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05.23.22 PRAB Packet CORRECTEDPARKS & RECREATION ADVISORY BOARD Virtual Meeting 6:00 p.m., May 23, 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) II͘ FUTURE BOARD ITEMS AND TOURS (2 minutes) III͘ 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.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. X͘ NEXT BOARD MEETING: Joint Study Session June 23; Regular PRAB meeting June 27 XI.ADJOURN sII. ITEMS FOR DISCUSSION/INFORMATION A͘ 2023 Financial Strategy (15 minutes)B.Master Plan Review (90 minutes) A.Summer Service Level Update (15 minutes) B.Joint June Board Meeting: Cool Boulder Campaign (5 minutes) IX͘ MATTERS FROM BOARD MEMBERS A.Approval of Minutes from April 25, 2022B.Updates from the Director of Parks and RecreationC.Parks and Recreation Project UpdatesD.Parks and Recreation Operations Updates A.PLAY Boulder Foundation (verbal) sI. ITEMS FOR ACTION A͘ Growing Gardens Lease (10 minutes) V.CONSENT AGENDA (5 minutes) VIII.MATTERS FROM THE DEPARTMENT (continued) IV. MATTERS FROM THE DEPARTMENT (10 minutes) MAY JUNE JULY AUGUST REGULAR MEETING May 23: VIRTUAL • PLAY Boulder Foundation (md) 10m • Growing Gardens Lease Extension (a) 10m • 2023 Financial Strategy (d/i) 15m • Master Plan Review (d/i) 90m • Summer Operations Overview (md) 15m • Joint June 23 Board Meeting: Cool Boulder Campaign (md) 5m • PRAB Community Engagement and Matters (mb) 10m TOTAL MEETING TIME: 3hr (Includes 25 minutes for public participation and consent agenda) June 27: TBD • Master Plan Public Hearing and Recommendation (a) • 2023-28 CIP Public Hearing (a) • BVSD Joint Use Agreement (d/i) 30m • FGC Restaurant RFP selection (d/i) 15m • PRAB Meeting Format/Location Check-in (mb) 5m • PRAB Matters (mb) July 25: TBD • HiPP Update (d/i) • BVSD Joint Use Agreement (a) 10m • Board and Commision Inclusion (mb) • PRAB Matters (mb) August 22: TBD • PRAB Retreat Planning (mb) • PRAB Matters (mb) STUDY SESSION Wednesday, May 11, 6:00 p.m.: Virtual • 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 • May 9-23: Historic Places Plan Scavenger Hunt (e) • Boulder Arts in the Park event series kicks off (May-Sept) • Memorial Day: Outdoor pools and other summer facilities open; Honoring veterans at Columbia Cemetery, Boulder Creek Festival • July 19: BPR Master Plan at Planning Board • August 4: BPR Master Plan at City Council • August TBD: Valmont Skate Park and Pump Track Celebration 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. 2 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: May 23, 2022 A. Approval of Minutes April 25, 2022 3 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: April 25, 2022 Contact Information Preparing Summary: Charlotte O’Donnell, 303-413-7223 Board Members Present: Charles (Chuck) Brock, Elliott Hood, Mary Scott, Anita Speirs, Sunny van der Star, Jason Unger, Pamela Yugar Board Members Absent: Staff Present: Bryan Beary, Tina Briggs, Regina Elsner, Jackson Hite, Stacie Hoffman, Charlotte O’Donnell, Ali Rhodes, Christy Spielman, Jonathan Thornton Guests Present: Annie Carlozzi with Growing Gardens 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 Hood. Second by Unger. The motion passed 7-0. Agenda Item 2: Procedural Items A. Induct New Members Anita Spiers and Sunny van der Star were sworn in as PRAB members. B. Welcome New Members C. Elect Officers Motion to elect Pamela Yugar as chair of PRAB for the 2022-2023 term. Motion by Hood. Second by Brock. The motion passed 7-0. Motion to elect Chuck Brock as vice chair of PRAB for the 2022-2023 term. Motion by Unger. Second by Scott. The motion passed 7-0. Agenda Item 3: Future board items: Rhodes reviewed upcoming agenda items and events. 4 Agenda Item 4: Public participation: Larry McKeogh spoke about user groups and access fees, particularly how user groups can add value to facilities by making sure they are used at non-peak hours. Roberta Spray spoke about small watercraft access at the Reservoir and the desire for a day pass option. Agenda Item 5: Consent Agenda A. Minutes from March 16 PRAB Study Session Motion to approve the minutes from March 16 PRAB Study Session. Motion by Unger. Second by Brock. The motion passed 7-0. B. Minutes from March 28 Regular PRAB meeting Motion to approve the minutes from March 28 Regular PRAB meeting. Motion by Brock. Second by Scott. The motion passed 7-0. C, D, E. Updates from the Director, Operations and Development PRAB had the following comments/questions • Flatirons Golf Course looks great. Thanks to staff for taking great care of the facility. • Value engineering for the golf course project makes sense giving the rising prices of construction. Electric vehicle chargers are an important piece that should be kept. Were those charging stations changed or reduced due to the value engineering recommendations? • How many additional spaces will be available for electric vehicle charging at the golf course? • When might alcohol service return to the golf course and what is the rational for stopping service at this time? • What is the status of aquatic hiring? What lessons has BPR learned from other municipalities? • Impressive to hear that the electric vehicle at North Boulder contributed 3% energy savings for the building. Is that scalable? What is the goal of this project? • Sounds like field usage is increasing again. Request for PRAB to review the parking situation at pleasant view and discuss transportation. • Glad to see the proposed new uses at SBRC. What is the price tag and potential revenue for birthday party rentals? • What made the team decide on obstacle course idea? 5 Agenda Item 6: Items for discussion A. Growing Garden Lease: Beary presented this item. PRAB had the following questions/comments: • Does Growing Gardens have plans to partner with schools? • One out of four survey respondents stated that administration was not good. What is the reason for those low ratings and how might Growing Gardens improve that? • Appreciate the work that Growing Gardens is doing, especially knowing how hard garden management can be. • Appreciate the partnership with Boulder Housing Partners and appreciate lessons for children from Rachel as well. B. Financial Strategy C. 2023 Budget Strategy Hoffmann presented this item. PRAB had the following questions/comments: Scenario 1: Adjust Recreation Center Hours • Why is staff recommending Option 2: Maintain 2022 operating hours? Why does staff not recommend reductions to hours? • What flexibility does BPR have to adjust hours based on revenue or visitation? • Would an increase to hours of operation include additional aquatics hours or is that limited by staff? How might that staff capacity change? • Does PRAB need to choose between either cutting hours or raising fees in order to close the funding gap? Though neither are desirable for the well-being of the community or department, is that the choice that needs to be made? • Instead of $300K in savings, would a reduction in hours result in closer to net savings of $150K given that visitation would likely be reduced as well? Is the cost saving in the fee options also consider that there may be reduced visitation resulting in not as much revenue increase? • Did staff consider a 5% reduction in hours? • Part of PRABs role is to discuss the desired approach to budgeting in order to best serve the community. • What can BPR do to close the gap? Would it be possible to see combined strategies of fees, hours and other adjustments that could achieve this? • Prefer to raise rates instead of reducing hours. • What are the things BPR can do to close the gap and align with goals? Also support raising fees before reducing hours. Scenario 2: Adult Drop-in Baseline Entry Fee • With previous fee increases, is there any data to show a decrease in visitation or no impact? • If BPR considered those who work in Boulder, but do not live in the city to be non- residents what would be the financial impact? 6 Scenario 3: Non-Resident Fee Premium • Some places that border the city of Boulder have low-income communities that are not part of another municipality and may be impacted. • Would like to see a focus on providing resources to low-income families in the city of Boulder. • Is there a way to distinguish between those from other cities and those from unincorporated Boulder County? • Staff recommendation is a good compromise. Some folks living just over the boundary of Area I may push back, especially since they consider themselves part of the boulder community. • A one-dollar price increase feels okay, but a dollar and a half might give some folks pause. Scenario 4: Seasonal Facility Access Fees • How does staff provide assistance for someone on a drop-in basis? • If BPR increases fees by a dollar, it should be consistent. • What response would staff expect from users? • Why is residency so hard to verify at the seasonal facilities? • Is it possible to look at users’ IDs as they enter. That is how it is done in Connecticut. • Are most non-resident users from unincorporated Boulder County or other towns? Scenario 5: Other Recommendations • Would a comprehensive approach to access and mobility - would this include citywide policies instead of just BPR efforts? • How does the Health Equity Fund work? Does BPR have to apply annually? • If fees only increase one dollar to fees in 2023, would BPR consider another increase in 2024? Conversely, would a dollar and a half increase better prepare the department for two years so that there would not be another fee increase in 2024? Would that impact PRAB’s decision? • Hesitant to increase fees more than a dollar, but more hesitant to increase fees every year. Overall Questions • There is a general PRAB preference to increase fees rather than reducing hours. • Recommends against cutting services. • Is there any possibility that the funding from the general fund could increase? Particularly if a library district is funded. • Interested to see other scenarios for cost savings. • Is BPR planning to gather more data on who users are and where they come from? D. 2023-2028 Capital Improvement Program (CIP) (2nd touch) Hite presented this item. PRAB had the following questions/comments: • What does the Equity mapping look at and show? • Does BPR own the Columbia Cemetery? What is the history behind this? • What does “watertainment” mean? Would this be improvements to the kids play area only at Spruce pool? 7 • Is there a plan to install a crosswalk across 30th Street between the offices and Scott Carpenter pool to accommodate folks who park at the office on the weekends and run across? • What did not make the CIP list that staff wishes had? • Is data used in the CIP decision making from the Beehive program? • Are photos stored in Beehive or elsewhere? Agenda Item 7: Matters from the Department A. Summer Service Levels Update Rhodes presented this item. PRAB had the following questions/comments: • Has BPR talked to those who have not reapplied to be lifeguards? • Has BPR considered working with swim coaches, BAM, and other organizations to recruit lifeguards? • Does BPR know what the main factor behind the shortage is: pay rate or other? The Superhero marketing campaign is great. • Offer to help with research or support staff in any other way. B. Historic Places Plan: Schedule and Engagement Briggs presented this item. PRAB had the following questions/comments: • The scavenger hunt engagement sounds great. Agenda Item 8: Matters from the Board A. Email Response Plan • Recommend continuing the division of email responsibilities. • PRAB has not utilized the structure all that much, but it would be good to see if it is useful this year. • New members understand the system, but do not feel ready to contribute to email responses. • Pamela will do community building and regional facilities for now. • PRAB can discuss again when new folks are onboarded. 8 B. PRAB Study Session on May 11 C. PRAB Community Engagement • Suggested redefining this section of the agenda to include sharing thoughts and questions. • Would like to use this time to share what is it of interest and other thoughts on parks and recreation topics not included on the agenda. • Recommendation for PRAB to discuss redefining this section of the agenda at the May meeting. • When might meetings transition to in-person? • What is the best way for PRAB members find out about everything going on with BPR? Agenda Item 9: Next meeting: Study Session 6:00 p.m. Wednesday, May 11 (Virtual). Regular Meeting 6:00 p.m. Monday, May 23 (Virtual) Agenda Item 10: Motion to adjourn. Motion by Scott. Second by Hood. The meeting was adjourned at 9:48 p.m. Approved by: Attested: _______________________ _________________________ Pamela Yugar Charlotte O’Donnell Board Member BPR Staff Date _____________________ Date ____________________ 9 B. Updates from the Director of Parks and Recreation COVID Update: Based on data collected by the Centers for Disease Control and Prevention’s (CDC) the county’s COVID-19 community level has moved from green, or level low, to yellow, or level medium, on their tracker of community risk. Additionally, though unrelated to the designation of yellow status by the CDC, council members and staff contracted COVID after gathering in Council Chambers for the May 3 council meeting. The City of Boulder has made the decision to return to all-virtual City Council meetings, due to concerns about trends related to COVID-19. The decision means that council members and staff, who had been meeting in person for regular council meetings, will once again participate virtually. It also delays the option for the public to attend these meetings in person, which had been slated to begin on May 17. The city’s decision will not affect libraries, recreation centers or the newly opened or re-opened Service Centers at New Britain, the Penfield Tate II or Brenton buildings. These will remain open. Unvaccinated community members are asked to wear a well-fitting, medical-grade mask in public buildings as are those who are at a high risk for severe disease for their own safety in accordance with CDC guidance. For the foreseeable future, the city will require any city-sponsored public engagement events to be held outdoors or conducted virtually. COVID-19 vaccines are widely available and incredibly effective at preventing serious illness and death, For the most current information on COVID-19 vaccine locations and eligibility please visit Boulder County Health’s website. C. 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. • Planning Projects Underway: Staff or contractors continue to work on the following projects and will update the PRAB as major milestones are achieved: o Flatirons Golf Course Facility Design Project o Historic Places Plan (HiPP) 10 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. Construction activities over the past month have focused on the installation of the new playground equipment and preparing the site for new concrete sidewalks and rubber and wood fiber playground safety surfacing. 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 rubber and wood fiber safety 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. 11 Major construction activities are anticipated to be complete, and the main playground opened, by the Memorial Day weekend. Due to long lead times on materials, some areas of the teen space will have a delayed opening. Turf and irrigation renovations will also occur after the playground is opened to the public. 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. D. Operations Update Arts in the Park In response to COVID-19's significant impact on local arts and culture, and in alignment with Boulder’s Civic Area Master Plan, BPR developed Arts in the Park in 2021 as a new program providing a vibrant blend of arts and cultural performances to be held at the historic Glen Huntington Bandshell in Central Park. For a second year, the city will present Arts in the Park with performances running from May to September. The first performance is Mahler Fest on Friday, May 20, followed by Streetwise Art Battle (a Boulder Creek Fest Event) from May 28-30 and Butterfly Effect Theater on Thursday, June 2. All these initial performances are free to the public. Arts in the Park “Signature Performances” sponsored by the city include the Boulder Ballet (June 10–11), Boulder Symphony (July 4), Boulder Opera (July 29-30), and Boulder Philharmonic (August 26-27) with more sponsored performances to be announced. For performing arts and cultural group information, schedule and tickets visit boulderartsinthepark.com. Ticket sales are managed by the Dairy Arts Center. The city is partnering with PLAY Boulder Foundation, Boulder Library Foundation, Visit Boulder, Downtown Boulder, and the Avery Brewing Company to provide these accessible performances and support several local nonprofit organizations. Regional Facilities Valmont City Park: Valmont is excited to share the return and expansion of services and programs this season at the park. A sneak peak of the upcoming high season activities and programs includes: • Bike Demo Days are back! On April 30, Single Track Mountain Bike Adventures (SMBA) had their annual bike swap and demo. On May 1, Rocky Mountain Bikes held a bike demo at the park. On July 13th Commencal Bikes USA will have a bike demo event with food, music, giveaways, and of course, bikes. 12 • The return of the CU Cycling Team’s Short Track Race Series after a 2-year hiatus! CU Cycling puts on races every Wednesday throughout the summer. These races are open to the public and all skill levels. It’s a fun weekly race that riders can depend on for training and a great sense of community. • Summer 2022 will be the first that includes the new skate areas at Valmont. In June, the Chill Foundation will host a youth skate program. Square State Skate will provide skate camps for youth and Avid4 Adventure will test a pilot skate camp program at the park. • Partnering with Commencal Bikes USA, Valmont Bike Park will host a Dirt Jump Jam - which is a free and fun community event to showcase the skills of local riders as well as a first-ever pump track race on Valmont’s new asphalt pump track. • Of course, Valmont’s three standard bike skills and summer camp providers will continue their services. This includes the ever popular and always growing: Avid4 Adventure which provides all-day bike skills summer camps for youth, 303 Dirt which provides smaller group youth skills clinics, and Lee Likes Bikes which provides both group and private adult bike skills clinics. • The picnic shelters at VCP are back and available to rent! With the construction of the new parking lot and skate park area complete, the Glades Shelter is back online and available. • On August 13, Valmont Park will host a community event to celebrate the completion of the construction project and its new amenities as well as to honor and thank local donors that made the project possible. Boulder Reservoir: Over several months, staff has facilitated multiple conversations with the rowing coalition groups; Boulder Community Rowing (BCR), Colorado Junior Crew (CJC), Colorado University Rowing Club (CUC), and Boulder Aquatic Masters (BAM) to finalize agreements that align fees with expenses, is consistent with existing policy and provides fairness with other facility users. BPR has come to agreement with all four organizations and staff are in the process of executing one-year agreements, including final fees and schedules. At the April 19, 2022 City Council meeting, the council approved the Services Contract between the City of Boulder Parks and Recreation and Rocky Mountain Paddleboard authorizing the City Manager to execute the contract and make minor amendments prior to or during the term of the contract. The contract will be executed with Rocky Mountain Paddleboard, and staff will monitor the contractor’s performance to ensure compliance with all terms and performance measures. Flatirons Golf Course: Even with the wind, April was a busy month. Flatirons had no days lost to snow or rain in April. The maintenance team conducted the spring course conditioning maintenance in April. After experiencing the driest Aprils in recorded history, golf courses in eastern Colorado are struggling to revive dormant turf. Flatirons’ state of art irrigation system allows water use to be as efficient as any, making this struggle a bit easier to manage. After taking a break due to an overwhelming demand for ball golf, disc golf returned to the course in April. Flatirons continues to be one of the only ball golf courses in the state to host 13 disc golf activities. During the public event, 144 disc golfers enjoyed a beautiful round at Flatirons. The Flatirons facility project team has partnered with the Colorado Real Estate Group to provide subject matter expertise on securing a hospitality partner to operate the new building. The Colorado Group has helped the team frame out operational and leases terms to include in the Request for Proposal (RFP) to identify the best partner to help the city develop Flatirons into a neighborhood gathering and eating place while also generating intra-fund subsidy for community benefit programming. The Request for Proposal (RFP) will post early June. Verizon Wireless Lease Amendment Staff are working with colleagues in the City Attorney’s Office and Planning & Development Services to respond to a request for modifications to the communications equipment located on land and rooftop space leased to Verizon Wireless at the South Boulder Recreation Center. The 2019 lease agreement states in part that: the Lessee may not make modifications to add 5G services without City Council approval. Verizon Wireless now proposes to modify site antennas and deploy 5G technology. Informed by Council’s discussion at the July 23, 2019 Study Session on ‘Understanding 5G’, staff are recommending approval of this amendment to Council in order to maintain more robust oversight of the siting, appearance, and compliance, along with continued revenue generation, associated with this 5G deployment as the preferred alternative to potential 5G deployment in the public right of way, which cities are required to allow by federal and state law. Recreation Center Updates Beginning in May and throughout June, after hours work is being completed at the recreation centers to update lighting to new LED fixtures. The work will have no impact on facility operations related to community access. The replacement lighting will meet all new updated city energy performance requirements and should result in significant energy savings. North Boulder Recreation Center (NBRC): On May 16, work will begin on the roof above the NBRC lap pool to replace the Heating, Ventilation, and Air-conditioning (HVAC) unit for that space. The lap pool and hot tub will be closed from May 16-22 to allow for this necessary maintenance project. Additionally, crane work is scheduled to remove the existing HVAC unit and place the new HVAC unit on May 19. The entire aquatics area, including leisure pool and sauna, will be closed on May 19 for safety while this crane work is completed. 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. Due to limited staffing resources, the SBRC aquatics area including lap pool and hot tub, will remain closed for the summer and reopen upon completion of the outdoor pool season. 14 • In March 2022, the previously 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 were due on April 29, 2022. Final contractor selection is currently in process. The floor replacement work is expected to begin in mid-June when the Facilities Department has completed moisture mitigation work. The schedule for completion of the floor replacement project will be coordinated with the selected contractor and shared with the PRAB and community as it is finalized. • The SBRC will close for an annual maintenance shutdown June 18-26. Projects will include extensive cleaning and minor building repairs in addition to the major repairs already mentioned. 15 C I T Y O F B O U L D E R PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM MEETING DATE: May 23, 2022 AGENDA TITLE: Growing Gardens Lease PRESENTERS: Alison 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 approval of 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. With the PRAB’s approval, this item will be scheduled for council review and approval as required by city charter for agreements over three years. 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 16 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 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 17 determines the community garden programming is of community benefit because of its high community reach, partner provided mission-driven delivery, limited substitutability, 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. On April 25, 2022 staff presented the proposed lease agreement to the PRAB with a recommendation for a five-year lease. The PRAB sought clarification on satisfaction metrics associated with the administration of the gardens, which GG clarified is primarily attributed to the adoption of stricter rules for gardeners aimed at ensuring appropriate stewardship and considering the impact gardener decisions have on plot neighbors. The PRAB shared little other concern while voicing their appreciation of the program partnership with GG and the positive reputation enjoyed by GG outreach programs in the community. The prior agreement expired on December 31, 2021 and the City and Growing Gardens desire continued operation of the community gardens program. STAFF RECOMMENDATION Staff requests PRAB’s consideration of this matter and action in the form of the following motion: Motion to approve the Lease Agreement between the City of Boulder and Growing Gardens and authorize the City Manager to make minor amendments prior to or during the term of this agreement in order to ensure that the lease is managed in a manner that is consistent with applicable laws and the policies and regulations of the City of Boulder. NEXT STEPS: By Charter, approval by at least four members of the PRAB is required for park leases greater then three years. If approved, this lease will be added to an upcoming Consent Agenda for City Council to consider as the agreement exceeds three years. Attachment A Growing Gardens Agreement 18 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 19 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 20 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. 21 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. 22 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 23 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 24 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 25 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 26 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. 27 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. 28 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. 29 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] 30 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 31 EXHIBIT A SITE LOCATIONS 32 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. 33 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. 34 • 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. 35 EXHIBIT C COMMUNITY GARDEN PROGRAM INFORMATION, POLICIES, REGULATIONS, AND PROCEDURES 36 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 37 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 38 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 39 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 40 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 41 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 42 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 43 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 44 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. 45 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. 46 C I T Y O F B O U L D E R PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM MEETING DATE: May 23, 2022 AGENDA TITLE: 2023 Budget Strategy: Recreation Activity Fund Facility Access Fees PRESENTERS: Alison Rhodes, Director of Parks and Recreation Jackson Hite, Parks & Recreation Sr. Manager – Business Services Stacie Hoffmann, Sr. Budget Analyst EXECUTIVE SUMMARY: This item continues the Parks and Recreation Advisory Board (PRAB) discussion related to the Parks and Recreation Department (the department) 2023 Budget Strategy. As staff develop operating and capital budgets, the PRAB’s input is critical to ensuring spending aligns with community priorities and values. The intent of this item is to confirm the priorities and approach that will be taken in finalizing 2023 operating budget submission for the Recreation Activity Fund (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 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 47 At the April 25, 2022 PRAB meeting, staff introduced different options to either decrease expenses or increase revenues in the Recreation Activity Fund by focusing on Facility Access Fees. The PRAB provided their feedback on the different options which included adjustments to the: 1. Hours of Operation 2. Adult Drop-in Baseline Entry Fee 3. Non-Resident Fee Premium 4. Seasonal Facility Access Fees 5. Other Recommendations At the May 11, 2022 PRAB study session, the PRAB received staff’s recommendation on recommended facility access fees to align revenues and expenses in the Recreation Activity Fund for the 2023 operating budget. Additionally, the PRAB heard about the remaining budget requests that the department intends to submit for consideration as part of the internal budget development process. The PRAB’s input is critical to ensuring the department’s budget aligns with community priorities and values as well as the Master Plan guidance. This final discussion before submission will be an opportunity to confirm staff’s approach to the 2023 budget considering the PRAB’s input throughout these meetings. Recreation Fund Management Strategies The RAF is a quasi-enterprise fund where the department manages all expenses, collects most revenues from user and participation fees, but also relies on a subsidy from the General Fund to support community-benefit services. In alignment with city guidance, the RAF maintains a 10% reserve, intended to mitigate current and future risks (e.g. revenue shortfalls and unanticipated expenses). Management of recreation funding is guided by several strategies, all developed in alignment with the Master Plan and the PRAB’s input. General Fund Subsidy Annually during the budget development, the Finance Department, in coordination with the department, determines what subsidy level the Recreation Activity Fund will receive from the General Fund. The calculation for General Fund transfer to the RAF has historically been based on: 1. Projected personnel costs (including benefits) during the next budget year 2. Non-personnel costs from the previous year 3. Anticipated growth in these costs 4. Any significant increases or decreases in service This has recently changed to a calculation based on subsidy received in the prior year, which potentially disconnects subsidy from actual expenses incurred and community benefit provided by the tax support. The General Fund subsidy supports community benefit programming based on community input and values expressed in the department’s Master Plan, which is then prioritized using the Service Delivery Model and Recreation Priority Index (see below). Programs that most benefit the community receive the greatest share of subsidy, while 48 programs that most benefit individuals receive little to no subsidy and are funded via user fees. The General Fund subsidy also provides access for the whole community through age-based discounts to recreation facilities and financial aid support for under-resourced residents with low incomes. Through its provision of programming and access, the General Fund subsidy helps ensure equitable access to all recreation facilities, services, and programs. This support is what has allowed the RAF to be a sustainable quasi- enterprise fund while the department offers crucial programming that may not achieve full cost recovery to maximize community benefit. This subsidy is prioritized and directed based on the Service Delivery Model and Recreation Priority Index, two departmental tools developed following the 2014 Master Plan. Service Delivery Model (Item VI.A – p. 15-47): Clarifying the department’s role in the community is a key outcome of the 2014 master planning process. The policy direction of the master plan indicates that: All services should emphasize the important and unique mission of the department to enhance the public health and wellness of the community, services will be deliberately and thoughtfully designed and delivered to enhance and impact health and wellness, and the department will use a life-cycle management approach to ensure services remain aligned with community interests. The department will do this through implementing standardized measur ement and evaluation processes based on measurable program objectives. The Service Delivery Model serves as a framework to consistently assess these programs and processes to achieve these goals. The department has adopted procedures and trained staff in the use of the Service Delivery Model to integrate best practices in program design, delivery and evaluation. Since 2015, staff have regularly evaluated programs according to the specifications outlined in the Service Delivery Model to ensure alignment with the Master Plan. Adjustments to services are made on an on -going basis and any major changes to service delivery are discussed with the PRAB. Recreation Priority Index (Item VI.A – p. 15 – 47): The Recreation Priority Index (RPI) provides an objective methodology to categorize services based upon the degree of benefit they provide to the community. By categorizing services and understanding the ir cost, the department can ensure that general fund subsidies are focused on community priorities as expressed in the Master Plan. For example, by reducing subsidies to exclusive services, funding becomes available to enable financial aid programs to remove participation barriers for our under-resourced and low-income community members, thereby fulfilling several master plan initiatives. Facility Access Fees The department’s Master Plan provides policy direction defining community benefit recreation opportunities, and staff has identified a standard methodology for calculating the total cost of providing services which includes identifying direct and indirect costs. In setting facility access fees for the recreation centers, outdoor pools and Boulder Reservoir, the department uses the following categories to calculate and analyze costs: 49 • Operating costs include expenses to provide community services. There are indirect and direct operating costs: o Direct facility costs include the personnel and non-personnel expenses including department R&R (restoration and refurbishment) associated with the operation and maintenance of recreation facilities. These costs are incurred daily and include staff, materials and supplies, utilities, and custodial services. These costs are included in the operating budget. o Indirect costs are those that department incurs regardless of whether or not it provides a specific service to the community. They are also included in the operating budget. Overhead personnel and non -personnel expenses associated with the day-to-day operation of the department may include contributions towards Administration, Business Services, Internal Support Services (Human Resources, Information Technology, City Attorney, Risk Management, Finance), and Service Coordination/Supervision. • Capital costs include expenses over $50,000 for major maintenance and enhancement of public infrastructure by correcting current facility deficiencies and constructing new service-delivery infrastructure. These expenses are not included in calculating operating costs. This is due to research and leading practices which acknowledge there is community benefit in the existence of recreation facilities, and thus community resources pay for the capital development and enhancement of these amenities. ANALYSIS: Based on input from the PRAB throughout 2022 and the Service Delivery Model and Recreation Priority Index frameworks, staff propose a multifaceted approach to balance the 2023 Recreation Activity Fund budget submission. Based on the department’s base budget, RAF revenues are projected at $10.7 million, while expenses are at $12.0 million, leaving a delta of $1.3 million. This delta is primarily due to cost escalations, such as projected increases to salary and benefits for standard and non-standard employees, janitorial costs, increased utility expenses, and general cost escalation due to inflation. In terms of revenue, the department has assumed most program areas to be at pre-pandemic levels, except for recreation centers which are projected to be at 80% of 2019 utilization levels. This utilization rate identifies the approximate visits the recreation centers will see based on current utilization and forecasting while acknowledging that fewer people are working full time in Boulder because of new hybrid work options, home exercise equipment adoption has increased, and visitors are less comfortable exercising around other people, particularly indoors. At the same time, BPR is maintaining existing planned 2022 hours into 2023’s budget (this level is below 2019’s offerings). BPR recognizes that recreation centers support the social fabric of the community and their operations should be optimized to encourage community members’ physical and mental well-being. Staff proposed options to close the $1.3 million delta in the RAF at the PRAB study session. The three options introduced were: 1. Adjust facility access fees 2. Request additional General Fund Subsidy for community benefit programming 50 3. If alternate funding is not available, reduce discounts, subsidy and/or financ ial assistance. Adjustment of Entry Fees: The PRAB discussed adjusting entry fees at recreation facilities to account for increased costs since the last fee adjustment in January 2020. The PRAB was sensitive to Boulder’s fees being the highest among public agencies in the Front Range; however, it acknowledged the difference in funding models between agencies that results in the need for higher cost recovery in Boulder. The PRAB supports a $1.00 per visit increase to the adult resident drop-in fee. This would mean a resident adult would pay a drop-in fee of $10.00 per visit, which is the baseline from which all other fees are calculated. Additionally, the PRAB supported increasing the non-resident fee premium to 25% from the current premium of approximately 20%. All existing subsidy or discount percentages would remain with approximately 40% for youth, 25% for seniors, and further discounts for punch passes, monthly and annual plans. The PRAB was supportive of maintaining the age-based discounts in addition to maintaining the financial aid program to ensure accessibility for low-income participants to access facilities and programs. The increased facility access fees are projected to generate $500,000 in additional revenue, reducing the remaining delta to $800,000. General Fund Subsidy: The department has assumed a baseline subsidy of $1.6 million in 2023, based on projections shared from the Finance Department – this number is consistent with General Fund subsidy for over a decade. The department is requesting an increase to the annual General Fund subsidy in the amount of $850,000 to maintain current service levels and an additional $290,000 to enhance service levels. The funding gap to maintain service levels was shared with City Council at the April 26, 2022 Study Session on the Master Plan, which includes an additional $590,000 to continue providing programming and access discounts for youth and older adults while an additional $250,000 is needed to support affordability for individuals and families with low incomes. Collectively, with the fee increases planned, BPR is suggesting an increase to the General Fund subsidy in the amount of $850,000 to maintain service levels. In addition to the $850,000 identified above to maintain current service levels, BPR will also be asking for additional General Fund subsidy to support Master Plan Recommendations for community benefit programming. There are 3 positions identified by the Master Plan that include a Youth Programming Manager, a Youth Recreation Coordinator and a Bi-lingual Access Navigation position with an expected ongoing cost of $290,000. This $290,000 in salaries and benefits would be directly funded by the requested general fund subsidy. Collectively, BPR is looking to increase the subsidy from the projected baseline of $1.6 million to $2.55 million to maintain current subsidy levels, or $2.75 million to enhance service levels in line with the recommendations from the Master Plan. 51 Figure 1: Projected 2023 Revenue to Expenses Reduction if Alternate Funding is not available: If additional funding is not available from the General Fund (or an alternative funding source), BPR will need to evaluate and reduce volume-based discounts, youth and senior subsidy, and/or financial assistance programming. Additional service reductions could occur in community benefit programming for EXPAND, Inclusion and Youth Services Initiative. Staff would return to the PRAB for additional input regarding service levels if additional and/or alternative funding does not materialize and the department is faced with those difficult decisions. QUESTIONS FOR THE PRAB: Does the PRAB support the proposed recommendations for the: 1. Facility Access Fee Increase? 2. Request for additional General Fund Subsidy? 3. Reductions if Alternate Funding is not available? NEXT STEPS: 52 Staff recognizes the valuable role Boulder’s parks and recreation system plays in the lives of community members and agrees with PRAB’s input that an increase to fees is appropriate based on current policies and to fund increasing expenses . As a result, a $1.00 fee increase is recommended for the adult resident daily drop-in fee (which serves as the baseline for all other fees), with non-residents paying an increased 25% fee premium but no changes to the percentage discount applied to youth, senior, punch pass, monthly and annual membership access. Additionally, the PRAB understands the need to request additional General Fund subsidy to support youth, seniors, and individuals with low incomes and disabilities in alignment with the Master Plan survey. If the facility access fee s increase and the General Fund subsidy are not approved through the 2023 budget development process, staff will return for the PRAB’s input on further reducing service levels or further increasing fees. The department remains committed to being fiscal stewards of limited community resources and to maintain accessibility to all community members. The direction provided by the PRAB will be included in the final 2023 operating budget submission later this month, which will then be reviewed at the June PRAB meeting. City Council is scheduled to review the budget in September and approval is anticipated in October 2021. The department will continue to regularly monitor revenues, expenses, and performance metrics on recreation usage. Staff will return to the PRAB in September to provide an “end of summer” update on 2022 revenues, expenses and performance metrics. 53 C I T Y O F B O U L D E R PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM MEETING DATE: May 23, 2022 AGENDA TITLE: Draft 2022 Boulder Parks and Recreation Master Plan PRESENTERS: Alison Rhodes, Director, Parks and Recreation Regina Elsner, Planning, Design & Community Engagement Manager - Interim Jackson Hite, Business Services Senior Manager Tina Briggs, Parks Senior Planner Becky Zimmermann, Principal-in-Charge, Design Workshop EXECUTIVE SUMMARY: The 2022 Boulder Parks and Recreation Master Plan (2022 Master Plan) provides policy guidance and direction on the priorities for providing parks and recreation services to the Boulder community. This is an update to the 2014 Boulder Parks and Recreation M aster Plan (2014 Master Plan) that has guided the department since its acceptance. The intent of the master plan is to guide the department over the next five years and shape the delivery of department provided park and recreation services in a manner that is consistent with city goals and that meets the community’s level of service standards. The purpose of this discussion item is to present the 95% draft of the 2022 Master Plan to the Parks and Recreation Advisory Board (PRAB) for final feedback. This draft includes all key elements of the final plan. Most importantly the draft 2022 Master Plan clearly frames the major policy issues. The PRAB’s input will inform the final master plan, which is scheduled for Public Hearing and PRAB recommendation to City Council at the June business meeting. Policy Issues The Boulder Parks and Recreation Department (BPR) is responsible for an average of $29 million annually in operating and capital expenditures. Relative to inflation, funding has remained generally consistent since 2016 with a -0.4% annual growth rate. At the same time, due to the rising costs of personnel, energy and materials, the increasing cost s to maintain aging assets, and operations and maintenance of facilities, department expenses are outpacing funding levels. To deliver on the department’s mission and achieve financial sustainability, the following issues must be addressed: 54 • With no new funding, BPR must reevaluate levels of service with the community, recognizing that reductions must be made. • Several sources of additional funding are potential alternatives to maintain existing levels of service: o Grants and philanthropy are best suited for one-time infusions of funding to support specific projects or programs. This type of funding is not considered stable to support on-going operations and maintenance of the department or to provide high priority programming to the community. o Additional tax subsidy is considered an ongoing source of funding to support core services of the department. Specifically, initiatives related to the key themes of Taking Care of What We Have (i.e., operations and maintenance, and capital renovation and refurbishment) and Community Health and Wellness (i.e., community benefit programming and financial aid) would be prioritized from this source of funding. o Revenue generation opportunities include but are not limited to: adults paying full cost recovery, reexamining non-resident fees and commercial uses in parks, and BPR exploring other revenue generating entrepreneurial opportunities. Any future discussions of changes to user fees would be accompanied by discussion of the impacts of high fees on all community members, recognizing that affordability is key to ensuring equitable access to services. BACKGROUND: Project Approach The 2022 Master Plan is an update to the 2014 Master Plan, intended to refine the department’s focus and direction, address gaps and update policies, practices , and trends. The process to update the 2014 Master Plan began in late summer 2020, after some initial delays due to the onset of the COVID-19 pandemic. The project was broken into four major phases: Research & Trends, Needs Assessment, Implementation Plan, and Master Plan Acceptance. A full timeline of the project, including project deliverables, engagement windows, and board and council touch points can be found in Attachment A. City Council and the Parks and Recreation Advisory Board (PRAB) have been consulted at various points throughout the process. City Council has provided input on the proje ct approach and public engagement plan in December 2020, in addition to assisting to refine the needs identified by the community in July 2021. Most recently, at a study session in April 2022, City Council provided support for the policy issues as identified within the 2022 Master Plan. Specifically, council supports the Fiscally Constrained Plan Alternative s contained within the 2022 Master Plan. To achieve and maintain financial sustainability, council supports both a further prioritization of core services and service levels, while exploring options to generate additional revenue. The PRAB has provided input and direction at six points throughout the process. Policy guidance from the council and the PRAB has informed the work in each phase of the project. 55 In the Research & Trends phase, the project team updated data relative to changes in community demographics and national recreation trends. The project team also focused on identifying best practices for incorporating equity and resilience into master plan s. A Systems Overview Snapshot summarized the information gathered in this phase, setting a foundation for the project moving forward. The first engagement window for this project focused on sharing this foundation of information. During this window, stakeholders and the community were asked to share values and emer ging interests related to parks and recreation. An engagement summary provides a detailed overview of what the community shared. The Needs Assessment phase focused on gathering Boulder-specific data related to the existing parks and recreation services, as well as the needs of the community. The data gathering during this phase included a statistically valid community survey, a financial analysis, and a facilities assessment, culminating in a full Needs Assessment report. The second window of engagement focused on understanding the needs and des ires of the community. Specific micro-engagement opportunities allowed the project team to understand the needs of youth, people experiencing homelessness and low -income community members. The engagement summary for this second window of engagement provides details on the feedback received from the community. During the Implementation Plan phase, stakeholders, staff, and the community identified and prioritized the important work for BPR in the next five years. The policies, goals, and initiatives developed in this phase directly relate to the needs from the Needs Assessment phase. The Implementation Plan outlines the work to be done and how BPR intends to accomplish that work. The third engagement window focused on identifying and prioritizing the recommendations of the master plan. The engagement summary for this third window of engagement provides a summary of this feedback. The project is in the final phase of the project: Master Plan Acceptance. A 95% draft of the 2022 Boulder Parks and Recreation Master Plan is provided as Attachment B to this memo. This draft includes refinements based on feedback from City Council in April 2022, as well as final staff review of the 80% draft. Final feedback from the PRAB will inform finalization of the 2022 Master Plan for action by the PRAB in June 2022. Outreach and Engagement In December 2020, the project team presented City Council a project approach and associated engagement plan to ensure both were meeting the expectations for a master plan. Since that time, the project team has been implementing the engagement plan as presented and adding additional elements as time and resources allow or as the project requires. The full methods and tactics employed during each of the three previous engagement windows are detailed in each engagement summary: • Engagement Summary 1 • Engagement Summary 2 • Engagement Summary 3 56 The fourth and final engagement window closed on May 4, 2022. During this engagement window, the community could review the 80% draft of the 2022 Master Plan and provide their comments. Overview: Engagement window 4 was about making and communicating decisions. The draft plan available to the community was at about 80% of completion, meaning it had final draft content but was limited in style and graphic support. The draft synthesized all previous engagement, research, and policy direction shared with the community to ensure the plan represented their voice. A complete timeline, including engagement, is included in Attachment A. Objectives: Engagement window 4 focused on presenting the draft plan, highlighting values and recommendations to guide the next 5-10 years. The objectives were to demonstrate to the public, stakeholders, and decision -makers how their participation influenced the recommendations and prioritization. In addition, this final engagement window provided a final check-in for any discrepancies or major misses before a request for recommendation and approval from PRAB and City Council. Outreach Tactics for Awareness: In this final phase, many of the previous engagement tactics were used to reach out to the community. Social media, webpages, and newsletters were used widely to alert existing community members of the engagement window and to ensure any new community members or people new to the process could still participate. A press release and the City Council study session generated media interest which also brought some community awareness to the engagement window. In addition, more direct communication was sent to community members and organizations that requested to stay informed on the project and those who had previously participated. Finally, staff provided input on the 80% draft. Feedback Highlights: Despite efforts to share the draft plan with the community and gather input, only five comments were collected through the window. They were re lated to specific facilities or issues regarding South Boulder Rec Center plans, exclusion of model airport inventory, and bathrooms. The two others were about mapping clarity and use of the web page. This level of feedback is consistent with the last master planning process participation at this phase of the project. Staff review, including input from citywide partners, provided a multitude of formatting recommendations, suggestions to clarify content, and to refine the plan overall. As noted in previous PRAB comments, the simplification and use of active language were high on the priority list of staff edits and comments. Overall Outcomes The 2014 Master Plan introduced six key themes, around which BPR frames its strategic priorities and the annual action plan. The first window of engagement with stakeholders and the community affirmed that these six key themes continue to be important and an important framework for organizing BPR’s work. The six key themes are: • Community Health and Wellness 57 • Taking Care of What We Have • Financial Sustainability • Building Community and Relationships • Youth Engagement and Activity • Organizational Readiness In addition, the community confirmed that both Equity and Resilience are important issues that must be addressed within the 2022 Master Plan. Both have been incorporated into the decision-making framework of this plan as lenses through which all the recommendations need to be viewed and considered. This blended approach to incorpora ting quantitative and qualitative data into recommendations is illustrated in Figure 1. Equity was considered in two ways as part of this planning process, 1) ensuring the process itself is equitable and that all voices within the community have the opportunity to be heard, and 2) that the recommendations of the master plan are themselves moving to be more equitable. During the engagement windows, the project team continually worked to ensure that underrepresented communities had the opportunity to provide input and shape the plan. Targeted micro-engagement opportunities, where the project team intentionally went to these communities, occurred throughout the process. The project team engaged with a Community Connector throughout the project to ensure the overall engagement was culturally relevant and worked together to host a bi -lingual open house during the third engagement window to hear specifically from members of the Spanish -speaking community. Other targeted micro-engagement opportunities occurred with youth through Growing Up Boulder and the Youth Opportunities Advisory Board, low -income communities at neighborhood events, people experiencing homelessness at the shelter, and older adults at the West Age Well Center. Despite the differing focuses of each engagement window, several important themes have run through the feedback from the community. The key theme of Taking Care of What We Have is clearly a priority, with statistically valid survey respondents allocating almost twice Figure 1. Blended Approach 58 as much hypothetical tax funding to maintaining, renovating, and enhancing existing facilities than to acquiring and constructing new parks and facilities (see Figure 2 below). By 2025, population projections indicate that the proportion of residents over the age of 60 will grow the most. An important difference from the 2014 Master Plan is that the community has identified older adults as a priority community group BPR should be serving. Community members indicated that it is either essential or important for BPR to provide recreation services to: • People with disabilities • People with low incomes • Older adults • Teenagers • Children • People who identify as Black/African-American, Hispanic, Latino/a, Asian, American Indian, Alaska Native, Native Hawaiian, Pacific Islander or other Non - White ethnicity In addition to prioritizing the above groups, the community also gave input o n how these services should be funded. Input in the community survey indicates that taxes should be focused most on removing barriers to access for those with low -incomes, people with disabilities, and programs for underrepresented communities (see Figure 3 below). The targeted micro-engagements and general community engagement revealed very strong opinions about specific services and amenities provided by BPR. Specific examples include a focus from the pickleball and tennis community about the need to maintain adequately existing courts and also a desire for new courts with both sports growing. BPR has also heard feedback on how important incorporating specific amenities and Figure 2. How would you allocate $100 across competing priorities? Maintaining existing park and recreation facilities $27 Renovating and enhancing existing park and recreation facilities $21 Removing financial barriers for underrepresented communities to participate in existing recreation programs and services $26 Acquiring additional park land $15 Constructing new park and recreation facilities $12 59 programming to serve teens is to the community. Some of the microengagement participants shared specific challenges(i.e., language and technology barriers, access to restroom facilities). The 2022 Master Plan has clearly identified the community’s vision for parks and recreation services: it will be crucial to balance that vision with the financial realities of the department and the need to focus on core services and service levels with existing funding. Policy Shifts from 2014 In the 2014 Master Plan, two primary policy shifts were identified to maintain financial sustainability: • A shift from BPRD directly delivering recreation programs to a role where BPRD facilitates the delivery of high-quality recreation programs. • A shift from BPRD developing new parks and facilities with existing funding to BPRD prioritizing the ongoing operations and maintenance of existing parks and facilities with existing funding. Since the acceptance of the 2014 Master Plan, BPR has successfully transitioned some services to contracted partners. These programs include boat rentals at the Boulder Reservoir, specialty youth camps, tennis, dance, and youth sports. This has allowed BPR to focus on other community benefit programming such as EXPAND programming for people with disabilities and Youth Services Initiative programming for youth from low - income families. BPR has worked to define and implement consistent methodologies for costing and pricing for recreation programs, utilizing the PRAB-approved Service Delivery Model and Recreation Priority Index. As a result, BPR’s cost recovery rates and revenue exceed the benchmarks of other similarly sized Colorado communities, as well as nationwide benchmarks. There is increasingly feedback from community members that some BPR programs and facilities are not affordable for many members of the community, not just low-income individuals and families. Typical parks and recreation departments fund more than half of their operating expenses from general fund tax support, with earned revenue and dedicated funding sources accounting for just over one-third of their budgets. In Figure 3. What is the appropriate mix of support from taxes versus user fees? 60 contrast, BPR receives 19% of its annual budget from general tax fund and 75% of its budget from earned revenue and dedicated funding. An analysis from Ballard King as part of this planning process clearly summarizes the opportunities and challenges BPR faces to achieve financial sustainability in the future. A major theme of the 2014 Master Plan was closing the funding gap that existed at that time. BPR has worked to accomplish that task, but additional city policies and cost escalation have moved that bar and the cost of doing business has outpaced the gains BPR has realized in closing the funding gap. Those city policies support citywide goals r elated to equity and addressing the climate emergency, and include: implementation of a living wage, limited herbicide application as part of Integrated Pest Management tools resulting in more mechanical and cultural practices for healthy parks, and climate sensitive design of parks and facilities. Cost escalation is also impacting the gap, with both personnel and non-personnel expenses rapidly rising. ANALYSIS: The community’s values for the parks and recreation system are organized through the six key themes of the master plan. Community engagement throughout this planning process has revealed a clear vision from the community of what parks and recreation services could look like, given unlimited funding. To best serve the community’s values, the financial resources available must be focused on the services most important to the community. Those most important services are identified within the Fiscally Constrained funding scenario in Chapter 3 of the 2022 Master Plan. Those are BPR’s commitment to the community for core services and service levels without additional funding. Figure 4 (below) shows the 2021 approved funding levels for current practices and the recommended spending based upon the department’s portfolio of assets and best practices in asset management as well as providing ongoing and increased funding for community benefit programming. The total funding gap identified through data gathering and research is $6.7 million annually, but with approximately $2 million in currently unallocated funding, the unrealized funding gap is approximately $4.7 million. 61 Taking Care of What We Have With asset management not funded to levels that operate and refurbish BPR’s assets to industry best practices (noted below), difficult trade-off decisions must be made about how to manage and operate facilities and provide programs. The city’s Capital Improvement Program (CIP) guidelines prioritize the maintenance of current assets over the development of new facilities. Through the planning process, the community, has indicated strong support for this prioritization. Based on current economic conditions, revenue and expenditure projections, funding is not sufficient to maintain all existing system assets and build new park and recreation facilities unless comparable trade-offs occur. Two funding gaps have been identified to ensure that parks and recreation services meet the community’s minimum needs as they relate to Taking Care of What We Have. Industry best practices recommend spending 4% of the Current Replacement Value (CRV) on operations and maintenance, while spending 2-3% of CRV on capital renovation and refurbishment. Based on the higher costs of capital development projects in Boulder due to previously discussed policies, as well as the need to develop facilities that can withstand higher use from a growing population, 2.5% of CRV was chosen as the target for capital spending. The urban canopy is not included in BPR’s CRV because the city’s public trees are an asset that appreciates over time – as trees mature and grow, they become more valuable whereas the rest of the built environment depreciates as it ages. Boulder’s 2018 Urban Forestry Figure 4. Current versus Recommended Funding Levels 62 Strategic Plan identified that for Boulder to invest in the urban canopy at per capita and per tree levels recommended, an additional $500,000 is required annually. Community-benefit Programming A funding gap of approximately $1 million for recreation programming must be closed to continue the current levels of community benefit programming and address affordability issues for lower income residents. Within this $1 million gap, there are three specific priority areas where funding is not keeping pace with community feedback, the growth in visitation, and cost escalation: • Programming and access discounts for youth and older adults: $590,000 • Financial Aid to support affordability for individuals and families with low incomes: $250,000 • Two program areas continue to receive the highest prioritization in community input: EXPAND for individuals living with disabilities and the Youth Services Initiative (YSI) serving youth from low -income families : $212,000 Addressing The Challenge The master plan presents alternatives for the parks and recreation system to meet critical needs, to maintain relevance with the community, and to continue to provide a strong Figure 5. Balancing Needs and Values 63 quality of life in the city. These alternatives seek to find a balance between limi ted funding and providing the parks and recreation services desired by the community. Given the identified funding gaps to provide parks and recreation services within a Fiscally Constrained environment, difficult conversations must be had with difficult decisions to be made. The master plan process has reinforced the importance of ensuring resources are aligned with the highest community park and recreation priorities. To achieve financial sustainability, the following issues must be addressed: • With no new funding, BPR must evaluate service levels with the community, reducing where possible to fund higher priority services. • Several sources of additional funding may be considered to ensure existing levels of service are maintained and if higher levels of service are desired: o Grants and philanthropy are best suited for one-time infusions of funding to support specific projects or programs. This type of funding is one-time and not appropriate to support on-going operations and maintenance or to provide high priority programming to the community. o Additional tax subsidy is considered an ongoing source of funding to support core services of the department. Specifically, initiatives related to the key themes of Taking Care of What We Have (i.e., operations and maintenance, and capital renovation and refurbishment) and Community Health and Wellness (i.e., community benefit programming and financial aid) would be prioritized from this source of funding. o Additional revenue from user fees includes but is not limited to adults paying full cost recovery, reexamining discussions of non-resident fees and commercial uses in parks, and BPR exploring other revenue generating entrepreneurial opportunities. Any future discussions of changes to user fees would necessarily be accompanied by discussion of the impacts of high fees on all community members, recognizing that affordability is key to ensuring equitable access to services. Key trade-offs must occur to ensure the department aligns services within existing funding. Support from the PRAB and City Council will be critical in ensuring the department is able to respond to those whose interests may not align with those of the broader community as identified in this extensive process. Questions for PRAB 1. Does this draft of the 2022 Master Plan reflect the PRAB’s input to date? 2. Are there any questions or concerns that should be addressed in the final draft to secure the PRAB’s recommendation of this master plan for City Council acceptance? 64 NEXT STEPS: The 2022 Boulder Parks and Recreation Master Plan is in the final project phase after more than a year and a half of extensive community engagement, research, and analysis. The PRAB’s input will be considered for the final master plan. The upcoming steps for acceptance of the 2022 Master Plan include: • June 27, 2022: PRAB Public Hearing and Plan Recommendation • July 19, 2022: Planning Board Public Hearing and Plan Recommendation • August 4, 2022: City Council Public Hearing and Plan Acceptance Attachments: Attachment A: Project Process Timeline Attachment B: DRAFT 2022 Boulder Parks and Recreation Master Plan 65 May 2022Restore | Connect | Sustain BOULDER PARKS AN D RECREATION Master Plan Update File Location: City of Boulder\Master Plan Update - Documents\PublicEngagement\Engagement Planning\Poster of Timeline Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb MarTimeline1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter20212022 PROCESSENGAGEMENTBOARDS & COUNCILApr May June 2nd Quarter 3rd Quarter July Aug Sept Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept RESEARCH & TRENDS NEEDS ASSESSMENT IMPLEMENTATION PLAN Implementation MemoDeliverablesNeeds Assessment Report Master Plan FINAL SystemOverviewSnaphot White Papers/ Research Facility Assessment Community Survey Report Financial Analysis Long-Range Goals & Initiatives Policies & Overview Statements Priorities Scenario Planning MasterPlanDRAFTStaff Review MasterPlanDRAFTFinal Draft MasterPlanDRAFTPublic Review FINALPLANMASTER PLAN ACCEPTANCE SUMMARY#1 SUMMARY#2 SUMMARY#3 SUMMARY#4 Surveys Meetings Engagement Windows BeHeardBoulder Youth Voice StakeholderMeetings PublicOpen House StaffWorkshop PublicWorkshopStakeholderWorkshop YouthSummary YouthCheck-In Community Connectors Spanish-FirstWorkshop Micro- Engagements MicroSummary MicroSummary SurveyResults Stories/Places/Questions Digital Open House Community Comments IDENTIFY & EVALUATE OPTIONS COMMUNICATINGDECISIONSDEVELOPING RECOMMENDATIONSSHARE A FOUNDATION OF INFORMATION & INQUIRY #1 #2 #3 #4 FINALSUMMARY Mobile HomeParkEXPANDCaregivers HomelessShelterPlaygroundOpening NationalNight Out SeniorCenter CPWDBHP Questionnaire Questionnaire Digital Public Workshop Spanish Digital Workshop PRAB Discussion -April 12 Summary of Research, Trends & Values Evaluation PRAB Study Session July 12 Summarize Needs Identify Strategies & Initiatives PRAB Matters - May 24 Youth Voice Presenations PRAB Matters - Aug 23 ProjectUpdate PRAB Discussion - May 23 DRAFT Plan PRAB Action - June 27 Request Recommendation CC Study Session - July 27 Summarize Needs Identify Strategies and Initiatives CC CC CC One on One Conversations Bring New Council Members Up to Speed CC Study Session - Apr 26 Prioritize Strategies & Initiatives DRAFT Plan CC Public Hearing - Aug 4 Request Acceptance PLANNING April 27 DRAFT Plan PLANNING Information Item Process and Approach Dec 2020 PLANNING July 19 Request Recommendation Parks & Rec Advisory Board Planning Board City Council PRAB Discussion Item - Oct 25 Overview Statements and Policies PRAB Discussion Item - Dec 13 Staff & Stakeholder Engagement Priorities PRAB Study Session - Mar 16 Implementation Memo We AreHereWe AreHere 66 BOULDER PARKS AND RECREATION Master Plan Update Restore | Connect | Sustain 2022: 98% DRAFT 67 b | This page: Paddlers enjoying Summer Kidz Kamp at East Boulder Community Center. Facing page: A young reveler at the Chautauqua Park playground renovation celebration. 68 | c Letter from the Director Dear Boulder Community Members, Thank you for the time, thoughts, and passion you shared to develop the 2022 Parks and Recreation Master Plan. Boulder's parks and recreation system is a reflection of our community's long-held values and support for parkland, great public spaces and well-being. For over 100 years, we have developed and cared for an incredible system of urban parks, recreation facilities and programs that is a major contributor to Boulder's nationally acclaimed high quality of life and the result of community support and investment. We also acknowledge that prior to the city's establishment, the Boulder Valley was home to indigenous peoples who held deep and long-standing connections with these lands. As we work to honor the past, it is critical moving forward that this system is managed in a way that reflects the diverse voices and needs of our community. This plan is based upon input from across Boulder and will help us prioritize our time and dollars for the next five years. Our "master plan promise" to you is that we will use this plan to guide our work: the values and priorities expressed in this plan will shape each decision we make to ensure that Boulder's Parks and Recreation system continues to take care of the community's hearts, bodies and souls. Together, we dreamed of a parks and recreation system that is more welcoming and inclusive for all and that is more sustainable in the face of growing demand and climate change. As we implement this master plan, that dream will become closer to reality. We look forward to working with the community to accomplish the ambitious but necessary steps to ensure that we can truly promote the health and well-being of our entire community through an unparalleled system of parks, facilities and programs. Sincerely, Ali Rhodes Director of Parks & Recreation 69 d | This page: An aerial view of downtown Boulder Cover: East Boulder Community Park Dog Park; Kidz Summer Camp nature play; Fitness class at XX Rec Center 70 | e 71 Acknowledgments LAND ACKNOWLEDGMENT Indigenous Peoples who have traversed, lived in and stewarded lands in the Boulder Valley since time immemorial. Those Indigenous Nations include the: Di De’i (Apache), Hinono’eiteen (Arapaho), Tsistsistas (Cheyenne), Numunuu (Comanche), Kiowa*, Čariks i Čariks (Pawnee), Sosonih (Shoshone), Oc’eti S’akowin (Sioux) and Núuchiu (Ute).* We honor and respect the people of these Nations and their ancestors. We also recognize that Indigenous knowledge, oral histories, and languages handed down through generations have shaped profound cultural and spiritual connections with Boulder-area lands and ecosystems — connections that are sustained and celebrated to this day. The City of Boulder recognizes that those now living on these ancestral lands have a responsibility to acknowledge and address the past, and must work to build a more just future. Read the City of Boulder’s staff land acknowledgement- which is based on the city’s Indigenous Peoples Day Resolution, community input and guidance from American Indian Tribal Nations – at: //BoulderColorado.gov/projects/staff- land-acknowledgement. Staff recognize that this acknowledgement will continue to evolve as we work to understand and address the legacy of the violent colonization of Indigenous lands. * Names are based on guidance from American Indian Tribal Nation Representatives. Please note: The appropriate Kiowa Indigenous name has not yet been obtained from Tribal Representatives. YOUTH OPPORTUNITIES ADVISORY BOARD (YOAB) BOULDER PARKS & RECREATION DEPARTMENT STAFF CORE PROJECT TEAM Ali Rhodes, Parks & Recreation Director Regina Elsner, Planning & Ecological Services Manager Jackson Hite, Business Services Manager Tina Briggs, Parks Planner - Public Engagement MANAGEMENT TECHNICAL ADVISORY GROUP (MTAG) WORKING TECHNICAL ADVISORY GROUP (WTAG) CONSULTANT TEAM Design Workshop, Planning & Design Barker Rinker Seacat Architecture, Indoor Facilities Assessment Ballard King, System Assessment ALIGNED CITY DEPARTMENTS & PROGRAMS Climate Initiatives Community Connectors Facilities Finance Housing & Human Services (HHS) Open Spaces & Mountain Parks (OSMP) Racial Equity Transportation BOULDER CITY COUNCIL Matt Benjamin Aaron Brockett Lauren Folkerts Rachel Friend, Mayor Pro Tem Junie Joseph Nicole Speer Mark Wallach Tara Winer Bob Yates PARKS & RECREATION ADVISORY BOARD (PRAB) Charles “Chuck” Brock Elliott Hood Mary Scott Anita Speirs Jason Unger Sarah “Sunny” van der Star Pamela Yugar, Vice-Chair THE BOULDER COMMUNITY A special thanks to the community members, partners and stakeholders who participated in the engagement for this master plan. 72 Contents EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .ii WHO WE ARE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .01 BPR System Overview 03 Master Plan Purpose 07 Master Plan Process 11 WHERE WE ARE TODAY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Community Context 21 Boulder Parks & Recreation System 25 Financial Overview 44 Key Issues & Observations 51 WHERE WE ARE GOING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .59 Strategic Direction & Decision making 61 Strategic Plan 71 Plan Alternatives 86 HOW WE WILL GET THERE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .91 Implementation 93 WORKS CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .98 ACRONYMS LIST . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .99 GLOSSARY OF TERMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .100 73 ii | Executive Summary The 2022 BPR Master Plan documents the work of community members, city leaders, Boulder Parks & Recreation Department (BPR) staff and our consultant team. The process began in the fall of 2020 and was completed in the summer of 2022. The Boulder Parks and Recreation Master Plan will guide investments and strategies over the next five years, shaping the delivery of services in a manner that is consistent with city sustainability, resilience and equity goals and that meets the community’s level of service standards. The master plan will help BPR respond to three key questions: 1 . What do we do? 2 . For whom do we do it? 3 . How do we excel? Short-term strategies, those that can be completed over the next 5 years, are the primary focus of the master plan. These strategies will help build continued success over the long-term. The plan also focuses on high level initiatives, rather than more specific and detailed actions. These will be identified and assigned in BPRs annual Action Plan. MASTER PLAN STRUCTURE This plan includes four sections that together tell the story of BPR and its relationship to the Boulder community today and in the future. section 1: who we are The first section provides a brief overview of the BPR system and its services, along with a discussion of the 2022 Master Plan purpose, the planning process and the schedule and phases. section 2: where we are today Section 2 highlights community demographic and recreation trends that will impact BPR services, outlines the current state of Boulder’s parks and recreation system, and provides an overview of the department’s current financial situation. This data informs the master plan recommendations that BPR staff will work to accomplish in the next five years. section 3: where we are going The third section lays out a roadmap to guide the department through the next five years, offering a strategic direction, which includes policies, goals and initiatives. The roadmap is based on the research, community engagement and policy direction highlighed in Section 2. section 4: how we will get there The last section discusses how to make the future vision for Boulder’s parks and recreation system a reality. It details how BPR will work to accomplish the master plan’s goals and initiatives through the annual action planning process. It also lists Key Performance Indicators (KPIs) that will be used to measure progress over time in order to best meet BPR’s commitment to serve the Boulder community with a world class parks and recreation system. boulder’s parks & recreation system is a community treasure Throughout this master planning process, BPR has heard from the public, stakeholders and staff that the Boulder parks and recreation system is a well-managed, essential community treasure. 74 | iii FUNDING operations & maintenance (o&m) budget BPR manages a $29.9M yearly operating budget. The department is funded through a diverse set of city funds contributed on an annual basis. The city’s Capital Improvement Program (CIP) guidelines prioritize the maintenance of current assets over the development of new facilities. Through the planning process, the community has indicated strong support for this prioritization. Based on current economic conditions, revenue and expenditure projections, funding is not sufficient to maintain all existing system assets and build new park and recreation facilities unless comparable trade-offs occur. BPR is currently not meeting the goal set by the 2016 Capital Investment Strategic Plan of spending between 2-3% of CRV annually on capital repairs and replacement. The target is a best practice recommendation by the National Academies of Science, Engineering and Medicine, and also is the target established in the city’s Facilities Master Plan. To meet recommended spending goals for capital projects and O&M, BPR would have required, on average, an additional $5.2 million annually between 2016 and 2020. The figure on the next page illustrates the average of 2016 though 2019 funding levels for current practices and the recommended spending based upon the department’s portfolio of assets and best practices in asset management, as well as providing ongoing and increased funding for community benefit programming. The total funding gap identified through data gathering and research is $6.7 million annually, but with approximately $2 million in currently unallocated funding, the unrealized funding gap is approximately $4.7 million. To quantify gaps in funding for targeted capital repair and replacement, an analysis was performed that looked at current projected capital expenditures from 2022 through 2027. For nearly every year through 2027, BPR requires additional funds to meets its capital repair and replacement goals. As BPR’s asset portfolio continues to appreciate, and as assets continue to age, increasingly more funds will be required to maintain its assets. programming & capital budget Revenues from BPR’s funding sources are projected to remain mostly flat over the next 5-year period, increasing on average 2.8 % annually through 2026. Behavioral changes recently brought on by the COVID-19 pandemic have altered retail spending, work habits, recreational 37%37% 30%30% 15%15% 13%13% 2% 2% Recreation Activity Fund (RAF) .25 Cent Sales Tax Fund General Fund Permanent Parks & Recreation Fund Lottery Fund 2021 operating budget & primary funding sources $29,936,362 75 iv | habits, and other fee and tax generating activities, negatively affecting funding streams used for operations, maintenance, and capital improvements. Both the city and the department have taken conservative approaches to budgeting and fund forecasting, prioritizing equitable service delivery of existing programs, maintenance of staffing levels to support needed levels of service and programming, and critical capital infrastructure projects. As indicated by the imbalance of BPR’s projected average annual expense growth rate (5.8%) and projected funding growth rate (2.8%), funds required to meet 2021 CRV repair and replacement goals and annual O&M spend goals, $20,579,515 in backlogged maintenance, and approximately $177,935,000 million in unfunded capital projects, BPR is faced with the challenging task of continuing to serve the community and operate its facilities with an increasingly strained budget. BPR must be prepared to identify and implement other revenue generating activities and/or strategies in the coming years to supplement its current funding sources. $0 .5M $35M $30M $25M $20M $15M $10M $5M $0 $3 .5M $9 .9M $11 .9M 4% of CRV $7 .5M 2.5% of CRV TOTAL: $33 .3M $3 .5M $8 .9M $8 .6M 2.9% of CRV $5 .6M 1.9% of CRV $2M TOTAL: $28 .6M Capital Gap $1 .9M O&M Gap $3 .3M Programming Gap $1M CURRENT FUNDING RECOMMENDED FUNDING current funding versus recommended funding Unallocated Forestry Unfunded Combined CIP and R&R Operations & Maintenance Rec Programs & Services Administration KEY THEMES Six key themes, which emerged from the 2014 Master Plan process, based on community input, are still important to community members and have been pulled into the 2022 Master Plan. These themes provide a framework to help organize policies, goals and initiatives. These themes have helped shaped the strategies that are the focus for the future action and decision-making outlined in Sections 3 and 4 of this plan. The six key themes are: 76 | v PLAN ALTERNATIVES The master plan includes three scenarios, following the city’s business and budgeting planning approach that requires departments to prepare for a future without increased revenue. This approach acknowledges the need for an effective organization to rebalance priorities—and their associated expenditures—using three tiers of fiscal alternatives. Each alternative makes different assumptions about available resources (see Section 3: Where We are Going). »Fiscally Constrained Alternative BPR’s commitment to the community over the next five years •This alternative plans for prioritized spending within existing budget targets. »Action Alternative Aspirational projects and programs that may be accomplished if additional funding becomes available •This alternative describes the extra services or capital improvements that could be undertaken when additional funding is available. »Vision Alternative A wish list of projects and programs •This alternative represents the complete set of services and facilities desired by the community. Through the master planning process BPR has gathered feedback on desired facility and programming improvements from both individual members of the community and specific user groups. Balancing the community’s desires with BPR’s financial reality requires that the department prioritize what can be accomplished. The fiscally constrained scenario reflects BPR’s commitment to the community , focusing on core services and those that benefit the greater community. The tables on the next page describe the projects BPR will work to complete over the next five years. BPR’S FUTURE With the acceptance of this master plan, BPR commits to fulfilling its mission and to implementing the initiatives and the Fiscally Constrained Plan. Through an annual action planning process, we will ensure that the 2022 Master Plan is a living document used to improve the overall system and achieve the goals of the community well into the future. Community Health and Wellness Taking Care of What We Have Financial Sustainability Building Community & Relationships Youth Engagement & Activity Organizational Readiness Keep Boulder emotionally and physically healthy through its parks, facilities and programs. Prioritize investments in existing parks and facilities. Balance the many demands with existing resources. recognize the need to focus on core services and community priorities. Build a connected community through outreach programs and initiatives. create social and cultural equity for healthy relationships across Boulder. Engage youth with parks, facilities and programs that provide direct experience with nature, experiential learning and opportunities to close the educational achievement gap. Respond to changes over time by using new technologies and data-driven and collaborative decision making tools. 77 vi | FISCALLY CONSTRAINED PLAN ALTERNATIVE PROJECTS Park Maintenance -BPR Asset Management Program Maintain Well at FCI .07, Develop Violet Park Playgrounds 1-2 Parks/Playgrounds per year refurbished (25-30 year) Restrooms - Pending LOS evaluation Maintain current LOS, transitioning to universal restrooms as facilities are built or replaced Valmont Park - 2015 Concept Plan Phase 1 development of adventure and nature play elements Urban Canopy - Urban Forest Strategic Plan Focus on health of current canopy through IPM, Tree Safety, EAB response, and public tree protection— Some canopy growth through tax investment, philanthropy and partnership Civic Area Activation w/ Operations Focus Area III Complete Baseline Urban Service Plan and develop concept plan, but nothing is developed PARKS FISCALLY CONSTRAINED PLAN ALTERNATIVE PROJECTS Athletic Fields - 2015 Athletic Field Study Optimize usage through partnerships, maintenance and conversion to artificial turf Recreation Centers - 2022 Facility Needs Assessment “EBCC & NBRC - “”Maintain Well”” SBRC - Retire past useful life facility but not replace; citywide facility feasibility study for SOBO area facilities” Courts - Study pending Maintain Well. Court study to identify LOS—Seek opportunities to maximize community benefit through Joint Use Agreements/ partnerships Aquatics -2015 Aquatics Feasibility Study Maintain current service levels and pools Reservoir -2018 South Shore Capital Strategy Improve existing site connections and ciruclation FACILITIES FISCALLY CONSTRAINED PLAN ALTERNATIVE PROJECTS Facility Access Fees Continued increases to base fees to keep up with cost escalation, maintaining discounts for youth and seniors Financial Aid Maintaining Financial Aid LOS reliant upon grants and philanthropy EXPAND Core Services for Target Population funded by GF subsidy and grants Youth / Teens Additional programming only possible through discontinuation of other services or market based programs PROGRAMS & SERVICES 78 | vii BPR will utilize equity mapping, Key Performance Indicators (KPIs),and the city’s Sustainability, Equity and Resilience framework to plan its work and measure success over time. The department will collaborate with PRAB, City Council and aligned city departments to: »Ensure the goals and initiatives of each key theme are considered »Maximize resources and efficiency »Make sure BPR continues to deliver best-in-class parks, facilities and programs for the Boulder community annual action planning process The Annual Action Plan process is how BPR will ensure the community’s goals as outlined in the 2022 Master Plan happen. The Action Plan will include each year’s committed goals to achieve Master Plan initiatives and Fiscally Constrained Plan Alternatives. BPR follows five steps to complete the annual Action Planning Process. The first involves reviewing the current state of the system and plan progress. BPR will review the master plan goals and initiatives to identify areas of focus for next year. This step includes reporting out plan progress to the community. Staff will select projects to implement based upon resource, the current state of the system, and focus areas. The Action Plan will inform the development of the operating and capital budgets. Finally and most importantly, staff will implement the Action Plan. planning framework The Annual Action Plan is also informed by City Council’s workplan and priorities, and citywide goals and priorities as outlined in the BVCP and various master plans. BPR has a well-defined set of tools used to plan, measure, and evaluate proposed projects and programs. Through this master planning process, staff realized they can simplify these tools to ensure work is intentionally designed and delviered and that investments are data-driven. New methods will support BPR’s ability to address impacts relating to changing social, economic and environmental conditions. As the city finalizes climate and equity related targets, BPR will utilize recommended assessment tools to inform how BPR’s work will contribute to achieving those targets and community-wide goals. Equity mapping will be part of BPR’s decision-making and priority setting toolkit moving forward, along with adherence to citywide frameworks, and the Asset Management Program and Service Delivery Model. bpr annual action planning 5-step process 1 .Review current state of system and action plan progress 2 . Review Master Plan goals and initiatives to identify areas of focus & report out plan progress to community 3 . Select Projects to Implement 4. Develop Operating & Capital Budgets 5 . Implement Action Plan 79 80 WHO WE ARE »Boulder Parks & Recreation (BPR) provides parks and recreation services to the entire Boulder community. We are extremely proud of the work we do, managing and operating parks, facilities and programming for a world-class city. The 2022 Master Plan will help guide decision making and our work for the next five years. This section describes our system and the master planning process. 81 BPR DIVISIONS BPR includes seven main divisions with staff members who provide core services to community members to ensure a high quality of life and a healthy environment. Urban Parks Performs day-to-day management of facilities and public spaces, including maintenance, programming and youth outreach Planning Manages capital project planning, design and construction, geographic information systems (GIS), historic and cultural resources, park renovation projects and community engagement related to planning Natural Resources Manages urban forestry and natural lands and provides urban park ranger services Community Building Supports accessibility and equity efforts, and manages camps, EXPAND, YSI and other recreation programming and volunteer efforts Business Services Functions include finance, information technology, staff training and development, business planning and process improvement analysis Regional Facilities Manages Boulder Reservoir, Flatirons Golf Course, Valmont Bike Park Recreation Manages North Boulder Recreation Center, South Boulder Recreation Center and East Boulder Community Center, along with sports, health and wellness, aquatic and general recreation programming Getting some air at the Valmont Bike Park. 2 | Who We Are 82 Who We Are | 3 OUR SYSTEM Boulder is known as a worldwide hub for supporting active lifestyles. An average of 300 days of sunshine per year give residents and visitors many opportunities to participate in the wide variety of outdoor recreation options available in the local parks, which include natural areas, in and around Boulder. Year-round, the city’s three recreation centers and other facilities provide indoor and outdoor spaces for recreation activities, while a wide range of fee-based and subsidized programming provides education and recreational instruction for the community. BPR also manages several important historic and cultural resources. Visit our website at: boulderparks-rec.org BPR System Overview mission: who are we? The City of Boulder Parks and Recreation Department promotes the health and well-being of the entire Boulder community by collaboratively providing high- quality parks, facilities and programs. The iconic Flatirons, recognized throughout the world provide a stunning natural backdrop to the city and its parks and recreation system. vision: where are we going and why? BPR envisions a community where every member’s health and well-being is founded on unparalleled parks, facilities and programs. 83 4 | Who We Are Boulder Creek Boulder Creek Path Path only trail outside of only trail outside of City of Boulder parks City of Boulder parks managed by BPRmanaged by BPR Map 1: BPR Inventory Tennis Courts and other Sports Courts not shown on map. Source: BPR GIS Analysis 84 Who We Are | 5 boulder’s parks & recreation system includes parks, facilities & programs BPR oversees a parks and recreation system that includes parks, facilities and programs. Department staff manage over 1,800 acres of urban parkland. They also oversee three recreation centers, five pools, the Boulder Reservoir, Flatirons Golf Course and the Pearl Street Mall. A sampling of programming includes aquatics, arts, sports, therapeutic recreation, wellness, camps and youth outreach. OUR SERVICES BPR works to make opportunities for recreation available to everyone, providing crucial services to help ensure a healthy and active community. The department operates and maintains many parks, natural areas, public trees, and three recreation facilities, and provides recreation programming for Boulder community members. BPR also owns and manages nine historic and cultural sites in Boulder, as well as three rolling railroad stock, leased to the Colorado Railroad Museum. Daily, staff play crucial roles in providing community benefits, connecting people to physically active lifestyles and opportunities to improve mental health, and reconnecting people during recovery from events, including the COVID-19 pandemic and 2021 Marshall Fire. The BPR Inventory Map on the facing page and the key below highlight the locations and numbers of parks, facilities and amenities that BPR staff operate and maintain. 55 Parks 6 Natural Areas (includes Boulder Reservoir) 4 Gardens 40 Playgrounds 4 Dog Parks 46 Athletic Fields 1 Golf Course 3 Recreation Centers 5 Indoor & Outdoor Pools 3 Skate Parks 1 Bike Park 28 Tennis Courts 44 Other Sports Courts 6 Undeveloped Properties 1 Cemetery 6 Civic Spaces 9 Historic & Cultural Resources in Boulder BPR INVENTORY LIST BPR Inventory includes approximately 50,000 trees located throughout the Boulder community. 85 6 | Who We Are parks BPR maintains parks, natural areas and trees throughout the city where community members can gather, exercise, rest, build social relationships and enjoy the outdoors close to home. Staff manage, operate and maintain more than 1,800 acres of urban parkland (including 55 developed parks) and natural areas, including pocket parks, neighborhood parks, community parks and city parks, with just under 300 additional acres of undeveloped parkland. BPR manages approximately 25% of the overall tree canopy in Boulder (approximately 50,000 trees). This includes trees in parks, as well as trees in public street rights of way. BPR also manages the Boulder Creek Path, Central Park & Civic Area, Andrews Arboretum, Columbia Cemetery and the Pearl Street Mall. recreation facilities BPR recreation facilities offer community members opportunities to exercise and recreate in all four seasons. Staff manage 138,000 square feet of recreation center space, offering services across three recreation centers, two outdoor aquatic facilities, several sports complexes, a bike park, two outdoor skate parks, and other specialized and regional facilities including the Boulder Reservoir, Valmont Bike Park and the Flatirons Golf Course. programs BPR partners with local organizations and groups to offer over 2,500 diverse types of recreation programs that promote physically and mentally active lifestyles for people of all backgrounds, ages and abilities. Some programs include a fee, while others are subsidized to ensure all members of the community have access to recreation. »EXPAND programs provide opportunities for people with disabilities to improve and gain new recreation and leisure skills. »Youth Service Initiative (YSI) programs and activities give young people, whose circumstance would otherwise prevent them from experiencing many of the recreational and educational activities and options their peers enjoy, a chance to explore these opportunities. »SilverSneakers®, Silver & Fit®, Renew Active™ and other third- party programs give older adults opportunities to participate in subsidized programming. »Aquatics, dance, fitness, nutrition, biking, tennis, golf and pottery programs, in addition a variety of camps and sports programs round out BPR’s suite of services. Pumping iron at North Boulder Recreation Center. Gymnastics program participants hanging out. Visitors enjoying the playground at Creekside Park. 86 Master Plan Purpose 21% increase in financial aid enrollments 52% increase in EXPAND participation between 2015-2020 (enrollment doubled during this 5-year timeframe) ~26,300 hours of volunteer time annually Asset Management software was implemented 2014 master plan key accomplishments BPR has achieved most of the goals identified in the 2014 Master Plan, including decreasing backlog repairs by 41%, completing the new Scott Carpenter Pool, the Boulder Reservoir Visitors Center and restructuring the recreation pass. Other notable accomplishments since 2014 include: STRATEGIC ROADMAP The 2022 Master Plan serves as a guidebook to help BPR staff provide parks and recreation services that meet the needs of the Boulder community. It also acts as a roadmap for the management of the parks and recreation system, informing capital investment, programming, operations and maintenance priorities for the next five years. Building on the success of initiatives from the 2014 Master Plan and recalibrating to ensure BPR services are tailored to meet changing needs, staff are strategically focusing on the aspects of BPR services that provide desired community benefits and meet citywide sustainability, resilience and equity goals. The 2022 Master Plan helps BPR answer three important questions: • What do we do? • Who do we serve? • How do we excel? Staff will use the content of this plan to respond to current needs, anticipate future challenges and identify policies, goals and initiatives to help meet the Department’s mission and meet community needs today and in the future. The mission, vision, goals and initiatives will be integrated into BPR’s work so every employee plays a role in building success. The goals and initiatives should guide BPR’s work over the next five years, at which point an update effort should be initiated. Department goals, initiatives and projects should be reviewed regularly to assess successful outcomes related to the mission and vision, and revised as need to address roadblocks to success. GUIDING FRAMEWORK BPR used several citywide initiatives and plans as a framework to guide the 2022 Master Plan process. The principles of equity, resilience and sustainability are woven throughout each element of the plan to support community values and citywide goals. boulder valley comprehensive plan The Boulder Valley Comprehensive Plan (BVCP) guides long-range planning and other activities that shape the built and natural environments in the Boulder Valley. The plan provides policy guidance to ensure protection of the natural environment and support a livable, vibrant and sustainable community. The BVCP Who We Are | 7 87 8 | Who We Are The Tree Giveaway is an important community event, encouraging community members to help add shade and decrease CO2 in the atmosphere. boulder valley comprehensive plan vision The Boulder Valley community honors its history and legacy of planning for a livable community surrounded by open space and rural lands while striving together to create and preserve a truly special place that is sustainable, resilient, equitable and inclusive—now and for future generations. sustainability & resilience framework vision A future with equitable access to health, prosperity and fulfillment; where our community adapts and thrives in response to emerging, and sometimes urgent, social, economic and environmental challenges. acknowledges the role that parks and recreation plays in building community and improving the quality of life for Boulder Valley community members. The BVCP recommends that parks and recreation programs and facilities continue to provide for a well- balanced and healthy community by offering a range of activities that support mental and physical health through high-quality programs and services. sustainability, equity & resilience framework The City of Boulder’s Sustainability, Equity & Resilience Framework provides a vision for an inspired future and aligns efforts across the city by establishing a common language for goals and priorities. This framework guides budgeting and planning processes by providing consistent goals necessary to achieve Boulder’s vision of a great community and the actions required to achieve identified goals. The 2022 Master Plan polices, goals and initiatives have been developed to align with the following seven elements of the framework: »Safe: A welcoming and inclusive community that fosters personal and community safety and ensures that all residents are secure and cared for during emergencies and natural disasters. »Healthy and Socially Thriving: All Boulder residents enjoy high levels of physical and mental well-being and abundant recreational, cultural, and educational opportunities in an environment where human rights are respected. »Livable: High-performing, safe, well-maintained attractive buildings and infrastructure that accommodate a diverse set of community needs for working, playing and living. »Accessible and Connected: A safe, accessible and sustainable multi-modal transportation system that connects people with each other and where they want to go. Innovation, inclusivity and open access to information fosters connectivity and promotes community engagement. »Environmentally Sustainable: A sustainable, thriving, and equitable community that benefits from and supports clean energy; preserves and responsibly uses the earth’s resources; and cares for ecosystems. »Responsibly Governed: A local government that provides an excellent customer experience, responsibly manages the city’s assets, and makes data-driven decisions informed by community engagement. 88 Who We Are | 9 »Economically Vital: All residents and businesses can access and benefit from a healthy and sustainable economy that is innovative, diverse and collaborative. principles The principles of equity, resilience and sustainability were used throughout the master planning process to influence and guide the collection and analysis of data, community engagement efforts and policies, goals and initiatives to guide BPR’s work. Equity The City of Boulder is leading its equity work with racial equity. BPR is committed to this work and ensuring equity for all community members by focusing on equity as it relates to socioeconomic conditions, varying abilities, and ages of parks and recreation system users. Resilience & Sustainability Ensuring an environmentally, economically, socially sustainable and resilient future is an overarching priority for the Boulder community. BPR is committed to delivering reliable health and wellness services in a sustainable manner, and proactively planning and operating parks, facilities and programs to ensure resilience of the parks and recreation system. engagement strategic framework In 2017, the City of Boulder adopted an engagement strategic framework, designed by community members, that cultivates a two-way dialogue between city representatives and the community to encourage more meaningful public engagement. This framework is inclusive, consistent and transparent. In order to make better decisions and develop more responsive programs and services, the city has developed six strategies to guide community engagement efforts citywide. BPR is committed to using these strategies in all public engagement efforts. »Learn Together »Help People Know What to Expect »Cultivate Relationships »Be Transparent »Use the Right Tools »Evaluate and Evolve Resilience Equity Sustainability Providing everyone the specific resources and opportunities they need to be successful and to ensure equal outcomes. This differs from equality, which is treating everyone the same. The capacity to prepare and plan for disruptions, to recover from shocks and stresses, and to adapt and grow from these experiences. The ability to meet the needs of today in a way that does not inhibit future generations from meeting the needs of tomorrow. engagement strategic framework: 9 steps to good engagement SAFEHEALTHY & SOCIAL LIVABLE ACCESSIBLE & CONNECTED ENVIRONMENTALLY SUSTAINABLE RESPONSIBLY GOVERNED ECONOMICALLY VITAL EQUITYSUSTAINABILITYRESILIENCESAFEHEALTHY & SOCIAL LIVABLE ACCESSIBLE & CONNECTED ENVIRONMENTALLY SUSTAINABLE RESPONSIBLY GOVERNED ECONOMICALLY VITAL EQUITYSUSTAINABILITYRESILIENCESAFEHEALTHY & SOCIAL LIVABLE ACCESSIBLE & CONNECTED ENVIRONMENTALLY SUSTAINABLE RESPONSIBLY GOVERNED ECONOMICALLY VITAL EQUITYSUSTAINABILITYRESILIENCE Source: City of Boulder Engagement Strategic Framework 89 10 | Who We Are racial equity plan The City of Boulder’s Racial Equity Plan focuses on eliminating systemic and institutional racism in policies and practices. It states that: “Race is often the greatest predictor of access to success in our current system. The creation and perpetuation of racial inequities is embedded into government at all levels. Initially focusing on racial equity provides the opportunity to introduce a framework, tools and resources that can also be applied to other marginalized groups based on gender, sexual orientation, ability, class and age, among others.” BPR is committed to taking the steps necessary to continue to address historic inequities and ensure equity is integral to all of the department’s policies and practices, aligning with community priorities. All plans referenced in this section can be found on the City of Boulder website. Floating down Boulder Creek during the summer months is a very popular way to cool off and have fun. racial equity plan internal infrastructure steps The plan outlines steps city departments need to take to adapt internal infrastructure and communication to meet the plan’s five goals: »Everybody Gets It »Justly Do It »Community Commitment »Power to All People »Representation Matters 90 Who We Are | 11 Master Plan Process A BLENDED APPROACH The 2022 Master Plan outlines recommendations in the following ways: »Polices »Goals »Initiatives »Plan Alternatives These recommendations are the result of a two-year strategic planning process, which utilized a blended approach that included policy direction, research and community engagement. This approach was established in the 2014 Master Plan. It uses quantitative and qualitative data to determine recommendations. The approach was updated for the 2022 Master Plan to ensure the overarching lenses of equity and resilience were considered throughout the planning process. community engagement Engaging community members in a variety of ways throughout the planning process ensured that their voices were heard and considered in formulating BPR’s strategic direction. research Research was a key component of this master planning effort. BPR knows the Boulder community expects data-driven decision making and works to ensure this is a foundation of the department’s work. For this project, research included reviewing relevant plans and reports, conducting a statistically valid survey, reviewing national and regional trends, conducting a facilities assessment, completing a financial analysis, and engaging BPR and other city department staff. policy guidance The City Council and the Parks & Recreation Advisory Board (PRAB) provided input at major milestones throughout the planning process. PRAB feedback was critical to successfully combining public feedback and research into meaningful recommendations that are in line with city policies. As the council’s appointed community representatives for parks and recreation matters, the PRAB’s guidance was critical for ensuring the 2022 Master Plan reflects community needs. Already approved city plans, BPR’s service delivery model, asset management program and other pertinent guiding documents also helped guide the planning process. CommunityEngagementPolicy Re s e a r ch R e s i l i en ceEquity Master Plan Recommendations 91 12 | Who We Are Restore | Co nnec t | Sustain Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb MarTimeline1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter20212022 PROCESSENGAGEMENTBOARDS & COUNCILApr May June 2nd Quarter 3rd Quarter July Aug Sept Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Implementation MemoDeliverablesNeeds Assessment Report MasterPlan FINAL SystemOverviewSnaphot White Papers/ Research Facility Assessment Community Survey Report Financial Analysis Long-Range Goals & Initiatives Policies &Overview Statements Priorities Scenario Planning MasterPlanDRAFT MasterPlanDRAFTFinal Draft MasterPlanDRAFTPublic Review RESEARCH & TRENDS NEEDS A SSESSMENT IMPLEMENTATION PLAN FINALPLANMASTER PLAN ACCEPTANCE SUMMARY#1 SUMMARY#2 SUMMARY#3 SUMMARY#4 Surveys Meetings Engagement Windows BeHeardBoulder Youth Voice StakeholderMeetings PublicOpen House Workshop PublicWorkshopStakeholderWorkshop YouthSummary YOAB MiniWorkshop Community Connectors Connect0rSummary Micro- Engagements MicroSummary MicroSummary SurveyResults Stories/Places/Questions Digital Open House Digital Public Woorkshop Community Comments IDENTIFY & EVALUATE OPTIONS COMMUNICATINGDECISIONSDEVELOPING RECOMMENDATIONSSHARE A FOUNDATION OF INFORMATION & INQUIRY #1 #2 #3 #4 FINALSUMMARY Mobile HomeParkEXPANDCaregivers HomelessShelterPlaygroundOpeningygyg NatNigh SeniorCenter CPWDBHP Questionnaire Questionnaire PRAB Discussion -April 12 Summary of Research, Trends & Values Evaluation PRAB Study Session July 12 Summarize Needs Identify Strategies & Initiatives PRAB Matters - May 24 Youth Voice Presenations PRAB Matters - Aug 23 Project Update PRAB Discussion DRAFT Plan PRAB Action Request Recommendation CC Study Session - July 27 Summarize Needs Identify Strategies and Initiatives CC Information Parcket - TBD Introduction to New Members and Project Update CC Study Session - TBD 2nd Qtr Prioritize Strategies & Initiatives DRAFT Plan CC Public Hearing Request Acceptance PLANNING TBD DRAFT Plan PLANNING Information Item Process and Approach Dec 2020 PLANNING TBDRequestRecommendation Parks & RecAdvisory Board Planning Board City Council PRAB Discussion Item - Oct 25 Overview Statements and Policies PRAB Discussion Item - Dec 13 Priorities PRAB Study Session Implementation Memo Project Schedule & Phases The 2022 Master Plan project schedule was broken into five phases, detailed in the timeline below. Each phase included extensive research, community engagement and direction from othe planning documents and policy makers, including the Parks and Recreation Advisory Board (PRAB) and City Council. 92 Who We Are | 13 Restore | Connec t | Sustain JanFebMarAprMayJuneJulyAugSeptOct Nov Dec Jan Feb MarTimeline1st Quarter2nd Quarter3rd Quarter 4th Quarter 1st Quarter20212022 PROCESSENGAGEMENTBOARDS & COUNCILApr May June 2nd Quarter 3rd Quarter July Aug Sept JanFebMarAprMayJuneJulyAugSeptOct Nov Dec Jan Feb Mar Apr May June July Aug Sept Implementation MemoDeliverablesNeeds Assessment Report MasterPlan FINAL SystemOverviewSnaphot White Papers/ Research Facility Assessment Community Survey Report Financial Analysis Long-Range Goals & Initiatives Policies &Overview Statements Priorities Scenario Planning MasterPlanDRAFT MasterPlanDRAFTFinal Draft MasterPlanDRAFTPublic Review RESEARCH & TRENDSNEEDS ASSESSMENTIMPLEMENTATION PLAN FINALPLANMASTER PLAN ACCEPTANCE SUMMARY#1SUMMARY#2 SUMMARY#3 SUMMARY#4 Surveys Meetings Engagement Windows BeHeardBoulder Youth Voice StakeholderMeetingsPublicOpen House Workshop PublicWorkshopStakeholderWorkshop YouthSummary YOAB MiniWorkshop Community Connectors Connect0rSummary Micro- EngagementsMicroSummary MicroSummary SurveyResults Stories/Places/QuestionsDigital Open House Digital Public Woorkshop Community Comments IDENTIFY & EVALUATE OPTIONS COMMUNICATINGDECISIONSDEVELOPING RECOMMENDATIONSSHARE A FOUNDATION OF INFORMATION & INQUIRY #1#2#3 #4 FINALSUMMARY Mobile HomeParkEXPANDCaregiversHomelessShelterPlaygroundOpeningygygNatNigh SeniorCenter CPWDBHP QuestionnaireQuestionnaire PRAB Discussion -April 12 Summary of Research, Trends & Values Evaluation PRAB Study Session July 12 Summarize Needs Identify Strategies & Initiatives PRAB Matters - May 24 Youth Voice Presenations PRAB Matters - Aug 23 Project Update PRAB Discussion DRAFT Plan PRAB Action Request Recommendation CC Study Session - July 27 Summarize Needs Identify Strategies and Initiatives CC Information Parcket - TBD Introduction to New Members and Project Update CC Study Session - TBD 2nd Qtr Prioritize Strategies & Initiatives DRAFT Plan CC Public Hearing Request Acceptance PLANNING TBD DRAFT Plan PLANNING Information Item Process and Approach Dec 2020 PLANNING TBDRequestRecommendation Parks & RecAdvisory Board Planning Board City Council PRAB Discussion Item - Oct 25 Overview Statements and Policies PRAB Discussion Item - Dec 13 Priorities PRAB Study Session Implementation Memo Source: BPR 93 14 | Who We Are ENGAGEMENT A critical and ongoing component of the planning process is community engagement. An equitable, open and collaborative engagement process builds trust throughout the community in both the 2022 Master Plan document and how it was created. The engagement process provided opportunities for the community to be active in the planning process and influence the plan’s findings and recommendations. BPR collected feedback for each engagement window. This feedback influenced all aspects of the 2022 Master Plan, including what types of community-oriented services BPR delivers, how these services are prioritized, and how we best deliver them with diverse needs and limited funding. methods BPR shared and followed the citywide engagement plan, which included efforts to reach less represented groups. Staff used a variety of engagement methods to provide meaningful opportunities for community input. stakeholder workshops & public open houses All engagement windows of the planning process included staff and community stakeholder workshops and public open houses. Due to the COVID-19 pandemic, workshops and open houses shifted between in person and virtual based formats depending on public health orders. Open houses allowed community members to provide input regarding what was important to them and allowed for directed feedback on a variety of 2022 Master Plan process topics. Interactive BeHeardBoulder map exercise giving community members a chance to share memories about BPR parks or facilities 142 open participation survey responses Bilingual flyers, signage and door hangers advertising ways to participate 284 statistically valid survey responses Social Media campaigns on Instagram, Facebook and Twitter Community members enjoying the large vareity of services BPR offers throughout Boulder. engagement highlights 94 Who We Are | 15 citywide coordination Interviews were conducted with seven departments or workgroups throughout the city including Climate Initiatives, Open Space and Mountain Parks, Facilities, Equity, Transportation, Housing and Human Services and Finance. The interviews identified common policy and capital goals, shared community goals, and opportunities for collaboration and mutual benefit. statistically valid survey Polco’s National Research Center conducted a statistically valid survey of Boulder community members. A total of 4,000 paper surveys were sent to randomly selected addresses and 284 recipients completed the survey. The survey data was statistically weighted to adjust for certain demographic groups not responding. An open online community survey was available to all community members during the same time period. A comparison of results for both surveys indicated alignment between the statistically valid survey group and the general community. beheardboulder To gather input from the community throughout the planning process, BPR used the city’s online engagement platform, BeHeardBoulder. Community members could provide feedback on specific questions during each engagement window through various activities including quick polls, questionnaires, map activities and general comments. These opportunities were advertised through multiple print and digital communications channels. Community members enjoying the large vareity of services BPR offers throughout Boulder. 95 16 | Who We Are 30,000 E-blast subscribers Staff Charrette full-day discussion of goals and initiatives Spanish & English community workshops were held to prioritize goals and initiatives Micro Engagements with youth, older adults and people with disabilities micro engagements Micro engagements are small, targeted opportunities for the project team to interact with specific groups from the community. This includes meeting these groups where they already are, rather than having them come to the project team. These engagement opportunities were utilized throughout the planning process to obtain targeted feedback from specific community groups including, but not limited to, low-income populations, people experiencing homelessness and Spanish- speaking community members. youth engagement BPR coordinated with Growing Up Boulder (GUB) and the Youth Opportunities Advisory Board (YOAB) to administer surveys and collect feedback on the planning process from youth and teens throughout Boulder. Feedback from youth and teens was collected and incorporated into both the Needs Assessment Report and the Implementation Memorandum. technical advisory groups (TAGs) Comprised of staff from across BPR, TAG members served as subject matter experts to verify information and research and provide input on specific projects and programs that should be prioritized. The TAG includes both the Management Technical Advisory Group (MTAG) and Working Technical Advisory Group (WTAG). BPR staff and stakeholders offered invaluable information that informed the plan recommendations. engagement highlights 96 “ “Less prescriptive programming when designing facilities would allow for more flexible uses in the future.” parks and recreation advisory board (PRAB) The PRAB played a critical role in the development of the 2022 Master Plan by reviewing research and findings, providing input on content at critical junctures, offering policy direction and recommending the final plan to City Council. During the planning process PRAB held multiple study sessions dedicated to the Master Plan. The PRAB’s guidance was instrumental in shaping the recommendations, polices, goals and initiatives of the plan. city council As the governing body that accepts the final 2022 Master Plan, City Council engaged in the project and provided feedback and policy direction at key junctures. In December 2020, the council reviewed and approved the project approach and community engagement plan. In July 2021, project staff presented the findings of the Needs Assessment to City Council. In April 2021, a study session allowed City Council to review and discuss the draft plan and provide feedback that was incorporated into the final 2022 Master Plan. beheardboulder community feedback “Ensure that ‘public’ includes everyone in the community and think about long term benefits, especially for facilities/ programs that are adaptable as much as short term gains to be more resilient.” “Focus on the community experience, including improving the registration system, marketing, public engagement, etc.” “Making parks the centerpiece of the community will ensure that the community recognizes it is in their best interest to take care of parks in return.” Who We Are | 17 97 98 WHERE WE ARE TODAY »Understanding changes in the Boulder community that have occurred since the completion of the 2014 Master Plan provides BPR with a foundation for decision making and planning for the future. In this section, community demographics and trends, the current state of Boulder’s parks and recreation system, and an overview of today’s financial situation provide useful data. This data informs the 2022 Master Plan recommendations that BPR staff will work to accomplish in the next five years. 99 20 | Where We Are Today The natural features in and around Boulder make it one of the most beautiful cities in Colorado. 100 Where We Are Today | 21 Community Context IMPROVING QUALITY OF LIFE Communities throughout the country understand that urban parks, natural areas, recreation facilities, historic and cultural resources and recreation programs are community amenities that improve quality of life. Boulder has one of the premier parks and recreation systems in the country. BPR’s services offer spaces where community members can recreate, connect with nature, spend time with family and friends, meet new people, and participate in programming year-round, both indoors and outdoors. While BPR has been doing an excellent job of meeting the needs of the community, it will become increasingly challenging in the future, due in part to growing use of outdoor amenities by people who live in Boulder and in adjacent Front Range communities. The population BPR serves is changing as community members age and become increasingly more diverse. When Spring springs on the Pearl Street Mall, tulips arrive enmasse to greet visitors. 101 22 | Where We Are Today DEMOGRAPHICS BPR currently provides recreation to a city population of 108,091 (including the CU Boulder student population). While Boulder’s population growth is limited and less than statewide averages, the city population is expected to grow to approximately 123,000 by 2040. Not only is the population within city limits expected to increase, but about 1 million additional people are expected to move to the Denver region, with another 1 million moving to the northern Front Range, which includes Fort Collins, Longmont and other munipalities, by 2040. As an employment center drawing from the Front Range, Boulder is anticipating an increase of 14,000 employees in the community by 2040, which will increase usage and in turn create additional stress on Boulder’s parks and recreation system. According to the U.S. Census American Community Survey, the majority of Boulder’s population is white (87.7%). The city has a higher percentage of Asian community members (7%) than Boulder County, the state and even the nation. Black or African American community members make up 1.3% of the population, 0.2% are American Indian or Alaska Native, and 1.6% are other races. In terms of ethnicity, approximately 10% of community members are of Hispanic or Latino origin (of any race). Projections for changes to the composition of the population by race are not calculated for counties or municipalities; however, the Colorado State Demography Office developed a statewide forecast in October 2011 through 2030. Populations of Black, Asian/Pacific Islander, and American Indian remain relatively stable in proportion to all other races. Additionally, based on state-wide projections, there will be a significant increase in the Latinx community population – growing from 10% of the total population in 2019 to potentially just over 30% by 2040. The same trend may not unfold in the same way in Boulder, but the nationwide trend of a burgeoning Hispanic population will very likely influence the city and BPR amenities, facilities and programs. Boulder County’s population is aging. By 2040, the current percentage of community members aged 60 and older will nearly double to make up 28% of the county’s total population. Doing the “twist” at South Boulder Recreation Center. 102 Where We Are Today | 23 These trends will result in an increased demand for parks and recreation services. Population growth, as well as an increasingly diverse and aging population, will require a greater capacity for services and additional funding to meet community needs. CITY OF BOULDER POPULATION ESTIMATE PROJECTION GROWING POPULATION PRESSURE The growing population of Boulder and surrounding communities will result in an increasing demand for BPR services. This will require greater capacity, and specific services focused on older adults, the Latinx community and community members who require equitable access to services. It will also result in increased environmental, social and economic strain on the parks and recreation system and will likely require additional funding to meet community needs. BOULDER COUNTY AGING POPULATION CITY OF BOULDER HOUSING COSTS & INCOME By 2040, the current percentage of community members aged 60 and older will nearly double to make up 28% of the county’s total population. The growing population of Boulder and surrounding communities will more than likely result in increased need for services, parkland and programming. This in turn will result in increased strain on the parks and recreation system. With increasing numbers of aging adults, BPR will likely see an increased demand for senior programs and facilities that have observed appeal from review of national and regional trends (e.g., Medicare health and wellness programs and facilities such as warm-water aquatics pools and pickleball courts). With housing costs rising faster than income, and a higher than average renter population compared to the county and state, BPR will likely see continued or increased demand for low-cost to no-cost recreation options in Boulder. Median Detached Home Sales Price Median Attached Home Sales Price Median Household Income $1M $800K $600K $400K $200K $0 2010 2012 2014 2016 2018 $242,500 $405,250 $435,000 $685,000 $940,000 $432,000 $103,600$89,500 $84,500 $85,600 2010 2020 2040 98K98K 108K108K 123K123K 2040 2040 28%28% 103 A Kidz Summer Camp participant “hangs” on at East Boulder Community Center. 24 | Where We Are Today 104 Where We Are Today | 25 THE BPR SYSTEM TODAY Since 2014, BPR has experienced several situations that require increased adaptability and resilience. Current departmental challenges include annual fluctuations in revenues, limited funding resources and decreasing staff capacity. Climate change events have become more common, including increasing temperature fluctuations, recent wildfires, floods, droughts, emerald ash borer damage and invasive species proliferation. The community has also seen increasing rates of anxiety and depression, specifically among youth and teens. During 2020 and 2021, BPR saw firsthand the unprecedented impact of the COVID-19 pandemic on parks, facilities, programs and budget, forcing staff to make more on-the-fly operational decisions. Amidst strained resources, the demand for park space and outdoor recreation was unparalleled during this time, as community members sought outdoor experiences that were socially distant but allowed them to continue to enhance their quality of life by recreating outdoors and remaining active. As public health restrictions lifted and communities adjust to post-pandemic life, demand on BPR’s programs, parks, and facilities remains high. To ensure BPR’s system is able to best respond to increased user demand, a thorough baseline assessment was performed to assess the gap between where the parks and recreation system is today, and where it needs to go in the future to continue to deliver high quality parks, facilities, and programs to the community. Boulder Parks & Recreation System Community Priorities When asked two different ways via the statistically valid survey, community members consistently preferred focusing limited resources on existing parks and facilities, rather than building new facilities. community hubs The City of Boulder Parks and Recreation Department’s (BPR) parks, facilities, programs, and historic and cultural resources provide places where community members can: »gather »improve their physical and mental health »access core services “Focus on existing parks and facilities and remove financial barriers to participation in existing programs rather than building new facilities.” 105 LOCAL TRENDS: PARKS 1 Parks and Natural Areas “Loved to Death” BPR amenities are aging, and parks and natural areas are being “loved to death” due to the increasing popularity of outdoor areas. While higher use is positive in many ways, it is also has significant ecological and sustainability impacts, such as increased trash, erosion, people creating their own pathways through parks and natural areas, and the need to add additional fencing and signage. This use can also lead to decreases in biodiversity, loss of habitat and increases in invasive species. 2 Urban Tree Canopy Threats The emerald ash borer continues to threaten the tree canopy in Boulder. Dying ash trees can pose a public safety risk because they are more likely to fall, as emerald ash borer disease dries the trees out quickly, making them very brittle. Along with the loss of ash trees, extreme weather events, drought, other invasive insects and tree diseases are also threats to the health of the urban forest and parkland. 3 Encampments & Illegal Use of Parkland Like communities across the country, Boulder has seen an increase of encampments and illegal use of parkland, which strains limited resources and impacts uses of space. Current staff are finding it difficult to keep up with recent user impacts . Boulder Reservoir North Shore visitation grew approximately 20% from 2019 to 2020, and around 8% from 2019 to 2021 . It is estimated that ash trees comprise 25% of the total urban tree canopy, with a value of ~$18 million . BPR has successfully slowed down the progression of emerald ash borer disease with biocontrols and pesticides . BPR is working closely with partners across the city to support community members experiencing homelessness and ensure public spaces are safe for everyone . 26 | Where We Are Today 106 Where We Are Today | 27 Parks Parks are the land base that provides areas for active and passive recreation as well as the location of park and recreation assets. BPR’s system has a distinctive balance of developed urban park amenities and natural areas, as well as natural features throughout Boulder, including the urban tree canopy, which includes trees in city parks as well as those along public street rights-of-way. parkland inventory Per the 2018 Boulder Parks & Recreation Design Standards Manual, the Boulder Parks system is classified into eight distinct park typologies based on a variety of factors including: size, use, assets/ amenities, location, density of users, facilities and vegetation. These typologies help BPR determine how to prioritize management of existing parks, facility programming and the development of new parks. Staff strive to operate and maintain each of these areas in ways that are most beneficial to the community – offering a variety of opportunities for active and passive recreation. Table 1: BPR Parkland Inventory Park Type # of Parks Avg Size Current Acreage Undeveloped Acreage Total Acreage Examples Neighborhood Parks 46 7 acres 182 39 221 Bear Creek Park Community Parks 10 45 acres 263 188 451 Foothills Community Park City & Regional Parks 3 130 acres 316 57 373 Valmont City Park Civic Spaces 6 4 acres 26 0 26 Pearl Street Mall Recreational Facilities 6 15 acres 114 0 114 Gerald Stazio Ballfields Specialized Facilities 2 5 acres 11 0 11 Columbia Cemetery Natural Areas 6 100 acres 622 0 622 Coot Lake Community Use Areas 10 10 acres 41 0 41 Boulder Creek Path TOTALS 1575 284 1859 Notes: Recreational facilities in this context do not include the three recreation centers. Specialized facilities include Boulder Reservoir Regional Park, Flatirons Golf Course, Columbia Cemetery and the Pottery Lab. PARKS & RECREATION ARE ESSENTIAL PUBLIC SERVICES “Just as water, sewer and public safety are considered essential public services, parks are vitally important to establishing and maintaining the quality of life in a community, ensuring the health of families and youth, and contributing to the economic and environmental well-being of a community and a region.” According to the National Recreation & Park Assocation (NRPA), the three values that make parks and recreation essential public services include: - Economic Value - Health & Environmental Benefits - Social Importance www.nrpa.org 107 28 | Where We Are Today level of service Level of service (LOS) establishes the standard by which parks and recreation facilities are provided, operated and maintained over time to best meet community needs. LOS standards also enable evaluation of progress over time. Numeric LOS metrics are used when analyzing parkland and recreation facilities to express acreage or availability in per capita terms. BPR currently uses the NRPA accepted standard of park acreage per 1,000 residents to measure parks LOS in Boulder. When compared to national benchmark communities, NRPA Agency Performance Review data, and the Trust for Public Land (TPL) overall ParkScore® median, Boulder is keeping pace in parkland per capita, and in some cases provides above average amounts of urban parkland. If BPR develops all of its existing parkland (specifically undeveloped acreage), and 2040 population projections are on target, the city will maintain current LOS by 2040, providing the same amount of parkland per 1,000 community members. Table 2: Park Level of Service (LOS) Comparison Table Park Type (BPR DSM Classification)1 2014 LOS Benchmark Standard 2021 Current LOS2 2040 LOS Projection3 2040 Projection Acres Needed to Maintain 2021 Standard4 Neighborhood Parks 3 1.7 1.8 If BPR develops all existing acreage, the city will maintain 2021 LOS for parkland. Community Parks 1.5 2.4 3.7 City/Regional Parks 1 - 3 2.9 3.0 Other Parkland5 n/a 7.5 6.6 TOTAL 5.50 - 7.50 14.6 15 .1 Notes: 1. BPR Design Standards Manual 2. The 2021 Current LOS column does not include currently undeveloped acreage. Population: 108,000 3. The 2040 LOS Projection column does include currently undeveloped acreage (assuming it will be developed by this time). Population: 123,000 4. Developed and undeveloped acres are included in the 2040 projection for acres needed to maintain 2021 LOS standard. 5. Other Parkland: the additional five DSM Park Types are grouped here because the classifications for each have changed since 2014. NRPA Standard LOS Metric The NRPA standard metric for measuring LOS is acres of parkland per 1,000 residents . The median LOS for agencies serving a population of 100,000 – 250,000 is 8 .9 acres per 1,000 residents . Boulder well exceeds this average at 18 .59 acres/1,000 residents . Arts in the Park is a popular event held at Central Park & Civic Area. 108 Where We Are Today | 29 Playing a round of golf at Flatirons Golf Course offers opportunities for exercise, relaxation and taking in stunning views of the Rocky Mountains. With the high price of land in Boulder and the city’s growth boundary limiting development, adding new parkland is currently not feasible. Given the projected population growth, and limitations around adding parkland, each developed park will need to handle an increased number of users, requiring more amenities and higher levels of maintenance. Moving forward, BPR will use additional metrics in tandem with acres per 1,000 residents to measure LOS. These additional indicators will be tailored to the Boulder community, and will consider, among other things, proximity and ease of access to parks and recreation services, proximity to Open Space & Mountain Parks (OSMP) land, the size and types of amenities serving various populations, equity, and tree canopy coverage. These metrics will help BPR more accurately assess and monitor performance over time in more meaningful ways. Section 3: Where We Are Going, includes a discussion of how BPR will begin to measure LOS with layered equity mapping to ensure that parks and recreation services are distributed equitably across the community (p.65). boulder open space & mountain parks (OSMP) The City of Boulder provides a significant amount of public lands for community members to experience nature. The Open Space and Mountain Parks Department manages over 45,000 acres of natural lands and 155 miles of trails, complementing the close-to-home experiences provided by BPR. 109 30 | Where We Are Today Boulder Boulder ReservoirReservoir City LimitsCity LimitsCity LimitsCity Limits Acres / 1000 People 6.4Acres / 1000 People 6.4 Pop in Proximity 81.8%Pop in Proximity 81.8% Tree Canopy 19.2%Tree Canopy 19.2% SOUTH BOULDER Acres / 1000 People 4.4Acres / 1000 People 4.4 Pop in Proximity 79.4%Pop in Proximity 79.4% Tree Canopy 26.8%Tree Canopy 26.8% CENTRAL BOULDER Acres / 1000 People *Acres / 1000 People * Pop in Proximity 1.6%Pop in Proximity 1.6% Tree Canopy 7.5%Tree Canopy 7.5% EAST BOULDER Acres / 1000 People 7.0Acres / 1000 People 7.0 Pop in Proximity 69.3%Pop in Proximity 69.3% Tree Canopy 14.9%Tree Canopy 14.9% PALO PARK Acres / 1000 People 1.5Acres / 1000 People 1.5 Pop in Proximity 42.5%Pop in Proximity 42.5% Tree Canopy 15.7%Tree Canopy 15.7% COLORADO UNIVERSITY Acres / 1000 People 7.3Acres / 1000 People 7.3 Pop in Proximity 64.8%Pop in Proximity 64.8% Tree Canopy 8.2%Tree Canopy 8.2% CROSSROADS Acres / 1000 People 11.2Acres / 1000 People 11.2 Pop in Proximity 85.1%Pop in Proximity 85.1% Tree Canopy 19.3%Tree Canopy 19.3% NORTH BOULDER Acres / 1000 People 13.1Acres / 1000 People 13.1 Pop in Proximity 55.7%Pop in Proximity 55.7% Tree Canopy 16.5%Tree Canopy 16.5% SOUTHEAST BOULDERAcres / 1000 People 2.6Acres / 1000 People 2.6 Pop in Proximity 54.1%Pop in Proximity 54.1% Tree Canopy 30.5%Tree Canopy 30.5% UNIVERSITY HILL GUNBARREL Acres / 1000 People 2.7Acres / 1000 People 2.7 Pop in Proximity 0%Pop in Proximity 0% Tree Canopy 5.5%Tree Canopy 5.5% Map 2: Subcommunity Level of Service Source: BPR GIS Analysis 110 Where We Are Today | 31 MAP NOTES East Boulder Acres / 1000 People is invalid due to very low population. 2020 Population Estimates based on Dwelling Units. Proximity based on being within one-half mile of a Neighborhood Park or quarter-mile of a Playground. Tree Canopy from 2013, inside city limits only, some areas have incomplete data. BOULDER SUBCOMMUNITIES The Boulder Valley Comprehensive Plan defines a subcommunity as: “an area within the service area of the city (Area I and II) that is defined by physical boundaries such as roads, waterways and topography. Each subcommunity is composed of a variety of neighborhoods and has distinct physical and natural characteristics.” There are 10 subcommunities in Boulder: Central Boulder Central Boulder - University Hill Crossroads Colorado University East Boulder Southeast Boulder South Boulder North Boulder Palo Park Gunbarrel level of service mapping This 2022 Master Plan introduces an innovative gap analysis to identify differences in the level of service within specific geographic areas, or subcommunities, throughout the city. The purpose of this analysis is to discover physical gaps in proximity of neighborhood parks and playgrounds which are key recreation amenities. BPR can further evaluate gap areas to understand if it is feasible to close the barrier to access neighborhood parks and playgrounds in and/ or if further study is warranted. The National Recreation and Park Association (NRPA) recommends these types of maps for evaluating locations of access inequity within a community’s parks and recreation offerings Using an inventory of all currently developed parkland, BPR added an overlay of subcommunity boundaries to understand variations in the distribution of parks and amenities throughout the city. Areas within city limits, but not included within a subcommunity, are areas without developed housing units, either existing or planned. To determine LOS for each subcommunity and compare them with each other, staff used three metrics: »Acres of developed parkland per 1000 people (NRPA standard metric) »Percent of population in each subcommunity that live within one-half mile of a neighborhood park or quarter-mile of a playground (Boulder Valley Comprehensive Plan metric) »The amount of tree canopy in the area (Urban Forest Strategic Plan metric) The subcommunity Level of Service (LOS) map is the first step in identifying spatial inequity in terms of parkland, proximity to parks and/or playgrounds, and tree canopy. Looking at LOS by subcommunity provides a more detailed understanding of the distribution of parks and amenities in different parts of the city. The maps include areas outside current city limits which may have limited or incomplete data. BPR should gather data for entire subcommunity areas to correct this issue in the future. “Provide neighborhood parks of a minimum of five acres in size within one-half mile of the population to be served.” Boulder Valley Comprehensive Plan Neighborhood Parks service metric 111 32 | Where We Are Today subcommunity level mapping BPR manages 45 neighborhood parks that average approximately seven acres in size. From an initial analysis, staff made the following preliminary findings when comparing the neighborhood parkland LOS between subcommunities: »East Boulder, Colorado University and Central Boulder – University Hill have the lowest neighborhood parkland LOS. Other factors influence this analysis, including the lower population of East Boulder, the university, and industrial centers within these subcommunities, and other types of park classifications. »When considering just parkland managed by the City of Boulder, the parkland LOS for Gunbarrel is low and the only neighborhood park in the subcommunity, Tom Watson Park, is separated from the residential areas of the subcommunity by a major barrier: the Diagonal Highway. The LOS for Gunbarrel would increase if lands that are managed by other entities such as HOAs are included as there is significant privately managed greenspace. Table 3: Subcommunity Neighborhood Parkland* LOS Comparison Subcommunity Neighborhood Parkland Acres Population Neighborhood Parkland LOS East Boulder 0 466 0 Colorado University 10.21 17,820 0.57 Central Boulder/ University Hill 16.53 10,550 1.57 Southeast Boulder 24.80 15,330 1.62 Central Boulder 35.49 19,200 1.85 Palo Park 21.39 11,450 1.87 South Boulder 47.16 15,440 3.05 Gunbarrel 60.78 11,750 5.17 Crossroads 18.48 3,550 5.21 North Boulder 76.82 12,590 6.10 * Neighborhood Parkland refers to type of park classification—Neighborhood Park Table 4: Subcommunity All Parkland LOS Comparison Subcommunity All Parkland Acres Population All Parkland LOS Colorado University 25.77 17,820 1.45 Central Boulder/ University Hill 27.22 10,550 2.58 Central Boulder 83.63 19,200 4.36 Gunbarrel 60.78 11,750 5.17 South Boulder 104.05 15,440 6.74 Palo Park 79.74 11,450 6.96 Crossroads 34.04 3,550 9.59 North Boulder 144.89 12,590 11.51 Southeast Boulder 202.76 15,330 13.23 East Boulder 182.33 466 391 Notes: For both Table 3 and Table 4, the populations for the entire subcommunities were used - including areas that are currently outside city limits. In the future, the LOS for subcommunities with a large population outside city limits must be examined with other factors, such as access to other greenspace. 112 Where We Are Today | 33 All Parkland Level of Service by Subcommunity BPR also calculated a comprehensive LOS for all classes of developed parkland including community parks, city parks, and neighborhood parks that are under five acres and owned by the BPR. In this analysis: »Colorado University and Central Boulder have the lowest parkland LOS. »North Boulder continues to have a high LOS and Southeast Boulder and East Boulder improve from mid-low to high LOS for all types of parkland. »East Boulder’s LOS is low when looking only at Neighborhood Parks, but when considering total parkland, it has the highest LOS due to the inclusion of Valmont City Park and Gerald Stazio Ball Fields which are not classified as ‘neighborhood’ parks. Proximity to Neighborhood Parks & Playgrounds Level of Service by Subcommunity There are two subcommunities where less than 50% of residents are within a half-mile or quarter-mile of a neighborhood park or playground, respectively – Colorado University and Gunbarrel (not including East Boulder which is discussed in more detail later in this document). Ensuring residents of these subcommunities have the proximity recommended by the BVCP in the future is important to ensure equitable distribution of parks and playgrounds. Tree Canopy Level of Service by Subcommunity Today, the tree canopy in the Gunbarrel, Palo Park, East Boulder, Crossroads, and Colorado University subcommunities is below the citywide goal of 16%. While it is important to focus on increasing the canopy in these areas, the discrepancies in canopy coverage are partly due to the subcommunities’ characteristics. For example, East Boulder is lacking tree canopy cover due to the industrial and commercial land uses of the subcommunity. With the current and proposed future land uses for East Boulder, it will be important to invest in tree planting on city-owned property in the subcommunity, such as Valmont City Park. BPR should also work with private landowners as parcels are developed and redeveloped to increase the overall urban tree canopy. 16% City Tree Canopy Goal The City has a goal to maintain at least 16% tree canopy through 2037 Kickball is one of the many sports programs BPR offers for community members to enjoy. 113 LOCAL TRENDS: FACILITIES 1 Rising Court Sports Popularity Tennis has risen in popularity for the first time in many years. At the same time Pickleball is also rising in popularity, leading to additional demand for court access, and longer waits for court time for both types of court users. 2 Increasing Demand for Aquatic Facilities There has been an increased demand for more access to family time in pools, and warm water pools are very popular with Boulder’s older adult population. 3 Growing Dog Park Use Dog park use has continued to grow throughout the community. Additional dog parks are a continually requested facility, especially in more urban areas and for those living in multifamily housing. 4 Increasing Use by Regional Visitors An unexpected uptick in a regional user population has placed additional strain on Boulder’s parks and recreation amenities. Users who would not otherwise come to Boulder have been visiting BPR system more frequently recently, in part due to the COVID-19 pandemic and use restrictions in surrounding communities. 34 | Where We Are Today Top to Bottom: Gonzo Indoor Tennis; Kidz Summer Camp EBCC; East Boulder Community Dog Park; Gerald Stazio Softball Fields 114 Where We Are Today | 35 facilities Recreation Facilities are major park assets that provide both active and passive recreation opportunities, from aquatics facilities to recreation centers. facilities and amenities inventory & level of service The Boulder community enjoys multiple recreation facilities and amenities. Since the 2014 Master Plan, BPR has added two facility types to this inventory – Valmont Bike Park and non-dedicated pickleball courts. In most cases, the 2021 level of service related to facilities are slightly lower than 2014 numbers due to an increase in Boulder’s population. Despite this, users often indicated satisfaction with those facilities and amenities that rate lower than benchmark levels of service. This reinforces the fact that each community is unique and strictly quantitative measures do not provide the full picture of a particular system’s success. For example, even though the LOS for tennis courts has decreased since 2014, it is still above state, national and the Trust for Public Land (TPL) LOS medians. At the same time, BPR recognizes the community’s desire for additional courts. BPR facilities and amenities are extremely valuable to the community and are well-used and well-maintained given the system’s age and condition. Due to Boulder’s growing population, flat levels of funding, and increased stress on resources needed to address extreme weather events and pandemic recovery, LOS across the system is at risk of decreasing over time. BPR can continue to use LOS to help identify gaps in provided amenities and make decisions about investments. The department should prioritize investments in areas where it is not meeting LOS benchmarks for amenities desired by the community. Table 5: BPR Facilities Inventory Recreation Facilities & Amenities 2020 Inventory Recreation Centers 3 Programmable Studios 2 Historic Districts 3 Historic Sites*6 Premier Diamond Fields 11 Standard Diamond Fields 10 Premier Rectangular Fields 12 Rectangular/Multi-Use Fields 13 Tennis Courts 28 Pickleball Courts (non-dedicated)7 Basketball Courts - Outdoor 14 Sand Volleyball 21 Disc Golf 2 Roller Sports 2 Slacklining, # of allowed sites 9 Aquatic - Indoor Facilities 3 Aquatic - Outdoor Facilities 2 Skate Parks 3 Bike Parks 1 Dog Parks 4 Playgrounds 40 Exercise Courses 2 Picnic Shelters 58 Community Gardens 4 Total Miles of Paths, Sidewalks & Trails Maintained by BPR** 53 Number of BPR Managed Properties 105 City Trees*** ~14,000 * Historic Sites does not include rolling stock ** 40%, or 21 miles of these are multi-use paths *** Trees in parkland and public street rights-of-way 115 36 | Where We Are Today Table 6: Facility LOS Comparison Facility Type LOS per Quantity BPR 2021 LOS BPR 2014 LOS Colorado 2014 LOS Median National 2014 LOS Median TPL 2014 LOS Median Diamond Ball Field 10,000 21 1.94 2.46 2.89 2.45 1.6 Picnic Shelters 10,000 58 5 .37 3.49 4.73 2.71 n/a Playground 10,000 40 3.70 4.11 3.96 3.96 2.2 Rectangular Field 10,000 25 2 .31 2.05 5.22 1.32 n/a Tennis Court 10,000 28 2.59 4.11 2.44 2.44 1.8 Pickleball Court (Outdoor)20,000 7 1 .3 0 n/a n/a n/a n/a Aquatic Facility (Indoor)100,000 3 2.78 3.08 2.08 1.94 n/a Aquatic Facility (Outdoor)100,000 2 1.85 2.05 1.79 2.49 n/a Community Garden 100,000 4 3.7 4.11 n/a 1.22 n/a Dog Park 100,000 4 3.7 5.13 1.56 1.54 0.6 Golf Course 100,000 1 0.93 1.03 2.08 1.4 0.7 Recreation Center 100,000 3 2 .78 3.08 n/a n/a 3.5 Skate Park 100,000 3 2 .78 1.03 1.33 1.24 0.4 Bike Park 100,000 1 0 .93 n/a n/a n/a n/a Notes: In most cases, the 2021 BPR LOS numbers are slightly lower than 2014 numbers due to an increase in Boulder population. 2021 numbers that are higher than 2014 are noted in green. The only facility LOS that is lower than any of the comparison medians is Recreation Center LOS. Two additional facilities have been included in 2021 that were not included in 2014: the Valmont Bike Park and pickleball courts (on existing tennis courts). Trust for Public Land (TPL) data typically represents cities slightly larger in population to Boulder. A disc golfer enjoying a toss at Valmont Community Park. 116 Where We Are Today | 37 indoor recreation facility evaluations As part of the 2022 Master Plan process, Barker Rinker Seacat (BRS) Architects provided an Indoor Recreational Facility Assessment Report which included a conceptual overview of BPR’s primary indoor recreation facilities. The text below is pulled directly from this report. east boulder community center (ebcc) Overview EBCC, which was built in 1992, consists of recreation and aquatics facilities. This includes a gymnasium, weight room, fitness rooms for dance, yoga, spin and other activities. It also includes administrative offices and an attached area that is temporarily being used as a day care center. The facility generally appears to be in good condition, clean and well maintained. The 2016 Facility Strategic Plan identified building deficiences. A significant number of these have been addressed and those that remain will be addressed with the upcoming projected funding from the Community, Culture, Resilience and Safety Tax. This tax was approved in 2017 by voters and reapproved in 2021 for 15 years. Equity & Inclusion EBCC’s location, amount of program spaces and layout meet the spirit of equity overall. Changing demands in community wellness may involve reimagining spaces and program priorities to allow for greater flexibility and access. Anecdotal reports indicate opportunities to more broadly meet patron needs. The most important first step to achieving equitable program space is community engagement. Program Evaluation The pool is popular with the community and heavily used, but priority is given to swim teams. Because of site constraints expansion is not an option. Satisfying the wider needs of the community for access to aquatics facilities may need to be addressed system-wide if scheduling cannot improve access. Renovation plans include improving the warm water exercise pool. The gym is heavily used by pickleball and group fitness participants. Incorporating a trend like My Wellness Cloud, in which wearable technology syncs with in-class technology would elevate the fitness experience and provide a customer relationship management tool for staff with little impact on facility space. East Boulder Community Center 117 38 | Where We Are Today north boulder recreation center (nbrc) Overview The most centrally located facility, NBRC was originally constructed in 1974. An addition completed in 2001 doubled the size of the facility to roughly 62,000 square feet. The addition boasts an 8-lane lap pool and 3,300-gallon spa which were built adjacent to a large family-friendly leisure pool with waterslides, interactive features and zero-depth access. At that time, the center’s popular gymnastics area was expanded, and yoga and multipurpose rooms were added. A family locker room was created, and existing showers and locker areas refurbished and expanded. Additional staff offices were built, and the center’s entrance and drop-off area were redesigned to improve pedestrian and traffic flow. Notably, NBRC was the first community recreation center in the country to receive LEED Silver certification from the U.S. Green Building Council. Equity & Inclusion NBRC’s location and layout meet the spirit of equity overall. It is easily accessible by alternate modes, is on major buslines, and served by a major north-south multi-use path connection. It was anecdotally noted 65% of fitness participants utilize NBRC for classes. Managing growing demand can unintentionally impact equitable participation by favoring tech savvy users familiar with the registration system and with online access. Program Evaluation Demand is extremely high for programs at NBRC and in particular participation in group fitness classes and recreational drop-in sports like pickleball and volleyball. Gymnastics program participation also continues to soar. A weight room expansion was occurring during BRS’ site visit, but staff indicate additional space is needed to meet demand. Patrons desire spaces to accommodate high-intensity interval training (HIIT) classes. The site footprint and inability to expand parking remains a limiting factor, and center staff must balance popular program offerings with parking availability. North Boulder Recreation Center 118 Where We Are Today | 39 south boulder recreation center (sbrc) Overview The split-level SBRC, constructed in the early 1970s and partly renovated in the 1990s, is situated in Harlow Platts Community Park. The facility includes aquatics, a gymnasium, weight rooms, a multi-purpose room for dance, yoga, and other activities, a racquetball court, Pilates studio, and office and administrative areas. The center is clean and staff report that customers view it as the heart of their surrounding community. The center is very old and while clean and well maintained, has numerous accessibility and structural issues. Amenities and spaces within the facility have limited ability to meet community need. BPR needs to plan for its replacement in the next five years. Equity & Inclusion The community wants BPR to prioritize people with disabilities and youth – the SBRC cannot fully support achieving these goals. The social and physical needs of youth who want to access drop-in amenities at SBRC, specifically the lap pool, may be considered in addition to use by historically programmed user groups. The facility layout presents accessibility issues. Valid operating policies regarding security of elevator access further exacerbates these inequities. The confined spaces within the center would present a challenge even if someone has experience using a wheelchair. Program Evaluation Aquatics staff indicates a systemwide lack of therapy pools and deep, warm water pools limit programming. SBRC’s lap pool is heavily utilized so warmer temperatures would not necessarily mean expanded programs. The gymnasium is heavily utilized by pickleball. SBRC’s dance room and multi-purpose room meet some of the growing needs for fitness classes. Staff desire to convert the racquetball court into a flexible fitness space. Modern cardio equipment is getting larger, requiring higher ceilings and more expansive areas, which the court area could support, although the room aesthetic and acoustics may be a limiting factor. South Boulder Recreation Center 119 LOCAL TRENDS: PROGRAMS 1 Youth and Family Programs are Popular Youth and family programs are continually requested and special events, including the Halloween Drive-In Movie, have been more popular than expected. Parents in Boulder and surrounding communities are yearning to get their kids outside or in recreation programs/camps to interact with others. 2 Increasing Demand for Older Adult Programming Demand is increasing, and older adults are coming back at unexpectedly higher rates because BPR provides opportunities for recreation activities and social engagement in a controlled environment. 3 Increasing Demand for Wellness Programs Health and wellness programming interest (mind, body and spirit integration) is expected to trend upward, due to modern day stressors and anxiety about the post-COVID-19 pandemic landscape. 4 Increasing Volunteerism Volunteer hours are up as the city and BPR invest in staff capacity to design and deliver quality volunteer programs. Volunteers are leaders within the community, providing valuable stewardship for public spaces while building community. 40 | Where We Are Today Top to Bottom: EXPAND Goat Therapeutic Recreation; Older Adult Cardio Class; Restorative Yoga; Valmont City Park 120 Where We Are Today | 41 programs Recreation Programs are the planned activities in the BPR system that provide instruction, socialization, competition and learning to a wide range of community members and visitors to Boulder. In 2019, BPR welcomed 512,420 visitors to three recreation centers. Registration and usage fluctuated dramatically in 2020 due to public health orders and facility closures. Enrollment in all BPR program areas decreased and organized team sports were paused for most of 2020. With the first rollout of vaccines and as public health limitations eased in 2021, BPR has experienced a steady increase in program use at outdoor facilities, including pools and tennis courts, and indoor facilities. recreation programs inventory & enrollment BPR offers many programs and classes. While popular, from 2017- 2019, there was a decline in program enrollment overall. Two areas in particular, Gymnastics and Special Events programming saw steady decline over these three years. For gymnastics in particular, the decrease in registrations is primarily due to a shift in how competitive-level gymnastics are provided and supported through a partnership with Go Flyers, a booster organization. EXPAND and YSI are unique programs offered by BPR. EXPAND provides recreation programming for people with disabilities. YSI provides recreation programming for youth from families with low incomes. Even with decreasing enrollment, BPR’s Gymnastics and Aquatics programs have the highest enrollment numbers, closely followed by EXPAND, YSI and Sports programs. Gymnastics and sports programs and services can be considered recreational and exclusive activities that should produce more revenue than programs like EXPAND and YSI, which are considered community benefit services. COMMUNITY BENEFIT SCALE Who does BPR serve? The entire Boulder community. How are services funded? A combination of taxes and user fees. Community Individual Taxes UsersBalance Low income community members and those with disabilities Adult sports programs & advanced participatnts Youth sports participants & beginners 121 programs prioritization & community benefit Assessing programming relies more heavily on qualitative data like trends and community input. It is important to look at what happened to programs during 2020, even though the data is skewed due to the COVID-19 pandemic. This data helps BPR understand how and if BPR should bring back previous programming. Community members are generally satisfied with BPR programming, but many feel BPR should provide programs residents desire, regardless of whether they are provided by other entities. This has implications for how BPR selects, prioritizes and offers contracted programming and in-house programming moving forward. Community members confirmed that BPR should continue to prioritize programming that serves low-income residents, people with disabilities, older adults, and youth. Approximately 50% of survey respondents consider older adults, teenagers, and children as essential groups to serve, while only one third of respondents felt it was essential or very important to provide programs for visitors and tourists. When asked where they felt spending their tax dollars made the most impact, community members indicated that youth and older adults continue to be priorities. Spending tax dollars to support teens, people living with disabilities and income-based financial aid were also supported by community members. Financial Aid Sources Financial aid for BPR programming and services is available through General Fund subsidy and partially supported through an annual competitive grant from the city’s Health Equity Fund. Additionally, BPR accepts the PLAY Boulder Foundation’s PLAYpass. These sources help BPR provide core community benefit services. »Financial Aid Program: This program is funded through a BPR general fund subsidy to community members who qualify based on income, and covers up to 100% of fees for recreation facility access and 50% of program fees. The fees for recreation facility entry are partially funded through general fund subsidy (50%) and combined with a ‘Recquity Program’ grant from the Health Equity Fund (50%) to fully subsidize recreation facility access for low income community members. »PLAYpass Program: The PLAY Boulder Foundation’s PLAYpass program aims to reduce barriers to fee-based participation in recreation and sport programs. It provides low-income youth with $250 program credit annually towards reduced fees. To be eligible, individuals must be a City of Boulder resident, between desired community programming BPR staff and stakeholders are hearing from community members that the following programming is desired: • Outdoor progamming, especially youth team sports and camps • Childcare • Pottery lab and arts programs • Everyday activities within walking distance of where people live • Warm water pool activities for older adults • Tennis and pickleball 87% Themed special events 87% Team sports 87% Social recreation events 82% Fitness improvement classes 81% Health and wellness education nrpa 2021 agency performance review According to the NRPA’s 2021 Agency Performance Review, the top five programming activities most frequently offered by municipal parks & recreation departments include: 42 | Where We Are Today 122 the ages of 0-17 years, and must be able to provide proof of participation in an assistance program. BPR Community Liaison staff help provide enrollment services, programming, and interpretation for Spanish speaking community members who qualify for aid. Both the PLAYpass and community liaison programs are funded through the Health Equity Fund (HEF). While these programs are relatively successful, and financial assistance helps to reduce certain barriers, aid should strive to be coupled with methods to help reduce other types of barriers to access, including cultural and transportation obstacles. Financial Aid Program and Process Improvements Finanical aid programs and processes can often be complicated. BPR has worked for several years now to streamline the process for community members who qualify. With room to continue improving, enhancements since 2014 include: »Automatic qualification for residents of Boulder Housing Partner low-income sites »Automatic qualification for participants of the PLAY Boulder Foundation’s PLAYPass program »The ability to apply and renew for the program via online formstack (provided in both English and Spanish) »Inclusion of the financial aid program in the citywide Boulder for Me/Boulder Para Mí services eligibility tool developed in partnership with Google.org »The creation of a process for partner agencies to assist in the verification of residency of clients in temporary or short-term residential programs. statistically valid survey results: importance of providing recreation programs for various population groups The top five groups respondents feel programming is either essential or very important for include: statistically valid survey results: prioritizing taxes for user groups People with Disabilities Essential: 61% Very Important: 31% Older Adults (60+ years) Essential: 53% Very Important: 35% Teenagers (ages 13-19) Essential: 53% Very Important: 34% Children (up to age 12) Essential: 52% Very Important: 34% People with Low Incomes Essential: 66% Very Important: 23% Where We Are Today | 43 123 44 | Where We Are Today Financial Overview 2021 BPR FUNDING SOURCES RECREATIONAL ACTIVITY FUND (RAF): $10,126,789 FUND OUTLOOK A special revenue/quasi-enterprise fund that is specific to the Parks and Recreation Department. The fund is the primary funding mechanism used to support recreation centers and facilities, and subsidize fees for services related to the provision of recreation, reservoir and golf course services/programs that do not cover all their direct costs. The fund is supported through user and participation fees, grants and donations, and an annual subsidy transfer from the General Fund. In 2022, the General Fund provided a $2.1 million subsidy. Funding from the RAF is predicted to remain mostly flat over the next five-year-period. Because the RAF is funded primarily through fee revenues, the continued reduction of programs and services are likely to have a significant impact on the health of the fund moving forward, while the reintroduction of services will have positive impact of the health of the fund. Additionally, because the fund is supported in part through an annual transfer from the city’s General Fund, changes in the city’s economic position may result in decreased financial support. 0.25 CENT SALES TAX FUND: $8,119,584 FUND OUTLOOK A special revenue fund that is specific to the Parks and Recreation Department. The fund is primarily supported through a designated sales tax that was approved by voters in 1995. In 2013 voters renewed the sales tax through 2035, with 85% of votes supporting the tax. The fund supports multiple aspects of the department, including operations and maintenance, administrative support services, renovation and refurbishment, and capital improvements. Funding from the 0.25 Sales Tax Fund is predicted to grow based on sales and use tax projections at a slightly higher rate than inflation. However, increases to sales tax revenue and growth of the fund account associated with population growth are minimal and remain mostly even with increases due to inflation. GENERAL FUND: $4,057,219 FUND OUTLOOK The city’s largest fund that serves as the primary funding source for most governmental services. BPR uses its portion for park operations, forestry and department administration. The general fund is mostly supported through a blend of taxes, permits, fees, and intergovernmental transfers. As a result of the fund’s heavy reliance on tax revenue and pressures from other city departments, the fund’s revenues, and ability to contribute to the department’s budget can fluctuate, although it has been relatively stable over the years. BPR’s General Fund allocation is projected to increase minimally over the next five-years. While funding is anticipated to grow, there exists much uncertainty around the city’s economic position and revenue streams. Because the General Fund is the primary funding source for most city services, the fund’s ability to support BPR’s budget may shift drastically on a year-by-year basis due to change in the city’s economic position, pressures from other city departments, and City Council priorities. PERMANENT PARKS & RECREATION FUND: $3,625,061 FUND OUTLOOK A fund specific to the Parks and Recreation department, this source of funding is permanent according to the City of Boulder’s charter and is supported through earmarked property tax revenues, with the Parks and Recreation Department receiving $0.01 for every dollar of property tax collected by Boulder County. These funds are limlited to the acquision or permanent improvement of parkland, renovations, and refurbishment of recreation facilities, and is a source of funds for capital improvements. Funding from the Permanent Parks & Recreation Fund is projected to gradually grow over the next five-year-period. While the fund’s reliance on property tax revenues makes it susceptible to regional and national economic shifts, property taxes in the city are projected to grow at an annual average rate of percent from 2022- 2026. Because this fund is a primary source of revenues for Capital Improvement Projects, any change in revenues may adversely impact the department’s ability to address the safety, maintenace and accessibility needs of its assets. LOTTERY FUND: $428,000 FUND OUTLOOK A special revenue fund that accounts for State Conservation Trust Fund proceeds that are distributed to municipalities on a per capita basis. Money from the Lottery Fund must be used only for the acquisition, development, and maintenance of new conservation sites or for capital improvements or maintenance for recreational purposes on any public site. Lottery fund funding is projected to remain constant through 2026. Because funding allowances are calculated on a per capita basis, as the population of Boulder continues to shift, funding allocated through the lottery fund will continue to align with the population of Boulder.The city tree canopy includes many large ash trees. 124 Where We Are Today | 45 37%37% 30%30% 15%15% 13%13% 2% 2% 2021 BPR FUNDING SOURCES RECREATIONAL ACTIVITY FUND (RAF): $10,126,789 FUND OUTLOOK A special revenue/quasi-enterprise fund that is specific to the Parks and Recreation Department. The fund is the primary funding mechanism used to support recreation centers and facilities, and subsidize fees for services related to the provision of recreation, reservoir and golf course services/programs that do not cover all their direct costs. The fund is supported through user and participation fees, grants and donations, and an annual subsidy transfer from the General Fund. In 2022, the General Fund provided a $2.1 million subsidy. Funding from the RAF is predicted to remain mostly flat over the next five-year-period. Because the RAF is funded primarily through fee revenues, the continued reduction of programs and services are likely to have a significant impact on the health of the fund moving forward, while the reintroduction of services will have positive impact of the health of the fund. Additionally, because the fund is supported in part through an annual transfer from the city’s General Fund, changes in the city’s economic position may result in decreased financial support. 0.25 CENT SALES TAX FUND: $8,119,584 FUND OUTLOOK A special revenue fund that is specific to the Parks and Recreation Department. The fund is primarily supported through a designated sales tax that was approved by voters in 1995. In 2013 voters renewed the sales tax through 2035, with 85% of votes supporting the tax. The fund supports multiple aspects of the department, including operations and maintenance, administrative support services, renovation and refurbishment, and capital improvements. Funding from the 0.25 Sales Tax Fund is predicted to grow based on sales and use tax projections at a slightly higher rate than inflation. However, increases to sales tax revenue and growth of the fund account associated with population growth are minimal and remain mostly even with increases due to inflation. GENERAL FUND: $4,057,219 FUND OUTLOOK The city’s largest fund that serves as the primary funding source for most governmental services. BPR uses its portion for park operations, forestry and department administration. The general fund is mostly supported through a blend of taxes, permits, fees, and intergovernmental transfers. As a result of the fund’s heavy reliance on tax revenue and pressures from other city departments, the fund’s revenues, and ability to contribute to the department’s budget can fluctuate, although it has been relatively stable over the years. BPR’s General Fund allocation is projected to increase minimally over the next five-years. While funding is anticipated to grow, there exists much uncertainty around the city’s economic position and revenue streams. Because the General Fund is the primary funding source for most city services, the fund’s ability to support BPR’s budget may shift drastically on a year-by-year basis due to change in the city’s economic position, pressures from other city departments, and City Council priorities. PERMANENT PARKS & RECREATION FUND: $3,625,061 FUND OUTLOOK A fund specific to the Parks and Recreation department, this source of funding is permanent according to the City of Boulder’s charter and is supported through earmarked property tax revenues, with the Parks and Recreation Department receiving $0.01 for every dollar of property tax collected by Boulder County. These funds are limlited to the acquision or permanent improvement of parkland, renovations, and refurbishment of recreation facilities, and is a source of funds for capital improvements. Funding from the Permanent Parks & Recreation Fund is projected to gradually grow over the next five-year-period. While the fund’s reliance on property tax revenues makes it susceptible to regional and national economic shifts, property taxes in the city are projected to grow at an annual average rate of percent from 2022- 2026. Because this fund is a primary source of revenues for Capital Improvement Projects, any change in revenues may adversely impact the department’s ability to address the safety, maintenace and accessibility needs of its assets. LOTTERY FUND: $428,000 FUND OUTLOOK A special revenue fund that accounts for State Conservation Trust Fund proceeds that are distributed to municipalities on a per capita basis. Money from the Lottery Fund must be used only for the acquisition, development, and maintenance of new conservation sites or for capital improvements or maintenance for recreational purposes on any public site. Lottery fund funding is projected to remain constant through 2026. Because funding allowances are calculated on a per capita basis, as the population of Boulder continues to shift, funding allocated through the lottery fund will continue to align with the population of Boulder. Recreation Activity Fund (RAF) .25 Cent Sales Tax Fund General Fund Permanent Parks & Recreation Fund Lottery Fund DIVERSE FUNDING BPR is funded through a diverse set of city funds that include capital project funds, special revenue funds, enterprise funds, and government funds. BPR maintains a balance of monies within each fund, meaning that expenditures from each fund may be higher or lower than the fund’s annual revenues. Revenues from each fund are contributed on an annual basis to support BPR’s operating budget. 2021 operating budget & primary funding sources $29,936,362 125 46 | Where We Are Today operations & maintenance (o&m) budget current state As of 2021, BPR manages over 100 facilities and parks on 1,861-acres of land. As part of the 2022 Master Plan process, BPR assets were re-evaluated to determine their present-day Current Replacement Value (CRV). In addition to updating the CRV, each facilities’ backlog of maintenance was calculated to determine the Facility Condition Index (FCI). This assessment and analysis was completed with the data and assumptions that are available now, but is not a detailed assessment of every asset. As BPR continues to implement the Asset Management Program (AMP) and complete more detailed condition assessments, the CRV and backlog values will be updated. BPR’s CRV has increased from $226 million in 2016 to a 2021 value of $298.4 million. Increases to CRV are due to the construction of new facilities, the inflation of costs within the construction industry, increases to materials costs, and a better understanding of assets since the 2016 CRV numbers were developed. As of 2021, there is an estimated total maintenance backlog of $20.5 million. Using the updated 2021 CRV and backlog maintenance numbers, an FCI of 0.069 was calculated. The 0.069 FCI places BPR in the Good to Excellent range of the industry standard for asset condition values. outlook The city’s Capital Improvement Program (CIP) guidelines prioritize the maintenance of current assets over the development of new facilities. Through the planning process, the community has indicated strong support for this prioritization. Based on current economic conditions, revenue and expenditure projections, funding is not sufficient to maintain all existing system assets and build new park and recreation facilities unless comparable trade-offs occur. BPR is currently not meeting the goal set by the 2016 Capital Investment Strategic Plan of spending between 2-3% of CRV annually on capital repairs and replacement. The target (between 2-3% ) is a best practice recommendation by the National Academies of Science, Engineering and Medicine, and also is the target established in the city’s Facilities Master Plan. For analysis related to this Master Plan, a target of 2.5% of CRV was established as it is a midpoint between low and high recommended O&M expenditures. This shortfall in capital is experienced only when BPR funds are considered, and does not include other one-time infusions of cash, such as the specific voter-approved tax initiatives, which are unpredictable and vary year-to-year. When updated to account FINANCIAL GLOSSARY Asset Management Program (AMP): A proactive and systematic approach to managing the BPR’s inventory of assets. Assets tracked under the AMP include only assets maintained, and purchased by BPR, and a large inventory of building and facility- related assets for properties like recreation centers and aquatic facilities. Capital Improvement Plan (CIP): An internal BPR plan that identifies capital projects to be completed on a rolling five-year basis. Current Replacement Value (CRV): The total value of an asset in present day dollars. Operations & Maintenance (O&M): the functions, duties and labor associated with daily operations. R&R (Restoration & Refurbishment): Personnel and non-personnel expenses associated with the operation and maintenance of the city’s parks and recreation facilities. These costs are incurred daily and include: staff; materials and supplies; financial, utilities and water fees; custodial services. Capital Investment Strategic Plan: A strategic plan developed in 2015 that quantifies what assets BPR owns, the value of assets within BPR’s portfolio, the condition of assets and their remaining service life, and any infrastructure funding gaps that may exist. System Assets: The physical assets with the parks and recreation system. Facilty Condition Index (FCI): A scoring methodology used to assess an asset’s overall condition and prioritize limited funds for critical capital repairs and/or replacement. Asset Condition Value: Scoring criteria related to an asset’s FCI. Values range from 0.00 (excellent) to 1.0 (terrible). The goal of BPR is to reach a desired FCI for built assets between 0.06 and 0.08..00 EXCELLENT .05 .07 GOOD .10 .1 5 FAIR .18 .25 P O O R .3 5 .50 SERI OUS 1.0 BPR Facility Condition Index (FCI) Score of 0.069 is in the Good to Excellent range of the industry standard for asset condition values. 126 Where We Are Today | 47 OTHER FUNDING SOURCES Three additional sources contribute to BPR’s annual funding. All three funds have been used for capital improvement projects for BPR facilities as well as land acquisitions for additional parks space throughout the city. »Capital Development Fund: Accounts for development fee proceeds to be utilized for the acquisition, construction, and improvement of facilities necessary to maintain the current level of public amenities such as police, fire, library, human services, municipal offices, streets, and parks and recreation. »Community, Culture, Resilience and Safety Tax: Ballot initiative approved in 2017 that extended 0.3% sales and use tax to raise funds for a specific list of city facility and infrastructure projects, including the Scott Carpenter Pool and Visitor Services Center at the Boulder Reservoir. This tax was reapproved in 2021 by voters for 15 years. »Boulder Junction Improvement Fund: Created in 2012 to fund land acquisition and facility development in the Boulder Junction area. The fund was supported through excise tax and construction-use tax. This funding will be used to build the Boulder Junction Pocket Park in the near future. for the total 2021 CRV of $298.4 million, BPR should be spending between $6 and $9 million annually on capital renovation and refurbishment projects. Between 2016 and 2020, BPR spent on average $5.6 million, or 1.9% of CRV, on capital improvements through renovation and refurbishment of facilities. To meet the recommended level of spending, BPR would require an additional $1.9 million to reach its targeted expenditure level of $7.5 million, or 2.5% of CRV. When one-time infusions of cash are included in analysis, BPR does reach its targeted capital expenditure level of $7.5 million, however, these one-time infusions support only action level capital improvements and not basic capital repairs and renovations. Simply, funds are dedicated toward enhancements before addressing backlog. The urban canopy is not included in BPR’s CRV because the city’s public trees are an asset that appreciates over time – as trees mature and grow, they become more valuable whereas the rest of the built environment depreciates as it ages. Boulder’s 2018 Urban Forestry Strategic Plan identified that for Boulder to invest in the urban canopy at per capita and per tree levels as recommended, an additional $500,000 is required annually. BPR has experienced a similar shortfall of funds spent on annual O&M expenditures. Based on the 2021 CRV of $298.4 million and the industry standard of allocating approximately 4% of CRV to O&M or ongoing preventative maintenance, BPR should be spending approximately $11.9 million on O&M. Between 2016 and 2020 BPR spent on average $8.6 million, or 2.9% of CRV on O&M, resulting in a $3.3 million gap between current and recommended O&M expenditures. A funding gap of approximately $1 million for recreation programming was also identified to maintain and sustain the current levels of community benefit programming while addressing affordability issues for lower income residents. Within this $1 million gap, there are three specific priority areas. Based on community input about how programming and access should be funded for specific age groups (youth and older adults), there is a need for $590,000 to fund these types of age-based discounts for these two groups. Providing financial aid to support affordability for individuals and families with low incomes requires an additional investment of $250,000. Two extremely popular and important programs provided by BPR, EXPAND for individuals living with disabilities and the Youth Services Initiative (YSI) serving youth from low-income families, require $212,000 to continue to support these community members. To meet recommended spending goals for capital projects and O&M, BPR would have required, on average, an additional $5.2 million annually between 2016 and 2020. 127 48 | Where We Are Today $0 .5M $35M $30M $25M $20M $15M $10M $5M $0 $3 .5 M $9 .9M $11 .9M 4% of CRV $7 .5 M 2.5% of CRV TOTAL: $33 .3 M $3 .5 M $8 .9M $8 .6M 2.9% of CRV $5 .6M 1.9% of CRV $2M TOTAL: $28 .6M Capital Gap $1 .9M O&M Gap $3 .3 M Programming Gap $1M CURRENT FUNDING RECOMMENDED FUNDING CURRENT FUNDING VERSUS RECOMMENDED FUNDING The figure above illustrates the average of 2016 though 2019 funding levels for current practices and the recommended spending based upon the department’s portfolio of assets and best practices in asset management, as well as providing ongoing and increased funding for community benefit programming. The total funding gap identified through data gathering and research is $6.7 million annually, but with approximately $2 million in currently unallocated funding, the unrealized funding gap is approximately $4.7 million. To quantify gaps in funding for targeted capital repair and replacement, an analysis was performed that looked at current projected capital expenditures from 2022 through 2027. These expenditures were compared with updated targets for repair and replacement based off updated 2021 CRV estimates. The results of the analysis, illustrated in Table 10: Additional Funds Required to Meet Capital Repair and Replacement Targets, show that for nearly every year through 2027, BPR requires additional funds to meets its capital repair and replacement goals. Due to the method by which BPR tracks CRV, appreciation is based on the current replacement value for the same asset in present day costs, and as a result BPR’s assets appreciate over time. As BPR’s asset portfolio continues to appreciate, and as assets continue to age, increasingly more funds will be required to maintain its assets. programming & capital budget current state BPR has made significant strides since the 2014 Master Plan in improving the department’s approach to cost recovery, capital planning, program Unallocated Forestry Unfunded Combined CIP and R&R Operations & Maintenance Rec Programs & Services Administration Source: BPR Budgets 128 Where We Are Today | 49 Table 10: Additional Funds Required to Meet Capital Repair and Replacement Targets Recommended 2% of CRV: $6M Expenditures 3% of CRV: $9M 2022 Projected Expenditures $4.2M to meet 2% goal +$1.8M to meet 3% goal +$4.8M 2023 Projected Expenditures $4.1M to meet 2% goal + $1.8M to meet 3% goal +$4.8M 2024 Projected Expenditures $5.2M to meet 2% goal +$793K to meet 3% goal +$3.8M 2025 Projected Expenditures $2.4M to meet 2% goal +$3.5M to meet 3% goal +$6.5M 2026 Projected Expenditures $6.1M to meet 2% goal $- to meet 3% goal +$2.9M 2027 Projected Expenditures $3.6M to meet 2% goal +$2.3M to meet 3% goal +$5.3M Source: BPR CIP Worksheet prioritization and asset management. While BPR has consistently met the public expectations around programs and facilities, increased financial pressure from aging assets, deferred capital projects, increasing personnel and operating costs and unfunded capital projects will require increasing cost recovery and revenue generation wherever possible. BPR must continue to pursue cost recovery within its programs and creative means of revenue generation to close funding gaps, remain financially sustainable, and provide services to the community. Revenues from BPR’s funding sources have remained mostly constant between 2016 through 2021. The lack of revenue increases creates a challenging operating environment for BPR as departmental overhead and expenditures rise on a near annual basis due to inflation. As BPR’s operating costs, list of backlogged maintenance, and unfunded capital projects continue to grow, BPR’s need for additional revenue from stable funding sources will continue to grow. While BPR’s funding from 2016 through 2021 has remained mostly flat, expenditures have risen on an almost annual basis. Revenues have decreased, on average 0.4%0 since 2016 while expenditures, including capital, have increased on average, 7.3%. Not including capital, expenditure growth averages approximately 1% per year for a total increase of 2.5% between 2016 and 2021. While most BPR funds carry a cash balance enabling yearly expenditures to exceed yearly revenue, the significant imbalance between the annual growth of revenues and annual growth of expenditures is not sustainable. In addition to expenditure increases due to inflation, BPR is faced with the increasingly difficult challenge of managing rapidly rising personnel, maintenance, energy, materials, operational costs, aging infrastructure and facilities, and a growing demand for parks and recreational amenities. outlook Revenues from BPR’s funding sources are projected to remain mostly flat over the next 5-year period, increasing on average 2.8% annually through 2026. Behavioral changes recently brought on by the COVID-19 pandemic have altered retail spending, work habits, recreational habits, and other fee and tax generating activities, negatively affecting funding streams used for operations, maintenance, and capital improvements. Both the city and the department have taken conservative approaches to budgeting and fund forecasting, prioritizing equitable service delivery of existing programs, maintenance of staffing levels to support needed levels of service and programming, and critical capital infrastructure projects. 129 50 | Where We Are Today Table 11: BPR Projected Funding & Expenditures, 2022-2026 illustrates BPR’s projected funding and expenses through 2026. Based on these projections, BPR is anticipated to have a minor budget surplus through 2025 and a minor budget shortfall in 2026. It is important to note that while BPR is anticipated to have a minor surplus, projected expenditures do not account for the additional funds required to meet asset management targets for Operations and Maintenance (O&M) and Repair and Refurbishment (R&R) or to achieve goals established with the 2022 Master Plan. As indicated by the imbalance of BPR’s projected average annual expense growth rate (5.8%) and projected funding growth rate (2.8%), funds required to meet 2021 CRV repair and replacement goals and annual O&M spend goals, $20.6 million in backlogged maintenance, and approximately $177.9 million in unfunded capital projects, BPR is faced with the challenging task of continuing to serve the community and operate its facilities with an increasingly strained budget. BPR must be prepared to identify and implement other revenue generating activities and/or strategies in the coming years to supplement its current funding sources. Table 11: BPR Projected Funding & Expenditures, 2022-2026 PROJECTED SOURCE OF FUNDS 2022 2023 2024 2025 2026 AVERAGE ANNUAL GROWTH RATE: 2022-2026 General Fund $6,022,134 $6,160,678 $6,302,410 $6,447,403 $6,447,403 1.7% Permanent Parks and Recreation Fund $3,768,701 $3,814,229 $3,999,724 $4,037,548 $4,246,162 3.0% Recreation Activity Fund (RAF) $10,363,792 $10,592,911 $10,917,767 $11,163,416 $11,539,680 2.7% .25 Cent Sales Tax Fund $8,540,881 $8,916,426 $9,315,081 $9,638,130 $9,893,899 3.7% Lottery Fund $428,000 $428,000 $428,000 $428,000 $428,000 0.0% TOTAL $29,123,508 $29,912,244 $30,962,982 $31,714,497 $32,555,144 2 .8% PROJECTED USE OF FUNDS 2022 2023 2024 2025 2026 AVERAGE ANNUAL GROWTH RATE: 2022-2026 Personnel $13,939,444 $14,636,416 $15,368,237 $16,136,649 $16,943,481 5% Operating $7,245,813 $7,535,646 $7,837,071 $8,150,554 $8,476,577 4% Interdepartmental Charges $865,000 $890,950 $917,679 $945,209 $973,565 3% Capital $4,178,000 $4,180,000 $5,177,000 $2,436,000 $6,092,000 N/A* TOTAL $26,228,257 $27,243,012 $29,299,987 $27,668,412 $32,485,623 5 .8% PROJECTED AVAILABLE FUNDING $2,895,251 $2,669,232 $1,662,995 $4,046,085 ($69,521 ) Source: City of Boulder Budget, 2021 NOTES: *Capital budget information extracted from the 2022 BPR Capital Improvement Plan. Due to significant fluctuations in year over year in capital expenditures, average annual growth rate for capital is not a reliable metric. 130 Where We Are Today | 51 Six Key Themes were developed for the 2014 Master Plan, based on community input. These themes are still important to community members, and BPR will continue to use them as a way to organize goals and initiatives for the future. The department will have to make difficult decisions around how to prioritize limited funding to be most impactful in each of these areas. The following key issues and observations helped guide the 2022 master planning process. The comments below regarding each Key Theme were shared by community members on BeHeardBoulder during Engagement Window 1. Key Issues & Observations TAKING CARE OF WHAT WE HAVE Boulder has a good thing going. BPR should continue to focus on keeping existing parks and facilities clean and safe, and upgrading only as necessary. “Quality over quantity” should be BPR’s focus. BUILDING COMMUNITY & PARTNERSHIPS A focus on building community and relationships helps to strengthen and promote a diversity of users through inclusion and accessibility. FINANCIAL SUSTAINABILITY At the most fundamental level, financial sustainability is necessary for the parks and recreation system to function well and is extremely important to future planning efforts. ORGANIZATIONAL READINESS Change is inevitable and organizational readiness is important to face this change successfully and continue to thrive. YOUTH ENGAGEMENT & ACTIVITY Participating in parks and recreation activites teach youth to be proud stewards of our environment and allow for the discovery of new passions and hobbies. COMMUNITY HEALTH & WELLNESS Benefits of parks and recreation include increased physical and mental health, which in turn helps decrease pressure on the healthcare system. 131 52 | Where We Are Today COMMUNITY HEALTH & WELLNESS Mind Body fitness programming is important for overall health.KEY ISSUES & OBSERVATIONS »BPR is exceeding both national and Colorado median LOS for most parks and recreation asset types, and provides the community with accessible, flexible and safe services, engaging community members, encouraging physical activity and positively impacting social determinants of health. »Boulder is growing. With this growth comes continuously dropping LOS as they relate to an acres or facilities per capita analysis. Because growth boundaries limit the ability to add parkland, Boulder must decide how to continue to best serve current and future community members. »There is agreement in the community that subsidies should be provided for older adults, youth, low-income community members, people with disabilities and underrepresented communities. »BPR has recently seen high levels of increased use, as well as increased use from surrounding communities. O&M resources and capacity are strained due to high usage and certain behaviors including illegal activities and use of parkland for camping. At times parks facilities must be closed due to misuse and vandalism. These stressors impact BPR’s ability to provide core services. »The cost of living in Boulder is high. While equity is critical to the BPR’s mission, if affordability and accessibility are not meaningfully addressed at a higher level, many community members who are not currently being served adequately, will continue to be underserved, especially lower- and middle-income families. The cost of living also impacts BPR’s ability to retain staff who actually live in the community they serve. »Reassessing the metrics used to determine LOS and how it is measured are issues parks and recreation departments are facing throughout the country. Using a clear methodology that weaves equity and resilience into each metric is key to success and a more nuanced approach could serve the diverse needs of the community in a more meaningful way. »Expanding partnerships and looking at innovative ways to address trends and challenges can help BPR support equity of access to parks and facilities, and ensure Boulder remains a physically and mentally healthy community with a high quality of life. »Community members and staff have expressed interest in more flexibility in terms of scheduling classes, utilizing certain portions of recreation center facilities as flex spaces, and creating more targeted programming in real time as user interests change. 132 Where We Are Today | 53 FINANCIAL SUSTAINABILITY KEY ISSUES & OBSERVATIONS »While cost recovery has been improved, revenues from funding have remained relatively flat. The lack of revenue increases creates a challenging operating environment as departmental overhead and expenditures rise on a near annual basis due to inflation. The trend of fund expenditures outpacing revenues is projected to continue, with BPR’s fund revenues projected to grow on average 2.8% through 2026, while expenditures are projected to grow 5.8% during the same period. »Ninety-five% of survey respondents support maintaining current funding sources, while only 45% support implementing a new sales tax. As is the case throughout the country, BPR will need to continue to try to find ways to creatively achieve financial sustainability. Closing the gaps in recommended funding levels for operations & maintenance and capital improvements is key to long-term financial sustainability and BPR’s ability to fulfill its mission. Parks are having to work harder to serve a growing, diverse population, as well as users from surrounding communities. This means that amenities are being used more often and by more people than their planned for life cycles. »The implementation of BPR’s methodologies to prioritize the relative importance of programs and include data that help set fee structures and cost recovery rates, allows the department to set clear goals for cost recovery that have boosted the recovery ratio overall. BPR has been able to increase cost recovery significantly, from an average cost recovery of 83% between 2007 and 2011, to an average of 90% between 2017 and 2019. Creekside Concerts & Movies in the Park are great opportunities for people to get outside and get together. 133 54 | Where We Are Today TAKING CARE OF WHAT WE HAVE KEY ISSUES & OBSERVATIONS »Overall, community members feel BPR parks and facilities are in good condition and staff are doing a great job given constrained resources and that “taking care of what we have” is a high priority. Community members are generally happy with facilities, but current O&M levels of service are not keeping up with needs in parks and public spaces. BPR relies on volunteerism to bridge this gap, through programs like Parks Champs—especially when it comes to general park maintenance and cleanup projects. Even with this help, many parks have unmaintained areas due to lack of capacity and resources. »While BPR is currently meeting the goal set by the 2016 Capital Investment Strategic Plan of spending between 2-3 %, or $4-6 million annually, on capital repairs and replacement, BPR is falling behind targeted capital spending when accounting for the total 2021 CRV of $298,476,655. Based on the updated 2021 total asset CRV, BPR should be spending between $6 million and $9 million annually on capital repairs and replacement. »Operations and capital costs continue to rise, creating an ever-larger gap in BPR’s budget and ability to take care of assets for their complete life cycles. »Taking Care of What We Have includes stewarding the natural systems in the city and making strides to continually better manage native ecosystems, including riparian and wetland areas, and the urban tree canopy. It also means making facility upgrades that help meet citywide climate goals that are critical for future resiliency. »BPR is a leader in sustainability, climate initiatives and ecosystem services. Staff work to help mitigate against certain aspects of climate change through a variety of practices, including water wise irrigation practices, carbon sequestration and cooling through plant selection and maintenance and enhancement of the urban tree canopy. Staff still need to look even more holistically at programming, facilities, internal operations and clean energy transportation options in collaboration with other city departments to continue to lower the collective impact of these factors on climate change. The public urban tree canopy is a critical component of the BPR system. 134 Where We Are Today | 55 BUILDING COMMUNITY & RELATIONSHIPS KEY ISSUES & OBSERVATIONS »Partnership opportunities with community organizations are becoming increasingly important, especially when considering BPRs increased focus on equity and resiliency. Partnering with municipalities, school districts and nonprofits to develop joint use facilities or programs is seen as a way to fill current gaps in services and facilities. Community input reveals that people are highly supportive of partnering with private organizations to develop recreational facilities or programs. »Maintaining a resilient parks and recreation system is more difficult today with decreasing or flat budgets, less staff doing more work, climate change impacts and population growth. BPR cannot do it alone. Community relationships and partnerships are critical to creating a truly resilient and equitable system. »BPR has great relationships with community volunteers who are excited about helping maintain and improve the parks and recreation system. In the last five years, 2,424 volunteers contributed 19,130 hours to parks and recreation efforts (which equates to over $500,000 according to the current estimated national value of each volunteer hour). »Comparable parks and recreation organizations interviewed as part of this planning process indicated the need for a full-time staff member to manage ongoing grant cycles and cultivate related partnerships. »Finding a more transparent avenue for community members and organizations to offer larger donations may help fill future funding gaps. Volunteers, here at Valmont Park, are key BPR partners . 135 56 | Where We Are Today YOUTH ENGAGEMENT & ACTIVITY KEY ISSUES & OBSERVATIONS »Youth and teens are important, but teens identify as a separate group with unique needs that BPR’s parks, facilities and programs should strive to serve. There is a gap in service for teens (14-18 years of age) who desire more volunteer and leadership opportunities through BPR services with their peers. »The impacts of the COVID-19 pandemic, increasing anxiety and depression among Boulder teens and youth is a trend that is being seen across the country. Good mental and physical health are necessary for a high quality of life. BPR can help improve both through its services. »Access to nature is an important aspect of Boulder’s parks and recreation system, especially for youth and teens. Since 2014, BPR staff have developed programming that better connects children to nature. Even so, while Boulder is known for its outdoor lifestyle and amazing natural landscape, there continues to be a gap in connecting to nature “close to home” due to limited access, safety and other factors. »Despite Boulder’s and Colorado’s leadership in appreciating nature and active lifestyles, no community is exempt from the concerns regarding childhood inactivity and limited access to the outdoors. According to recent studies, Colorado has the fastest growing rates of inactivity and obesity in the nation. Summer AVID4 Adventure mountain biking camp puts smiles on the faces of these young bikers. 136 Where We Are Today | 57 ORGANIZATIONAL READINESS KEY ISSUES & OBSERVATIONS »BPR has implemented a variety of initiatives to ensure staff are ready as an organization to meet operations, maintenance and programming needs. New software, service delivery models, asset management tools and training have helped ensure staff are ready to meet current needs and are proactively looking to the future. BPR has also been using capital investment strategies that are proving successful in managing assets more efficiently and effectively and investing in capital projects more strategically. »The department needs to build in the ability to adapt models and facility operations based not only on data collected over time, but holistically, based on data, user preferences, revenue generation, and programming options to better integrate flexibility into day-to-day operations of programming and facilities. »The COVID-19 pandemic has had a huge impact on staff, including reductions in staffing levels, capacity and funding. With the pandemic impacts, keeping an engaged and motivated workforce is more challenging but remains a top priority. »BPR does a great job of delivering high quality parks, facilities and services to the Boulder community. Internally, there are many disparate resources that staff rely on, which at times are hard to find or provide conflicting information. This is in part due to recent staff reductions and retirements, creating an institutional knowledge gap that should be addressed. »Staff have expressed interest in creating standard operating procedures, cross-training, continuing education and more alignment across divisions. Team building exercises, continued learning opportunities and skill development are important to keeping staff engaged in and excited about their work. BPR staff members regularly check in on BPRs outdoor spaces. 137 138 WHERE WE ARE GOING »Using data collected from research, community engagement and policy direction from decision makers, including PRAB and City Council, and guiding planning documents, BPR has developed a roadmap to guide the department through the next five years. This section details BPR’s strategic direction, including the policies, goals and initiatives that will be pursued over the next five years. Restore | Connect | Sustain 139 local trends: facilities 1 Increased Indoor and Outdoor Recreation Demand Once people discover the outdoors and recreation, they are unlikely to return to the couch. While demand has fluctuated recently, local and national trends point strongly to increased, sustained demand for indoor and outdoor recreation over the long term with outdoor programs at or near capacity, especially at pools and tennis courts. 2 Change in Daily Habits The COVID-19 pandemic has changed the way people work, recreate and exercise. Working remotely has become a standard practice for many. This impacts demand for and usage of BPR services. People may be hesitant to come back to indoor locations and may continue their increased use of outdoor parks and natural areas. At the same time, others may crave the social aspects of in-person indoor classes and fitness programs they have not had access to for months. 3 Balancing Equity with Financial Sustainability With budget and space limitations, BPR needs to focus on prioritizing limited resources and capacity on services with the highest community benefit. Financial Aid provides access to BPR services to low-income residents, but middle-income community members wishing to access BPR services often face financial barriers – particularly for programs with high cost recovery goals. 60 | Where We Are Going Top to Bottom: Boot Camp at East Boulder Community Park; Summer Drama Camp; 2022 Master Plan Stakeholder Meeting 140 Where We Are Going | 61 STRAGETIC DIRECTION As mentioned in the first chapter, this planning process was a true collaborative effort that has enabled BPR to formulate a strategic direction for the next 5 years. Recommendations in this plan are a product of extensive community engagement, research and guidance from policy makers. DECISION MAKING TOOLS BPR utilizes a wide range of decision making tools for parks, facilites, and program planning. These tools ensure that decisions are data-driven and grounded in the needs of the community. The following section details the decision making tools utilized to provide guidance on how the department should prioritize its limited funds and staff capacity. recreation priority index (rpi) The Recreation Priority Index (RPI) is a PRAB approved, master plan directed tool that allows program managers and decision makers to compare the relative importance of BPR programs in relation to one another. In addition to prioritizing programs, the RPI methodology allows BPR to set targets around cost recovery and pricing targets. Since implementing the RPI program and Service Delivery Model, BPR has been able to increase cost recovery significantly, from an average cost recovery of 83% between 2007 and 2011, to an average Strategic Direction & Decision making CommunityEngagementPolicy Re s e a r c h R e s i l i en ceEquity Master Plan Recommendations Young explorers discovering new adventures at the Crestview Park playground. 141 of 90% between 2017 and 2019. This only considers direct costs and does not consider BPR’s allocation of indirect expenses by a percent of total budget. When broken down by program, BPR is achieving revenues in excess of direct costs for both general and adult programming such as Pilates, the Reservoir, and gymnastics. Revenues from these programs offset revenues lost by community and recreational programs that are not intended to achieve higher levels of cost recovery, such as EXPAND/Inclusion, Fitness, Mind and Body, and YSI. Despite offset revenues from high-cost recovery programs, BPR is still experiencing a negative gap between yearly program revenues and expenses. This shortfall is due in part to targeted low-cost recovery, community benefit programming such as EXPAND/Inclusion and YSI programs that are subsidized through the General Fund. These programs are not intended to be profitable and achieve intentionally low levels of cost recovery. BPR’s program revenue shortfall of $846,115 is primarily due to program expenses outpacing revenues, requiring BPR to consider one or more of three options: increase program fees, increase program subsidy, or adjust service levels. In addition to funds received through programs achieving high-cost recovery, BPR has successfully leveraged grants and other forms of financial support to deliver certain programs. Since 2017, BPR has successfully increased grant funding, allowing for facility access, EXPAND/Inclusion and YSI programs to continue to benefit the community. BPR Cost Recovery: 2008-2019 rpi: bpr service categories Community Services that enhance the health, safety and livability of the community and therefore require minimal obstacles to participation. Recreational Services that benefit a broad range of users and are targeted to promote physical and mental well-being. Exclusive Services targeted to specific individuals or user groups with limited community benefit. Community Individual High Low 62 | Where We Are Going Renew, Replace Remove, Replace Watch, Maintain Maintain Rigorously 100% 95% 90% 85% 80% 75% 70% 65% 60%2006 2008 2010 2012 2014 2016 2018 2020 85%84%84% 77%78% 93% 90% 94%Consequence of FailureCritically or PriorityHigh Low GoodBad Condition Likelihood of Failure adjustable thresholds 142 asset management program (amp) BPR utilizes its Asset Management Program (AMP) to promote effective use of financial and physical resources needed to manage the department’s inventory of assets while coordinating with other city departments on shared assets. Assets tracked under the AMP include only assets maintained, and purchased by BPR, such as park-related infrastructure (i.e., courts, playgrounds, and picnic/shade structures), secondary assets (i.e., park furniture, lighting, trails, and trees) and a large inventory of building and facility- related assets for properties like recreation centers and aquatic facilities. The AMP uses a condition assessment that is performed every one-to-three years that catalogs the physical condition of an asset to determine its maintenance needs and remaining useful life. This condition assessment is used in tandem with an Asset Criticality Scoring System to establish a numeric score representative of an asset or facility’s criticality, or importance, to the community and to the overall parks and recreation system. The combination of the Asset Criticality score and Asset Condition assessment score are used to identify funding priorities that focus on critical assets in less-than-ideal condition to bring the department’s overall asset inventory to a desired level of service.Asset Management Program (AMP) Asset Criticality Scoring asset criticality assessment Where We Are Going | 63 Renew, Replace Remove, Replace Watch, Maintain Maintain Rigorously 100% 95% 90% 85% 80% 75% 70% 65% 60%2006 2008 2010 2012 2014 2016 2018 2020 85%84%84% 77%78% 93% 90% 94%Consequence of FailureCritically or PriorityHigh Low GoodBad Condition Likelihood of Failure adjustable thresholds 143 64 | Where We Are Going Throughout Boulder, BPR can use mapping to ensure parks, facilities and programming work for all community members. 144 Where We Are Going | 65 USING MAPPING TO INFORM EQUITABLE DECISION MAKING Boulder’s citywide Racial Equity Plan includes a short- term objective that “City staff will collect relevant data, (and) coordinate data systems to understand and track needs and impacts.” While this is an objective for internal processes, it also applies to how BPR provides services to the public. The department is committed to providing a parks and recreation system that meets the needs of the community equitability. In alignment with community feedback, citywide equity and resilience goals and target metrics of the Boulder Valley Comprehensive Plan, BPR will utilize equity mapping as a measurement and evaluation tool to fill gaps in service throughout the community. Equity mapping will be part of decision making and priority setting moving forward, along with adherence to citywide initiatives, and the Asset Management Program (AMP) and Recreation Priority Index (RPI) processes. With equity mapping, BPR can analyze Level of Service (LOS) against several indicators, which when layered together reveal geographic locations that may need additional services. Adding this mapping will help prioritize investments, measure success and create a more equitable parks and recreation system far into the future. preliminary equity mapping analysis Measuring LOS based on qualitative as well as quantitative data through mapping is a new priority for BPR. As part of the master planning process, the department completed a preliminary analysis and created a framework and baseline for the inclusion of equity mapping in BPR’s work moving forward. BPR will update this analysis as the City of Boulder Equity Data Framework evolves and better data becomes available. A gymnastics participant holds on tight while learning new skills. 145 66 | Where We Are Going Map 3: Proximity to Parks & Playgrounds City LimitsCity LimitsCity LimitsCity Limits Source: BPR GIS Analysis 146 Where We Are Going | 67 Accessibility: Proximity to Parks & Playgrounds The Boulder Valley Comprehensive Plan (BVCP) outlines the following target parkland service metrics (specific to parks and playgrounds): »Provide neighborhood parks of a minimum of five acres in size within one-half mile of the population to be served. »Provide playground facilities for toddlers, preschoolers, and school-age children up through age 12 within one-quarter to one-half mile of residents. The map on the facing page illustrates the service areas according to the BVCP metrics. Areas not covered by green indicate gaps in BPR services, where the BVCP metrics are not met. BPR can use this map, along with community feedback and policy direction, as a decision making tool to better understand service gaps. The department can also use it as a baseline for understanding how to meaningfully address these gaps for surrounding neighborhoods. This analysis does not include services provided by other city departments, organizations, or private providers, such as City of Boulder Open Space and Mountain Parks, Boulder Valley School District (BVSD), or neighborhood HOA parks and playgrounds. Legend Developed Park Undeveloped Park Subcommunities City Limits, 10.01.2021 40 Playgrounds Quarter Mile Playground Accessible Area Half Mile 5 Acre Park Accessible Area Creeks & Ditches Lakes & Reservoirs University of Colorado OSMP & County Open Space Areas with Incomplete Data NEIGHBORHOOD PARKS • Neighborhood Parks are the most common park type in the BPR system – 45 total • 1 to 20 acres in size (average size = 7 acres) • Often within an accessible distance of neighborhood residences • Tend to serve neighbors within a mile radius • Typical Assets: playground, park shelter, athletic court or field, natural areas, trees, open turf, multi-use trail, garden, seating, shade and bike racks equity mapping With equity mapping, BPR can analyze level of service against several variables. These variables are indicators which when layered together, reveal geographic locations of need where additional service provision may be necessary. Adding this mapping will help prioritize investments, measure success, and create a more equitable parks and recreation system far into the future. EQUITABLE ACCESS Improving equity means improving distribution and access for those who need it most, improving the balance of services across the city, and being proactive in planning for future population increases and demographic changes. 147 68 | Where We Are Going Map 4: Investment Need Prioritization Index Legend Highest Priority Higher Priority Medium Priority Lower Priority Very Low Priority Subcommunities Creeks & Ditches Lakes & Reservoirs Areas with Incomplete DataCity LimitsCity LimitsCity LimitsCity Limits Source: BPR GIS Analysis 148 Where We Are Going | 69 Needs Mapping environmental & income need indices Using a similar equity lens, staff compiled data about environmental and income needs to create two maps. These maps illustrate how the city’s parks and recreation system can improve responses to environmental and income-based needs. The Environmental Need Index Map on this page identifies areas that have lower amounts of tree canopy cover and higher temperatures than the city average. The Income Need Index Map, also on this page, shows areas where community members are receiving some form of income-based financial aid from the city in recent years (i.e., Affordable Housing, Parks and Recreation financial aid, Food Tax Subsidies). The darker the colors on these maps, the greater the need. These two maps, when combined with the analysis of proximity to parks and recreation resources, provide significant insight into how BPR should prioritize services to best meet community needs. investment need prioritization index Combining the environmental and income need index maps can help identify areas with greater need of BPR investment. This provides an easy-to-understand visual and geographic representation of investment need across the city. For the Investment Need Prioritization Index map on the facing page, areas of highest need for investment are darker in color, while light yellow indicates areas of lower need according to the variables used for this analysis. This map can help BPR determine how to prioritize future investments to best meet specific needs throughout the Boulder community. Map 5: Environmental Need Index Map 6: Income Need Index Highest Priority Higher Priority Medium Priority Lower Priority No Affordable Housing or Aid Recipients Highest Priority Higher Priority Medium Priority Lower Priority Very Low Priority Subcommunities Creeks & Ditches Lakes & Reservoirs Areas with Incomplete Data 149 70 | Where We Are Going RACIAL EQUITY INSTRUMENT To ensure that BPR’s commitment to equity is integrated into its decision making process, the citywide Racial Equity Instrument will be integrated as one of the department’s decision making methodologies. Developed as part of the City of Boulder’s Racial Equity Plan, The Racial Equity Instrument actively inserts racial equity into decision making processes with a particular emphasis on public engagement. While the instrument can be helpful when used at any decision making phase, it has the most impact when used at the forefront of planning for a program, project, or budgeting process. Using the best practices from the Racial Equity Instrument, BPR will facilitate public engagement processes that focus on those in the Boulder community who have been historically left out or have not participated in planning processes. Using the Racial Equity Instrument and feedback gathered through engagement, BPR will ensure budget and operating decisions consider who benefits and who is impacted. BUDGETING FOR RESILIENCE To incorporate better performance metrics, higher levels of collaboration, and a more transparent approach to the budgeting process, the city has begun implementing the Budgeting for Community Resilience Framework. Budgeting for Community Resilience encourages the city and BPR to build greater resilience, with more robust and flexible systems for budget decision making, service delivery model optimization, and to create a framework for the continuous measurement and evaluation of services and programs over time through key performance indicators with an emphasis on resilience. Beginning in mid-year adjustments in 2020, the city began classifying programs and services into the four Budgeting for Community Resiliency categories: essential, important, helpful and amenity. Funding is prioritized for essential and important services, while more work and discussion is needed to understand and define all services and service levels. City of Boulder Racial Equity Plan 150 Where We Are Going | 71 Strategic Plan KEY THEMES The six Key Themes that guide BPR’s work are derived from the 2014 master planning process and provide the framework for the work ahead. In addition to these Key Themes, efforts to ensure the work considers equity and resilience are woven throughout the plan – reflecting that in all of the work ahead, BPR must consider who benefits and who is impacted, and also how the work contributes to or mitigates against addressing the climate emergency. This section describes each Key Theme with an overview and policy statements. A set of long-range goals and initiatives for achieving these goals are also described, giving BPR a clear picture of the desired future condition of Boulder’s parks and recreation system. STRATEGIC PLAN ELEMENTS The strategic plan (this master plan and implementation plan) is organized by six Key Themes. Each includes policies, goals and initiatives that provide the framework for BPR’s future work. Policies Policies are driven by decision makers representing the Boulder community, including the Boulder City Council and PRAB. They provide direction and help set the framework within which BPR operates by supporting consistent operations and transparent decision making. They also lay the groundwork for the development of BPR goals and initiatives. Goals Goals, which are influenced by the master planning process, are the long-term results BPR would like to achieve to fulfill its mission, vision, and policy. Feedback was gathering during public engagement efforts to guide BPR in how goals should be prioritized. Goals are listed in the priority order in which the community felt they should be pursued. Initiatives Initiatives are activities and/or projects BPR staff work on to meet the goals. They are specific and measurable. Community members who responded to the BeHeardBoulder questionnaire emphasized “quality over quantity” when considering BPR facilities. POLICIES Provide clear direction for what BPR will achieve within the intention of the key themes. GOALS Results that require time and planning. INITIATIVES Actions taken to accomplish goals. 151 72 | Where We Are Going OVERVIEW Nationally, regionally and in Boulder, people recognize that parks, recreation programs, trails and natural areas improve quality of life. They provide many measurable personal and community health and wellness benefits, including increased physical and mental health, direct contact with nature, increased opportunities for social interactions, and an understanding of environmental stewardship. Caring for the environment that sustains us also promotes individual health and wellness. Community feedback indicates that BPR is doing a good job of providing accessible and safe parks, facilities and programming and encouraging physical activity. BPR has seen increased use of parks and recreation resources in recent years. This, coupled with the city’s popularity as an outdoor destination for visitors from across the region and around the world, adds complexity to how BPR maintains its properties and offers recreation activities, health and wellness programs and community services. Equitable access to parks, programming and facilities and building a resilient system in the face of population growth and climate change are essential to keeping Boulder a healthy, vibrant and inclusive community. keep boulder emotionally and physically healthy through its parks, facilities and programs. POLICIES 1. BPR shall continue to support the overall health and wellness of every member of the Boulder community through equitable programs, facilities, parks and services. 2. BPR shall serve as a facilitator, collaborator and leader with local organizations and partner with other city departments and local and regional agencies to improve the community’s health and wellness and increase positive outcomes in public health. 3. BPR staff shall refer to the Health Equity Fund Theory of Change model to strategically consider cause and effect to track activities, measure short and long-term outcomes and make logical connections between the activities of the department and targeted outcomes. 4. BPR shall prioritize thoughtful planning and management of outdoor public spaces and natural ecosystems to achieve overall community health goals and improve outcomes. achievements since 2014 √BPR collaborated with “Healthy Together,” a grant funded program that provides low-income youth with physical activity, education and mentors in their neighborhoods. √Facilites offer specialized classes designed for older adults. √Walk With a Doc and Be Well Saturdays have expanded wellness programs in partnership with Boulder Community Health. √BPR currently exceeds both national and Colorado median LOS for most parks and recreation asset types. √21% increase in financial aid enrollments between 2014 and 2021. COMMUNITY HEALTH & WELLNESS 152 Where We Are Going | 73 GOAL 1: IDENTIFY OPPORTUNITIES TO IMPROVE PROGRAMMING AND REDUCE BARRIERS TO ACCESS Initiatives 1.Create programming where people already gather and solicit feedback about meaningful and culturally relevant services 2.Enhance the user experience for the registration system, flexible services, and marketing for programs and services 3.Explore programming that unites people of different generations, abilities and cultures 4.Encourage behaviors to reduce the collective citywide carbon footprint 5.Develop a 5-year plan to continue program improvements 6.Continue progress on the existing ADA Transition Plan and establish an appropriate interval to update the plan for alignment with community needs and funding. GOAL 2: ENSURE BPR SERVICES AND ASSETS SUPPORT THE TOTAL PHYSICAL, MENTAL AND SOCIAL WELL- BEING OF THE COMMUNITY Initiatives 1.Ensure that new and renovated parks and facilities support population growth, diverse needs, and climate resilience 2.Identify opportunities to repurpose underused parkland and/or facilities 3.Facilitate community conversations about park behaviors to ensure public spaces are welcoming for all 4.Track user satisfaction with services over time GOAL 3: ALIGN COMMUNITY EXPECTATIONS WITH AVAILABLE RESOURCES FOR PARKS, FACILITIES AND PROGRAMS Initiatives 1.Clearly communicate core services that can be provided with the current level of stable funding, along with priorities in case additional funding is available 2.Use data and community input to ensure equitable distribution and prioritization of resources 3.Increase the number of community members that have access to quality parks, facilities, programs and services within a 15-minute walk Goals & Initiatives 153 74 | Where We Are Going OVERVIEW Boulder’s parks, facilities and programs provide many positive community benefits and are funded by a mix of sources. While most park services are fully supported by taxes, most recreation services are funded by user fees. Stakeholders and community leaders recognize the limits to public funding and the need to focus on ensuring community dollars are directed towards services that provide the most community benefit. BPR has continued to provide high levels of service while revenues have remained mostly flat and expenditures have continued to rise. BPR should consider prioritizing services and identifying alternative funding sources as current funding will not meet the demand and expenses to achieve the community’s goals if trends continue. Staff must determine the best use of services and facilities, set maintenance priorities, and provide appropriate financial support to those who need it most. Balancing multiple and increasing demands with limited resources is difficult. BPR is committed to finding creative ways to achieve Financial Sustainability, while delivering high quality programming and facilities, constructing, operating, and maintaining the built and natural environments that sustain the community, and providing equitable access to these resources. balance the many demands with existing resources. recognize the need to focus on core services and community priorities. POLICIES 1.BPR shall continue to categorize services using the PRAB-approved Recreation Priority Index (RPI), which objectively determines community benefit of a service to inform its appropriate subsidy level and cost recovery target. 2.BPR shall determine the actual cost of an activity or service using a standardized method that emphasizes consistency of data inputs, analysis methods, and measurement of financial performance. 3.BPR shall explore all feasible funding strategies to manage existing assets while fostering key partnerships to secure donations, sponsorships, foundational support and philanthropy to achieve community goals and expectations. 4.BPR shall develop strategies to close the gap between revenue and escalating expenses by increasing funding through a variety of means to meet the community goals and expectations outlined in the master plan. 5.BPR shall use the Asset Management Program to ensure limited funding is prioritized annually to sustain the most critical assets while considering retirement of assets if feasible to reduce expenses. 6.BPR shall complete an annual budget process founded on transparency, key funding priorities, results achieved, and the health of all dedicated funds critical to delivering the department’s mission. achievements since 2014 √ Since 2015, 12,085 volunteers have contributed their time to BPR projects and maintenance efforts, allowing staff to focus on other issues, helping ensure financial sustainability. √ BPR outsourced dance, pottery, competitive gymnastics and some summer camps to community partners, allowing BPR to focus more resources on recreation programming with the greatest community-benefit. √From 2016-2020 BPR received approximately $2.7 million in grant and donation support. FINANCIAL SUSTAINABILITY 154 Where We Are Going | 75 Goals & Initiatives GOAL 1: INCREASE NON-TRADITIONAL FUNDING AND RESOURCES Initiatives 1. Evaluate and pursue non-traditional funding sources like grants, philanthropy, and sponsorships 2. Define a transparent and streamlined process for receiving donations 3. Identify resources needed to develop and maintain non-traditional funding sources 4. Encourage behaviors to reduce the collective citywide carbon footprint GOAL 2: CLOSE THE FUNDING GAP Initiatives 1. Identify and resolve existing inefficiencies 2. Employ Budgeting for Resilience and Racial Equity tools and principles in budget development and execution to ensure that resource allocation aligns with community priorities. 3. Pursue investments in technology and innovation that provide efficiencies 4. Prioritize technologies and projects that positively impact the city’s climate goals 5. Regularly assess total cost of service for all programs and facilities to inform budgeting and fee- setting 6. Identify, track and compare annual cost recovery targets against actuals 7. Collaborate with the Central Budget Office on how tax revenues can be used to fund future capital projects 8. Identify services that can generate funds to support other programs GOAL 3: DIRECT EXISTING STABLE FUNDING TOWARDS THE MOST IMPORTANT WORK Initiatives 1. Establish a transparent process for financial decisions to communicate to staff and the community 2. Prioritize a sustainable approach to financial aid 3. Evaluate sliding scale financial aid 4. Streamline the financial aid application process 5. Streamline and simplify BPR’s current Service Delivery Framework and Recreational Priority Index 6. Identify, track and compare annual cost recovery targets against actuals 7. Identify services that can generate funds to support other programs 155 76 | Where We Are Going TAKING CARE OF WHAT WE HAVE OVERVIEW Boulder currently cares for over 100 parks and facilities and must carefully manage these amenities to ensure community members have access to enjoy the outdoors and to recreate. In fact, a recent trend of public lands being “loved to death” is evident at both national and local levels due to the increasing demand for parks and recreation services and is expected to continue for the forseeable future. Beyond the built parks and facilities, taking care of the land, water and air in the BPR system is critical for the community’s long-term sustainability. Boulder residents feel that existing assets are sufficiently maintained and BPR is doing a good job of continuing to maintain its parks and facilities given constrained resources and aging infrastructure. Community members want BPR to continue to prioritize maintaining and enhancing existing assets over building new facilities. Taking Care of What We Have now requires a more strategic approach to prioritize maintenance needs and develop more flexibility around programming and services. BPR will need to ensure decisions promote equitable access and help maintain a resilient parks and recreation system. prioritize investments in existing parks and facilities. POLICIES 1. BPR shall prioritize financial resources to manage all assets to ensure safe, clean and accessible parks and facilities. A life cycle approach will guide investment in preventative, regular and capital maintenance based on condition assessments, asset criticality, community input, equity, resilience, and feasibility. 2. BPR shall recognize living systems as infrastructure and strategically focus on an integrated ecosystem approach to operations and management related to the urban forest, natural lands and parks that supports citywide climate goals through implementing new best practices, new technology and innovative strategies. BPR shall prioritize ecosystem services to achieve immediate results specified in relevant plans such as the Urban Forest Strategic Plan (UFSP), natural lands management plans and the Capital Investment Strategic Plan, among others. 3. While planning and implementing capital maintenance and enhancements to existing assets, BPR shall recognize the importance of providing relevant and meaningful parks and facilities that inspire the community to continue active lifestyles and respond to latest trends in recreation. 4. BPR shall actively work to minimize the contribution of BPR facilities, programs, and operations to ozone, total emissions of climate-forcing pollutants, including carbon dioxide, methane, nitrous oxide, and soot. These efforts should include consideration of the total life cycle emissions of materials and equipment used by BPR and will include the emissions programs and policies created via induced travel. achievements since 2014 √Voter approved financial support allowed BPR to invest in and renovate 15 neighborhood parks. √BPR completed the Urban Forest Strategic Plan (USFP) √BPR staff has implemented a Zero-Waste program in select parks. √ BPR completed construction on two popular facilities (Scott Carpenter Pool and the Boulder Reservoir Visitor Center) and finished several plans that outline future priority infrastructure improvements. 156 Where We Are Going | 77 Goals & Initiatives GOAL 1: PROVIDE WELL-MAINTAINED AND MULTI-USE PARKS AND RECREATION FACILITIES Initiatives 1. Develop plans to ensure Boulder’s recreation centers can serve the community for the next 50 years 2. Update maintenance standards and procedures to align with available labor and resources and to focus on highest priority assets 3. Explore opportunities and planning scenarios for desired improvements 4. Collaborate with other departments during the project planning process to identify efficiencies and cost saving opportunities 5. Clarify process and prioritization of projects to address deficiencies in existing parks 6. Conduct a needs-based mapping process to inform where in the community additional facility and/or program investments should be made 7. Define criteria and collect and analyze data to measure the success of parks, facilities, and programs GOAL 2: ENSURE BPR’S ASSET MANAGEMENT PROGRAM (AMP) IS CONSISTENTLY AND CLEARLY IMPLEMENTED Initiatives 1. Develop a standardized process to define maintenance responsibilities, asset-specific service and maintenance plans and schedules for inspection and replacement of components and/or assets 2. Develop training curricula to educate staff on an ongoing basis 3. Collaborate with OSMP and other city and regional partners to research and develop common best practices and align our program with industry standards 4. Conduct assessments on all major assets on a regular basis and have a full digitized plan for regular maintenance 5. Continue to expand utilization of data-driven decision making and investments 6. Finalize and regularly use criteria to prioritize assets based upon consequence of failure 157 78 | Where We Are Going GOAL 3: BUDGET FOR THE OPERATION, MAINTENANCE AND REPLACEMENT OF EXISTING ASSETS Initiatives »Calculate and analyze the Total Cost for Facility ownership by tracking expenditures for O&M and capital replacement to ensure sufficient funding is available for the full life of the park or facility »Annually update the CRV of department assets »Annually identify O&M related expenses to ensure that sufficient funds are being spent for upkeep »Utilize all relevant plans, such as the UFSP, to inform budgeting »Develop a long-term strategy to close gaps in O&M and capital funding and address critical asset needs GOAL: IMPLEMENT ECOSYSTEM AND FACILITY IMPROVEMENTS THAT SUPPORT ACHIEVING THE CITY’S CLIMATE COMMITMENTS Initiatives »Ensure that capital projects use sustainable building materials and processes and improve energy efficiency where feasible and appropriate »Implement the recommendations of the USFP to support a safe, healthy urban tree canopy »Develop a Natural Lands Strategic Plan »Develop a Water Assets Strategic Plan 158 Where We Are Going | 79 159 80 | Where We Are Going BUILDING COMMUNITY & RELATIONSHIPS OVERVIEW Parks and recreation facilities, programs and services promote a healthy, engaged community and use environmental health to help address social and cultural inequities. BPR offers a variety of programs, spaces, events and services that foster socializing and help people learn from, understand and support each other. BPR’s relationships within the community improve and expand access, creating a more equitable and resilient parks system. Partnerships with volunteers, community organizations, non-profits and private entities, and other city departments are necessary for long-term success, especially when considering constrained budgets, staffing challenges, climate change impacts and increasing usage. Building Community & Relationships encourages a stronger, more diverse, and more unified community, benefitting from a variety of viewpoints and life experiences. Working together, the Boulder community can collectively propose and implement workable solutions that care for Boulder’s parks and recreation system, helping it to be resilient in the face of environmental, economic and social change. build a connected community through outreach programs and initiatives. create social and cultural equity for healthy relationships across boulder. POLICIES 1. BPR shall ensure all community members feel welcome by providing safe, accessible, and meaningful services available to all. 2. BPR staff shall use inclusive, equitable, transparent, and consistent communication and engagement practices. Government makes better decisions and creates more responsive programs when the community it serves has a meaningful voice. 3. BPR shall build community through partnerships that foster equity, resilience, and innovation, and are mutually beneficial, mission-focused and grounded in City of Boulder values. Partnerships are intended to maximize the impact of each partner’s funding, knowledge, and expertise through collaboration. 4. BPR shall partner with other departments to advance citywide goals related to both equity and resilience to serve the Boulder community and proactively prepare for the future. 5. BPR shall prioritize ecosystem services and meeting climate goals as well as sustainability in all aspects of the department. achievements since 2014 √The Recquity Pass program, which offers subsidized facility passes, initiated over 5,000 visits in the first eight months of its operation. √Boulder’s EXPAND program for people with disabilities offered new summer camps and sites for participants, enhancing self-esteem and social skills. √BPR has seen a 52% increase in EXPAND enrollment. 160 Where We Are Going | 81 Goals & Initiatives GOAL 1: BUILD A STRONGER PARKS AND RECREATION SYSTEM THROUGH MEANINGFUL CONNECTIONS WITH THE COMMUNITY Initiatives 1. Prioritize equitable and inclusive outreach methods 2. Engage people in existing gatherings and solicit feedback through meaningful public dialogue. 3. Expand virtual engagement tools and techniques 4. Foster informal relationships with like-minded organizations 5. Coordinate with the citywide Volunteer Collective to enhance community connections through volunteerism 6. Engage community groups in activity-specific volunteer opportunities and/or fundraising efforts 7. Collaborate with local organizations and agencies to activate parks through art, cultural and social community events GOAL 2: STRENGTHEN BPR ADMINISTRATION OF PARTNERSHIPS WITH EXTERNAL ORGANIZATIONS Initiatives 1. Develop a clear and transparent approach to forming and maintaining partnerships including goals and objectives 2. Allocate appropriate resources to manage partnerships 3. Develop a community interface to promote partnerships and share available resources GOAL 3: STRENGTHEN AND BUILD PARTNERSHIPS Initiatives 1. Develop and maintain a database of like-minded organizations 2. Identify priority gaps in services that could be filled through partnerships 3. Prioritize partnerships that address barriers to access 4. Expand and improve partnerships with BVSD, local universities and other schools 5. Work with the Health Equity Fund and community partners to measure positive health equity outcomes 161 82 | Where We Are Going YOUTH ENGAGEMENT & ACTIVITY engage youth with parks, facilities and programs that provide direct experience with nature, experiential learning and opportunities to close the educational achievement gap. OVERVIEW BPR plays a vital role in enhancing the mental and physical health of younger members of the Boulder community through Youth Engagement & Activity. A growing body of research suggests that increasing children’s interactions with nature can have positive physical, mental and spiritual benefits throughout life. These benefits increase exponentially when started at a young age. While Colorado is considered one of the healthiest states in the country and is a national leader in appreciating nature and active lifestyles, serious physical and mental health issues are impacting youth. Nearly one quarter of Colorado children are overweight or obese, and less than half get the recommended 60 minutes of daily physical activity. Between 2013 and 2019, the number of high school students reporting sadness or hopelessness increased by more than 40% and in 2019, 18% of teens participating in the Healthy Kids Colorado Survey reported seriously considering suicide. In May 2021, Children’s Hospital Colorado declared a state of emergency for youth mental health, citing 90% increase in demand for behavioral health treatment in the previous two years. BPR can help reverse these trends by working with youth mental health providers to offer programming and services targeted to children’s and teens’ specific needs, supporting physical and mental health, civic pride, community belonging, environmental stewardship and healthy living for life. POLICIES 1. BPR shall enhance the health, safety, resilience and overall development of Boulder’s youth through parks, facilities and services. 2. BPR shall support family activities that benefit youth and build a strong sense of community and place, encourage a culture of environmental stewardship, and promote their perseverance. 3. When considering capital improvements, BPR staff shall use all data and metrics available to prioritize amenities and features that encourage youth activity, participation and healthy lifestyles such as nature-based play spaces and innovative teen areas for children and youth in parks and public spaces managed by BPR. 4. BPR shall engage youth and align departmental efforts with their needs. 5. Given the increasing health challenges facing youth and teens, BPR shall prioritize parks and facility upgrades, programs and services that support positive health outcomes for these specific populations in Boulder. achievements since 2014 √Over 1,800 youth have been served through BPR and partner-supported summer camp offerings. √With grant funding YSI programming increased to serve additional sites and has partnered with BVSD to offer recreation opportunities for youth attending the extended school year program. √141% increase in daily participation of youth in BPR programming. √Through a partnership with with First Tee at Flatirons Golf Course, youth have deepened their understanding of life skills by seamlessly integrating the game of golf with character building. 162 Where We Are Going | 83 Goals & Initiatives GOAL 1: ENHANCE THE PHYSICAL AND MENTAL HEALTH OF TEENS Initiatives 1. Explore programs for the physical and mental health needs of teens 2. Ensure programming keeps teens occupied and engaged 3. Create programming that focuses on entry-level sports, health and wellness skills for teens 4. Make engagement and decision making opportunities available to all teens 5. Implement more volunteer and leadership opportunities GOAL 2: UTILIZE COMMUNITY PARTNERSHIPS TO EXPAND RECREATIONAL OPPORTUNITIES FOR YOUTH Initiatives 1. Create a list of existing service providers focused on youth and teens and serve as a convener for collaboration on potential programming and shared resources 2. Establish, maintain and prioritize community partnerships, including collaboration with the Boulder Valley School District, that supplement capacity and resources and create innovative pathways to engage youth and teens 3. Work with local organizations to develop youth recreation services and volunteer opportunities that focus on culture and include family activities 4. Work with PLAY Boulder Foundation to enhance the PlayPass program GOAL 3: INTEGRATE MORE PASSIVE AND ACTIVE RECREATION OPPORTUNITIES FOR YOUTH INTO EXISTING SERVICES Initiatives 1. Encourage kids to be active and develop healthy lifestyles 2. Continue to explore nature play opportunities 3. Collaborate with OSMP to develop models for nature clubs or family nature outings 4. Consider ‘drop-in teen times’ at the recreation centers and pools and teen nights with teen-focused special events 163 84 | Where We Are Going OVERVIEW Keeping an engaged and motivated workforce remains a top priority for the department. BPR’s employees are resilient and have ensured its ability as a department to pivot in the face of economic, social and environmental uncertainties. A variety of initiatives have been planned and implemented to support staff in meeting changing user, operations, maintenance and programming needs and address community goals related to equity and resilience. New software, service delivery models, and training are helping with this effort. The workforce is also challenged by reductions in staffing levels, capacity and funding. Continuing education, team building, skills development and streamlining internal processes are opportunities to support staff growth and morale and to foster deeper connections with each other. Organizational Readiness is paramount to BPR’s continued success in serving the Boulder community. respond to changes over time by using new technologies and data-driven and collaborative decision making tools. POLICIES 1. BPR shall ensure that the department workforce, structure and culture are designed and prepared to respond to community needs and positively impact the community’s health and well-being. 2. BPR staff shall continue to use and implement accepted plans and reports to guide all aspects of the department and allow informed decision making. 3. BPR shall develop Key Performance Indicators to measure successful delivery of services, facilities and programs to meet the community goals outlined in this master plan. 4. BPR shall support employee well-being through citywide efforts to address cost of living and multi- modal transportation issues that create barriers to living, working and playing close to home. 5. BPR shall prioritize ecosystem services and meeting climate goals as well as sustainability in all aspects of the department. ORGANIZATIONAL READINESS achievements since 2014 √Beehive Asset Management Software was implemented to manage $270 million in park assets more effectively. √ As part of the City of Boulder’s Climate Leaders Program, leaders from parks and recreation are being trained in the science of climate change, so everyday decisions can be informed by a consistent foundation of knowledge. √Reports that used to take weeks to produce now take minutes with the addition of new software. 164 Where We Are Going | 85 Goals & Initiatives GOAL 1: IMPROVE INTERNAL PROCESSES Initiatives 1. Establish role clarity, streamlined processes, and standard procedures and documentation 2. Apply for accreditation by the Commission for the Accreditation of Parks and Recreation Agencies (CAPRA) 3. Ensure that staff have the knowledge, resources, technology, and tools to effectively perform their roles 4. Collaborate with the city’s IT department to develop a central information repository where staff can request and/or receive data, information, support, and resources 5. Improve the annual work plan process to clearly identify priorities, establish realistic allocations for staff time, and a framework for being able to decline projects or programs clearly and transparently 6. Create a budget allocation and process to support innovation GOAL 2: BUILD OUR TEAM Initiatives 1. Recruit, hire and retain a highly competent and capable work force 2. Ensure hiring practices dismantle institutional racism 3. Develop clear and consistent onboarding and training processes 4. Build plan to recruit and retain frontline positions 5. Implement a paid internship program GOAL 3: SUPPORT OUR TEAM Initiatives 1. Provide opportunities for cross-training and cross- teaming 2. Support a culture of learning and development 3. Support supervisors in managing their teams holistically 165 86 | Where We Are Going FINANCIAL FRAMEWORK Through the master planning process BPR has gathered feedback on desired facility and programming improvements from both individual members of the community and specific user groups. Balancing the community’s desires with BPR’s financial reality requires that the department prioritize what can be accomplished over the next five years. Adopted in 2006, The City of Boulder’s budgeting strategy requires each department to acknowledge and plan for multiple revenue scenarios. These scenarios are intended to enable departments to proactively plan for outcomes in which revenues remain flat or increase. The following section summarizes the three budgeting scenarios in which future projects and programs are assigned. plan alternatives Using the city’s budgeting strategy of defining outcomes for the Fiscally Contrained, Action, and Vision budgeting scenarios, BPR has developed three plan alternatives based on variable levels of funding. fiscally constrained The Fiscally Constrained alternative plans for prioritized spending within existing budget targets . The intention of this alternative is to refocus and make the most of existing resources with the primary goal being for the department to maintain services. The actions associated with the Fiscally Constrained alternative require limited or no funding to accomplish and are focused on providing or enhancing core and/or existing services. The fiscally constrained scenario reflects BPR’s commitment to the community over the next five years, focusing on core services and those that benefit the greater community. action The Action alternative describes the extra services or capital improvements that could be undertaken when additional funding is available . This includes strategically enhancing existing programs, beginning new alternative programs, adding new positions, or making other strategic changes that would require additional operational or capital funding. In coordination with the Central Budget Department, PRAB, and City Council, BPR would evaluate and analyze potential sources of additional revenue, including but not limited to capital bond funding, program income, grants and existing or new taxes. vision The Vision alternative represents the complete set of services and facilities desired by the community . It is fiscally unconstrained but can help provide policy guidance by illustrating the ultimate goals of the community and by providing a long-range look to address future needs and deficiencies. In this Master Plan Update, the Vision alternative addresses aging facilities to make improvements in operational effectiveness and the overall sustainability of the park and recreation system. Plan Alternatives Using the City of Boulder’s budgeting strategy of defining outcomes for the Fiscally Contrained, Action and Vision budgeting scenarios, BPR has developed three plan alternatives based on variable levels of funding. »Fiscally Constrained BPR’s commitment to the community over the next five years »Action Aspirational projects and programs that may be accomplished if additional funding becomes available »Vision A wish list of projects and programs 166 Where We Are Going | 87 PLAN ALTERNATIVES PROJECTS FISCALLY CONSTRAINED ACTION VISION Park Maintenance -BPR Asset Management Program Maintain Well at FCI .07, Develop Violet Park Enhance and add trending amenities Full concept plan implementation for all planned parks Playgrounds 1-2 Parks/Playgrounds per year refurbished (25-30 year) Playground enhancement accelerated (20 year)N/A Restrooms - Pending LOS Evaluation Maintain current LOS, transitioning to universal restrooms as facilities are built or replaced Add more to appropriate parks, accelerate transition to universal restrooms N/A Valmont Park - 2015 Concept Plan Phase 1 development of adventure and nature play elements Phase II development, including disc golf, athletic fields Full concept plan implementation, including infrastructure for community recreation facilities Urban Canopy - Urban Forest Strategic Plan Focus on health of current canopy through IPM, Tree Safety, EAB response, and public tree protection— Some canopy growth through tax investment, philanthropy and partnership Improved rotation for street trees (currently 14 years, industry recommendation is 8), Increased planting to support 16% canopy cover by 2027. Carbon credits could create additional funding source. Industry standard rotation for all public trees, sufficient planting to achieve urban canopy goals. Civic Area Activation w/ Operations Focus Phase II development N/A Area III Complete Baseline Urban Service Plan and develop concept plan, but nothing is developed Build core elements Full park development PARKS Could the Summer Olympics skateboarding competition be in this skater’s future? If he keeps practicing his skills at Valmont Bike Park, it just might become a reality. 167 88 | Where We Are Going PLAN ALTERNATIVES PROJECTS FISCALLY CONSTRAINED ACTION VISION Athletic Fields - 2015 Athletic Field Study Optimize usage through partnerships, maintenance and conversion to artificial turf 8th Field at Stazio, Redevelopment at Mapleton and Tom Watson to optimize usage Build fields at Valmont City Park Recreation Centers - 2022 Facility Needs Assessment EBCC & NBRC - ”Maintain Well” SBRC - Retire past useful life facility but not replace; citywide facility feasibility study for SOBO area facilities Enhance Facilities Modernize EBCC & NBRC; Design/Build South Boulder facility Courts - Study pending Maintain Well. Court study to identify LOS—Seek opportunities to maximize community benefit through Joint Use Agreements/ partnerships Enhance for increased durability, some additional facilities Additional new facilities may be developed Aquatics -2015 Aquatics Feasibility Study Maintain current service levels and pools Enhance Spruce Pool Build aquatic training facility at Valmont City Park Reservoir -2018 South Shore Capital Strategy Improve existing site connections and ciruclation Additional shade structures and group picnic areas, children’s play and outdoor education Marina facility includes meeting/event space, boat storage/maintenance facilities FACILITIES Balancing is key to success when taking the BoulderLift class at XX Rec Center. 168 Where We Are Going | 89 PLAN ALTERNATIVES PROJECTS FISCALLY CONSTRAINED ACTION VISION Facility Access Fees Continued increases to base fees to keep up with cost escalation, maintaining discounts for youth and seniors Increase base fees and increase discounts for youth and seniors Free for target populations (youth & seniors) Financial Aid Maintaining Financial Aid LOS reliant upon grants and philanthropy Funding supports increased aid and sliding scale for maximum access Sliding scale supports full participation EXPAND Core Services for Target Population funded by GF subsidy and grants Service levels increase N/A Youth / Teens Additional programming only possible through discontinuation of other services or market based programs Programming for youth and teens grows with additional donations, grants or subsidy N/A Young explorers taking advantage of nature play opportunities during an annual BPR summer camp program. PROGRAMS & SERVICES 169 170 HOW WE WILL GET THERE »The 2022 Master Plan establishes BPR’s commitment to the community over the next five years. The following chapter discusses how to make the future vision a reality, using BPR’s annual action planning process, Key Performance Indicators (KPIs) and metrics to measure progress over time. 171 92 | Next Steps 172 Next Steps | 93 IMPLEMENTING THE 2022 MASTER PLAN With the acceptance of this master plan, BPR commits to fulfilling its mission and to implementing the initiatives and the Fiscally Constrained Plan. Through an annual action planning process, we will ensure that the 2022 Master Plan is a living document used to improve the overall system and achieve the goals of the community well into the future. BPR will utilize equity mapping, key performance indicators (KPIs),and the city’s Sustainability, Equity and Resilience Framework to plan its work and measure success over time. The department will collaborate with PRAB, City Council and aligned city departments to: »Ensure the goals and initiatives of each key theme are considered »Maximize resources and efficiency »Make sure BPR continues to deliver best-in-class parks, facilities and programs for the Boulder community Implementation Boulder community members, both young and old, can enjoy the many recreation activities offered by BPR. 173 94 | Next Steps BPR ANNUAL ACTION PLANNING 5 STEP PROCESS annual action planning process The Annual Action Plan process is how BPR will ensure the community’s goals as outlined in the 2022 Master Plan happen. The Action Plan will include each year’s committed goals to achieve Master Plan initiatives and Fiscally Constrained Plan Alternatives. BPR follows five steps to complete the annual Action Planning Process. The first involves reviewing the current state of the system and plan progress. BPR will then review the master plan goals and initiatives to identify areas of focus for next year. This step includes reporting out plan progress to the community. Third, staff will select projects to implement based upon resources, the current state of the system, and focus areas. The Action Plan will inform the development of the operating and capital budgets, which is the fourth step. Finally and most importantly, staff will implement the Action Plan. planning framework The Annual Action Plan is also informed by City Council’s workplan and priorities, and citywide goals and priorities as outlined in the BVCP and various master plans. BPR has a well-defined set of tools used to plan, measure, and evaluate proposed projects and programs. Through this master planning process, staff realized they can simplify these tools to ensure work is intentionally designed and delviered and that investments are data-driven. In addition, new methods will support BPR’s ability to address impacts relating to changing social, economic and environmental conditions. As the city finalizes climate and equity related targets, BPR will utilize recommended assessment tools to inform how BPR’s work will contribute to achieving those targets and community-wide goals. Equity mapping will be part of BPR’s decision-making and priority setting toolkit moving forward, along with adherence to citywide frameworks, and the Asset Management Program and Service Delivery Model. 1 .Review current state of system and action plan progress 2 . Review Master Plan goals and initiatives to identify areas of focus & report out plan progress to community 3 . Select Projects to Implement 4. Develop Operating & Capital Budgets 5 . Implement Action Plan 174 Next Steps | 95 key performance indicators (kpis) BPR has identified Key Performance Indicators (KPIs) to measure success in accomplishing this Master Plan. The KPIs are informed by the goals and community values expressed in the Master Plan; leading practices, research, and data systems also shaped the selection of the KPIs. During the annual Action Planning process, staff will document progress measured against each KPI to track BPR’s success in achieving community goals. COMMUNITY HEALTH & WELLNESS KPI Components Sustainability & Resilience Framework Goals Recreation Contacts Policy 1 Programs offered, Registered participants, and all visits: centers, pools, Reservoir, rounds of golf (3 data points) Healthy & Socially Thriving Financial Aid Contacts Goal 1 FA total visits, value, and percentage of total visits (3 data points)Healthy & Socially Thriving Direct Financial Support to Lower Barriers Goal 1 FA Scholarship dollars spent (1 data point)Healthy & Socially Thriving Inclusion Across Demographics Policy 1 All Financial Aid participants, by age (3 data points: 1 data point for youth, senior, adult) Healthy & Socially Thriving Pass Utilization Policy 1; Goal 2, Initiative 1 Average visits per member (1 data point)Healthy & Socially Thriving FINANCIAL SUSTAINABILITY KPI Components Sustainability & Resilience Framework Goals Community Financial Support Goal 1, Initiative 1 Total financial contributions from donations, philanthropy, grants (1 data point) Responsibly Governed 175 96 | Next Steps BUILDING COMMUNITY & RELATIONSHIPS KPI Components Sustainability & Resilience Framework Goals Volunteer Contributions Goal 1, Initiative 5 Total $ value of volunteer contributions, along with total volunteer participants and total hours (3 data points) Accessible and Connected, Healthy & Socially Thriving YOUTH ENGAGEMENT & ACTIVITY KPI Components Sustainability & Resilience Framework Goals Community Benefit Programming Goal 3, Initiative 1 EXPAND + YSI: Hours of programming, participants (2 data points) Healthy & Socially Thriving Youth Engagement Policy 1 Youth participation visits (youth portion of “Recreation Contacts”) (1 data point) Healthy & Socially Thriving Camp Participation Policy 1 Camps offered and total participants (2 data points)Healthy & Socially Thriving ORGANIZATIONAL READINESS KPI Components Sustainability & Resilience Framework Goals Streamlining Systems Goal 1, Initiative 1 CAPRA standards met (SOPs/policies approved by Director)Responsibly Governed Workforce Strength Goal 2, Initiative 1 Turnover, vacancy, average tenure among Standard Employees. Final data collection will depend on new HR systems (3 data points) Responsibly Governed Seasonal and Temporary Support Policy 1 Non-Standard Hours Worked (1 data point) Responsibly Governed, Economically Vital TAKING CARE OF WHAT WE HAVE KPI Components Sustainability & Resilience Framework Goals Comprehensive Maintenance Policy 1, Goal 2, Goal 3 Total number of work orders completed (later could include: average time between creation and completion) Responsibly Governed Livable Investment in Parks and Facilities Policy 1, Goal 1 Total $ spent on Repair and Renovation (R&R) and CIP. Then, that dollar amount as a % of Current Replacement Value (CRV) (2 data points) Safe Responsibly Governed Livable Carbon Footprint Policy 4 Carbon footprint for the 3 recreation centers, combined from electricity and gas usage minus PV savings (1 data point) Environmentally Sustainable Livable 176 Next Steps | 97 A summer camp hula hooping class learning to spin their way into the future. 177 98 | Next Steps Works Cited Plans BPR 2014 Master Plan BPR Design Standards Manual City of Boulder Urban Forest Strategic Plan City of Boulder Sustainability & Resilience Framework Boulder Valley Comprehensive Plan City of Boulder Racial Equity Plan City of Boulder Engagement Strategic Framework Benchmark Cities Parks & Recreation Master Plans Reports BPR Needs Assessment Report - Design Workshop, September 2021 BPR Financial Assessment - Design Workshop, June 2021 BPR White Paper Updates - Design Workshop, Jan 2021 BRP Indoor Recreation Facilities Needs Assessment - Barker Rinker Seacat Architecture, June 2021 City of Boulder Parks & Recreation Master Plan Update Statistically Vallid Survey Summary Report - Polco & National Research Center, June, 2021 Balancing Community Needs with Financial Realities - Ballard King, Feb 2022 BPR Snapshot Overview - Current State, Key Themes & Trends, June 2021 Interdepartmental Interviews - Design Workshop, February 2022 Other relevant plans, reports and documents were consulted where approprate. Sources BPR Recreational Priority Index BPR Asset Management Program, 2018 BPR Capital Investment Strategic Plan 2016 BPR 2021-2026 Ongoing Unfunded Project List BPR 2021 and 2020 Boulder Community Profile BPR Funds – 2021 Approved Fund Chart City of Boulder Budgets, 2016-2021 BPR Service Delivery Handbook State Demographer’s Office, 2020 Boulder Community Profile State Demographer’s Office, City of Boulder, 2020 Boulder Community Profile State Demographer’s Office, Boulder County Population Projections 2040 Trust for Public Land City of Westminster, SSPRD, City of Tempe, Foothills PRD, City of Broomfield, City of Naperville staff, all other cities - Parks & Recreation master plans Sports & Fitness Industry Association’s 2020 Pickleball Participant Report Subcommunity Neighborhood Parkland LOS Comparison. Source: GIS 2021 Data Layers and 2017 City of Boulder Subcommunity Population Data (2019 East Boulder Inventory & Analysis Report) Subcommunity All Parkland LOS Comparison. Source: GIS 2021 Data Layers and City of Boulder Population Data (2019 East Boulder Inventory & Analysis Report). 178 Next Steps | 99 Acronyms List AMP: Asset Management Program BPR: Boulder Parks & Recreation Department BVCP: Boulder Valley Comprehensive Plan CAPRA: Commission for the Accreditation of Parks and Recreation Agencies CRV: Current Replacement Value DSM: Design Standards Manual EBCC: East Boulder Community Center EXPAND: Program to help people of all abilities enjoy life through recreation and leisure activities GUB: Growing Up Boulder HEF: Health Equity Fund MTAG: Management Technical Advisory Group NRPA: National Recreation & Park Assocation NBRC: North Boulder Recreation Center OSMP: Boulder Open Space & Mountain Parks PRAB: Parks & Recreation Advisory Board RPI: Recreation Priority Index SBRC: South Boulder Recreation Center TAG: Technical Advisory Group - MTAG: Management Technical Advisory Group - WTAG: Working Technical Advisory Group UFSP: Urban Forest Strategic Plan WTAG: Working Technical Advisory Group YOAB: Youth Opportunities Advisory Board YSI: Youth Services Initiative 179 100 | Next Steps Glossary of Terms Assessment: process of comparing and evaluating an entity against established standards, and documenting the differences. Asset: real or personal property which organizations desire to track and manage as a distinct identifiable entity. It may be a physical structure or grouping of structures, land features, or other tangible property that has a specific service or function. The term “asset” can also be applied to movable items, such as vehicles and equipment. Asset deficiency: a facility defect that occurs when maintenance and repair tasks are not performed in a timely manner. When allowed to accumulate uncorrected, they inevitably lead to deterioration of performance, loss of asset value, or both. An accumulation of such uncorrected deficiencies is a backlog that represents a liability (in both physical and financial terms) for an asset. Asset management: a systematic process of maintaining, upgrading, and operating physical assets cost-effectively. Asset Priority Index (API): an asset evaluation process that quantifies the value of an asset in relation to the mission of the organization. The API ranks assets according to a numeric rating system. Backlog: The unfunded deficiencies work required to bring facilities to a condition that meets accepted codes, laws, and standards to achieve expected life. Benchmark: A well-defined, widely accepted standard of performance used to measure progress toward a specific state or level of competency. Benchmarking: The continuous process of measuring a product, service, or process against the best practices of recognized leaders in the field in order to achieve superior performance. Blue line: result of 1959 Boulder City Charter amendment that limited water extensions above an elevation of 5.750 feet to preserve the mountain backdrop. Business core program: program comparable to private market offerings and offered at market rates. Capital improvement: new construction or an alteration that helps an asset better meet its intended purpose. Casual participant: categorization used by SGMA referring to individuals that participate in a particular recreational activity 1-49 times during a year. City park: park classification type representing sites that are generally 100-300 acres in size. Designed to serve the entire community, they generally provide a mix of natural beauty and developed facilities. Community benefit: a good that is shared for all (or most) members of a society or social group. Condition assessment: The inspection and documentation of the condition of the features of an asset as measured against the applicable maintenance or condition standards. It provides the basis for longrange maintenance planning, as well as annual work plans and budgets. Core participant: categorization used by SGMA referring to individuals that participate in a particular recreational activity 50 or more times during a year. Cost recovery: recoupment of the financial expenditure associated with providing a service. Critical system: a collection of components that typically operate in conjunction to provide an essential service and whose failure, removal, or non-operation may result in loss or harm. 180 Next Steps | 101 Current acres: as used in this plan, the number of acres that are developed and open for use at this time. Current replacement value (CRV): the dollar amount needed to pay to replace an asset at the present time according to its current worth. Deferred maintenance: maintenance that was not performed when it should have been or was scheduled to be completed and then put off or delayed. Diamond ball field: athletic field used for baseball or softball. Dog parks: areas in which dogs can play without leashes. Equity: Providing everyone the specific resources and opportunities they need to be successful and to ensure equal outcomes. This differs from equality, which is treating everyone the same. Equity mapping: Measuring LOS based on qualitative as well as quantitative data through mapping, including various layers of demographic data to geographically identify system gaps. Excise tax: a tax that is paid when purchases are made on a specific good (e.g. gasoline, sporting goods) Facility: see “asset” Facility condition index (FCI): A measure of a facility’s relative condition at a particular point in time compared to similar facilities. The FCI rating is a ratio of the cost of repair of an asset’s deficiencies divided by the current replacement value for the asset. Feasibility study: an evaluation and analysis of the potential of a proposed project or venture that objectively explores costs versus benefits. Costs and benefits can be financial, social, environmental, or political. Individual benefit: a good that is excludable and yields benefit only to one individual or group. Infill development: development of vacant parcels of land within the city which were not developed when initial development occurred, or were cleared of substandard structures and are ready for new development. Level of Service (LOS): an expression of the minimum recreation and park infrastructure capacity required to satisfy the needs of residents of the community. Unless otherwise specified, LOS is expressed as per 1,000 population. Life Cycle: all stages of providing a facility or service including conception, planning, design, implementation, evaluation, monitoring, retirement, and/or disposal. Life Cycle asset management: systematic process of maintaining, upgrading, and operating physical assets cost effectively. Millage: an ad valorem tax that an owner is required to pay on the value of a taxable property. Multi-use field: typically rectangular, areas consisting of either sand-based engineered soils or artificial turf used for playing surfaces for athletics. Needs Assessment: a systematic process for determining and addressing gaps between current conditions and desired conditions. Preventive maintenance: regularly scheduled periodic maintenance activities (within a year) on selected equipment. Private good: see “individual benefit.” Recreation facility: major sport or leisure complexes that house many formal and informal athletic events. Recreation Priority Index (RPI): a service evaluation process that quantifies the value of a recreation program or service in relation to the mission of the organization. The RPI ranks programs or services according to a numeric rating system. Resilience: The capacity to prepare and plan for disruptions, to recover from shocks and stresses, and to adapt and grow from these experiences. Sustainability: The ability to meet the needs of today in a way that does not inhibit future generations from meeting the needs of tomorrow. 181 182 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: May 23, 2022 A. Summer Operations Overview Boulder Parks and Recreation (BPR) is eager to support the health and well-being of the entire Boulder community through a wide range of opportunities this summer. The intent of this item is to provide the Parks and Recreation Advisory Board (PRAB) with an update on anticipated levels of service across the system based on current staffing levels. Overview Throughout the winter and spring, teammates across the department have focused on hiring enough seasonal staff for peak summer fun in recreation programming, swimming, and in the park system. Like many organizations, BPR has faced challenges hiring enough staff to fill these positions. The nationwide labor market shortage has impacted the number of applicants received for seasonal positions, despite funding available to operate many services this year at near pre- pandemic levels. As spring transitions to summer, staff have had to carefully prioritize what services can be offered to provide maximum benefit to the community. Operating Scenarios Workgroups aimed to fill all open positions and have consistent operating hours at recreation facilities and pools, all services available at the Reservoir and Flatirons Golf Course, and park amenities fully maintained. During operational planning, staff anticipated three possible “service level” scenarios in each of the department’s areas of operation to acknowledge the reality that the labor market would impact actual services available: o Ideal – Services at planned and optimal levels based on the approved budget and fully staffed. 183 o Reduced – Services at 2021 levels, which are lower than pre-pandemic due to not enough staff to provide services at the ideal level, i.e., reduced hours and services, delays in maintenance o Constrained – Significantly reduced level of services and below 2021 levels, i.e., limited services, noticeable reductions, safety is the priority and no services above and beyond “core services” Each level had a staffing threshold for what services could be offered. The ideal scenario is based upon the recovery staff planned for and was funded when developing the 2022 budget. With just a few exceptions, the department will operate at either a reduced or constrained level for this summer. Summer 2022 Operations Below is a general breakdown of projected parks and recreation operations this summer. This information is subject to changes as recruitment continues, and the latest information will always be best found on the the BPR website. Aquatics The detailed operational plans for all pools is posted on the Aquatics and Facility Status page and each facility’s page. Scott Carpenter Pool Scott Carpenter Pool, a highly utilized facility in the summer, is one of the highest priorities to operate fully due to the size and scale of the multi-generational amenities available which allow it to serve many community members of different interests, ages, and abilities. Its location and renovated bathhouse also make it highly accessible. Lap pool amenities are anticipated to open Monday, May 23 with a limited schedule and leisure pool amenities the afternoon of Memorial Day. The full summer schedule will begin on Tuesday, May 31. Visit the pool’s web pages for the schedule. Spruce Pool Spruce Pool, BPR’s other outdoor pool, will remain closed for the summer. While Spruce Pool is a special facility that BPR would love to operate, the significant quantity of lifeguards and resources needed to open this facility at any level are not achievable and/or feasible. As of Memorial Day, staff anticipate having approximately 90 of the 140 lifeguards needed for the ‘ideal’ scenario that includes operating both Scott Carpenter and Spruce Pool. While hiring efforts continue, any additional lifeguards hired will support operations at Scott Carpenter and the indoor facilities. Additional guards will also address the attrition that occurs every summer as college students begin to return to campus for the fall semester as early as August 1. As staff evaluated service levels and staffing threshholds, expanding operations at East and North are more feasible and logical than opening Spruce due to the ability to incrementally add hours to facilities already staffed and in operation, the accessibility of universal design and amenities at the recreation centers, and the ability to serve wider ranges of community members with multi- generational amenities. 184 Indoor pools at recreation centers Operations aim to maintain current service hours for daily lap swim and leisure pool time at the indoor pools at the East Boulder Community Center (EBCC) and North Boulder Recreation Center (NBRC) with only one facility’s aquatics area open on Saturdays and Sundays. The South Boulder Recreation Center (SBRC) pool will remain closed for the summer outdoor pool season to complete repairs that started on Monday, May 16 and because of its comparatively lower ability to serve with only 6 lap lanes and no leisure area. Staff recognize that many prefer to swim outdoors. Scott Carpenter will provide this opportunity, and as a reminder, indoor swimming has safely continued amidst the pandemic for nearly two years. All three recreation centers have Heat Recovery Units to condition the air in pool spaces and provide large volumes of outside air. Indoor pools are designed in this manner to control condensation on windows and remove chloramines (aka “the chlorine smell”) from the air. The Heat Recovery Heating, Ventilation, and Air Conditioning (HVAC( equipment allows for indoor pools to have increased amounts of outside air while recovering energy from the air being exhausted. The indoor pools already meet outside air guidance from the Centers for Disease Control and Prevention (CDC) with systems designed for four to six air changes per hour. Service Level Increases Any additional staff hired will support sustaining the planned “constrained” service level, possibly increasing the hours for Scott Carpenter leisure pool amenities, indoor lap pools, and indoor leisure pools. Since there is usually turnover in seasonal staff and then an attrition rate that accelerates as of August 1, BPR will focus on sustaining these service levels and aquatics operations. Recreation Centers Recreation centers are anticipated to maintain current service levels, providing daily access to open swim, gymnasiums, drop-in fitness and yoga classes, weight rooms, racquetball/handball and platform tennis, and sauna or steam rooms. As a reminder, and since December 2021, Monday through Friday 6:00a.m.-4:30p.m., one indoor lap pool is open: • Monday, Wednesday and Friday: East Boulder Community Center • Tuesday and Thursday: North Boulder Recreation Center Visit the recreation centers’ web pages for updated operational information. The gymnasium at SBRC will remain closed with the flooring replacement beginning in mid- June, to address flooring damaged by a boiler failure. The gymnasium will reopen for public use upon completion of the flooring replacement. The new flooring system will support all previously scheduled drop-in sports and fitness classes and considers the anticipated remaining life-cycle of the building. Boulder Reservoir The Boulder Reservoir entry gate will be open daily for a wide range of services including boating, swimming, sunbathing, water skiing, fishing, picnicking, walking, running, cycling and wildlife viewing. The swim beach is anticipated to be open between May 27 – Sept. 5. Please visit the Reservoir web page for swim beach and lake operations information and hours. 185 Under a “reduced” service level, trash removal, mowing, weeding and the removal of goose waste will happen less frequently, and boat inspections may require schedule adjustments. Flatirons Golf Course Services for the Flatirons Golf Course will be at “ideal” levels and the construction schedule for the clubhouse renovation to begin later this year is on track. As the grill is demolished in advance of the future clubhouse restaurant, a limited food menu is available in the golf shop and alcohol sales are temporarily unavailable. Visit the course’s website the most up-to-date information on the golf course, including a new mobile app and bookable online tee times. Recreation Programs and Camps Recreation programming, including summer camps and the EXPAND program for people with disabilities, continues to see consistent restoration. Staff plan to operate these programs slightly below the ideal scenario with the ability to deliver all advertised programs and camps, though often at more limited enrollment. As recruitment continues, staff will work to add additional opportunities for participation. Registration is open now for summer programs! Check out the summer recreation guide for course descriptions and to sign up. Park Operations and Maintenance In a “reduced” service level, staff are prioritizing the safety of parks, including mowing, playground maintenance, hazardous tree removal, waste management, and graffiti removal when capacity allows. Work that enhances the appearance of a park but does not impact safety, such as string-trimming, edging and weed removal, will be completed less often. As a reminder, BPR’s Park Champ program provides opportunities for neighbors and community members to both help with general maintenance in their favorite park while supporting their own well-being by working in the outdoors in Boulder’s park system. Park shelter rentals are available for this summer with reservations available for one group per day at Foothills Community Park, Harlow Platts Park, Martin Park and North Boulder Park. Still hiring If members of the PRAB or community know someone looking for a summer job, BPR is still hiring! This includes hiring community members starting at age 14. Community members can view all open positions and apply at BPRjobs.org. 186 Advisory Board Briefing June 23rd Joint Advisory Board Meeting Overview Background As part of its role as advisors to the City Council on environmental matters, the Environmental Advisory Board has historically been one of the lead advisory bodies on climate change and climate action related topics. In this role, staff has worked closely with the EAB during periods of major climate action plan updates to coordinate staff briefings with all related city advisory boards. In both 2015 and 2018 the EAB convened joint board meetings with a number of other advisory boards on climate related topics. As part of the next generation of the city’s climate action strategy, the Climate Initiatives Department has established a new climate action team focusing on “natural climate solutions” (NCS). This builds on the “ecosystems” focus area that was originally outlined in the city’s 2016 “Climate Commitment” strategy document. In April, as part of this expanded focus on natural climate solutions, the city and a broad consortium of over 20 community partners launched the “Cool Boulder” campaign. This initiative has three major action areas: “connected canopies” (urban forestry), “pollinator pathways” (biodiversity/habitat), and “absorbent landscapes.” Each is described in brief below. Connected Canopies efforts will focus on working primarily with private landowners— single and multi-family residences, commercial properties and HOAs—to expand urban forest canopy to moderate both heat, storm water and other climate-related extremes. Pollinator Pathways focuses on developing a network of connected landscapes that create both pollinator and broader species habitats as well as support the creation of “cool corridors” that aid in the dissemination of extreme heat. Absorbent landscapes involves working with both urban, working and natural landscapes to increase their ability to absorb water, carbon and heat in ways that both reduce climate extremes and contribute to the sequestration of greenhouse gases—both water/water vapor, carbon dioxide and other air pollutants. Purpose of Meeting The development and implementation of these natural climate solution initiatives will necessitate the close cooperation of multiple city departments in addition to the many different community stakeholders. As a consequence, all city staff and environmental advisory board members believe it is timely to bring a number of the advisory boards who work closely with these different departments together to receive a shared briefing on this initiative. The boards invited to this meeting include: The Parks and Recreation Advisory Board, the Planning Board, the Open Space Board of Trustees and the Environmental Advisory Board. 187 This effort is expected to be an ongoing part of the city’s climate action strategy. The staff team leading this effort will develop a guiding strategy with both short-term objectives and long-term goals through 2030. We expect there to be substantial intersection and potentially interaction between the advisory boards invited to this meeting. The two primary objectives for this meeting are to provide an initial introduction to this initiative and to begin identifying areas of possible intersection and interests between the boards who are participating. Structure of the Meeting The meeting will be from 5:30 to 8 PM on Thursday, June 23. Pending approval of return to in-person meetings, the EAB will host a dinner for board members and city staff at the OSMP office at 2520 55 th St in Boulder. Dinner and a preliminary orientation will take place from 5:30 to 6. A staff presentation of approximately 30 minutes will be followed by both whole group discussions and breakout sessions on specific topics including urban forestry, urban heat island management, urban landscaping standards and related topics. The meeting will be publicly noticed as a joint board study session, with community members who wish to observe having the option to do so virtually. There will be no public comment as part of this meeting. Virtual meeting arrangements will be made for board members and city staff in the event of continued heightened pandemic precautions. We are excited to create this opportunity for exploration of this important topic and initiative. Please indicate which members of your board are likely to attend so we can make appropriate dinner arrangements. For further information please contact: Heather Sandine, Executive Assistant, Climate Initiatives Dept. sandineh@bouldercolorado.gov Sincerely, Brett KenCairn Policy Senior Advisory City of Boulder Climate Initiatives 188