07.13.21 DMC PacketDOWNTOWN MANAGEMENT COMMISSION
July 13, 2021
4:00 – 6:00 p.m.
Virtual Meeting
AGENDA
4:00 p.m. Roll Call Staff
4:00-4:05 Approval of the May 11, 2021 Meeting Minutes Board
4:05-4:15 Public Comment
Consent Agenda – Topics will not be discussed unless there are questions posed by the
Commission. Please reference the consent agenda memo.
4:15-5:45 Matters from Staff Staff
•Introduction of Block-by-Block Team
•Board Position Elections
•CAGID 2022 Budget Recommendation
5:45-6:00 Matters from Commissioners
6:00 p.m. Adjourn
Attachments:
-Draft May 11, 2021 DMC Minutes
-Special District Boards and Commissions Consent Agenda – July 2021
-Downtown Mall Area Police Calls Report – May and June 2021
-Community Vitality Mid-Year Work Plan Update – July 2021
-DRAFT CAGID 2022 Fund Financials
Commissioner Term Exp DMC 2021 Priorities
Andrew Niemeyer
Adam Knoff
Susan Nuzum
Don Poe
Stephanie Trees
Citizen-at-Large
Property Owner/Rep
Property Owner/Rep
Property Owner/Rep
Citizen-at-Large
2022
2023
2024
2025
2026
•Participate in meaningful processes and dialogue exploring future downtown
transformations that strengthen the economy, diversify the user base, and
engage a broader public to “reclaim” portions of the downtown
•Participate in implementation of the Access Management and Parking
Strategy (AMPS) and Neighborhood Parking Permit Program and Parking
Pricing (NPP) to strengthen multimodal downtown access experiences and
infrastructure
•Consider repurposed portions of parking infrastructure to meet broader city
goals regarding diversity, art and neighborhoods
•Explore staff capacity to facilitate more creative board engagements
o Encourage cross-district collaboration of board/commission work,
including a more active collaboration and discourse with Downtown
Boulder Partnership (DBP) and the business improvement district (BID)
o Participate in structured engagement with City Council
07.13.21 DMC Packet Page 1
CITY OF BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
DOWNTOWN MANAGEMENT COMMISSION
NAMES OF MEMBERS, STAFF, AND INVITED GUESTS PRESENT:
BOARD MEMBERS: Nuzum, Poe and Trees – present
Niemeyer and Knoff - absent
STAFF: Jones, Woulf, Bray, Landrith, Sgt. Kessler (BPD), Hagelin, LaBonte
GUESTS: None
PERSON PREPARING SUMMARY: Heather Hayward, (303) 441-4191
TYPE OF MEETING: Regular May 11, 2021
Roll Call: Completed. Called to order at 4:03 p.m.
March 9, 2021 DMC Minutes approval
Approval of March 9, 2021 Meeting Minutes moved to next meeting due to lack of quorum.
Public Participation
None.
Consent Items
Consent Agenda – No questions
Boulder Police Department (BPD) Update (Cmdr. Greg LeFebre)
Cmdr. LeFebre discussed directed patrols that have been put in place downtown and reduction of crime in
the last 28 days. The PD will soon launch a crime statistics dashboard that will be available to staff and
the public. LeFebre reported that council has approved the hiring of 6 new officers, additional mall
ambassadors and park rangers. He said that cleanups are now occurring every 2-3 days rather than once a
week. LeFebre also discussed jail arrest standards.
Matters from Staff
Board Position Elections – Moved to next meeting due to lack of quorum.
AMPS Implementation and Progress – Jones and Hagelin
(See 05.11.21 DMC Presentation)
Trees asked questions regarding strategy behind the change to charging for garage parking on weekends.
Jones discussed reasons for this change, including transition to technology-based parking management
that would not require garage staffing for managed parking during those hours. He also said that charging
a small amount will help them to better understand the dynamics of how this will change behavior. The
flat rate encourages staying longer downtown.
Hagelin discussed the expansion of the micro mobility program. They have submitted an RFP for the
electric assist shared dockless bike program. They anticipate seeing a lot more options in the future.
2022 Budget Presentation/Q&A (Woulf and LaBonte)
Woulf discussed the budget video provided to commissioners in advance of the meeting. Woulf said they
Draft May 11, 2021 DMC Minutes
07.13.21 DMC Packet Page 2
are in the midst of developing the department’s budget now and that this would be the time to provide
feedback.
Woulf reported no delay on critical infrastructure projects in the garages. They have had some delays are
in the technology enhancements in the garages. Woulf also said that based on AMPS feedback, they’re
exploring a larger implementation of technology enhancements across more garages. Woulf discussed
impacts of COVID on the reserve. They were able to offset that by reductions taken in 2020. They are
still in a very good financial position and will watch revenues closely and any change in commuting
habits closely.
LaBonte said they have a robust waitlist for long-term parking. He stated that short-term parking took a
significant dip in 2020 due to COVID. They are seeing it trend back to normal. LaBonte also said the
revenue projection is not assuming an increase in fees. Woulf said they will be monitoring behavioral
changes because of changes to NPP and commuter passes.
Poe asked about the amount of money and oversight that is spent on promotion of the business district or
access related options. Bowden said that this is negotiated with DBI annually. Promotion is not the largest
part of what they work on with DBI because they fund-raise to do a lot of that themselves. They’re trying
to stay with their mission of access, how to get here and understanding what the city has to offer. Woulf
said they’d be happy to provide a more detailed breakdown of this information. Trees and Woulf
discussed the EcoPass program, including reductions provided by RTD for 2021 that helped the district
significantly. RTD may be looking at a different model moving forward based on the cost of actual
ridership.
Bowden said during the challenging times we’re in, we’re primarily focused on the basics right now –
clean and safe, trying to get people back and trying to make it a good experience to retain what we can
downtown.
Matters from Commissioners
Poe asked about the long-term plan for Pearl Street extension and whether this could be extended longer-
term. Landrith said the outdoor permits have been extended through October 31, 2021. He said a longer-
term extension would be a bigger discussion with the community and other departments in the city. Jones
said there’s been mixed feedback and that they need to be really thoughtful about any long-term change.
Poe asked about small business support and said he would like to hear more about this in the future.
Woulf said they have focused on retail space affordability. They’ve also discussed pressures during and
post-COVID and are discussing affordable commercial.
Meeting Adjournment:
Nuzum moved to adjourn. Poe seconded. All in favor. Meeting adjourned at 6:00 p.m.
NEXT MEETING: July 13, 2021
APPROVED BY: DOWNTOWN MANAGEMENT COMMISSION
Attest: ________________________
Heather Hayward, Secretary Susan Nuzum, Vice-Chair
Draft May 11, 2021 DMC Minutes
07.13.21 DMC Packet Page 3
City of Boulder
Special District Board Consent Agenda
University Hill Commercial Area Management Commission (UHCAMC) - July 6, 2021
Downtown Management Commission (DMC) – July 13, 2021
Boulder Junction Access District (BJAD) Commissions – July 21, 2021
Updates on Community Vitality work plan programs and projects for city special district boards. These
updates are for informational purposes only and require no discussion or votes.
Special District Updates
•UHGID Hill Hotel Land Sale/Tenant Relocation Support - The sale of the Pleasant Street lot
to the Hill hotel development team closed at the end of June. The $2.74M in sale proceeds will be
transferred to UHGID along with $200,000 in tenant relocation support funds. Funds are
anticipated to be distributed to the tenants in July/August. CV staff are actively working with the
tenants to help them remain in Boulder.
•UHGID 14th Street Redevelopment Project Enters Due Diligence Phase - An
interdepartmental staff team and a UHGID stakeholder working group helped CV craft an RFP
for a development feasibility consultant to recommend an optimal approach to leveraging the
remaining UHGID parking lot asset to meet parking/access needs and generate revenue for the
district. It is anticipated that a consultant will be selected in early July and present their
recommendations to UHCAMC in November.
•UHGID Comprehensive Landscape Plan Phase 1 Out to Bid - In early July, CV will put the
first phase of the recently completed landscape plan out to bid, in the hopes that construction can
begin in late July. The first phase encompasses the “Hillside” concept: expanding the design
elements of the Hill event street to the west side of 13th Street through the introduction of terraced
seating, additional stair access points and planted landscape beds. It is anticipated that the bulk of
the concrete work will be completed in late September.
•BJAD – Boulder Transportation Connections Merges with the Boulder Chamber. Boulder
Transportation Connections (BTC), the local nonprofit focused on transit planning that
administers the BJAD EcoPass program, has integrated into the Boulder Chamber. A joint letter
from the City, CU Boulder, Boulder Chamber and Boulder County was submitted to the RTD
Board of Directors requesting that all reductions in service, including the closure of Boulder
Junction RTD transit station, be reinstated prior to the return of CU students in mid-August.
•CAGID/UHGID – Block-by-Block Ambassador Pilot - The Downtown Boulder Partnership
(DBP), supported by the downtown Boulder Business Improvement District (BID) Board and
City staff, have developed a pilot ambassador program to respond to increased encampments,
levels of reported crime and business owner concerns. At their April 27, 2021 meeting, the City
Council agreed to support the pilot, along with other City initiatives aimed at increasing positive
presence in Boulder’s downtown, civic and University Hill areas for a total investment of $2.7M.
The pilot is scheduled to begin in in July 2021 and continue through December 2022.
•CAGID Stairwell Replacement – This project has reached substantial completion and is
expected to be fully complete by mid-July 2021.
Special District Boards and Commissions Consent Agenda – July 2021
07.13.21 DMC Packet Page 4
City of Boulder Updates
•AMPS Implementation: Revitalizing Access in Boulder
Since the project was presented for city council direction at a Jan. 26, 2021, staff has narrowed in
on a menu of strategies to reimagine how parking is managed in neighborhoods and an approach
for pricing parking. The project team visited with boards and commissions in May 2021 and
presented findings at a June 22, 2021 city council study session. Questions or comments: Cris
Jones (jonesc@bouldercolorado.gov) or go to: www.access4boulder.com.
•2020 CARES Act Coronavirus Relief Fund Dashboard - The city launched a dashboard
highlighting the city’s 2020 CARES Act Coronavirus Relief Fund investments. The dashboard
aims to provide transparency in how the $3.5M in funding was spent. Investments fall into three
categories: people support, business support and city operations. Business support projects
include the Retail and Restaurant S.O.S programs. Find more information on the dashboard here.
•City of Boulder Financial Update - Each April, staff provides an update to the city council with
the prior years’ ending financial results, current and forecast economic conditions, and a budget
outlook for the current and following year. This year’s update also includes an overview of the
local economic impacts arising out of the ongoing pandemic and a brief discussion of the
American Rescue Plan Act funding. Details are available at:
https://boulder.novusagenda.com/agendapublic/CoverSheet.aspx?ItemID=3445&MeetingID=646
•Boulder Business Recovery Update. Find the latest information including the extension of the
Temporary Outdoor Retail and Dining Expansion program through Oct. 31, 2021 here:
https://bouldercolorado.gov/planning/boulder-business-recovery
•Coordinated Entry In-person Services Now at Civic Area - Individuals experiencing
homelessness who are seeking services may now complete both the Coordinated Entry (CE)
screening process and receive Diversion Services in-person at 909 Arapahoe Ave. or by phone at
303-579-4404. Coordinated Entry and Diversion Services are part of the countywide housing-
focused approach to homelessness, which prioritizes housing and helps individuals address
obstacles to achieving housing stability.
•CV Front Desk Operations – The front desk no longer requires an appointment for service, but
strongly encourages customers to do so. Appointments cut down on wait times and repeat trips to
facilitate a more efficient process for customers and staff. Appointments may be made at
https://cityofboulder-parkingservices.as.me/. The team also encourages customers to utilize the
new online parking portal to purchase or renew their parking permits. For questions regarding
appointments or the portal, contact the front desk at 303-413-7300 or
parkingservices@bouldercolroado.gov
Special District Boards and Commissions Consent Agenda – July 2021
07.13.21 DMC Packet Page 5
2021 Downtown Mall Area Police Calls2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021 2020 2021Assault516254415255472223Auto TheftBurglary1132 213 3 2 1 1Crim. Mischief464634513183876622Crim. Tres. 4 2 1 411 1 2Disturbance 25 28 34 17 23 24 20 15 31 35 24 32 33 22 22 29 14 15Domestic13211121211 1 32Drunk 12 1065134241045577143DUI 2 4231 122 13 32Hang Ups 641323112 384635434Harassment766439377771312 173445Indec. Exp.12 1 5 12 1Liq. Law Vio. 11 21Littering6Loitering 16 14 10 13 16 14 11 12 16 16 11 10 10 20 12 1811Menacing 11 2 11 11Narcotics524315233244333311NoiseOpen Door 111111 112PartyProwler1111 1Robbery1 2 121Sex Assault 133 1 3111ShopliftingShotsStabbingSuicideSuspicious55344 323616434631Theft16 4 21 11 10 14 6 3 2 15 14 10 15 14 9 9 10 5TrespassWeaponDecemberJanuary February March April May June July August September October NovemberDowntown Mall Area Police Calls Report – May and June 202107.13.21 DMC PacketPage 6
2021 Community Vitality Work Plan
2021 Priorities June
Status
Strategic Plan Objective
#1 Access
for People
#2 Vision
of Place
#3 Pursuit
of Vitality
Economic Vitality
I.COVID Economic Recovery
Staff continues to provide critical reporting/analyses on local COVID impacts utilizing this data in the prioritization of
responsive community efforts to speed local economic recovery. Staff also worked with internal and external partners
in proposing a City of Boulder recovery framework. Those proposals, leveraging the plans of the State, County and
Alliance partner organizations will evolve as resources allow placing the greatest immediate attention to the
community’s access to and awareness of available federal and state resources easing pandemic impacts. Arising out
of the recovery framework proposal and as informed by Council supported recovery guiding principles, staff will
participate in resource prioritization and prepare for future programs offered by the state or federal government. This
work will continue to apply the city’s equity instrument and to leverage the expertise and input of partner
organizations including Boulder County and neighboring cities.
The establishment of a city cross-departmental economic recovery team will be delayed allowing staff to focus on
ARPA funding utilization and 2022 budget-related analyses.
Community Vitality continues to support current recovery implementation efforts coordinated by CV or peer
departments. Several programs (Restaurant and Retail SOS initiatives and public testing locations, for example) have
concluded while others will expire with or shortly after the end of current emergency health orders.
II.Cultivate EV Partner Relationships & Clarify Roles/Responsibilities
The city is on track for timely renewal and/or negotiations amending partner contracts with key economic vitality
partners. This work includes updating these documents to reflect expectations related to new initiatives (downtown
ambassador pilot) and continued focus on the return of safe local tourism, evolving remote work and remote learning
trends and workforce development initiatives).
Staff continues to work with district Boards/Commissions and stakeholders in applying the CV strategic plan and
Council priorities to scheduled district discussions. This work will codify GID priorities and, as appropriate, afford
districts an opportunity to collaborate on shared priorities.
III.Expand Economic Vitality Tools
Community Vitality Mid-Year Work Plan Update – July 2021
07.13.21 DMC Packet Page 7
2021 Community Vitality Work Plan
2021 Priorities June
Status
Strategic Plan Objective
#1 Access
for People
#2 Vision
of Place
#3 Pursuit
of Vitality
Staff has and will continue to coordinate on Community Benefit 2/Affordable Commercial analyses and pilots as
informed by upcoming Council direction. Staff will also support implementation and monitoring of 30Pearl affordable
commercial pilot and will aid in support of relocating businesses anticipating the progress of the Hill Hotel project.
The Retail Strategy has been approved by Council and staff will initiate work in 2022 toward its phased
implementation Although there is significant progress in area, specific GID planning in support of economic recovery
has been delayed affording greater citywide scope in use of ARPA funding.
BURA Compliance related work in anticipation of the BVCP Update has been delayed in 2021
Staff reported benchmarking of business support, primary employer retention and other programs intended to ensure
the economic resilience of the community. Budget proposals submitted by staff seek to reinforce Boulder’s
competitiveness and will pilot targeted incentive utilization to retain legacy primary employers as appropriate. CV
negotiated and onboarded a new vendor for commercial space brokerage and property management.
The Google Fellowship has concluded, and staff is working with peer departments to explore implementation and
community awareness.
Capital Project Management Support, General Admin & Business Services Improvements
Staff timely completed CIP and budget prioritization in alignment with the CV Strategic Plan. Support for IT SharePoint
migration, city website update and HR Workday transition is concluded or on track.
Coordination with FAM regarding the management of CV capital projects has been initiated but little progress has
been made due to limited resources. Work on the CV dashboard was well received and will continue as staff capacity
allows
AMPS Implementation: Parking Pricing and Fine Structure and Reimagining the NPP is on track and progressing for
Council direction this month
Community Vitality Mid-Year Work Plan Update – July 2021
07.13.21 DMC Packet Page 8
2021 Community Vitality Work Plan
2021 Priorities June
Status
Strategic Plan Objective
#1 Access
for People
#2 Vision
of Place
#3 Pursuit
of Vitality
Parking & Access
I.Parking Enforcement
Staff continues to make progress in advancing access-related goals and processes. In addition to participation in AMPS
project-related analyses and proposals, staff has invested in promoting a customer service mindset in the field and
with partners inside and outside of the city. Specific KPI’s are still in development but will be aided by learnings with
downtown and University Hill Ambassador colleagues during the pilot. Cross-departmental work related to NPP and
other on-street signage inventories have been stalled for lack of available resources but will continue in 2022. The
transition to new pay stations have proven successful and are critical to AMPS project next steps. Staff provided PMOs
with tools like E-Purse cards to aid in on-site meter checks and customer service interactions. The team was critical in
aiding safety during curbside repurposing affording access for deliveries, outdoor dining and pedestrian access.
II.Maintenance
Staff continued to focus on immediate safety-related capital work and on those efforts aiding citywide and district
goals. EV expansion, fire suppression systems, water damage repairs, solar installation, stair and elevator repairs are
on track or concluded. This includes substantial work on Randolph, the St Julien Garage, 1500 Pearl, Spruce, lighting,
irrigation and electrical repairs on the hill and the City’s second district-owned gateless garage.
Full transition to a responsive and interactive asset management system is delayed pending available staff capacity.
Evolution of Internal SOPs/guides for preventative maintenance of district assets. Inventory of wayfinding and safety
signage, replacing or updating as needed to contribute to safety initiatives. The workflow update of CRMs to increase
responsiveness and customer experience has also be delayed pending staff capacity.
III.Customer Service
Staff developed multiple documents for customers that provide helpful information regarding their permit, quick
references for our third-party customers, updates to applications and a breakdown of permit options. The team
has also improved their fluency with the online portal so they can properly and easily assist customers with the
process. The FlexPort project is in the final stages of being closed out. Staff also worked with the city clerk and records
office to determine the appropriate retention time frame for the different documents we work with. Staff
implemented interim coverage in anticipation of future gateless operations to ensure continued service as in-garage
parking returns post-pandemic.
Community Vitality Mid-Year Work Plan Update – July 2021
07.13.21 DMC Packet Page 9
2021 Community Vitality Work Plan
4
2021 Priorities June
Status
Strategic Plan Objective
#1 Access
for People
#2 Vision
of Place
#3 Pursuit
of Vitality
The team uses a series of spreadsheets to monitor the selling and returning of permits. This informs the number of
available permits which we can then offer to customers on our wait list, and how many permits are being returned vs.
being sold but is not ideal going forward. Data collection methods and reporting will adjust pending AMPS Project
related direction as complimented by improved technology resources. Staff will continue to collaborate with peer
departments and CU on technology selection and uses. Efforts will continue to strategically use renewal data, online
permit sales and garage activity to make proactive adjustments to products, services, pricing, etc.
AMPS related review and refinement of policies, requirements and, as directed, products
Community Vitality Mid-Year Work Plan Update – July 2021
07.13.21 DMC Packet Page 10
2019 2020 2021 2022 2023 2024 2025 2026 2027
Actuals Actuals Approved Proposed Projected Projected Projected Projected Projected
Beginning Fund Balance 10,938,346$ 14,894,148$ 14,650,058$ 14,473,564$ 14,436,243$ 13,782,825$ 13,928,509$ 13,928,509$ 14,940,095$
Sources of Funds
Property/Ownership Tax 1,354,765$ 1,357,621$ 1,427,610$ 1,526,294$ 1,557,451$ 1,589,162$ 1,589,162$ 1,589,162$ 1,685,141$
Short-Term Parking Revenue 2,259,041 781,908 1,274,455 1,299,944 1,494,936 1,532,309 1,532,309 1,532,309 1,570,617
Long-Term Parking Revenue 4,058,122 3,401,668 3,347,951 3,414,910 3,585,656 3,764,938 3,764,938 3,764,938 3,802,588
Punch Cards & Other Parking Product Revenue 737,699 161,762 398,029 389,884 394,797 399,930 399,930 399,930 406,317
Meterhoods & Tokens (On-Street Meters)86,857 - - - - - - - -
Rental Income - - 400,242 500,242 515,242 530,692 530,692 530,692 546,606
Miscellaneous Revenue 63,773 84,141 31,460 31,460 31,460 31,460 31,460 31,460 41,460
Interest 208,580 221,845 169,804 227,065 228,359 230,072 230,072 230,072 231,798
General Fund Transfer to CAGID 1,611,000 1,143,819 968,819 1,043,819 1,043,819 1,043,819 1,043,819 1,043,819 1,043,819
BJAD-Parking Fund Transfer to CAGID 2,285 2,285 2,285 - - - -
Tax Increment Surplus: 10th/Walnut - - - - - - -
Total Sources of Funds 10,382,122$ 7,155,050$ 8,020,655$ 8,433,619$ 8,851,720$ 9,122,382$ 9,122,382$ 9,122,382$ 9,328,345$
Uses of Funds
Personnel Expenses
Administration 655,859 678,811 680,385 793,126 816,920 841,427 866,670 866,670 892,670
Access/Parking/Customer Service 363,482 470,219 435,233 401,502 413,547 425,953 438,732 438,732 451,894
Maintenance 479,526 453,308 525,996 509,454 524,738 540,480 556,695 556,695 573,395
Sub-Total Personnel 1,498,866$ 1,602,339$ 1,641,615$ 1,704,082$ 1,755,205$ 1,807,861$ 1,862,097$ 1,862,097$ 1,917,959$
Operating
General Operations 528,335 388,965 668,305 733,335 751,668 770,460 789,722 789,722 809,465
Access/Parking/Customer Service 84,144 297,692 309,162 271,432 278,218 285,173 292,303 292,303 299,610
Asset Management (Maintenance)779,301 410,527 380,053 380,185 389,690 399,432 409,418 409,418 419,653
Eco-Pass Program 1,221,656 1,216,698 1,758,176 1,758,176 2,527,814 2,565,731 2,604,217 2,617,046 2,656,301
District Vitality Activities 173,588 53,604 165,350 165,000 169,950 175,049 175,049 175,049 180,300
Financial Services Fees 340,400 170,357 315,000 315,000 315,000 315,000 315,000 315,000 315,000
Sub-Total Operating 3,127,424$ 2,537,843$ 3,596,046$ 3,623,128$ 4,432,340$ 4,510,845$ 4,585,707$ 4,598,536$ 4,680,329$
Capital Improvement Plan
Annual CIP Projects 314,824$ 1,759,125$ 1,460,246$ 1,653,500$ 1,810,000$ 1,995,000$ 1,000,000$ 1,650,000$ 2,500,000$
Capital Replacement Reserve Contribution 327,775 327,775$ 327,775 327,775 327,775 327,775 327,775 327,775 327,775
Sub-Total Capital 642,599$ 2,086,900$ 1,788,021$ 1,981,275$ 2,137,775$ 2,322,775$ 1,327,775$ 1,977,775$ 2,827,775$
Debt
Series 1998 (8,160)$ (8,082)$ -$ -$ -$ -$ -$ -$ -$
Series 2003 (10th and Walnut)$835,050 844,921 836,250 838,300 844,600 - - - -
Sub-Total Debt 826,890$ 836,839$ 836,250$ 838,300$ 844,600$ -$ -$ -$ -$
Transfers
Cost Allocation 330,541$ 335,218$ 335,218$ 324,155$ 335,218$ 335,218$ 335,218$ 335,218$ 335,218$
Sub-Total Transfers 330,541$ 335,218$ 335,218$ 324,155$ 335,218$ 335,218$ 335,218$ 335,218$ 335,218$
Total Uses of Funds 6,426,320$ 7,399,139$ 8,197,149$ 8,470,940$ 9,505,137$ 8,976,698$ 8,110,797$ 8,773,625$ 9,761,282$
Ending Fund Balance Before Reserves 14,894,148$ 14,650,058$ 14,473,564$ 14,436,243$ 13,782,825$ 13,928,509$ 14,940,095$ 14,277,266$ 14,507,158$
Reserves
Operating Reserve 1,073,195$ 1,235,656$ 1,368,924$ 1,414,647$ 1,587,358$ 1,499,109$ 1,354,503$ 1,465,195$ 1,630,134$
PERA Legislative Contingency 1,402 1,402 1,402 1,402 1,402 1,402 1,402 1,403 1,403
CENTRAL AREA GENERAL IMPROVEMENT DISTRICT (CAGID) FUND 2022 FUND FINANCIALS
DRAFT CAGID 2022 Fund Financials
07.13.21 DMC Packet Page 11
2019 2020 2021 2022 2023 2024 2025 2026 2027
Actuals Actuals Approved Proposed Projected Projected Projected Projected Projected
CENTRAL AREA GENERAL IMPROVEMENT DISTRICT (CAGID) FUND 2022 FUND FINANCIALS
Pay Period 27 68,397 68,727 69,057 68,187 68,187 68,187 9,741 19,842 29,233
Sick/Vacation Accrual 40,014 41,215 42,451 33,845 34,861 35,906 36,984 38,093 39,236
Total Reserves 1,183,008$ 1,347,000$ 1,481,834$ 1,518,081$ 1,691,808$ 1,604,604$ 1,402,630$ 1,524,533$ 1,700,006$
Ending Fund Balance After Reserves 13,711,139$ 13,303,058$ 12,991,730$ 12,918,162$ 12,091,017$ 12,323,905$ 13,537,464$ 12,752,732$ 12,807,152$
DRAFT CAGID 2022 Fund Financials
07.13.21 DMC Packet Page 12