston Creek park and the new park along Ralston Road.

TheprojectsandplaninthisProposedCapitalImprovementPlancontinuesthislongandsolidtraditionof“ContinuingtoBuildaGreatCommunity.”

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CONTINUINGPROJECTS

The information shown on the following four pages lists all Capital Improvement Projects (CIP) that are currently active. During this CIP process, a detailed review of all CIP projects was performed. Staff determined the work and funding required to complete each project. In addition, the expected completion date for each project is also included. After reviewing all projects, staff determined that there was excess funding in some projects or that the original project was no longer necessary or feasible. The “available cash” column represents the excess funds that are now available for other CIP projects.

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Responsible 2012 2012 2012 Remaining Available Expected Department Project Name Beg. Balance Additions Transfers to be spent Cash CompletionAdministration Garrison Complex 5,115,167$ -$ -$ 5,115,167$ -$ Winter 2013

Olde Town Station Improvements 602,401$ 500,000$ -$ 1,102,401$ -$ 2015Wadsworth Corridor 9,297,881$ -$ -$ 9,297,881$ -$ TBDPlaza Enhancements -$ 900,000$ -$ 900,000$ -$ Summer 2013Kipling Street Enhancements -$ 364,996$ -$ 364,996$ -$ 2015Gold Line Parking Property -$ 750,000$ -$ 750,000$ -$ Winter 2012Section 16 -$ 300,000$ -$ 300,000$ -$ CompleteBuilding Permit System -$ 250,000$ -$ 250,000$ -$ 2012Visitability Fee -$ 66,300$ -$ 66,300$ -$ TBDCIP Projects 708,273$ -$ 345,000$ -$ 1,053,273$ NA

Transportation W. 64th Ave Improve Phase II 1,249,696$ -$ -$ 274,696$ 975,000$ 2012Carr Street Improvements 180,989$ -$ 15,000$ 195,989$ -$ 2012Kipling St Bridge Replacement 2,824$ -$ -$ 2,824$ -$ 2012W. 77th/Wads Right Lane 26,468$ -$ -$ 26,468$ -$ CompleteW.72nd/Indiana Intersection 554,801$ 150,000$ -$ 704,801$ -$ 2015Missing Sidewalks 116,003$ 26,523$ 108,000$ 250,526$ -$ 2013Guardrails-Revolving 50,923$ 33,000$ -$ 83,923$ -$ 2012ADA Ramps-Revolving 101,427$ 89,116$ -$ 190,543$ -$ 2012Irr.Ditch Reloc. Gold Line 600,000$ 200,000$ (200,000)$ 600,000$ -$ 2013W.72nd Spot Widening 335,000$ (335,000)$ -$ -$ NAArvada Center Sidewalk 10,000$ (10,000)$ -$ -$ NAW.86th Pkwy Bike Ln/Queen-88th 51,463$ 2,039$ -$ 8,502$ 45,000$ 2012Sheridan Bridge Replcmt. 845,000$ -$ -$ 845,000$ -$ 2013W 72nd Ave/Wads Landscaping 23,962$ 100,000$ -$ 123,962$ -$ Fall 2014Arvada Center Drive Relocation 75,000$ 25,000$ -$ 100,000$ -$ Fall 2014Ridge Road Bike/Ped TIP 999,454$ -$ -$ 999,454$ -$ Fall 2014Ralston Rd/Olde Wads NE RT 90,000$ -$ -$ 90,000$ -$ 2012W. 64th/McIntyre Dbl LT 46,198$ -$ -$ 3,756$ 42,442$ CompleteW. 74th Bike/Ped Canal Bridge 360,000$ -$ -$ 360,000$ -$ 2012W. 56th Ave. Extension Design 108,636$ -$ -$ 108,636$ -$ 2012Sidewalks (South of BNRR) -$ 250,000$ -$ 250,000$ -$ 2012Arterial Fencing -$ 475,000$ -$ 475,000$ -$ TBDCollector Streets Improvmt.Rev 52,252$ 60,158$ (15,000)$ -$ 97,410$ 2012W.74th Ave. On St. Bike Ln. (15,000)$ 15,000$ -$ -$ -$ 2012Olde Wads Reconstruction 940,574$ -$ -$ 940,574$ -$ CompleteArterial St. Design & Con.-Rev 276,579$ 181,090$ (413,000)$ -$ 44,669$ 2012

CONTINUING CAPITAL IMPROVEMENT PROJECTS

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Responsible 2012 2012 2012 Remaining Available Expected Department Project Name Beg. Balance Additions Transfers to be spent Cash Completion


Transportation cont. City Share Arterial Sts.-Rev. 223,000$ 106,090$ (315,109)$ 0$ 13,981$ 2012W. 56th Ave. Ext. - Const. -$ 2,000,000$ -$ 2,000,000$ -$ Fall 2014Wads 68th-76th (FASTER) -$ -$ 230,000$ 230,000$ -$ Fall 201464th & Sheridan Int. (FASTER) -$ -$ 430,000$ 430,000$ -$ Spring 2015Bridge Repairs -$ 275,000$ 275,000$ -$ 2013Kipling Underpass/Van Bibber 2,000,000$ -$ -$ 2,000,000$ -$ Fall 2014W. 72nd/UPRR Crossing EA 350,000$ -$ -$ 350,000$ -$ Winter 2013Gold Line Light Rail 77,755$ -$ -$ 77,755$ -$ 2012Wadsworth Bypass Design/Constr 1,901,444$ -$ -$ -$ 1,901,444$ NAAdams Co. Transportation Tax 241,867$ 9,938$ -$ 251,805$ -$ 2012WW's McIntyre Sig. Lights-2 18,087$ -$ -$ 18,087$ -$ 2012Kipling Trail (TIP) 89,496$ -$ -$ 89,496$ -$ 2012Long Life Pavement Markings 33,786$ 42,436$ -$ 76,222$ -$ 2012Video Detection Program 25,391$ 21,218$ -$ 46,609$ -$ 2012Traffic Calming -$ 250,000$ -$ 250,000$ -$ Winter 2013Ralston Road Corridor Study (373)$ 300,000$ -$ 299,627$ -$ Winter 2013Wadsworth Trail (TIP) 1,178,479$ -$ -$ 1,178,479$ -$ 2012W72nd Bike Ln/Kipling to Simms 84,402$ -$ -$ 84,402$ -$ 2012Traffic Signals 237,244$ 106,090$ (341,600)$ 1,734$ -$ 2012ATMS -$ -$ 22,000$ 22,000$ -$ 2012School Flashers 27,247$ -$ -$ 27,247$ -$ 2012W. 64th/Oak Signal Replacement 135,000$ -$ -$ 135,000$ -$ Fall 20132012 Traffic Signal Upgrades -$ 20,000$ 49,600$ 69,600$ -$ 201264th/Miller Signal Replacement -$ -$ 135,000$ 135,000$ -$ 2012Intersection Safety Improvements 61,846$ 53,045$ (114,891)$ (0)$ -$ 2012Ralston Garrison Haz Elim grant 320,000$ -$ -$ 320,000$ -$ 2012Alkire 74th-80th SRTS (Grant) 143,500$ -$ 44,000$ 187,500$ -$ 2012RR X-ing Warning Quiet Zones 337,646$ 350,000$ -$ 687,646$ -$ 2012UPRR Quiet Zones Auto Signals 560,000$ -$ -$ 560,000$ -$ Winter 2013Safe Routes Program 60,600$ 21,218$ (44,000)$ 15,500$ 22,318$ 2012Bike/Ped. Program 58,500$ -$ -$ 58,500$ -$ 201280th & Alkire Signal -$ 135,000$ 135,000$ -$ 2012

Parks Leyden Lake Bridge 94,850$ -$ -$ 94,850$ -$ 201286th & Kipling Trailhead 97,398$ -$ -$ 97,398$ -$ 2012Trail Signs 127,530$ -$ -$ 127,530$ -$ Winter 2013Indiana Equestrian/Croke Br 244,676$ -$ -$ 244,676$ -$ 2012

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Parks cont. 80th Avenue Medians 607,773$ 500,000$ -$ 1,107,773$ -$ 2012Welton Reservoir 60,000$ -$ -$ 60,000$ -$ TBDArvada Skate Park 224,069$ -$ -$ 224,069$ -$ 2012Saddlebrook Park 287,103$ -$ -$ 287,103$ -$ 2012Tennis Ct. Renovations 58,106$ -$ -$ 58,106$ -$ 2013Gold Strike Pk. 282,124$ -$ -$ 282,124$ -$ TBDSpring Mesa 459,147$ -$ -$ 459,147$ -$ 2012Adams Co. Open Space Sales Tax 120,186$ -$ -$ 120,186$ -$ TBDSunrise Ridge Phase II 270,726$ -$ -$ 270,726$ -$ 2012Park Signs Project 1,379$ -$ -$ 1,379$ -$ 2012East Area Park 875,220$ -$ -$ 875,220$ -$ Winter 2013South Central Park 522,279$ 850,000$ -$ 1,372,279$ -$ Winter 2013Irrigation Systems 25,478$ 151,875$ -$ 177,353$ -$ TBDParks Water Tap Fees 59,716$ 56,293$ (23,946)$ 92,063$ -$ TBDBroad Lake Park I 63,171$ -$ -$ 63,171$ -$ 2013West Woods Park Playground 44,529$ -$ -$ 44,529$ -$ 2012Four Acre Lake Park 247,966$ -$ -$ 247,966$ -$ 2012Majestic View Park Playground 161,899$ -$ -$ 161,899$ -$ 2012Forest Springs Park 399,622$ 746,770$ -$ 1,146,392$ -$ Summer 2013Davis Lane Park Playground 163,151$ -$ -$ 163,151$ -$ 2012Oak Park Irrigation 23,220$ 278,630$ -$ 301,850$ -$ 2012Ralston Creek Trail @ Tennis Ctr 1,101$ 100,000$ -$ 101,101$ -$ 2012Thundercloud Park 231,494$ -$ -$ 231,494$ -$ 2012Hills at Standley Lake Park 244,649$ 173,000$ -$ 417,649$ -$ 2012Restrooms @ Chase Dr (4,100)$ 9,546$ -$ 5,446$ -$ 20122011 Motorola 65,000$ -$ -$ 65,000$ -$ 2012Park Development Fees 661,699$ -$ 661,699$ -$ TBDH2O Taps for Dev-Const Parks -$ 23,946$ 23,946$ -$ 2012Long Lake Restrooms -$ 711,000$ -$ 711,000$ -$ Summer 2013Parks Capital Maintenance 232,640$ -$ 232,640$ -$ TBDClub Crest Playground 179,232$ -$ -$ 179,232$ -$ 2012Sunrise Pk Playground 215,234$ -$ -$ 215,234$ -$ 2012Columbine Pk Playground & Irr 347,517$ 1,400$ -$ 348,917$ -$ 2012Michael Northey Park Playgrd 177,016$ -$ -$ 177,016$ -$ 2012Vol Firefighters Park 596,331$ -$ -$ 596,331$ -$ 2012Wolff Park 1,169,340$ -$ -$ 1,169,340$ -$ 2012

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Parks cont. Bridgeside PG & Trails -$ 275,000$ -$ 275,000$ -$ Summer 2013Club Crest Trls & Trl Bridges -$ 175,000$ -$ 175,000$ -$ Summer 2013Harry S. Truman Trails -$ 120,000$ -$ 120,000$ -$ 2012Homestead PG & Trails -$ 225,000$ -$ 225,000$ -$ Winter 2013Ladybug Park PG -$ 175,000$ -$ 175,000$ -$ 2012Lake Arbor Pkwy Irrigation -$ 110,000$ -$ 110,000$ -$ 2012Lew Walsh PG & Irrigation -$ 275,000$ -$ 275,000$ -$ Winter 2013Leyden Creek PG & Irrigation -$ 350,000$ -$ 350,000$ -$ 2012Yankee Doodle Park PG -$ 175,000$ -$ 175,000$ -$ 2012

Arvada Center A/C Capital Maintenance 118,606$ 50,000$ -$ 168,606$ -$ 2012Public Art Project 141,275$ 50,000$ -$ 191,275$ -$ 2012Arvada Center Monument Sign 18,300$ -$ -$ 18,300$ -$ CompleteAC Maintenance Public Art 10,000$ 10,000$ -$ 20,000$ -$ TBDLighting Boards & BB Intercom 18,271$ -$ -$ 18,271$ -$ 2012Arvada Center Seats -$ 200,000$ -$ 200,000$ -$ 2012

Capital Improvement Projects 40,915,810$ 13,786,770$ -$ 50,507,043$ 4,195,537$Reserved for 2012 one time CIP 2,191,500$Reserve (8% of 2011 expenditures) 1,128,373$Total 2011 CIP Balance 44,235,683$

New projects:Performance Based Budgeting (500,000)$Opportunity Fund (500,000)$Contingency Fund (75,000)$Available to Spend 3,120,537$

17

2013-2014PLAN

SUMMARY

19

§98‐101 Other City Other/TBD 2013 Total §98‐101 Other City Other/TBD 2014 TotalGENERAL ADMINISTRATIONPerformance Based Budgeting ‐ 500,000 ‐ 500,000 Opportunity Fund ‐ 500,000 ‐ 500,000 ‐ ‐ ‐ ‐ Contingency Fund ‐ 75,000 ‐ 75,000 ‐ ‐ ‐ ‐ TRANSPORTATIONBridge Maintenance ‐ 125,000 ‐ 125,000 ‐ ‐ ‐ ‐ Collector Street Improvements 50,000 ‐ ‐ 50,000 51,500 ‐ ‐ 51,500 ADA Ramps 50,000 ‐ ‐ 50,000 51,500 ‐ ‐ 51,500 Adams County Transportation Projects ‐ ‐ 60,000 60,000 ‐ ‐ 61,800 61,800 W. 72nd Ave. and Indiana St. Intersection Improvements 100,000 ‐ ‐ 100,000 515,000 ‐ 2,472,000 2,987,000 Ward Road Extension ‐ W. 72nd Ave to W. 80th Ave. Preliminary Design 50,000 ‐ ‐ 50,000 ‐ ‐ ‐ ‐ Safe Routes to School Program 20,000 ‐ 90,000 110,000 20,600 ‐ 92,700 113,300 Bike/Ped Program 50,000 ‐ ‐ 50,000 51,500 ‐ ‐ 51,500 Missing Sidewalk Program ‐ 108,000 ‐ 108,000 ‐ ‐ ‐ ‐ Union Pacific RR Quiet Zones 350,000 ‐ ‐ 350,000 360,500 ‐ ‐ 360,500 Intersection Safety Improvements 75,000 ‐ ‐ 75,000 77,250 ‐ ‐ 77,250 New Traffic Signal Construction 275,000 ‐ ‐ 275,000 283,250 ‐ ‐ 283,250 Long Life Pavement Markings Program 80,000 ‐ ‐ 80,000 82,400 ‐ ‐ 82,400 Video Detection Program 20,000 ‐ ‐ 20,000 20,600 ‐ ‐ 20,600 Sign Replacement; MUTCD Mandates 50,000 ‐ ‐ 50,000 51,500 ‐ ‐ 51,500 ATMS Completion and Upgrades 50,000 ‐ ‐ 50,000 51,500 ‐ ‐ 51,500 Signal Replacement 780,000 ‐ ‐ 780,000 803,400 ‐ ‐ 803,400 UPS at Major Intersections 39,000 ‐ ‐ 39,000 40,170 ‐ ‐ 40,170 FACILITIESFleet Maintenance Relocation to Culbertson Building ‐ 1,500,000 ‐ 1,500,000 ‐ ‐ ‐ ‐ PARKSIrrigation System Renovation ‐ 150,000 ‐ 150,000 ‐ 154,500 ‐ 154,500 Playground Renovation 200,000 ‐ ‐ 200,000 206,000 ‐ ‐ 206,000 Trail Renovation 50,000 ‐ ‐ 50,000 51,500 ‐ ‐ 51,500 Candelas Mini‐Park #1 ‐ ‐ 300,000 300,000 ‐ ‐ ‐ ‐ Candelas Neighborhood Park #2 ‐ ‐ 940,000 940,000 ‐ ‐ ‐ ‐ Stenger Sports Complex 350,000 ‐ ‐ 350,000 360,500 ‐ 51,500 412,000 Tree Replacement Program 15,000 ‐ ‐ 15,000 15,450 ‐ ‐ 15,450 East Area Neighborhood Park 406,000 ‐ ‐ 406,000 ‐ ‐ ‐ ‐ Adams County Open Space Projects ‐ ‐ 25,000 25,000 ‐ ‐ 25,750 25,750 Lake Arbor Master Plan 30,000 ‐ ‐ 30,000 ‐ ‐ ‐ ‐ GOLFWest Woods Golf Club Golf Shop and Rest Rooms Remodel ‐ 40,000 ‐ 40,000 ‐ ‐ ‐ ‐ West Woods Restaurant Remodel, Offices and Storage ‐ ‐ ‐ ‐ ‐ 181,280 ‐ 181,280

PG&H ‐ GOLF

2014

PW ‐ STREETS

PW ‐ FACILITIES

PG&H ‐ PARKS

PG&H ‐ GOLF

2013

PW ‐ STREETS

PW ‐ FACILITIES

PG&H ‐ PARKS

GENERAL ADMINISTRATION GENERAL ADMINISTRATION

20

§98‐101 Other City Other/TBD 2013 Total §98‐101 Other City Other/TBD 2014 Total

20142013

HOSPITALITYHospitality Taking Lasting Care Kitchen ‐ 65,000 ‐ 65,000 ‐ 27,810 ‐ 27,810 TLC Banquet Equipment ‐ 70,000 ‐ 70,000 ‐ 111,240 ‐ 111,240 ARVADA CENTERArvada Center Capital Maintenance 55,000 ‐ ‐ 55,000 ‐ ‐ ‐ ‐ Arvada Center Safety and Security Video Equipment (RM) ‐ 123,000 ‐ 123,000 ‐ ‐ ‐ ‐ Arvada Center Exterior Lighting Improvements (RM) ‐ 225,000 ‐ 225,000 ‐ ‐ ‐ ‐ Arvada Center Outside Front Entry Plaza (RM) ‐ 225,500 ‐ 225,500 ‐ ‐ ‐ ‐ Public Art 50,000 ‐ ‐ 50,000 51,500 ‐ ‐ 51,500 PUBLIC SAFETYTwo Police Substations ‐ ‐ 8,000,000 8,000,000 ‐ ‐ ‐ ‐ WATERDenver Water Moffat Project Participation ‐ 37,331,086 ‐ 37,331,086 ‐ 250,000 ‐ 250,000 Water Main Replacement ‐ 3,850,504 ‐ 3,850,504 ‐ 3,966,021 ‐ 3,966,021 Water Treatment Plant Improvements ‐ 500,000 ‐ 500,000 ‐ ‐ ‐ ‐ Cathodic Protection ‐ ‐ ‐ ‐ ‐ 257,500 ‐ 257,500 Leyden Storage Project ‐ 250,000 ‐ 250,000 ‐ 257,500 ‐ 257,500 WASTE WATERSewer Main Replacement ‐ 1,849,283 ‐ 1,849,283 ‐ 1,904,761 ‐ 1,904,761 North System Oversizing ‐ 100,000 ‐ 100,000 ‐ 103,000 ‐ 103,000 Access Improvements ‐ 50,000 ‐ 50,000 ‐ 51,500 ‐ 51,500 STORMWATERGarrison Bridge Replacement ‐ 2,200,000 ‐ 2,200,000 ‐ ‐ ‐ ‐ Gold Line Improvements / Estes Street Outfall ‐ 620,000 ‐ 620,000 ‐ ‐ ‐ ‐ Quaker Street Storm Sewer ‐ 350,000 ‐ 350,000 ‐ ‐ ‐ ‐ Yarrow Street Overflow ‐ ‐ ‐ ‐ ‐ 206,000 ‐ 206,000 Allison St Outfall ‐ Phase I ‐ ‐ ‐ ‐ ‐ 1,364,750 ‐ 1,364,750 Little Dry Creek Bank Stabilization ‐ 700,000 ‐ 700,000 ‐ ‐ ‐ ‐

CAPITAL PROJECT FUNDING ALL DEPARTMENTS AND DIVISIONS 3,195,000 51,507,373 9,415,000 64,117,373 0 3,145,620 8,835,862 3,218,750 15,200,232

Net Projected §98‐101 per 6‐8‐12 Ten Year General Fund Model 3,183,558 3,421,029Total §98‐101 Funding of Approved Projects 3,195,000 3,145,620

Total §98‐101 Funding of Approved Projects as % of Net Projected §98‐101 100.36% 91.95%

§98‐101 Remaining After Funding Approved Projects ‐$11,442 $275,409

UTILITIES ‐ WASTEWATER UTILITIES ‐ WASTEWATER

UTILITIES ‐ STORMWATER UTILITIES ‐ STORMWATER

UTILITIES ‐ WATER UTILITIES ‐ WATER

ARVADA CENTER

PUBLIC SAFETY PUBLIC SAFETY

PG&H ‐ HOSPITALITY

ARVADA CENTER

PG&H ‐ HOSPITALITY

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GENERAL ADMINISTRATION

PERFORMANCE-BASED BUDGETING: $500,000

In 2011, the City Council blessed an effort to integrate the City into a Performance-Based Budgeting system. For these efforts, the planned allocation totals $500,000.

GENERAL CAPITAL PROJECT ADMINISTRATION

As part of the Citizens’ Capital Improvement Planning Committee (CCIPC) recommendations made in 2008, a series of revolving project accounts were set up to re-ceive annual appropriations. The revolving project accounts were designed to address, among other things, opportunities as they would arise and costly, unforeseen project complications as they arose. However, due to the sporadic nature of grant opportunities and the rare but occasional need to cover substantial contingencies, revolving project accounts set up to provide such resources began accumulating funding a levels greater than were necessary to provide the resources. Therefore, staff is recommending that two new financial facilities for capital projects - the Opportunity Fund and the Contingency Fund - be established.

OPPORTUNITY FUND: $500,000For various capital projects, the City periodically finds itself with collaborative funding opportunities from various sources, including the Denver Regional Council of Governments (DRCOG) and the Colorado Department of Transportation (CDOT). Recent examples include DRCOG grants representing 80% of the construction costs for a new pedestrian underpass along the Van Bibber Trail at Kipling Street and various TOD-related improvements on Ridge Road to help accommodate the Arvada Ridge Gold Line Station. Additionally, two CDOT grants providing 80% of the construction costs for projects on both Wadsworth Boulevard and Sheridan Boulevard funded with state FASTER program revenues were approved this year. While the vast majority of costs for such major projects are covered by external sources, the City still must provide substantial financial resources as part of the awarding of the grants, often in the six-figure range per project. The Opportunity Fund will ensure that resources necessary for such matches are readily available and that staff can move quickly to meet the commitments. However, in order to avoid the over-accumulation of capital dollars over time, additional funding will not be added unless and until the funding is tapped at the discretion of the City Manager for a capital opportunity. In other words, the $500,000 funding level is a ceiling.

CONTINGENCY FUND: $75,000While careful planning is a cornerstone of all City operations, the nature of capital projects lends itself to unforeseen difficulties during project work. Often-encoun-tered issues with unidentified utilities infrastructure, including abandoned lines, complicate operations and lead to additional and substantial incurred costs that even the most diligent of planning cannot address. Therefore, the Contingency Fund will operate as a source of appropriated funds to guarantee readily-available finan-cial resources to promptly alleviate problems as they arise. Like the Opportunity Fund, the Contingency Fund is designed to maintain a reasonable level of funding without unnecessarily accumulating funding over time. Unless and until the Contingency Fund is tapped for support (again, at the discretion of the City Manager), it would only be replenished at a level no higher than $75,000.

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TRANSPORTATIONTen-Year Summary

Its primary responsibilities being for both maintenance of and improvements to the City’s transportation infrastructure, Public Works sees to the prioritiza-tions for and uses of Arvada capital improvement and major capital maintenance resources. In recent years and as reflected in the Capital Improvement Plan, its focus has been and shall continue to be the maintenance and care of hundreds of existing lane miles of roads, traffic signal system, and various routes for cyclists and pedestrians. However, as a new wave of development marches on, particularly in the northwest of the City, Public Works is highly mindful of the fast approaching needs for additional improvements to accommodate a growing citizenry spread over ever expanding areas. Moreover, the pending arrival of the Gold Line has commanded considerable attention as transportation infrastructure in the oldest parts of Arvada are preparing to fundamentally transform how both Arvada residents and visitors make their way to and through the City.

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 2,039,000 2,460,670 1,632,725 1,681,707 1,675,883 3,526,159 1,718,241 1,769,788 1,822,882 1,877,569 $20,204,624 Other City $ 3,961,820 233,000 0 0 0 0 0 0 0 0 0 $4,194,820 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 60,000 61,800 63,654 65,564 67,531 6,969,556 71,643 73,792 76,006 78,286 $7,587,833 TBD $ 90,000 2,564,700 95,481 98,345 101,296 104,335 107,465 110,689 114,009 117,430 $3,503,749

Total $ 3,961,820 2,422,000 5,087,170 1,791,860 1,845,616 1,844,709 10,600,050 1,897,349 1,954,270 2,012,898 2,073,285 $35,491,026

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 304,081 257,500 266,300 0 0 0 0 0 0 0 $827,881 Design Costs 223,053 644,265 42,966 44,255 45,583 916,951 48,359 49,810 51,304 52,843 $2,119,390 Const. Costs 2,841,474 2,022,405 6,145,594 1,801,360 1,799,126 1,853,100 9,678,990 1,904,460 1,961,593 2,020,441 $32,028,543 Total Proj Costs 515,212 3,368,608 2,924,170 6,454,860 1,845,616 1,844,709 2,770,050 9,727,349 1,954,270 2,012,898 2,073,285 $35,491,026

O&M Costs 65,000 77,765 101,316 104,355 120,992 110,711 114,032 117,453 120,977 140,263 $1,072,864

TOTAL PROJECT COST: $35,491,026

25

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 150,000 125,000 0 0 0 0 0 0 0 0 0 $275,000 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 150,000 125,000 0 0 0 0 0 0 0 0 0 $275,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 12,500 0 0 0 0 0 0 0 0 0 $12,500 Const. Costs 112,500 0 0 0 0 0 0 0 0 0 $112,500 Total Proj Costs 150,000 125,000 0 0 0 0 0 0 0 0 0 $275,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

9No

OTHER RELEVANT PROJECT INFORMATION:

The aging infrastructure is a reality and only through maintenance can the bridge assets be preserved.

CONTINGENCIES: N/A

PROJECT DESCRIPTION: The project provides a designated source of funds to maintain the city's 67 bridges worth $62,000,000. The bridges are inspected every two years and the deficiencies and maintenance needs are identified. The 2011 inspection noted maintenance needs totaling $1,475,000. This project will help to remedy these needs. Examples of the identified needs are repairing spalled concrete and replacing aged wing wall gaskets.

NEEDS INTENDED TO FILL: Currently, there is no designated fund and maintenance needs compete against all the other worthy street projects. Maintenance work is currently done on an emergency basis only.

EXPLANATION OF NON §98‐101 SOURCES (if any):

The additional $125,000 to be spent in 2013 will be supplied with residual prior capital funding.

TOTAL PROJECT COST: $275,000 VERACITY OF COST ESTIMATE:LAND/ROW ACQUISITION?: No LEGAL OBLIGATION TO COMPLETE?:

PROJECT NAME: Bridge MaintenancePROJECT LOCATION: Multiple Sites Throughout the City

DEPARTMENT/DIVISION: PW/Engineering

27

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 2,500 2,575 2,652 2,732 2,814 2,898 2,985 3,075 3,167 3,262 $28,660 Const. Costs 47,500 48,925 50,393 51,905 53,462 55,066 56,717 58,419 60,172 61,977 $544,534 Total Proj Costs 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

9No

PROJECT NAME: Collector Street ImprovementsPROJECT LOCATION: Varied Sites Throughout the City


TOTAL PROJECT COST: $573,194 VERACITY OF COST ESTIMATE:LAND/ROW ACQUISITION?: Maybe LEGAL OBLIGATION TO COMPLETE?:

PROJECT DESCRIPTION: This project completes isolated improvements along collector streets such as turn lanes, curb gutter sidewalk, etc. It may also supply the City's match for outside funding on minor projects, fund preliminary engineering studies and design needed to apply for outside grants, and can eliminate‐reduce the funding gap between a budgeted project and actual costs.

NEEDS INTENDED TO FILL: This project completes minor projects along collector streets to bring them into compliance with the city's collector street standards and to improve safety and capacity. The selected projects are usually too small for their own earmarked budget item.


None


This project also completes minor projects to bring collector streets up to current standards and to improve safety and capacity.

CONTINGENCIES: This funding will be utilized as needs are identified.

29


Total $ 0 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194 Total Proj Costs 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

9Yes

PROJECT NAME: ADA RampsPROJECT LOCATION: Varied Sites Throughout the City



PROJECT DESCRIPTION: The project funds the Federal mandate to replace non‐compliant and or install new sidewalk handicaps ramps on streets with significant construction. It also installs ramps along heavily used pedestrian corridors. Ramps are installed in neighborhoods where there are ADA Ramp deficiencies and known physically impaired individuals reside.

NEEDS INTENDED TO FILL: These expenditures fulfill Federal mandate and reduce physical barriers to physically impaired individuals. The project also installs ramps in areas of high pedestrian traffic and in neighborhoods where there are ADA ramp deficiencies and known physically impaired residents live.


None


Each year, the ADA ramp installations are bid with the Streets Division’s Concrete Replacement contract.

CONTINGENCIES: Particular project timing and locations are subject to change based on need and constantly reevaluated prioritizations.

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CITY OF ARVADA

LEYDEN ROAD (W. 82ND AVE)ST-08

The maps provided are graphical representations intended for general informational purposes only, andmay not reflect the most current information or conditions. THE CITY OF ARVADA MAKES NOWARRANTY OF MECHANTABILITY OR WARRANTY FOR FITNESS OF USE FOR A PARTICULARPURPOSE, EXPRESSED OR IMPLIED, WITH RESPECT TO THESE GRAPHICALREPRESENTATIONS OR THE UNDERLYING DATA. Any users of these graphical representations ormap products accepts same AS IS, WITH ALL FAULTS, and assumes all responsibility for the usethereof, and further covenants to hold the City harmless from and against all damage, loss, or liabilityarising from the use of this map product, in consideration of the City's having made this informationavailable.

LEGEND

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Arvada City LimitsDATE: 5/7/2012

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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 1,800,000 0 0 0 0 $1,800,000 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 6,900,000 0 0 0 0 $6,900,000 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 0 8,700,000 0 0 0 0 $8,700,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 870,000 0 0 0 0 $870,000 Const. Costs 0 0 0 0 0 0 7,830,000 0 0 0 $7,830,000 Total Proj Costs 0 0 0 0 0 870,000 7,830,000 0 0 0 $8,700,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

6Yes

PROJECT NAME: Leyden Road ImprovementsPROJECT LOCATION: Leyden Road ‐ Indiana Street to CSH 93


TOTAL PROJECT COST: $8,700,000 VERACITY OF COST ESTIMATE:LAND/ROW ACQUISITION?: Yes LEGAL OBLIGATION TO COMPLETE?:

PROJECT DESCRIPTION: Development of the Leyden Rock and Leyden Ranch Subdivisions will require improvements ($8.7 million) to Leyden Road to safely accommodate the increased traffic and bring the road in to compliance with the City's major collector street standard.

NEEDS INTENDED TO FILL: The City is responsible by development and annexation agreements to make road improvements to Leyden Road.


Developers will at pre‐determined milestones will do some construction totaling $2.5 million plus contribute $4.4 million in impact fees to the City. The City is responsible to complete the required improvements not installed by the developers and pay for any fund shortage currently estimated at $1.8 million.


None

CONTINGENCIES: Timing of the construction is dependent on the rate of development.

33

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 60,000 61,800 63,654 65,564 67,531 69,556 71,643 73,792 76,006 78,286 $687,833 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 60,000 61,800 63,654 65,564 67,531 69,556 71,643 73,792 76,006 78,286 $687,833


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

7Yes

PROJECT NAME: Adams County Transportation ProjectsPROJECT LOCATION: Varied Sites in Adams County

DEPARTMENT/DIVISION: Pw/Engineering

TOTAL PROJECT COST: $687,833 VERACITY OF COST ESTIMATE:LAND/ROW ACQUISITION?: Yes LEGAL OBLIGATION TO COMPLETE?:

PROJECT DESCRIPTION: Each year the City receives about $60,000 in a Transportation Tax from Adams County that can only be used in Adams County for Transportation related projects. The funds are captured in a holding account. The monies are used to complete missing sidewalks, upgrade street sections not meeting current city standards, and for the city match on jointly funded projects.

NEEDS INTENDED TO FILL: Examples: complete missing sidewalks or upgrade them to current standards, upgrade street sections not meeting current city standards, and fund City matches on joint projects.


Each year the City receives about $60,000 in its share of a transportation sales tax from ADCO that can only be used in ADCO for transportation purposes.


In the past, the funding was used to pay for significant projects such as the City's portion to place sidewalks along Sheridan Blvd, in conjunction with CDOT's bridge placement over the BN‐UP‐Gold Line Railroads, and minor projects like pedestrian improvements along a school route to Tennyson Knolls Elementary School.

CONTINGENCIES: This funding will be utilized as eligible needs are identified.

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CITY OF ARVADA

W. 72ND AVE & INDIANA ST.INTERSECTION IMPROVEMENTS : ST-19


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 100,000 515,000 0 0 0 0 0 0 0 0 $615,000 Other City $ 704,081 0 0 0 0 0 0 0 0 0 0 $704,081 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 2,472,000 0 0 0 0 0 0 0 0 $2,472,000

Total $ 704,081 100,000 2,987,000 0 0 0 0 0 0 0 0 $3,791,081

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 304,081 257,500 266,300 0 0 0 0 0 0 0 $827,881 Design Costs 0 566,500 0 0 0 0 0 0 0 0 $566,500 Const. Costs 0 0 2,396,700 0 0 0 0 0 0 0 $2,396,700 Total Proj Costs 304,081 824,000 2,663,000 0 0 0 0 0 0 0 $3,791,081

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

3No

PROJECT NAME: W. 72nd Ave. and Indiana St. Intersection ImprovementsPROJECT LOCATION: W. 72nd Ave. and Indiana St.



PROJECT DESCRIPTION: The project installs new traffic signals, through lanes, turn lanes, sidewalks, on‐street bike lanes, and other items to improve the intersection to its ultimate configuration and improve the intersection to arterial street standards. Safety and system capacity will also be enhanced.

NEEDS INTENDED TO FILL: Lack of sidewalks, bike lanes, adequate through lanes and turn lanes, antiquated traffic signals, and other deficiencies will be eliminated.


Federal funding is the usual source of funds for this type of project, but no funds have not been received to date.


While substantial improvements are necessary, future growth trajectories, traffic demands in the northwest of the City, and arterial development in the area shall dictate the scope of the project. All options are under consideration and both the project scope and timetable will be under constant review by staff.

CONTINGENCIES: Indiana Street is a state highway and all improvements will require CDOT approval.

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CITY OF ARVADA

WARD ROAD EXTENSIONST-31


LEGEND

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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 50,000 0 0 0 0 0 0 0 0 0 $50,000 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 50,000 0 0 0 0 0 0 0 0 0 $50,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 50,000 0 0 0 0 0 0 0 0 0 $50,000 Const. Costs 0 0 0 0 0 0 0 0 0 0 $0 Total Proj Costs 50,000 0 0 0 0 0 0 0 0 0 $50,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No

PROJECT NAME: Ward Road Extension ‐ W. 72nd Ave to W. 80th Ave. Preliminary DesignPROJECT LOCATION: Ward Road Extended; W. 72nd Ave to W. 80th Ave.



PROJECT DESCRIPTION: The final project will install a two lane road from W. 72nd Ave. to Double E Ranch Subdivision with on‐street bike lanes, detached sidewalk on one side, and a four lane bridge over Leyden Creek. On Alkire St, sidewalks, minor widening, and bike lanes would be added. Construction would occur such that when additional funds become available sections or the entire reach could be improved to the ultimate arterial street standard.

NEEDS INTENDED TO FILL: The project goal is to reduce traffic on Simms St. and Alkire St. south of W. 78th Ave. by providing an alternative travel route. Close alternative routes for north and southbound traffic are very limited. This funding will permit preliminary engineering as a foundation to proceed when a clearer funding picture is established.


None


The Transportation Master Plan identifies a four lane arterial street section be built in the above stated corridor. Due to limited funding to build the ultimate section this project would construct a two lane section, which would help meet the goals of better traffic distribution and increased safety. Additional ROW acquisition will accompany any final project.

CONTINGENCIES: None

39

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 20,000 20,600 21,218 21,855 22,510 23,185 23,881 24,597 25,335 26,095 $229,278 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 90,000 92,700 95,481 98,345 101,296 104,335 107,465 110,689 114,009 117,430 $1,031,749

Total $ 0 110,000 113,300 116,699 120,200 123,806 127,520 131,346 135,286 139,345 143,525 $1,261,027

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 10,000 10,300 10,609 10,927 11,255 11,593 11,941 12,299 12,668 13,048 $114,639 Const. Costs 100,000 103,000 106,090 109,273 112,551 115,927 119,405 122,987 126,677 130,477 $1,146,388 Total Proj Costs 110,000 113,300 116,699 120,200 123,806 127,520 131,346 135,286 139,345 143,525 $1,261,027

O&M Costs 0 515 530 546 563 580 597 615 633 652 $5,232

6No

PROJECT NAME: Safe Routes to School ProgramPROJECT LOCATION: Various Sites Throughout the City

DEPARTMENT/DIVISION: PW/Traffic


PROJECT DESCRIPTION: The Safe Routes to School program is handled by CDOT and grants are awarded based on a project's merit in proving increased safety and education on the advantages to walking or biking to school. The City applies for at least one grant each year. There is a 20% local match for the project so the funds shown are to provide that match as well as to construct portions of projects that CDOT may not approve (such as drainage improvements in order to build a given sidewalk).

NEEDS INTENDED TO FILL: This project will provide increased safety for our elementary and middle school students who walk and bike to school.


Funding assumes a successful application for a SRTS grant. Being federal, a NEPA document is required.


98‐101 funds are needed for the local match and also for elements of projects that CDOT (who administers the Federal program) may not pay for, such as drainage improvements for the Simms Street project.

CONTINGENCIES: Federal approval

41


Total $ 0 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194


O&M Costs 0 0 0 0 2,251 0 0 0 0 2,610 $4,861

4No

PROJECT NAME: Bike/Ped ProgramPROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: This fund is used for smaller bike/ped projects such as construction of handicapped ramps or addition of accessible pedestrian buttons at signals.

NEEDS INTENDED TO FILL: This project is crafted to increase safety and accessibility for cyclists and pedestrians. The funds cover several small scale projects (spot treatments at intersections) within a year or install a segment of temporary bike lanes (shared road designation) in conjunction with annual street re‐surfacing projects as an interim safety solution.


None


Near term needs have been identified at the intersections of 86th/Kipling, 86th/Alkire, 80th/Simms, 80th/Alkire, 72nd/ Simms, 72nd/Oak, as well as and bike routes along Marshall/Lamar, Carr Street, and Oberon Road.


43

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 392,527 108,000 0 0 0 0 0 0 0 0 0 $500,527 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 392,527 108,000 0 0 0 0 0 0 0 0 0 $500,527

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 25,053 0 0 0 0 0 0 0 0 0 $25,053 Const. Costs 225,474 0 0 0 0 0 0 0 0 0 $225,474 Total Proj Costs 250,000 250,527 0 0 0 0 0 0 0 0 0 $500,527

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No

PROJECT NAME: Missing Sidewalk ProgramPROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: This is a new program that can now begin with the data collected by the Transportation Committee. There are 25 miles of missing sidewalks in the City. For 2012, $250,000 of one‐time money was appropriated for missing sidewalks. These funds are addressing missing sidewalks on Balsam Street and Lamar Street south of the BNRR in anticipation of the Gold Line. The remaining $250,527 will address needs prioritized by the Transportation Committee.

NEEDS INTENDED TO FILL: The construction of missing sidewalks will offer greater safety of pedestrians.


The additional $108,000 to be spent in 2013 will be supplied with residual prior capital funding.


Previous to the work by the Transportation Committee, portions of missing sidewalk were completed somewhat randomly because an inventory of missing sidewalks did not exist. This inventory is now complete showing 25 miles of missing sidewalks currently being prioritized by the Transportation Committee. Maintenance costs are minimal therefore they are not shown.

CONTINGENCIES: None

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CITY OF ARVADA

QUIET ZONES AT LAMAR ST, OLD WADS,CARR ST, AND W. 66TH AVE : TR-10


LEGEND

[_ Project Location


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 350,000 360,500 0 0 0 0 0 0 0 0 $710,500 Other City $ 715,212 0 0 0 0 0 0 0 0 0 0 $715,212 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 715,212 350,000 360,500 0 0 0 0 0 0 0 0 $1,425,712

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 95,000 36,050 0 0 0 0 0 0 0 0 $131,050 Const. Costs 855,000 324,450 0 0 0 0 0 0 0 0 $1,179,450 Total Proj Costs 115,212 950,000 360,500 0 0 0 0 0 0 0 0 $1,425,712

O&M Costs 50,000 61,800 84,872 87,418 90,041 92,742 95,524 98,390 101,342 104,382 $866,510

9No

PROJECT NAME: Union Pacific RR Quiet Zones PROJECT LOCATION: Lamar St; Olde Wadsworth Blvd; Carr St; W. 66th Ave at Oberon Rd

DEPARTMENT/DIVISION: PW Traffic


PROJECT DESCRIPTION: This project will design and construct 4 Quiet Zones along the UPRR at Lamar Street, Olde Wadsworth Boulevard, Carr Street, and W. 66th Avenue at Oberon Road. Quiet Zones are at‐grade road intersections with the railroad improved to federal standards to ensure that vehicles cannot enter the intersection while crossing signals are activated. With such improvements, trains do not have to blow their horns as they approach the intersections.

NEEDS INTENDED TO FILL: Quiet Zone completions will improve the quality of life for residents near the UPRR.


The existing funding represents the prior commitments to the competion of Quiet Zones on the UPRR. This additional funding will see to the completions of Quiet Zones throughout the City along the UPRR.


The maintenance costs shown are for the 4 existing quiet zones which are $10,000 per year per zone. Eventually the costs will be $80,000 per once all 8 are constructed.

CONTINGENCIES: Project timing is contingent on collaboration with the Union Pacific Railroad.

47


Total $ 0 75,000 77,250 79,568 81,955 84,413 86,946 89,554 92,241 95,008 97,858 $859,791


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

6No

PROJECT NAME: Intersection Safety ImprovementsPROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: The Traffic Division analyzes intersections annually and produces a critical intersection analysis report. If the crashes are correctable by an intersection modification these funds will be used to design and construct those improvements. The project will be designed in‐house, addressing traffic growth and increased collisions at 130 intersections within Arvada.

NEEDS INTENDED TO FILL: Reducing accidents will make Arvada a safer community.


None


We have assumed one project per year at $75,000 based on recent intersection improvement project costs. Some may be more than this amount in which case funds may be held for a year and a larger project built the following year. Intersection maintenance costs are included in other CIP or operating budgets therefore no amount is shown here.

CONTINGENCIES: Particular locations are contingent on continually evaluated needs and prioritizations reviewed by Public Works.

49

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 275,000 283,250 291,748 300,500 309,515 318,800 328,364 338,215 348,362 358,813 $3,152,567 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 275,000 283,250 291,748 300,500 309,515 318,800 328,364 338,215 348,362 358,813 $3,152,567

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 25,000 25,750 26,523 27,318 28,138 28,982 29,851 30,747 31,669 32,619 $286,597 Const. Costs 250,000 257,500 265,225 273,182 281,377 289,819 298,513 307,468 316,693 326,193 $2,865,970 Total Proj Costs 275,000 283,250 291,748 300,500 309,515 318,800 328,364 338,215 348,362 358,813 $3,152,567

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

9No

PROJECT NAME: New Traffic Signal ConstructionPROJECT LOCATION: Various Sites Throughout the City


TOTAL PROJECT COST: $3,152,567 VERACITY OF COST ESTIMATE:LAND/ROW ACQUISITION?: No LEGAL OBLIGATION TO COMPLETE?:

PROJECT DESCRIPTION: Each year the Traffic Division prepares a Traffic Signal Warrant Analysis for unsignalized intersections on collectors, major collectors, arterial parkways, and principal arterial parkways. For those intersections where warrants are met, those locations are prioritized and one signal is constructed with funds from this account.

NEEDS INTENDED TO FILL: Traffic safety and more efficient traffic operations.


None


Currently there are ten intersections throughout the City that are monitored each year as candidates for the installation of a traffic signal, including W. 52nd Avenue and Garrison Street, W. 64th Avenue and Urban Street, W. 75th Avenue (Saddle Brook) and Indiana Street (CDOT), W. 75th Avenue and Simms Street, and W. 56th Avenue and Ward Road.

CONTINGENCIES: New traffic signal locations that include state highways are dependent on approval by CDOT.

51


Total $ 0 80,000 82,400 84,872 87,418 90,041 92,742 95,524 98,390 101,342 104,382 $917,110


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No

PROJECT NAME: Long Life Pavement Markings ProgramPROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: Long life markings are either plastic pre‐formed tape or thermoplastic pavement markings with a 5‐7 year useful life depending on the traffic volumes and other conditions. These markings are also used for crosswalks, stop bars, and certain bicycle usage identification.

NEEDS INTENDED TO FILL: Provides high visibility, long lasting pavement markings for motorist and pedestrian guidance. The longer life of these materials saves the cost of repainting the pavement markings annually.


None


The previous $40,000 per year for this project has not met the current needs.

CONTINGENCIES: Locations are contingent on where the Streets Division identifies roads in need of repaving.

53


Total $ 0 20,000 20,600 21,218 21,855 22,510 23,185 23,881 24,597 25,335 26,095 $229,278


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No

PROJECT NAME: Video Detection Program PROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: Video detection consists of small cameras used to detect vehicles in travel lanes to actuate a change in the signal cycle. Video detection replaces the dated in‐pavement loop which is susceptible to weather and pavement damage.

NEEDS INTENDED TO FILL: Uninterrupted signal operations help to ensure an efficient flow of traffic.


None


Intersections on arterial roadways such as W.64th Avenue, W.72nd Avenue, and W.80th Avenue are the Division’s current priorities.

CONTINGENCIES: As in‐pavement vehicle detectors continue to fail throughout the City at existing signals, we will continue to replace them with video detection.

55

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 50,000 51,500 53,045 54,636 56,275 57,964 0 0 0 0 $323,420 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 50,000 51,500 53,045 54,636 56,275 57,964 0 0 0 0 $323,420

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 50,000 51,500 53,045 54,636 56,275 57,964 0 0 0 0 $323,420 Total Proj Costs 50,000 51,500 53,045 54,636 56,275 57,964 0 0 0 0 $323,420

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8Yes

PROJECT NAME: Sign Replacement; MUTCD MandatesPROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: The 2009 Manual on Uniform Traffic Control Devices (MUTCD), the latest edition, has been adopted by the Colorado Department of Transportation. The MUTCD contains several changes to signs regarding lettering size and sign reflectivity, among other mandates. The MUTCD has compliance dates for the changes that all fall within the next 7 years. The Traffic Division has already met some requirements of the new mandates so the CIP request is for 6 years.

NEEDS INTENDED TO FILL: Better sign legibility for the aging population; New colors for signs will be easier to identify the type of sign by color as well as shape.


None


This account will bring the City in compliance with MUTCD. Within 5 years, however, there will be signs that must be replaced due to fading, knock‐downs, as well as pole replacement. The O&M figure then is for all City signs.

CONTINGENCIES: None

57

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 50,000 51,500 53,045 54,636 0 0 0 0 0 0 $209,181 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 50,000 51,500 53,045 54,636 0 0 0 0 0 0 $209,181

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 50,000 51,500 53,045 54,636 0 0 0 0 0 0 $209,181 Total Proj Costs 50,000 51,500 53,045 54,636 0 0 0 0 0 0 $209,181

O&M Costs 15,000 15,450 15,914 16,391 16,883 17,389 17,911 18,448 19,002 19,572 $171,958

7No

PROJECT NAME: ATMS Completion and UpgradesPROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: The Advanced Traffic Management System (ATMS) is a network of technology used to manage traffic flow along roadways with the ability to "watch" intersection flow and make adjustments or troubleshoot traffic signal problems from City Hall. This project completes the system by bringing all the primary corridors and signals "on‐line" in City Hall by 2016.

NEEDS INTENDED TO FILL: The system saves staff time and provides for both better overall operation of our traffic signal system and congestion relief.


None


The timeframe can be shifted some but our plan is to bring the remaining corridors and signals "on‐line" in the next few years.

CONTINGENCIES: Locations for other types of traffic signal work will affect the ordering of intersections to be brought into the system.

59

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 780,000 803,400 827,502 852,327 877,897 904,234 931,361 959,302 988,081 1,017,723 $8,941,826 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 780,000 803,400 827,502 852,327 877,897 904,234 931,361 959,302 988,081 1,017,723 $8,941,826

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 780,000 803,400 827,502 852,327 877,897 904,234 931,361 959,302 988,081 1,017,723 $8,941,826 Total Proj Costs 780,000 803,400 827,502 852,327 877,897 904,234 931,361 959,302 988,081 1,017,723 $8,941,826

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8Yes

PROJECT NAME: Signal ReplacementPROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: Roughly half of the City's traffic signals have been in use for nearly 30 years ‐ and some longer. Some of these signals are span wire; mast arms are preferred today. Further, the underground wiring on many of these signals is going bad, along with dated control cabinets, also in poor condition. Some signal poles and mast arms are also in poor condition and must be replaced for safety reasons. Each year the City spends over $100,000 to keep the signals operational.

NEEDS INTENDED TO FILL: This project will help to ensure safe, continued operation of traffic signals with no "downtime" due to needed repairs.


None


Replacing aging traffic signals are just as critical as the aging street infrastructure. The aging of signals is not something that can be seen or is obvious to users. We cannot wait much longer to begin replacement of the signals in the worst condition and the Traffic Division has a list of priorities for replacement. The costs above assume replacing 4 signals per year.

CONTINGENCIES: Prioritizations of signals needing replacement will be driven by actual conditions.

61


Total $ 0 39,000 40,170 41,375 42,616 43,895 45,212 46,568 47,965 49,404 50,886 $447,091


O&M Costs 0 0 0 0 11,255 0 0 0 0 13,048 $24,303

8No

PROJECT NAME: UPS at Major Intersections PROJECT LOCATION: Various Sites Throughout the City



PROJECT DESCRIPTION: The UPS is an Uninterrupted Power Supply to maintain power to traffic signals during power outages. The cost estimate above assumes providing UPS at the City's 40 major intersections at a rate of 4 per year.

NEEDS INTENDED TO FILL: Any signal at a RR crossing requires UPS by the MUTCD. To allow traffic operations to continue safely during power outages.


The first four will be installed along arterial streets at the highest volume intersections such as W.64th & Simms, W.72nd & Kipling, W.72nd & Simms, and W.72nd and Ward. Having UPSs in place frees up police personnel for other needed duties during power outages.


This could shift is needed.

CONTINGENCIES: Locations for other types of traffic signal work may affect the ordering of intersections to be fitted with UPSs.

63

W 55TH AVE

W 57TH AVE

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CITY OF ARVADA

ADDITIONAL OLDE TOWN BUS STATION /PARKING IMPROVEMENTS : TR-28


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 2,000,000 0 0 0 0 0 0 0 0 0 0 $2,000,000 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 2,000,000 0 0 0 0 0 0 0 0 0 0 $2,000,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 2,000,000 0 0 0 0 0 0 0 $2,000,000 Total Proj Costs 0 0 2,000,000 0 0 0 0 0 0 0 $2,000,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5Yes

PROJECT NAME: Additional Olde Town Bus Station/Parking ImprovementsPROJECT LOCATION: Olde Town Flour Mill Lot


TOTAL PROJECT COST: $2,000,000 VERACITY OF COST ESTIMATE:LAND/ROW ACQUISITION?: Maybe LEGAL OBLIGATION TO COMPLETE?:

PROJECT DESCRIPTION: The City will need to fund up to $1.8M in improvements related to the bus station relocation to the flour mill, additional surface parking, and/or other TOD‐related improvements at/near the Olde Town Station.

NEEDS INTENDED TO FILL: These expenditures would represent part of the City's obligations for infrastructure related to the Gold Line.


Previous capital funding designated for Gold Line‐related improvements will supply the necessary resources for this project.


As preliminary work and design proceed in cooperation with RTD and other parties involved with the advent of the Gold Line, the City's role in this project is subject to innumerable tweaks.

CONTINGENCIES: Discussions related to this work are ongoing with RTD.

65

FACILITIESTen-Year Summary

While transportation needs comprise a bulk of the duties of Public Works, the City’s facilities are also under its purview. The Capital Improvement Plan has identified four specific facility projects: the replacement of the Parks Maintenance & Wadsworth Shops buildings, a parking structure in Olde Town to accommodate available parking space mandates for the Gold Line, the consolidation of Fleet operations currently split between the Park Maintenance and Wadsworth Shops buildings to the Culbertson Building, as well as the construction of two new police substations (separately addressed under Public Safety). Ever mindful of the substantial impacts on personnel and operations that accompany any major facility change, strategic considerations are the quintessen-tial elements of any facilities planning.

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 1,500,000 0 0 0 0 0 0 0 0 0 $1,500,000 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 515,000 3,713,150 0 0 1,043,347 1,194,052 10,515,422 10,830,884 0 $27,811,855

Total $ 0 1,500,000 515,000 3,713,150 0 0 1,043,347 1,194,052 10,515,422 10,830,884 0 $29,311,855

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 50,000 515,000 0 0 0 1,043,347 1,194,052 0 0 0 $2,802,399 Const. Costs 1,450,000 0 3,713,150 0 0 0 0 10,515,422 10,830,884 0 $26,509,456 Total Proj Costs 0 1,500,000 515,000 3,713,150 0 0 1,043,347 1,194,052 10,515,422 10,830,884 0 $29,311,855

O&M Costs 0 0 0 65,564 135,061 143,286 152,012 161,270 266,099 416,369 $1,339,661


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CITY OF ARVADA

PARK MAINTENANCE BLDG/WADSWORTH SHOPS : FC-03


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 1,043,347 1,194,052 10,515,422 10,830,884 0 $23,583,705

Total $ 0 0 0 0 0 0 1,043,347 1,194,052 10,515,422 10,830,884 0 $23,583,705

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 1,043,347 1,194,052 0 0 0 $2,237,399 Const. Costs 0 0 0 0 0 0 0 10,515,422 10,830,884 0 $21,346,306 Total Proj Costs 0 0 0 0 0 1,043,347 1,194,052 10,515,422 10,830,884 0 $23,583,705

O&M Costs 0 0 0 0 0 0 0 0 95,008 234,859 $329,867

4No


This project schedule can float.

CONTINGENCIES: The ability of the City to maintain functionality of existing facilities will influence the timing and level of necessity for replacing these buildings.

PROJECT DESCRIPTION: The project will provide a new Parks Maintenance facility to replace the old metal building and the Wadsworth Shops building currently housing Parks, Streets, and Fleet.

NEEDS INTENDED TO FILL: This project would replace a functionally & operationally obsolete structure, improving productivity and safety.


Potential sources for the financing of this project will be under constant review.


PROJECT NAME: Park Maintenance Building/Wadsworth ShopsPROJECT LOCATION: 7800 w. 62nd Ave.

DEPARTMENT/DIVISION: Public Works/Facilities Management

69

Future Olde Town Station - Gold Line

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CITY OF ARVADA

OLDE TOWN PARKING STRUCTUREEXACT LOCATION TBD : FC-04


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 515,000 3,713,150 0 0 0 0 0 0 0 $4,228,150

Total $ 0 0 515,000 3,713,150 0 0 0 0 0 0 0 $4,228,150

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 515,000 0 0 0 0 0 0 0 0 $515,000 Const. Costs 0 0 3,713,150 0 0 0 0 0 0 0 $3,713,150 Total Proj Costs 0 515,000 3,713,150 0 0 0 0 0 0 0 $4,228,150

O&M Costs 0 0 0 65,564 135,061 143,286 152,012 161,270 171,091 181,510 $1,009,794

4Yes


O & M assumes City responsibility for the elevator, mechanical, electrical and security. Minimum available parking must be available by May 2016.

CONTINGENCIES: As plans for structured parking continue to solidify, the exact scope of the project will evolve over the coming months.

PROJECT DESCRIPTION: This project will see the construction of a parking structure for the Gold Line stop in Olde Town.

NEEDS INTENDED TO FILL: Provide 200 parking spaces for commuter rail passengers and Old Town.


The potential sources of the requisite funding are under constant review.


PROJECT NAME: Olde Town Parking StructurePROJECT LOCATION: TBD


71

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 1,500,000 0 0 0 0 0 0 0 0 0 $1,500,000 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 1,500,000 0 0 0 0 0 0 0 0 0 $1,500,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 50,000 0 0 0 0 0 0 0 0 0 $50,000 Const. Costs 1,450,000 0 0 0 0 0 0 0 0 0 $1,450,000 Total Proj Costs 1,500,000 0 0 0 0 0 0 0 0 0 $1,500,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

7No


A 2011 study performed by the Design Maintenance Group consultant to look at improving the working conditions concluded that it would be less expensive to move the Fleet operations to the Culbertson Building than remodeling the existing spaces. The move will also free up existing space for use by both Streets and Park Maintenance.

CONTINGENCIES: N/A

PROJECT DESCRIPTION: The City’s Vehicle Maintenance Division (often referred to simply as "Fleet") does not have adequate space, equipment, or working conditions for efficient and effective vehicle maintenance efforts at the Wadsworth and Parks sub‐shops. The project is to consolidate the above Fleet facilities at the Culbertson Building. Extensive remodeling of the space will be required.

NEEDS INTENDED TO FILL: The move will improved working conditions for Fleet employees and improved work flow.


The sole source of financing for the move will be Vehicles Fund, an internal service fund with revenues derived from contributions by all City departments and divisions that utilize motor vehicles and motorized equipment in their operations.


PROJECT NAME: Fleet Maintenance Relocation to Culbertson BuildingPROJECT LOCATION: 5555 W 56th Ave

DEPARTMENT/DIVISION: Utilities / Fleet Maintenance

73

PARKSTen-Year Summary

As a further echo of the call for “taking care of what we have,” the backbone of planned activity for Parks is renovation in four areas: playgrounds, trails, irrigation systems, and trees. Ensuring both safety and ADA compliance for playgrounds, continued functionality of trails, the efficient use of water for maintaining park facilities, and maintaining the place of trees for the integrity of park designs will see to the continued health and vibrance of the Arvada park and trail systems. In addition, the plan will see to the full funding and completion of companion projects to bring two new neighborhood parks to cur-rently underserved eastern portions of the City, as well as strategic funding for perhaps the greatest workhorse of our community parks, the Stenger Sports Complex.

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 1,051,000 633,450 732,021 753,982 624,657 394,153 405,978 418,157 335,694 443,623 $5,792,715 Other City $ 1,890,122 150,000 154,500 159,135 163,909 168,826 637,601 656,729 676,431 696,723 195,716 $5,549,691 Restricted City $ 0 0 0 0 0 0 0 0 0 18,672 1,666,519 $1,685,191 External $ 0 1,265,000 25,750 26,523 27,318 28,138 28,982 29,851 30,747 31,669 32,619 $1,526,597 TBD $ 0 51,500 53,045 0 0 0 0 0 0 0 $104,545

Total $ 1,890,122 2,466,000 865,200 970,724 945,209 821,621 1,060,736 1,092,558 1,125,335 1,082,758 2,338,477 $14,658,739

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 87,588 65,239 $597,444 Design Costs 159,250 1,288 1,326 158,247 1,407 1,449 1,493 1,537 19,771 1,631 $347,399 Const. Costs 2,780,770 400,413 491,992 1,918,685 763,939 537,613 553,742 570,354 2,408,680 2,271,608 $12,697,795 Total Proj Costs 1,016,102 2,990,020 453,200 546,364 2,131,568 821,621 597,026 614,937 633,385 2,516,039 2,338,477 $14,658,739

O&M Costs 0 10,506 10,821 11,146 11,930 12,288 12,657 13,037 13,428 13,831 $109,644


75

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 150,000 154,500 159,135 163,909 168,826 173,891 179,108 184,481 190,016 195,716 $1,719,582 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 150,000 154,500 159,135 163,909 168,826 173,891 179,108 184,481 190,016 195,716 $1,719,582

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 150,000 154,500 159,135 163,909 168,826 173,891 179,108 184,481 190,016 195,716 $1,719,582 Total Proj Costs 150,000 154,500 159,135 163,909 168,826 173,891 179,108 184,481 190,016 195,716 $1,719,582

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No


Two high priority irrigation replacements are the Stenger Sports Complex and the Lutz Sports Complex, whose irrigation replacement costs are included in separate budget sheets. Efficient water use, extensive staff maintenance time, unavailable replacement parts and safety issues (where a cushiony turf is critical) all point to the need for these projects.

CONTINGENCIES: If separate funding can be found for these renovations, staff recommends that the 3‐cent funding be added to accelerate the individual system replacements. Enterprise funds and APEX funds may be available to supplement current funding.

PROJECT DESCRIPTION: Irrigation system renovation is evaluated and as prioritized by Parks Maintenance staff, including: Arvada Center, Wadsworth Medians, Jack B. Tomlinson Park, Tennyson Knolls Park, Club Crest Greenbelt, South Club Crest Greenbelt, Lake Arbor Rec. Center, Arvada Food Bank, Terrace Park, Alice Sweet Thomas Park, Ralston Valley Park, Newcombe Court Islands, Little Dry Creek Greenbelt, Ralston Road Medians, W. 58th Ave Medians, Pomona Dr Medians, Hillside Park, Lakecrest Park, W. 64th Ave Medians, Ralston Cove Park, Wadsworth Park, Lew Walsh Park, Danny Kendrick E Park, Danny Kendrick W Park and Majestic View Park.

NEEDS INTENDED TO FILL: Older, deteriorating irrigation systems become less water efficient, built in an era when the equipment was not nearly as efficient as current technology. Annual O&M costs increase as replacement parts are no longer available and repair frequencies increase. Saving money on water & specialized labor will eventually pay back the expense of this work.


Currently, the city has a 3‐cent revenue source intended for irrigation system upgrades, which ranges in value from $140,000 ‐ 170,000 per year. As a conservative value, staff used $150,000 per year for revenues. Enterprise funds may be available at the Arvada Center site and APEX funds may be available at the Lake Arbor Recreation Center. Since medians are listed, street maintenance monies may be available.


PROJECT NAME: Irrigation System RenovationPROJECT LOCATION: Various Sites Throughout the City

DEPARTMENT/DIVISION: Parks, Golf and Hospitality Services/Park and Urban Design

77

CITY OF ARVADA

PLAYGROUND RENOVATIONPK-10


LEGENDDATE: 5/7/2012

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TerracePark

RalstonCove Park

LakecrestPark

MeadowlakePark

Oak Park

RalstonValleyPark

Lake ArborCommunityPark

Lake ArborRecreationCenter

CreeksidePark

McIlvoyPark

FarmsteadPark

Jack B.Tomlinson

Park

HillsidePark

WestreePark

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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 200,000 206,000 291,748 300,500 225,102 318,800 328,364 338,215 253,354 358,813 $2,820,896 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 18,672 0 $18,672 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 200,000 206,000 291,748 300,500 225,102 318,800 328,364 338,215 272,026 358,813 $2,839,568


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8Yes


Many of these playgrounds are located within older parks with trail and/or irrigation systems that need to be renovated for safety, water conservation, etc. An obvious cost efficiency would be to coordinate the playground renovation with trail and irrigation renovation at the same site.

CONTINGENCIES: Subject to public input (standard city practice) the actual cost of the playground renovation may vary, which explains the qualified veracity of each cost estimate.

PROJECT DESCRIPTION: Playground renovation as evaluated and prioritized by Parks Maintenance staff includes the following sites: Hillside Park, Westree Park, Creekside Park, Oak Park, Ralston Cove Park, Lake Arbor Recreation Center, McIlvoy Park, Jack B. Tomlinson Park, Farmstead Park, Meadowlake Park, Lakecrest Park, Ralston Valley Park and Terrace Park. Lake Arbor Park playground, a high priority, is part of a separate budget sheet.

NEEDS INTENDED TO FILL: Playgrounds receive intensive use at all parks and could represent the greatest potential risk for public use. Adding to use and risk issues, ongoing changes to ASTM Standards, CPSC Guidelines and ADA access requirements force manufacturers to update play equipment, making replacement of older equipment sometimes impossible after 15 years.


If Park Development Fees and Lands Dedicated (Fees in Lieu of Land) are collected from developers near one of the playgrounds, those funds may be available to supplement the renovation budget for each playground. As part of an IGA with the city, APEX funds may be available for replacing the Lake Arbor Recreation Center playground.


PROJECT NAME: Playground RenovationPROJECT LOCATION: Various Sites Throughout the City


79

CITY OF ARVADA

TRAIL RENOVATIONPK-11


LEGENDDATE: 5/7/2012


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RalstonCove Park

LakecrestPark

AllendaleParkMeadowlake

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Little DryCreek Park

WestlakePark

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Total $ 0 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 0 0 0 0 0 0 0 $0 Total Proj Costs 50,000 51,500 53,045 54,636 56,275 57,964 59,703 61,494 63,339 65,239 $573,194

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No


Typically, the prioritized trail locations best represent a snapshot of current conditions, most in need of trail renovation. With each new spring thaw, the priorities may change. Also, it is typically cost‐effective to coordinate trail replacement with other CMP efforts, like playground renovation, since one contractor can typically do both.

CONTINGENCIES: Since other CMP projects may be needed at a park, timing between renovation projects may be interrelated. Combinations of this list should be made with playground and irrigation renovation lists to avoid tearing up the same park year after year.

PROJECT DESCRIPTION: Trail renovation as evaluated and prioritized by Parks Maintenance staff includes the following sites: Westlake Park, Meadowlake Park, Lakecrest Park, Yankee Doodle Park, South Club Crest Park, Little Dry Creek Trail (west), Ralston Cove Park, McIlvoy Park, Allendale Park and Old Town Pavers. #1 Lake Arbor Park is part of a separate budget item.

NEEDS INTENDED TO FILL: Trails receive an increasing amount of use and appreciation throughout the city and represent some potential safety issues for the public as the condition of the trails decline with age. Trail benefits are many and may represent the highest ratio of public use:cost of any recreational function.


Where PDF's and Lands Dedicated are available, they can be used to supplement CMP trail renovation funds, though they are geographically limited to trail locations near the development that was the source of the PDF's.


PROJECT NAME: Trail RenovationPROJECT LOCATION: Various Sites Throughout the City


81

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CITY OF ARVADA

WHISPER CREEK II PARKPK-13


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 1,666,519 $1,666,519 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 0 0 0 0 0 1,666,519 $1,666,519

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 0 0 0 0 0 0 1,666,519 $1,666,519 Total Proj Costs 0 0 0 0 0 0 0 0 0 1,666,519 $1,666,519

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No


A church is proposed adjacent to the west side of the park and has already met with staff concerning their intentions to make use of the recreational functions in the park. A separate section of the Big Dry Creek Trail is intended along the north end of the Arvada trail in this park; when built it will connect west into Candelas and east to Standley Lake.

CONTINGENCIES: The park land will remain undeveloped, if the multi‐family residential project does not occur ‐ for as many years. If WC I Park is completed as proposed, it would provide an immediate neighborhood park option for WC II.

PROJECT DESCRIPTION: Whisper Creek II Park is dedicated and designed for residents of Whisper Creek II Subdivision. The 1st developer completed phase one ‐ playground and trail ‐ to serve the immediate single family residents. The bulk of the park will be completed by a future developer/builder for multi‐family residential south of the park. The approved design includes basketball, roller hockey, informal play areas, ballfield areas, grassy amphitheater, trail and landscape.

NEEDS INTENDED TO FILL: With the bulk of the residential population expected with a future multi‐family project, the need for and funding of the park should be concurrent. Completing this park is consistent with City Council's policy to complete neighborhood parks and make developer's "pay their way." The current IGA requires the Metro District to cover maintenance through the Increment Period.


City approval of a multi‐family residential project will include approval of Park Development Fees approximating the cost of completing the park. PDF's are typically obligated to a park dedicated for a new residential project or to a nearby park serving the new residential population. If the city were to front the money, the cost would be $895,000 for park construction, plus the park water tap obligation ‐ an additional $328,568.


PROJECT NAME: Whisper Creek II ParkPROJECT LOCATION: 90th and Gladiola Street


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CITY OF ARVADA

CANDELAS MINI PARK #1PK-15


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 300,000 0 0 0 0 0 0 0 0 0 $300,000 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 300,000 0 0 0 0 0 0 0 0 0 $300,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 300,000 0 0 0 0 0 0 0 0 0 $300,000 Total Proj Costs 300,000 0 0 0 0 0 0 0 0 0 $300,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No


The design was completed by the developer during the project review process. City approved neighborhood park standards were partially satisfied with a playground. However, the developer felt that the shelter and open play ‐ public gathering space was important to their Traditional Neighborhood Development functions.

CONTINGENCIES: If the developer does not complete this project, the city will need to budget for this development and maintenance cost.

PROJECT DESCRIPTION: Candelas is a large residential area from Indiana St to S.H. 93, north of S.H. 72. In the first filing, the mini‐park is the first park that the developer will build, starting in 2012. The park includes a shelter, a playground and small grassy amphitheater next to a private pool and recreation center, also by the developer. This cost estimate represents the cost to the city if the developer walks away from their obligation and represents a value for audit purposes.

NEEDS INTENDED TO FILL: The first filing includes more than 400 residential units with an estimate population of 1,000 plus in a new area where there are no neighborhood parks. A second, more traditional neighborhood park, is approved with this same filing #1.


Developer funds will pay for this construction as part of an approved development agreement. City funds are not anticipated for this construction and maintenance is covered as part of an agreement with the Metro District during the balance of the Increment Period (16 ‐ 18 years.)


PROJECT NAME: Candelas Mini‐Park #1PROJECT LOCATION: 94th Avenue and Nile Way


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CITY OF ARVADA

CANDELAS NEIGHBORHOOD PARK #2PK-16


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 940,000 0 0 0 0 0 0 0 0 0 $940,000 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 940,000 0 0 0 0 0 0 0 0 0 $940,000


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

9No


The design was completed by the developer during the project review process. City approved neighborhood park standards are represented on the approved plan, though lacking a paved play pad (tennis or basketball.)

CONTINGENCIES: If the developer does not complete this project, the city will need to budget for this development and maintenance cost.

PROJECT DESCRIPTION: Candelas is a large residential area from Indiana St to S.H. 93, north of S.H. 72. In the first filing, neighborhood park #2 is the first active, neighborhood park that the developer intends to build, in 2012 ‐ 2013. The park includes a big playground designed for younger and older ages, a ballfield with backstop and small bleacher, open play turf, a trail loop around the park with exercise stations, picnic units, signage, landscape and irrigation.

NEEDS INTENDED TO FILL: With more than 1,000 new residents around this first neighborhood park, staff expects that this park will be heavily used.


Developer funds will pay for this construction as part of an approved development agreement. City funds are not anticipated for this construction and maintenance is covered as part of an agreement with the Metro District during the balance of the Increment Period (16 ‐ 18 years.)


PROJECT NAME: Candelas Neighborhood Park #2PROJECT LOCATION: 94th Drive between Noble Way and Pike Way


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CITY OF ARVADA

STENGER SPORT COMPLEXPK-21


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 350,000 360,500 371,315 382,454 0 0 0 0 0 0 $1,464,269 Other City $ 0 0 0 0 0 0 463,710 477,621 491,950 506,707 0 $1,939,987 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 51,500 53,045 0 0 0 0 0 0 0 $104,545

Total $ 0 350,000 412,000 424,360 382,454 0 463,710 477,621 491,950 506,707 0 $3,508,802

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 24,250 0 $24,250 Design Costs 0 0 0 156,881 0 0 0 0 18,187 0 $175,069 Const. Costs 0 0 0 1,411,933 0 0 0 0 1,897,551 0 $3,309,483 Total Proj Costs 0 0 0 1,568,814 0 0 0 0 1,939,988 0 $3,508,802

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

2No

PROJECT NAME: Stenger Sports ComplexPROJECT LOCATION: 58th Avenue and Oak Street

DEPARTMENT/DIVISION: Parks, Golf & Hospitality Services


PROJECT DESCRIPTION: The first phase will replace the existing irrigation system for approx. 78 acres of existing turf not including the existing pump system. The piping and valves are at least 30 ‐ 40 years old and continually malfunction. The second phase includes the asphalt paving and new curb and gutter for most of the existing milling parking lots that are lacking both treatments.

NEEDS INTENDED TO FILL: The proposed, new irrigation system will greatly reduce costly maintenance on the existing, deteriorating system. Parking is highly inefficient since the milling lots cannot be lined out for proper spacing. Demand for spaces is extremely high and wet weather conditions also make parking even more inefficient and difficult to maintain.


This represents potential cost‐sharing with the Apex Recreation District.


None

CONTINGENCIES: Joint planning with the Apex Park & Recreation District will drive both scope and timing.

89


Total $ 0 15,000 15,450 15,914 16,391 16,883 17,389 17,911 18,448 19,002 19,572 $171,958


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

1No


None

CONTINGENCIES: Particular locations are dependent on constantly reevaluated needs as identified by Park Maintenance.

PROJECT DESCRIPTION: This program is necessary to purchase and install new trees on City Rights of Way, medians and parks that have died due to vandalism, accidents, disease and/or storm damage.

NEEDS INTENDED TO FILL: The program is necessary to maintain the integrity of the original design for the built environment in parks and R.O.W. throughout the City.


None


PROJECT NAME: Tree Replacement ProgramPROJECT LOCATION: Various Sites Throughout the City


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CITY OF ARVADA

CLUB CREST TRAILPK-29


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 326,398 0 0 0 0 0 $326,398 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 326,398 0 0 0 0 0 $326,398

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 0 326,398 0 0 0 0 0 $326,398 Total Proj Costs 0 0 0 0 326,398 0 0 0 0 0 $326,398

O&M Costs 0 0 0 0 450 464 478 492 507 522 $2,912

2No


None

CONTINGENCIES: Ditch company approval will be necessary for the construction of the pedestrian bridge.

PROJECT DESCRIPTION: This project completes two very valuable trail linkages along irrigation ditches just west of the Indian Tree Golf Course. The first trail segment will be constructed along the Croke Canal which is currently inaccessible. The second segment will provide new 10' wide concrete trail and a new pedestrian bridge along the Church Ditch, connecting Robby Ferrufino Park with the subdivision to the west. Each segment is approximately 1,800 lineal feet long.

NEEDS INTENDED TO FILL: Access is available through these land parcels but not in the form of paved all‐weather trails. Both trails will complete the needed access through the adjoining residential areas with new 10' wide trails and connect to the existing neighborhood park.


None


PROJECT NAME: Club Crest TrailPROJECT LOCATION: Club Crest Park to 80th Avenue


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CITY OF ARVADA

EAST AREA NEIGHBORHOOD PARKPK-31


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 406,000 0 0 0 0 0 0 0 0 0 $406,000 Other City $ 1,890,122 0 0 0 0 0 0 0 0 0 0 $1,890,122 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 1,890,122 406,000 0 0 0 0 0 0 0 0 0 $2,296,122

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 128,000 0 0 0 0 0 0 0 0 0 $128,000 Const. Costs 1,152,020 0 0 0 0 0 0 0 0 0 $1,152,020 Total Proj Costs 1,016,102 1,280,020 0 0 0 0 0 0 0 0 0 $2,296,122

O&M Costs 0 10,506 10,821 11,146 11,480 11,825 12,179 12,545 12,921 13,309 $106,732

5No


The existing use of just over $1M prior to 2013 represents the costs of land acquisition.

CONTINGENCIES: As with all neighborhood parks, local resident input will influence final design.

PROJECT DESCRIPTION: This project consists of the development of a recently acquired 7 acre parcel into a neighborhood park. The neighborhood meeting and design process will occur in 2012. This will be followed by the preparation of construction documents and bidding. The construction will occur in 2013. Typical facilities that will be included in this neighborhood park site are a playground, a multi‐purpose court, walkways, shade structure, landscaping and irrigation.

NEEDS INTENDED TO FILL: This project, along with the fully funded South Central Park, helps to fulfill the major project goal to complete the identified neighborhood park projects. The park masterplan targets this area of the city as an area deficient in neighborhood parks. The acquisition of this property and the development of this neighborhood park will help to complete this goal.


Prior capital funding represents the existing funding for the project.


PROJECT NAME: East Area Neighborhood ParkPROJECT LOCATION: 5574 W. 69th Avenue

DEPARTMENT/DIVISION: Parks Golf and Hospitality Services/Urban and Park Design Division

95

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 25,000 25,750 26,523 27,318 28,138 28,982 29,851 30,747 31,669 32,619 $286,597 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 25,000 25,750 26,523 27,318 28,138 28,982 29,851 30,747 31,669 32,619 $286,597


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

7Yes

PROJECT NAME: Adams County Open Space ProjectsPROJECT LOCATION: Varied Sites in Adams County

DEPARTMENT/DIVISION: Parks, Golf, & Hospitality/Parks & Urban Design


PROJECT DESCRIPTION: Each year the City receives about $25,000 in Open Space Sales Tax from Adams County that can only be used in Adams County for Open Space‐related projects. The funds are held in a dedicated project.

NEEDS INTENDED TO FILL: Various needs in Adams County as they arise.


Each year the City receives about $25,000 in a Transportation Tax from Adams County that can only be used in Adams County for Open Space purposes.


Due to the significant geographic restraints for the expenditure of these funds, the resources are used as opportunities arise.

CONTINGENCIES: This funding will be utilized as eligible needs are identified.

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Total $ 0 30,000 0 0 0 0 0 0 0 0 0 $30,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 30,000 0 0 0 0 0 0 0 0 0 $30,000 Const. Costs 0 0 0 0 0 0 0 0 0 0 $0 Total Proj Costs 30,000 0 0 0 0 0 0 0 0 0 $30,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

7No


Funding this request would result in creating a land use plan for this site, a plan that would include costs for constructing identified alternatives.

CONTINGENCIES: Eventual execution of the Master Plan will be contingent on its findings and available resources.

PROJECT DESCRIPTION: The city owns the 28 acres of undeveloped property immediately west of Lake Arbor Community Park. Over the years, many suggestions have been made about its potential use and development. At this time, no master plan exists to guide its future development.

NEEDS INTENDED TO FILL: The purpose of doing a master plan is to identify stakeholders, solicit input and define what is wanted and needed, prioritized.


None


PROJECT NAME: Lake Arbor Master PlanPROJECT LOCATION: Southeast of Pomona Drive and Vance Drive

DEPARTMENT/DIVISION: Parks, Golf, & Hospitality/Parks & Urban Design

99

GOLFTen-Year Summary

Over the past many years, the Golf Courses have addressed various capital needs by identifying and executing one substantial project a year. Recent ex-amples include bunker restoration and the construction of a new cart and equipment building at West Woods. This plan identifies nine similarly substantial projects between West Woods and Lake Arbor for the next decade, as well as complete irrigation system replacement at West Woods in 2019. These projects will help to maintain the courses at a proper level for the use and enjoyment by their respective markets.

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 40,000 181,280 83,334 48,080 180,081 57,964 2,806,023 29,517 38,003 107,644 $3,571,926 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 40,000 181,280 83,334 48,080 180,081 57,964 2,806,023 29,517 38,003 107,644 $3,571,926

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 59,703 0 0 9,786 $69,488 Const. Costs 40,000 181,280 83,334 48,080 180,081 57,964 2,746,320 29,517 38,003 97,858 $3,502,437 Total Proj Costs 0 40,000 181,280 83,334 48,080 180,081 57,964 2,806,023 29,517 38,003 107,644 $3,571,926

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0


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WEST WOODS IRRIGATIONREPLACEMENT : GC-01


LEGEND

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102

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 2,806,023 0 0 0 $2,806,023 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 0 0 2,806,023 0 0 0 $2,806,023

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 59,703 0 0 0 $59,703 Const. Costs 0 0 0 0 0 0 2,746,320 0 0 0 $2,746,320 Total Proj Costs 0 0 0 0 0 0 2,806,023 0 0 0 $2,806,023

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

9No


The useful life of a golf course irrigation system is estimated to be between 25 and 30 years by the US Golf Association. Installation of the original 18 hole system started in 1992, making the age of parts of the system 25 to 27 years old in 2019. By then, repair and maintenance costs to keep the system operating at peak capacity may outweigh replacement costs.

CONTINGENCIES: Project timing is subject to change based on need and constantly reevaluated prioritizations.

PROJECT DESCRIPTION: Replacement of the irrigation system for all 27 holes, driving range, landscaping and other irrigated areas on the property. Includes design costs, all labor and material for the new irrigation system including sprinklers, satellite controllers, central computer, pipe and fittings, gate valves, electrical wire and pump station.

NEEDS INTENDED TO FILL: Deliver water to golf course turf and landscaping in the most efficient manner while conserving water resources and providing quality playing conditions.


This project will be financed by and within the Golf Fund.


PROJECT NAME: West Woods Golf Club Irrigation System ReplacementPROJECT LOCATION: West Woods Golf Club 6655 Quaker Street

DEPARTMENT/DIVISION: Parks, Golf & Hospitality / West Woods Golf

103

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 83,334 0 0 0 0 0 0 0 $83,334 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 83,334 0 0 0 0 0 0 0 $83,334

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 83,334 0 0 0 0 0 0 0 $83,334 Total Proj Costs 0 0 83,334 0 0 0 0 0 0 0 $83,334

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

9No


Aeration will reduce aquatic weed and algae growth eliminating/reducing the need for chemical controls while enhancing habitat for aquatic wildlife, eliminating odors and unsightly conditions. There have been complaints from golf course customers and neighbors regarding pond conditions.


PROJECT DESCRIPTION: Installation of electrical service to sites, high volume air compressors, compressor cabinets, timers, fittings, tubing and membrane diffusers in 11 of 16 golf course ponds. Five of the 11 golf course ponds currently have aerations systems or a water recirculating pump system. They have not required chemical control for aquatic weeds or algae.

NEEDS INTENDED TO FILL: Improvement of water quality and aesthetics. Most of the ponds are fed by stormwater and runoff from surrounding neighborhoods and may contain pesticides and nutrient loads. In months without precipitation, the ponds often become stagnant and smelly.


This project will be financed by the Golf Fund.


PROJECT NAME: West Woods Golf Club Pond Aeration SystemsPROJECT LOCATION: West Woods Golf Club 6655 Quaker Street

DEPARTMENT/DIVISION: Parks, Golf and Hospitality / West Woods Golf

105

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 42,070 0 0 0 0 0 0 $42,070 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 42,070 0 0 0 0 0 0 $42,070

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 42,070 0 0 0 0 0 0 $42,070 Total Proj Costs 0 0 0 42,070 0 0 0 0 0 0 $42,070

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No


Work on hole #8 at West Woods Golf Club can be completed by the same contractor/bid as this project.


PROJECT DESCRIPTION: Re‐design and expand tees on holes #3 and #5, add intermediate/ forward tees on holes # 2,#3,#5, #10, #11 #14, #16 and #17. Costs include topsoil, shaping, leveling, sod and any necessary irrigation improvements. Average cost / 1,200 sq. ft. is $3,500.

NEEDS INTENDED TO FILL: Lake Arbor has very limited/inadequate teeing areas for the number of rounds played there annually. By remodeling and adding intermediate tees, player satisfaction will be improved due to improved tee conditions and variety of tee shots. Player safety will also be improved with shorter hole distances and strategically placed teeing grounds.




PROJECT NAME: Lake Arbor Golf Course Tee ConstructionPROJECT LOCATION: Lake Arbor Golf Course 8600 Wadsworth Blvd.

DEPARTMENT/DIVISION: Parks, Golf & Hospitality

107


Total $ 0 0 0 0 6,010 0 0 0 0 0 0 $6,010

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 6,010 0 0 0 0 0 0 $6,010 Total Proj Costs 0 0 0 6,010 0 0 0 0 0 0 $6,010

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No


Work on this project can be completed by the same contractor/ bid as the 2016 Lake Arbor Golf Course Tee Construction Project.


PROJECT DESCRIPTION: Hole #8 Sleeping Indian: Move the left greenside bunker south, re‐grade / lower the approach and rough to make the green more accessible to players on the forward tees south of Ralston Creek.

NEEDS INTENDED TO FILL: The green on hole #8 was not constructed as designed. It should have been situated facing approximately 20 degrees south to be more open/favorable to shots from the forward tees by players who often cannot hit the ball far enough to carry the left bunker and stay on the green.




PROJECT NAME: West Woods Golf Club Hole #8 ‐ Sleeping Indian RemodelPROJECT LOCATION: West Woods Golf Club 6655 Quaker Street

DEPARTMENT/DIVISION: Parks, Golf & Hospitality

109

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CITY OF ARVADA

LAKE ARBOR MAINTENANCEBUILDING REMODEL : GC-05


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 180,081 0 0 0 0 0 $180,081 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 180,081 0 0 0 0 0 $180,081

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 0 180,081 0 0 0 0 0 $180,081 Total Proj Costs 0 0 0 0 180,081 0 0 0 0 0 $180,081

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

7No


An option would be to complete a site assessment plan for the design and replacement the existing buildings to include player accessible restrooms.


PROJECT DESCRIPTION: Remodel the maintenance building to include: replace roof and gutters, windows and doors, build ADA compliant restrooms and amenities, add offices, staff lounge and lockers, replace HVAC, add insulation. Paint building and equipment storage sheds. Improve work spaces and efficiency.

NEEDS INTENDED TO FILL: The maintenance building was constructed in the mid 1970's. It is a steel pre‐fabricated building that is not ADA compliant in access or amenities. It has one restroom and no formal office areas. It is heated with electric base board heaters, is poorly insulated and inefficient making it expensive to heat/cool.




PROJECT NAME: Lake Arbor Golf Course Maintenance Building RemodelPROJECT LOCATION: Lake Arbor Golf Course 8600 Wadsworth Blvd.

DEPARTMENT/DIVISION: P G & H / Lake Arbor Golf

111

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 40,000 0 0 0 0 0 0 0 0 0 $40,000 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 40,000 0 0 0 0 0 0 0 0 0 $40,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 40,000 0 0 0 0 0 0 0 0 0 $40,000 Total Proj Costs 0 0 0 0 0 0 0 0 0 0 $40,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

6No


The West Woods Club House opened in 1994. The building and amenities were constructed to serve the needs of an 18 hole golf course. An additional nine holes were added in 1999. The original fixtures and plumbing continue to require costly maintenance and repair and need to be replaced and brought up to current building codes.


PROJECT DESCRIPTION: Full remodel of Golf Shop, offices and fixtures. Full remodel of club house restrooms to include new fixtures, flooring, piping and plumbing improvements.

NEEDS INTENDED TO FILL: Improved ADA accessibility to counter and amenities. Improved office and work space, enhanced merchandise and display areas. Replace fixtures, counters and flooring, improve piping and drains.




PROJECT NAME: West Woods Golf Club Golf Shop and Rest Rooms RemodelPROJECT LOCATION: West Woods Golf Club 6655 Quaker Street

DEPARTMENT/DIVISION: P G & H / West Woods Golf

113

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 181,280 0 0 0 0 0 0 0 0 $181,280 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 181,280 0 0 0 0 0 0 0 0 $181,280

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 181,280 0 0 0 0 0 0 0 0 $181,280 Total Proj Costs 0 181,280 0 0 0 0 0 0 0 0 $181,280

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No


The office area at the restaurant currently delineated by curtains and some shelving in a corner of the west dining room. Safes, computers and desks where money is counted and disbursed are unsecured. Food, liquor and supplies are stored in a chain link cage in the clubhouse basement. Currently, equipment is temporarily stored outdoors during peak hours.

CONTINGENCIES: An alternate to remodeling and other clubhouse related projects would be to complete a site assessment plan for parking, a new clubhouse and practice areas. Project timing is subject to change based on constantly reevaluated prioritizations.

PROJECT DESCRIPTION: Remodel West Woods Restaurant for office space, enlarged service areas and increased storage. Expand loading dock area by extending the brick wall and paved areas to the parking lot to the west, and removing the existing landscaping. Remove the old scoreboard and storage shed by southwest doors, construct heated office and storage space. Remove current office space. Cover the stairwell to the clubhouse basement with flooring for new storage space.

NEEDS INTENDED TO FILL: Adding private office space will improve security for daily money related activities and secure work areas. Heated storage will keep equipment and supplies out of the weather and more accessible during business hours, while expanding the dock area will permit moving some of the walk‐in kitchen coolers and refrigerators outside to free up kitchen and seating space.




PROJECT NAME: West Woods Restaurant Remodel, Offices and StoragePROJECT LOCATION: West Woods Golf Club 6655 Quaker Street


115

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 57,964 0 0 0 0 $57,964 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 0 57,964 0 0 0 0 $57,964

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 0 0 57,964 0 0 0 0 $57,964 Total Proj Costs 0 0 0 0 0 57,964 0 0 0 0 $57,964

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

6No


The bar area has had frozen pipe problems in its present location, as well as break‐ins through the service windows to steal liquor from shelving behind the bar. The present layout of the golf shop makes it difficult staff to see the golf course, cart barn and players on the tees from the counter.


PROJECT DESCRIPTION: Move the bar area to the kitchen (west) side of the restaurant, remodel the restrooms, replace fixtures. Move the golf shop counters to the east side, expand storage and merchandise display areas.

NEEDS INTENDED TO FILL: Moving the bar area to the kitchen side of the restaurant improves efficiency in food ordering, service and communication with the kitchen while allowing a server to tend bar, place and pick up food orders directly from the kitchen rather than walking back and forth between the bar and kitchen.




PROJECT NAME: Lake Arbor Golf Course Golf Shop / Restaurant RemodelPROJECT LOCATION: Lake Arbor Golf Course 8600 Wadsworth Blvd.

DEPARTMENT/DIVISION: P G & H / Lake Arbor Golf

117

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CITY OF ARVADA

WEST WOODS RAIN SHELTERSGC-09


LEGEND

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118

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 29,517 0 0 $29,517 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 0 0 0 29,517 0 0 $29,517

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 0 0 0 0 29,517 0 0 $29,517 Total Proj Costs 0 0 0 0 0 0 0 29,517 0 0 $29,517

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

9No


None


PROJECT DESCRIPTION: Construct two rain shelters on the golf course. One located adjacent to the tee complexes of hole #4 tee Sleeping Indian and #26 Silo, the second between holes #23 and #24 Silo.

NEEDS INTENDED TO FILL: Customer safety and protection from lightning and inclement weather.




PROJECT NAME: West Woods Golf Club Rain SheltersPROJECT LOCATION: West Woods Golf Club 6655 Quaker Street


119

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 38,003 0 $38,003 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 0 0 0 0 38,003 0 $38,003

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 0 0 0 0 0 0 38,003 0 $38,003 Total Proj Costs 0 0 0 0 0 0 0 0 38,003 0 $38,003

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No


The south side of the entrance has an easement for various public utilities and improvements which have grown in scope and size since construction of the Silo nine.


PROJECT DESCRIPTION: Improve landscaping, signage and lighting at the West Woods Golf Club entrance on Quaker Street. By adding landscaping, views of the equipment can be minimized and first impressions of the property enhanced. Improved signage for the restaurant and golf shop will allow for customer information and attraction. Improved lighting will provide for safety and customer attraction as well as for holiday decorations and special events.

NEEDS INTENDED TO FILL: Install native plants, grasses and trees at the entrance to screen switch cabinets, transformers and other utility equipment visible from the street and when entering the property. Install improved signage and lighting.




PROJECT NAME: West Woods Golf Club Entrance Landscaping and Lighting Improvements PROJECT LOCATION: West Woods Golf Club 6655 Quaker Street


121

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 107,644 $107,644 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 0 0 0 0 0 107,644 $107,644

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 9,786 $9,786 Const. Costs 0 0 0 0 0 0 0 0 0 97,858 $97,858 Total Proj Costs 0 0 0 0 0 0 0 0 0 107,644 $107,644

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

7No


In recent years, the golf course has had to utilize limited flight balls on the driving range to avoid patrons on opposite ends of the range being hit by shots from the opposite tee. Constructing a new tee south of the existing tees would add yardage to the range to return to use of high quality range balls and improve customer satisfaction, retention and attraction.


PROJECT DESCRIPTION: Upgrade/rebuild the practice areas at West Woods Golf Club. Downsize and move the 10,000 sq. ft. putting green. Construct a new range tee south of the existing tees at the former putting green location. Add practice bunkers and a short game practice area at the north end of the range. Investigate the possibility of relocating /removing the south chipping green for expanded parking or a gazebo for weddings, special events.

NEEDS INTENDED TO FILL: The existing putting green is larger than it needs to be and is not well received by golf course patrons due to severe slopes and limited cupping areas. A smaller, less severe green would allow more space for other amenities and provide a better place to practice.




PROJECT NAME: West Woods Golf Club Practice Areas Remodel/ExpansionPROJECT LOCATION: West Woods Golf Club 6655 Quaker


123

HOSPITALITYTen-Year Summary

Based in the south side of the Arvada Center and periodically using both West Woods and Lake Arbor as event venues, the City’s Hospitality enterprise is training its eyes on ensuring its capacity to provide banquet and conference services to its customers for years to come. Difficult economic circumstances have compelled the deferral of necessary equipment maintenance and replacement. The plan includes a carefully balanced allocation of resources for both kitchen and banquet facilities in order to guarantee both continued worker safety and efficiency, as well as positive customer experiences.


Total $ 0 135,000 139,050 371,315 109,273 112,551 150,706 155,227 159,884 164,680 169,621 $1,667,305

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 31,827 8,742 0 0 0 0 0 0 $40,569 Const. Costs 135,000 139,050 339,488 100,531 112,551 150,706 155,227 159,884 164,680 169,621 $1,626,736 Total Proj Costs 0 135,000 139,050 371,315 109,273 112,551 150,706 155,227 159,884 164,680 169,621 $1,667,305

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0


125

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 65,000 27,810 0 0 56,275 75,353 77,613 79,942 82,340 84,810 $549,144 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 65,000 27,810 0 0 56,275 75,353 77,613 79,942 82,340 84,810 $549,144

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 65,000 27,810 0 0 56,275 75,353 77,613 79,942 82,340 84,810 $549,144 Total Proj Costs 65,000 27,810 0 0 56,275 75,353 77,613 79,942 82,340 84,810 $549,144

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

4No


Examples of kitchen equipment marked for eventual replacement arestoves, steamers, grills, flat‐tops, food display units, ice machines and lathes, portable broilers.

CONTINGENCIES: The order and timing of projects are subject to change based on need and constantly reevaluated prioritizations.

PROJECT DESCRIPTION: These expenditures represent kitchen equipment replacement for Hospitality. Included for 2013 are oven and steamer replacements, as well as "hot box" replacements in 2014.

NEEDS INTENDED TO FILL: To provide our staff with the proper tools necessary for production and to provide our guests with up‐to‐date service and presentation. This equipment is (20) years old and some of the equipment surpassed industry standard of (15) years and continues to increase repair and maintenance as it breaks down more often.


All money for these projects will come from the Hospitality Fund.


PROJECT NAME: Hospitality Taking Lasting Care KitchenPROJECT LOCATION: Arvada Center Banquet Facility

DEPARTMENT/DIVISION: Parks, Golf, Hospitality/Hospitality

127

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 70,000 111,240 0 0 56,275 75,353 77,613 79,942 82,340 84,810 $637,574 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 70,000 111,240 0 0 56,275 75,353 77,613 79,942 82,340 84,810 $637,574

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 70,000 111,240 0 0 56,275 75,353 77,613 79,942 82,340 84,810 $637,574 Total Proj Costs 70,000 111,240 0 0 56,275 75,353 77,613 79,942 82,340 84,810 $637,574

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

4No

PROJECT NAME: TLC Banquet EquipmentPROJECT LOCATION: Arvada Center Banquet Facility



PROJECT DESCRIPTION: Planned 2013 maintenance includes refurbishing moveable walls and door replacement. In 2014, furniture replacement, podium replacement, and lighting enhancements including wall sconces are planned.

NEEDS INTENDED TO FILL: The Arvada Center Ballrooms have been in operation for 20 years and is showing apparent signs of being dated and is aging. Equipment need to be replaced to provide continued banquet service.


All money for these projects will come from the Hospitality Fund.


Banquet service equipment to be replaced includes portable bars, concession service equipment, chafers, tents, coffee cart, tables, skirting, audio/visual equipment such as LCD's, microphones, assisted listening devices, portable lighting, pipe and draping, etc.

CONTINGENCIES: The timing of particular equipment replacements are subject to change based on need and constantly reevaluated prioritizations.

129


Total $ 0 0 0 371,315 0 0 0 0 0 0 0 $371,315

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 31,827 0 0 0 0 0 0 0 $31,827 Const. Costs 0 0 339,488 0 0 0 0 0 0 0 $339,488 Total Proj Costs 0 0 371,315 0 0 0 0 0 0 0 $371,315

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

3No


The events at the Arvada Center are dependent on proper sound technology. Should this project not be funded, the Arvada Center Banquet Facility will be at risk of not being able to maintain repeat clients and guest satisfaction.


PROJECT DESCRIPTION: This project will see the replacement of the existing sound system in 2015.

NEEDS INTENDED TO FILL: The sound system is beginning to show signs of aging and will need to be replaced in 2015.


All money for this project will come from the Hospitality Fund.


PROJECT NAME: Sound System ReplacementPROJECT LOCATION: Arvada Center Banquet Facility


131


Total $ 0 0 0 0 109,273 0 0 0 0 0 0 $109,273

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 8,742 0 0 0 0 0 0 $8,742 Const. Costs 0 0 0 100,531 0 0 0 0 0 0 $100,531 Total Proj Costs 0 0 0 109,273 0 0 0 0 0 0 $109,273

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

2No


Replacement of the coolers is necessary to maintain quality of product and safety for staff. Additional cooler and freezer space will make our buying opportunities worthwhile by providing more storage of inventory and longer windows of productivity.


PROJECT DESCRIPTION: Replacement of Current refrigeration and Freezer Space. This project will replace 2 walk‐in coolers, 1 beer cooler, 1 waling freezer, and 1 reach‐in freezer.

NEEDS INTENDED TO FILL: The current refrigeration and freezer space is 20 years old. Replacement of the coolers is necessary to maintain quality of product and safety for staff.


All money for this project will come from the Hospitality Fund.


PROJECT NAME: Refrigeration and Freezer Space ReplacementPROJECT LOCATION: Arvada Center Banquets

DEPARTMENT/DIVISION: Parks Golf and Hospitality/Hospitality

133

ARVADA CENTERTen-Year Summary

Concern for safety is paramount in capital improvement plans for the Arvada Center. As one of the City’s facilities most visited by the public, including thousands of children a year, a video monitoring system will greatly enhance the security of the building. The plan also contemplates mitigating trip hazards in the front entry plaza and needed lighting improvements for the parking lots. In addition, capital funding for public art will be maintained at current levels of $50,000 a year through 2014.

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 105,000 51,500 0 0 0 0 0 0 0 0 $156,500 Other City $ 0 573,500 0 0 0 0 0 0 0 0 0 $573,500 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 79,568 519,045 0 0 0 0 0 0 $598,613

Total $ 0 678,500 51,500 79,568 519,045 0 0 0 0 0 0 $1,328,613

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 25,000 0 79,568 0 0 0 0 0 0 0 $104,568 Const. Costs 653,500 51,500 0 519,045 0 0 0 0 0 0 $1,224,045 Total Proj Costs 0 678,500 51,500 79,568 519,045 0 0 0 0 0 0 $1,328,613

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0


135


Total $ 0 55,000 0 0 0 0 0 0 0 0 0 $55,000


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No

PROJECT NAME: Arvada Center Capital MaintenancePROJECT LOCATION: 6901 Wadsworth Blvd.


TOTAL PROJECT COST: $55,000 VERACITY OF COST ESTIMATE:LAND/ROW ACQUISITION?: None LEGAL OBLIGATION TO COMPLETE?:

PROJECT DESCRIPTION: The project is designed to provide the Arvada Center with working capital to address relatively minor needs as they arise.

NEEDS INTENDED TO FILL: As needs are identified for Performing Arts, Education, the Gallery & Museum, and all Arvada Center operations, this project ensures that they can be promptly addressed.


None


None

CONTINGENCIES: Particular work is contingent on the prioritization of needs by Arvada Center stafff.

137

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 79,568 519,045 0 0 0 0 0 0 $598,613

Total $ 0 0 0 79,568 519,045 0 0 0 0 0 0 $598,613

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 79,568 0 0 0 0 0 0 0 $79,568 Const. Costs 0 0 0 519,045 0 0 0 0 0 0 $519,045 Total Proj Costs 0 0 79,568 519,045 0 0 0 0 0 0 $598,613

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

2No

PROJECT NAME: Arvada Center Front Entry Renovation and Interior Wayfinding PROJECT LOCATION: 6901 Wadsworth Blvd.

DEPARTMENT/DIVISION: 08‐1601 ‐ Arvada Center/Administration


PROJECT DESCRIPTION: Remodeling the Front Lobby will create a more exciting and accessible entrance, move the Box Office staff to a more secure location, install a greeter/will call station, install ticketing kiosks, install several informational LED screens throughout the Center, install new automatic front door system and new doors to the Main Gallery, install new shades as required, and replace existing Donor Wall panels with digital elements.

NEEDS INTENDED TO FILL: Help meet PCI and ADA compliance, increase customer experience and convenience, address safety and security for Box Office staff and cash purposes, enhance communications and marketing for revenue potential, allow customers to purchase and/or pick up tickets and do on‐site donations, and provide program/site information.


The exact sources and nature of the funding for this project are to be determined.


None

CONTINGENCIES: The establishment of funding sources and the future needs of the Arvada Center will drive this project.

139


Total $ 0 123,000 0 0 0 0 0 0 0 0 0 $123,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 10,000 0 0 0 0 0 0 0 0 0 $10,000 Const. Costs 113,000 0 0 0 0 0 0 0 0 0 $113,000 Total Proj Costs 123,000 0 0 0 0 0 0 0 0 0 $123,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

4No

PROJECT NAME:PROJECT LOCATION: 6901 Wadsworth Blvd.

DEPARTMENT/DIVISION: 08.1608 Arvada Center/Facilities

Arvada Center Safety and Security Video Equipment (RM)


PROJECT DESCRIPTION: This will replace outdated equipment for monitoring and recording of activity throughout the building to ensure staff, volunteer, patrons (including many children) and property a safe, secure enviorment. Components include replacing outdated equipment along with adding camera's, servers or DVR's, classroom phones, radios, and door keypad readers.

NEEDS INTENDED TO FILL: This will address PCI compliance needs, provide more systems/processes, including an identification system, and ensure that all property is protected. Staff and patrons should feel very secure within the building, even late at night, and meet the needs of the hundreds of children here on a weekly basis who require an even higher level of security.


Designed to ensure both safety and security, available funding from the Risk Management Fund will finance the project.


Includes servers for DVRs, IP Cameras inside and a few outside at doors, keypad readers, and video software

CONTINGENCIES: Project particulars will be contingent on the professional assessment.

141


Total $ 0 225,000 0 0 0 0 0 0 0 0 0 $225,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 15,000 0 0 0 0 0 0 0 0 0 $15,000 Const. Costs 210,000 0 0 0 0 0 0 0 0 0 $210,000 Total Proj Costs 225,000 0 0 0 0 0 0 0 0 0 $225,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

3No

PROJECT NAME: Arvada Center Exterior Lighting Improvements (RM)PROJECT LOCATION: 6901 Wadsworth Blvd.

DEPARTMENT/DIVISION: 08‐1608 Arvada Center/Facilities


PROJECT DESCRIPTION: Upgrade and replace Arvada Center exterior lighting for safety and security of the Arvada Center parking bays, including employee parking on the east side of the building. Fifty poles will need to be updated to LED lighting with longer pole extensions to improve hided lights in the trees, along with adding 10 outside building mounted LED lights, and upgrading the other 40 to LED for sustainability, and efficiency, to industry standards.

NEEDS INTENDED TO FILL: The project will replace & upgrade Arvada Center exterior lighting for safety and security of the Arvada Center parking bays. This will benefit patrons, employee's visibility for the Center grounds.


Designed to ensure safety and security for both patrons and employees alike, available funding from the Risk Management Fund will finance the project.


Project costs can be reduced if we do not change out existing building‐mounted lights to LED.

CONTINGENCIES: None

143


Total $ 0 225,500 0 0 0 0 0 0 0 0 0 $225,500


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No

PROJECT NAME: Arvada Center Outside Front Entry Plaza (RM)PROJECT LOCATION: 6901 Wadsworth Blvd

DEPARTMENT/DIVISION: 08.1608 Arvada Center/Facilities


PROJECT DESCRIPTION:

NEEDS INTENDED TO FILL: After 20 years the concrete pavers, and concrete have deteriorated to the point they are beginning to be a trip hazard. Some areas of concrete have been replaced but most have not.


Intended to ensure safety, available funding from the Risk Management Fund will finance the project.

Front entrance to the Arvada Center, pavers and concerte removal with new materials construction


Pavers 5,000 sq ft @ $17. Concrete 10,000 sq ft @$12 (10% for Others)

CONTINGENCIES: None

145

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 50,000 51,500 0 0 0 0 0 0 0 0 $101,500 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 50,000 51,500 0 0 0 0 0 0 0 0 $101,500

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 50,000 51,500 0 0 0 0 0 0 0 0 $101,500 Total Proj Costs 50,000 51,500 0 0 0 0 0 0 0 0 $101,500

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No

PROJECT NAME: Public ArtPROJECT LOCATION: Various Locations

DEPARTMENT/DIVISION: Arvada Center/Administration


PROJECT DESCRIPTION:

NEEDS INTENDED TO FILL:


None

In support of the City Art in Public Places Program, this project will fund the acquisition of public art for placement throughout the City. The funds are used within the guidleines set forth by the program and purchases are approved by the City Council.

Established by City Counci in 2009, program goals are to enhance and enrich the lives of Arvada's residents, visitors, employees, and local businesses by incorporating works of art in public places, contribute to Arvada's civic pride and sense of identity, increase access to works of art, and enhance Arvada's reputation as a city which celebrates and supports the arts.


None

CONTINGENCIES: Project locations will be determined by staff.

147

PUBLIC SAFETYTen-Year Summary

For the past couple of years, the Police Department has been planning for a fundamental change in how law enforcement resources are distributed in the City in the form of substations. Utilizing resources made available by the two police tax increments, this plan will see the construction of two new substa-tions in Arvada, thus widely distributing resources to more quickly and efficiently address citizen needs. Additionally, the construction of the substations will provide much-needed space for the currently congested police department.

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 8,000,000 0 0 0 0 0 0 0 0 0 $8,000,000 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 8,000,000 0 0 0 0 0 0 0 0 0 $8,000,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 800,000 0 0 0 0 0 0 0 0 0 $800,000 Const. Costs 7,200,000 0 0 0 0 0 0 0 0 0 $7,200,000 Total Proj Costs 0 8,000,000 0 0 0 0 0 0 0 0 0 $8,000,000

O&M Costs 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $900,000


149

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 0 0 $0 Restricted City $ 0 8,000,000 0 0 0 0 0 0 0 0 0 $8,000,000 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 8,000,000 0 0 0 0 0 0 0 0 0 $8,000,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 800,000 0 0 0 0 0 0 0 0 0 $800,000 Const. Costs 7,200,000 0 0 0 0 0 0 0 0 0 $7,200,000 Total Proj Costs 8,000,000 0 0 0 0 0 0 0 0 0 $8,000,000

O&M Costs 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 $900,000

8No

PROJECT NAME: Two Police Substations PROJECT LOCATION: 81st Ave. and Vance St. and TBD

DEPARTMENT/DIVISION: Public Safety


PROJECT DESCRIPTION: The above number is based upon a consultant's pro forma of each substation and reflects the upper end of the range ($3,764,575‐ 4,221,287). This number includes all furniture and fixtures necessary to make the substation operational, including 10% contingency. This quote does include all furniture, fixtures, computers, etc. necessary to open the building.

NEEDS INTENDED TO FILL: The construction of the substations is intended to provide better police services within our vision of decentralized policing, coupled with our need to address the severe space‐needs issues presently facing the police department.


The Police Department is proposing cash financing using existing fund balances of the .21 and .25 tax increments to pay the costs associated with building both substations #1 and #2 (approximately 8 million dollars).


Each is a 10,000 sq. ft building complete with community room. A consultant with many years experience completing governmental buildings provided the Pro Forma. Construction costs may be reduced during the actual design phase. The current estimate of $50,000 in O&M per substation is highly conservative, so inflators have not been included.

CONTINGENCIES: A 10% contingency was added to the overall cost of the buildings.

151

WATERTen-Year Summary

The Water Division is on the precipice of the most transformational project to which the City is a party besides the Gold Line. When completed per an agreement with Denver Water in the works for years, the Gross Reservoir Expansion will substantially increase the availability of water for the City, ensur-ing a stable and adequate supply for decades to come. Plans to further secure the City’s water supply with the continued acquisition of water rights and the Leyden Storage Project will supplement the availability of Colorado’s most precious resource. Other projects, including treatment plant improvements and continued water main replacements, will see to the continued provision of safe drinking water for the citizens of Arvada.

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 41,931,590 4,731,021 4,759,360 6,617,307 10,953,402 13,460,742 18,207,059 20,504,104 7,813,066 5,024,035 $134,001,687 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 41,931,590 4,731,021 4,759,360 6,617,307 10,953,402 13,460,742 18,207,059 20,504,104 7,813,066 5,024,035 $134,001,687

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 41,931,590 4,731,021 4,759,360 6,617,307 10,953,402 13,460,742 18,207,059 20,504,104 7,813,066 5,024,035 $134,001,687 Total Proj Costs 0 41,931,590 4,731,021 4,759,360 6,617,307 10,953,402 13,460,742 18,207,059 20,504,104 7,813,066 5,024,035 $134,001,687

O&M Costs 0 0 0 0 0 0 2,407,278 2,407,278 2,407,278 2,407,278 $9,629,111


153

Gross Reservoir

CITY OF ARVADA

DENVER WATER MOFFAT PROJECTPARTICIPATION : WA-01


LEGEND

Project Location


G:\GIS_Data\MXD\Finance\Administration\CIP\LocationMaps\Projects2013-2014\WA-01.mxd

154

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 37,331,086 250,000 250,000 2,409,757 6,619,626 8,996,952 13,609,356 15,768,470 2,935,362 0 $88,170,609 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 37,331,086 250,000 250,000 2,409,757 6,619,626 8,996,952 13,609,356 15,768,470 2,935,362 0 $88,170,609

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 37,331,086 250,000 250,000 2,409,757 6,619,626 8,996,952 13,609,356 15,768,470 2,935,362 0 $88,170,609 Total Proj Costs 37,331,086 250,000 250,000 2,409,757 6,619,626 8,996,952 13,609,356 15,768,470 2,935,362 0 $88,170,609

O&M Costs 0 0 0 0 0 0 2,407,278 2,407,278 2,407,278 2,407,278 $9,629,111

3Yes


This project will require a financing agreement and distributor contract with Denver Water. Projected debt service related to the project is reflected in O&M Costs.

CONTINGENCIES: The project requires permits from federal and stage agencies.

PROJECT DESCRIPTION: Arvada has a contract with Denver Water to participate in a project that will provide up to 3,000 acre feet of water per year. The $320 million project may start in 2014, with completion in 5 years; more exact cost figures will be generated when the required permits are issued. Arvada's portion is expected to be at least $89 million, which will likely require the issuance of debt. The timing of the bonding depends on the permits, speed of construction, tap sales, and financial market variables.

NEEDS INTENDED TO FILL: This project will provide the majority of the water to meet the build‐out needs of the City.


Water Fund ‐ water tap fees, water fund reserves, and future debt.


PROJECT NAME: Denver Water Moffat Project ParticipationPROJECT LOCATION: Gross Reservoir, Boulder County

DEPARTMENT/DIVISION: Utilities / Water Supply

155


Total $ 0 3,850,504 3,966,021 4,085,000 4,207,550 4,333,777 4,463,790 4,597,703 4,735,635 4,877,704 5,024,035 $44,141,718

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 3,850,504 3,966,021 4,085,000 4,207,550 4,333,777 4,463,790 4,597,703 4,735,635 4,877,704 5,024,035 $44,141,718 Total Proj Costs 3,850,504 3,966,021 4,085,000 4,207,550 4,333,777 4,463,790 4,597,703 4,735,635 4,877,704 5,024,035 $44,141,718

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

10No


Twenty years ago, the water system experienced 120 ‐ 125 main breaks a year. Replacing the worse condition piping has lower breaks to 40 per year.


PROJECT DESCRIPTION: Water pipeline infrastructure installed prior to 1980 has a 50‐year life cycle; as the lines reach the end of their life cycle they need to be replaced. Replacement priority is based on leak history, age, and other factors. The program is designed to grow at 3% each year, keeping up with higher vendor costs and growing the program slowly over the years.

NEEDS INTENDED TO FILL: A proactive main replacement program is key to maintaining the reliability of our water system, an expectation and responsibility to our rate payers. Projects are designed in‐house by the Engineering Division.


Funding is from water rates. The replacement of pipelines and other related infrastructure are ongoing maintenance and replacement costs, which falls to the rate payers.


PROJECT NAME: Water Main ReplacementPROJECT LOCATION: Throughout the City

DEPARTMENT/DIVISION: Utilities / Water System Operations

157


Total $ 0 500,000 0 0 0 0 0 0 0 0 0 $500,000


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

3No


The project cost is based on others have spent for a GAC cap on the filters. The O&M cost are for removing a portion of the GAC each year for regeneration (regeneration effectively redevelops the pore structure within the carbon to return its effectiveness to original conditions); experience will dictate how much is removed each year.


PROJECT DESCRIPTION: Improvements to the water treatment process are needed for infrequent taste and odor events that affect the quality of the drinking water supply. Based on experience of other front range water utilities, changes to the filter media is a cost effective means of controlling taste and odor events. During 2012 it will be determined if a granulated activated carbon (GAC) cap on the filters is a viable alternative. If yes then the project will be undertaken in 2013.

NEEDS INTENDED TO FILL: Taste and odor events that have occurred in August and September limit out ability to use the Arvada Reservoir supply. This project will help to maximize the use of Arvada Reservoir water.


Water Fund ‐ tap fees


PROJECT NAME: Water Treatment Plant ImprovementsPROJECT LOCATION: Arvada Water Treatment Plant, 17935 W. 64th Parkway

DEPARTMENT/DIVISION: Utilities / Water Treatment

159


Total $ 0 0 257,500 0 0 0 0 0 0 0 0 $257,500

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 257,500 0 0 0 0 0 0 0 0 $257,500 Total Proj Costs 0 257,500 0 0 0 0 0 0 0 0 $257,500

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

3No


This work includes a major overhaul of a portion of the CP system. Part of the work is an enhancement of the CP system and will be paid for by tap fees and part of the work is maintenance of the CP system and will be paid from rates.


PROJECT DESCRIPTION: In order to extend the life of transmission lines and avoid catastrophic failures, the cathodic protection (CP) systems must be updated and/or replaced from time to time. CP is a technique used to control the corrosion of a metal surface (pipe) by making the pipe the cathode of an electrochemical cell. By connecting the pipe to be protected with another more easily corroded "sacrificial metal" that acts as the anode of the electrochemical cell, the pipe is protected from corrosion.

NEEDS INTENDED TO FILL: Maintaining the 40 to 50 year old water transmission and distribution system. The City's drinking water supplies are conveyed from the WTP's to the distribution system via major transmission lines. The CP for these lines was installed 25 ‐ 40 years ago.


Water fund ‐ rates and tap fees


PROJECT NAME: Cathodic ProtectionPROJECT LOCATION: Water Lines in the vicinity of the Arvada Reservoir

DEPARTMENT/DIVISION: Utilities / Water System Operations

161

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W.78TH PL.

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CITY OF ARVADA

LEYDEN STORAGEWA-05


LEGEND

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162

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 250,000 257,500 0 0 0 0 0 0 0 0 $507,500 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 250,000 257,500 0 0 0 0 0 0 0 0 $507,500

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 250,000 257,500 0 0 0 0 0 0 0 0 $507,500 Total Proj Costs 250,000 257,500 0 0 0 0 0 0 0 0 $507,500

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

3No


The water in the cavern was treated water purchased from Arvada by Xcel energy to displace the last of the gas in the cavern; this process was part of the cavern gas storage decommission process. Even though the water was treated we can not pump it from the cavern and place it directly into the distribution system but need to re‐treat the water.


PROJECT DESCRIPTION: The Leyden Cavern, between 600 to 800 feet below ground, has been acquired by the City for water storage. This part of the overall project is for the installation of wells. The wells will be drilled in 2013 and 2014 and the pumps set if we need the water. The water will be pumped into a pipe or surface ditch down to Arvada Reservoir and then to the Arvada Water Treatment Plant.

NEEDS INTENDED TO FILL: Should our surface water rights prove to be inadequate in a drought there is approximately 2,000 acre feet of water in Leyden cavern. While contracts with Denver Water and the completion of the Gross enlargement project should protect us from a severe drought, if we need the water we need the wells in place ahead of time.


Water Fund ‐ tap fees


PROJECT NAME: Leyden Storage ProjectPROJECT LOCATION: Hwy 93 and Leyden Flats

DEPARTMENT/DIVISION: Utilities / Water Supplies

163

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TAV

E

3RD

AV

E

2ND

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LEYDENG

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CITY OF ARVADA

LEYDEN RD & QUAKER STWA-06


LEGEND

Project Location



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Total $ 0 0 0 424,360 0 0 0 0 0 0 0 $424,360

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 0 0 424,360 0 0 0 0 0 0 0 $424,360 Total Proj Costs 0 0 424,360 0 0 0 0 0 0 0 $424,360

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

6Yes


Completion will be necessary before too many homes and businesses are dependent on the northwest system.


PROJECT DESCRIPTION: Parallel an existing 12" water line with an 18" water line. The 12" water line is a critical component in the water transmission system to the northwest system. The existing water line was installed in the 1970's and is undersized for the future needs at Candelas and Leyden Rock developments. Paralleling the existing line will add capacity and provide redundancy in this critical location. The length is 3,000 feet; the line traverses an open but steep field.

NEEDS INTENDED TO FILL: This project will ensure a sufficient drinking water supply in the northwest of the City.


Water Fund


PROJECT NAME: Northwest Water System ‐ 18‐inch Water Line PROJECT LOCATION: Leyden Road and Quaker St.

DEPARTMENT/DIVISION: Utilities / Water Operations

165

WASTEWATERTen-Year Summary

The plan for the Wastewater Division, which operates and maintains the City’s sanitary sewer system and sees to the treatment of its collections by the Metro Wastewater Reclamation District, focuses primarily on the maintenance and replacement of sewer infrastructure throughout the City. The comprehensive inspections and proactive maintenance that have marked Wastewater operations for over a decade will continue in order to carry on its exemplary service record for its customers. In addition, the expansion of system capacity in the north of the City will meet rising demands as growth there continues in the coming years.


Total $ 0 1,999,283 2,059,261 2,227,129 2,293,943 2,362,762 2,433,644 2,446,951 2,520,360 2,595,970 2,673,850 $23,613,153

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 1,999,283 2,059,261 2,227,129 2,293,943 2,362,762 2,433,644 2,446,951 2,520,360 2,595,970 2,673,850 $23,613,153 Total Proj Costs 0 1,999,283 2,059,261 2,227,129 2,293,943 2,362,762 2,433,644 2,446,951 2,520,360 2,595,970 2,673,850 $23,613,153

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0


167


Total $ 0 1,849,283 1,904,761 1,961,904 2,020,761 2,081,384 2,143,826 2,208,141 2,274,385 2,342,616 2,412,895 $21,199,957

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 1,849,283 1,904,761 1,961,904 2,020,761 2,081,384 2,143,826 2,208,141 2,274,385 2,342,616 2,412,895 $21,199,957 Total Proj Costs 1,849,283 1,904,761 1,961,904 2,020,761 2,081,384 2,143,826 2,208,141 2,274,385 2,342,616 2,412,895 $21,199,957

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

10No


None


PROJECT DESCRIPTION: About 60% of the sanitary sewer system was constructed before 1980. Materials from that time period had a 50‐year life cycle. Using a relatively inexpensive process, these sewer lines are being rehabilitated, resulting in an extension of their life cycle by many decades. At the current rate of cured in place rehabilitation, the lining of all older sewer lines should be completed by 2025. Priorities are established from video inspections.

NEEDS INTENDED TO FILL: A proactive main replacement program is key to maintaining the reliability of our wastewater collection system, an expectation and responsibility to our rate payers. In 2000 ‐ 2003 we averaged 9 sewer back‐ups / blockages a year; in the last four years we have average one back‐up / blockages per yr. This is a result of improved maintenance and main rehab.


Funding is from wastewater rates. The rehabilitation of sewer mains and manholes is a ongoing and long term maintenance and replacement cost, which falls to the rate payers.


PROJECT NAME: Sewer Main ReplacementPROJECT LOCATION: Throughout the City

DEPARTMENT/DIVISION: Utilities / Wastewater Operations or Public Works / Engineering

169


Total $ 0 100,000 103,000 212,180 218,545 225,102 231,855 238,810 245,975 253,354 260,955 $2,089,776


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

6Yes


The decision to replace existing pipe with larger diameter pipe or install new pipe along the existing pipe will be based on a number of factors including cost, condition of the pipe and construction constraints. For example, at a major intersection it may be better to bore and have two smaller pipes than to have one large pipe that requires an open cut installation.


PROJECT DESCRIPTION: The Arvada North Sanitary Sewer Collection pipeline is undersized for the ultimate build out of the northern portion of the City. As the development continues in the Northwest sections where the flows are restricted the existing line will need to be replaced with larger diameter pipe or a parallel pipe installed. Some construction will begin in 2013 and there is an ongoing flow monitoring program to determine future locations.

NEEDS INTENDED TO FILL: This project will increase capacity for future growth. Overall, the pipeline is in reasonably good condition and is many years away from replacement. The timing is driven by when development takes place.


The oversizing or installation of new sewer line along the existing main will be paid by tap fees.


PROJECT NAME: North System OversizingPROJECT LOCATION: North and East Arvada

DEPARTMENT/DIVISION: Utilities / Wastewater

171

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 50,000 51,500 53,045 54,636 56,275 57,964 0 0 0 0 $323,420 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 50,000 51,500 53,045 54,636 56,275 57,964 0 0 0 0 $323,420

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 50,000 51,500 53,045 54,636 56,275 57,964 0 0 0 0 $323,420 Total Proj Costs 50,000 51,500 53,045 54,636 56,275 57,964 0 0 0 0 $323,420

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

6No


The goal of this program is to work in unison with Stormwater Drainage projects to allow access for large equipment not only for improved maintenance, but more importantly, for timely and effective response in the event of emergencies.


PROJECT DESCRIPTION: A number of sewer mains are located in easements or along drainage ways where ready access to the manholes doesn't exist. This project will construct bridges and improved surfaces to allow vehicle access to these lines. While access constraints exist in the Ralston Creek and Little Dry Creek drainage basins and along the canals within the Two Ponds Wildlife Refuge, the Little Dry Creek basin is the highest priority as this is where the north collection system trunk runs.

NEEDS INTENDED TO FILL: This project will improve ability to maintain the wastewater collection system in areas of poor accessibility, off road access points that are too steep, and areas along the easements with cross grades too steep to navigate with the large equipment.


Wastewater ‐ tap fees


PROJECT NAME: Access ImprovementsPROJECT LOCATION: Throughout City

DEPARTMENT/DIVISION: Utilities / Wastewater

173

STORMWATERTen-Year Summary

The Stormwater Division is currently engaged in one of the most substantial projects since the inception of the Stormwater utility in 2001. While a vast majority of the Garrison Bridge Replacement and concurrent channelization work on Ralston Creek (financially and operationally distinct from the park improvements at the site) will be completed prior to the end of 2012, it completion will take place during the term of the ten year Capital Improvement Plan. However, a series of additional projects of varying scopes are planned over the next ten years. Among these projects is the Estes Street Outfall, which shall accompany initial Gold Line construction. In 2013, funding for minor and intermittent drainage projects will be captured in operations instead of capital project planning. These undertakings – joint projects, miscellaneous drainage projects, and stream bank stabilizations – are difficult to establish years ahead of time and opportunities for cooperation with entities like the Urban Drainage & Flood Control District intermittently arise.

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 6,452,000 3,870,000 1,570,750 541,059 273,182 281,377 289,819 238,810 245,975 633,385 0 $14,396,357 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 6,452,000 3,870,000 1,570,750 541,059 273,182 281,377 289,819 238,810 245,975 633,385 0 $14,396,357

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 83,500 78,538 27,053 0 14,069 0 11,941 0 31,669 0 $246,769 Design Costs 144,000 157,075 75,324 0 56,275 0 47,762 0 43,070 0 $523,507 Const. Costs 3,642,500 1,335,138 438,682 273,182 211,033 289,819 179,108 245,975 558,646 0 $7,174,081 Total Proj Costs 6,452,000 3,870,000 1,570,750 541,059 273,182 281,377 289,819 238,810 245,975 633,385 0 $14,396,357

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0


175

RALSTON RD

BROOKS DR

W 57TH AVE

GA

RR

ISO

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FIE

LD

ST

EST

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GA

RL

AN

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HO

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ET

TST

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LD

ST

BROOKS DR

RALSTON CREEK

VAN BIBBER

CRE

EK

CITY OF ARVADA

GARRISON BRIDGE REPLACEMENTSW-01


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 6,452,000 2,200,000 0 0 0 0 0 0 0 0 0 $8,652,000 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 6,452,000 2,200,000 0 0 0 0 0 0 0 0 0 $8,652,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 0 0 $0 Design Costs 0 0 0 0 0 0 0 0 0 0 $0 Const. Costs 2,200,000 0 0 0 0 0 0 0 0 0 $2,200,000 Total Proj Costs 6,452,000 2,200,000 0 0 0 0 0 0 0 0 0 $8,652,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

10No


Project has Council approval and is underway.

CONTINGENCIES: None

PROJECT DESCRIPTION: Garrison St. crosses over Ralston Creek near Barbara Ann Drive. The existing bridge is in good condition but far too small to pass the 100‐year storm event. In order for the Van Bibber outfall to function properly, the Garrison St. bridge needs to be replaced. Bridge design has been completed. Permit applications have been submitted to multiple agencies, replacement of the Apex structure immediately downstream of the bridge location will be completed in 2012.

NEEDS INTENDED TO FILL: Public health and Safety ‐ Remove residential and commercial properties out of the 100 year flood plain.


Stormwater Utility funds. Besides the bridge replacement there is a Park project to redo the park along Ralston Creek from Garrison Street to Carr Street, 55% of the 2013 funds are for the Park and 45% to complete the bridge.


PROJECT NAME: Garrison Bridge ReplacementPROJECT LOCATION: Garrison Street at Ralston Creek (Barbara Ann Drive)

DEPARTMENT/DIVISION: Public Works / Engineering

177

[_

RIDGE RD

W 54TH PLGYDA DR

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CITY OF ARVADA

GOLD LINE (NEAR ESTES)SW-02


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Total $ 0 620,000 0 0 0 0 0 0 0 0 0 $620,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 31,000 0 0 0 0 0 0 0 0 0 $31,000 Design Costs 62,000 0 0 0 0 0 0 0 0 0 $62,000 Const. Costs 527,000 0 0 0 0 0 0 0 0 0 $527,000 Total Proj Costs 620,000 0 0 0 0 0 0 0 0 0 $620,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

1Yes


Firm cost estimates will be established upon final Gold Line design.

CONTINGENCIES: Final design and cooperation with RTD will dictate the project's execution.

PROJECT DESCRIPTION: A variety of drainage improvements are needed for the Gold Line, however; until the final Gold Line Design is completed the exact improvements cannot be designed, and therefore the cost estimate is very weak. Some of the construction cost will fulfill the City's Gold Line offset requirement. Design and construction will get underway once Gold Line design is completed.

NEEDS INTENDED TO FILL: Drainage improvements are needed along Gold Line route so Gold Line does not cause flooding. Project is likely to include enlargements of inlets, installation of new inlets enlarging storm sewer pipes, replacing deteriorating piping and improve surface channels.


Stormwater Fund


PROJECT NAME: Gold Line Improvements / Estes Street OutfallPROJECT LOCATION: Along Gold Line

DEPARTMENT/DIVISION: Public Works / Engineering

179

W 64TH AVE

QU

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CHURCH DITCH

CITY OF ARVADA

QUAKER ST & 64TH TOWESTWOODS GOLF CLUB : SW-09


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Total $ 0 350,000 0 0 0 0 0 0 0 0 0 $350,000


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

8No


None


PROJECT DESCRIPTION: Install 36" ‐ 42" storm sewer in Quaker street. With Boyd Pond Development and 64th Avenue Road improvements, storm flows have increased to the point where intersections are flooded during significant rain events.

NEEDS INTENDED TO FILL: The project will reduce the potential of localized flooding.


Stormwater Fund


PROJECT NAME: Quaker Street Storm SewerPROJECT LOCATION: Quaker Street form 64th to entrance to West Wood Golf Course

DEPARTMENT/DIVISION: Public Works / engineering

181

W 62ND PL

W 62ND AVE

W 64TH AVE

AL

LIS

ON

ST

W 62ND WAY

YU

KO

NST

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KO

NC

T

ZE

PHY

RST

YA

RR

OW

ST

W 63RD AVE

AMMONS DR

CITY OF ARVADA

YARROW STREET OVERFLOWSW-10


LEGEND

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Ralston

Wad

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182


Total $ 0 0 206,000 0 0 0 0 0 0 0 0 $206,000

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 10,300 0 0 0 0 0 0 0 0 $10,300 Design Costs 0 20,600 0 0 0 0 0 0 0 0 $20,600 Const. Costs 0 175,100 0 0 0 0 0 0 0 0 $175,100 Total Proj Costs 0 206,000 0 0 0 0 0 0 0 0 $206,000

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No


While this location is at the lower end of the system have not had the # of problems at this location as we have had at Quaker Street. The cost estimate is based on the relative magnitude of the project; more design work is needed to improve the estimate.


PROJECT DESCRIPTION: This project will increase the storm sewer capacity that captures flow on W. 62nd Place. A low point in the roadway exists at Yarrow Street and the existing inlets and pipe do not have the capacity to convey frequent storm flows.

NEEDS INTENDED TO FILL: This project will prevent future flooding of the houses and decrease the City’s liability associated with a recurring drainage issue causing damage to private property. While some improvements have lessened the flooding that was historically occurring, there was flooding 8 to 10 years ago that was just short of causing property damage.


Stormwater Fund


PROJECT NAME: Yarrow Street OverflowPROJECT LOCATION: Yarrow Street and 62nd Place


183

W 62ND AVE

OL

DE

WA

DSW

OR

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D

WA

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OR

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W 60TH AVE

BARBARA ANN DR

WE

BST

ER

S T

W 62ND W

AY

OBERON RD

YARROW LN

W 61ST AVE

RALS TON CREEK

CITY OF ARVADA

ALLISON ST. OUTFALLAT OLD WADSWORTH : SW-11


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 1,364,750 0 0 0 0 0 0 0 0 $1,364,750 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 1,364,750 0 0 0 0 0 0 0 0 $1,364,750

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 68,238 0 0 0 0 0 0 0 0 $68,238 Design Costs 0 136,475 0 0 0 0 0 0 0 0 $136,475 Const. Costs 0 1,160,038 0 0 0 0 0 0 0 0 $1,160,038 Total Proj Costs 0 1,364,750 0 0 0 0 0 0 0 0 $1,364,750

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No


Entire project involves channel capacity improvements and outfall improvements (total project cost of $2,650,000) but have divided in to Phases with Phase II to occur when sufficient funding is available (2022 with bonding?).


PROJECT DESCRIPTION: This project will address erosion issues by replacing undersized and aging culverts under the UP Railroad tracks and Olde Wadsworth Blvd.

NEEDS INTENDED TO FILL: Prevent further damage; besides potential impact to railroad looking to prevent property damage to CDOT property on the west side of Wadsworth By‐Pass, can wait until 2014 to start.


Stormwater Fund


PROJECT NAME: Allison St Outfall ‐ Phase I PROJECT LOCATION: Allison Street and Olde Wadsworth Blvd.


185

W 80TH AVE

CL

UB

CR

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W 81ST LN

W 80TH DR

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LITTLE DRY CREEK

CITY OF ARVADA

LITTLE DRY CREEKAT CLUB CREST : SW-12


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Total $ 0 700,000 0 0 0 0 0 0 0 0 0 $700,000


O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No


This program will also assist in keeping the water in the streams cleaner.


PROJECT DESCRIPTION: This project will address bank erosion issues in Little Dry Creek from Club Crest to W. 80th Avenue. Drop structures will be constructed and boulders will be placed along the bank edges to prevent further erosion of the channel.

NEEDS INTENDED TO FILL: Over time the stream has undercut the banks and is now causing erosion. The project will prevent erosion from damaging the Pomona Lake dam. A recently State dam inspection noted that corrective measure needed to be undertaken to prevent damage to the dam, private property, trails, and park land.


Stormwater Fund


PROJECT NAME: Little Dry Creek Bank StabilizationPROJECT LOCATION: Along Little Dry Creek from Club Crest to W. 80th Avenue


187

YANK WAY

ZA

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CT

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W 64TH PL

W 65TH AVE

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CITY OF ARVADA

WHITE GULCHSW-13


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SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 0 0 0 0 0 0 633,385 0 $633,385 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 0 0 0 0 0 0 633,385 0 $633,385

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 0 0 0 0 0 0 31,669 0 $31,669 Design Costs 0 0 0 0 0 0 0 0 43,070 0 $43,070 Const. Costs 0 0 0 0 0 0 0 0 558,646 0 $558,646 Total Proj Costs 0 0 0 0 0 0 0 0 633,385 0 $633,385

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No


None


PROJECT DESCRIPTION: This project will construct identified items in the Yankee Doodle Outfall Systems Plan, completed in 2006. A combination of detention and water quality ponds, new storm sewer piping and the separation of the Juchem Irrigation ditch from storm flows are identified.

NEEDS INTENDED TO FILL: This project will eliminate nuisance flooding from an elementary school, residences and commercial businesses as well as improve water quality for storm runoff entering Ralston Creek.


Stormwater Fund


PROJECT NAME: White GulchPROJECT LOCATION: Yankee Doodle Drainage, near Yank St.


189


Total $ 0 0 0 328,879 0 0 0 0 0 0 0 $328,879

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 16,444 0 0 0 0 0 0 0 $16,444 Design Costs 0 0 32,888 0 0 0 0 0 0 0 $32,888 Const. Costs 0 0 279,547 0 0 0 0 0 0 0 $279,547 Total Proj Costs 0 0 328,879 0 0 0 0 0 0 0 $328,879

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

5No


None


PROJECT DESCRIPTION: This project is to install stormwater piping and make above‐ground drainage improvements along Simms Street from 75th to 78th Avenue.

NEEDS INTENDED TO FILL: The project will eliminate local flooding along Simms Street and thereby prevent hazardous driving conditions.


Stormwater Fund


PROJECT NAME: Simms Street OutfallPROJECT LOCATION: Simms Street from 75th to 78th Avenue


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(CSH 72)

CITY OF ARVADA

YANKEE DOODLE DRAINAGESW-15


LEGEND

Project Location



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192

SOURCES Existing 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTAL§98‐101 $ 0 0 0 0 0 0 0 0 0 0 $0 Other City $ 0 0 0 212,180 273,182 281,377 289,819 238,810 245,975 0 0 $1,541,343 Restricted City $ 0 0 0 0 0 0 0 0 0 0 0 $0 External $ 0 0 0 0 0 0 0 0 0 0 0 $0 TBD $ 0 0 0 0 0 0 0 0 0 0 $0

Total $ 0 0 0 212,180 273,182 281,377 289,819 238,810 245,975 0 0 $1,541,343

USES 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 TOTALPrelim Costs 0 0 10,609 0 14,069 0 11,941 0 0 0 $36,618 Design Costs 0 0 42,436 0 56,275 0 47,762 0 0 0 $146,474 Const. Costs 0 0 159,135 273,182 211,033 289,819 179,108 245,975 0 0 $1,358,251 Total Proj Costs 0 0 212,180 273,182 281,377 289,819 238,810 245,975 0 0 $1,541,343

O&M Costs 0 0 0 0 0 0 0 0 0 0 $0

3No


This is an Urban Drainage and Flood Control District Master plan project. In order to get into the UDFCD funding queue, the City needs to show we have funding. However, without UDFCD participation, we can still make progress.


PROJECT DESCRIPTION: Total project improvements include detention pond at Yankee Doodle Park, bank stabilization, a detention pond at Arvada West High School, outfall installation, and road crossings. Phase I includes improvements at Yankee Doodle Park, bank stabilization and channel improvement to prevent flooding of 10675 Ralston Road. Phase II will begin when UDFCD and or funds bonding are available.

NEEDS INTENDED TO FILL: This project will reduce flooding potential and improve system reliability.


Stormwater Utility and UDFCD funds


PROJECT NAME: Yankee Doodle Master Plan ‐ Phase IPROJECT LOCATION: Yankee Doodle drainage from Indiana to Miller at 64th (Ralston)


193

TRANSPORATION $340,535,000Utility Undergrounding $750,000Guardrails $1,000,000W. 64th Ave. ‐ McIntyre Pkwy to McIntyre St.; North Side Completion $450,000W. 72nd Ave. Spot Widening $350,000Arvada Center Sidewalk $50,000W. 72nd Ave. Improvements ‐ Kipling St. to Simms St. $16,000,000W. 72nd Ave. Improvements ‐ Simms St. to Indiana St. $28,000,000W. 72nd Ave. Improvements ‐ Indiana St. to McIntyre St. $6,000,000Alkire St. ‐ W. 86th Pkwy to W. 88th Ave. $700,000Eldridge Street ‐ W. 64th Ave. to Ralston Creek $1,000,000Indiana Street / UP Bridge Replacement $8,000,000Indiana Street Widening ‐W. 64th Ave. to W. 86th Pkwy $45,000,000Kendrick Dr. Extension ‐ W. 64th Ave. to Indiana St. $9,300,000Quaker St. Improvements ‐ W. 72nd Ave. to Leyden Road $13,100,000W. 80th Ave. Improvements ‐ Kipling St. to Simms St. $13,100,000W. 80th Ave. Improvements ‐ Simms St. to Alkire St. $13,100,000Ward Rd Extension ‐ Double E Ranch Frontage $1,000,000Ward Road Improvements ‐ W. 64th Ave. to W. 72nd Ave. $24,500,000Ward Rd. Extension ‐ W. 72nd Ave. to W. 86th Pkwy. 4‐lane section $36,600,000Ward Road Extension ‐ W. 72nd Ave to W. 80th Ave. (Two Lane Section) $15,000,000W. 80th Avenue UP Railroad Grade Separation $8,100,000W. 72nd Ave. UP Railroad Grade Separation $9,520,000Simms St. Improvements ‐ W. 64th Ave. to W. 72nd Ave. $4,000,000Simms St. Improvements ‐ W. 72nd Ave. to W. 86th Pkwy $10,000,000Alkire St. Improvements ‐ W. 80th Ave. to W. 86th Pkwy. $12,000,000Bicycle / Pedestrian Overpass at Alkire St. and Union Pacific Railroad $3,360,000Bike Master Plan ‐ Build Out (w/o) bridges) $8,800,000Bike Master Plan ‐ Ped Bridges/Underpasses $8,730,000Ralston Rd Sidewalks $2,860,000Retrofit Projects per TOD Bike/Ped Access Plan $10,080,000Traffic Calming $750,000Ralston Road Corridor Long Term Plan $16,200,000Automated Traffic Count Program $750,000

unfunded project list

195

unfunded project listSignal Replacement $7,800,000Fiber Backbone $500,000Street Lights Pole Replacement ‐ Wood Poles $200,000Street Light Pole Replacement ‐ Ornamental Poles $585,000OT Parking Kiosk Installment $3,300,000FACILITIES $3,620,000Arvada Center 69th Ave. Entry Drive $1,020,000Central Stores Relocation / Records Archival Storage $2,500,000City Hall Space Needs Study $100,000PARKS $73,014,231Broad Lake Park and Trails $613,171Saddlebrook Park Completion $535,000Quaker Acres Park Expansion $450,000Spring Mesa Trail Extensions $800,000Arvada Tennis Center Completion $2,875,000Leyden Lake Open Space and Trails $3,340,000Indiana Equestrian Center Completion $785,000Jack B. Tomlinson Park Renovation $540,000Leyden Creek Trail $1,000,000Pioneer Park $355,000Long Lake Regional Park $4,950,000Lake Arbor Park $3,325,000Kipling Street Entrance Signage $420,000The Hills at Standley Lake Park $725,000Lutz Sports Complex $3,250,000Double E Park/ Ph2 $325,000Gibbs West Community Park $28,912,000Churches Ranch National Historic District $1,710,000Gold Strike Park $1,725,060Historic Gardens at McIlvoy Park $70,000Moore Brothers Farm and Agricultural Center $1,525,000Hyatt Lake Park Preserve $3,620,000Majestic View Community Park and Nature Center $7,927,000Arvada Blunn Reservoir $1,075,000

196

unfunded project listWelton Reservoir $662,000Median Renovation/Completion project $1,500,000HOSPITALITY $2,245,000Outdoor Concessions $170,000Building Additions $900,000Delivery Trucks $80,000Sound System Replacement [2022] $350,000Smart Lighting $350,000Guest Services Center $100,000Replacement of Ballroom Doors $40,000Electronic Marquees $100,000Ballroom Enhancements $55,000TLC Chair Replacement $100,000ARVADA CENTER $7,987,100Arvada Center Amphitheater Roof and Seating $3,300,000Arvada Center Amphitheater Renovation $565,000Arvada Center Amphitheater Plaza Renovation $95,000Arvada Center Main Stage and Blackbox Theater Renovations $64,000Arvada Center Education Classroom Renovation and Upgrades $130,000Arvada Center Interior Lighting Renovation and Improvements $205,000Arvada Center Basement Finish $230,000Arvada Center Gathering Area and Cafe $75,000Arvada Center VIP Space $25,000Arvada Center On‐site Storage $120,000Arvada Center Main Stage Theater Expansion $2,500,000Arvada Center Black Box Theater Acoustics $75,000Arvada Center Wayfinding Exterior Signage $45,000Arvada Center Display of Outdoor Art Pathway $100,000Arvada Center Ceramics Expansion and Remodel $171,100Arvada Center Galley Areas Remodel $185,000Arvada Center Patron additional Bay Parking $102,000

TOTAL $427,401,331

197

proposed capital improvement plan 2013-2022

Documents

p r o v e

p r o p o s e d c

e n tp

opportunity fund

contingency fund

city council

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