04.25.22 PRAB PacketPARKS & RECREATION ADVISORY BOARD
Virtual Meeting
6:00 p.m., April 25, 2022
100 Years of Excellence
Boulder Parks & Recreation
Advisory Board Members 2022
Charles Brock
Elliott Hood
Mary Scott
Anita Speirs
Jason Unger
Sarah van der Star
Pamela Yugar
Mission Statement
BPRD will promote the health and well-
being of the entire Boulder community
by collaboratively providing high- quality
parks, facilities and programs.
Vision Statement
We envision a community where every
member’s health and well- being is
founded on unparalleled parks, facilities
and programs.
Goals of the Master Plan
1. Community Health and Wellness
2. Taking Care of What We Have
3. Financial Sustainability
4. Building Community
5. Youth Engagement
6. Organizational Readiness
AGENDA
All agenda times are approximate
/͘ APPROVAL OF AGENDA (2 minutes)
II.PROCEDURAL ITEMS
A. Induct New Members (2 minutes)
B. Welcome New Members (10 minutes)
C. Officer Elections (5 minutes)
III͘ FUTURE BOARD ITEMS AND TOURS (2 minutes)
IV͘ PUBLIC PARTICIPATION (15 - 30 minutes)
This portion of the meeting is for members of the public to communicate ideas or concerns to the Board
regarding parks and recreation issues for which a public hearing is not scheduled later in the meeting (this
includes consent agenda). The public is encouraged to comment on the need for parks and recreation
programs and facilities as they perceive them. All speakers are limited to three minutes. Depending on the
nature of your matter, you may or may not receive a response from the Board after you deliver your
comments. The Board is always listening to and appreciative of community feedback.
A.Annual Board Email Response Check-in (5min)
B.PRAB May 11 Study Session: Budget Strategy
C.PRAB Community Engagement Updates (verbal) (10min)
This portion of the meeting is for members of the board to report on PRAB’s annual work plan goal of
each member: attending two or more parks and recreation-related community activities per month;
promoting parks and recreation through social media; attending site tours; and supporting the
department’s partnership initiatives.
X. NEXT BOARD MEETING: 6:00 p.m. Wednesday, May 11, 2022 - Study Session
XI. ADJOURN
sI. ITEMS FOR DISCUSSION/INFORMATION
A͘ Growing Gardens Lease (15 minutes)B. Financial Strategy (90 minutes)a. 2023 Scenario Planning, Facility Fees and Service Levelsb. 2023-2028 Capital Improvement Program (CIP) (2nd touch)
IX͘ MATTERS FROM BOARD MEMBERS
A.Approval of Minutes from March 16, 2022 Study SessionB.Approval of Minutes from March 28, 2022C.Updates from the Director of Parks and RecreationD.Parks and Recreation Project UpdatesE.Parks and Recreation Operations Updates
V.CONSENT AGENDA (5 minutes)
A.Summer Service Level Update (10 minutes)
B.Historic Places Plan (HiPP): Schedule and Engagement (10 minutes)
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VII. MATTERS FROM THE DEPARTMENT
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3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
TO: Parks and Recreation Advisory Board
SUBJECT: Procedural Items
DATE: April 25, 2022
A. Oath of Office (2 minutes)
B. Welcome New Members (verbal) (10 minutes)
C. Officer Election (5 minutes)
There are currently two nominations for PRAB Officers for the 2022-2023 term:
• Chair: Pamela Yugar
• Vice Chair: Charles “Chuck” Brock
Both candidates have accepted their nomination. Other nominations may be made during the
PRAB meeting on April 25 before voting occurs.
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I, Anita Speirs, do solemnly swear (affirm) that I will support the Constitution of the United
States of America and of the State of Colorado and the Charter and ordinances of the City of
Boulder, and faithfully perform the duties of the office of a member of the Parks and Recreation
Advisory Board which I am about to enter.
Anita Speirs
STATE OF COLORADO )
)
COUNTY OF BOULDER ) SS.:
)
CITY OF BOULDER )
Subscribed and sworn to before me this ____ day of _______________, 2022.
Board Secretary
OATH OF OFFICE
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I, Sarah (Sunny) van der Star, do solemnly swear (affirm) that I will support the Constitution of
the United States of America and of the State of Colorado and the Charter and ordinances of the
City of Boulder, and faithfully perform the duties of the office of a member of the Parks and
Recreation Advisory Board which I am about to enter.
Sarah (Sunny) van der Star
STATE OF COLORADO )
)
COUNTY OF BOULDER ) SS.:
)
CITY OF BOULDER )
Subscribed and sworn to before me this ____ day of _______________, 2022.
Board Secretary
OATH OF OFFICE
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PARKS AND RECREATION ADVISORY BOARD
FUTURE BOARD ITEMS
UPDATED: April 20, 2022
APRIL MAY JUNE JULY REGULAR MEETING April 25: VIRTUAL
• Induct New Members (p) 5m
• Welcoming New Members (mb)
10m
• Officer Election (p) 5m
• Financial Strategy (d/i) 90m
• 2023 scenarios planning,
facility fees and service
levels
• 2023-28 CIP (2nd touch)
• Growing Gardens Lease (d/i) 15m
• Summer Service Levels (md) 10m
• Historic Preservation Plan
(HiPP) (md) 10m
• Annual Board Email Response
Check-in (mb) 5m
• PRAB May Study Session (mb)
• PRAB Community Engagement
(mb) 10m
TOTAL MEETING TIME:
3hr 10m
(Includes 30 minutes for public
participation and consent agenda)
May 23: VIRTUAL
• Summer Operations
Overview (md)
• Growing Gardens Lease
Extension (a) 10m
• Master Plan Review (d/i)
120m
• BVSD Joint Use
Agreement (d/i) 15m
• FGC Restaurant RFP
• PLAY Boulder Foundation
(md) 10m
• selection (d/i) 15m
• PRAB Meeting Format
Check-in (mb)
• PRAB Community
Engagement (mb)
June 27: TBD
• Master Plan Public
Hearing and
Recommendation (a)
• 2023-28 CIP Public
Hearing (a)
• BVSD Joint Use
Agreement (a) 10m
• PRAB Community
Engagement (mb)
July 25: TBD
• HiPP Update (md)
• PRAB
Community
Engagement (mb)
STUDY SESSION Wednesday, May 11,
6:00 p.m.: Virtual
• Potential Study Session:
Financial Strategy (90 min)
• 2023 proposed operating
budget w/ service levels
• 2023-28 CIP (3rd touch)
Thursday, June 23,
6:00 p.m.: OSMP Hub
• Joint Study Session
about Cool Boulder
Campaign with EAB,
OSBT, PB, PRAB
Department Events and Items of Interest • April 26: City Council Study
Session for Master Plan Update
Implementation Plan
• April TBD: Soft-open of Outdoor
pools, Reservoir and other
summer facilities open
• Memorial Day: Outdoor
pools and other summer
facilities open; Honoring
veterans at Columbia
Cemetery, Boulder Creek
Festival
• Boulder Arts in the Park
event series kicks off (May-
Sept)
• July TBD: BPR
Master Plan at
Planning Board
• July TBD: BPR
Master Plan at City
Council
AGENDA SETTING
The PRAB Chair, PRAB Vice Chair and BPR staff set the agenda for the next month on the Thursday directly following the regular PRAB meeting.
PRAB members can submit agenda requests to the Chair and Vice Chair by Wednesday following the PRAB regular meeting for consideration. If
time-sensitive matters arise, PRAB Chair and Vice Chair may amend the agenda as needed.
LEGEND
Action Item (a): A public hearing item to be voted on by the Board (public comment period provided).
Procedural Item: (p): An item requiring procedural attention.
Consent Item (c): An item provided in written form for consent, not discussion by the Board; any consent item may be called up by any Board
member for discussion following the consent agenda.
Discussion/Information Item(d/i): An item likely to be a future action item (or council item) and/or that benefits from an in-depth discussion.
Matters from the Department (md): Items that will be reviewed and discussed during the meeting but not requiring as much in-depth analysis.
Matters from the Board (mb): Items initiated by the Board that will be reviewed and discussed during the meeting but not requiring as much in-depth
analysis.
City Council Item (cc)
Other Boards and Commissions (obc)
Community Engagement and/or Events (e)
Holiday/Closure (h/c)
Italics indicate a tentative date or plan. 55
TO: Parks and Recreation Advisory Board
FROM: Alison Rhodes, Director of Parks and Recreation
Bryan Beary, Senior Manager, Community Building and Partnerships
Dennis Warrington, Senior Manager, Urban Parks Manager
Jackson Hite, Senior Manager, Business Services
Megann Lohman, Senior Manager, Recreation
Regina Elsner, Interim Senior Manager, Planning and Ecological Services
Stephanie Munro, Senior Manager, Regional Facilities
SUBJECT: Consent Agenda
DATE: April 25, 2022
A. Approval of Minutes March 16, 2022
B. Approval of Minutes March 28, 2022
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CITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
To listen to the Parks and Recreation Advisory Board meetings in their entirety, please go to the
following link: www.boulderparks-rec.org
Name of Board/Commission: Parks and Recreation Advisory Board
Date of Meeting: March 16, 2022
Contact Information Preparing Summary: Charlotte O’Donnell, 303-413-7223
Board Members Present: Charles (Chuck) Brock, Elliott Hood, Mary Scott, Raj Seymour,
Pamela Yugar
Board Members Absent: Jason Unger
Staff Present: Bryan Beary, Tina Briggs, Regina Elsner, Jackson Hite, Stacie Hoffman,
Charlotte O’Donnell, Ali Rhodes, Christy Spielman, Jonathan Thornton
Guests Present: Becky Zimmermann and Eric Krohngold from Design Workshop (Master Plan
Consultants)
Type of Meeting: Special/Study Session
Agenda Item 1: Call to Order
The meeting was called to order at 6:00 p.m. A quorum was present for the conduct of business.
Motion to approve agenda. Motion by Yugar. Second by Hood. The motion passed 5-0.
Agenda Item 2: Items for discussion
A. BPR Master Plan Update: Implementation Plan Draft
Elsner presented this item.
PRAB appreciated the use of maps which did not always reflect the observations that PRAB
members had made. PRAB would like to see the mapping exercise expanded in the future to
account for facilities and programs, green spaces owned by others besides BPR, other
transportation in addition to walkability and expected amount of population or housing growth in
areas that may be annexed or see increases.
PRAB felt that the policy directives for each key theme reflected their earlier feedback but would
like to see more quantifiable metrics and timelines by which actions will be accomplished.
For Building Community and Relationships PRAB suggested simplifying the goal language or
providing more examples of how partnerships may be developed or strengthened.
For Health and Wellness PRAB recommended exploring bringing services to community
members outside of recreation centers and highlighting contributions to mental health. PRAB
also suggests emphasizing core services in communications.
For Youth Engagement and Activity PRAB asked for clarification of the goal language that felt
too general. PRAB suggested ways to involve teens that are not typically reached by current
programming and bring programming to youth through partnerships with schools.
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For Taking Care of What We Have PRAB suggested adding data collection to the climate change
goal to better evaluate emissions and the potential mitigation costs.
For Financial Sustainability PRAB stressed the importance of financial transparency and
recommended clarifications about core services. PRAB also raised a question about whether
those who work in Boulder should continue to receive resident rates.
For Organizational Readiness PRAB suggested adding language about support employees’ work-
life balance.
PRAB shared support for the primary policy shifts and expressed sadness that reductions must be
made. They had several recommendations for communicating these changes with the public.
PRAB also raised concerns that inflation is higher than the calculations used.
Agenda Item 9: The meeting was adjourned at 8:12 p.m.
Approved by: Attested:
_______________________ _________________________
Raj Seymour Charlotte O’Donnell
Board Member BPR Staff
Date _____________________ Date ____________________
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CITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
To listen to the Parks and Recreation Advisory Board meetings in their entirety, please go to the
following link: www.boulderparks-rec.org
Name of Board/Commission: Parks and Recreation Advisory Board
Date of Meeting: March 28, 2022
Contact Information Preparing Summary: Charlotte O’Donnell, 303-413-7223
Board Members Present: Charles (Chuck) Brock, Mary Scott, Raj Seymour, Jason Unger,
Pamela Yugar
Board Members Absent: Elliott Hood
Staff Present: Bryan Beary, Tina Briggs, Stacy Cole, Regina Elsner, Jackson Hite, Stacie
Hoffman, Megann Lohman, Stephanie Munro, Charlotte O’Donnell, Chris Passarelli, Ali Rhodes,
Jonathan Thornton
Guests Present:
Type of Meeting: Regular
Agenda Item 1: Call to Order
The meeting was called to order at 6:00 p.m. A quorum was present for the conduct of business.
Motion to approve agenda. Motion by Scott. Second by Yugar. The motion passed 5-0.
Agenda Item 2: Future Board Items and Tours
Rhodes reviewed upcoming PRAB items and opportunities.
Agenda Item 3: Public Participation
Larry McKeogh, member of Boulder Aquatic Masters (BAM) spoke about successful
conversations between Boulder Aquatic Masters and BPR staff which will result in an agreement
for open water swimming at the Reservoir. He thanked staff for their time and efforts.
Agenda Item 4: Consent Agenda
A. Approval of Minutes from February 28, 2022
Motion to approve minutes. Motion by Brock. Second by Unger. The motion passed 5-0.
B. Updates from the Director of Parks and Recreation
C. Parks and Recreation Project Update
D. Parks and Recreation Operations Updates
The Board had the following questions and/or comments:
• Glad to see that hours of service are being extended at the East and North Recreation
Centers. Many community members have expressed desire for more hours at South
Boulder Recreation Center, especially due to many recent traumatic events in the
surrounding area. When might hours be extended at South?
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Agenda Item 5: Items for Action
A. Boulder Reservoir Boat Rental Agreement RMP
Munro presented this item. The Board had the no questions. The public hearing for this item was
opened and then closed due to no members of the public wanting to speak. The board did not
have any comments or questions.
Motion to approve the agreement between the City of Boulder’s Parks and Recreation authorizing
the City Manager to enter a 5-year agreement with Rocky Mountain Paddle (RMP), covering the
community-servicing boat rental at the Boulder Reservoir. Motion by Seymour. Second by Scott.
The motion passed 5-0.
Agenda Item 6: Items for Discussion/Information
A. 2023 Budget Roadmap
Hoffmann presented this item. The Board had the following questions and/or comments:
• Do the expenses shown include the operating reserve?
• How much money did the city get for ARPA in total? Is $600K the only amount that BPR
will receive from this fund?
• Are there citywide requirements or goals for the percentage that must be in reserves?
• Is BPR trying to maintain a reserve fund equal to 19% of annual expenses? Would that
come out of the general fund?
• Besides COVID, does staff know of other factors that are influencing recreation center
visitation this year?
• Why is the average fee so low?
• How much would the fee increase be in Scenario 1?
• Was there a change in subsides for low-income users during the pandemic? How does
staff anticipate subsidies changing in 2023?
• For non-resident fee premiums, is the extra note about staff time meant to be a proposal to
eliminate a non-resident fee or just meant to note that this fee causes inefficiencies at the
entrances during peak seasons at Scott Carpenter and Reservoir specifically?
• Is there data to show if people change their behavior to visit the recreation centers during
their reduced hours or if people stop going at all?
Decrease Recreation Center Hours
• Concern that a reduction in hours causes a reduction in services which then causes a
reduction in revenue. Continued reductions can be hard to recover from.
• If PRAB recommends decreasing hours incrementally as needed, how difficult is it for
staff to make these changes in hours? If there are improvements in staffing, usage and
revenue, how fast could staff add hours back?
• Concerned about decreasing hours. Given an increase in FTE, community members may
expect to see increased hours.
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• Is BPR able to re-assign staff during slow periods to maintain staff?
• Concern about reducing hours which could reduce the number of community members
who will use BPR services and may lead to even further decreases. Balancing any
reductions for the sake of the budget with the health of the system for the future.
Adult Drop-in Baseline Entry Fee
• Support for increased fees. Support for re-evaluating whether those who work in Boulder
should receive the resident rate. BPR does not have the highest fees in the county for
municipal recreation services.
• Support a fee increase but would like to see workers continue to pay a resident fee due to
their contributions to the city.
• What is the ideal balance between a reduction in services and/or a reduction in hours?
• Concern about spiral of declining revenue and services. Support for the fee increase,
especially due to inflation of over 6% for most expenses. Marketing the fee increase is
important. Community members will understand. A robust set of programs for lower-
income users some concerns about fee increases.
• A fee increase may discourage people from experiencing the system. An entrance fee of
$10 may seem like a lot, especially for a family that may pay $30-40 for all family
members. People might notice a fee increase more than some modest reductions in
services such as one class no longer being offered. Due to inflation, an increase of 75
cents does seem reasonable, but BPR should consider the impacts to patrons’ experiences
and access.
• Compared to other local recreation programs and facilities, a $10 fee would still be much
lower.
• A fee of $10.00 seems like a nice round price and that community members would still
pay.
Non-Resident Fee Premium
• Continued support for premium fees for non-residents. Consistent with other parks and
recreation organizations in the area. How many people are paying the resident rate due to
working, but not living, in Boulder?
• Parking fees are a revenue opportunity, especially at NBRC, Scott Carpenter Pool, EBCC
and the Reservoir. Users who do not drive are subsidizing the expenses associated with
those parking lots. NBRC is on a central bus line.
• Support for increasing the non-resident fee, especially at the Reservoir and outdoor pools.
• Has BPR ever offered businesses in Boulder a chance to subsidize rates for their
employees?
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Age-Based Subsidized Entry Fees
• Support for offering subsidized discounts based on community input.
• Would it be possible to reduce the general discount that seniors receive while maintaining
the overall percentage discount that seniors receive given the lower costs for seniors who
are part of Silver Sneakers and other similar health plans? This would mean that the
average entry price that seniors pay would remain the same while the subsidy from BPR
is reduced.
• Support for keeping the youth discount and reducing the senior discount.
Financial Aid
• Is there a downside to seeking out multiyear funding?
• Is this the fund in which contributions from the PLAY foundation would be included?
B. 2023-2028 CIP First Touch
Hite presented this item. The Board had the following questions and/or comments:
• Does staff like the citywide asset management tool, Beehive?
• Is BPR currently servicing any debt from Capital projects?
• Where does the capital project at the North Boulder Park fall on the CIP schedule?
• Is there a standard timeline for updating master plans for different facilities?
PRAB agreed to a five-minute break.
Agenda Item 8: Matters from the Board
A. Bandshell Landmark Expansion Feedback
Briggs presented this item. The Board had the following questions and/or comments:
• What is meant by “purview of Landmarks outside of expertise”?
• Does the precedence concern reflect the concern that all parks are designed by landscape
architects?
• Add more detail to the explanation of Landmarks purview.
• Support this concise version.
• Seems like comments were divided between significance and not significant.
• What are the downsides of submitting both the summary and all the individual comments?
• Remove introductory sentence under Relevance and Context.
• If PRAB members feel strongly, they can submit individual comments to the landmarks
board or testify at the public hearing.
• PRAB supported submitting the revised summary concerns that BPR staff prepared based
upon PRAB emailed comments.
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B. Upcoming PRAB Procedures
• Support for changes made to the orientation letter by Hood.
• Suggestion to also send new members the recent financial analysis by Ballard and King.
• PRAB members who wish to update their individual introduction paragraphs in the
orientation letter will sent updates to O’Donnell by March 30, 2022.
C. June Joint Study Session
D. PRAB Community Engagement Updates
E. Honoring Outgoing Board Member
PRAB members and staff thanked Seymour for his service on the board, especially his leadership
as Chair during the last two years.
Agenda Item 9: The meeting was adjourned at 9:18 p.m.
Approved by: Attested:
_______________________ _________________________
Raj Seymour Charlotte O’Donnell
Board Member BPR Staff
Date _____________________ Date ____________________
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C. Updates from the Director of Parks and Recreation
The following information is intended to provide the PRAB with general department updates
from the Office of the Director:
Volunteer Appreciation Week
It’s National Volunteer Week from April 17 -23, and the City of Boulder is celebrating
volunteers across the community, recognizing, how valuable volunteers have been to resilience
of the Boulder community the past two years. Staff want to especially appreciate the PRAB’s
ongoing commitment to Parks and Recreation along with all the volunteers that support the
department. Together, volunteers make the Boulder community a fantastic place to live, work,
and recreate.
In 2021, the city was able to have more volunteers able to return or volunteer in new capacities
throughout the City. A total of 4,493 people volunteered for the City of Boulder and gave 61,385
hours of their time and energy to our community. More of these details are available on the 2021
Volunteer Impact webpage. Parks and Recreation engaged 1,378 volunteers in 2021, and
volunteers contributed a total of 10,109 hours of service.
D. Parks and Recreation Development Update
The following information is intended to provide the PRAB with relevant updates on specific
projects as they reach major milestones. This section is not all inclusive of all current projects
and only illustrates major project updates. For a complete list of all current projects and details,
please visit www.BoulderParkNews.org.
Planning and Design
The following projects are currently in the planning and design process that involves research,
alternatives analysis, public involvement and development of planning documents and design
plans to guide decision making and future capital improvements.
• Glen Huntington Bandshell Landmark Boundary Expansion: On April 6, 2022, the
Landmarks Board (LB) Meeting included a public hearing and consideration of an
application to amend the designation boundary of 1236 Canyon Blvd., an individual
landmark to include all of Block 13, pursuant to Section 9-11-5, B.R.C. 1981 (HIS2021-
00263). The LB memo from staff provided a recommended motion:
The Landmarks Board does not recommend the City Council expand the
designation boundary of 1236 Canyon Blvd, to include all of Block 13 as a local
historic landmark finding, that at this time, it would not meet the standards for
individual landmark designation in Sections 9-11-1 and 9-11-2 B.R.C. 1981, and
adopt the staff memorandum dated April 6, 2022, as the findings of the board.
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The board considered staff’s recommendation, input from PRAB, letters of support from
the community, and community comments at the meeting. The board disagreed with the
staff recommendation and decided to recommend expansion to City Council. The first
reading is scheduled for May 17. The second reading and public hearing is scheduled for
June 21.
• Flatirons Golf Course Facility: The Flatirons Golf Course Facility will replace core
infrastructure destroyed in the 2013 flood and follows direction determined with City
Council input in 2014. The new facility is a family-friendly restaurant to serve the golf
course and surrounding community. This new facility takes advantage of the iconic
setting and Flatirons views from the indoor/outdoor dining area and an outdoor event
space. Accessible and gender-neutral indoor restrooms will replace the temporary mobile
restrooms. The project also includes renovations to the existing Pro Shop building to
perform maintenance needs and increase efficiency. The project web page provides
additional background and project updates.
Flatirons Golf Course Facility Rendering
The Flatirons Golf Course Facility project team has received conditional approval on the
technical documents and is currently preparing to submit permit applications for the
project. The project has been delayed a few months from the original projection but is
still anticipated to begin construction in 2022.
Flatirons Golf Course Facility Process
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As noted in the February update (page 12), construction labor and materials have been
escalating with a high level of volatility in pricing. The contractor, White Construction,
has shared documentation of a wide variance in prices and a consistently high escalation.
In effort to offset some of the escalating costs, the team has been working through a value
engineering (VE) exercise. The VE process was difficult as cost and resilience had
already been considered in the project conversation.
The team has been continually diligent in monitoring costs and preventing and ensuring
the project is limited to accomplishing base goals. From the early stages of the design
development, ZDesign Group (architect consultant) has been an integral partner in
identifying the targeted square footage of the building and suggested areas of reduction
and cost savings. For example, during the design development the footprint of the
building was reduced by 400 square feet, and the storage was separated from the main
building to reduce the cost per square foot of the storage by reducing the finishes to
‘garage level’ with limited insulation and conditioning.
The building was designed to use the space as efficiently as possible with durable, low-
maintenance materials. White supported the VE which was an especially difficult process
since cost had been a consideration throughout the design process. The team wanted to
ensure that the VE exercise was not replacing durable materials with those that would
need more regular maintenance, shifting the expense burden to operations. The team also
worked to find cost savings that would not drastically affect the user experience or defer
maintenance. The staff, architect consultant, and construction contractor team reduced the
most recent estimate by replacing or reducing materials and using alternate construction
methods.
Here is an example of some of the Value Engineering changes:
• Structural changes include reconfiguring bolt and plate connections, exposed steel
finished, and single columns rather than doubles.
• Exterior finishes include changing the soffit materials to a more cost-effective
material, reducing more expensive brick, and filling in more of the exterior with
cement hardboard (also very durable). The most noticeable difference was a
reduction in the roof overhang of approximately 2 feet all around the building.
However, there is still a large, shaded patio area that will be deep enough to place
an average four-top table 2-deep. In addition, some exterior bollard lighting was
reduced.
• Interiors include the replacement of a tile floor with commercial-grade vinyl. The
specified vinyl was chosen carefully to be plastic-cleat friendly. A polished
concrete floor posed some issues with long-term maintenance and consideration
of user footwear. The tiled walls in the restroom were reduced to code on wet
walls only.
• The bathroom sinks are less integrated with water soap and dryers. The reduction
to more standard features will not reduce the user experience for minor cost
savings.
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• HVAC ductwork was reviewed and reduced. There were few other cost savings in
this area because the system is designed to city standards.
• The parking lot replacement reduction included an alternate base structure which
is less expensive and anticipated to have the same life cycle.
Re-design and engineering requirements are underway to accomplish the cost savings
noted above.
• 2022 Master Plan: Following the PRAB study session on March 16, 2022, the project
team incorporated input into the Implementation Plan, and Engagement Summary 3. The
project team will be presenting the 80% draft of the 2022 Master Plan to City Council as
part of the study session on April 26, 2022. During the study session, the project team
will discuss the plan scenarios and policy shifts discussed with the PRAB at the March
study session.
Engagement Window 4 opened the week of April 18 to allow the community to review
the 80% draft of the 2022 Master Plan. This is the final engagement window for this
project and allows the community to provide input on the draft plan before it is brought
forward for final approvals. Below are the upcoming important dates through final plan
acceptance:
o April 26: City Council Study Session
o April 28: Planning Board Information Item
o May 23: PRAB Discussion Item
o June 27: PRAB Action Item
o July 19: Planning Board Public Hearing
o August 8: City Council Public Hearing
• Planning Projects Underway: Staff or contractors continue to work on the following
projects and will update the PRAB as major milestones are achieved:
o Historic Places Plan (HiPP) (see matters from the dept.)
Construction
The following projects are scheduled for construction, under construction or have been recently
completed. For additional details please visit www.BoulderParkNews.org.
• Scott Carpenter Playground Replacement: Construction for the Scott Carpenter
Playground replacement project began on March 28, 2022. The existing playground at
Scott Carpenter Park is being replaced as part of the department’s on-going General Park
Improvement – Capital Maintenance program. The existing playground equipment was
installed in approximately 1999 and has surpassed its useful life.
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The new playground will include:
• The existing rocket ship, asteroid climber, and sand play crater
• New 2-5 year-old playground equipment including a slide and climber
• New 5-12 year-old playground equipment including tower structures, net
climbers, and slides
• New accessible surfacing
• Tot swings and 5–12-year-old swings
• A teen space including hammocks, a climbing structure, and seating
Other improvements include repainting the existing shade shelter, security lighting in the
shade shelter, and new seating and tables.
During construction, the following impacts can be expected:
• Scott Carpenter Playground will be fenced off and closed to the public,
• Noise and dust,
• Intermittent times of increased construction traffic; and
• Sidewalk detours.
While the playground is closed, community members can visit nearby playgrounds at
Emma Gomez Martinez Park, Arapahoe Ridge Park, Arrowhead Park, Park East, and
Civic Park near the Main Public Library. These playgrounds are located within 1.6 miles
of Scott Carpenter Park, and most are accessible by public transportation.
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The following areas will remain open during construction activities:
•29th and 30th Street parking lots,
•Boulder Creek Path and adjacent sidewalks,
•Existing large open-turf fields and hill; and
•Aquatics facility is expected to open for the season in May.
Construction activities are anticipated to be complete by Memorial Day weekend.
E. Operations Update
MOU Renewal Amendment with Rocky Mountain Hang Gliding and Paragliding
Association
In 2019, Open Space and Mountain Parks collaborated with Parks and Recreation to write a
Memorandum of Understanding to allow the Rocky Mountain Hang Gliding and Para Gliding
(RMHPA) Association access to Foothills Community Park and OSMP land above for launching
and landing. The agreement intends for the organizations to work together to provide a safe and
enjoyable experience for visitors by allowing launching and landing use in designated areas only,
and only when other programed activities are not occurring.
The agreement, approved by the PRAB in April 2019, allows for an extension of the initial term
by amendment. After a successful performance under the existing agreement, OSMP staff are
working with RMPHA to extend this MOU without material changes for one year.
Increased Youth Access at Premier Athletic Fields
A promising indicator of pandemic recovery, there is renewed interest and growth in organized
youth sports activities across the BPR system as evidenced in permitted use of satellite and
premier athletic fields in 2022.
The Pleasant View Fields Sports Complex is reserved most evenings with youth programming,
practices, and tournaments offered primarily by local soccer organizations like Boulder County
United, Nederland High School, and Boulder County Day School.
The Gerald Stazio Softball Fields, which have traditionally served adult leagues and larger
tournaments, are being scheduled to increase community access ‘under the lights’ from youth
participants with North Boulder Little League, South Boulder Little League and Diamond
Baseball in addition to Colorado Ballplayers Academy – which had teams displaced by the
Marshall Fire.
1919
Innovative Electric Vehicle Charger Shows Financial Promise in First Year
Last year, the City of Boulder partnered with Fermata Energy to test whether new electric
vehicle charging technology could provide the city new ways to manage its energy load and
reduce energy costs.
One year in, the pilot program is showing financial promise. According to the project’s annual
report (PDF), the two-way charging system reduces costs by about $250 per month, reducing the
North Boulder Recreation Center’s (NBRC) electricity bill by about 3.4%.
More details about this program can be found in this recent press release from the city.
Aquatics Updates
The department continues to commit additional resources to help alleviate challenges related to
the national lifeguard shortage. This cross-departmental team, nicknamed AquaForce, continues
to champion efforts around recruitment, retention, and pool optimization:
• Recruitment initiatives are focused on building numbers to the water safety team. To
date, three job fairs have been held with the most recent job fair on April 13 showing
strong participation with 100 attendees. The new marketing campaign, recruiting
Superheroes to join the BPR team continues and is contributing to a recent increase in
applications. Lifeguard pay increases have gone into effect, with starting rates for entry
level lifeguard positions at $15.25, head guard rates starting at $16.65, and standard
benefitted lifeguard positions starting at $18.45. Additionally, all lifeguard trainings for
those committed to working for BPR are now free to the employee and staff are paid to
attend those trainings if all hiring paperwork and the swim test is completed before the
first training date.
• Retention efforts are currently focused on improvements to employee onboarding,
creating a positive culture intertwined with the broader department, and employee stay
surveys. Employees who feel prepared and welcomed into the department are more likely
to report wanting to stay. Most recently, staff have created an aquatics FAQ section on
webpages to support lifeguards by providing consistent customer service and responses to
common questions. Additionally, in line with entry level pay increases, returning or
existing employees with additional experience are offered pay rates in each position
commensurate to their experience.
• The pool optimization team is largely focused on ensuring BPR is appropriately
prioritizing limited services and pursuing creative efforts to provide additional services.
The self-guarding user group agreement is complete and select user groups have been
given the opportunity to attend trainings for their own certified lifeguards. To date no
user group has attended trainings made available, though this effort may prove beneficial
soon. Additionally, as the aquatics team prepares for the summer operating season, the
pool optimization team has developed scenarios to clearly communicate service levels to
the community. Plans outline varying staffing situations to clearly communicate realistic
2020
levels of service depending upon resources, with the goal to have as many facilities and
amenities operational as possible. Staff intend to communicate to the public no later than
May 15 with summer operational plans based upon staffing levels at that time.
“Superhero Lifeguards Needed” display showing a superhero image next to a barometer of
current staffing levels in relation to full operational need.
Recreation Center Updates
Recreation facility usage continues to hold steady and even climb at select locations through the
first quarter of 2022. The North Boulder Recreation Center (NBRC) has seen the most rapid
growth with usage in March at 70% of historic numbers. As an average across the three
recreation centers, facility usage per hour is nearly at 59% of historic numbers for March. Usage
growth is largely attributed to easing mask restrictions and growth in drop-in programming.
East Boulder Community Center (EBCC): The Age-Well wing of the EBCC is currently
being rented by Rainbow Childcare while the city’s Housing and Humans Services (HHS) has
been unable to operate the location due to pandemic impacts. Rainbow will be vacating the wing
during the EBCC annual maintenance shutdown August 27- September 6 and HHS has a planned
reopening of the East Age-Well wing September 19. With a reopening of the Age-Well wing,
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additional drop-in programming and activities will be slowly reintroduced in partnership with
HHS.
Childcare: The department is still recruiting for Childcare Lead Staff and Childcare Attendants,
with some recent increase in applications. With hired and trained childcare staff, childcare hours
will again be offered at both the NBRC and the EBCC.
South Boulder Recreation Center (SBRC):
•Upon completion of the spring high school swim season, the SBRC lap pool will close
beginning May 16 for moisture mitigation repairs. This work is currently scheduled to be
completed by mid-June. The reopening date of the pool at SBRC and the pools
operational schedule will be contingent on staffing resources. It is likely the pool will
open upon completion of the outdoor pool season
•In March 2022, the existing maple gym floor was removed due to water damage that
occurred in November of 2021 and to avoid mold issues. The new flooring system for the
gymnasium and satellite rooms takes into consideration the lifespan of the facility and
programming that has been identified by staff, including sports activities and group
fitness.
A Request for Bid (RFB) was advertised by the city’s Purchasing Department on April
11, 2022, and responses are due on April 29, 2022. A contractor will be selected shortly
after bids are received and evaluated.
The floor replacement work is expected to begin in mid-June when the Facilities
Department has completed moisture mitigation work from the pool. The timeframe for
the completion of the floor replacement project will be coordinated with the selected
contractor.
•With two large projects at the SBRC over the summer months impacting facility
programming and attendance, it is possible that an extended shutdown of the building
may occur. Minimally, a full building annual shutdown can be expected June 18-26 and
will include extensive cleaning and minor building repairs in addition to the major repairs
already mentioned.
To serve the South Boulder community and activate underutilized spaces at the SBRC,
the department is excited to be introducing a brand-new community space at the SBRC
and new ninja course equipment as part of renovations to areas immediately adjacent to
the gym. The new community room is being set-up in the underutilized downstairs studio
and will serve as a community space for meetings, birthday parties, and supervised drop-
in teen access. The ninja course equipment will be installed in the area that has previously
served as a racquetball court and will be available for adult or adult supervised drop-in,
scheduled youth and teen drop-in times, birthday parties, and registered programming.
The SBRC racquetball room has been closed since 2020, and the space had previously
been utilized less than 10% of available hours. Regular renters of the racquetball court
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have been redirected to the NBRC location for continued access. Images included below
are mockups to demonstrate concepts and may differ from any final implemented room
design.
Image from above current racquetball room showing a ninja obstacle course.
2323
Recreation Programming Updates
Gymnastics: The department’s gymnastics programming participation is exceeding
expectations. First quarter reports show registration is at 102% of pre-pandemic numbers for the
same timeframe. As in other areas, staffing continues to be a challenge and hinders further
growth; more classes cannot be opened without additional staffing and most currently offered
programming is reaching registration maximums. Training for entry level coaches is available
and gymnastics expertise is not necessary to coach pre-school or other basic gymnastics levels
where more advanced skills are not yet the focus. The entry level gymnastics coach position is
one of the few positions available to 14-year-old staff members but can also be a great position
for anyone who enjoys working with children and interacting with the public and desires a fun
active work environment.
Health and Wellness: The department will welcome a new Health and Wellness Coordinator
beginning April 18 and is currently still recruiting for an additional coordinator position. The
initial vacancy is to backfill for a staff member promoted after the retirement of a long time
Recreation Supervisor. The second coordinator role is to support continued program growth and
is partially funded through the ARPA. Drop-in Health and Wellness programming is a large
driver of facility usage. While the department is still in recovery and not near pre-pandemic
attendance numbers, there has been a ten-fold increase in drop-in attendance at East and North
when comparing the first quarter of 2021 to 2022. As new management and front-line staff are
onboarded, continued growth in Health and Wellness programming is expected.
Sports: Registrations for adult summer sports leagues closed in early April and most summer
leagues begin the first week of May. The department offers recreational to competitive adult
sports opportunities for softball, kickball, volleyball, and dodgeball. Adult soccer leagues are
currently managed and offered at Pleasant View Sports Complex in partnership with Boulder
Indoor Soccer. Adult league registrations continue to recover from pandemic impacts and are
now above 200 teams for the summer season. While this is still far short of historic numbers,
which often exceed 350+ teams combined across all sports categories, it is a marked increase
from the 2021 summer season. Youth sports programs are also seeing a continued rise in
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registrations across Skyhawks Sports, NFL Flag Football, ULAX Lacrosse and Gonzo Tennis.
Gonzo Tennis has experienced over a 20% growth in participation from pre-pandemic numbers.
The department is currently in process of hiring a new sports coordinator with a tentative start
date of May 16. This position is partially funded from the ARPA and will be vital in supporting
additional growth of sports programming and leagues as well as additional program types. The
new sports coordinator will support the addition of pickleball lessons and programs through
Gonzo Tennis, ninja obstacle course programming at the SBRC, Square Skate programming at
Howard Heuston, and adult pickleball and basketball leagues. Additional opportunities for
program introduction and enhancement will be explored in 2023 and may include Colorado
Association of Recreational Athletics (CARA) track, field and cross country, and nature play.
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AGENDA ITEM VI-A_ PAGE 1__
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: April 25th, 2022
AGENDA TITLE: Growing Gardens Lease
PRESENTERS:
Ali Rhodes, Director, Parks and Recreation Department
Bryan Beary, Recreation Manager, Community Building + Partnerships
EXECUTIVE SUMMARY:
The purpose of this item is for the Parks and Recreation Advisory Board (PRAB) to
review and consider a multi-year lease agreement with Growing Gardens (GG) to provide
community garden programs at Hawthorn Garden, Foothills Community Park, Fortune
Park and Hickory Garden (see Attachment A). The proposed agreement term is January
1, 2022 through December 31, 2027.
Growing Gardens has managed and operated community garden sites through partnership
with the city since 1998, having managed the current four sites since 2004. The
department has received positive feedback on the program and is seeking to renew the
agreement based on GG’s experience in providing successful community garden spaces
and programming.
The attached lease agreement between the department and GG defines the relationship
between the two organizations, including scope of work and performance benchmarks.
BACKGROUND:
The City owns three community garden sites at Fortune Park, Foothills Community Park,
and Hickory Gardens, and Growing Gardens has a long-term lease on the Hawthorn
Garden site. The combined community garden sites have 287 garden plots available for
rent to community members. The organization also provides youth and adult classes
including gardening, cooking, beekeeping, and summer camps. Community garden
programming and plot availability aligns with the Parks and Recreation Master Plan goals
related to Community Health and Wellness, Building Community and Relationships, and
Youth Engagement and Activity. Managing these sites through a contract relationship
allows these specialized services to be provided by a subject-matter expert and the
department to ensure the program remains financially sustainable while providing
valuable community benefit. Additionally, the programming aligns with the city
sustainability and resilience framework in helping to create a livable, healthy and socially
thriving community. Since 1998 Growing Gardens, a Boulder County non-profit, has
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AGENDA ITEM VI-A_ PAGE 2__
managed various City of Boulder community garden sites, and has managed all four of
the current sites since 2004 when the Fortune Community Garden site was established.
This proposed multi-year agreement was initially presented to the PRAB in September
2019 as a discussion item but was ultimately tabled for action in favor of an amendment
to provide a one-year extension (2020) while GG worked to update their gardener rules.
Subsequently a second one-year extension (2021) was executed during the pandemic due
to limited staff capacity and prioritization of other critical services.
In March 2021, an additional amendment was executed to acknowledge that the owner of
the Hawthorn site granted and recorded a conservation easement that allows the
community gardens as a permitted use, and that the lease agreement with BPR is
subordinate to the conservation easement.
The only material changes to this agreement are the inclusion of the language related to
the conservation easement, updated term dates and gardener rules/fees, and assurance
adequate notice will be provided to GG in advance of BPR’s replacement of irrigation
systems at the Hawthorn site, currently estimated within the next five years as part of the
Capital Investment Program (CIP).
ANALYSIS:
GG has provided community gardens programs for the department from 1998-2021
serving all ages and abilities of community members. In 2021, 659 individuals were
served through the community garden programs, reaching 297 separate households.
Demographic populations served include 242 individuals ages 55+, 307 ages 18-54, 27
ages 12-17, and 85 ages 0-12. 9% of participants are identified as being extremely low
income, 6% very low income, 10% low income, 30% medium income, and 44% high
income. Growing Gardens also provide plots to various community groups and donated
1,200 pounds of food in 2021. Growing Gardens offers 50% off financial aid on plot fees
for individuals who qualify with the same criteria as the City of Boulder Parks and
Recreation financial aid program; over 16% of plot recipients received this aid in 2021.
2021 survey results from the community garden program showed 88% of participants
donated some of their produce to friends, neighbors, or community members in need.
82% of participants now eat more fruits and vegetables. 68% of participants increased
their knowledge of how to cook nutritious food from the garden. 90% of participants
agree or strongly agree that their plot was successful. 77% of participants reported the
administration of the community garden programming was good or very good in 2021.
Staff propose that a $1/year lease is appropriate for the management of the community
garden programming as the department’s Recreation Priority Index (RPI) Calculator
determines the community garden programming is of community benefit because of its
high community reach, partner provided mission-driven delivery, limited substitutability,
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AGENDA ITEM VI-A_ PAGE 3__
and intentional efforts to build community and support community health and wellness.
Community benefit programs are determined to provide broad (vs. individual) benefit and
as such the target cost recovery rates are between 0-10%. All programming expenses,
trash, restroom management, wildlife management, and weed management are the
responsibility of the lessee, while the City maintains responsibility of irrigation systems
and reasonable water consumption. As the lessee is already covering 90% or more of the
expenses to operate through revenues, grants, and alternative funding, it is staff’s
recommendation to not seek additional compensation over the $1/year lease amount.
The prior agreement expired on December 31, 2021 and the City and Growing Gardens
desire continued operation of the community gardens program.
NEXT STEPS:
Staff will consider the PRAB’s feedback for the final lease agreement, to be an action
item on the PRAB’s May agenda. With the PRAB’s approval, the agreement will move to
City Council to consider as the agreement exceeds three years.
Attachment A Growing Gardens Agreement
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1
LEASE AGREEMENT
THIS LEASE AGREEMENT, (“Agreement”) effective this 1st day of January 2022, by
and between the City of Boulder, a Colorado home rule municipality, ( “City” ) and Growing
Gardens of Boulder County, a nonprofit corporation (“Growing Gardens”). The City and Growing
Gardens may hereinafter be referred to individually as a “Party” or collectively as the “Parties.”
RECITALS
WHEREAS, the City is the owner of certain real property, with the exception of the
Hawthorn (Iris Site), and a City program known as the “Community Gardens Program” is located
within the City described generally as follows and more fully described in the attached Exhibit A,
Site Locations, attached hereto and incorporated herein:
Hawthorn site (leased by the Growing Gardens from a third party) – 1630
Hawthorn Avenue, Boulder, CO 80304
Foothill Community Park site – 800 Cherry Avenue, Boulder, CO 80304
Fortune Park site – 401 Canyon Boulevard, Boulder, CO 80302
Hickory Garden site – 100 Hickory Avenue, Boulder, CO 80303
collectively, the Property (“Property”); and
WHEREAS, the City desires to enter into this Agreement with Growing Gardens with the
intent that Growing Gardens manage its Community Gardens Program (“Program”) at these
locations, subject to the terms of the Program description in Exhibit B, Scope of Work, attached
hereto and incorporated herein, and set and collect the plot fees and administer the Program without
any subsidy from the City. The City will retain the right to monitor both the Program and setting
of plot fees to ensure that the plot fees are reasonable and that the economically disadvantaged are
not prevented from participating in the Program; and.
WHEREAS, the City desires to grant and convey to Growing Gardens the right to enter
and use, for gardening purposes only, the Property; and
WHEREAS, Growing Gardens desires to lease the Property from the City, other than the
Hawthorn site which is leased from another party and to provide services in support of the
Program; and
WHEREAS, the Parties desire to ensure that the Program is a success and to work
collaboratively to identify projects and programs that will enhance the Boulder City Council’s
sustainability goals as referenced in the Boulder Valley Comprehensive Plan policy 3.11 Urban
Environmental Quality.
AGREEMENT
NOW, THEREFORE, in consideration of the recitals, promises, covenants, and conditions
Attachment A - Growing Gardens Agreement
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2
set forth herein, and other good and valuable considerations herein receipted for, the Parties agree
as follows:
Section 1. TERM.
The City does hereby grant and convey to Growing Gardens the right to enter and use for
gardening and management purposes only, the Property set forth in Exhibit A, Site Locations,
attached hereto and incorporated herein, together with any improvements thereon, for the term
commencing on January 1, 2022 and, unless earlier terminated as herein provided for, end January
1, 2027 (“Term”), subject to use by the general public and other uses under the City’s Parks and
Recreation Department policies, ordinances, regulations, and easements. Further, the Parties
agree that this Agreement may be renewed by an amendment, executed by both Parties, at the end
of the term for up to two (2) additional one (1) year periods and that, in such instance, all other
provisions of this Agreement shall remain in effect.
All mineral rights, including oil and gas, are expressly reserved. The Parties hereto intend
that this Agreement be treated as the grant and conveyance of a profit a prendre in the Property
for purposes of Colorado law and subject to the terms hereof.
The City and Growing Gardens Parties acknowledge that Long Property Limited
Partnership, a Colorado limited partnership (“Owner”), the owner of the Hawthorn site located at
1630 Hawthorn Ave., Boulder, Colorado 80304, attached hereto and incorporated herein (the
“Hawthorn Site”), has granted and recorded a conservation easement as an encumbrance thereon
at Reception No. 03936152 in the Boulder County, Colorado public records (“Conservation
Easement”), which Conservation Easement allows the Community Gardens Program as a
permitted use. If at any time the Conservation Easement does not allow any aspect of the
Community Gardens Program, Growing Gardens shall have a right to terminate this Agreement
by providing to the City written notice of such termination. The Parties hereto acknowledge and
agree that this Agreement is subordinate to the Conservation Easement. Upon the written request
of Owner, the City and Growing Gardens agree to execute a subordination agreement, in a form
acceptable to Owner in its commercially reasonable discretion, evidencing the subordination of
this Agreement to the Conservation Easement, which subordination agreement may be recorded
against the Hawthorn Site in Owner’s discretion.
Section 2. NO PARTNERSHIP, EMPLOYMENT OR AGENCY.
This Agreement is not intended to, and shall not be construed as, creating a partnership.
Neither Party shall be liable for debts or obligations incurred by the other. Growing Gardens is
not intended to be, and is not considered by the Parties, an employee or agent of the City.
Section 3. COLLECTION OF PLOT FEES.
Growing Gardens is solely responsible for the setting, collecting and use of plot fees in
connection with the Program. Growing Gardens will ensure that economically disadvantaged
Attachment A - Growing Gardens Agreement
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3
applicants are able to participate in the Program. Growing Gardens shall provide, in writing, a
copy of the plot fee schedule and collection procedure to the City thirty (30) days prior to this
Agreement taking effect. As of the date of this Agreement, fees approved by the City are as set
forth in Exhibit D, 2022 Fee Structure, attached hereto and incorporated herein. A fee structure
may be developed by Growing Gardens in consideration of the expected operating costs of the
Program as well as the ability of Program members to pay. In order to ensure equal access and
opportunity to all community members, the fee structure must provide a fee waiver or sliding scale
fee for those that indicate they are unable to pay the garden plot fee. Plots will be provided on a
first come first served basis. Growing Gardens will ensure that members comply with Exhibit C,
Community Garden Program, Information, Policies, Regulations and Procedures, attached hereto
and incorporated herein.
The City has the right to terminate this Agreement if it determines that Growing Gardens’
plot fees or fee increases are too high, based on the prior year’s fee schedule, and if discounted
plot fees are not available to the economically disadvantaged. Growing Gardens shall have an
opportunity to cure this default, if plots are available. However, if the Parties fail to agree on an
acceptable plot fee within thirty (30) days of disclosing such plot fee, the City may at its option
terminate this Agreement.
Section 4. RENT, TRASH AND RESTROOM MAINTENANCE.
A.Rent for Property.
The rent for the Property as described above shall be one dollar ($1.00) –per year,
due and payable on or before January 1st each year of the Term of this Agreement.
Late payments shall be subject to a late penalty computed at a rate of eighteen
(18%) percent per annum for any portion of the rent outstanding, and failure to pay rent in a timely
manner is grounds for termination.
Payments shall be made payable to City of Boulder and mailed or delivered to:
City of Boulder
Parks and Recreation Department
Attn: Bryan Beary
3198 N. Broadway
Boulder, CO, 80304-2644
B.Trash Fees and Restroom Maintenance.
Growing Gardens agrees to secure and pay for all necessary trash and restroom
service at the Hawthorn Garden, Fortune Garden and Hickory Garden sites identified in Exhibit
A.
Section 5. WEED MANAGEMENT, WILDLIFE and WATER MANAGEMENT.
Attachment A - Growing Gardens Agreement
3131
4
A.Wildlife Management.
Growing Gardens agrees that all wildlife and wildlife habitat on the Property shall be
protected. The precise wildlife and wildlife habitat subject to this section shall be as reasonably
determined by the City from time to time and as more specifically designated or identified in the City
of Boulder’s Wildlife Protection ordinances and, as appropriate, the Urban Wildlife Management Plan.
B.Weed Management.
Growing Gardens agrees to control weeds on the Property at all times. Weed
control may be through cultural, mechanical, biological, grazing, or chemical methods, or by
methods as prescribed by the City. Herbicide applications shall be limited to Colorado approved
chemicals and rates recommended by the City’s Integrated Pest Management Coordinator and
approved by the City. No chemicals shall be used without the prior approval of the City. Growing
Gardens shall comply with the City’s ordinances and policies regarding chemicals and pesticides.
C.Water Management.
Growing Gardens agrees to conserve water, including, but not limited to, diligently
applying available water to land and crops; diligently irrigating the crops; and preventing soil
erosion. Growing Gardens agrees to prevent water from accumulating in low-lying areas in order
to prevent mosquito infestation or growth.
Since the Program is a City owned program, the City shall maintain the irrigation
systems, including winterization, make repairs as necessary unless acts of negligence committed
by Growing Gardens are evident, and the City shall provide all reasonable water use at no cost,
based on the previous year’s usage. The City shall not be responsible for damage to Growing
Gardens property that occurs as a result of the City’s maintenance of the irrigation systems.
The City understands that the irrigation system at the Hawthorn site is aging and
intends to replace all frost-free hydrants as part of the Capital Investment Program, currently
estimated within the next five (5) years.
The City shall provide at least six (6) months’ notice to Growing Gardens in
advance of the City performing any planned maintenance, repair, major or minor renovation or
similar work that would interfere with the regular operation of the irrigation system.
The City retains the right to charge Growing Gardens for any and all irrigation
water costs should the City be unable to provide water for budgetary reasons. Notice shall be
given to Growing Gardens at least six (6) months in advance of any failure to provide such water.
Growing Gardens has the right to terminate the contract within sixty (60) days of notification of
water fees.
Section 6. TERMINATION.
Attachment A - Growing Gardens Agreement
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5
A.Grounds for Termination.
The failure of Growing Gardens to perform or cause to be performed any obligation
required by Growing Gardens under this Agreement shall constitute a Growing Gardens default,
provided that if such failure by its nature can be cured, then Growing Gardens shall have a period
of thirty (30) business days after receipt of written notice from the City of such failure to cure the
same and a Growing Gardens default shall not be deemed to exist during such period.
If a Growing Gardens default as described above has occurred and is continuing,
and if Growing Gardens fails to correct or cure the conditions causing such default within thirty
(30) days after having received the City’s written notice of the City’s intent to terminate this
Agreement as a result of such default, then the City, at its sole option may terminate this Agreement
and it shall be of no further force or effect as of the last day of such thirty (30) day period.
Upon termination for any reason or expiration of the Term of this Agreement,
Growing Gardens shall relinquish all rights to the use of the Property at the end of the Term or in
the case of a default, at the end of said notice period. If Growing Gardens fails to do so, the City
may take such action as the City may deem necessary, all at Growing Gardens’ cost and expense,
to enforce removal of Growing Gardens and all of Growing Gardens’ personal property and
improvements from the Property by any legal means available.
Growing Gardens shall reimburse the City for the City's reasonable attorney fees,
including the reasonable cost of legal services provided by the City Attorney's Office, and costs
and expenses of any suit to remove Growing Gardens resulting from a default by Growing
Gardens.
In addition to the foregoing, this Agreement may be terminated by the City for its
convenience and without cause of any nature by giving Growing Gardens written notice at least
three (3) months in advance of the termination date.
B.Settlement Upon Termination.
Within ninety (90) days of termination of this Agreement, by expiration of its Term
or otherwise, an accounting shall be created and reconciled between the Parties.
Growing Gardens' tools, supplies, or equipment located on the Property shall be
subject to the City’s lien, herein established, and as may be granted by State law until the City
receives payment of any outstanding amount owed to the City.
Growing Gardens agrees to transfer, assign, or endorse any of its contracts and
payments to the City or the City’s designee.
C.Condition of Property
Attachment A - Growing Gardens Agreement
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6
Upon termination or expiration of this Agreement, Growing Gardens agrees that
the Property will be in as good order and condition as it was at the beginning of the Term of this
Agreement. Ordinary wear and tear, depreciation and loss or damage to the improvements caused
by the elements are excepted.
Section 7. GENERAL COVENANTS.
A. No work, supplies, or materials shall be contracted for in the name of the City by
Growing Gardens.
B. Growing Gardens agrees to take and use the Property subject to the usual hazards
attendant to a gardening operation and agrees to assume all risks and liability for accidents to
Growing Gardens, its family, employees, guests, agents, and contractors on the Property
C. The acceptance of use rights hereunder by Growing Gardens shall be conclusive
evidence that Growing Gardens has examined the Property and agrees that the improvements and
all fixtures thereon were safe, adequate, and suitable for their purposes when Growing Gardens
accepted rights to the Property.
D. Growing Gardens agrees to indemnify and save harmless the City against any and
all claims, debts, demands, or actions of any kind or nature and any and all related costs and
expenses, including reasonable attorney fees, by any person or entity, arising, directly or indirectly,
from any occurrence occasioned in whole or in part by Growing Gardens' use of the Property, or
by any act, omission or negligence of Growing Gardens, its employees, agents, or contractors.
Growing Gardens shall store its personal property and shall enter and use the Property at its own
risk, and Growing Gardens hereby releases the City, to the full extent permitted by law, from all
claims of every kind, including damage to merchandise, equipment or other property, or damage
to business or for business interruption, arising directly or indirectly from Growing Gardens' use
of the Property.
E. Growing Gardens shall not assign this Agreement nor lease the Property or any part
thereof. No assignment, lease, pledge, or mortgage of Growing Gardens' interest herein shall be
made. Growing Gardens shall do no act which shall in any way encumber the City's title to the
Property, nor permit the Property to become subject to a lien of any kind.
F. The City shall be accorded access to the Property in cases of emergency and at all
reasonable times in order to observe Growing Gardens' use of the Property and all farm and
gardening activities and to secure its rights and perform its obligations hereunder.
G. Growing Gardens agrees that any statutory or common law lien on the products
produced on the Property for the faithful performance of Growing Gardens' undertakings, is
expressly reserved.
H. Growing Gardens shall not permit or engage in any hunting, trapping, or poisoning
of animals, or the burning or cutting of trees on the Property, or other acts prohibited by the City’s
Attachment A - Growing Gardens Agreement
3434
7
Boulder Revised Code 1981 (“Code”). Growing Gardens agrees to abide by the Code and all other
City ordinances, rules and regulations now in force or as they may be amended from time to time,
and to abide by all applicable laws and regulations of any other governmental authority.
I. Except as specifically provided for herein, Growing Gardens shall not construct,
nor permit construction of, any structure, building or other improvement on the Property without
the City's prior written approval.
J. Pursuant to Section 12-1-10, B.R.C. 1981, Growing Gardens shall not discriminate
against any employee or applicant for employment nor against any applicant or participant in any
of its programs because of race, creed, color, sex, sexual orientation, gender identity, gender
expression, genetic characteristics, marital status, religion, religious expression, national origin,
ancestry, age, mental or physical disability, source of income, or immigration status (unless
otherwise required by law), except when sex or age or absence of mental or physical handicap is
a bona fide occupational qualification and in the instance of a handicap, no reasonable
accommodation can be made. Nor shall Growing Gardens discriminate in any of these prohibited
ways against any garden plot renter, volunteer or other person who’s gardening related activities
at the site or on its behalf are managed or coordinated by Growing Gardens as a result of this
Agreement.
K. Growing Gardens shall procure all permits and licenses, pay all charges, fees, and
taxes and give all notices necessary and incidental to the due and lawful pursuit of their services
under this Agreement.
Section 8. NOTICES.
A. All notices and demands herein required shall be in writing and shall be sufficient
if sent electronically or mailed, postage prepaid, addressed to each Party as follows:
If to the City: Director of Parks and Recreation
parks-rec@bouldercolorado.gov
City of Boulder
3198 N. Broadway
Boulder, CO 80304-2644
If to Growing Gardens: Growing Gardens of Boulder County, Inc.
info@growing-gardens.org
P.O. Box 1066
Boulder, CO 80306
B. Notices shall be effective as of the date following the date of mailing.
Section 9. SEVERABILITY.
In the event that any provision hereof shall be unlawful or held to be unenforceable by
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8
any court of competent jurisdiction, such holding shall not invalidate or render unenforceable
any other provision of this Agreement.
Section 10. NON-WAIVER.
No assent, express or implied, to any breach of any one or more of the provisions hereof
shall be deemed or taken to be a waiver of any succeeding or other breach of the same or a different
provision.
Section 11. WORKER WITHOUT AUTHORIZATION.
A. Growing Gardens certifies that Growing Gardens shall comply with the provisions
of Section 8-17.5-101, et seq., C.R.S., as now or hereafter amended. Growing Gardens shall not
knowingly employ or contract with a worker without authorization to perform work under this
Agreement or enter into a contract with a subcontractor that fails to certify to Growing Gardens
that the subcontractor shall not knowingly employ or contract with a worker without authorization
to perform work under this Agreement.
B. Growing Gardens represents, warrants, and agrees (i) that it has confirmed the
employment eligibility of all employees who are newly hired for employment to perform work
under this Agreement through participation in either the E-Verify Program as defined by Section
18-17.5-101(3.7), C.R.S., or the employment verification program established pursuant to Section
8-17.5-102(5)(c), C.R.S. (“Department Program”); (ii) that Growing Gardens is prohibited from
using either the E-Verify Program or Department Program procedures to undertake
preemployment screening of job applicants while work under this Agreement is being performed;
and (iii) if Growing Gardens obtains actual knowledge that a subcontractor performing work under
this Agreement knowingly employs or contracts with a worker without authorization, Growing
Gardens shall be required to:
i. Notify the subcontractor and the City within three (3) days that Growing
Gardens has actual knowledge that the subcontractor is employing or contracting
with a worker without authorization; and
ii. Terminate the subcontract with the subcontractor if within three (3) days
of receiving the notice required pursuant to Section 8-17.5-102(2)(b)(III)(A),
C.R.S., the subcontractor does not stop employing or contracting with the worker
without authorization; except that Growing Gardens shall not terminate the
contract with the subcontractor if during such three (3) days the subcontractor
provides information to establish that the subcontractor has not knowingly
employed or contracted with a worker without authorization.
C. Growing Gardens further agrees that it shall comply with all reasonable requests
made in the course of an investigation under Section 8-17.5-102(5), C.R.S., by the Colorado
Department of Labor and Employment. If Growing Gardens fails to comply with any requirement
of this provision or Section 8-17.5-101, et seq., C.R.S., the City may terminate this Agreement for
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breach and Growing Gardens shall be liable for actual and consequential damages to the City.
Section 12. INSURANCE.
A. Minimum Coverages. Growing Gardens agrees to procure and maintain in force
during the term of this Agreement, at its own cost, the following minimum coverages:
i. Workers’ Compensation and Employers’ Liability
State of Colorado: Statutory
ii. General Liability – ISO CG 00001 or equivalent
A. General Aggregate Limit: $2,000,000
B. Per Occurrence: $1,000,000
iii. Automobile Liability Limits - ISO form CA0001 (BAP) or equivalent
including coverage for owned, non-owned and hired autos 1
Bodily Injury & Property Damage
Combined Single Limit: $1,000,000
B. Additional Insurance Requirements.
i. All insurers must be licensed or approved to do business within the State of
Colorado, and unless otherwise specified, all policies must be written on a
per occurrence basis.
ii. Where commercially available, Growing Gardens shall name “the City
of Boulder, its elected and appointed officials, directors, officers,
employees, agents and volunteers” as additional insureds as their
interest may appear (except for Workers’ Compensation and Professional
Liability). Additional insured endorsement should be at least as broad as
ISO form CG2010 for General Liability coverage and similar forms for auto
liability.
iii. The Certificate Holder shall be identified as: City of Boulder, P.O. Box
791, Boulder, CO 80306.
iv. All policies of insurance shall be written on a primary basis, non-
contributory with any other insurance coverages and/or self-insurance
carried by the City.
1 Applicable only if Growing Gardens, its agents, employees, or representatives will be using motor vehicles in
Colorado while performing the Program.
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v. A Separation of Insureds Clause must be included in general liability
policies.
vi. Growing Gardens shall advise the City in the event any general aggregate
or other aggregate limits are reduced below the required per occurrence
limit. At its own expense, Growing Gardens will reinstate the aggregate
limits to comply with the minimum requirements and shall furnish to the
City a new certificate of insurance showing such coverage is in force.
vii. Growing Gardens’ insurance carrier shall possess a minimum A.M. Best’s
Insurance Guide rating of A- VI.
viii. Growing Gardens, or Growing Gardens’ insurance broker, shall notify the
City of any cancellation or reduction in coverage or limits of any insurance
within seven (7) days of receipt of insurer’s notification to that effect.
Growing Gardens shall forthwith obtain and submit proof of substitute
insurance in the event of expiration or cancellation of coverage.
ix. Growing Gardens is responsible for any damage or loss to its own vehicles
or equipment.
x. The City and Growing Gardens shall cooperate with each other in the
collection of any insurance proceeds that may be payable in the event of any
loss, including the execution and delivery of any proof of loss or other
actions required to effect recovery.
xi. Growing Gardens and its insurers shall waive subrogation in favor of
Additional Insured parties.
xii. Growing Gardens shall not be relieved of any liability, claims, demands, or
other obligations assumed pursuant to this Agreement by reason of its
failure to procure or maintain insurance or by reason of its failure to procure
or maintain insurance in sufficient amounts, durations or types.
xiii. General Liability coverage shall include a waiver of subrogation.
Section 13. IMMUNITY.
Notwithstanding any other provision of this Agreement to the contrary, no term or
condition of this Agreement shall be construed or interpreted as a waiver, express or implied, of
any of the immunities, rights, benefits, protection, or other provisions of the Colorado
Governmental Immunity Act, Section 24-10-101 et seq., C.R.S., as now or hereafter amended.
The parties understand and agree that liability for claims for injuries to persons or property arising
out of negligence of the City, its departments, institutions, agencies, boards, officials and
employees is controlled and limited by the provisions of Section 24-10-101 et seq., C.R.S., as now
or hereafter amended.
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Section 14. FORCE MAJEURE.
No delay, failure, or default will constitute a breach of this Agreement to the extent caused
by acts of war, terrorism, hurricanes, earthquakes, epidemics, pandemics, other acts of God or of
nature, strikes or other labor disputes, riots or other acts of civil disorder, embargoes, or other
causes beyond the performing Party’s reasonable control (collectively, “Force Majeure”). In such
event, however, the delayed Party must promptly provide the other Party notice of the Force
Majeure. Growing Gardens shall not be excused from liability for delays or non-performance
caused by events or conditions within its control nor for delays or non-performance which it could
have foreseen and avoided, prevented or significantly ameliorated by exercising reasonable
prudence or diligence, nor for any delays or non-performance caused in whole or in part by
Growing Gardens itself.
Section 15. LAWS TO BE OBSERVED.
Growing Gardens shall be cognizant of all federal and state laws and local ordinances and
regulations that in any manner affect those engaged or employed the Program or the conduct of
the Program and all such orders and decrees of bodies or tribunals having any jurisdiction over the
Program and shall, at all times, observe and comply with all such existing laws, ordinances,
regulations, and decrees, and shall indemnify and hold harmless the City against any claim or
liability to the extent caused by the intentional or negligent violation of any such law ordinance,
regulation, order, or decree, whether by itself or by its subcontractors, agents, or employees.
Section 16. APPLICABLE LAW; JURISDICTION; VENUE.
This Agreement shall be construed in accordance with the laws of the State of Colorado.
Any action or proceeding brought to interpret or enforce the provisions of this Agreement shall be
brought before the state court situated in Boulder County or federal court situated in the City and
County of Denver, Colorado and each Party consents to jurisdiction and venue before such courts.
Section 17. NO THIRD-PARTY BENEFICIARIES.
This Agreement shall be binding upon and inure to the benefit of the heirs, successors and
assigns of the Parties. It is expressly understood and agreed that the enforcement of the terms and
conditions of this Agreement and all rights of action relating to such enforcement, shall be strictly
reserved to the City and Growing Gardens. Nothing contained in this Agreement shall give or
allow any claim or right of action whatsoever by any other third person. It is the express intention
of the City and Growing Gardens that any such party or entity, other than the City or Growing
Gardens, receiving services or benefits under this Agreement shall be deemed an incidental
beneficiary only.
Section 18. COMPLETE AGREEMENT.
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This Agreement is intended as the complete integration of all understandings between the
Parties. No prior or contemporaneous addition, deletion, or other amendment hereto shall have
any force or effect whatsoever, unless embodied herein in writing.
Section 19. AMENDMENT IN WRITING.
No amendment or modification shall be made to this Agreement unless it is in writing and
signed by both Parties. Neither the course of conduct between the Parties nor any trade practice
shall act to modify the provisions of this Agreement except as expressly stated herein.
Section 20. SURVIVAL.
Any and all provisions of this Agreement that, by their nature, would reasonably be
expected to be complied with or performed after the expiration or termination of this Agreement
shall survive any expiration or termination of this Agreement.
Section 21. AUTHORITY.
Growing Gardens warrants that the individual executing this Agreement is properly
authorized to bind Growing Gardens to this Agreement.
[SIGNATURE PAGE FOLLOWS]
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13
The Parties to this Agreement have caused it to be executed by their authorized officers as
of the day and year first above written. This Agreement may be executed in counterparts, each of
which shall be original, but all of which together shall constitute a fully binding and executed
Agreement.
GROWING GARDENS
By: __________________________________
Title: _________________________________
STATE OF COLORADO )
) ss.
COUNTY OF BOULDER )
SUBSCRIBED AND SWORN to before me, a notary public, this ______ day of
______________, 20__, by ___________________ (contractor name) as
________________________________ (contractor title).
Witness my hand and official seal.
_________________________________
Notary Public
(SEAL)
CITY OF BOULDER
__________________________________
City Manager
ATTEST:
_____________________________
City Clerk
APPROVED AS TO FORM:
______________________________
City Attorney’s Office
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14
EXHIBIT A
SITE LOCATIONS
Attachment A - Growing Gardens Agreement
4242
EXHIBIT A
W,800 Che Ave
jaw Rd h
havithorn gardens
1630 Hawthorn
Valmont Rd-y
s
s
401 Cain Blvd
FG3 ~.~I~pu Avu i
r'1 I"7fCk0 -~,v t,aCdP_f15
J 100 Hickory Ave
Bbselline Pa
M
Taole Mesa Dr.
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15
EXHIBIT B
SCOPE OF WORK
Growing Gardens will provide the following services in support of the City of Boulder
Community Garden Program at Hawthorn, Foothills, Hickory and Fortune Community Gardens:
1. Growing Gardens shall use commercially reasonable efforts to see that the
Community Gardens Program is a success, that the Program participants are able to reach Growing
Gardens with questions or requests for advice reasonably promptly and otherwise to assist the City
and Program participants.
2. Growing Gardens shall coordinate, supervise, and manage all gardening volunteers
who perform services benefiting the Program.
3. Growing Gardens shall be responsible for collecting Program fees. Growing
Gardens will develop a protocol for handling and accounting for such funds.
4. Growing Gardens shall coordinate the management of the City’s Community
Garden sites to include the following:
• Develop Community Garden Program and registration material to include
community service materials and rules and policies.
• Manage the registration of garden plots.
• Perform data entry into computer on Program participants.
• Establish and maintain a waiting list for garden plots.
• Develop and conduct annual orientation sessions for Program participants.
This will include preparing materials for the orientation programs and
training Garden Leaders to conduct these sessions.
• Procure mulching material if applicable and arrange for delivery.
• Establish Garden Leader volunteer committees and attend at least one (1)
meeting of each volunteer committee.
• Develop and distribute an annual directory of Program participants.
• Manage volunteer Garden Leaders who will be overseeing the garden plot
upkeep and maintenance on a regular basis. Ensure Program participants
who are not in compliance are contacted by telephone or written
correspondence.
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• Develop various workdays for Program participants to perform communal
service within the gardens as required of the Program participants in their
plot rental agreements. The duties will include setting up the workdays and
equipment needed for the participants, and monitoring progress on site as
may be needed during the workdays.
• Coordinate the closing of the gardens at the end of the season. The tasks to
complete during this phase will include preparing materials related to the
closing.
• Participate in quarterly update meetings with the City’s Parks and
Recreation Department concerning Program participation rates, aligned
community outreach, communications, and service impact.
5. Other Growing Gardens miscellaneous duties to include the following:
a. Respond to written and telephone inquiries concerning the Program; and
b. Provide annual participation and impact report to the City’s Parks and
Recreation Department within forty-five (45) days of the end of any
calendar programming year of the Term of this Agreement.
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EXHIBIT C
COMMUNITY GARDEN PROGRAM
INFORMATION, POLICIES, REGULATIONS, AND PROCEDURES
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4646
Hawthorn, Hickory, Foothills and Fortune
Community Garden Program
Information, Policies, Regulations, and Procedures
Growing Gardens office phone: 303-443-9952
Website:http://www.growinggardens.org
These rules are effective Jan 1, 2022 and govern the Hawthorn, Hickory, Foothills and Fortune
Community Garden Programs (the “Program(s)”)
During their participation in the Program, individuals are expected to consider the impact that their
decisions have on their plot neighbors, and the community as a whole.This is not a Program of
ownership, but one of stewardship.With this in mind, we have developed a set of rules for
participation in the Program. All Gardeners are responsible for being familiar with and obeying all garden
rules.
Additionally, when there are matters needing attention that fall outside of the written rules, Growing
Gardens’ staff reserve the right to make decisions related to these matters which may be beyond what is
written in the rules, and by participating in the Program, you agree to abide by those decisions. If you
have any questions, please contact your Garden Leader first, then the Growing Gardens office. Growing
Gardens reserves the right to revise these Policies and Regulations at any time without notice.
Garden Information
Gardening Season: January 15th - November 15th.
Community Garden Program provides:
Water (regulated by the city and weather conditions)
Free, unlimited mulch for pathways is available at Hawthorn and Hickory
Tools & wheelbarrows on site
Gardeners are responsible for:
Annual Program participation fee
4 hours (or more) of community service assistance for the garden per plot per year
A clearly worked, weeded and harvested plot all growing season
Clear, weed-free pathways around their plot
Any additional plot needs
Maintaining current address, phone numbers and email address with the Growing Gardens office
Positive community participation in the Community Garden Program
Optional supplies gardeners are responsible for:
Seeds
Fertilizer, herbicides and insecticides: ALL MUST be organic
Hoses
Drip irrigation systems
Hand tools
Row covers
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Garden Leaders
Garden Leaders are volunteers, and are appointed by Growing Gardens staff to assist with managing the
implementation of the Community Garden Rules. The role of the Garden Leaders is to provide support for
gardeners and to serve as liaisons between the gardeners and the Growing Gardens staff. Their
responsibilities include: hosting garden orientation, planning work days, issuing Garden Warnings, hosting
social events, and serving as the primary communication contact for the gardeners. Garden Leaders are
a great resource for questions and concerns and will try to provide information or coordinate help. Garden
Leader contact information is distributed to registered gardeners prior to March 1st.
Primary Gardeners
Growing Gardens will assign garden plots to one individual, known as the Primary Gardener. This
individual is solely responsible for ensuring that the assigned plot and pathways remain in compliance
with the Program rules. Primary Gardeners are expected to actively participate in gardening the plot
assigned to them, and must be physically present in the garden throughout the season to work the
plot. They are also responsible for ensuring that individuals whom they invite to garden with them
remain in compliance with the Program rules. Primary Gardeners will be held responsible for rule
violations that occur from their guests and Additional Gardeners.
Additional Gardeners
Primary Gardeners may list one Additional Gardener for the plot at the time of registration. If the Primary
Gardener voluntarily relinquishes the plot assignment, the Additional Gardener is the only person eligible
for first right of refusal to the plot. If no Additional Gardener is listed, the plot will be made available to the
public. Primary Gardeners are ineligible to be listed as Additional Gardeners on any registration form,
and individuals can only be listed as an Additional Gardener for one plot. Additional Gardeners will not
automatically receive regular seasonal emails or notifications from Growing Gardens, but may request to
receive regular garden related emails.
Garden Policies
Plot Assignment
Growing Gardens staff determine which garden plots are assigned to gardeners. All Community Garden
Program participants require registration through Growing Gardens. Renewal of the same garden plot
from year to year is not guaranteed, and Growing Gardens staff make the final decisions as to which
gardeners are eligible to renew their registration in the Program. Factors in determining renewal eligibility
include (but are not limited to) community impact, Program participation, plot and pathway maintenance,
and compliance with the community garden Program rules.
Refunds/Termination
If a garden plot is voluntarily relinquished and notification given to the Growing Gardens office by April
1st, the plot will be reassigned and half of the plot fee and the full water fee (if applicable) will be
refunded. No refunds will be given after this date. Growing Gardens has the right to terminate gardeners
from the Program at any time for any reason within its sole discretion, including failure to comply with the
Policies and Regulations or failure to positively participate in the Program if it deems necessary. No
refunds will be issued for plots that have been revoked.
Community Service Requirement
Four (4) hours of Community Service time (per plot per year, regardless of plot size) must be completed
and recorded each season to participate in the Community Garden Program. This is in addition to the
maintenance of the plot and pathways assigned to the Primary Gardener at the beginning of the season.
This will be tracked closely.The deadline to complete and record community service hours is
November 15th. Community Service hours not recorded by November 15th will not count toward the
requirement. Community service hours must be recorded to Growing Gardens by logging them online
using the link on the Growing Gardens website. If you do not have access to the internet, please call the
Growing Gardens office to report the following information relating to your completed community service
hours: your name, plot number, task(s) completed, date completed, and number of hours completed. If
four (4) hours of Community Service time (per plot per year, regardless of plot size) are not completed
and recorded by the deadline, the Primary Gardener will be invoiced for the incomplete or uncorded
hours. Incomplete or unrecorded hours are billed at $20/hour. Primary Gardeners are responsible for
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ensuring that either the required hours are completed and reported by the deadline, or that the invoice for
incomplete and unreported hours is paid by the invoice deadline November 30. Failure to pay the invoice
by the due date will mean a gardener is ineligible to renew their participation in the Program.
There are many tasks needing completion and we are open to unique and creative suggestions on how
individuals can complete the community service requirement each year. Specific garden work days are
often scheduled throughout the season, and participation in these work days can be counted towards the
required community service hours. For other garden events and/or activities, please coordinate with your
Garden Leader.
Examples of activities available to complete Community Service requirement:
Assist an injured or ill gardener to maintain their plot and pathways
Maintain garden tools or wheelbarrows
Attend garden work days
Maintain garden tool sheds
Volunteer at Growing Gardens events
Volunteer at Growing Gardens volunteer days
Organize a food donation program at your garden site
Volunteer in the Growing Gardens Office
Seasonal Payment
It is each gardener’s responsibility to pay the community garden plot fee and water fee (if applicable) at
the time of registration. If you cannot pay your plot fee at the time of registration, please contact Growing
Gardens to request a payment plan.
Gardeners may also apply for a reduced rate plot fee. Gardeners must provide verification paperwork to
show that they qualify for the reduced rate according to the Boulder County AMI Index. Examples include:
copy of Medicaid card, proof of residence in public housing, or proof of disability (SSI, SSDI, or letter from
an agency or physician.).
Sharing Surplus
Most gardens have a food donation program that is organized by a gardener. For more information,
please contact your Garden Leader. Please note that it is not permitted to sell excess produce from
Community Garden plots.
Garden Regulations
1) Plot and Pathway Maintenance Regulations
Plot Maintenance
Plots must be reasonably maintained. Reasonably maintained means weeds kept under control and
plants are regularly cared for, pruned, watered and harvested. Plants must not exceed plot boundaries, or
shade out a neighboring plot. By November 15th all non-wintering plants inside of the garden plot must be
removed as well as stakes, walls of water, row covers, etc. Garden related items must be secured in the
plot to ensure that they do not blow away. You may not store bags of leaves/organic matter over the
winter.
Plot Neglect/Abandonment
Plots must be obviously worked and weed control begun by April 15th. Any abandoned or unworked plots
will be reassigned and no refund given.
If you are unable to keep or maintain your plot you must contact the Growing Gardens office and your
Garden Leader immediately.
Path Maintenance
It is each gardener’s responsibility to keep their paths clear and weed-free (the half of the path closest to
the assigned plot). Pathways around each plot are to be no less than 4 feet wide. Paths must be clear
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and weed-free. Putting mulch or planting clover in gravel pathways is not permitted as an acceptable
means of weed control. Planting the internal garden pathways is prohibited. All pathways must remain
free of personal items. Growing Gardens reserves the right to enforce pathway maintenance as it sees
fit.
Composting
Compost removal containers are available at each of the gardens for all of the compostable garden
waste. Please do not overfill compost bins. If bins are full, please contact Growing Gardens and wait until
bins have been emptied to add any compostable debris. Please do not leave piles of debris in front of the
compost bins. The bins can not be emptied if there is debris in front of them. If bins are full you can leave
compost piles in your plot until the bin is emptied. Personal composting bins are not permitted in
community garden plots or common areas.
Trash
Growing Gardens arranges trash services at Hawthorn and Foothills Community Gardens. Please pack
out all trash at all other garden sites.
Manure Application
If a gardener chooses to apply manure to their plot, manure must be “aged” and needs to be immediately
watered down and thoroughly worked into the soil within forty-eight hours of delivery.
Mechanized Equipment
Per city zoning regulations, no person shall operate mechanized equipment including, without
limitation, lawn mowers, roto-tillers, garden tractors, and motorized weed trimmers, between the hours
of 8:00 pm and 10:00 am Saturday and Sunday.
Weeds
There are many weeds in the community gardens. Weeds compete with other plants in the garden and
can quickly become invasive. If weeds are left to go to seed they will affect neighboring gardens as well. If
a Garden Leader sees too many weeds in the garden plot or the plot looks unworked the Primary
Gardener will receive an email or written Garden Warning from Growing Gardens or the Garden Leader.
For details regarding Garden Warnings, please reference the “Plot Maintenance or Vehicle Violation
Notification” under Procedures in the Conduct Regulations section of the Program Rules.
Organic Only
Herbicides, insecticides and fertilizers made from synthetic chemicals are NOT permitted.
Fences
Fences are not allowed at Foothills, Fortune and Hickory. Well maintained fences that do not shade
neighboring plots are permitted around plots at Hawthorn. Fences cannot block sun from another
garden and may not exceed the plot boundaries. No barbed wire or other hazardous materials may be
used on, in or around fencing and/or garden.
Accessory Garden Structures
No new shade structures are allowed inside garden plots. Current shade structures will be reviewed on
an annual basis. If Growing Gardens deems them to be unsafe, these shade structures will be required to
be removed immediately. No permanent structures are allowed in garden plots. Temporary trellising, hoop
row covering and cold frames are allowable. These shall not exceed 6ft in height nor exceed a footprint
of 3’x3’. All trellising or hoop row covers must be contained entirely inside the plot, must be secured,
removable if needed, and shall not shade the neighboring garden plots. No furniture, trash or items other
than garden related items are allowed in the garden. (One bench, or the equivalent, is acceptable.)
Accessory gates, art, etc not specifically used for gardening are subject to review by Growing Gardens.
Water & Hoses
Use of water should always be controlled. Drip irrigation is highly recommended in our dry, arid climate
and can be purchased locally.
Keep hydrants in the “off” position when drip systems are not in use. It is recommended to use Teflon
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tape at all connection points between hydrants, timers and hoses to prevent leaking and cracking of
plastic parts when tightened. Check drip systems for leaks on a regular basis.
Gardeners may not use sprinkler irrigation between the hours of 10:00am and 6:00 pm. Drip irrigation
or watering by hand can be done at any time. Sprinklers and hoses can not be left running
unattended.
Prior to May 15
th and after September 15
th all hoses, drip irrigation and timers must be disconnected by
4pm and remain disconnected overnight unless otherwise directed by Garden Leaders and/or
Growing Gardens staff. This is to prevent damage to the water systems due to nighttime low
temperatures.
Not Allowed in the Gardens
Marijuana or hemp cultivation, bee hives, tires, pressure treated wood, carpet, barbed wire, plastic lined
beds or pathways, plastic or rubber mulch, audible music (use headphones please), selling produce,
unleashed pets and unsupervised children are not allowed in the gardens. Smoking of any kind, vaping
and chewing tobacco is not allowed in the gardens or within 15 feet of any garden entrance. Tobacco may
infect plants and spread the tobacco mosaic virus. Existing trees in the garden will be individually
reviewed by Growing Gardens, and may be maintained, or removed as Growing Gardens sees fit. No
new trees may be planted.
Tools
Basic tools and wheelbarrows are kept on site at the gardens for everyone’s use. The tool shed code is
given out during garden plot registration. Please reach out to your Garden Leader if you need a
reminder of the code.
Responsible community tool use:
As respectful gardeners, we cherish our community tools, we use them carefully, we leave them better
than before we used them, and we put them away for safekeeping before we leave the garden.
●Please use each tool for its intended purpose
● Clean tools when you are finished using them
● Put each tool in its proper storage spot before you leave
● If needed, ask other gardeners about the correct use of tools
● If you see a tool being misused, kindly offer assistance
● If a tool needs repair or attention, please let your Garden Leader know
The Community Garden Program is not responsible for any personal tools, etc.
Other
Growing Gardens cannot anticipate every gardening situation, but it is within our discretion to create,
interpret and enforce rules as situations arise in the best interest of the program.
2)Vehicle Access Regulations
Foothills Gardens:
NO vehicles are allowed in the Foothills or Fortune Gardens.
Hickory Gardens:
Hickory gardeners may use the garden driveway to load or unload supplies. Please park on Hickory Ave.
when you are finished loading or unloading.
Hawthorn Gardens:
Driving into the gardens is for loading or unloading supplies only. Remove vehicles when you are
finished loading or unloading. Vehicles can be parked in the greenhouse parking area. If parking is not
available in the parking area, gardeners may park on Hawthorn Ave or other surrounding streets. Do not
park within the gardens, near the shade structure, near the raised beds to the east of the community
gardens or anywhere else that is not the parking lot by the greenhouses. Vehicles may only enter the
Hawthorn Gardens via the entrance located on Hawthorn Ave, and are only permitted beyond the parking
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lot when the road access to the garden is open.
The road into the garden will remain open on the weekends between March 15- November 15 (weather
permitting and at staff discretion). The road will not be open on days where there is a special event at
Growing Gardens. There will be no weekday access to the road. Special permission may be given to
gardeners for weekly access after 4pm based on mobility challenges. If you have mobility challenges and
have a State Issued Disabled Parking Permit please check in with Growing Gardens Operations Manager
for accomodations Growing Gardens reserves the right to evaluate each request independently to
determine the legitimacy of the request. Cars are never permitted to drive on the bike paths and the
internal pathways.
Drivers are expected to not exceed 5 miles per hour when driving on Growing Gardens property.
Individuals who violate the vehicle regulations are subject to receiving a Garden Warning. For details
regarding Garden Warnings, please reference the “Plot Maintenance or Vehicle Violation Notification”
under Procedures in the Conduct Regulations section of the Program rules.
Other
Growing Gardens cannot anticipate every vehicle situation, but it is within our discretion to create,
interpret and enforce rules as situations arise in the best interest of the program.
3)Conduct Regulations
Gardeners are encouraged to dress in a manner that is thoughtful of the public, communal nature of
the garden sites and interaction with youth programming happening at the site.
No community gardener shall:
1. Steal, damage, or misuse any Growing Gardens property or the property of another participant
2. Smoking, of any kind, of any substance including, but not limited to: smoking cigarettes, e
cigarettes, vaping, marijuana and chewing tobacco is not allowed in the gardens or within 15 feet of
any garden entrance. Tobacco may infect plants and spread the tobacco mosaic virus.
3. Commit harassment of any person including
a. Lays a hand upon, shoves, strikes, or threatens another gardener, staff or community
member
b. Engages in obscene gestures, objectionable demonstrations
c. Uses foul language (swearing) or abusive verbal attack upon another gardener, staff or
community member
4. Commit indecent exposure
5. Bring a “weapon” into the gardens. Legal knives with blades no longer than 3 ½ inches in length are
not weapons when used as gardening tools. This prohibition does not apply to police officers carrying
service weapons in accordance with their department’s policies.
6. Possess or sell illegal drugs in or around the gardens.
7. Fail to leave any portion of the gardens immediately upon being told to do so by a Growing Gardens
employee or landowner or land manager.
8. Failure to involve a manager in a dispute
9. Disturb other gardeners or employees so as to substantially interfere with their use of the gardens or
constitute a general nuisance. Disturbances may arise from inappropriate use of personal equipment
including, but not limited to: cellular phones, computers, radios, music players, MP3 players, and
conservations which contain any offensive utterance, gesture, or display, which tends to incite an
immediate breach of peace. Gardeners who yell, harass, or are disrespectful of employees, vendors
or other gardeners will also be considered a disturbance.
10. Solicit donations of money or anything of value, or sell or take orders for anything of value in any
garden with the exception of persons who have entered the gardens in order to conduct a
commercial transaction with Growing Gardens.
11. Enter the garden while that person’s abilities are impaired to the slightest degree by alcoholic
beverages, marijuana or illegal drugs or remain in the garden in such a state of impairment.
Other
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Growing Gardens cannot anticipate every conduct situation, but it is within our discretion to
create, interpret and enforce rules as situations arise in the best interest of the program.
Procedures:
Growing Gardens implores a four-tiered system to ensure compliance with its Policies and Regulations.
Notwithstanding the below, Community Gardens has the right to terminate a plot for any reason within its
sole discretion. No refunds will be issued for plots that have been terminated. Growing Gardens staff,
property landowners, or property managers may intervene to prohibit any activity or behavior that appears
to present an immediate danger to staff, gardeners, or any other person on the property. Growing
Gardens may alert the landowner or land manager of any gardener who violates the Policies or
Regulations.
Gardener’s acknowledgement of these Procedures will be kept on file along with their application to
participate in the Program. Growing Gardens will also keep a copy of all Policy or Regulation violations
as notified per the below in addition to other relevant communications.
1.Plot Maintenance or Vehicle Violation Notification
a. Notification-A gardener whose plot is not in compliance with the Plot Maintenance or Vehicle
Regulations will receive a Garden Warning email or letter (when an email address is not
available). The Garden Warning will specify the Plot Maintenance or Vehicle Regulation(s)
that are currently in violation.
b.Steps to Remedy the violation –The gardener must remedy the specified violation if such
violation is able to be remedied within seven (7) days of the date that the Garden Warning was
sent. If a gardener is not able to remedy the violation prior to the deadline, the gardener must
contact the Growing Gardens staff before the deadline to request an extension. Growing
Gardens will review all cases individually and make the final decision regarding the extension
request within its sole discretion depending on the circumstance. In the case the violation is not
remedied within the seven (7) day period and no extension was granted, then it is assumed the
gardener has forfeited the plot and the plot may be suspended within the discretion of Growing
Gardens pursuant to the Suspension provision outlined below. Any gardener who receives two
(2) Garden Warnings in one growing season will be placed on Probation as detailed below.
2.Probation
a. Definition–Any gardener who 1) violates any Policy or Conduct Regulation or; 2) receives two
(2) or more Garden Warnings in one growing season, may be placed on probation. During this
time, the gardener is allowed to continue gardening for the remainder of the gardening season
with the expectation that he or she will comply with the Policies and Regulations and the
violation has been immediately remedied. Probation may be lifted at the beginning of the
following garden season so long as the gardener is in compliance with all Policies and
Regulations.
b. Notification– A gardener placed under probation will be notified by Growing Gardens
immediately if Growing Gardens’ staff is present in the garden at the time of the violation and/or
via (a) an email address supplied by the gardener when he or she registered for the plot, (b) a
warning posted on the garden plot, and (c) a phone call to the phone number supplied by the
gardener when they registered. Growing Gardens staff will alert the garden leader(s),
landowner, and land managers of the violation and the actions being taken by Growing
Gardens.
c. Remedy of the Violation –A gardener on probation can continue to garden in their plot as long
as 1) the violation is immediately remedied (if applicable to be remedied) and 2) he or she
continues to comply with all of the Policies and Regulations. The gardener’s probation may end
at the beginning of the following garden season assuming the gardener is in full compliance. If
the gardener violates their probation by violating any Policy or Regulation before garden season
expires, he or she will be immediately suspended for the duration of the gardening season.
d.Dispute of Violation –Gardeners who believe they have been unfairly placed on probation may
Attachment A - Growing Gardens Agreement
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dispute the probation within seven (7) days of the date notification of the violation by the
Growing Gardens staff. Disputes must be submitted in writing to the Growing Gardens office
and must include concrete evidence and/or eye witness accounts showing that the violation did
not occur or explain the circumstances of the violation. This information will be reviewed by
Growing Gardens staff on a case by case basis and Growing Gardens staff reserves the right to
make final decisions regarding the probation within its sole discretion.
3.Suspension
a. Definition – Any gardener who 1) violates their probation; 2) violates a Policy or Conduct
Regulation twice within a period of two (2) growing seasons; or 3) violates a Policy or
Regulation in a manner that Growing Gardens deems extreme, may be suspended from the
Growing Gardens Community Garden Program. A suspended gardener cannot participate in the
Community Garden Program for the remainder of the gardening season and will not receive a
plot refund. Their garden plot may be reassigned to another gardener from the waitlist or
maintained by Growing Gardens. If the gardener does not comply with the suspension, he or
she will be terminated from Growing Gardens’ Community Garden Program and not be allowed
to apply for participation in the Community Garden Program in the future.
b. Notification – Suspended gardeners will be notified by Growing Gardens staff in person and
immediately if staff is present at the time of the violation and /or via (a) an email address
supplied by the gardener when he or she registered for the plot or (b) a warning posted on the
garden plot, and (c) a phone call to the phone number supplied upon registration. Growing
Gardens staff will alert the garden leader(s), landowner, and land managers of the violation and
the actions being taken by Growing Gardens.
c. Effect of Suspension– A suspended gardener will have the opportunity to clear his or her plot
and collect their belongings within seven (7) days of the date of notification of the suspension.
After seven (7) days, any items that remain in the plot shall become property of Growing
Gardens/ the Community Garden and will be disposed of, donated, or reassigned to a new
gardener within Growing Gardens’ discretion. A Gardener who is suspended from the Program
may apply to participate in the Program in future growing seasons, however, eligibility to return
to the Program shall be determined within the sole discretion of the Growing Gardens staff and
shall depend on the severity of the violation.
d.Dispute of Violation –Gardeners who believe they were unfairly suspended may dispute the
suspension within three (3) days of the date of notification of the violation by the Growing
Gardens staff. Disputes must be submitted in writing to the Growing Gardens office and must
include visual evidence and eye-witness accounts showing that the violation did not occur or
explain the circumstances of the violation. This information will be reviewed by Growing Gardens
staff on a case by case basis and Growing Gardens staff reserves the right to make final
decisions regarding the suspension within its sole discretion. In the case that Growing Gardens
determines that the gardener’s suspension will be lifted, the gardener will be able to finish the
growing season on probation. Growing Gardens may require gardeners to participate in
mediation services and/or other dispute resolution activities in addition to agree to additional
participation terms to continue in the Program.
4.Termination
a. Definition – A gardener who does not comply with his or her suspension or if Growing Gardens
staff determines, in its sole discretion, that the community gardener creates a public safety
hazard, creates an unsafe environment or acts in a manner that is contrary to the spirit of the
Program, Growing Gardens may immediately terminate the gardener from the Growing
Gardens’ Community Garden Program. Terminated Gardeners will not be allowed to reapply for
participation in the Community Garden Program at any point in the future.
b. Notification – Terminated gardener will be notified by Growing Gardens staff in person and /or
Attachment A - Growing Gardens Agreement
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via (a) an email address supplied by the gardener when he or she registered for the plot or (b)
a warning posted on the garden plot, and (c) a written letter of termination. Growing Gardens
staff will alert the garden leader(s), land owner, and land managers of the violation and the
actions being taken by Growing Gardens.
a. Effect of Termination– A gardener who is terminated from the Program will not be given the
opportunity to remedy any non-compliance and the gardener must immediately remove his or her
personal items from the gardens. Terminated gardeners will not be allowed to return to the
garden property. All items that remain in the plot seven (7) days after termination will become
property of Growing Gardens/ the Community Gardens and will be either disposed, donated, or
reassigned to a new gardener within Growing Gardens’ discretion. Seven (7) days after the date
of termination, Growing Gardens staff will reassign the plot to a gardener(s) on the waitlist.
e.Dispute of Termination –If a gardener believes they were unfairly terminated from the
Community Garden Program, he or she may dispute the termination within three (3) days of the
date of notification of termination. Disputes must be submitted in writing to the Growing Gardens
office and must include visual evidence and eye-witness accounts showing that the probation or
suspension violation did not occur or explain the circumstances leading to the decision by the
Growing Gardens staff to terminate. This information will be reviewed by Growing Gardens staff
on a case by case basis and Growing Gardens staff reserves the right to make final decisions
regarding the suspension within its sole discretion. In the case that the Growing Gardens
determines that the gardener’s termination will be lifted, the gardener may be able to finish the
growing season on suspension. Growing Gardens may require gardeners to participate in
mediation services and/or other dispute resolution activities in addition to agree to additional
participation terms to continue in the Program.
5.Renewal
a.Renewals will be available in January of each year. Renewal of the same plot is not
guaranteed.
b.In an attempt to maintain a safe, harmonious and enjoyable experience in the Community
Garden Program, Growing Gardens reserves the right not to renew the plot of a gardener
who has been a disruption to the Community Garden Program, regardless of whether or not
they have been placed on probation or suspension during the course of the year.
c.Growing Gardens reserves the right to move gardeners to different plots on a garden property or
to different garden locations, as necessary to maintain an adequate balance between the
properties, to accommodate different property initiatives, programming and other community or
resource needs and to attempt to reduce conflicts within the Program.
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5555
18
EXHIBIT D
2022 FEE STRUCTURE
Hawthorn, Foothills (F), Hickory (H)
Plot Size Seasonal Plot
Fee
Reduced Rate Plot Fee *
Full size (400 sq ft) $125.00 $63.00
Half size (200 sq ft) $82.00 $42.00
Third size (130 sq ft) (Haw) $57.00 $29.00
Raised bed (32 sq ft) (Haw) $57.00 $29.00
Fortune (S)
Plot Size Seasonal Plot
Fee Reduced Rate Plot Fee *
10 x 10 (100 sq ft) $82.00 $42.00
*Rate available for economically disadvantaged applicants in accordance with Section 3.
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1
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: April 25, 2022
AGENDA TITLE: 2023 Budget Strategy Roadmap
PRESENTERS:
Alison Rhodes, Director of Parks and Recreation
Jackson Hite, Parks & Recreation Sr. Manager – Business Services
Bryan Beary, Parks & Recreation Sr. Manager – Community Partnerships
Megann Lohman, Parks & Recreation Sr. Manager – Recreation and Facilities
Stephanie Munro, Parks & Recreation Sr. Manager – Regional Facilities
Stacie Hoffmann, Sr. Budget Analyst
Chris Passarelli, Data Analyst
Tim Duda, IT Applications, Sr. Administrator
EXECUTIVE SUMMARY:
Boulder Parks and Recreation (BPR) continues to align fee setting with the guidance
received in the 2014 Boulder Parks and Recreation Master Plan and the community
feedback provided as part of the 2022 Parks and Recreation Master Plan Update.
Annually, BPR consults with the PRAB to establish the upcoming annual operating
budget and approval of the capital improvement (CIP) budget from certain funds.
To address increasing costs placed on the Recreation Activity Fund (RAF) through
contractual cost increases, salary adjustments and wage increases, inflationary pressure
and increased cost for goods and services, the Parks and Recreation Advisory Board
(PRAB) is being consulted on the facility access fees that account for the largest share of
user fee revenue generation The PRAB’s input will focus on 2023 Scenario Planning and
2023 Fee Options as related to the facility access fees and the RAF.
BACKGROUND:
At the February 28, 2022 PRAB meeting, staff introduced the 2023 Budget Strategy. The
background information shared that that meeting included:
1) 2019 Process for the 2020 Budget Development and Fee Increase Outcomes
2) 2020 and 2021: COVID Impacts and Recovery.
3) Developing a Stable 2022 Budget
4) BPR’s Diverse Funding Sources
At the March 28, 2022 PRAB meeting, staff provided greater information on the
Recreation Activity Fund, and sought the PRAB’s input and feedback on how to balance
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revenues and expenses through scenario planning and fee options. The discussion focused
on:
1) BPR’s Diverse Funding Sources
2) RAF as a Quasi-Enterprise Fund
3) Facility Access Fees
4) Levels of Services: Facilities
5) Subsidy Use
6) 2023 Scenario Planning
7) 2023 Fee Options
Each month’s discussion continues to build upon previously shared information with the
PRAB. For each option below, staff has provided information to inform the PRAB’s
input including options, data, analysis, and a staff recommendation.
ANALYSIS:
The RAF’s revenues are not keeping pace with rising expenses, and BPR is working to
align entrance fee revenue to facility expense at the historical ratio of 63% - where for
every dollar spent, 63 % is funded by user fees and the balance by other sources of
revenue (i.e., tax subsidy and grants). Based on the 4 different scenarios introduced last
month, there is a gap of $400,000 to $800,000 to close that varies based on the forecasted
recovery.
The PRAB expressed the most interest in 1) the adjustment of facility operating hours; 2)
an increase to the adult daily drop-in fee (and corresponding % increase to other fees); 3)
a non-resident fee premium; 4) increased seasonal facility access fees; and 5) funding
alternatives. Each of these options will be discussed in more detail in the next section.
There was no interest in changing the subsidy levels of approximately 25% for seniors
and 40% for youth. With the funding alternatives, there was continued support for
reliance on the General Fund subsidy, not impacting reserves any further, and potentially
looking at charging for parking to encourage alternative forms of access and mobility.
Hours of Operation
Explanation
BPR’s hours of operations are identified in Table 1 below. There were 296.5 open hours
per week across the 3 recreation centers in 2019. As a direct response to COVID,
recreation center hours were reduced to zero in March and April 2020 and have slowly
been restored with a focus on user data, equity, and staffing
Facility Summer 2019 Weekly
Operating Hours
Planned Summer 2022
Weekly Operating
Hours
North Boulder Recreation
Center
100.5 hours 89 hours
East Boulder Community
Center
102 hours 86 hours
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South Boulder Recreation
Center
94 hours 65 hours
TOTAL 296.5 hours 240 hours
Table 1: Recreation Facility Operational Hours
To further reduce costs, BPR could reduce hours from 2022 operating levels. While much
of the costs to operate a facility such as janitorial, electric, natural gas, etc. are fixed costs
to operating and maintaining the building, there could be cost savings of approximately
$375 for each hour of closure; however, this is offset by the lost revenue due to the
closure.
Options
Staff regularly look at facility usage data to assess and update facility operating hours to
ensure the recreation centers hours of operations are in line with when customers are
using the facilities. Additionally, there are seasonal updates to the hours based on staffing
levels, holidays and weather closures, availability of other facilities, and need for routine
maintenance. While there are daily, weekly, and seasonal trends, staff seek to provide
consistent schedules and maximize the hours available for patrons.
The following options could be put into place for 2023 service levels, while staff
continues to monitor and adjust hours accordingly:
1. Option 1: Reduce recreation center operating hours by 10% compared to 2022
levels
a. Open approximately 220 hours per week or 11,550 hours per year
(Reduction of 20 hours per week or 1,284 hours per year)
b. Cost savings of $300,000 annually
2. Option 2: Maintain 2022 operating hours
a. Open approximately 240 hours per week or 12,400 hours per year
b. No cost savings
3. Option 3: Increase hours to 2019 operating hours
a. Open approximately 296.5 hours / week or 15,000 hours per year
b. Further funding gap to close of $1 million
Data, Input and Analysis
BPR monitors facility usage on a biweekly basis. Table 2 identifies the 2019 and 2021
annualized baselines, along with the performance through the first quarter (January to
March) of 2022. Chart 1 provides a visual representation of historical facility usage and
visitation per hour from 2019 through the end of Q1 2022.
Recreation Center Statistics 2019 Baseline 2021 Baseline 2022 Q1
Usage/Hour 32.3 patrons 14.8 patrons 21.0 patrons
Average Fee $5.95 $6.50 $6.61
Revenue to Expense % 63% 37% 48%
Table 2: Recreation Facility Usage Statistics
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Chart 1: Recreation Center Visitation 2019 – 2022 Q1
Through the end of Q1 2022, BPR is seeing positive signs of recovery in terms of the
number of visits and visits per hour compared to 2021. Visitation per hour is
approximately 65% of 2019 visitation per hour. In Q1, there were many milestones
impacting usage with the mask mandate being lifted in March that likely helped boost
attendance. Ongoing lifeguard shortages have reduced the hours that lap and leisure swim
is available at all three recreation centers, continuing to limit attendance. Additionally,
South Boulder Recreation Center has seen a decline in usage with the closure of the
gymnasium floor, racquetball court, Pilates room and intermittent pool closures due to
ongoing maintenance needs and repairs. Fitness and sport drop-in programming are
drivers of attendance. 2022 financial projections assumed that the hours of operations
would be approximately 80 to 85% of 2019 baseline year and that visitation would return
to approximately 80% of 2019 numbers with a total of 400,000 annual visits. Based on
current recovery trends, it is projected that BPR will continue with a slow recovery and
reach the 80% visitation level in the 4th quarter (October to December). Factors
influencing the slower than projected recovery include: the ongoing shortage of
lifeguards which has reduced the levels of service at facilities, less employees in the city
with increased flexibility and remote work, and a surge in personal fitness equipment
bought over the course of the pandemic. Staff continues to hear from users that people
feel more comfortable being outside, which has resulted in increased usage of BPR’s
outdoor facilities but is impacting indoor attendance.
Equity Analysis: Staff has compared facility usage by participants of the financial aid
program and seniors to ensure that changes in hours do not negatively impact any specific
group. While the number of individuals enrolled in the Financial Aid program decreased
by 16% from 2020 to 2021, the visitations increased by 40% and accounted for 14% of
all entrances which accounts for year over year growth.
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Staff Recommendation
To ensure consistency in the operations being provided by BPR, staff recommends
Option 2: maintaining the current 2022 hours of operation of approximately 240 hours
per week. The cost savings from further reducing hours is minimal and does not outweigh
the impact to users and recovery potential. Staff does not recommend increasing any
hours in 2023 based on current facility usage and unfunded expense. Staff will continue
to monitor hours and would return to the PRAB if a decrease or increase in hours is
warranted based on usage meeting the financial threshold, unanticipated revenue capture,
or additional recreation subsidy.
Financial Analysis: By leaving weekly operating hours unchanged, BPR expects no
significant impact on the funding gap.
Adult Drop-in Baseline Entry Fee
Explanation
Following the department’s pattern of access fee increases every two years, the current
facility access fees were implemented in January 2020:
Table 3. Daily Entry Fees
Single Visit 10 Visit Punch Pass
Age Resident/Worker* Non-Resident Resident/Worker* Non-Resident
Adult 19-59 years $9.00 $11.00 $81 $99
Senior 60+ years $6.75 $8.25 $61 $74
Youth 3-18 years $5.50 $6.50 $50 $59
Group Daily 4 entries;
Max 2 adults
$24.00 $29.00
*Individuals who live or work in the City of Boulder are eligible for Resident/Worker rates with proof of
residency.
Table 4. Unlimited Entry Fees
Monthly Pass Annual Pass
Age Resident/Worker* Non-Resident Resident/Worker* Non-Resident
Adult 19-59 years $62/month $76/month $648/year $792/year
Senior 60+ years $47/month $57/month $486/year $594/year
Youth 3-18 years $38/month $45/month $396/year $468/year
Household ** $99/month $122/month $1,037/year $1,267/year
*Individuals who live or work in the City of Boulder are eligible for Resident/Worker rates with proof of
residency.
** Any adults, seniors or youth residing at the same address. Anyone 19 years old and over must provide proof of
same address residence.
The 2020 fees were based on the following policies endorsed by the PRAB:
• Age-based Subsidy - Youth and Senior entry fees should continue to be
subsidized through the General Fund at an approximate subsidy of 40% for Youth
(under 19 years old) and 25% for Seniors (60+ years old).
• Financial Aid – Subsidy should continue to support priority populations in
gaining entry to department facilities and participating in department programs.
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• Worker Fees - Those that work in the City of Boulder should continue to pay the
same fees as those that live in the City of Boulder, to support Boulder’s economic
vitality goals, for facility membership and entrance.
• Non-resident Fees - Non-residents should pay higher fees than those who live or
work in the City of Boulder. The PRAB supported a standard non-resident
premium of 22% above the resident rate for daily entrances and memberships.
• Entry Fee Increases – After reviewing market analysis, value of service, and
financial sustainability goals, the PRAB supported a base increase to entry fees by
an average of 9%.
• Seasonal Facility Entry Fees – The PRAB supported an option to align seasonal
facility entry fees for Scott Carpenter Pool, Spruce Pool, and Boulder Reservoir
with the fees charged for the Recreation Centers to simplify pricing for customers
and based upon customer input. The PRAB also supported continuing to include
these seasonal facilities in system-wide Annual, Monthly, and Punch Card entry
options.
• Streamlined Multi-Visit Pass Options – The PRAB supported an option to
reduce the number of Punch Card pass options, while adding a more flexible
monthly access option
The fees are charged upon entry to a facility, or an unlimited pass may be used. This
revenue generated by the entire recreation operation, with a $1.5M subsidy from the
General Fund, funds operation of the facilities, staff that operate the facility, and
everything else needed to deliver the recreation experience including lap pools, leisure
pools, gymnasiums, racquetball courts, hot tubs, saunas, steam rooms, weight rooms,
cardio equipment, lighted tennis courts, outdoor sand volleyball, drop-in fitness classes,
and drop-in mind/body classes.
By purchasing a multi-visit pass (10 punches), members receive discounted access (10%
per visit) to the three recreation centers, the two outdoor pools, and the Boulder
Reservoir.
With the purchase of an unlimited pass, members receive discounted access to all the
previously mentioned facilities and programs at an even greater discount, as well as
additional discounts on registered programs as available.
Options
The cost to operate recreation centers has increased by 22% since 2019. The last facility
access fee increase occurred on January 1, 2020. Staff recommends increasing facility
access fees as part of the 2023 budget strategy to help offset increased expenses.
Historically, facility access fees have been increased in even years; however, this was
delayed in 2022 based on the uncertainty surrounding the pandemic and continued
declines in recreation participation. Staff propose a one-year fee adjustment for 2023 and
will revisit with the 2024 budget development to determine if further fee adjustments are
needed in 2024.
Since all fees are based on the adult daily drop-in fee, staff proposes increasing the adult
daily drop-in fee by the following amounts:
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1. Option 1: $1.00 increase or 11% to $10.00 per adult daily drop-in
a. Senior fees would remain subsidized at 25% or $7.50 per senior drop-in
b. Youth fees would remain subsidized at 40% or $6.00 per youth drop-in
2. Option 2: $1.50 increase or 17% to $10.50 per adult daily drop-in
a. Senior fees would remain subsidized at approximately 24% or $8.00 per
senior drop-in
b. Youth fees would remain subsidized at 40% or $6.25 per youth drop-in
All 10 visit punch passes, monthly passes and annual passes would be increasing by the
same methodology as established with the 2020 Facility Access Fee setting with an
approximate 11% increase under Option 1 and a 16% increase under Option 2.
Due to Non-Resident Rates being a different lever, there are more options related to non-
resident fees discussed in the following section.
Table 5. Daily Resident Entry Fees – Options 1 & 2
Single Visit
Resident/Worker*
10 Visit Punch Pass
Resident/Worker*
Age Option 1 Option 2 Option 1 Option 2
Adult 19-59 years $10.00 $10.50 $90 $95
Senior 60+ years $7.50 $8.00 $68 $72
Youth 3-18 years $6.00 $6.25 $54 $56
Group Daily 4 entries;
Max 2 adults
$27.00 $29.00
*Individuals who live or work in the City of Boulder are eligible for Resident/Worker rates with proof of
residency.
Table 6. Unlimited Resident Entry Fees – Options 1 & 2
Monthly Pass
Resident/Worker*
Annual Pass
Resident/Worker*
Age Option 1 Option 2 Option 1 Option 2
Adult 19-59 years $69/month $72/month $720/year $756/year
Senior 60+ years $52/month $55/month $540/year $576/year
Youth 3-18 years $41/month $43/month $432/year $450/year
Household ** $110/month $116/month $1,152/year $1,206/year
*Individuals who live or work in the City of Boulder are eligible for Resident/Worker rates with proof of
Residency.
**Any adults, seniors or youth residing at the same address. Anyone 19 years old and over must provide proof of same
address residence.
Data, Input and Analysis
All recreation agencies have different funding models with different reliance on general
fund support versus user fees versus dedicated taxes. As confirmed with the 2022 BPR
Master Plan Update, BPR has a relatively low reliance on the General Fund, and
relatively high reliance on earned income. Based on 2019 NRPA information, typical
agencies derive 60% of their operating expenditures from General Fund tax support,
while BPR receives only 19%. Earned income makes up 24% of most agencies’ funding,
but for BPR it is 45%. In other words, Boulder users pay for a higher percentage of the
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costs for services with subsidies provided for financial aid, age-based discounts, volume-
based discounts, and community benefit programming, while other agencies can offer
lower user fees since more costs are subsidized.
Chart 2 compares the adult daily drop-in price for adult residents across other public
agencies (blue) and private health club providers (red). Boulder is the most expensive
among public agencies at the current price of $9.00 per adult visit but is less expensive
than private companies that provide recreation services in Boulder. Since the last fee
survey was conducted in Spring 2021 both Louisville and Foothills Parks and Recreation
District have increased their daily drop-in fees by a minimal amount.
Chart 2: Drop-In Price (Adult Resident)
Many users choose to pay for the daily drop-in fees based on the flexibility and account
for approximately 10% of total visitations. BPR also sells 10 punch passes which account
for approximately 21% of visits. The remaining users choose to rely on discounted
monthly passes or annual passes which account for 22% and 56% of visitation
respectively. Approximately 90% of visitors to recreation centers would still benefit from
discounts received when purchasing punch passes, monthly pass, and annual pass.
BPR partners with 3rd party membership (Silver Sneakers, Silver & Fit, and Renew
Active) to provide recreation services to the older population. These programs are
included in some Medicare plans as part of Medicare Advantage Part C and Medicare
Supplement (Medigap) plans, but are a premium package compared to a base Medicare
plan. Including these programs, total usage for older adults has been rising, but older
adult usage paid through drop-in fees and BPR memberships has been declining. In 2019,
approximately 56% of Seniors were using 3rd party providers to access the Centers, while
that number has increased to 91% in 2021 - meaning only 7% of all entries made by older
adults are paid by the user at the advertised older adult rate, with the remaining ~2%
benefiting from free means-based passes.
$-
$5.00
$10.00
$15.00
$20.00
$25.00
Drop-In Price (Adult Resident)
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3rd party reimbursement rates are set at a specific reduced percentage of the published
Senior entry fee, with a maximum total reimbursement per month. Reducing the subsidy
provided to Senior entry fees could also increase 3rd party reimbursement rates. In 2020,
BPR negotiated a new agreement with the 3rd party providers that extends into 2024.
2022’s Master Plan Update engagement has reiterated that community members support
the age-based discounts currently provided. Approximately 50% of all 3rd party members
exceed the monthly cap of visits that the 3rd party agreements provide payment for, which
shows that Boulder’s aging population broadly benefits from the opportunity to access
recreation facilities for their mental and physical fitness. An increase to the Senior rate
could impact the 7% of the population that doesn’t have access to the 3rd party
membership or Financial Aid, while BPR would only see a portion of the fee increase
from the vast majority of senior visitors using the 3rd party memberships to access
facilities. All surrounding public agencies also offer access through these 3rd party
membership options, so BPR encourages keeping these options available in-town for the
older population to have recreation access in Boulder.
Equity analysis: While some users pay for the advertised rates, BPR has a robust
financial aid program that relies on Health Equity Funding for the Recquity program to
provide qualifying community members a recreation pass at no cost. In 2021, the average
price per admission was $6.50 because of the discounts provided in terms of financial aid,
age-based discounts, volume-based discounts, and marketing promotions. Users have the
option to buy punch passes, monthly and annual passes which have added savings for
customers who plan to visit the facilities more frequently, while daily drop-in users tend
to use the facilities less regularly. BPR would encourage maintaining this variety of
options to allow community members to select the membership option that meets their
needs, while taking advantage of facilities that improve their physical and mental well-
being.
Staff Recommendation
Staff has proposed two different fee options (increase of either 11% with Option 1 or a
16% with Option 2) based on the adult-daily rate for residents, while keeping the existing
subsidy percentage for youth and seniors. Expenses have increased by 22% since 2019,
with a 9% fee adjustment implemented in 2020, along with a more robust fee structure
with consistent age-based subsidy, financial aid, workers fees, non-resident fees, seasonal
facility entry fees and streamlined multi-visit pass options. Staff believes a fee increase is
needed in 2023 to account for the increased expenses that the department continues to
face to provide services at the different recreation facilities. Option 1 would generate
enough revenue in 2023 to achieve the revenue to expense target ratio, and a further fee
increase would likely be needed in 2024. Option 2 would provide a fee increase that
would address projected expenses through 2024. Either Option 1 or Option 2 is
financially viable and puts the RAF in a better financial position, but all facility access
fees would be revisited as part of the 2024 budget development.
Financial Analysis: With this recommendation, BPR can expect to close approximately
$250,000 to $350,000 of the funding gap through additional revenue generation from
entrance fees.
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Non-Resident Fee Premium
Explanation
Currently non-residents pay higher fees than those who live or work in the City of
Boulder. The current fee premium is 22% above the resident rates for daily entrances and
memberships. Since city residents contribute through taxes (e.g., property tax, sales tax)
that support Parks and Recreation operations, non-residents provide additional support by
paying a higher share for their use of these facilities.
A separate policy question relates to the definition of residency, and whether the city will
continue to recognize those who work in Boulder as residents. The current definition of
resident includes those who live or work in the city, and as a follow up to the 2022
Master Plan, this definition will be explored.
Options
Once again, the adult resident daily drop-in rate serves as the baseline for all other facility
access fees. This analysis focuses on an increase in non-resident premium based on the
two resident rate options presented in the previous section: Option 1 ($10.00) or Option
2 ($10.50).
Non-resident fees at different premium rates are as follows:
Single Visit
Option 1 Option 2
Price % Premium Price % Premium
Resident Adult (baseline) $10.00 - $10.50 -
Non-Resident Fee Options:
Maintain $ difference $12.00 20% $12.50 19%
Maintain ~% difference $12.25 25% $12.75 21%
Moderate Increase $13.00 30% $13.50 29%
The corresponding 10-visit punch pass, monthly pass and annual pass would be increased
in price consistent with the methodology selected by the PRAB, with an updated entry
fee chart to be provided at the May PRAB meeting.
Data, Input and Analysis
BPR currently charges a fee premium of 22% for non-residents, which equates to an adult
daily drop-in fee of $11.00 ($2.00 higher than the resident rate). Other public agencies
have a fee premium ranging from no fee premium to a $3.75 per visit difference.
Louisville is the only public agency that currently has a higher adult non-resident fee than
Boulder at $11.25 per visit.
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Chart 3: Drop-In Price (Adult Non-Resident)
Boulder’s current non-resident fee premium is 22% while other agencies range from 0%
(Fort Collins) to 55% (Broomfield), with a 31% non-resident fee premium being average.
These agencies all have lower resident fees to start with, so the difference in actual
dollars is comparable to Boulder at $2.00, but it represents a larger proportion of their
base resident fee (see Chart 4).
Chart 4: Non-Resident Fee Premium Percentage
Throughout the BPR’s system in 2021, non-residents represented 24% of daily entrances,
16% of punch passes, 18% of monthly memberships, 15% of annual memberships, and
53% of summer memberships. Most of the non-resident usage is for the seasonal facilities
at Boulder Reservoir and Scott Carpenter Pool. Even after BPR implemented a $15.00
non-resident daily entry to discourage out of area travel between June and October 2020
and to address financial challenges, non-residents still participated in the same levels as
0%
10%
20%
30%
40%
50%
60%
Broomfield,
CO
Louisville, CO South
Suburban
PRD, CO
Foothills PRD,
CO
Westminster,
CO
BPR Current Erie, CO Fort Collins,
CO
Non-Resident Fee Premium Percentage
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they had prior to the pandemic, accounting for approximately 25% of all entries,
indicating a willingness to pay higher entrance fees for these facilities.
Equity analysis: Affordability becomes a question with any fee increases. The largest
equity concern in this situation would be non-residents who do not qualify for financial
aid since they are non-residents. Any price increase could adversely affect those who do
not live or work in Boulder and have price sensitivity.
Staff Recommendation
Staff recommends implementing Option 2 a moderate fee premium increase for non-
residents to approximately 30%. Staff believes this is consistent with the PRAB’s
previous intent, offsets the lower tax support provided by non-residents, and aligns with
demonstrated willingness to pay.
Financial Analysis: By raising the non-resident premium to approximately 30% above the
resident rate, BPR can expect to close approximately $50,000 to $100,000 of the funding
gap through additional revenue generation.
Seasonal Facility Access Fees
Explanation
At the March 28, 2022, PRAB meeting, some PRAB members raised the question of
higher facility access fees for the seasonal facilities of the Boulder Reservoir South Shore
and the Scott Carpenter Pool. In 2020, PRAB supported an option to align seasonal
facility entry fees for Scott Carpenter Pool, Spruce Pool and Boulder Reservoir with the
fees charged for the Recreation Centers to simplify pricing for customers and based upon
customer input. Any change from the consistent fees across the three recreation centers,
two outdoor pools and Boulder Reservoir would be a change from that direction.
Throughout the course of the pandemic, and the reopening of these facilities, BPR has
observed elevated visitation at these two facilities, likely because these provide valued
outdoor recreation opportunities, and have been newly upgraded with a variety of
amenities creating an increased regional appeal.
Options
The options to address the PRAB’s input on seasonal facility access fees could include:
1. Option 1: No change to fee structure beyond the adult drop-in fee and non-
resident fee premium.
2. Option 2: Fee premium: All drop-in fees would be set at non-resident rates at
the Reservoir and Scott Carpenter Pool. To simplify administration of a fee
premium, daily drop-in fees would be increased to the respective non-resident rate
for the corresponding age group. All punch passes and memberships, resident or
otherwise, would continue to be accepted. This would minimize staff’s time
verifying residency for drop-in visits with high volume facilities.
3. Option 3: Surcharge of a set dollar amount or percentage to access these
facilities during peak operational hours. Staff could implement a surcharge for all
users of these facilities at key times, regardless of residency or method of entry
(daily drop-ins and memberships).
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Each of these options could be always implemented, or just used during peak visitation
days such as holidays and weekends.
Data, Input and Analysis
In 2021, the Boulder Reservoir and Scott Carpenter Pool had approximately 145,000
visits. Of those visits, 53% accessed the facilities using annual, monthly, summer, 6
month and punch passes, while 47% paid for the daily drop-in fee. Of the passholders,
approximately 83% were resident and 17% were non-resident, compared to the daily
drop-in users who are 74% resident and 26% non-resident.
Staff has shared that verifying residency for drop-in patrons is time intensive and
somewhat difficult as sometimes they are only relying on verbal information. With the
purchase of any punch pass, monthly or annual pass, staff verify residency through their
address which is more accurate than the verbal response received at the entry point.
Patrons benefit from the ease of scanning a pass as it provides quicker entry into the
facilities. Since the customer creates an account with a pass purchase, this allows for
easier renewals, ease of registration for different activities, and the opportunity to receive
ongoing marketing and communication from BPR.
The labor costs for these seasonal facilities have increased 27% per hour over the past 3
years, which is significantly higher than the rest of the recreation facility system which
has seen expenses increase by 22%. This is mainly tied to the high number of lifeguards
required to operate these facilities which have a certification requirement and are
experiencing labor shortages nationwide and in Boulder.
As pointed out previously, BPR implemented a $15.00 non-resident daily entry between
June and October 2020 to discourage out of area travel and to address financial
sustainability challenges. Throughout this time, the non-residents participated in the
same levels as they had prior to the pandemic, accounting for approximately 25% of all
entries, indicating a willingness to pay.
Equity analysis: Residents who qualify for financial aid to receive passes would still be
able to use their passes at these locations, ensuring community members who can’t afford
to pay would not be negatively impacted by any adjustment. There has been general
communication about price sensitivity at the Boulder Reservoir for some customers at the
existing price point, potentially making this facility more exclusive to those who pay the
access fee.
Staff Recommendation
Staff recommends Option 2, a fee premium to access these facilities paid by daily drop-
in users. Punch, monthly, and annual passes would see prices updated as outlined above,
but no change to access and would receive streamlined service at these two facilities.
Individuals who are purchasing daily drop-in fees would therefore be charged a higher
premium to access those facilities and would hopefully encourage others to sign up for
memberships that do not charge a fee premium. If the PRAB would prefer a fee premium
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for all users, this could be implemented through Option 3, a surcharge for all individuals
accessing these facilities regardless of membership.
With either approach, PRAB or staff could choose to implement these fee premiums at
set times and/or days when there are concerns about overall capacity. The best practice
for public agencies is that fee premiums are implemented at peak times to help regulate
capacity and demand. Historically, this would mean a fee premium be charged on
weekends and holidays. If the PRAB desires, fee premiums could be in place throughout
the operating season.
Financial Analysis: With this recommendation, BPR can expect to close approximately
$50,000 to $150,000 of the funding gap through additional revenue generation.
Other Recommendations
Explanation
Staff will continue to explore other funding mechanisms to help close the funding gap in
the RAF. As the 2023 budget is developed, staff will explore General Fund subsidy levels
to fund age-based discounts, financial aid, and community benefit programming.
Additionally, BPR will look at long-term funding support from the Health Equity Fund to
continue to fund Recquity programming that provides financial aid to 14% of users. Both
conversations will focus on the statistically valid data gathered as part of the 2022 Master
Plan Update that identify the community’s desire for tax dollars to go to support youth
and seniors and people with low incomes and disabilities as well as input that indicates
the importance of serving these demographics.
Later this fall, staff will return to the PRAB with recommendations for additional 2023
fee updates. BPR has approximately 4,000 variable facility charges that need to be
updated and aligned with current market rates and the increased cost of doing business.
These items include charges at various facilities such as room rentals, shelter rentals, and
fees specific to services such as athletic field preparation.
Finally, BPR will also explore continued opportunities to fund access and mobility
through options such as a discount for alternative transportation, a vehicle surcharge, or
time-based parking. Due to staff capacity and a lack of an enforcement mechanism, this
will be delayed until there is a more comprehensive approach to explore across the BPR
system.
Summary of Recommendations
Explanation
The following is the quick summary of recommendations from staff to move forward
with:
1. Maintain current 2022 planned hours of operation of approximately 240 hours per
week across the three recreation centers. Staff will continue to monitor hours and
would return to the PRAB if an increase or decrease in hours is warranted based
on usage meeting the financial threshold or additional recreation subsidy.
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2. Implement a 2023 fee increase of $1.00 for adult residents daily drop-in fee of
approximately 11%. Maintain a subsidy for seniors of approximately 25% ($7.50)
and subsidy for youth of approximately 40% ($6.00).
3. Increase the fee premium on non-residents from 22% to approximately 30%.
4. Consider the implementation of a seasonal facility access fee for Scott Carpenter
Pool and Boulder Reservoir South Shore with PRAB input on whether this should
be for weekends and holidays or the entire operating season.
5. Maintain existing subsidy for youth and seniors and financial aid as General Fund
subsidy and Health Equity Fund allow.
Questions for the PRAB:
1. Does the PRAB have any questions on the proposed options to close the funding
gap between revenues and expenses in the RAF?
2. Does the PRAB seek any additional information or data to help inform your
decision making on the different options?
3. Does the PRAB wish for BPR to explore any other options to close the funding
gap between revenues and expenses?
4. Does the PRAB support the proposed recommendations to the 5 topics listed in
the summary of recommendations above?
Next Steps
The PRAB’s discussion and guidance will inform the staff as they build the department’s
budget and revenue assumptions used for facility access fees. In May, the department will
return to the PRAB with a 95% complete operating budget that includes revenues and
expenses for the entire department.
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C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: April 25, 2022
AGENDA TITLE: 2023-2028 Capital Improvement Program (CIP)
PRESENTERS:
Alison Rhodes, Director
Jackson Hite, Parks & Recreation Sr. Manager – Business Services
Regina Elsner, Interim Senior Manager, Planning, Design and Ecological Services
EXECUTIVE SUMMARY
The Parks and Recreation Advisory Board (PRAB)’s input is essential throughout the
capital budget process, as PRAB’s role is to provide a formal recommendation of the
Capital Improvement Program (CIP), including the appropriation of the Permanent Parks
and Recreation Fund. All capital projects are included for information, regardless of
funding source, to ensure the PRAB understands the department’s comprehensive capital
investment plan.
The March CIP “First Touch” memo included a variety of information related to the
background, process, methodology and guiding principles associated with the annual CIP
development and specifically PRAB’s role in reviewing and approving the CIP. The
memo also outlined the current year’s approved CIP projects that are in progress.
The purpose of this agenda item is the “Second Touch” to provide a formal discussion
item for the Parks and Recreation Department (department) to communicate the proposed
2023-2028 CIP projects and consider questions and feedback from the PRAB to inform
the final projects that will be proposed in June for consideration for PRAB approval. This
memo outlines the project types, funding amounts and current funding status to achieve
the goals of the CIP. At this time, the Parks and Recreation Advisory Board (PRAB) will
have an opportunity to ask questions and provide comments on the draft CIP.
As with previous years, Boulder Parks and Recreation (BPR) continues to be in a
transitional year related to capital planning and long-term investments. First, staff are still
understanding the impacts of the pandemic on various funds and the projections for the
recovery. BPR also is waiting for 2023 and beyond revenue projections from Central
Finance, who is responsible for forecasting sales tax and property tax revenue trends that
inform the .25ST Fund and Permanent Parks and Recreation Fund – the current proposed
2023-2028 CIP is based upon dated revenue projections and revisions will influence
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available funding. In addition, staff are finalizing the 2022 Master Plan that will guide
and inform the funding priorities into the future.
IMPACTS
Fiscal: $7.4 million recommended for 2023 with the 2023-2028 CIP projecting a total
investment of $38M throughout the six-year program in ongoing funds and an additional
$21.8M in CCRS funding. This equates to average annual CIP funding of $6.3M in BPR
dedicated funds and rises to $9.9M in funding including funding from CCRS. These
numbers account for the total uses of funds projected across the 2023-2028 CIP in the .25
Cent Sales Tax Fund, Permanent Parks and Recreation Fund, Lottery Fund, General
Capital Fund, Capital Development Fund, Boulder Junction Capital Development Fund
and Community Culture, Resilience and Safety Tax Fund.
PUBLIC FEEDBACK
Since City Council acceptance of the Parks and Recreation Master Plan in 2014, the
department has completed considerable public involvement to complete multiple plans
and studies outlining capital needs. These needs have directly informed the department’s
CIP and continue to be discussed with the community as projects are developed.
Additionally, a formal public hearing for the CIP is scheduled for May 23, 2022, or June
27, 2022. At that time, the public will have the opportunity to comment on the proposed
CIP and any specific projects before final approval. The public will also have an
opportunity to comment during the Planning Board’s CIP review in August and during
future public hearings with City Council’s discussions and review of the 2023
recommended budget.
BACKGROUND
Capital Projects: As outlined in the March 28, 2022 memo, CIP projects are defined as
any major project with a cost greater than $50,000 for purchase or construction, or major
replacement of physical assets. Once approved for funding, CIP projects are potentially
subject to a public planning and review process or Community and Environmental
Assessment Process (CEAP) review that evaluates consistency with applicable policies
and any potential impacts to a variety of review criteria. This process includes review
and approval by PRAB. The March memo outlined all the CIP project categories as well
as the list of current 2022 projects.
Capital Funding: Also outlined in the March memo, the department’s CIP is funded
primarily from the Permanent Parks and Recreation Fund, .25 Cent Sales Tax Fund and
Lottery Fund. Additional sources of funding that have limitations on the type of capital
investment that funding can be spent on and are not managed exclusively by the
department include the Capital Development Fund, Boulder Junction Improvement Fund
and Community, Culture, Resilience and Safety Tax Fund.
The Permanent Parks and Recreation Fund (Perm Parks Fund) is funded specifically from
property and development excise taxes. By city charter, this fund is dedicated to the
purposes of acquiring land and renovating or improving existing park and recreation
assets. It may not be used to fund daily operations or routine maintenance. Due to
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increasing assessed property values, the outlook on this fund is currently positive (while
still sensitive to economic conditions).
Operating and Maintenance Impacts: The department prioritizes capital projects based
upon maintaining existing assets and decreasing the maintenance backlog of the
department’s portfolio of parks and facilities. Therefore, most projects included in the
department’s CIP will not have an impact on maintenance costs due to replacement of
aging infrastructure and efficiencies associated with new and improved facilities and
systems. As the department fulfills commitments relative to long-term planning needs
such as the future phases of Valmont City Park, Boulder Junction Park or Violet
Neighborhood Park in the future, the department will need to carefully design
enhancements in sensitivity to the department’s O&M funding and not overburden funds
with maintenance of these new facilities without additional ongoing operational funding.
Equitable Distribution: In planning and developing the CIP, the department strives to
provide equitable distribution of improvements throughout the city, both geographically
and socio-economically. In planning projects and identifying needs, the department
reviews all asset management information to prioritize the critical deficiencies and
engages staff as well as the PRAB to understand the capital priorities that exist
throughout the community. The planned six-year CIP includes a variety of projects
throughout Boulder’s many subcommunities and even emphasizes development of assets
within areas not currently serviced as park amenities, with the development of new parks
and further development of Valmont City Park.
ANALYSIS
The current budget, and the department’s planning, reflect updated information from
sales tax and property tax projections, and focuses on the “fiscally constrained” items that
are necessary to maintain the BPR system. The department has added additional funding
to the out years of the proposed CIP based on improved revenue projections but is also
accounting for increased costs due to cost escalation and inflationary measures. BPR
continues to invest in “Taking Care of What We Have”, by investing in the renovation
and refurbishment of smaller features in the parks system including fields, courts,
irrigation, access, and mobility.
City guidelines regarding capital improvement prioritize the maintenance of current
assets over the development of new facilities, and through the 2022 Master Planning
process, the community has indicated strong support for this concept. The department
must focus on maintaining and improving all existing and deteriorating assets.
Simultaneously, the department must respond to the community’s shifting values related
to new facilities by providing adequate facilities to meet those needs and by making them
accessible to the entire community.
In a fiscally constrained environment, BPR is committed to:
•Evaluating service levels to identify opportunities for efficiencies and/or targeted
service reductions based upon resilience categories.
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•Working collaboratively with Facilities Department to prioritize funding for deferred,
major, and ongoing facility maintenance.
•Deferring low priority improvements and new capital projects that cannot be
sustainably maintained by the operation.
•Completing projects to achieve energy and operational efficiencies at recreation
facilities and in park infrastructure.
•Developing long-term partnerships and non-traditional funding sources to support
desired new facilities and enhancements to existing facilities.
In alignment with the master plan and Capital Investment Strategy, (Attachment A –
Capital Investment Strategy) and considering the fiscally constrained scenario, the
department’s CIP is primarily focused on “Taking Care of What We Have” and
prioritizes most of the funding within the capital maintenance category.
Staff will work with the citywide Budget office to ensure the funds and department’s
budget can support all the proposed operating costs along with the proposed CIP, while
maintaining a healthy budget. As staff conducts further analysis with the revenues and
operating budget, there will be minor adjustments to the CIP. While the CIP covers a 6-
year period, each year staff will return to update the CIP with planned budget requests
and appropriations for the next year and can make adjustments as needed to ensure a
health fund balance and reserves.
2023-2028 CIP Development
The department’s draft 2023 capital projects and projected future year projects are
outlined in (Attachment B – 2023-2028 Draft CIP). In the six-year plan, the department
continues to focus primarily on taking care of existing assets that provide core services to
the community, while partnering as possible to leverage capital funding, to achieve
master plan goals including:
•Community Health and Wellness: Parks and facilities are being improved with
capital maintenance and enhancements to the three recreation centers and many
outdoor facilities such as courts, playgrounds, and ballfields. The amenities are
critical to the department’s core services and investments are outlined in recent
plans and studies.
•Taking Care of Existing Facilities: Implementation of the Asset Management
Software, improvements to Boulder Reservoir South Shore along with smaller
renovation and refurbishment projects across the system will extend the useful life
of priority facilities and improve the condition of many assets. With the approval
of the CCRS extension, BPR will leverage existing funding with CCRS funding
to complete an enhancement of East Boulder Community Center.
•Building Community Relationships: The department continues to address the
Emerald Ash Borer epidemic in Boulder and maintain and increase the tree
canopy. With help from the Tree Trust, developed by the PLAY Boulder
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Foundation, staff are making progress in fighting the pest and planting
replacement trees through capital funding. With the approval of the CCRS
extension, BPR will reinvest in community facilities that foster relationships
including the Boulder Creek Corridor Improvements, Civic Area Phase II, and
Pearl Street Mall refresh.
•Youth Activity and Engagement: Many youth facilities such as sports fields and
play areas will be enhanced and renovated through the 2023 projects that will
continue to allow the department to focus on youth and provide opportunities for
children in the community.
•CCRS Named Projects: In November 2021, voters approved the continuation of
the Community Culture and Safety Tax which was renamed the Community,
Culture, Resilience and Safety Tax. This tax was initially approved in 2014,
extended in 2017 and with the extension in 2021, there will be consistent funding
for the next 15 years. Previous funding has allowed BPR to complete the Civic
Park Redevelopment and the recent Scott Carpenter Pool Renovation. BPR had
four named projects with the 2021 CCRS that included the Boulder Creek
Corridor Improvements, Pearl Street Mall Refresh, East Boulder Community
Center Refresh and Civic Area Phase II.
Projects identified for 2023 include:
Athletic Fields
Capital
Enhancements
Based on key recommendations of the Athletic Field Study,
this program will allow implementation of field repairs and
enhancements including turf, field renovations and
expansion to accommodate additional capacity for sports
uses. Average cost for a complete renovation of an
irrigation system is $100K and which is necessary to ensure
preventative maintenance of the systems. System failures
can lead to field closures and loss of revenue from field use.
2023’s funding will support the replacement of the
irrigation systems at Stazio Ballfields.
$250,000
Parks and
Recreation
Strategic
Planning
Initiatives
As illustrated in the Boulder Parks and Recreation Master
Plan, the department must consistently review services to
ensure alignment with the community expectations, best
practices in the industry and strategic focus. This is
achieved through ongoing planning, funded through the
CIP. In 2023, this funding is tentatively allocated for a
General Maintenance and Management Plan Update / Ops
Maintenance Facility Assessment in coordination with the
Facilities and Fleet Department as they look at
consolidation of city services at an Eastern Hub.
$100,000
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Boulder
Reservoir South
Shore Capital
Enhancements
Continuing to implement the 2012 Boulder Reservoir
Master Plan and recent South Shore Capital Strategy, this
project will provide key improvements to the South Shore
recreation area and various visitor amenities to serve the
region. Funding is planned through 2026 to address
deficiencies outlined in the recently approved Concept Plan
and Capital Strategy. Projects include a variety of amenities
including but not limited to signage, dock repairs, trail
connections, pavilions, facility maintenance, road repair,
landscaping, and parking lot repair.
$1,300,000
Columbia
Cemetery
Capital
Maintenance
The cemetery is a designated landmark and requires
ongoing maintenance to meet the preservation requirements
associated with all the infrastructure ranging from
headstones, markers, ornamental fencing, and grounds
maintenance. This project will provide necessary funding
to complete projects as well as local match for leveraging
state grant funds.
$32,000
Urban Forest
Management
This project provides annual funding to continue the EAB
response by allowing critical safety measures of removing
identified trees throughout the city and replacing with new
tree species to slow the spread of the pest and ensure safety
of the public as well as expanded urban forest management
practices. This project also provides treatment of trees
designated for preservation and associated infrastructure
improvements such as irrigation to ensure sustainability of
the new trees.
$500,000
Neighborhood
and Community
Park Capital
Maintenance
This project provides funding for asset maintenance
throughout the system as well as a complete renovation of
one neighborhood park annually to meet the goals outlined
within the BPR Master Plan and Capital Investment
Strategy. The renovations typically include playground
replacement, irrigation renovation, forestry maintenance,
ADA compliance and shelter repairs. In 2023, the main
project will be the Martin Park playground, restroom
and shelter.
$900,000
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Capital
Infrastructure
Enhancements
and Partnership
Opportunities
This project will provide capital funding to implement
enhancements at parks and facilities throughout the system.
In 2023, funding is provided to finalize the design and
construction of the undeveloped portions of Violet Park.
This park development has been a priority for several years
to extend the service areas of parks to adjacent
neighborhoods and is planned for 2023 to align with
greenways improvements and construction of the North
Boulder Library.
$1,250,000
East Mapleton
Ballfield
Enhancements
The area has increased housing, resulting in more demand
for neighborhood park and recreation amenities such as
playgrounds, dog parks, open lawn areas and other multi-
use amenities. The original Boulder Junction area plan
indicated a goal of providing park and recreation amenities
to this new residential area as development occurs. This
project will result in the addition of new amenities at the
existing East Mapleton Ballfield site that is near Boulder
Junction, connected by the underpass along Goose Creek. A
community planning project will be completed to determine
the final design and priorities for construction. Any
reduction in ballfields will be replaced at other sports
complexes as indicated in the department's 2015 Athletic
Field Study.
$250,000
Valmont Bike
Park
Maintenance
Valmont Bike Park opened 11 years ago, and many of the
wood features need to be replaced based on the age and
criticality of these features.
$ 200,000
Reservoir Access
Road Repair
The existing Reservoir Access Road needs significant
investment to ensure it continues to serve the needs of the
Reservoir’s South Shore and provides critical access for
utilities to access the dam and local Fire agencies’ access to
the Fire Training Center. (This item is not fully funding and
pending city-wide coordination)
$1,250,000
R&R Fields As part of the 2022 Master Plan, BPR has recognized the
need to provide regular funding for the renovation and
refurbishment of different assets. Funding is being provided
to support the renovation and refurbishment of different
fields within the parks system. Annually, BPR will refurbish
fields based upon condition, prioritization, and equity
mapping.
$200,000
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R&R Access and
Mobility
As part of the 2022 Master Plan, BPR has recognized the
need to provide regular funding for the renovation and
refurbishment of different assets. Funding is being provided
to support the renovation and refurbishment of different
assets that promote accessibility and mobility in the park
system including sidewalks, multi-use paths, bike parking
and parking lots. Annually, BPR will allocate these funds
based upon condition, prioritization, and equity mapping.
$200,000
R&R Courts As part of the 2022 Master Plan, BPR has recognized the
need to provide regular funding for the renovation and
refurbishment of different assets. Funding is being provided
to support the renovation and refurbishment of different
courts that can include tennis, pickleball, volleyball and
horseshoe. Annually, BPR will allocate these funds based
upon condition, prioritization, and equity mapping.
$200,000
R&R Irrigation As part of the 2022 Master Plan, BPR has recognized the
need to provide regular funding for the renovation and
refurbishment of different assets. Funding is being provided
to support the renovation and refurbishment of irrigation
systems. While irrigation systems are underground, they are
important to ensuring BPR’s parks can stay watered and
support climate resiliency. Annually, BPR will study the
criticality and facility condition index (FCI) to determine
which areas to address and will coordinate with the equity
mapping.
$100,000
East Boulder
Community
Center – CCRS
Funding
In November 2021, voters approved the extension of the
Community Culture and Safety Tax as a rebranded
Community, Culture, Resilience and Safety Tax for 15
years. The renovation of the East Boulder Community
Center was included as a named project, with Facilities also
planning to upgrade the plumbing, mechanical and electrical
systems in the building. Funding is intended for design and
community outreach in 2023, with construction occurring in
2024.
$500,000
Unfunded Projects and Emerging Needs
In the long-term, additional funding will be needed to develop any new major facilities as
well as improve service standards for maintenance operations and to fund deferred
maintenance. Base funding in the budget supports the “fiscally constrained” items in the
Master Plan, while “Action” and “Vision” level would require additional supplemental
funding. The current master plan includes a list of priority items to complete based on
various funding levels and will be updated as the new plan is adopted later this year.
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Staff continues to evaluate deferred maintenance needs, including park sites and
recreation facility needs and have implemented an Asset Management Plan (AMP) to
assist in capital planning and day-to-day operations. The current maintenance and facility
improvements backlog, including major repairs and replacements, is significant. The
department anticipates that this backlog will continue until funding levels reach
appropriate levels to accommodate life-cycle management for the department’s assets. A
list of unfunded projects within the department can be viewed in (Attachment C – BPR
Unfunded Projects). This list will be comprehensively updated following the master
plan finalization based upon the research, community input and policy guidance from
PRAB and City Council.
Key Unfunded Projects Include:
•Boulder Reservoir South Shore enhancements to accommodate increased use and
visitation as well as basic amenities to support the regional destination as outlined in
the Boulder Reservoir Master Plan and currently evaluated through the Concept Plan
and Capital Strategy.
•The South Boulder Recreation Center is nearing the end of its expected life. BPR will
plan to retire the facility but does not have funding to replace the facility.
•Valmont Phase II includes a phased approach to complete the development of
Boulder’s only City Park. The 2015 Valmont City Park concept plan includes various
amenities based upon community input and to meet the parkland needs of nearby
residents.
•The Recreation Facility Strategic Plan projected a total of $4.5 million in deferred
maintenance and an additional $3 million over the next ten years in the three
recreation centers. This funding need will also be refined and updated following
completion of the 2022 Master Plan and Recreation Facilities Needs Assessment.
•Meeting energy compliance required by the Building Performance Ordinance.
•Increased capacity and additional facilities for youth and adult sports fields.
•Expansion and enhancement of recreation centers and aquatics facilities that
accommodate increased demand for lap swimming, fitness equipment and multi-use
classroom space that could be expanded.
•Enhancement of existing facilities to stand up increased use, such as conversation of
athletic fields to artificial turf and renovation of courts to more durable concrete
foundations.
•Climate-related enhancements to mitigate against climate change, such as
electrification of facilities and other infrastructure.
QUESTIONS FOR THE BOARD
1.Does the PRAB have questions about the variety of projects and initiatives
underway that will continue to inform the BPR capital planning?
2.Does the PRAB have questions regarding the selection and determination of
projects for the draft CIP project list?
3.Does the PRAB have any specific questions about any of the projects that should
be addressed prior to the action item next month?
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NEXT STEPS
Important milestones for the CIP process are included below but are subject to
refinement. The city’s finance staff are still actively working on the guidelines, schedule,
and process for the budget development for 2023 and beyond. More information on the
2023 budget process and projected revenues will be available to PRAB as a verbal update
at the April meeting and included with the May agenda packet. The anticipated schedule
is below:
PRAB -1st Touch CIP Discussion March
PRAB – 2nd touch CIP Discussion Item April
PRAB – 3rd touch CIP Approval (Action) May or June
CIP PB/Council Touches TBD
Planning Board Hearing August
Council Study Session September
Attachments:
A.Capital Investment Strategy
B.2023-2028 Draft CIP
C.BPR Unfunded Projects
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Capital Investment Strategy Map
February 2016
A B C D E
A B C D
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Legend
Major Capital
Investments
Park Assets
(over 20 years)
Nature Areas within
10 minute walk of
Parks (1/2 mile)
Bike and Ped Trails
Designated Bike Route
On Street Bike Lane
Paved Shoulder
Parks
Community Areas Maintained by Parks
Natural Lands
Schools
Open Space and Mountain Parks
County Open Space
Main Creeks
YSI /Housing Partner Sites
City Limit
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Map ID L O CA T IO N
1 Boulder Reser v oir
2 F latir ons G olf Cour se
3 V almont City P ar k
4 P ear l Str eet Mall
5 Civ ic Ar ea P ar k
6 Staz io Ath letic F ields
7 P leasant V iew F ileds
8 Satelitte Ath letic F ields
9 Map leton Sp or ts P ar k
10 Tom W atson P ar k
11 Sc ott Car p enter P ool
12 Sp r uc e P ool
13 Nor th Boulder Rec Center
14 South Boulder Rec Center
15 East Boulder Rec Center
16 Coot L ak e
17 Columb ia Cemeter y
18 Andr ew s Ar b or etum
19 Har b ec k House
20 Haw th or n Com G ar dens
21 Haer ting Sc ulp tur e G ar den
22 Hic k or y Community G ar den
23 Ar ea I I I
24 V iolet P ar k
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25 Boulder J unc tion P ar k
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BPR CAPITAL INVESTMENT STRATEGIC PLAN 2016-2026
Prepared by the Capital Investment Team
March 2016
Capital Investment Strategy
Boulder P&R 100+ Years of Excellence
CIS Three Top Projects
Scott Carpenter Pool $8M
Boulder Reservoir $3M
Valmont City Park South $4M
In 2014 the City Council adopted the Boulder Parks and Recreation Master
Plan and guiding principles. This plan reected over two years of public
input as to the future of the urban park system. The master plan identied a
clear vision, mission and six core themes to implement the community
vision. In addition to the BPRD Master Plan the department has undertaken
a number of site plan studies that were identied in the master planning
process required to meet future park and recreation needs or address
current deciencies. These plans have been summarized in the Capital
Investment Strategic Plan.
The Capital Investment Strategy provides a
development framework plan with specic,
implementable urban park design and
development recommendations for the
enhancement of Boulder’s urban park system. The
strategy addresses the need to invest up to $40
million in existing assets as well as $24 million in
backlog or enhancements and the desire to invest
an additional $60 million in new facilities as
identied in the department’s Master Plan over the
next ten years.
This strategy includes three areas of focus that
builds on the vision and values set by the master
plan desired to be achieved over the next 10 years
through strategic investments in the CIP process.
The plan includes a long-term investment strategy
as well as an action-oriented implementation
strategy that includes both public and private
sector investment and partnership opportunities.
The project calls for a new 50-meter
10-lane pool would be built for $8 million
and an outdoor water park to the site for
$5.3 million.
The project calls for a new bathhouse and
administration building, upgrades to
south shore amenities and repairs to boat
house and maintenance building.
Phase one includes completion of disc
golf course, nature playground, picnic
area and shelters.
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The 1910 Plan for Boulder by
the Olmsted Brothers above
established parks and open
space as community priority.
The 2016 Capital Strategy Map
to the right builds on this 100
year legacy to invest capital in
close to home parks, greenways
and major attraction sites for
future generations.
The department has $75 million
to invest over the next 10 years
in capital projects. This includes
$8.9 million for the Civic Area,
$3.3 million for Boulder Junction
that is committed. In addition
the department is projecting an
addition of $50 million from
dedicated park funding and
approximately $3-5 million from
DET funding.
.
Attachment A
BPR Planning Process & Results
82
Asset Management Systems (AMS)
Financial Background
Major Facility CRV FCI 90% Standard 80% Standard Savings Backlog
EBRC $18,907,343 0.10 $3,079,892 $3,146,599 $66,707 $1,962,118
NBRC $21,337,047 0.06 $5,166,970 $5,428,246 $261,276 $1,377,900
SBRC $9,376,617 0.13 $1,642,329 $1,876,919 $234,590 $1,181,104
Res-Admin $1,500,000 0.31 $837,779 $1,062,297 $224,518 $471,729
Res-Boat House $800,000 0.14 $129,476 $135,551 $6,075 $109,738
Res-Maint $750,000 0.19 $258,080 $305,886 $47,806 $144,623
Totals $52,671,007 0.10 $11,114,526 $11,955,498 $840,972 $5,247,212
Dierence between maintaining facility at 90% over 80% condition saves
$840,972 and provides higher quality facilities with higher customer satisfaction.
Farnsworth 10-Year Investment Strategy
Current Replacement Value = $215 Million
Facility Condition Index = .11
Operation & Maintenance - 4% annually of CRV estimated at
$8.9 Million
Preventative Maintenance (PM) plus Regular & Recurring
Maintenance (RR) –2% per year of CRV estimated at $4.4 Million
Deferred Maintenance (DM) - items that have not been repaired
or replaced based on industry standards estimated at $24
Million.
Work Completed Next Steps
Mission Statement
BPRD will promote the health and well-being of the entire Boulder communi-
ty by collaboratively providing high-quality parks, facilities and programs.
Community Health & Wellness
Taking Care of What We Have
Financial Sustainability
Building Community
Youth Engagement
Organizational Readiness
Goals
In 2011 the community voted to extend the .25 Sales Tax that funded urban
park and recreation facilities and programs. This extension provides an
additional $2.2 million in funding available in 2016. In 2011 the community
also passed a 3-year bond that provided approximately $9 million in urban
park upgrades to existing facilities. In 2014 citizens approved ballot
proposition 2-A that included $8.7 million for the Civic Area improvements,
$5 million for Boulder Creek Path improvements and $1 for Chautauqua
Park improvements. The department’s 6-year Capital Investment Plan
(2017-2022 CIP) proposes a total of $40 million in investment in assets. In
addition Facility and Asset Management (FAM) proposes to invest $2.7
million in major recreation facilities repairs during the same time period.
This represents an annual investment in assets of approximately $7.1
million or $2 million more than outlined in the scally constrained budget
of the master plan. This level of investment will maintain existing facilities
as well as begin to make the level of investments in key aging facilities
required to maintain public service levels. It does not address the full action
or vision strategies desired by the community.
The facilities portfolio is typically the most valuable asset that public park and recreation organizations manage and often are
considered critical to the execution of the organization’s mission. Updating facilities management practices to reect sustainability
and asset management principles for these facilities requires the application of complex, interconnected, and comprehensive
facility management practices to the asset portfolio. This includes ;
1. Determining the total cost of ownership for the asset portfolio.
2. Developing systems and sta knowledge to support agency implementation of life cycle management.
3. Approval of a capital investment strategy for the agency that focuses on the organization’s mission and is nancially sustainable.
This eort will take time and resources; it will require the department to prioritize asset management initiatives as a primary
responsibility of our sta, park board, and community. This commitment to the asset management practices uses the simple
process below, combined with long range capital investment planning.
The department has already begun to address the rst three questions
above. It has inventoried all major assets department wide, calculated a
portfolio and established a baseline Facility Condition Index (FCI) from
which to measure the condition of our portfolio:
While the majority of Boulder Park and Recreation assets are
in good to excellent condition approximatively 10 percent
of existing assets have a poor or worse rating greater with
an FCI of .30 or greater. Many of these assets have not been
upgraded for a number of years with some aging
infrastructure over 60 years old. Investments in these aging
assets is a high priority of the department and includes
renovations of the Civic Area with 2-A funding that will be
constructed in 2016-2018. In addition the department has
prioritized Scott Carpenter Pool and the Boulder Reservoir
for complete renovations in the next few years. While these
improvements and enhancements will dramatically lower
our overall FCI there still remains a number of historic assets
in need of ongoing repair or replacement.
Taking Care of Aging Assets
One of the principles of asset management is establishing
benchmark standards for each asset to achieve community
desired conditions. The city has hired Farnsworth Ltd. to
evaluate current condition of major buldings including the
three recreation centers and to develop a 10-year
preventative maintenance work plan for each building. The
chart at the right illustrates the life cycle curve on building
maintenance to extend the overall life of a facility. The table
above illustrates the investment required over 10-years to
maintain facilities at 80 percent versus 90 percent condition.
By maintaining facilities at a higher standard the city can
increase customer satisfaction while spending less over
time.
Why Have High Standards?
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ATT B: BPR Draft 2023-2028 CIP 6-Year Plan
Projects Description/Comments
2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected
6 Year Total
(2022-2027)
Aquatics Facility Capital
Enhancements
Based on recommendations of the 2015 Boulder Aquatics Feasibility Plan, this project
provides implementation of priority indoor and outdoor pool enhancements for
Boulder's aquatics programs. In 2022, the East Boulder Community Center leisure
pool will be renovated based on community input to determine a new and improved
1,638,000$ 100,000$ 1,000,000$ 450,000$ 550,000$ 3,738,000$
Athletic Field Capital
Enhancements
Based on key recommendations of the Athletic Field Study, this program will allow
implementation of field repairs and enhancements including turf, field renovations and
expansion to accommodate additional capacity for sports uses. Average cost for a
complete renovation of an irrigation system is $100K and which is necessary to
250,000$ 100,000$ 100,000$ 450,000$
Natural Lands Management
The department's natural lands team manages over 1,000 acres of wildlife and
vegetation conservation areas to support the regions vulnerable ecosystems within
urban areas. Capital funding helps support planning and implementation of critical
conservation measures and management strategies on the properties.
50,000$ -$ 575,000$ 625,000$
Parks and Recreation
Strategic Planning
Initiatives
As illustrated in the Boulder Parks and Recreation Master Plan, the department must
consistently review the many programs, services, and facilities to ensure alignment
with the community expectations, best practices in the industry and strategic focus to
meet the many goals of the master plan. This is achieved through ongoing planning
150,000$ 100,000$ 120,000$ 120,000$ 60,000$ 50,000$ 50,000$ 650,000$
Boulder Reservoir South
Shore Capital
Enhancements
Continuing to implement the 2012 Boulder Reservoir Master Plan and recent South
Shore Capital Strategy, this project will provide key improvements to the South Shore
recreation area and various visitor amenities to serve the region. Funding is planned
through 2026 to address deficiencies outlined in the recently approved Concept Plan
1,300,000$ 355,000$ 721,500$ 100,000$ 500,000$ 500,000$ 3,476,500$
Columbia Cemetery Capital
Maintenance
The cemetery is a designated landmark and requires ongoing maintenance to meet
the preservation requirements associated with all the infrastructure ranging from
headstones, markers, ornamental fencing, and grounds maintenance. This project will
provide necessary funding to complete projects as well as local match for leveraging
40,000$ 32,000$ 32,000$ 32,000$ 32,000$ 32,000$ 32,000$ 232,000$
Urban Forest Management
This project provides annual funding to continue the EAB response by allowing critical
safety measures of removing identified trees throughout the city and replacing with
new tree species to slow the spread of the pest and ensure safety of the public as well
as expanded urban forest management practices. This project also provides
300,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 3,300,000$
Flatirons Golf Course
Capital Enhancements
The Flatirons Golf Course is the only public course in Boulder and provides a highly
desired recreation amenity while also contributing to funding sources through revenue
generation. The golf course has many planned enhancements to ensure playability
and provide necessary visitor amenities. This project will provide design and
700,000$ 250,000$ 250,000$ 1,200,000$
Neighborhood and
Community Park Capital
Maintenance
This project provides funding for asset maintenance throughout the system as well as
a complete renovation of one neighborhood park annually to meet the goals outlined
within the BPR Master Plan and Capital Investment Strategy. The renovations
typically include playground replacement, irrigation renovation, forestry maintenance,
900,000$ 900,000$ 1,000,000$ 1,000,000$ 1,100,000$ 1,100,000$ 1,200,000$ 7,200,000$
Capital Infrastructure
Enhancements and
Partnership Opportunities
This project will provide capital funding to implement enhancements at parks and
facilities throughout the system. In 2023, funding is provided to finalize the design and
construction of the undeveloped portions of Violet Park. This park development has
been a priority for several years to extend the service areas of parks to adjacent
100,000$ 1,250,000$ 500,000$ 1,850,000$
Recreation Facility Capital
Maintenance
Based on recommendations of the 2016 Facility Strategic Plan and upcoming
Recreation Needs Assessment, this program will provide annual capital funding for
implementation of key facility repairs and renovations at the city's three recreation
centers to ensure acceptable facility conditions and continue cost-effectively meeting
500,000$ 500,000$ 1,000,000$ 1,500,000$ 3,500,000$
East Mapleton Ballfield
Enhancements
The area has increased housing, resulting in more demand for neighborhood park and
recreation amenities such as playgrounds, dog parks, open lawn areas and other multi-
use amenities. The original Boulder Junction area plan indicated a goal of providing
park and recreation amenities to this new residential area as development occurs.
250,000$ 2,000,000$ 2,250,000$
Valmont Bike Park
Maintenance Valmont Bike Park opened 11 years ago, and many of the wood features need to be replaced
based on the age and criticality of these features.
200,000$ 200,000$
Valmont City Park Phase 2
Development
The Valmont CIty Park Concept plan was updated in 2015 through community
involvement and approval from the Parks and Recreation Advisory Board. This
project provides for the development of the next major phase identified for the park,
south of Valmont Road. Potential amenities to be built include adventure playground
240,000$ 3,000,000$ 250,000$ 3,490,000$
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Projects Description/Comments
2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected
6 Year Total
(2022-2027)
Flatirons Golf Course
Forestry Management
One of the many qualities that makes the Flatiorns Golf Course so desirable is the
many mature trees throughout the course. In fact, 10% of all the trees that are wihtin
our parks are at the golf course and many are large mature trees that are in need of
pruning and/or removal to ensure safety of the players. The median size of the trees
150,000$ 150,000$
Reservoir Access Road
The existing Reservoir Access Road needs significant investment to ensure it
continues to serve the needs of the Reservoir’s South Shore. Utilities need to access
the dam and Fire Department’s access to the Fire Training Center. General Fund
Capital money will be used to fund the maintenance of the access road from the gate
1,250,000$
R & R Fields
As part of the 2022 Master Plan, BPR has recognized the need to provide regular
funding for the renovation and refurbishment of different assets. Funding is being
provided to support the renovation and refurbishment of different fields within the
parks system. Annually, BPR will refurbish fields based upon condition, prioritization,
200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$
R&R Access& Mobility
As part of the 2022 Master Plan, BPR has recognized the need to provide regular
funding for the renovation and refurbishment of different assets. Funding is being
provided to support the renovation and refurbishment of different assets that promote
accessibility and mobility in the park system including sidewalks, multi-use paths, bike
400,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$
R&R Courts
As part of the 2022 Master Plan, BPR has recognized the need to provide regular
funding for the renovation and refurbishment of different assets. Funding is being
provided to support the renovation and refurbishment of different courts that can
include tennis, pickleball, volleyball and horseshoe. Annually, BPR will allocate these
200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$
R&R Irrigation
As part of the 2022 Master Plan, BPR has recognized the need to provide regular
funding for the renovation and refurbishment of different assets. Funding is being
provided to support the renovation and refurbishment of irrigation systems. While
irrigation systems are underground, they are important to ensuring BPR’s parks can
100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$
CCRS - EBCC Refresh
In November 2021, voters approved the extension of the Community Culture and
Safety Tax as a rebranded Community, Culture, Resilience and Safety Tax for 15
years. The renovation of the East Boulder Community Center was included as a
named project, with Facilities also planning to upgrade the plumbing, mechanical and
500,000$ 4,300,000$
CCRS - Boulder Creek
Improvements 450,000$ 2,250,000$ 2,250,000$
CCRS - Civic Area Phase II 500,000$ 7,500,000$
CCRS Pearl Street Mall
Refresh 500,000$ 3,500,000$
Total Budget 4,528,000$ 7,432,000$ 12,022,000$ 16,523,500$ 9,242,000$ 4,682,000$ 5,282,000$ 59,711,500$
85
PROJECT CAPITAL COST
O&M COST
(Annually)DESCRIPTION
Master
Plan
Funding
Plan
NOTES
Maintenance
Facility
Enhancements
$ 139,500 $ 2,790.00
The GMMP study has indicated that the lack of indoor storage for machinery and equipment is a
significant shortfall in the building designs and capacity on the golf course property. Given the
location of the buildings in a flood plain it is recommended to commission a complete
recommendation that will include facility(s) size recommendations, feasibility study and funds needed
to complete the structural additions or adjustments. The study shall further give cost construction
estimates and location feasibility information for the addition of a permanent shade structure located
adjacent to the current grill area and the feasibility and design for enhancements to the grill area
structure to increase seating capacity and access.
Fiscally
Constrained
Parking Lot
Renovation $ 500,000 $ 10,000.00
The golf course parking lot is in poor condition and needs repair. As the lot is currently not designed
to existing City standards, the repair of the lot should include redesigning the lot to include
appropriate size stalls, accessible spaces, drainage, landscape elements and walkways among other
required features. It is also recommended that the design of the lot include the consideration of
expanding the width of the practice range to the west. This work will try to be achieved wtih the
upcoming facility improvements in 2021.
Fiscally
Constrained
Included in new facility
devleopment
Golf Course
Irrigation Pond
Dredging
$ 225,000
The main irrigation pond located on hole #17 has lost approximately 40% of its original storage
capacity. In 2008 when the pumphouse was rebuilt it was recommended that the pond be dredged in
the near future as the amount of silting observed was projected to threaten the viability of the intake
and wet well systems. The original capacity was also observable during that project. Golf course
industry standards recommend the main irrigation ponds be dredged every 20 years. This pond has
not been dredged in at least 35 years. Water storage on hole #9, two ponds on the west side of the
hole would also be included in this project. $75K each pond.
Fiscally
Constrained
Various Course
Improvements $ 288,500 $ 5,770.00
An assessment has been completed on each hole of the course with recommended improvements
for playability and maintenance. The enhancements include cart path extensions, tree removals and
bridge repairs.
Fiscally
Constrained
Historic Roney
House Restoration $ 400,000 $ 8,000.00
Complete the restoration of the landmarked property south of Valmont Road per the recommedations
to come with the proposed preservation plan.Action
New Restroom at
Dog Park $ 300,000 $ 6,000.00 Design and develop a new, year-round restroom on the east side of the park near the dog park. Action
Disc Golf Site Plan $ 15,000
The Valmont Disc Golf course was built in 2013 as a temporary course until a more permanent
course will be built. Disc golf has increased in popularity and the Valmont course reflects that
increase. The course enjoys a strong volunteer presence and has a nice partnership with the Boulder
Disc Golf Club. The 2015 Valmont City Park Master Plan update called for 16.5 acres designated for
a new disc golf course. The area is designed to have mounds trees and other hazards for enhancing
the playing experience not currently offered at the temporary course. By funding the course design
portion, we can more accurately project total costs and can utilize the disc golf community and PLAY
Foundation to fundraise now towards aiding the City’s construction efforts.
Action
Maintenance
Facility
Enhancements
$ 15,000 $ 300.00 Enhancements to the current maintenance building to provide additioanl covered storage of
equipment, vehicels and materials.
Fiscally
Constrained
Skills Loop Shelter $ 40,000 $ 800.00
Design and construct a new shade shelter in the skills loop area of the park to serve children and
families.Action
New playground
near dog park and
skills loop
$ 250,000 $ 5,000.00 Design and construct a new childrens play area near the dog park on the east side of the park. Action
South park
development $ 45,000,000 $ 900,000.00 Implementation of the 2015 Concept Plan for the development of various amenities south of Valmont
Road.Vision
Maintenance
Building
Repair, Paint and
Elect.
$ 30,000 $ 600.00 Fiscally
Constrained
Picnic Shelters
add 2 $ 50,000 $ 1,000.00
Fiscally
Constrained
Covered Parking
for maint. vehicles $ 40,000 $ 800.00
Fiscally
Constrained
Primary Road
Asphalt
Repair and maint. $ 1,275,000 $ 25,500.00 Fiscally
Constrained
Secondary Road
Asphalt
Repair and maint.
$ 25,000 $ 500.00
Fiscally
Constrained
Unpaved Road
Grade to overflow lot $20,000 $ 400.00 Fiscally
Constrained
Paved Parking
Maint. and repair
existing
$ 50,000 $ 1,000.00
Fiscally
Constrained
Flatirons Golf Course
Valmont City Park
Boulder Reservoir
Roads, Parking and Trails
Structures and Facilities
Attachment C - BPR Unfunded Projects
86
Paved Parking
Porous asphalt for
new boat parking
$ 1,008,000 $ 20,160.00
There are critical repairs needed to the asphalt in the Coot trailer parking lot. This lot is at the top of
the priority list for repair of parking lots at the Boulder reservoir. The large cracks and the dip in the
lot where the new sewer line was installed pose safety hazards for thousands of patrons and risk of
damage to patron boats and trailers. The Coot parking lot is a highly used year round by boaters, as
well as special events. This lot is a highly sought after space for boat storage due to its close
proximity to the boat ramp and easy accessible spots for boat parking. In addition to yearly boat
storage this space is used as daily parking of vehicles and boat trailers by 60-100 patrons.
The coot lot is also the location of the bike transition area for the full Ironman. During this event the
lot is the location for 3000 bicycles and their athletes to transition from the swim to their bike.
Given the current condition of the lot an assessment would need to be done to determine the most
cost effective solution to address the current status of the lot.
Fiscally
Constrained
Unpaved Parking
Repair and maint.
exisiting
$ 25,000 $ 500.00
Fiscally
Constrained
Paved Walkway
and Plaza
at Central drop-off
$ 43,800 $ 876.00
Fiscally
Constrained
Soft Surface Trail 1
Regional trail $ 169,000 $ 3,380.00
Fiscally
Constrained
Soft Surface Trail 2
New connectintrails $ 29,000 $ 580.00
Fiscally
Constrained
Promenade
Walkway
concrete, asphalt or
soft‐surface at
shoreline
$ 180,000 $ 3,600.00
Fiscally
Constrained
Landscape
Improvements
Native revegetation
on west boundary
57,000$ $ 1,140.00
Fiscally
Constrained
Landscape
Improvements
Screen
Planting/groupred
trees
140,400$ $ 2,808.00
Fiscally
Constrained
Landscape
Improvements
Parking area trees
and srubs
184,950$ $ 3,699.00
Fiscally
Constrained
Picnic Tables
Replace existing 15,000$ $ 300.00
Fiscally
Constrained
Shaded Bench
Area 7,500$ $ 150.00 Fiscally
Constrained
Boat Storage
Racks
small craft
20,000$ $ 400.00
Currently the reservoir sells over 1000 Small watercraft permits per year. This number has steadily
increased over the past 3 years. The demand to store those watercraft on site has also increased.
Currently we have 8 spots that are specifically dedicated to smallcraft storage. Many patrons
purchase a shore mooring spot and build their own racks to store multiple craft in one spot. This
practice leads to a loss of revenue and an inconsistency in structures on site. The storage racks
would allow 6-10 craft per structure and could potentially generate 30K-50K in revenue per year.
The ability for more on site smallcraft storage address goal #4 in the Reservoir master plan to
implement strategies to reduce and manage the risks of ANS infestation by decreasing the number of
times a craft exits and reenters the park. This would also would decrease the amount of boat traffic
through the front gate area and the number of smallcraft inspections that need to be performed
Fiscally
Constrained
Signage for South
Shore
wayfinding, rules,
coutesy, interior
needs
160,000$ $ 3,200.00
Fiscally
Constrained
Signage for North
Shore
minimal additions
while north shore
plan is developed
5,000$ $ 100.00 Fiscally
Constrained
Water
Entertainment
System
$ 240,000 $ 4,800.00
Fiscally
Constrained
Irrigation
Upgrades to more
efficient systems and
support additional
trees, shrubs and
lanscaped areas.
Prepare for future
needs.
$ 50,000 $ 1,000.00
Fiscally
Constrained
Fuel Station
new shell $ 18,000 $ 360.00
Fiscally
Constrained
Rip Rap
overflow from 6‐mile $ 50,000 $ 1,000.00
Fiscally
Constrained
Ped Crossings
Paint, bump, mark at
10 locations
$ 27,000 $ 540.00
Fiscally
Constrained
Regional Trail
Access Gates 4,000$ $ 80.00
Fiscally
Constrained
Accessible Dock
new in 3 locations $ 225,000 $ 4,500.00
Fiscally
Constrained
Existing Docks
Repair and maint. $ 15,000 $ 300.00
Fiscally
Constrained
Boat Ramp
Rip rap 60,000$ $ 1,200.00
Fiscally
Constrained
Site Amenities
Infrastructure and Utilities
Security, Safety and Access
87
Boat Ramp
Repair and
replacement
50,000$ $ 1,000.00
Fiscally
Constrained
Boat Launching
Areas
Rip rap
63,000$ $ 1,260.00
Fiscally
Constrained
Maintenance Area
Compound Fence $ 15,000 $ 300.00
Fiscally
Constrained
West zone
Notification signage 2,500$ $ 50.00
Fiscally
Constrained
Erosion Control
along existing
Shoreline
20,000$ $ 400.00
Fiscally
Constrained
Goose Manure
Collector 8,000$ $ 160.00 Fiscally
Constrained
Prairie Dog Fence $ 10,000 $ 200.00
Fiscally
Constrained
Goose Beacons $ 15,000 $ 300.00
Fiscally
Constrained
Coot Lake
Restoration and
Enhancement
1,500,000$ $ 30,000.00
Plans for south & east shoreline stabilization (north shore is already in progress) at Coot Lake.
Wetland permitting would be needed even for floating islands to be installed. The banks are
experiencing erosion issues due to users accessing the lake wherever they want so fencing would be
installed to create designated access points. Trail repairs will be included over to 55th and to provide
better ADA access around the lake. Signage would be updated. Parking, amenities and facilities
would be updated as they are in a major state of disrepair and are potential liabilities. Work must be
coordinated with nesting birds and other wildlife in mind.
Fiscally
Constrained
ARA
Thunderbird Lake
Dredging 75,000$ $ 1,500.00
Given potential drought conditions and our commitment to keep the water at a certain level, this
project is a priority. The low lake levels, poor water quality and lack of water views and access would
finally be addressed by dredging the lake and installing a pier. Consultants and wetland permits
would be required. Educational signage that was not completed in the last round would be added to
address the value of urban natural lands, nature play, “Bee Friendly” areas, the history of Burke Park
and significance to local farming, the ecology of the current pond and wetlands as well as the
geological formations that are influencing water in the region.
Fiscally
Constrained
ARA
Boulder Reservoir
North Shore
Resource
Management
450,000$ $ 9,000.00
Implement recommendations such as wildlife and vegetation surveys, prescribed burns, erosion
control, habitat improvement, invasive removal/vegetative restoration, closures, etc.
Fiscally
Constrained
Community Park
Enhancements 11,600,000$ $ 232,000.00
Includes the design and development of enhancements to community parks including: Foothills
Community Park, Harlow Platts Community Park, and East Boulder Community Park. Each of these
Community Parks has planned future phases that include additional amenities and recreation areas
not including athletic fields:
Action
Boulder Civic Area
Phase 2
Development
8,000,000$ $ 160,000.00
This project would provide a key next step in the momentum of the Civic Area transformation by
implementing key amenities that support the guiding principles and vision of the Civic Area based on
a wealth of support from the community and City Council. This next phase of Civic Area
implementation would develop the community-supported, public market by renovating the existing
Atrium building at 13th and Canyon. To compliment this phase, the adjacent Central Park would be
renovated and improved to better support an active market, events and programs within the East
Bookend. Additionally, this phase would provide a public restroom, enhancements to 13th Street and
opportunities for a variety of public/private partnerships.
Action
Historic and
Cultural Facility
Improvements
2,758,000$ $ 55,160.00
The city's historic assets must be maintained appropriately to preserve them over time and for future
generations. Additionally, some assets are governed by various grants that require certain
maintenance efforts and upgrades to meet requirements of grant funding. Conservation and
preservation of important historical and cultural assets in the community that are managed by the
Parks and Recreation Department including the Columbia Cemetery, Chautauqua Park, Pottery Lab,
Harbeck House, Boulder Bandshell, Boyd Smelter Site, Roney House at Valmont Park and the
historic locomotive assets housed at the CO Railroad Museum.
Action
Rec Centers and
Indoor Pool
Renovations
8,640,000$ $ 172,800.00
The rec centers are foundational to the city's delivery of programs and services that enhance the
social capital including the health and wellness of the community. The centers serve a broad range
of residents with multi-generational facilities and inclusive to all income levels. This funding would
allow uninterrupted service to the community and enhance the centers to provide quality facilities and
equipment. This will address the existing backlog of maintenance items within the recreation centers
including pools while also providing key upgrades and enhancements to better serve the community
's focus on health and wellness. This would restore the facilities to "like-new" condition by allowing
BPR to catch up on maintenance and provide some new planned amenities to improve the facilities.
Action
Area III Concept
Planning 200,000$
Develop long-term plan for the development of the Area II park planning reserve to support the
department needs within the community.Vision
Sports Complexes
and Athletic Field
Improvements
5,240,000$ $ 104,800.00
Provision of ballfields continues to be a priority for the community and growth continues in sports
leagues and programs. This funding would allow the city to provide critical upgrades and new fields
to support the growing demand as evidenced in the Athletic Field Study. Address backlog of
maintenance needs to keep fields open and up to standards while also enhancing parking and other
amenities. Design and development of new or improved diamond and rectangular athletic fields at
existing Parks and Recreation facilities in support of various team sports leagues and multi-use
practice field needs.
Action
Natural Lands
General Parks and Recreation Needs
Water Quality and Environment
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3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
TO:Parks and Recreation Advisory Board
FROM: Alison Rhodes, Director of Parks and Recreation
Bryan Beary, Senior Manager, Community Building and Partnerships
Dennis Warrington, Senior Manager, Urban Parks Manager
Jackson Hite, Senior Manager, Business Services
Megann Lohman, Senior Manager, Recreation
Regina Elsner, Interim Senior Manager, Planning and Ecological Services
Stephanie Munro, Senior Manager, Regional Facilities
SUBJECT: Matters from the Department
DATE: April 25, 2022
A.Summer Service Level Update
Throughout the winter and spring, Boulder Parks and Recreation (BPR) has been focused on
hiring enough seasonal staff for peak summer operations in Recreation, Aquatics, and Park
Operations. Like many organizations, BPR continues to face challenges hiring enough qualified
staff to fill these positions.
These staffing and service level challenges are not financial challenges, but staff hiring
challenges. BPR is having difficulty hiring employees to fill these positions, regardless of the
wages we’re able to offer. The pandemic has led to lifeguard certifications lapsing, youth seeking
other types of positions, or prioritizing summer vacation to make up for lost time through
traveling or other pursuits.
Across the department, teammates are focused on recruiting enough workers to host as much fun
as possible, as safely as possible. Specifically for Aquatics, staff have worked to meet hiring
goals through establishment of “AquaForce” teams that are leading efforts around recruitment,
retention, and pool optimization.
Starting wages for lifeguards have been raised to $15.25/hour and have several benefitted, part-
time and full-time lifeguard positions with wages starting at $18.45/hour. In addition, the
department recently held two in-person job fairs and a virtual job fair and have made lifeguard
trainings free for those who agree to work for BPR.
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3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
BRP’s goal is to fill all open positions and have consistent operating hours at recreation facilities,
all services available at the Reservoir and Flatirons Golf Course, and park amenities fully
maintained. Despite the efforts mentioned here, staff acknowledge that all positions may not be
filled, and service levels may be reduced.
To ensure the department can clearly communicate to the community what services are available,
staff have created three “service level” scenarios to share what is available based upon staffing
levels. Three potential service levels are being planned: ideal, reduced, and constrained. Each
level has both a staffing threshold and what services/operation/programming that could be
offered. The ideal scenario is based upon the recovery planned for and funded when developing
the 2022 budget.
For example, in the reduced service level scenario, weeds would not be pulled as often; the city
would focus on gymnastics programming, but not host gymnastics birthday parties; and
operational hours would be reduced at all three recreation centers. Aquatics-specific service level
reductions would include not opening Spruce Pool and not offering outdoor pool lessons.
One thing that remains paramount is the safety of the community. From pool and Reservoir
lifeguards to playground inspectors to summer camp counselors, staff will always keep
community members safe as they enjoy BPR facilities and programs.
Staff will keep the community informed over the next several months as hiring continues and
decisions are made about parks and recreation operations based on staffing levels.
The PRAB is encouraged to refer any community contacts seeking summer jobs to view all open
positions at BPRjobs.org.
B.Historic Places Plan (HiPP): Schedule and Engagement
Background
The Parks and Recreation Department owns and manages twelve culturally relevant and
historically designated resources. The Historic Places Plan (HiPP) will serve as a guide for the
department in stewarding these resources to ensure their vibrant integrity and preservation within
the community.
The department received a matching grant of $190,000 from History Colorado, State Historic
Fund for the Historic Places Plan. The grant provides a majority of the financial resources
needed to develop a comprehensive plan for these 12 historic places. Visit the project page for
background and updates.
Plan Schedule
The project team last presented to the PRAB in September 2021. At that time, PRAB reviewed
the overall project phases, timeline and initial deliverables, which included the assessment and
inventory of existing conditions, as well as the historic context and resource evaluation. Since
September, the project team has been working with staff and stakeholders to develop treatment
recommendations for each resource – treatment recommendations are simply recommended asset
management approaches for historic assets. Those will be finalized in June, along with a draft of
the management report.
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3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
The PRAB will be reviewing the treatment recommendation and draft management report in
July, prior to development of the full Historic Places Plan. The project team anticipates
presenting the draft HiPP to the PRAB in September orOctober for discussion, with approval of
the final plan in November. The time between these two meetings is intended to ensure that both
the state’s and PRAB’s comments are incorporated into the final plan.
Engagement
Throughout the HiPP planning process, the department continues to engage with citywide staff,
community members, stakeholders, PRAB, and the Landmarks Board (LB) to gather their input
on the plan’s direction and focus. The HiPP community engagement was kicked off with the
BPR Master Plan at an in-person public meeting in June of 2021. Since then, several internal
staff and stakeholder meetings have been held to collaborate on the technical information and
physical needs of the properties. Due to the technical nature of the plan, the community will
continue to be involved at an inform and consult level. For more information on the Citywide
community engagement approach, please visit the Boulder’s Community Engagement page.
Upcoming engagement for the HiPP includes a self-guided scavenger hunt in May 2022 to help
inform community members about the historic places and the upcoming plan.
Community members will have access to a self-guided tour with the option to participate in a
scavenger hunt for entry into a drawing for some fun prizes. The scavenger hunt in development
is focused on active family participation via bicycle or on foot with 3 connecting loops for lots of
options. The scavenger hunt will be available online or participants can pick up paper copies
available at each recreation center May 9-23. The self-guided tour will remain online for
continued use after the scavenger hunt is complete. More information will be posted on the
project web page and available at the recreation centers.
Equity Considerations
•Paper copies will be provided and can be dropped off at recreation centers for those
that do not have smart phones.
•The scavenger hunt is geared towards elementary school children and will use
language at about a 3rd grade level. This will make it accessible to multi-lingual
families and those with limited English proficiency.
The past two years have been challenging for the Boulder community. This outreach method is
intended to be a fun, interactive way to inform the community about the historic places that
Parks and Recreation owns and manages. It allows BPR to share information while increasing
the ability to reach out to community members interested in providing feedback. Community
feedback, research, and policy guidance will be integrated into the draft plan.
In addition, staff is working with historic preservation partners to support their efforts and
increase awareness of historic and cultural places in our community. There is a potential for an
in-person tour associated with a lecture. Staff will follow up with more information as it becomes
available.
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3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
TO: Parks and Recreation Advisory Board
SUBJECT: Matters from the Board
DATE: April 25, 2022
A.Annual Board Email Response Check-in
The intent of this item is for PRAB to discuss if they would like to take a strategic approach to
responding to emails from community members. For the past two years PRAB members have
divided email responsibilities (see attachment A). PRAB may choose to update the assignments
previously identified or discuss another approach to email responses.
B.PRAB May 11 Study Session: Budget Strategy
The Agenda for the PRAB meeting on May 23, 2022 originally included both a Master Plan
discussion and the final discussion on developing the 2023 budget. Since both are lengthy
discussions, staff suggested a 90 minute Study Session to discuss the 2023 Budg et Strategy.
PRAB was polled for availability and choose to schedule this study session for 6:00 p.m.
Wednesday, May 11, 2022. This meeting will be held virtually.
C.PRAB Community Engagement Updates (verbal)
92
Parks and Recreation Advisory Board
PRAB Retreat Meeting
November 15, 2021
Agenda Item I.B. PRAB Roles and Goals for the Coming Year – Service Area Assignments
PRAB’s Resident Response Plan
Version: April 2021
At the 2020 Annual Retreat, the PRAB created a Resident Response Plan (RRP) to simplify the
process for responding to resident emails and to ensure that resident’s questions and concerns are
being adequately addressed.
These five categories represent BPR department divisions. PRAB member(s) have been assigned
to each category and will be responsible for resident responses related to those topics. Category
assignments can be reevaluated annually in April as part of the PRAB’s onboarding and
offboarding procedures.
Planning and Ecological Services (Natural Lands, Forestry, Environmental Issues,
Wildlife): Mary Scott
Park Operations (Parks, Sports Fields, Pearl Street Mall, Civic Center): Jason Unger
Regional Facilities (Reservoir, Valmont, Golf): Alli Fronzaglia
Recreation (Rec Centers, Programming, Pools): Charles Brock, Mary Scott as backup
Community Building, Community Engagement, Events, and Volunteerism: Pamela Yugar
Staff support: Charlotte O’Donnell (Charlotte can pull in additional staff as needed)
Additional PRAB support: Raj Seymour, Tara Winer
Attachment A - 2021 Email Response Plan
93
Parks and Recreation Advisory Board
PRAB Retreat Meeting
November 15, 2021
Agenda Item I.B. PRAB Roles and Goals for the Coming Year – Service Area Assignments
Emails sent to PRAB@bouldercolorado.gov generate this automated response: “Thank you for
emailing the Parks and Recreation Advisory Board. All seven members of the Parks and
Recreation Advisory Board have received your message, and you might hear from one of them
individually. All emails sent toPRAB@bouldercolorado.gov are public record.”
When responding to resident emails:
•Keep in mind that you are responding as an individual member of PRAB. Your response
does not represent the entire PRAB.
•As a member of PRAB, you are still welcome to respond to any resident emails,
including those that fall into other categories.
•Please CC Charlotte O’Donnell on all resident responses.
Attachment A - 2021 Email Response Plan
94