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Agenda_2020_9_8_MeetingSTUDY SESSION MEMORANDUM TO: Mayor and Members of City Council FROM: Jane Brautigam, City Manager Cheryl Pattelli, Chief Financial Officer Kara Skinner, Assistant Director of Finance Aimee Kane, Equity Program Manager DATE: Sept. 8, 2020 SUBJECT: 2021 Recommended Budget EXECUTIVE SUMMARY The purpose of the study session is to present the City Manager’s 2021 Recommended Budget and to give City Council an opportunity to ask questions and provide comments. Staff and guest experts will present: an update to the economic environment, an overview of city revenues and expenditures, budget reduction impacts, an overview of the recommended 2021-2026 Capital Improvement Program, and contingency plans. Questions for Council 1.Does council have any questions about the revenue projections on which this recommended 2021 budget is based? 2. Does council have any feedback on the 2021 Recommended Budget? BACKGROUND & 2020 RECOMMENDED BUDGET 2020 has been an unprecedented and challenging year. The COVID-19 crisis brought harrowing decisions, along with economic hardships Boulder has not experienced in a long time. Together, the city, nonprofits, business and academic partners came together to address our community’s needs. The 2021 budget was developed through thoughtful and concerted effort, across our organization, to prioritize essential and important services with the forward-thinking and progressive approach that sets Boulder apart. The COVID-19 pandemic started overseas in late 2019 and spread throughout the world including the U.S. and Colorado in February and March 2020. With goals of flattening the curve and protecting lives, city facility closures began March 13 and state and local stay-at-home orders followed the following week. With the resulting shock to the city’s revenue sources, city staff has presented monthly financial updates to City Council. Impacted revenues include sales and use tax, accommodations tax, admissions tax, licenses, permits, and fees, charges for services including recreation fees and parking fees, highway users’ tax (gasoline tax), fines, and development related taxes and fees. In fact, staff expects nearly 70% of revenue sources will be impacted. With the shock to city revenue and the uncertainty surrounding the pandemic and its effects on the economy, the city contracted with University of Colorado (CU) to develop an econometric model to forecast sales and use tax revenues. Staff and CU economists have reported and presented to council monthly on monthly and year-to-date revenue collections and revenue forecasts. These financial updates to council were held on April 28, June 9, July 14, and Aug.18. The total Approved Budget is $341.1 million (excluding transfers/internal service funds). This represents a $28.6 million or 7.7% decrease from the 2020 Approved Budget. This decrease reflects an estimated 11% drop in sales and use tax revenue from 2019 actual revenue. Sales and use taxes are a key source of funding for core government functions like safety, roads and multi-use path infrastructure, parks, housing and human services, libraries, communication. It is also a source of funding for several dedicated revenue streams approved by voters for open space, transportation, and parks. Other revenue forecast to decline from 2019 levels includes accommodations tax, admissions tax, parking related revenue, permits and charges for services. This broad revenue decline required every department in the city to reconsider the programs and services it offers. In many instances, departments have had to do more with less, develop new systems and protocols and find creative ways to meet the community’s needs in a time when resources are declining. All departments made reductions ranging from 1% to 25% with an average reduction of 7.4%. The table below captures the totals from specific reductions departments made to staffing, operating budgets and in some cases, decreases to capital projects. The chart also reflects reductions across all funds for each department. For example, Parks and Recreation and Housing and Human Services each have multiple dedicated funding sources. This table does not include budget decisions that impacted the entire organization regarding personnel expenses or the limited increases to budgets for key investments. SIGNIFICANT REDUCTIONS BY DEPARTMENT Department 2020 Approved Budget 2021 Significant Reduction Amount 2021 Significant Reduction Percentage City Attorney's Office 3,916,930$ (264,927)$ -6.8% City Clerk's Office 1,002,251 (111,457)-11.1% City Council 451,266 (34,053)-7.5% City Manager's Office 2,452,132 (606,276)-24.7% Climate Initiatives 6,376,516 (501,251)-7.9% Communication & Engagement 2,867,390 (552,691)-19.3% Community Vitality 12,289,351 (1,175,856)-9.6% Facilities & Fleet 26,143,900 (235,978)-0.9% Finance 10,945,680 (622,516)-5.7% Fire-Rescue 22,988,881 (713,500)-3.1% General Governance 3,738,076 (21,900)-0.6% Housing & Human Services 21,637,004 (1,870,986)-8.6% Human Resources 4,609,646 (415,321)-9.0% Innovation & Technology 13,946,478 (774,179)-5.6% Library & Arts 1 10,704,966 (1,635,731)-15.3% Municipal Court 2,311,474 (465,273)-20.1% Open Space & Mountain Parks 28,275,231 (2,258,703)-8.0% Parks & Recreation 29,634,008 (2,615,524)-8.8% Planning & Development Service 15,611,784 (456,480)-2.9% Police 38,629,082 (2,759,018)-7.1% Transportation & Mobility 44,558,410 (4,393,500)-9.9% Total Reductions (22,485,120)$ -7.4% 1Library 2020 Budget excluding one-time capital for North Boulder Library The recommended budget includes two primary components: (a) the operating budget, which incorporates all programs and services for the year and (b) a capital improvement program budget. The combined budget serves as a financial plan and guiding tool to support organizational strategies and values in meeting the needs of the community. The 2021 Recommended Budget aligns resources with council and community priorities and is guided by the Boulder Valley Comprehensive Plan, the Community Sustainability + Resilience Framework. In addition, for the first time this year, all departments applied an equity lens to these difficult decisions, asking themselves how proposed solutions would impact communities of color and others who may be facing longstanding or increased challenges. Some proposed reductions were not accepted as a result of this analysis. ANALYSIS City Revenue Outlook Sales and Use Taxes Sales and use taxes comprise over one-third of total city revenue and half of total city revenue excluding utilities (which are not supported through taxes). There are four categories of sales and use taxes: retail sales tax (roughly 80% of total sales and use tax), business use tax, construction use tax, and motor vehicle use tax. The city monitors and tracks these revenues monthly and presents the results in a monthly revenue report. Sales and use taxes provide revenue for the following funds: General Fund, 0.25 Cent Sales Tax Fund (Parks and Recreation), Open Space and Mountain Parks Fund, Transportation Fund and the Community, Culture and Safety Fund. The effects of COVID-19 continue to be seen across most tax types. Through June, when compared to 2019, year-to-date retail sales tax excluding audit revenue is down $5.8 million (or -11.2%) and motor vehicle use tax is down $507,054 (or -20.1%). As noted earlier, Finance staff has been providing regular updates to council on 2020 sales and use tax collections, end-of-year and five-year forecasts as well as updates on actual collections of other impacted revenue. The forecast used to build the 2021 Recommended Budget was the July forecast from the CU econometric model for sales tax and vehicle use tax. The city has a practice of budgeting conservatively for business use tax and construction use tax because those sources are very volatile. The 2021 Recommended Budget continues this practice and uses a base budget amount. When business use tax and construction use tax actual revenue exceeds forecast, it can be used to build reserves or for one-time expenditures. Looking forward to the next several years, there are various sales tax increments that are expiring that will have a financial impact on the city and specific funds including Transportation, Open Space and the Community, Culture, and Safety tax (see chart below). Other Transaction Taxes Accommodations tax and short-term rental taxes are smaller, but significant, sources of revenue to the General Fund and have been most impacted by the effects of COVID-19. Through June, year-to-date accommodations tax revenue is down $2.6 million, (or -69.5%), while short term rental tax revenue is down $491,008 (or -69.2%). Property Tax Local governments often seek to diversify their revenue sources to meet several public policy goals including revenue stability. Property taxes as a percent of total General Fund revenue has increased, particularly over the past 10 years, as property values have increased. This increase has resulted in a more diversified portfolio of revenue for the General Fund, which will help stabilize that fund during this economic crisis. Revenue stability is important as local government budgets, including the City of Boulder’s General Fund budget, are largely dedicated to funding ongoing essential service needs. 2020 and 2021 property tax collections are impacted by the 2019 property tax reassessment. The 2020 budget reflected a 10% increase over 2019 and the 2021 budget reflects a 1% increase over the 2020 budget to account for additions to assessed property. 2020 year-to-date actual collections are on track to meet budget. As was discussed at the June 9 Financial Update, there is concern that if commercial property values are negatively impacted by the COVID-19 recession, the residential property assessment rate could decline, to comply with the Gallagher Amendment. On June 9, the Colorado Legislature referred a constitutional amendment to the 2020 ballot that would repeal the Gallagher Amendment of 1982 and forestall this potential decline. 2020- 2021 2022- 2024 2025- 2029 2030- 2034 2035 2036- 2039 Transportation 0.75%0.75%0.75%0.60%0.60%0.60% Open Space 0.77%0.77%0.77%0.77%0.65%0.65% Parks and Recreation 0.25%0.25%0.25%0.25%0.25% Community Culture & Safety Tax 0.30% General Fund 1.79%1.79%1.64%1.79%1.91%1.91% 1.79%1.79%1.64%1.79%1.91%1.91% 0.30%0.25% 0.25%0.25%0.25%0.25% 0.77% 0.77%0.77%0.77%0.65%0.65% 0.75% 0.75%0.75%0.60%0.60%0.60% 0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50% 4.00% 4.50% It is important to note that Boulder County provides three important programs to assist with the impact of property taxes. They include: Senior Property Tax Exemption o For those who qualify, 50% of the first $200,000 in actual value of their primary residence is exempted, for a maximum exemption amount of $100,000 in actual value. The State of Colorado pays the property taxes on the exempted value. The Senior Property Tax Deferral Program o The State Treasury makes tax payments directly to the county on behalf of the participant for the entire amount due that year. The loan is logged as a lien against the participant’s property that does not have to be remitted until the property sells or the mortgage changes hands. The Boulder County Senior Tax Worker Program o Senior property owners are hired as temporary workers for the county earning $10.20 per hour. Participants are eligible to earn between $240 and $1,000, based on the Boulder County portion of their property tax bill. Additionally, in November 2006, Colorado voters passed Referendum E – Property Tax Exemption for Disabled Veterans. This amendment to the Colorado Constitution extends the existing property tax exemption for qualifying seniors to any U.S. military veteran who is 100% permanently disabled due to a service-connected disability. More information can be found on the county’s webpage. Utility Rates Utility rates are reviewed and updated as part of the annual budget process. The recommended rate increases for 2021 are 8% in the Water Fund, 5% for Wastewater, and 12% for the Stormwater/Flood Management Fund. This would result in an increase to the average single-family residential customer bill of $7.30 per month. While water rates are going up 7%, customer bills are dependent on water use and rates. Over the years, water use has declined, which results in a smaller bill increase than the stated rate increase. Through developing rate recommendations for the 2021 budget, staff considered a lower rate increase in the stormwater and flood management utility to acknowledge the impacts of the recession brought on by COVID-19 on utility customers, but ultimately recommended staying with the planned increase. This was due to the life/safety impact of projects and also to continue the strategy of having consistent or “smooth” rate increases over time, rather than one-time rate spikes in the year of a major project. The Water Resources Advisory Board supported the rate increases, and in its motion acknowledged the seriousness of a double-digit rate increase during challenging economic times and included a recommendation for Utilities to work on expanding the customer assistance program. Staff will continue to work on options for expanding this program so that those most affected by the recession can receive assistance. The city’s utility rates remain in the top third of other Front Range utilities, which is attributed to several factors but primarily due to flood protection needs. The proposed single-family residential Stormwater/Flood rate is $19.64 per month, which is higher than other utilities as Boulder has the greatest flood risk in the State. There are approximately 4,600 flood insurance policies in the City of Boulder. This is over 2.5 times more policies than any other city in Colorado and over nine times more when adjusted for population. Also, the city’s water and wastewater utilities saw much of its growth before in the 1950s and 1960s – earlier than many other Front Range utilities. Much of this infrastructure is at or past its useful life and increased investment has been needed. Operating Budget and Capital Improvement Budget The 2021 Recommended Operating Budget (excluding internal services and transfers) is $271.7 million, a $17.3 million or 6.0% decrease compared to the 2020 Approved Operating Budget. This operating budget includes important, strategic investments in the community and essential services, outlined in more detail below. These important investments are, in part, possible through structural efficiencies and reallocations. The CIP is a six-year plan for maintaining and enhancing the city’s public infrastructure by correcting current facility deficiencies and constructing new service delivery infrastructure. The CIP provides a forecast of funds available for capital projects and identifies all planned capital improvement projects and their estimated costs over the six-year period. Projects are selected for inclusion in the CIP through a process that involves matching available resources with the identified needs and priorities of the community. The proposed 2021-2026 CIP funds projects totaling approximately $668 million with $73.5 million for 2021. This represents a $12.1 million or 14.2% decrease from 2020. The 2021 proposed CIP is lower than anticipated at this time last year as several projects shifted to out years. It is important to remember that, unlike an operating budget, the capital budget may significantly fluctuate between years due to timing of projects and availability of funding in that year and the amount of external funding received. Many departments have dedicated revenue sources that keep CIP funding relatively constant or that allow departments to save up for larger projects over time. For example, both Open Space & Mountain Parks and Parks & Recreation have dedicated revenue sources. Departmental advisory boards have reviewed the proposed 2021-2026 CIP related to their respective departments, and the recommendations are included in Attachment C. In addition, the Planning Board reviewed the draft CIP on Aug. 20, 2020, and unanimously (6-0) approved the following motion related to the Draft 2021-2026 CIP as follows: To recommend to City Council the 2021-2026 proposed Capital Improvement Program (CIP), including the list of CIP projects to undergo a Community and Environmental Assessment Process, as outlined in the staff memorandum. Furthermore, in light of diversity being a core value and a sustainability principle in the Comp Plan, which Plan also contains policies promoting inclusiveness, resilience, environmental purchasing, and sustainable business practices that call for purchasing of local products and services, Planning Board recommends that City Council explore Code and other legislative changes to encourage procurement from and contracting with local businesses, minority owned businesses, women owned businesses, and disadvantaged business enterprises. The 2021 General Fund Recommended Budget is $146.3 million and decreased 9.4%, or $15.2 million, from the 2020 Approved Budget. 2021 BUDGET IMPACTS Department Budget Impacts All department budgets were reduced with resulting impacts to operations and service levels. To focus the discussion, below is a high-level summary of services and programs the city is maintaining, and those services and programs that are changing or being reduced as a result of budget decreases for departments whose services are most visible to our community and businesses. Details of the specific • reform, improved oversight and engagement with the community, and increased collaboration with human service and mental health providers. o The city will bring the Early Diversion, Get Engaged (EDGE) program, which pairs mental health providers with officers trained in crisis intervention to respond effectively to calls related to behavioral health, in-house under management by Housing and Human Services (HHS). To fund this program, $161,920 and 3.50 FTE were transferred from the Police Department budget to the HHS budget. In addition, HHS will repurpose its current budget for the Mental Health Partners contract for the in-house program. With improved staffing stability and direct oversight, staff expects the in-house program will result in increased use of diversion; more effective use of program data; and increased ability to examine root causes of behavioral health crisis. o The Police Department will develop and stand-up a comprehensive training unit consisting of four dedicated officers. The unit will be tasked with updating and researching Best Practices in Policing and develop effective training scenarios to measure success and gauge compliance. This unit is critical to successful reform, oversight and accreditation. The 2021 Budget also proposes to eliminate the current General Fund support for School Resources Officers (SROs) in Boulder Valley School District schools. The Recommended 2021 Budget repurposes this General Fund SRO support to a new training program. Currently the city fully funds five SROs. It is common practice for school districts to fund in whole or in part the SROs assigned to its schools. An example of this is the St. Vrain Valley School District which funds a significant portion of the SROs assigned by the city of Longmont. The city manager and Police Chief reached out to the Boulder Valley School District (BVSD) to request funding support for SROs at the two major high schools in Boulder, requesting that BVSD fund 9/12ths of one SRO with the city funding the other SRO. The School District did not support this request. As a result, while the attached budget was prepared with the expectation that the city would no longer be funding SROs, the city manager will be suggesting that the city council revise the proposed budget to fully fund two SROs to serve Boulder High School and Fairview High School. o In addition, the Police Department will eliminate four support positions, hold six police officer positions vacant, close the University Hill Annex, reduce funding for overtime to patrol the civic area, and eliminate the purchase of an Incident Command Vehicle. Housing and Human Services (HHS), in coordination with human service agencies, community nonprofits, and housing partners, will reinforce the city’s commitment to basic human needs, including housing, health and availability of clean water, and food. The department’s 2021 Budget prioritizes the continuation of innovative COVID-19 response programs, emphasizes community mediation services, expands direct support to priority populations including older adults and families with lower incomes, and continues collaborative homelessness strategies that are yielding positive outcomes. o With program consolidation to focus on basic human needs, HHS reduced staffing, shifted funding and reduced Human Services Funds grants. In addition, many previous program offerings are impacted by public health guidelines and cannot be provided in the same setting or in-person. Many valued programs have transitioned to virtual services including some Older Adult Service programs; and Family Resource Schools, including case management, basic needs referrals, supports and financial assistance. The Youth Opportunity Program grant dollars and internship program were eliminated, but the program continues and has shifted focus to leadership skills, policy development and strategic planning. Community Relations will experience a 50% reduction in grant funds to support local, cultural events resulting in a shift to new and different program offerings (e.g., speaker panels). o It is also important to note that HHS’s original budget will be supplemented through the annual Adjustment to Base process. Over the last three years, this supplement has averaged nearly $22 million. The Library will continue to connect people, ideas, and information to transform lives and strengthen our community. o For 2021, the Library will create an in-house Security Concierge and Peer Navigator team. Bringing security service in-house supports the city's vision of service excellence by selecting individuals who will demonstrate a balance of skills in customer service, respect for others, compassion, conflict de-escalation, and safety, to encourage appropriate behaviors by all community members who visit the public library. As valued City of Boulder employees, rather than contract workers, these individuals will earn living wages and benefits. o Library services have been reduced due to pandemic health and safety restrictions and reductions to the Library operating budget. The Main Library is open to limited in-person patron services. Meadows Library is open for materials return and by appointment holds carryout. Reynolds and NoBo Corner Library are closed. Youth services, programs, events, and Boulder Reads are provided online only, and materials home delivery is offered. If public health restrictions are lifted the library will be able to provide services at the Main Library at 65 to 75% service levels and can continue to support home delivery of materials. This department’s budget includes staffing reductions of 12.25 FTE and decreased operating dollars for acquisitions, collection development, programs, events and sponsorships. Parks and Recreation will continue to manage, maintain and refurbish outdoor public spaces that have seen unprecedented visitation across the urban park system during the Safer at Home orders. Additionally, the department has implemented phased reopening of certain programs and facilities and will continue to do so in a way that both complies with the health and safety of patrons and staff and is feasible based upon reduced resources. o Staff are managing the impacts of heavy usage with reduced funding, prompting the careful clarification of service levels. Across the system, including operations, Forestry and Natural Lands, services continue that maintain safety such as mowing, playground maintenance, hazardous tree removal, waste management, graffiti ordinance compliance and mitigating the impacts of illegal encampments in public spaces. o Services reduced include those that enhance the visual experience of visiting a park, proactive maintenance, and preventative work related to the Emerald Ash Borer (EAB) infestation in Boulder. o Programs are provided virtually, in-person in small groups, and by reservation or registration only (no drop-in services available anywhere in the system). Fees have been adjusted to reflect full costs for adults, with means-based free access available via the Health Equity Funded “Recquity” program supplemented by the department’s General Fund supported Financial Aid program and age-based discounts available for youth and seniors. o Additional services are added as public health guidelines allow and as community interest and business models indicate positive feasibility. Community Vitality (CV) will continue to play a prominent role in supporting the economic recovery of the city and ensuring a successful and vibrant retail environment. o CV will continue to provide administrative oversight and support, and strategic direction throughout the city organization and with partner groups in the community, to nurture and enhance the entrepreneurial spirit of our community; support long-term economic sustainability through strategic initiatives; support Boulder businesses with assistance services, retention and outreach efforts, and incentive programs; and support targeted efforts in the downtown, Boulder Junction, and University Hill commercial areas. o With 2021 budget reductions, customer service functions and enhancements are impacted, including the loss of the lot attendant program within all parking structures and slowing down the move towards more gateless systems at all parking structures. o The 2021-2026 CV CIP includes a reduction of the planned capital investments. For the University Hill Commercial Area, lighting and public landscaping will be addressed in 2020-2021; however, other capital investment will be delayed indefinitely until the full revenue impact, completion of the Hill Hotel project, and future parking infrastructure planning are better understood. For the CAGID capital budget, in addition to delays in software and customer service improvements, reductions in scope were necessary forseveral projects, including elevator repairs and other structural improvements. Also, the CAGID deck repair program and the capital improvement program for Boulder Junctionwas cancelled for 2021. Boulder Fire Rescue (BFR) will continue to provide emergency response including:structure fire response and emergency medical response, wildland fire mitigation and response,technical rescue operations, water rescue, hazmat, code enforcement and fire/life safety education. o For 2021, BFR will implement an alternative deployment model if minimum staffing shortage occur, most notably including a Light Response Vehicle Pilot. Adopting this alternative deployment model will require fewer firefighters staffing response vehicles, reducing the need to call personnel in on overtime (generating OT savings), as well as helping BFR start the shift to a response model aligned with Master Plan goals relative to fire-based emergency medical response, including advanced life support. o The 2020 and proposed 2021 budget cuts resulted in the elimination of the sub-surface Dive Rescue Team, which is one element of BFR’s Water Rescue capabilities. BFR will no longer be able to perform sub-surface rescues. BFR is exploring collaboration with neighboring agencies to perform this recovery function. Surface rescue, mostly swift water,an d ice rescue are not being affected as these are more common risks within the community. Planning & Development Services will continue key planning initiatives, consistent with goals established by the Boulder Valley Comprehensive Plan, including CU South annexation and the associated South Boulder Creek Flood mitigation, the East Boulder Subcommunity Plan, code amendments and projects related to historic preservation. The department will also ensure health and safety through code administration, inspection and compliance efforts. o Key council priority projects will continue; however, with reduced staffing levels, they will proceed at a slower pace. In addition, during peak times, staff may not be able to meet current service level standards. Communication and Engagement will maintain the city’s commitment to meaningful and inclusive engagement, including providing community members with timely, accurate and relevant information, launching a new website and creating a language access strategy to increase bilingual communication and participation. o With budget reductions, neighborhood grants have been eliminated; the print edition of the community newsletter will be reduced from three to two; internal communication support will be reduced and video support, including Channel 8 broadcasting of boards and commission meetings, will decrease. It is important to note that when considering budget reduction, the department considered reducing the print edition of the community newsletter further, but when viewed through the equity lens, recognizing the print newsletter is a primary source of information regarding our local government to communities of color or disadvantaged communities, it retained the funding for two print editions. Public Works - Transportation & Mobility 2021 reductions have been prioritized to limit impact to the ability to travel safely and efficiently via roadways, sidewalks, multi-use paths and the transit network. Travel safety and maintaining our assets remain the highest priorities and these are critical to the well-being of our community and the overall economic health of Boulder. As such, there are no reductions to Vision Zero funding, and minimal reductions to essential transportation maintenance such as potholing and snow & ice control in 2021. o Programs and services that are more significantly impacted include: Median maintenance (in lower priority areas), Emerald Ash Borer Tree Removal (city will only remove trees that pose a public safety threat), Transportation Demand Management programs such as neighborhood EcoPass and vanpool subsidies, continued reduction in HOP service, and the postponement of needed traffic evaluations and metrics reporting, as well as several capital projects. o Capital projects and major capital programs were impacted with delays to nine projects or programs, including the Table Mesa multi-use path construction and the improvements planned for the Boulder Creek Path. Throughout COVID-19 response and recovery, Open Space and Mountain Parks (OSMP) has kept the land system open, supporting the physical and mental wellbeing of the community and providing important connection with the environment. o To manage the Open Space Fund during revenue shortfalls, the department has focused on rescaling and phasing projects to reduce costs while delivering on important maintenance activities. For example, annual work to repair agricultural fencing and water infrastructure, improve farm sites, and maintain trails and facilities has continued, but at fewer locations than originally planned for 2020. Capacity gained from rescaling projects has also been repurposed internally to support highest priority needs around OSMP’s COVID-19 response. o The open space system has experienced high levels of visitation over the course of COVID- 19, which has required increased services around trailheads maintenance, ranger patrol, education and outreach at trailheads to encourage mask wearing and social distancing, and human dimensions research and monitoring to understand behavior during COVID-19 to inform management actions. The department anticipates providing service at these increased levels for the foreseeable future. o For 2021, with budget reductions, most programs and services will be provided at 80 to 90% of previous service levels. The Internal Service departments (Finance, Human Resources, Innovation & Technology) and General Governance departments (City Attorney, City Clerk, Council, City Manager’s Office) provide critical foundational functions in support of the organization, direct services and the community. o In total, these department eliminated 13 positions and are holding an additional 3 positions vacant. Savings from those positions as well as other operating budget reductions is more than $2.8 million. This will reduce service levels to all departments and support for the workforce. Workforce Impacts The level of reductions necessary to achieve balanced budgets in both 2020 and 2021 resulted in negative impacts to our most critical asset – our employees. In 2020, we furloughed 741 employees and laid off or termed as a non-standard 148. All remaining employees not in public safety roles took pay cuts through six furlough days, which resulted in $1.7 million in cost savings. Employees will continue to share the impact of these challenging times in 2021. While the proposed budget reduces the number of furlough days for 2021 to two, there will be no merit increases for non- union city employees, members of the Boulder Municipal Employees Association (BMEA) and members of the International Association of Firefighters (IAFF), including those who are performing exceptional work. Members of the Boulder Police Officers Association (BPOA) will receive a 3.5% increase per the current Collective Bargaining Agreement which does not expire until the end of 2021. Employees will also face changes to their healthcare plans. Many employees will see decreases in premiums. However, to control premium costs, the city made plan changes, including increased deductibles, increased out-of-pocket maximums and decreased city contributions to Health Savings Accounts. In addition, through reductions and workforce restructuring over 55 FTEs were reduced for 2021. Of those, 15 positions are currently filled, which will result in layoffs or resignations before the end of this year. 2021 New Programs or Enhancements While significant new expenditures are limited due to the overarching need to reduce the budget to meet the decline in revenue, the 2021 budget includes several critical investments, including: Investing in technology to boost the city’s efforts to collect and utilize data to support more informed decision-making. This includes investment in a new Human Resources Information System. Establishing annual funding toward replacement of radio infrastructure to ensure reliable and high-quality communications in emergencies. Providing funding to support police accreditation, which will include a thorough review of the department and ensure Boulder officers are in alignment with national best practices in policing. Providing employees with Personal Protective Equipment (PPE) for when they are in the workplace and out in the community. CONTINGENCY PLANNING The 2021 Recommended Budget was based upon the July forecast for revenue. City staff recognize that actual revenue will differ from that forecast. Should revenue fall short of the forecast, the Recommended Budget has a $1.05 million COVID-19 Recovery reserve held in Emergency Reserves. In addition, as part of the city’s ongoing facility consolidation plan, the city is terminating its office space lease at Center Green. This lease savings was not reallocated in the 2021 Budget as it is uncertain what the one-time or ongoing transition costs may be, but there likely is some savings associated with canceling that lease that has not been allocated. Last, if revenue falls far short of forecast, the city will make mid-year budget reductions again in 2021 as it did in 2020. Should revenue exceed forecast, staff proposes canceling the end-of-year holiday furlough days (or portions of), implementing mid-year merit increases for employees, and considering departments’ prioritized plans to restore programs and service levels. NEXT STEPS September 25 - Council follow-up questions/requests to City Finance. Tuesday, Oct. 6 – Public hearing and first reading of the 2021 City of Boulder budget ordinance. Tuesday, Oct. 20– Public hearing and second reading of the 2021 City of Boulder budget ordinance; General Improvement District budget resolutions. ATTACHMENTS A.2021 Significant Changes by Type & Department B.Boards and Commissions Recommendations on 2021-2026 CIP Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Personnel Savings (744,131)$ - (3,337,239)$ - All Departments Eliminate Pay Increases - - (3,337,239) - Realize Savings from 2 Furlough Days (744,131) - - - New/Enhanced Program 428,318$ - 1,836,452$ 9.75 City Clerk's Office New Budget for Elections & Matching Funds 120,000 - - - Finance New Senior Internal Auditor Position 4,500 - 119,437 1.00 Fire-Rescue Launch Light Response Vehicle Pilot with ALS Capability - - 35,000 - New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Fire Portion) - - 133,384 - General Governance New Budget for Centralized Personal Protective Equipment 263,818 - - - Housing & Human Services Bring Early Diversion, Get Engaged (EDGE) Program In-House from Police - - 161,920 4.00 Human Resources New Human Resources Information System (HRIS) Administration - - 500,000 - Innovation & Technology New Database Administrator Position - - 102,115 1.00 Library & Arts Bring Library Security & Support Services In-House - - 100,000 1.75 Open Space & Mountain Parks Convert Trails Research Coordinator from Temporary to Standard Position - - 21,606 1.00 Parks & Recreation New Exterior Security Cameras at Recreation Facilities 30,000 - - - New On-Demand Fitness Equipment 10,000 - 5,000 - Police Increase Budget for Improvements in Body Worn Cameras, In-Car Cameras, & Tasers - - 133,297 - New Budget for Police Accreditation, Policy, Training Needs, & New Accreditation Manager Position - - 187,125 1.00 New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Police Portion) - - 337,568 - Repurpose Portion of School Resource Officer (SRO) Program to Training Program - - - - Continuation of One-Time Program 943,768$ 10.00 -$ 0.85 Climate Initiatives Extend 3 Positions to Support Department & Local Power/Municipalization Project 296,812 3.00 - - Extend Communications Specialist II (Climate Initiatives) Position 89,898 1.00 - - Planning & Development Services Extend Energy Code Position 58,984 1.00 - - Extend Land Use Code Update Position 72,166 1.00 - - Extend Project Specialist/Permit Technician Position 69,143 1.00 - - Police Expand Master Plan 150,000 - - 0.85 Transportation & Mobility Extend GIS Technician Position 71,952 1.00 - - Utilities Extend 2 GIS Technician Positions 134,813 2.00 - - Cost Escalation of Existing Service -$ - 166,200$ - City Clerk's Office Increase Budget for Online Petitions System Operations & Maintenance - - 42,000 - Police Expand Redlight Camera Program - - 124,200 - Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Cost Reduction of Existing Service (12,991,886)$ - (9,423,234)$ (55.88) City Attorney’s Office Eliminate Assistant City Attorney I- Marijuana Position - - (184,776) (1.00) Repurpose Senior Counsel Position to Assistant City Attorney II Position - - (80,151) - City Clerk's Office Hold Deputy City Clerk Position Vacant 6 Months (66,911) - - - Reduce Multiple NPE Expenditure Categories- One-Time (24,592) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (19,954) - City Council Reduce Multiple NPE Expenditure Categories- Ongoing - - (34,053) - City Manager's Office Eliminate CMO Equity Specialist Position - - (103,715) (1.00) Eliminate Management Analyst Position - - (99,083) (1.00) Eliminate Program & Project Manager Position - - (162,780) (1.00) Hold CMO Administrative II Position Vacant (75,699) - - - Hold Deputy City Manager Position Vacant 9 Months (165,000) - - - Climate Initiatives Delay New Initiatives in Department (182,000) - - - Eliminate Regional Sustainability/Policy Advisor Position - - (128,860) (1.00) Reduce Salary Cost for Multiple Trash Tax Positions - - (56,391) - Reduce Salary Cost for Zero Waste Team Manager & Hold Vacant 2 Months (20,000) - (25,000) - Reduce Support for Zero Waste Compliance & Climate Action Plan Energy Advising (89,000) - - - Communication & Engagement Eliminate Deputy Director Position - - (167,279) (1.00) Eliminate Internal Communications III Position - - (121,689) (1.00) Eliminate Producer/Engineer Position - - (78,723) (1.00) Hold Engagement Manager Position Vacant TBD Months (72,000) - - - Reduce Channel 8 Contractor Funding - - (6,000) - Reduce Newsletters from 3 to 2 - - (37,000) - Reduce Scope of Growing Up Boulder - - (20,000) - Suspend Neighborhood Services Grant Program- One-Time (50,000) - - - Community Vitality Eliminate Parking Enforcement Officer Position - - (68,437) (1.00) Eliminate Flex Rebate Program - - (100,000) - Eliminate Lot Attendant Positions - - (262,419) (5.13) Reduce Downtown Improvements - - (60,000) - Reduce General Fund Transfer to CAGID (175,000) - - - Reduce General Fund Transfer to UHGID (75,000) - - - Reduce Hill Reinvestment Strategy (15,000) - - - Reduce Multiple CIP Projects (420,000) - - - Facilities & Fleet Reduce Capital Facility Renovation & Replacement - - (90,000) - Reduce Frequency of Window Washing Program - - (11,280) - Reduce Major & Minor Maintenance - - (134,698) - Finance Eliminate Administrative Specialist II Position - - (68,996) (1.00) Eliminate External Occupational Safety and Health Administration (OSHA) Audit & Training - - (67,000) - Eliminate Front Desk Position & Regrade Auditor Position - - (80,000) (1.00) Hold Budget Analyst II Position Vacant (97,535) - - - Hold Financial Analyst Position Vacant (93,300) - - - Reduce Accounting Temporary Services (49,000) - - - Reduce Financial Consultants (16,000) - (30,000) - Reduce Multiple NPE Expenditure Categories- One-Time (33,000) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (62,685) - Reduce Risk Management Contractual Medical Services - - (25,000) - Fire-Rescue Modify Water Rescue Program Service - - (31,000) - Reduce Programmatic Overtime - - (70,000) - Reduce Multiple NPE Expenditure Categories- Ongoing - - (80,000) - Reduce Occupational Health Programming - - (15,000) - Reduce Overtime Through Alternative Deployment Models including Light Response Vehicle Pilot - - (300,000) - Reduce Community Risk Reduction Administrative Capacity - - (67,000) (1.00) Reduce Wildland Fire Administration & Operations Capacity - - (150,500) (1.00) General Governance Reduce Office of Special Events (OSE) Costs - - (21,900) - Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Housing & Human Services Eliminate 3 Older Adult Services (OAS) Customer Service Positions - - (71,431) (1.50) Eliminate Asset Program Manager Position - - (118,040) (1.00) Eliminate Data Analytics Project Manager Position - - (87,221) (1.00) Eliminate Human Services Planner Position - - (101,547) (1.00) Eliminate Older Adult Services (OAS) East Center - - (9,620) - Eliminate Planner III Position - - (105,370) (1.00) Eliminate Program Development Manager Position - - (128,860) (1.00) Eliminate Program Manager Position - - (110,420) (1.00) Eliminate Senior Project Manager Position - - (36,682) (0.25) Eliminate Youth Opportunity Program Grant Funds - - (164,500) - Reduce Fleet Replacement Funding (69,948) - - - Reduce Grants for Homelessness Program (100,000) - - - Reduce Human Relations Commission - - (9,530) - Reduce Human Services Fund Grants (120,952) (336,114) - Reduce Multiple NPE Expenditure Categories- One-Time (90,500) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (125,375) - Reduce OAS Admin Spc Position and Temporary Help - (26,648) (0.25) Reduce Youth Opportunity Program Coordinator Position - (58,228) (0.50) Human Resources Eliminate HR Coordinator Position - - (90,321) (1.00) Reduce Multiple NPE Expenditure Categories- One-Time (170,000) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (140,000) - Repurpose Talent Acquisition Manager to Recruiting Program Manager - - (15,000) - Innovation & Technology Eliminate Business Analyst II Position - - (125,311) (1.00) Eliminate Data Analytics Project Manager Position - - (85,173) (1.00) Eliminate GIS Program Manager Position - - (120,464) (1.00) Eliminate PMO Position - - (79,150) (1.00) Eliminate Manager Position (TBD)- - (115,568) (1.00) Eliminate Tech Support Analyst II Position - - (86,801) (1.00) Reduce Consulting Costs - - (60,000) - Reduce Staff Training Budget - - (42,501) - Suspend IT Paid Internship Program - - (59,211) - Library & Arts Reduce Administrative Functions & Sponsorships (Arts) (3,861) - (66,484) - Reduce Cultural Grants Program (Arts)(39,312) - (117,938) - Reduce Public Art Maintenance & Unscheduled Projects (Arts) (20,000) - (5,100) - Adjust Operations at Meadows, Reynolds, & NoBo Branch Libraries - - (4,500) - Adjust Operations for Library Acquisitions, Collection Development, Resource Services, & Archive - - (127,500) - Adjust Operations for Main Library Patron & Youth Services & Materials Handling - - (3,500) - Adjust Operations for Programs, Events, & Sponsorships - - (11,000) - Eliminate 2 Programs, Events, & Outreach Specialist Positions - - (94,189) (1.25) Eliminate 3 Branch Library Specialist Positions - - (141,037) (2.25) Eliminate 3 Library Specialist Positions - - (134,979) (2.25) Eliminate 6 Materials Handler Positions - - (109,889) (2.25) Eliminate Bilingual Library Youth Specialist Position - - (63,997) (0.50) Eliminate Branch Services Manager Position - - (102,647) (1.00) Eliminate Collection Development & Library Specialist Position (51,105) (0.75) Eliminate Creative Technologist Position - - (63,617) (1.00) Eliminate Library & Scheduling Specialist Position - - (66,596) (1.00) Hold Carnegie Branch Librarian Position Vacant (90,329) - - - Hold Resource Services Manager Position Vacant (110,252) - - - Reduce BLDG61 Makerspace Materials - - (30,000) - Reduce BoulderReads Program & Hold BoulderReads Manager Position Vacant (66,968) - (1,500) - Reduce Non-Personnel Staff Support (85,000) - (24,432) - Municipal Court Eliminate 2 Deputy Court Clerk Positions - - (159,556) (2.00) Reduce Facilities Renovation & Replacement Funding (155,678) - - - Reduce Material Computer Software (68,845) - - - Reduce Multiple NPE Expenditure Categories- One-Time (81,193) - - - Open Space & Mountain Parks Reduce Multiple CIP Projects- One-Time (1,800,000) - - - Reduce Multiple NPE Expenditure Categories- One-Time (458,703) - - - Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Parks & Recreation Adjust Operations at North Boulder Rec Center & Hold Positions Vacant (188,301) - - - Adjust Operations at East Boulder Community Center & Hold Positions Vacant (308,762) - - - Adjust Operations at South Boulder Rec Center & Hold Positions Vacant (272,388) - - - Adjust Operations at Outdoor Pools & Hold Positions Vacant (133,876) - - - Adjust Sports Programming & Hold Positions Vacant (217,492) - - - Adjust Gymnastics Programming & Hold Positions Vacant (284,673) - - - Adjust EXPAND/Inclusion Programming & Hold Positions Vacant (254,887) - - - Adjust Youth Services Initiative & Hold Positions Vacant (113,153) - - - Reduce Operating Expenses & Hold Positions Vacant (210,498) - (631,494) - Planning & Development Services Adjust Operations for Rental Licensing Program - - (28,307) (0.50) Eliminate Administrative Services Position - - (79,776) (1.00) Eliminate Comprehensive Planning Manager - - (194,117) (1.00) Hold Deputy Director of Planning & Development Services Position Vacant (119,280) - - - Reduce Consulting Services Budget for Planning Projects - - (35,000) - Police Defer Fleet Replacement Funding (866,397) - - - Eliminate Police Annex on University Hill - - (51,600) - Hold 2 Administrative Specialist I Positions Vacant (TBD) (133,079) - - - Hold 6 Police Officer Positions Vacant (600,000) - - - Hold Accident Report Specialist Position Vacant (63,355) - - - Hold Animal Protection Officer Position Vacant (64,792) - - - Hold Assistant Crime Analyst Position Vacant (75,351) - - - Hold Dispatcher Position Vacant (62,935) - - - Hold Property & Evidence Tech Position Vacant (74,589) - - Reduce Multiple NPE Expenditure Categories- One-Time (290,000) - - - Repurpose Positions for Get Engaged (EDGE) Program & Move to Housing & Human Services - - (161,920) (3.50) Suspend Muni Campus Overtime (315,000) - - - Transportation & Mobility Delay Boulder Creek Path Improvements from 2021 to 2025-2026 (350,000) - - - Delay Boulder Valley Employee Survey (40,000) - - - Delay Emerald Ash Borer Tree Removal (325,000) - - - Delay Fleet Replacement Costs for Street Sweeping Vehicles (22,000) - - - Delay Fleet Replacement for CIP & Signals Groups (60,000) - - - Delay Table Mesa Multi-Use Path from 2021 to 2022 (600,000) - - - Delay Tributary Greenways from 2021 to 2022 (97,500) - - - Eliminate 2021 HOP Fleet Replacement (123,000) - - - Eliminate 4 GO Boulder Interns & 1 CIP Intern (Non-Standard) - - (120,000) - Eliminate Project Manager Position - - (65,000) (0.50) Eliminate Project Manager Position - - (165,000) (0.50) Eliminate Route Optimization Studies for HOP Expansion & Other Transit Studies - - (237,000) - Eliminate Senior Planner-Temp Position (Non-Standard) - - (90,000) - Eliminate Transit Planner I Position - - (120,000) (1.00) Eliminate Travel & Training Budget (60,000) - - - Hold GO Boulder Manager Position Vacant (150,000) - - - Hold Vision Zero Engineer Position Vacant (130,000) - - - Realize Savings from Neighborhood Eco-Pass RTD Rebate (100,000) - - - Reduce Capital Maintenance Projects (Minimal)(200,000) - - - Reduce Consultant-Based Transportation Projects - - (28,000) - Reduce HOP Weekend Frequency (360,000) - - - Reduce Low Stress Walk/Bike- Neighborhood GreenStreets (15,000) - - - Reduce Median Maintenance (70,000) - - - Reduce Major Capital Reconstruction (105,000) - - - Reduce Multi-Use Path Capital Maintenance (25,000) - - - Reduce Mutli-Use Path Enhancements (25,000) - - - Reduce Pedestrian Crossing Treatments (25,000) - - - Reduce Renewed Transit Vision- Capital (50,000) - - - Reduce Scope of Annual Walk & Bike Week - - (15,000) - Reduce Street Lighting Service - - (100,000) - Reduce Street Sweeping - - (175,000) - Reduce TIP Implementation Projects (160,000) - - - Reduce Transportation Demand Management Program - - (116,000) - Other (3,980,000)$ - -$ - Utilities Adjust Water Fund Reserve (3,980,000) - - - Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Personnel Savings (All Departments) (744,131)$ - (3,337,239)$ - Cost Reduction of Existing Service Eliminate Pay Increases - - (3,337,239) - Realize Savings from 2 Furlough Days (744,131) - - - City Attorney’s Office -$ - (264,927)$ (1.00) Cost Reduction of Existing Service Eliminate Assistant City Attorney I- Marijuana Position - - (184,776) (1.00) Repurpose Senior Counsel Position to Assistant City Attorney II Position - - (80,151) - City Clerk's Office 28,497$ - 22,046$ - New/Enhanced Program New Budget for Elections & Matching Funds 120,000 - - - Cost Escalation of Existing Service Increase Budget for Online Petitions System Operations & Maintenance - - 42,000 - Cost Reduction of Existing Service Hold Deputy City Clerk Position Vacant 6 Months (66,911) - - - Reduce Multiple NPE Expenditure Categories- One-Time (24,592) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (19,954) - City Council -$ - (34,053)$ - Cost Reduction of Existing Service Reduce Multiple NPE Expenditure Categories- Ongoing - - (34,053) - City Manager's Office (240,699)$ - (365,577)$ (3.00) Cost Reduction of Existing Service Eliminate CMO Equity Specialist Position - - (103,715) (1.00) Eliminate Management Analyst Position - - (99,083) (1.00) Eliminate Program & Project Manager Position - - (162,780) (1.00) Hold CMO Administrative II Position Vacant (75,699) - - - Hold Deputy City Manager Position Vacant 9 Months (165,000) - - - Climate Initiatives 95,710$ 4.00 (210,251)$ (1.00) Continuation of One-Time Program Extend 3 Positions to Support Department & Local Power/Municipalization Project 296,812 3.00 - - Extend Communications Specialist II (Climate Initiatives) Position 89,898 1.00 - - Cost Reduction of Existing Service Delay New Initiatives in Department (182,000) - - - Eliminate Regional Sustainability/Policy Advisor Position - - (128,860) (1.00) Reduce Salary Cost for Multiple Trash Tax Positions - - (56,391) - Reduce Salary Cost for Zero Waste Team Manager & Hold Vacant 2 Months (20,000) - (25,000) - Reduce Support for Zero Waste Compliance & Climate Action Plan Energy Advising (89,000) - - - Communication & Engagement (122,000)$ - (430,691)$ (3.00) Cost Reduction of Existing Service Eliminate Deputy Director Position - - (167,279) (1.00) Eliminate Internal Communications III Position - - (121,689) (1.00) Eliminate Producer/Engineer Position - - (78,723) (1.00) Hold Engagement Manager Position Vacant TBD Months (72,000) - - - Reduce Channel 8 Contractor Funding - - (6,000) - Reduce Newsletters from 3 to 2 - - (37,000) - Reduce Scope of Growing Up Boulder - - (20,000) - Suspend Neighborhood Services Grant Program- One-Time (50,000) - - - Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Community Vitality (685,000)$ - (490,856)$ (6.13) Cost Reduction of Existing Service Eliminate Parking Enforcement Officer Position - - (68,437) (1.00) Eliminate Flex Rebate Program - - (100,000) - Eliminate Lot Attendant Positions - - (262,419) (5.13) Reduce Downtown Improvements - - (60,000) - Reduce General Fund Transfer to CAGID (175,000) - - - Reduce General Fund Transfer to UHGID (75,000) - - - Reduce Hill Reinvestment Strategy (15,000) - - - Reduce Multiple CIP Projects (420,000) - - - Facilities & Fleet -$ - (235,978)$ - Cost Reduction of Existing Service Reduce Capital Facility Renovation & Replacement - - (90,000) - Reduce Frequency of Window Washing Program - - (11,280) - Reduce Major & Minor Maintenance - - (134,698) - Finance (284,335)$ - (214,244)$ (1.00) New/Enhanced Program New Senior Internal Auditor Position 4,500 - 119,437 1.00 Cost Reduction of Existing Service Eliminate Administrative Specialist II Position - - (68,996) (1.00) Eliminate External Occupational Safety and Health Administration (OSHA) Audit & Training - - (67,000) - Eliminate Front Desk Position & Regrade Auditor Position - - (80,000) (1.00) Hold Budget Analyst II Position Vacant (97,535) - - - Hold Financial Analyst Position Vacant (93,300) - - - Reduce Accounting Temporary Services (49,000) - - - Reduce Financial Consultants (16,000) - (30,000) - Reduce Multiple NPE Expenditure Categories- One-Time (33,000) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (62,685) - Reduce Risk Management Contractual Medical Services - - (25,000) - Fire-Rescue -$ - (545,116)$ (2.00) New/Enhanced Program Launch Light Response Vehicle Pilot with ALS Capability - - 35,000 - New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Fire Portion) - - 133,384 - Cost Reduction of Existing Service Modify Water Rescue Program Service - - (31,000) - Reduce Programmatic Overtime - - (70,000) - Reduce Multiple NPE Expenditure Categories- Ongoing - - (80,000) - Reduce Occupational Health Programming - - (15,000) - Reduce Overtime Through Alternative Deployment Models including Light Response Vehicle Pilot - - (300,000) - Reduce Community Risk Reduction Administrative Capacity - - (67,000) (1.00) Reduce Wildland Fire Administration & Operations Capacity - - (150,500) (1.00) Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE General Governance 263,818$ - (21,900)$ - New/Enhanced Program New Budget for Centralized Personal Protective Equipment 263,818 - - - Cost Reduction of Existing Service Reduce Office of Special Events (OSE) Costs - - (21,900) - Housing & Human Services (381,400)$ - (1,327,666)$ (4.50) New/Enhanced Program Bring Early Diversion, Get Engaged (EDGE) Program In-House from Police - - 161,920 4.00 Cost Reduction of Existing Service Eliminate 3 Older Adult Services (OAS) Customer Service Positions - - (71,431) (1.50) Eliminate Asset Program Manager Position - - (118,040) (1.00) Eliminate Data Analytics Project Manager Position - - (87,221) (1.00) Eliminate Human Services Planner Position - - (101,547) (1.00) Eliminate Older Adult Services (OAS) East Center - - (9,620) - Eliminate Planner III Position - - (105,370) (1.00) Eliminate Program Development Manager Position - - (128,860) (1.00) Eliminate Program Manager Position - - (110,420) (1.00) Eliminate Senior Project Manager Position - - (36,682) (0.25) Eliminate Youth Opportunity Program Grant Funds - - (164,500) - Reduce Fleet Replacement Funding (69,948) - - - Reduce Grants for Homelessness Program (100,000) - - - Reduce Human Relations Commission - - (9,530) - Reduce Human Services Fund Grants (120,952) (336,114) - Reduce Multiple NPE Expenditure Categories- One-Time (90,500) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (125,375) - Reduce OAS Admin Spc Position and Temporary Help - (26,648) (0.25) Reduce Youth Opportunity Program Coordinator Position - (58,228) (0.50) Human Resources (170,000)$ - 254,679$ (1.00) New/Enhanced Program New Human Resources Information System (HRIS) Administration - - 500,000 - Cost Reduction of Existing Service Eliminate HR Coordinator Position - - (90,321) (1.00) Reduce Multiple NPE Expenditure Categories- One-Time (170,000) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (140,000) - Repurpose Talent Acquisition Manager to Recruiting Program Manager - - (15,000) - Innovation & Technology -$ - (672,065)$ (5.00) New/Enhanced Program New Database Administrator Position - - 102,115 1.00 Cost Reduction of Existing Service Eliminate Business Analyst II Position - - (125,311) (1.00) Eliminate Data Analytics Project Manager Position - - (85,173) (1.00) Eliminate GIS Program Manager Position - - (120,464) (1.00) Eliminate PMO Position - - (79,150) (1.00) Eliminate Manager Position (TBD)- - (115,568) (1.00) Eliminate Tech Support Analyst II Position - - (86,801) (1.00) Reduce Consulting Costs - - (60,000) - Reduce Staff Training Budget - - (42,501) - Suspend IT Paid Internship Program - - (59,211) - Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Library & Arts (415,722)$ - (1,120,010)$ (10.50) New/Enhanced Program Bring Library Security & Support Services In-House - - 100,000 1.75 Cost Reduction of Existing Service Reduce Administrative Functions & Sponsorships (Arts) (3,861) - (66,484) - Reduce Cultural Grants Program (Arts)(39,312) - (117,938) - Reduce Public Art Maintenance & Unscheduled Projects (Arts) (20,000) - (5,100) - Adjust Operations at Meadows, Reynolds, & NoBo Branch Libraries - - (4,500) - Adjust Operations for Library Acquisitions, Collection Development, Resource Services, & Archive - - (127,500) - Adjust Operations for Main Library Patron & Youth Services & Materials Handling - - (3,500) - Adjust Operations for Programs, Events, & Sponsorships - - (11,000) - Eliminate 2 Programs, Events, & Outreach Specialist Positions - - (94,189) (1.25) Eliminate 3 Branch Library Specialist Positions - - (141,037) (2.25) Eliminate 3 Library Specialist Positions - - (134,979) (2.25) Eliminate 6 Materials Handler Positions - - (109,889) (2.25) Eliminate Bilingual Library Youth Specialist Position - - (63,997) (0.50) Eliminate Branch Services Manager Position - - (102,647) (1.00) Eliminate Collection Development & Library Specialist Position (51,105) (0.75) Eliminate Creative Technologist Position - - (63,617) (1.00) Eliminate Library & Scheduling Specialist Position - - (66,596) (1.00) Hold Carnegie Branch Librarian Position Vacant (90,329) - - - Hold Resource Services Manager Position Vacant (110,252) - - - Reduce BLDG61 Makerspace Materials - - (30,000) - Reduce BoulderReads Program & Hold BoulderReads Manager Position Vacant (66,968) - (1,500) - Reduce Non-Personnel Staff Support (85,000) - (24,432) - Municipal Court (305,717)$ - (159,556)$ (2.00) Cost Reduction of Existing Service Eliminate 2 Deputy Court Clerk Positions - - (159,556) (2.00) Reduce Facilities Renovation & Replacement Funding (155,678) - - - Reduce Material Computer Software (68,845) - - - Reduce Multiple NPE Expenditure Categories- One-Time (81,193) - - - Open Space & Mountain Parks (2,258,703)$ - 21,606$ 1.00 New/Enhanced Program Convert Trails Research Coordinator from Temporary to Standard Position - - 21,606 1.00 Cost Reduction of Existing Service Reduce Multiple CIP Projects- One-Time (1,800,000) - - - Reduce Multiple NPE Expenditure Categories- One-Time (458,703) - - - Parks & Recreation (1,944,030)$ - (626,494)$ - New/Enhanced Program New Exterior Security Cameras at Recreation Facilities 30,000 - - - New On-Demand Fitness Equipment 10,000 - 5,000 - Cost Reduction of Existing Service Adjust Operations at North Boulder Rec Center & Hold Positions Vacant (188,301) - - - Adjust Operations at East Boulder Community Center & Hold Positions Vacant (308,762) - - - Adjust Operations at South Boulder Rec Center & Hold Positions Vacant (272,388) - - - Adjust Operations at Outdoor Pools & Hold Positions Vacant (133,876) - - - Adjust Sports Programming & Hold Positions Vacant (217,492) - - - Adjust Gymnastics Programming & Hold Positions Vacant (284,673) - - - Adjust EXPAND/Inclusion Programming & Hold Positions Vacant (254,887) - - - Adjust Youth Services Initiative & Hold Positions Vacant (113,153) - - - Reduce Operating Expenses & Hold Positions Vacant (210,498) - (631,494) - Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Planning & Development Services 81,013$ 3.00 (337,200)$ (2.50) Continuation of One-Time Program Extend Energy Code Position 58,984 1.00 - - Extend Land Use Code Update Position 72,166 1.00 - - Extend Project Specialist/Permit Technician Position 69,143 1.00 - - Cost Reduction of Existing Service Adjust Operations for Rental Licensing Program - - (28,307) (0.50) Eliminate Administrative Services Position - - (79,776) (1.00) Eliminate Comprehensive Planning Manager - - (194,117) (1.00) Hold Deputy Director of Planning & Development Services Position Vacant (119,280) - - - Reduce Consulting Services Budget for Planning Projects - - (35,000) - Police (2,395,498)$ - 568,670$ (1.65) New/Enhanced Program Increase Budget for Improvements in Body Worn Cameras, In-Car Cameras, & Tasers - - 133,297 - New Budget for Police Accreditation, Policy, Training Needs, & New Accreditation Manager Position - - 187,125 1.00 New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Police Portion) - - 337,568 - Repurpose Portion of School Resource Officer (SRO) Program to Training Program - - - - Continuation of One-Time Program Expand Master Plan 150,000 - - 0.85 Cost Escalation of Existing Service Expand Redlight Camera Program - - 124,200 - Cost Reduction of Existing Service Defer Fleet Replacement Funding (866,397) - - - Eliminate Police Annex on University Hill - - (51,600) - Hold 2 Administrative Specialist I Positions Vacant (TBD) (133,079) - - - Hold 6 Police Officer Positions Vacant (600,000) - - - Hold Accident Report Specialist Position Vacant (63,355) - - - Hold Animal Protection Officer Position Vacant (64,792) - - - Hold Assistant Crime Analyst Position Vacant (75,351) - - - Hold Dispatcher Position Vacant (62,935) - - - Hold Property & Evidence Tech Position Vacant (74,589) - - Reduce Multiple NPE Expenditure Categories- One-Time (290,000) - - - Repurpose Positions for Get Engaged (EDGE) Program & Move to Housing & Human Services - - (161,920) (3.50) Suspend Muni Campus Overtime (315,000) - - - Attachment A: 2021 Recommended Budget Significant Changes by Type and Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Transportation & Mobility (3,020,548)$ 1.00 (1,231,000)$ (2.00) Continuation of One-Time Program Extend GIS Technician Position 71,952 1.00 - - Cost Reduction of Existing Service Delay Boulder Creek Path Improvements from 2021 to 2025-2026 (350,000) - - - Delay Boulder Valley Employee Survey (40,000) - - - Delay Emerald Ash Borer Tree Removal (325,000) - - - Delay Fleet Replacement Costs for Street Sweeping Vehicles (22,000) - - - Delay Fleet Replacement for CIP & Signals Groups (60,000) - - - Delay Table Mesa Multi-Use Path from 2021 to 2022 (600,000) - - - Delay Tributary Greenways from 2021 to 2022 (97,500) - - - Eliminate 2021 HOP Fleet Replacement (123,000) - - - Eliminate 4 GO Boulder Interns & 1 CIP Intern (Non-Standard) - - (120,000) - Eliminate Project Manager Position - - (65,000) (0.50) Eliminate Project Manager Position - - (165,000) (0.50) Eliminate Route Optimization Studies for HOP Expansion & Other Transit Studies - - (237,000) - Eliminate Senior Planner-Temp Position (Non-Standard) - - (90,000) - Eliminate Transit Planner I Position - - (120,000) (1.00) Eliminate Travel & Training Budget (60,000) - - - Hold GO Boulder Manager Position Vacant (150,000) - - - Hold Vision Zero Engineer Position Vacant (130,000) - - - Realize Savings from Neighborhood Eco-Pass RTD Rebate (100,000) - - - Reduce Capital Maintenance Projects (Minimal) (200,000) - - - Reduce Consultant-Based Transportation Projects - - (28,000) - Reduce HOP Weekend Frequency (360,000) - - - Reduce Low Stress Walk/Bike- Neighborhood GreenStreets (15,000) - - - Reduce Major Capital Reconstruction (105,000) - - - Reduce Median Maintenance (70,000) - - - Reduce Multi-Use Path Capital Maintenance (25,000) - - - Reduce Mutli-Use Path Enhancements (25,000) - - - Reduce Pedestrian Crossing Treatments (25,000) - - - Reduce Renewed Transit Vision- Capital (50,000) - - - Reduce Scope of Annual Walk & Bike Week - - (15,000) - Reduce Street Lighting Service - - (100,000) - Reduce Street Sweeping - - (175,000) - Reduce TIP Implementation Projects (160,000) - - - Reduce Transportation Demand Management Program - - (116,000) - Utilities (3,845,187)$ 2.00 -$ - Continuation of One-Time Program Extend 2 GIS Technician Positions 134,813 2.00 - - Other Adjust Water Fund Reserve (3,980,000) - - - Attachment B: Boards and Commissions Feedback on the 2021-2026 CIP Boards and Commissions Feedback on the 2021-2026 CIP Departmental advisory boards have reviewed draft CIP projects related to their respective departments. The recommendations of the boards are below: Downtown Management Commission The Downtown Management Commission (DMC) recommended approval of the Community Vitality 2021-2026 CIP at their July 14 meeting. Boulder Junction Access District Commissions The Boulder Junction Access District Commissions (Parking & TDM) recommended approval of the Community Vitality 2021- 2026 CIP at their July 22 meeting. University Hill Commercial Area Management Commission The University Hill Commercial Area Management Commission (UHCAMC) recommended approval of the Community Vitality 2021-2026 CIP at their August 11 meeting. Greenways Advisory Committee The Greenways Advisory Committee recommended approval of the 2021-2026 Greenways Program CIP at their August 19 meeting and approved a second motion to accompany the motion to approve the 2021-2026 Greenways CIP for Council review and approval. The second motion is as follows: FURTHER, the GAC makes the following motion to Council: The GAC supports the Greenways Master Plan update scheduled to begin in 2022 and recommends that the master plan update include the following elements: 1. Evaluate the need and capacity to re-instate the Greenways Coordinator position in the Utilities Department eliminated in 2018. The interdepartmental function of the Greenways Program requires clear lines of communication and responsibility. It performs as a critical clearinghouse to coordinate the specific programmatic functions of the Greenways Program. 2. Assess the three current funding sources (Transportation Fund, Stormwater and Flood Management Fund, Lottery Fund) for the Greenways Program and evaluate current and future budgetary needs for ongoing and projected future Greenways maintenance and management and potential funding sources to meet those identified needs. 3. Evaluate future needs for managing Greenways as visitor use levels continue to rapidly increase and impacts from the types and levels of use are increasingly evident and damaging to the city's streams and waterways (e.g., streambank erosion, non-native species invasions, water quality). The master plan update should identify and assess the effectiveness of various visitor management alternatives for Greenways, including environmental education and interpretive opportunities and appropriate place-based interactive art and activities that incorporate the natural attributes of a particular place that provide a welcoming and enjoyable visitor experience. Attachment B: Boards and Commissions Feedback on the 2021-2026 CIP Open Space Board of Trustees The Open Space Board of Trustees unanimously recommended the 2021-2026 CIP on June 3, 2020 after previous review at the April 22 and May 13 business meetings. Parks and Recreation Advisory Board The Parks & Recreation Board (PRAB) unanimously approved the following two resolutions in support of the BPR 2021-2026 CIP at the June 22, 2020 meeting: a motion to approve the 2021 recommended expenditures from the Permanent Parks & Recreation Fund and a motion to approve the Draft 2021–2026 Parks & Recreation Department Capital Improvement Program. Based on updated revenue assumptions, the department shifted funding in out years from the original proposal reviewed on June 22, 2020. The PRAB approved two revised resolutions in support of the BPR 2021-2026 CIP at the August 24, 2020 meeting: a motion to approve the 2021 recommended expenditures from the Permanent Parks & Recreation Fund and a motion to approve the Draft 2021–2026 Parks & Recreation Department Capital Improvement Program. Transportation Advisory Board The Transportation Advisory Board (TAB) recommended approval of the draft 2021-2026 Capital Improvement Program on July 13, 2020. Water Resources Advisory Board The preliminary 2021 Utilities budget and the 2021-2026 CIP was presented to the WRAB on May 18, 2020 and also at their June 15, 2020 meeting. A third WRAB meeting to discuss the CIP was held on July 20, 2020 where the WRAB voted 4-0 to recommend the CIP and rates.