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06.27.22 PRAB PacketPARKS & RECREATION ADVISORY BOARD Virtual Meeting 6:00 p.m., June 27, 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) II/͘ 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 Meeting Format Check-in (5 minutes) B.PRAB Holiday Meetings and Retreat Check-in (verbal) (5 minutes) C.PRAB Matters (verbal) (5 minutes) IX͘ NEXT BOARD MEETING: 6:00 p.m. Monday, July 25 - Virtual X. ADJOURN s. ITEMS FOR ACTION (60 minutes) A͘ Master Plan Public Hearing and Recommendation B. 2023-28 Capital Improvement Program Public Hearing and Acceptance A.BPR Structure and Capacity (15 minutes) VII͘ MATTERS FROM BOARD MEMBERS A.Approval of Minutes from May 11, 2022 Study SessionB.Approval of Minutes from May 23, 2022C.Updates from the Director of Parks and RecreationD.Parks and Recreation Project UpdatesE.Parks and Recreation Operations Updates IV. CONSENT AGENDA (5 minutes) VI. MATTERS FROM THE DEPARTMENT 1 PARKS AND RECREATION ADVISORY BOARD FUTURE BOARD ITEMS UPDATED: June 22, 2022 JUNE JULY AUGUST SEPTEMBER REGULAR MEETING June 27: Virtual • Master Plan Public Hearing and Recommendation (a) 30m • 2023-28 CIP Public Hearing (a) 30m • BPR Structure and Capacity (md) 15 • PRAB Meeting Format Check-in (mb) 5m • Holiday Meetings & Retreat (mb) 5m • PRAB Matters (mb) 5m Consent items: CU South update, 2023 Operating Budget Submission TOTAL MEETING TIME: 2 hr (Includes 30 minutes for public participation and consent agenda) July 25: Virtual • HiPP Update (d/i) • BVSD Joint Use Agreement (d/i) 30m • Board and Commision Inclusion (mb) • Decide GAC Representative (mb) • PRAB Matters (mb) August 22: TBD • PRAB Retreat Planning (mb) • BVSD Joint Use Agreement (a) 10m • PRAB Matters (mb) • FGC Restaurant RFP selection (d/i) 15m September 26: TBD • HiPP (d/i) • Reservoir Annual After Action Review (d/i) • GAC meeting follow-up (mb) • PRAB Retreat Agenda Review (mb) • PRAB Matters (mb) STUDY SESSION • POSTPONED: June 23 Joint Study Session on Cool Boulder Campaign • DATE TBD: Joint Study Session on Cool Boulder Campaign Department Events and Items of Interest • Boulder Arts in the Park event series (May-Sept) (e) • SBRC Shut Down June 18- 26 (h/c) • June 20: Juneteenth Observed (h/c) • July 4: July Fourth Holiday (h/c) • July 19: BPR Master Plan at Planning Board • August 4: BPR Master Plan Acceptance (cc) • August 13: Valmont Skate Park and Pump Track Celebration (e) • EBCC & NBRC: Shut Downs; NBRC August 13- 21; EBCC August 27- September 5 (h/c) • August 18: Planning Board Hearing: Recommended 2023 Budget • September 15: Budget: Council Study Session AGENDA SETTING The PRAB Chair, PRAB Vice Chair and BPR staff set the agenda for the next month on the Thursday directly following the regula r 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: June 27, 2022 A. Approval of Minutes May 11, 2022 Study Session B. Approval of Minutes May 23, 2022 Regular Meeting 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: May 11, 2022 Contact Information Preparing Summary: Charlotte O’Donnell, 303-413-7223 Board Members Present: Charles (Chuck) Brock, Elliott Hood, Mary Scott, Jason Unger, Sarah (Sunny) van der Star, Pamela Yugar Board Members Absent: Anita Spiers Staff Present: Bryan Beary, Jackson Hite, Stacie Hoffman, Stephanie Munro, Charlotte O’Donnell, Chris Passarelli, Ali Rhodes Guests Present: Type of Meeting: Special/Study Session Agenda Item 1: Call to Order The meeting was called to order at 6:02 p.m. A quorum was present for the conduct of business. Motion to approve agenda. Motion by Unger. Second by Brock. The motion passed 6-0. Agenda Item 2: Items for discussion A. 2023 Budget Strategy Hite and Hoffmann presented this item. PRAB had the following comments and questions: • What does non-standard staffing mean? • Are the budget numbers for past years adjusted for inflation? • Does the state dictate how lottery funds are distributed? How does any additional lottery funding get distributed? • How much has the year-end adjustment been in the past few years? • Are the FTE requests additional staff? • What is the difference between what is being reinstated versus what is new services? • How does the lifeguard challenge play into the decision to fund other positions. Should BPR consider raising wages for lifeguards instead of funding other positions? • Why is there a labor shortage? • Does this budget restore the number of FTE to pre-pandemic levels, more than pre- pandemic levels? • Where is the funding for the master plan statements about greenhouse gases? Is there need for FTE support? • Would it be possible to see a new organizational chart and old organizational chart for BPR? • Is the $32K for EXPAND additional funding to what they already receive? 4 • EXPAND staff is fantastic. • The golf course revenue contributes to RAF. With construction, will revenue decrease at the course? Once construction is complete, will the new facility increase revenue? • What would 80% recovery of visitation look like? • Has there been any further discussion on treating workers as non-residents? • Are there plans for collecting data on how many users are from Gunbarrel? • To clarify, the budget is balanced if the request for additional general funds is accepted? • Support for asking for support from the general fund. Council has shown support for parks and recreation. Since BPR is struggling, it is appropriate for council to back up verbal support by designating funds. • If the request is denied would BPR have to make other cuts to balance the budget? • What is the total city budget? This ask for general funds is a small percentage. • Is BPR the only department asking for general funds? Or are other departments also going to ask council? • When will BPR be taking this to council? When can PRAB expect to hear back on whether the request was granted? • PRAB showed support for the budget request. • Recognizing this is a difficult, unprecedented time, congratulations to staff on this thoughtful proposal. Support for this proposal. • Would this budget be considered bold or conservative? BPR wants to bring services back, but is this too ambitious for recovery? • Thanks to staff and for this presentation. Agenda Item 3: Brock, Unger. 6-0. The meeting was adjourned at 7:33 p.m. Approved by: Attested: _______________________ _________________________ Raj Seymour Charlotte O’Donnell Board Member BPR Staff Date _____________________ Date ____________________ 5 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: May 23, 2022 Contact Information Preparing Summary: Mora Carrillo 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: Megann Lohman, Aaren Morrell, Stacie Hoffmann, Bryan Beary, Tina Briggs, Mora Carrillo, Regina Elsner, Jackson Hite, Stacie Hoffman, Ali Rhodes, Jonathan Thornton, Stephanie Munro, Dennis Warrington Guests Present: Angie Jeffords with PLAY. Sarah Horn and Becky Zimmermann with DW Design (Master Plan Consultants) 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 Unger. Second by Brock. The motion passed 7-0. Agenda Item 2: Future board items: Rhodes reviewed upcoming agenda items and events. Agenda Item 3: Public participation: Larry McKeog spoke about the closure of Spruce Pool and explore ideas to resolve the challenge of staff levels. Mary Gorman spoke about the closure of Spruce Pool and provided different suggestions to help gather more lifeguards to keep the facility open. Lynn Stein spoke about the Spruce Pool closure and plead to keep the pool open. Also asked what are we going to do differently next year so we are not in the same situation again. Agenda Item 4: Matters from the Department Rhodes introduced Angie Jeffords, Executive Director for PLAY. PRAB had the following comments/questions • PRAB will be present at the duck race fundraiser. 6 Agenda Item 5: Consent Agenda A. Minutes from April 25 Regular PRAB meeting Motion to approve the minutes from April 25 Regular PRAB meeting. Motion by Scott. Second by Hood. The motion passed 7-0. C, D, E. Updates from the Director, Operations and Development PRAB had the following comments/questions • What the department is doing is outstanding. Agenda Item 6: Items for Action A. Growing Gardens Lease Beary presented this item. PRAB had the following questions/comments: • Could you explain the difference between a seasonal plot and the reduce rate fee plot? 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 in a manner that is consistent with applicable laws and the policies and regulations of the City of Boulder. The motion passed 7-0. Agenda Item 8: Items for discussion/information A. 2023 Financial Strategy Hoffmann presented this item. PRAB had the following questions/comments: • PRAB supports the access fee increase • PRAB supports the additional general fund subsidy • PRAB supports reductions if alternative funding is not available. • PRAB appreciate all the hard work put into this. B. Master Plan Review Elsner presented this item. PRAB had the following questions/comments: • What is the process on reallocating grants? • Great presentation but believes there is one element to be missing related to climate. Would like to see a page like p.22 on anticipating climate trends and describing what the climate emergency means to Parks & Recreation, and how affects decision making. Also 7 saw the term of “Latinx” would like to make sure the term is appropriate for the document. • Clarifying questions on SBRC life-cycle and funding. • Congratulations on the 95% document. It was easy to follow and user friendly. If there is a print copy a suggestion is to put a tab on the sections. Love the references on the 2014 plan. Really like the map that is towards the end of the document; if there is way to use that technology more throughout the documents like in the climate section or levels of usage, it might be an easier to convert some of the written context into a visual. • Congratulations to Ali and department on the new Master plan, for the great design and work put onto this. Agenda Item 7: Matters from the Department (continued) C. Summer Service Levels Update Rhodes presented this item. PRAB had the following questions/comments: • Regarding the lack of classes in May and wait list. What is the cause of the back log? • How are they getting trained if they are not employees, are they becoming employees, or just becoming certified volunteers? • Are there additional classes in June? And are these available for registration? • Understand the concerns of the community. Believes the department has done a good job of addressing the shortage of lifeguards and other employees. Appreciates all the creative solutions. What is the cost to maintaining Spruce Pool versus the cost to keep it open? • PRAB member discussed pay rates, believes is hard to balance a budget. Nurse salaries starting pay rate is $28.96 Understand everyone deserves their salary. It is just unbalanced. Hopes to find a middle ground • Even if we get more lifeguards trained in June and July, Spruce Pool is going to remained closed, is that the correct assessment? • Have we explored for a temporary lease for Spruce Pool? It seems such a shame to leave that facility empty. What potential do we have to grow it? D. Joint June Board Meeting PRAB had the following questions/comments: • Scott, Van der start hood, Brock, and Hood to attend. • Will debrief the joint meeting as a Matter from the Board in July. 8 Agenda Item 8: Matters from the Board A. PRAB Community Engagement and Matters from Board Members (MfB) • When is a good time to suggest new agenda items? • Board prefers to discuss possible agenda items during the MfB • During MfB, allow PRAB members to bring forward concerns, questions, and suggestions they may have themselves or have heard from the community - but not to include discussion of substantive topics since they will not be noticed on the agenda.. • Open the floor to suggestions for future board tours, outreach events, etc. – • Fully supported of the need for something like this, and it is a good way to end the meeting to draw on topics discuss at the meeting. • Would like to add “CU South” update to the agenda next month in consent agenda. • Would like to follow up on free passes, and/or childcare offer for board members. • Kudos to the gymnastics program, and all the great staff there. Agenda Item 9: Next meeting: Joint Study Session on Cool Boulder 6:00 p.m. Thursday, June 23 (OSMP Hub). Regular Meeting 6:00 p.m. Monday, June 27 (Virtual) Agenda Item 10: Motion to adjourn. Motion by Hood. Second by Unger. The meeting was adjourned at 8:16 p.m. Approved by: Attested: _______________________ _________________________ Pamela Yugar Mora Carrillo Board Member BPR Staff Date _____________________ Date ____________________ 05/31/2022 9 C. 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 recently moved from yellow, or level medium, to red, or level high, on their tracker of community risk. The City of Boulder has made the decision to maintain all-virtual City Council meetings and public engagements, due to concerns about trends related to COVID-19. City facilities and services will remain open to the public. Staff will be required to wear masks while working indoors in city facilities or when in vehicles with others. Based on the burden it puts on staff to enforce a mask mandate for community members and non-employees without a public health order supporting enforcement, the city is not requiring masks for customers and patrons at this time. 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. COVID- 19 Community Level  Low Medium High Office-Based Work  Hybrid Required  Hybrid Optional   Facilities Remain Open to Public*  Hybrid Optional;   Facilities Remain Open to Public*  Field-Based Work  In-Person  In-Person  In-Person  Council/Board Meetings  Council Hybrid   Public Hybrid  Council Virtual**   Public Virtual  Council Virtual**   Public Virtual  Indoor Masking in City Facilities  Optional and Welcomed  Required for unvaccinated employees; Recommended and available for others  Required for all Employees  *Individual facility closures may occur due to localized outbreaks or insufficient staff capacity **Council has discretion to convene in person  Shift to higher restriction occurs Fridays following CDC update to higher level  Shift to lower restriction occurs Fridays following 2 consecutive CDC updates to or at a lower level (7-day period)  The CDC updates Boulder county’s data every Thursday evening. Updates to current restrictions are anticipated to be made seven days after a change in status by the CDC. 10 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. History of Park Names Project Update Beginning in Summer 2020, BPR engaged University of Colorado Department of History to research the history of park names in Boulder with a special focus on racial inequities. Across the county agencies are evaluating place names against a modern understanding of systemic racism. CU History presented this information to PRAB for discussion in June 2021(starts on page 65). Since last summer, CU interns and BPR staff have worked to translate this research into an online platform accessible to the community. Staff anticipates launching the webpage and interactive maps in late June. The below table outlines work completed since the PRAB was last updated on this matter, and city staff are eager to share the findings of this partnership. Fall 2021 •Undergraduate interns started an online interactive map format to share with the public. Spring/Summer 2022 •Staff and graduate interns finalized the online map for publication and developed communications to share with the community. •Staff and CU will launch the webpage and share social media posts. The city is deeply grateful for the scholarship and partnership of the staff and students at the CU Boulder History department – they have helped to tell the stories of Boulder’s amazing parks. South Boulder Creek Flood Mitigation Upon request of the PRAB, this item provides an update on the South Boulder Creek Flood Mitigation project. The South Boulder Creek Flood Mitigation Project and related CU South Annexation have undergone significant process in the past couple of years. The flood project received direction from city council with the approval of the Variant 1, 100-yr flood project configuration on June 16, 2020. Since the last update to the Parks and Recreation Advisory Board, the project reached a major milestone for the project in September 2021 with Boulder’s City Council and CU Board of Regent authorization of an annexation agreement for the CU South Property, which includes provision of continued shared recreation uses for the community and university, including parks, trails and fields. Recent activity related to CU South has been focused on the flood mitigation project relative to preliminary design and permitting as described in a March 13 City Council information packet item. Major capital improvement projects typically go through several phases of design prior to bidding and construction. The project phases include conceptual design and 30-, 60-, and 90- percent design followed by issuance of bid documents, which eventually become an executed 11 construction contract. The South Boulder Creek Flood Mitigation Project is currently wrapping up preliminary design at the 30% level, which includes the following elements: •Groundwater Modeling – development of a baseline groundwater model and analysis of a proposed groundwater system. •Hydraulic Modeling – development of an updated floodplain model and design of the earthen embankment dam and concrete spillway and excavation area. •Civil Design Layout – provide grading layout and sizing for the embankment dam, spillway, outlet works, groundwater conveyance system, and other project components. •Geotechnical Investigations – characterize the soils, groundwater, and bedrock conditions in the project area for borrow sources, groundwater design and excavation conditions. •Environmental Permitting – submit initial permit documents, including federal permits: waters of the US and threatened and endangered species. D. Parks and Recreation Development Update The following information is intended to provide the PRAB with relevant updates on specific projects as they reach major milestones. This section is not all inclusive of all current projects and only illustrates major project updates. For a complete list of all current projects and details, please visit www.BoulderParkNews.org. Planning and Design The following projects are currently in the planning and design process that involves research, alternatives analysis, public involvement and development of planning documents and design plans to guide decision making and future capital improvements. •Historic Places Plan (HiPP): BPR hosted a window of community engagement for the HiPP in May, which was also Historic Preservation Month. A self-guided scavenger hunt was developed as a fun and interactive way to help inform community members about BPR’s 12 historic places and the upcoming plan. The main goal for this window of engagement was to develop and increase awareness of the project. Community members had access to a self-guided tour with the option to participate in a scavenger hunt for entry into a drawing for some fun prizes. The scavenger hunt focused on active family participation via bicycle or on foot with 3 connecting loops for lots of options. The scavenger hunt was available online or participants could pick up paper copies available at each recreation center May 9 -23. The scavenger hunt was shared widely on social media with the highlight of being pick ed up by Fox31 News for live TV interview on May 9 airing in the metro area (link to clip). In addition 8 large banners were placed at each of the sites along the scavenger hunt to identify the location along the route, creating more awareness and interest among the community. Overall community members shared positive feedback on the scavenger hu nt 12 experience and support for the HiPP project with 464 unique visits to the HiPP webpage in April and May 2022 with a large increase in visits the week of May 9. Staff also hosted a table focused on the HiPP at the Historic Boulder lecture event about Fredrick Law Olmstead Jr on May 18. This provided targeted outreach to the preservation community and a chance for in-person conversations with the public. Pictured: A family takes a selfie at Chautauqua as part of the scavenger hunt (left). Prize winners were picked at random to receive t-shirts, silent film tickets and recreation passes (right). Additional PRAB, staff, stakeholder, and community engagement are in the planning stages for late summer and fall of 2022. A recent change in staffing has caused a short delay in the planning process as work is re-aligned between staff and consultants. The project completion is still anticipated the end of 2022. •Flatirons Golf Course: As noted in the April 25, 2022 PRAB memo (starts on page 15), the architect and construction team have refined the construction documents to include the value engineered features that were selected to reduce the project cost. An increased budget to help offset the unprecedented inflation the industry is experiencing was approved by City Council in the Adjustment to Base on May 17, 2022. While the construction documents are under review for permitting, BPR’s marketing team is making plans to ensure the community is aware and excited about the upcoming facility and the community benefit that is part of the project. Preliminary work on the project began in 2019 with the first community engagement meeting in June of 2020. This is a common timeframe from the beginning of a concept plan discussion through construction of a new facility. As a key to success, staff wants to reinvigorate excitement for the project and show the community how their voice will be realized. The consultant is currently working on new visuals to help tell the story. 13 •Glen Huntington Bandshell: A proposal to expand the landmark boundary of the Glen Huntington Bandshell was discussed at a lengthy second reading by City Council on June 14, 2022.The June 14, 2022 City Council memo includes the proposal information and community, PRAB and Landmark Board feedback for consideration. The discussion ended with a 5:4 decision in favor of the staff recommendation as outlined in the below motion: ‘Staff requests council consideration of this matter and action in the form of the following motion: Motion to not approve Ordinance 8521 amending the designated boundary to include all of Block 13 for the property at 1236 Canyon Blvd., City of Boulder, Colorado, a landmark under Chapter 9-11, “Historic Preservation,” B.R.C. 1981; but to direct Planning and Development Services staff to prioritize preparation of an application to designate a larger Civic Area historic district in 2023, to include all of Block 13.’ The council provided guidance for staff to prioritize a more holistic look into a larger, more encompassing historic district that acknowledges the historic resources in the area and the evolution of the place over time. •North Boulder Park, Playground Replacement and Shelter Renovation: The department’s Capital Improvement Program (CIP) allows for yearly repairs and renovations of existing playgrounds and is focused on those that are over 20-years old. This funding provides asset maintenance throughout the system as well as a complete renovation of one neighborhood park annually to meet the goals outlined within the BPR Master Plan and Capital Investment Strategy. In 2022, the existing playground at North Boulder Park will be replaced as part of this program. The existing playground equipment at North Boulder Park was installed in the late 1990s and has surpassed its useful life: Playgrounds generally have 25-30 year lifespan before needing to be replaced as part availability becomes an issue on older models and repair frequency increases. Replacement of older playground equipment also allows the city to keep up with current playground safety standards and address changes in playground trends and design. 14 Portions of the playground around the park shelter were renovated in 2014. These improvements included addressing significant accessibility concerns identified in the department’s transition plan resulting from an update to the Americans with Disabilities Act. The renovation project also included installing new exercise equipment near the existing playground. In 2018, a small bike tot-track was installed on the north- east corner of the playground. This installation was possible as part of funding for an art sculpture that was not able to be realized. The playground replacement at North Boulder Park will provide opportunities for children of all ages to play, interact, and learn alongside their peers, within the existing playground footprint. Community engagement for this project will focus on specific design alternatives for the play equipment, such as colors and style of equipment. A final concept plan for the playground replacement will be developed from that community input. While playground design will be specific to the North Boulder Park, there are standards that the department includes in all playground designs, including: -Playground equipment that can be used by children ages 2-5 and 5-12. -Equipment that can enjoyed by children of all physical and mental abilities. -A variety of equipment that focuses on developing social and motor skills for different ages. -Swings for 2-5 and 5+ age groups, sand play, and slides. -Shade: incorporated into play equipment, shelters, or trees. In addition to the playground replacement, the department is also coordinating with the city’s Facilities Department to renovate and improve the existing shelter and shelter restrooms. The existing restrooms will be converted to year-round, unisex, ADA compliant facilities. Other items being considered with the renovation include installation of city wi-fi system, security lighting, and providing storage for the department to facilitate on-site programming. Public engagement for the design of the playground replacement will begin in July of 2022. The first part of engagement will consist of an on-line questionnaire to gauge playground users’ preferences in playground themes, styles, and colors. An evaluation of the feedback will inform the selection and layout of the playground equipment. A final concept plan will be presented to the public and PRAB once this analysis is comp lete. Below is an approximate timeline for duration of the project: 15 -Project kick-off: June 2022 -Initial public outreach questionnaire: July 2022 -Analysis of public feedback and concept plan development: August through September 2022 -Final concept plan: September 2022 -Materials purchasing and procurement: September through October 2022 -Anticipated construction start date: November 2022 E. Operations Update Regional Facilities: Boulder Reservoir The neighbor spring meeting with neighbors as part of the Good Neighbor Commitment (GNC) was postponed. This was due to: some neighbors unable to attend due to summer vacations , the city’s COVID status as “High Community Risk” as outlined by the CDC and the preference from staff and neighbors to hold the meeting in person. Staff provided communication to the neighborhood email list and community liaisons with an overview of topics that were intended to be presented during the meeting. The communication email provided an overview of the summer reservoir high season operations as reviewed by the PRAB in last fall’s After Action Review (AAR) process, the Reservoir’s sound Standard Operating Procedures, and Driftwind’s Plans for summer operations for the 2022 season. As the peak season is now underway, staff are focused on operations and fulfilling all commitments for a successful summer and will include neighbor’s in the 2022 AAR process. Natural Lands •Urban Wildlife Management: Recently staff collaborated across departments and organizations to relocate an osprey nest near the entrance to the Boulder Reservoir. An osprey pair was displaced from their annual nesting spot by geese and started to build on a live electric pole. City policies do not allow for the removal of birds from active nests, including geese, so staff had to act quickly to find a safer location for the osprey to build their nest. Working with Open Space and Mountain Parks, Colorado Parks and Wildlife, and Xcel Energy, a new nesting platform was constructed nearby, topped with the beginnings of a new nest for the osprey. Staff confirmed in June that the ospreys were sitting on the nest regularly, which is a likely sign of egg incubation. The success of this nest is especially important with the failure of nearby nests on OSMP lands and the Boulder County Fairgrounds. You can read more about this project in the city’s press release or the Boulder Daily Camera article that includes this story. •Volunteer Programs: The annual Birds of Special Concern monitoring program began in April with volunteers around the Boulder Reservoir looking and listening for species of concern, including but not limited to Burrowing owl, American bittern, Northern harrier and osprey. Since monitoring began this year, volunteers have submit ted 120 16 reports. Early analysis indicates mixed success for the Northern harriers, but a good year for American bittern. Reports indicate three to four pairs of bittern on the west side of the Reservoir and the return of a pair in the Coot Lake wetlands. In 2021, a single bittern was documented once in Coot Lake, but the last documented pair in the Coot Lake wetlands was in 2018. Forestry Boulder Forestry performed emergency response to tree damage resulting from the May 21, 2022 snowstorm. Forestry crews and contractors removed failed trees, hanging branches and large diameter downed limbs from public rights-of-way to mitigate public safety hazards. Forestry received 137 snowstorm-related Inquire Boulder requests between May 20 and June 7. Between the Inquire Boulder requests and a city-wide survey performed by Forestry staff, 260 Beehive (the city’s asset management software) events (a work order) were generated for storm damage pruning or removal of public trees. Two hundred events were assigned to the Forestry crew, and 60 events to Forestry contractors. As of June 15, the Forestry crew is 75% complete and contractors are 83% complete with emergency response. Contracted expenses from this storm have totaled $23,760 to date, with the remaining contracted work not yet billed. Staff dedicated approximately 3 weeks responding to the storm and surveying for damage and are still responding to Inquire Boulder requests trickling in regarding tree damage. Forestry categorized this as a “moderate” storm event based upon the overall impact to the urban tree canopy, number of public trees impacted, and size of tree branches affected. 17 The city did not perform a citywide branch clean-up. City wide branch cleanup is a resource intensive service and reserved for storms categorized as “extreme” that impact a large number of both public and private trees. Past examples include the March and April 2016 and September 2020 snowstorms. During typical storm response, such as the May 21 snowstorm, Forestry crews will only collect downed tree branches greater than 10 inches in diameter from public trees. In advance of this storm event, this expectation was communicated to the community and consistently recommended the following mitigation options for residents through social media, press releases, news, City web pages, and the Inquire Boulder System: Please pull downed limbs out of or to the side of the Right of Way and do one of the following for mitigation: -Haul to Western Disposal: 5880 Butte Mill Rd, Boulder CO 80301 -Call a licensed tree care contractor: https://bouldercolorado.gov/services/arborists-and- tree-contractors -Put into compost disposal bin One action item from the 2018 Urban Forest Strategic Plan is the development of a Forestry Emergency Response Plan to improve response to storms causing tree damage. Tentatively scheduled for development in 2024, the plan will include a storm damage rating system and recommend appropriate levels of clean-up based upon storm extent and damage severity to ensure consistent citywide coordination and response. Recreation Facilities and Programs South Boulder Recreation Center (SBRC): The SBRC will be closed June 18-26 for a routine annual maintenance shutdown. Larger facility projects will continue during this time, the building will be deep cleaned and routine maintenance to be performed. During the initial leak repair of the SBRC pool, additional leaks have been found. Facility staff is currently working with contractors to understand the full scope of the pool repair project and determine the most appropriate plan to address deficiencies. The result of this work may cause minimal delays to the installation of the new gym flooring within the former racquetball room adjacent to the pool. Health, Wellness & Gymnastics: The department recently hired a new Recreation Program Manager (Health & Wellness) to support the growth of drop-in and registered fitness and mind- body programming as the fall season approaches. The team of program managers is currently working to on-board additional front-line staff, such as class instructors and personal trainers, to enhance the health and wellness offerings within recreation centers. Drop-in programming is a large driver of facility usage and the growth in this program will support community health and wellness as well as adding value for pass holders. 18 Gymnastics programming continues to outpace projected recovery as shown with registration representing 136% participation when comparing summer 2022 to summer 2019. 2019 Summer 2022 Summer 100% 136% 381 518 Dance: The department has recently ended its contract relationship with Kinesis Dance for youth and adult dance programming. Staff intend to repost a Request for Proposals (RFP) for dance vendors in late summer or early fall for a reimplementation of programming in winter 2023. Existing department staff may introduce some dance type actives for youth and adults in the meantime, however, the scale will remain limited until a new vendor is selected to foster the program. Aquatics: Summer operations are in full swing and the aquatics team continues to recruit for seasonal, variable hour, and standard positions. The team is currently in the process of interviews for a new Facilities Lead Technician (Aquatics ). This recently vacated position is responsible for the mechanical and chemical management of the city’s pools. One additional Aquatic Facility Lead (AFL, standard lifeguard position) is in process of being hired and recruitment continues for two more AFL positions. Additionally, recruitment continues for both lifeguard and head lifeguard roles with certification trainings available to only those who have applied and passed a swim test as part of an interview. Employees are paid to attend this training. Certification classes are scheduled once every two weeks, in alignment with required start dates for new employees. 2023 Operating Budget Submission Between February and May, Boulder Parks and Recreation (BPR) staff provided regular updates on the Recreation Activity Fund (RAF) based on impacts from COVID and gathered the Parks and Recreation Advisory Board’s (PRAB) input on 2023 recreation user fees and levels of service. Concurrent to this RAF-specific process, staff has worked to develop a 2023 budget submission for the whole department that integrates community feedback from the 2022 Parks and Recreation Master Plan, rebuilds parks and recreation programming in a way that is responsive to community feedback, and provides equitable service delivery for acces s to parks and recreation facilities and programs. The department developed the 2023 proposed budget between April and early June in consultation with staff and the PRAB and in alignment with the city wide goals articulated in the Racial Equity, Sustainability and Resilience framework, and the department’s 2022 Master Plan (98% complete). Department staff are presenting the budget proposal to the Peer Review Team 19 (PRT) and Executive Budget Team (EBT) throughout June and into July. These teams review the department’s proposal as it relates to 2023 key policies and desired outcomes and in the context of the City’s overall budget. The proposed budget as submitted by expense type and fund is summarized in Table 1. Table 1: 2023 Proposed Expense Type by Fund Fund Personnel Operating (NPE) CIP Cost Allocation Total General Fund $5.1 million $1.8 million $0 $0 $6.9 million .25 Cent ST $4.3 million $2.7 million $1.6 million $0.7 million $9.3 million RAF $8.2 million $4.1 million $0 $0 $12.3 million Perm Parks $1.1 million $0.4 million $2.2 million $0.2 million $3.9 million Lottery $0 $0 $0.4 million $0 $0.4 million Capital Other Funds $0 $0 $3.2 million $0 $3.7 million Total $18.7 million $9.0 million $7.4 million $0.9 million $36.0 million The Central Budget guidance for 2023 budget development has focused on strategic service level restoration for services impacted during COVID, while also accounting for the changing labor market and inflationary pressures which are increasing the cost of goods, services , and capital projects. At the May 11, 2022 Study Session, PRAB received a presentation on the major budget requests the department was submitting as part of the 2023 budget proposal. The requests are summarized by fund here: •Within the General Fund, the department has requested ongoing financial support for Urban Parks, Forestry, and continuation of the Ranger Program. These budget requests are tied to personnel and non-personnel costs to ensure the park system and urban tree canopy are kept up to the standards called for in the General Maintenance and Management Plan and the Urban Forestry Strategic Plan, while providing additional education and enforcement of park rules across the 1,800+ acre system. •Within the .25 Cent Sales Tax Fund, budget enhancements would support additional maintenance work at Valmont Park and across the Natural Lands areas, along with general park maintenance focused on taking care of existing assets. Additionally, a grants and philanthropy position would be added to support a recommendation of the 2022 Master Plan to seek additional outside funding. •The Permanent Parks and Recreation Fund request includes an additional seasonal staff member for the Parks Construction crew to help add staff capacity wi th peak work seasons. •The budget proposals for the Recreation Activity Fund are focused around continued restructuring and stabilization of recreational services to provide consistent levels of 20 service with an emphasis on access and programming for low-income individuals, people with disabilities, youth and seniors. These budget requests would support the current levels of services for recreation centers and expand staff capacity at growing programs such as the Reservoir and Gymnastics, while accounting for increased costs to operate our facilities and provide different programs. •Finally, BPR has requested additional General Fund subsidy to the RAF in line with actual costs of providing access and programs to current financial aid participants along with subsidies to youth and seniors. This increased subsidy is offset by the proposed facility access fee increase that PRAB recommended on May 23, 2022. Staff anticipate further refinement to the budget submission based ongoing analysis of revenues , and expenses as well as citywide policy direction. Staff will continue to work with Central Budget on the department’s budget proposal before City Council reviews the budget (September 2022) and approves it (October 2022). Staff will report back to the PRAB with a final recommended budget later this year. Impacts Operating Budget: Based on the 2023 base budget and departmental proposals, the operating budget totals $28.6 million: $18.7 million in personnel costs, $9.0 million in operating non- personnel costs and $0.9 million in cost allocation. Collectively this amounts to an approximately 20% increase in expenses or $4.8 million when compared to the 2022 approved budget. CIP Budget: $7.4 million is recommended for 2023 with the 2023-2028 CIP projecting an investment of $34.9 million throughout the six-year program. This equates to average annual CIP funding of $5.8 million and reflects the total uses of funds projected from the Lottery Fund, .25 Cent Sales Tax Fund, Permanent Park and Recreation Fund, along with other expenses planned in the Boulder Junction Capital Development Fund, Governmental Capital Fund, Capital Development Fund, and Community, Culture, Resilience and Safety Tax Fund. NEXT STEPS At a future PRAB meeting, staff will provide an update on the 2023 proposed budget. The proposed budget will be reviewed by the city’s Executive Budget Team in June and July, discussed by City Council in September 2022, and is scheduled for adoption by City Council in October 2022. All funds would be appropriated and available starting in January 2023. Attachments: •Attachment A – May 11, 2022 PRAB Presentation 21 2023 Budget Development PRAB May 20221 Attachment A - May 11 presentation 22 Intent •The Department is requesting PRAB’s input in developing the 2023 Budget Strategy •Review of the proposed 2023 Budget Submission •Discuss several options to help achieve a balanced budget for the RAF in 2023 •Answer any question about the Capital Improvement Program (CIP) for 2023-28 PRAB May 20222 Attachment A - May 11 presentation 23 3 PRAB February2022 Fee Development Process Budget Framework 2023 Strategy Overview PRAB March 2022 Financial Update Review Fee Options PRAB Select Levers CIP First Touch PRAB April 2022 Respond to Proposed Fees CIP Second Touch PRAB May 2022 2023 Budget Review Approve Perm Parks CIP BPR May 2022 2023 Budget Submittal (June-December: Approval Process) BPR March 2022 2023 Budget Kickoff 2019-Q1 2022 Financial and Service Level Analysis Develop Fee Levers/Options BPR April 2022 Complete Financial Modeling for PRAB Prioritized Levers/Options BPR February 2022 2019-2021 Financial and Service Level Analysis Develop 2023 Budget Strategy PRAB ENGAGEMENT TIMELINE PRAB May 2022PRAB May 2021 Special Study Session A ttachment A - M ay 11 pr es entation 24 City Manager Goals and Priorities for 2023 Budget Continued Service Restorations and Capacity Increases to Deliver Services Responsive to Organizational Workplans and Council Priorities that are in Alignment with City Goals Budget Proposals Articulate Intended Outcomes with a Focus on Equity Capital Improvement Plan Reflects Opportunity of Multiple Funding Options PRAB May 2022A ttachment A - M ay 11 pr es entation 25 5 PRAB May 2022BPR 2023 Budget Development Strategy, Key Impacts & Outcome Deliver a Balanced Budget All funds are balanced for 2023 except for the Recreation Activity Fund Alternate funding is needed to balance the RAF without significantly decreasing service levels Master Plan Alignment 2023 budget proposal is aligned with current Master Plan Looking to further define & align budget philosophy and policy direction with the Master Plan Update Prioritize Service Levels Prioritized service delivery based on safety, financial sustainability and classification of services Maintained important services and those with the greatest community benefit. Equity/Equitable Access Focus Evaluate Staffing Levels Adjusted staffing levels to support long-term sustainability and provide quality services Department is requesting to increase 16.0 FTE and increase NS staffing hours to support service levels A ttachment A - M ay 11 pr es entation 26 0.00 5,000,000.00 10,000,000.00 15,000,000.00 20,000,000.00 25,000,000.00 30,000,000.00 35,000,000.00 40,000,000.00 2019 Actual 2020 Actual 2021 Actual 2022 Approved Budget 2023 Proposed Operating- PE Operating- NPE Capital Capital - Other Funds September Snowstorm Cost Allocation & Interdepartmental Transfer 6 PRAB May 2022BPR Uses of Funds: 2019 Actual –2023 Budget Proposal $38.1 $29.8 $23.8 $28.3 $35.8 $21.5 $17.8 $18.9 $23.1 $27.5 2023 Budget Proposal Total: $35.8M Operating Total: $27.5M PE: $18.5M NPE: $9.0M Base Budget: $24.9M PE: $17.0M NPE: $7.9M 2023 Proposal: $2.6M PE: $1.5M (16.0 FTE) NPE: $1.1M CIP 2023 Total: $7.4M Capital: $4.2M Capital Other: $3.2M Cost Allocation: $0.9M A ttachment A - M ay 11 pr es entation 27 7 PRAB May 2022 $- $5,000,000.00 $10,000,000.00 $15,000,000.00 $20,000,000.00 $25,000,000.00 $30,000,000.00 $35,000,000.00 $40,000,000.00 $45,000,000.00 2019 Actual 2020 Actual 2021 Actual 2022 Approved Budget 2023 Proposed General Fund .25 Cent Sales Tax Fund Recreation Activity Fund Permanent Parks & Recreation Fund Lottery Fund Capital Other BPR Uses of Funds per Fund: 2019 Actual –2023 Budget Proposal $38.1 $29.8 $23.8 $28.3 $35.8 2023 Budget Proposal Total: $35.8M Base: $24.9M Operating Proposal: $2.6M General Fund: $6.7M Base:$5.6M Proposal: $1.1M .25 Cent Sales Tax Fund: $9.0M Base: $6.3M Proposal: $0.8M CIP: $1.2M Cost Allocation: $0.7M RAF: $12.1M Base: $11.5M Proposal: $0.6M Perm Parks: $4.3M Base: $1.5M Proposal: $24k CIP: $2.6 Cost Allocation: $0.2M Lottery: $428k CIP Other: $3.3M A ttachment A - M ay 11 pr es entation 28 Aligning with the City’s Key Goals: 2023 Operating Budget Requests Envir. Sustainability Livability Health & Safety Responsibly Governed & Economically Vital Provide multi-use parks & greenspace Protect and enhance ecological systems Enhance buffering against climate extremes Build community and connect neighbors Provide passive and active recreation Equitable and inclusive access Variety of programs and community events Family friendly & fun environment Attract and sustain businesses & provide jobs Model stewardship & sustainability of assets Enhance partners & community relationships Support mental and physical health PRAB May 2022Family friendly & fun environment 8 A ttachment A - M ay 11 pr es entation 29 2023 Operating Budget Requests: General Fund & Dedicated Funds General Fund Budget Proposal: $1.1M FTE Request: 7.0 FTE #1:Urban Parks Catch up on maintenance/Taking Care of What We Have Budget Request: Important; $352k Ongoing #2: Forestry Services Build and sustain the Urban Canopy Budget Request: Important; $233k Ongoing #3: Ranger Program Funding for continuing the pilot program Budget Request: Important, $467k Ongoing/One-Time 9 .25 Cent Sales Tax Fund Budget Proposal: $800k FTE Request: 2.0 FTE #4: Parks System Restore maintenance services across the parks system Budget Request: Important, $34k Ongoing #5: Urban Parks Funding for maintenance across the parks system Budget Request: Important, $465k Ongoing #6: Donations & Philanthropy Access navigation across the parks system Budget Request: Helpful, $107k Ongoing Permanent Park & Recreation Fund Budget Proposal: $24K FTE Request: 0.0 FTE #7: Perm Parks Construction Capital Refurbishment Projects Budget Request: Helpful, $24k Ongoing A ttachment A - M ay 11 pr es entationA ttachment A - M ay 11 pr es entation 30 2023 Operating Budget Requests: Recreation Activity Fund Recreation Activity Fund Budget Proposal: $665k FTE Request: 4.0 FTE #8: Regional Facilities Staffing resources and services Budget Request: Helpful, $155k Ongoing Reservoir: $88 Golf Course: $67k #9: EXPAND/Inclusion Widen program offerings for people with disabilities Budget Request: Important, $32k Ongoing #10: Recreation Centers Funding to rebuild operations Budget Request: Helpful, $403k Ongoing #11: Recreation Programs Recovery and new programs Budget Request: Helpful, $75k Ongoing Sports: $68k Gymnastics: PE: $7k A ttachment A - M ay 11 pr es entation 31 PRAB May 2022 $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 2019 ACTUAL 2020 ACTUAL 2021 APPROVED BUDGET 2021 ACTUAL 2022 APPROVED BUDGET 2023 BUDGET SUBMITTAL 2019-2023 Revenue To Expense Comparison REVENUE EXPENSE ARPA FUNDING $1.3M Recreation Activity Fund 11 A ttachment A - M ay 11 pr es entation 32 $9,500,000.00 $10,000,000.00 $10,500,000.00 $11,000,000.00 $11,500,000.00 $12,000,000.00 $12,500,000.00 Revenue Expense 2023 Revenue to Expense 2023 SUBMITTAL Fee Increase General Fund Subsidy Increase 2023 Options to Close the Delta: Recreation Activity Fund PRAB May 2022Recommendation: Blended Approach Is Required 12 1.) Fee increase is recommended for 2023 •Adult Drop-In baseline fee increase of $1.00 •Non-Resident fee increase premium to 25% •Hours of operation to support 80% visitation recovery goal Projected Increase in Revenue: $500k 2.) Funding Alternatives •Request increase in General Fund Subsidy •Community benefit programming •Sustain access discounts for youth and older adults •Support Financial Aid Proposed Increase in Subsidy: $850k 3.) If alternate funding is not available •Staff will engage with the PRAB and reduce discounts, subsidy or financial assistance. Additional service reductions may occur in community benefit programming. Revenue Increase $1.3M Fund is Balanced A ttachment A - M ay 11 pr es entation 33 2023 Operating Budget Requests PRAB May 202213 $9,500,000.00 $10,000,000.00 $10,500,000.00 $11,000,000.00 $11,500,000.00 $12,000,000.00 $12,500,000.00 Revenue Expense Revenue to Expense Fund is Balanced GF Community Benefit Funding General Fund Subsidy Increase Fee Increase 2023 SUBMITTAL Master Plan Update Recommendation Recreation Activity Fund Budget Proposal: $290k FTE Request: 3.0 FTE #12: General Fund Additional Support Community benefit funding Budget Request: Important, $290k Ongoing •Add additional staffing resources of 3.0 FTE •Youth Programming Manager •Youth Recreation Coordinator •Bi-lingual Access Navigation position A ttachment A - M ay 11 pr es entation 34 Questions •Does the PRAB support the proposed recommendations to the topics just presented?PRAB May 202214 A ttachment A - M ay 11 pr es entation 35 Input shared by the PRAB at the Study Session will influence the final fee proposal to be presented at the May PRAB meeting Next Steps PRAB April 202215 Staff will return with an action item at the June 27, 2022 PRAB meeting to review the recommendation of the 2023-2028 CIP and appropriate funding for the capital expenses in the Permanent Parks and Recreation Fund. A ttachment A - M ay 11 pr es entation 36 Thank you!PRAB April 202216 A ttachment A - M ay 11 pr es entation 37 AGENDA ITEM #___V-A___PAGE___1____ C I T Y O F B O U L D E R PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM MEETING DATE: June 27, 2022 AGENDA TITLE: Public Hearing and Consideration of a Motion to Recommend that City Council Accept the 2022 Boulder Parks and Recreation Master Plan PRESENTERS: Alison Rhodes, Director, Parks and Recreation Department 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 Eric Krohngold, Project Manager, Design Workshop Sarah Horn, Planner, 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 plan is an update to the 2014 Boulder Parks and Recreation Master 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 action item is for the Parks and Recreation Advisory Board (PRAB) to review and consider recommendation of the 2022 Master Plan for acceptance by City Council. The PRAB provided final input on the 95% draft of the 2022 Master Plan at the May 2022 business meeting. Edits based on that feedback have been incorporated into the final 2022 Master Plan presented in Attachment A. With PRAB’s recommendation, this item will be scheduled for Planning Board recommendation and City Council review and acceptance, as required for all department master plans. 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 costs to maintain aging assets, and operations and maintenance of facilities, department expenses are outpacing funding levels. 38 AGENDA ITEM #___V-A___PAGE___2____ To deliver on the department’s mission and achieve financial sustainability, the following issues must be addressed: •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 2022 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 B. 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 project 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. 39 AGENDA ITEM #___V-A___PAGE___3____ Specifically, council supports the Fiscally Constrained Plan Alternatives contained within the 2022 Master Plan. To achieve and maintain financial sustainability, council supports both a further prioritization of core servic es 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. 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 plans. 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 emerging 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 desires 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 final phase of the project, Master Plan Acceptance, began in April 2022. City Council, Planning Board and the community reviewed the 80% draft of the 2022 Master Plan. The engagement summary for this final window of engagement provides a brief summary of the feedback on the draft 2022 Master Plan. A 95% draft of the 2022 Master Plan was provided to the PRAB in May 2022 that include refinements based on feedback from City Council and final staff review. The final 2022 Master Plan, provided in Attachment A, reflects PRAB’s final comments from May 2022 and is presented here for recommendation to City Council for acceptance. 40 AGENDA ITEM #___V-A___PAGE___4____ ANALYSIS: 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 •Taking Care of What We Have •Financial Sustainability •Building Community and Relationships •Youth Engagement and Activity •Organizational Readiness In addition, the community confirmed that Sustainability, Equity and Resilience are important issues that must be addressed within the 2022 Master Plan. That input led to the decision-making framework of this plan used to inform all master plan policy, goals and initiatives. This blended approach to incorporating quantitative and qualitative data into recommendations is illustrated in Figure 1. Figure 1. Blended Approach Community engagement throughout this planning process has revealed a clear vision from the community of what parks and recreation services could look like, without consideration to funding or feasibility. 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 Cons trained funding scenario in Chapter 3 of the 2022 41 AGENDA ITEM #___V-A___PAGE___5____ Master Plan. Those are BPR’s commitment to the community for core services and service levels without additional funding. Figure 2 (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 appropriate funding for community benefit programming. The total funding gap identified through data gathering and research is $4.7 million annually. In 2021, voters reapproved the Community, Culture, Resilience and Safety tax for an additional 15 years. While parks and recreation projects may address some backlog as projects are selected, funded and completed, this funding is not intended to close the funding gap, but to fund updating the system with opportunities for community members to recreate and maintain healthy and active lifestyles. Figure 2. Current versus Recommended Funding Levels Changes to the 95% 2022 Master Plan Draft At the May 2022 PRAB meeting, members of the PRAB provided input on the 95% draft of the 2022 Master Plan, primarily related to sustainability, climate change and use of Latinx terminology within the plan. Below is a brief summary of the changes made to the plan to address that feedback. Sustainability and Climate Change To acknowledge the reality of climate change and BPR’s role in helping the city meet climate targets, several specific changes were made. To reflect the change in the city’s Sustainability and Resilience Framework to the Sustainability, Equity and Resilience Framework, similar changes have been made throughout the 2022 Master Plan. Sustainability and Resilience are called out as complementary ideas throughout the plan. To ensure a clear understanding of the climate 42 AGENDA ITEM #___V-A___PAGE___6____ emergency and how BPR can address it, additional background and trend information relative to Boulder’s climate was added on pages 24-25 of the final 2022 Master Plan. Equity and Use of Latinx In response to questions about the use of the term “Latinx” within the 2022 Master Plan, BPR staff reached out to city staff that are experts in language access and equity issues within the city. Within this group, there was agreement that there is no one word that is all-encompassing to describe this portion of the community. The term Latinx has evolved since the 1990s to make the term inclusive of both male and female genders when written in English. While not grammatically correct when written in Spanish, Latinx can be considered inclusive of not only both male and female genders, but also non-binary individuals within the Latinx LGBTQ+ community. Latinx was recommended to remain in the plan, as well as other city English language communications with the explanation that it is used out of respect for all individuals. It remains for each individual to identify for themselves how they would like to be referred. An explanation of the city’s use of “Latinx” is now included in the glossary. STAFF RECOMMENDATION: Staff recommends the PRAB conduct the public hearing and requests PRAB action in the form of the following motion: Suggested Motion Language: Motion to recommend the 2022 Boulder Parks and Recreation Master Plan for acceptance by the City Council. NEXT STEPS: The next steps in the acceptance process for this master plan are: •July 19, 2022:Planning Board Public Hearing and Plan Recommendation •August 4, 2022:City Council Public Hearing and Plan Acceptance With the acceptance of this master plan, BPR commits to the initiatives identified as part of the fiscally constrained plan alternatives. These initiatives will guide the strategic actions of the department which will be developed annually in tandem with the department’s operating budget and capital plans and with PRAB’s guidance. Staff will update the community, boards and staff on the progress of the master plan goals annually. ATTACHMENTS: Attachment A: 2022 Boulder Parks and Recreation Master Plan Attachment B: Full Project Timeline 43 BOULDER PARKS AND RECREATION Master Plan Update Restore | Connect | Sustain 20 2 2 44 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. 45 | 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 46 d | This page: An aerial view of downtown Boulder. Boulder parks are an integral part of the community’s outdoor recreation and sports opportunities. Cover: East Boulder Community Park Dog Park; Kidz Summer Camp nature play; Fitness class at East Boulder Community Center 47 | e 48 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. PARKS & RECREATION ADVISORY BOARD Charles Brock, Vice-Chair Elliott Hood Mary Scott Anita Speirs Jason Unger Sunny van der Star Pamela Yugar, Chair Past PRAB Members Raj Seymour, Chair BOULDER COMMUNITY A special thanks to community members, partners and stakeholders who participated in the engagement for this master plan. BPR STAFF CONTRIBUTORS Gabriel Aksamit Kathleen Alexander Bryan Beary Cassy Bohnet Tom Buzbee Chelsea Cerny Stacy Cole Tim Duda John Falkenburg Alma Garcia Doug Godfrey Lori Goldman Justin Greenstein Ashley Hansen Nick Haupt Stacie Hoffmann Megann Lohman Heidi Mallon Joy Master Keely Miller Christy Munoz Stephanie Munro Charlotte O’Donnell Chris Passarelli Ellen Pesek Matt Pilger Mike Rossi Christy Spielman Tim Stabbe Jonathan Thornton Dennis Warrington BOULDER CITY COUNCIL Matt Benjamin Aaron Brockett, Mayor Lauren Folkerts Rachel Friend, Mayor Pro Tem Junie Joseph Nicole Speer Mark Wallach Tara Winer Bob Yates Past City Council Members Mary Young Sam Weaver CITY MANAGER’S OFFICE Nuria Rivera-Vandermyde, City Manager Chris Meschuk, Deputy City Manager CORE PROJECT TEAM Alison Rhodes, Parks & Recreation Director Regina Elsner, Planning & Ecological Services Manager Jackson Hite, Business Services Manager Tina Briggs, City Senior Planner CONSULTANT TEAM Design Workshop, Planning & Design Polco, National Research Center, Stastically Valid Survey Barker Rinker Seacat Architecture, Indoor Facilities Assessment Ballard King, System Assessment ALIGNED CITY DEPARTMENTS & PROGRAMS Climate Initiatives Community Connectors Facilities Finance Growing Up Boulder (501c3 city partner) Housing & Human Services Open Space & Mountain Parks Racial Equity Transportation Youth Opportunities Advisory Board 49 Contents EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .i 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 27 Financial Overview 46 Key Issues & Observations 53 WHERE WE ARE GOING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61 Strategic Direction & Decision Making 63 Strategic Plan 73 Plan Alternatives 88 HOW WE WILL GET THERE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93 Implementation 95 WORKS CITED . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .100 ACRONYMS LIST . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 GLOSSARY OF TERMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .102 50 i | Executive Summary 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. Executive Summary 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. 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. 51 MASTER PLANNING 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 an integrated input model, weaving public engagement and research througout the process. The recommendations are also a result of 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. 37%37% 30%30% 15%15% 13%13% 2% 2% Recreation Activity Fund (RAF) 0 .25 Cent Sales Tax Fund General Fund Permanent Parks & Recreation Fund Lottery Fund 2021 operating budget & primary funding sources $29,936,362 research public engagement FUNDING All of the recommendations included in the Master Plan were considered in relation to BPR budgets and funding. BPR’s funding from 2016 through 2021 has remained mostly flat, though expenditures have risen on an almost annual basis. Revenues have decreased, on average 0.4% 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. 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 brought on by the COVID-19 pandemic have altered retail spending, work habits, integrated input model Executive Summary | ii 52 iii | Executive Summary recreational habits, and other fee and tax generating activities, negatively affecting funding streams for BPR. 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. capital & operations & maintenance (o&m) budgets 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. 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. 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 assets. programming budget BPR has made significant strides since the 2014 Master Plan in improving the department’s approach to cost recovery, capital planning, program 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. 53 Executive Summary | iv $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 A funding gap of approximately $1 million for recreation programming was also identified, which is needed 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. BPR must continue to pursue cost recovery within its programs and creative means of revenue generation and/or strategies to supplement current funding sources to close funding gaps, remain financially sustainable, and provide services to the community. 54 v | Executive Summary STRATEGIC PLAN 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. KEY THEMES Six key themes, identified through community input, provided the framework for the 2014 Master Plan. These themes remain important to the community and are integral to the 2022 Master Plan. They provide a framework to help organize the Master Plan policies, goals and initiatives and help shape the strategies that are the focus for future action and decision-making, outlined in Sections 3 and 4 of this plan. The six key themes are: 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. 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. 55 Executive Summary | vi 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 An unfunded wishlist 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. 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 56 vii | Executive Summary 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 and Capital Budgets 5 . Implement Action Plan 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, BPR 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 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 Boulder Valley Comprhensive Plan (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. 57 Executive Summary | viii BPR staff jump into the Scott Carpenter Pool opening celebration. 58 59 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. 60 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 61 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, workers, students 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. 62 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 63 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. COMMUNITY HUBS BPR parks, facilities, programs, and historic and cultural resources provide places where community members can: »improve their physical and mental health; »access core services; »and gather together. 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. 64 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. This includes 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. Families enjoying the playground at Creekside Park. 65 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 needed 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 66 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. 67 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 68 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. Kidz Summer Camp attendees having fun in one of Boulder’s many parks. 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 69 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 sustainability, 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 c hSUSTAINABILITY, E QUITY & RESILIE N C EMaster Plan Recommendations 70 12 | Who We Are 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 other planning documents and policy makers, including the Parks and Recreation Advisory Board (PRAB) and City Council. 71 Who We Are | 13 Source: BPR 72 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 through four engagement windows. 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 to 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 variety of services BPR offers throughout Boulder. engagement highlights 73 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 variety of services BPR offers throughout Boulder. 74 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 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 TAGs include 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 75 “ “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 76 77 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. 78 20 | Where We Are Today The natural features in and around Boulder make it one of the most beautiful cities in Colorado. 79 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. Spring at the Pearl Street Mall brighten the day for all who visit. 80 22 | Where We Are Today DEMOGRAPHIC TRENDS 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 municipalities, 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% total) than Boulder County and the state of Colorado. 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 Latinx 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 state forecase may not be realized in Boulder, but the nationwide trend of an increasing 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. 81 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% 82 24 | Where We Are Today CLIMATE TRENDS According to the City of Boulder’s Climate Initiatives website “the undeniable reality is that climate change is not just happening — but also accelerating and intensifying. All ten of the hottest years on record have occurred since 2005, and one does not have to look far to see these catastrophic impacts play out in Boulder in real time — whether it was the 2013 floods or the 2020 Calwood Fire.” When considering the “urgency of the threat at hand, the City of Boulder declared a climate emergency in July 2019, triggering the development of several targets to guide city action.” BPR is proactive as a department in the face of climate change and unexpected events, like the COVID-19 pandemic. The department can adjust and restructure quickly when needed. This approach helps staff deal with windstorms, destructive invasive species, like the emerald ash borer, droughts, wildfire and other climate emergencies. BPR has also begun updating irrigation systems, following organic turf management practices, and implementing a zero-waste program in parks. Boulder’s Climate Commitment helps align departmental goals around greenhouse gas emissions, non-electric vehicles and natural gas use. BPR participates in this commitment and has begun to reduce fuel use and exhaust emissions by phasing in electric vehicles and equipment. bpr’s commitment to sustainability, equity & resilience While BPR is a leader in sustainability, climate work and ecosystem services, the department needs to look even more holistically at programming, facilities, internal operations and transportation options to continue to lower the collective impact of these services on climate change. To meet the city’s climate goals, all aspects of BPR’s day to day operations need to be monitored to measure and mitigate for the carbon footprint associated with parking, transportation, irrigation, turf versus natural grass treatments and energy use of facilities. Recreation centers, next to water utilities, are some of the largest users of energy in the city system. Staff are committed to continue to find ways to transition to more energy saving operations. BPR staff have been, and will continue to be trained in the science of climate change so everyday decisions across the department can be informed by a consistent foundation of BOULDER COUNTY CLIMATE TRENDS CITY CLIMATE INITIATIVES TARGETS Major Wildfires Wildfires have become more common, especially in the American West. In Boulder County specifically, since 2003, there have been 7 major wildfires. • 2003 Overland Fire • 2009 Olde Stage Fires • 2010 Fourmile Canyon Fire • 2016 Cold Springs Fire • 2020 Cal-Wood & Lefthand Canyon Fires • 2021 Marshall Fire Hotter Temperatures All ten of the hottest years on record have occurred since 2005. Extreme drought and decreased snowpack have resulted from these hotter temparatures. Extreme Weather The City of Boulder is at the highest risk of flash flooding in the state of Colorado and the recent 2013 floods caused billions of dollars of damage. These targets guide the city’s actions to address the climate crisis. • 70% reduction of city emissions by 2030 • Become a Net Zero city by 2035 • Become a Carbon-Positive city by 2040 • 85% waste diversion from landfills by 2025 • 100% renewable electricity by 2030 83 Where We Are Today | 25 BPR INITIATIVES 2018 URBAN FOREST STRATEGIC PLAN (USFP) The 2018 Urban Forest Strategic Plan is a comprehensive assessment of, and 20-year plan for, the Boulder urban tree canopy. In 2013, Boulder had approximately 16% urban canopy, but due to invasive pests and climate stressors, this is expected to decrease. The UFSP plan provides a framework to reach Boulder’s goal of restoring and maintaining the urban tree canopy. It includes long-term adaptive management goals to improve and preserve the health, value, and climate benefits of the urban tree canopy. knowledge and understanding through the city’s Climate Leaders Program. In 2014, BPR’s Youth Services Initiative (YSI) program participants were involved as a pilot group in the Rockefeller Foundation’s 100 Resilient Cities Initiative - an initiative supporting cities that have experienced natural disasters. BPR is also taking action by continuing to reconnect community members with nature, which is a critically powerful way to address climate issues. Focusing on values, along with quantitative data, like emissions reductions, can get people excited about making a difference. Parks and open spaces are places to enjoy the outdoors, clean air, seasonal changes and “unplugging”. Reducing emissions can be a byproduct of the other important services BPR offers and the choices community members make. Getting out of cars, utilizing parks and programming to live healthier lifestyles contribute to reductions in negative impacts on climate change, and have positive benefits to the environment, mind, body and spirit. BPR has an important role to play in helping improve environmental, social and health equity through a resilient and healthy parks and recreation system. climate initiatives collaboration As part of the master planning process, other city departments were consulted to understand how BPR can support citywide and interdepartmental initiatives. In terms of meeting citywide climate targets, focusing on the opportunities to work with staff from other departments to meet the city’s targets can have big impact citywide. Collaborating with all departments is important. Specifically, BPR will focus on working with Climate Initiatives, Open Space & Mountain Parks, Facilities, Transportation, Health & Human Services, Racial Equity and Finance to ensure the department’s efforts are aligned with the work of other departments and integrated into the daily operations of the entire city to meet Boulder’s climate intiative targets. Vehicle Fleet Entire fleet of vehicles are either bio-diesel or E85 compatible Smart Irrigation 59 of 72 BPR irrigation systems have smart controls which continuously monitor systems for water savings or breaks that could create significant water losses. EV Charging Stations Free Electric Vehicle charging stations are provided at all major recreation facilities, including all three recreation centers, Scott Carpenter Pool and Boulder Reservoir. Urban Tree Canopy BPR has committed to a goal of maintaining 16% tree canopy through 2037. Sources: bouldercolorado.gov/guide/boulder-guide-flooding bouldercolorado.gov/future-climate-action bouldercolorado.gov/government/departments/climate-initiatives 84 A Kidz Summer Camp participant “hangs” on at East Boulder Community Center. 26 | Where We Are Today 85 Where We Are Today | 27 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 about priorities 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.” 86 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. 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. 28 | Where We Are Today 87 Where We Are Today | 29 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 Average 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 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 88 30 | 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 14.6 acres/1,000 residents. Arts in the Park is a popular event held at Central Park & Civic Area. 89 Where We Are Today | 31 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, and limited funding sources, 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. 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. 90 32 | 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 91 Where We Are Today | 33 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, 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 and playground facilities within one-quarter to one-half mile of residents .” Boulder Valley Comprehensive Plan Neighborhood Parks service metric 92 34 | 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. 93 Where We Are Today | 35 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 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. Kickball is one of the many sports programs BPR offers for community members to enjoy. A healthy tree canopy can help mitigate the negative impacts of climate change. 94 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 increasing 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 increase 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 demand from 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. 36 | Where We Are Today Top to Bottom: Gonzo Indoor Tennis; Kidz Summer Camp EBCC; East Boulder Community Dog Park; Gerald Stazio Softball Fields 95 Where We Are Today | 37 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*** 50,000+ * 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 96 38 | 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 1.30 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 City Park. 97 Where We Are Today | 39 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 the East Age Well Center, run by Housing and Human Services. 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 a change in 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 EAST AGE WELL CENTER 98 40 | 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 includes 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 transportation 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 99 Where We Are Today | 41 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 100 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, Arts in the Park and Snow Much Fun 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. 42 | Where We Are Today Top to Bottom: EXPAND Goat Therapeutic Recreation; Older Adult Cardio Class; Restorative Yoga; Valmont City Park 101 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. 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: Where We Are Today | 43 102 PROGRAM BENEFIT & FEE BALANCE Programming is funded through a combination of taxes and user fees. Taxes are relied on more when the community benefits and user fees pay more when the individual benefits. program prioritization & community benefit Assessing programming relies 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 thought 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. 44 | Where We Are Today WHO PAYS? WHO BENEFITS? People with Low Incomes, People with Disabilities & Older Adults Youth Sports & Beginners Advanced Sports & Adult Programs COMMUNITY INDIVIDUAL TAXES USER FEES 103 IMPORTANCE OF PROVIDING RECREATION PROGRAMS FOR VARIOUS POPULATION GROUPS The top five groups statistically valid survey respondents think programming is either essential or very important for include: »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 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. Where We Are Today | 45 92% 89% 88% 87% 86% People with Disabilities People with Low Incomes Older Adults (60+ years) Teenagers (ages 13-19) Children (up to age 12) 104 46 | 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 limited to the acquisition 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 3% 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. 105 Where We Are Today | 47 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 limited to the acquisition 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 3% 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. 37%37% 30%30% 15%15% 13%13% 2% 2% Recreation Activity Fund (RAF) 0.25 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 $29,936,362 106 48 | 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 0.07 was calculated. This 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): 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 OR .35 .50 SERIOUS 1.0 BPR Facility Condition Index (FCI) Score of 0.07 is in the Good to Excellent range of the industry standard for asset condition values. 107 Where We Are Today | 49 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 by voters in 2021 for an additional 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. This amount is needed 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. 108 50 | Where We Are Today $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 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 109 Where We Are Today | 51 Table 7: 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% 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. 110 52 | 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 8: 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% 0.25 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. 111 Where We Are Today | 53 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. Key Issues & Observations A summary of comments related to each Key Theme shared by community members on BeHeardBoulder during Engagement Window 1 is below. COMMUNITY HEALTH & WELLNESS Benefits of parks and recreation include increased physical and mental health, which in turn helps decrease pressure on the healthcare system. 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. 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 & RELATIONSHIPS A focus on building community and relationships helps to strengthen and promote a diversity of users through inclusion and accessibility. 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. ORGANIZATIONAL READINESS Change is inevitable and organizational readiness is important to face this change successfully and continue to thrive. 112 54 | 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 sustainability, 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. 113 Where We Are Today | 55 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 percent 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. 114 56 | 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. 115 Where We Are Today | 57 BUILDING COMMUNITY & RELATIONSHIPS KEY ISSUES & OBSERVATIONS »Partnership opportunities with community organizations are becoming increasingly important, especially when considering BPR’s increased focus on sustainability, 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. 116 58 | 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. 117 Where We Are Today | 59 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 BPR’s outdoor spaces. 118 119 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 120 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. 62 | Where We Are Going Top to Bottom: Boot Camp at East Boulder Community Park; Summer Drama Camp; 2022 Master Plan Stakeholder Meeting 121 Where We Are Going | 63 STRATEGIC 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 five 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. Strategic Direction & Decision Making Young explorers discovering new adventures at the Crestview Park playground.CommunityEngagementPolicy Re s e a r chSUSTAINABILITY, E QUITY & RESILIE N C E Master Plan Recommendations 122 Since implementing the RPI program and complementary 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 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 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 Subsidy Low Subsidy 64 | 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 BPR Service Categories 123 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. AMP: Asset Criticality Scoring Where We Are Going | 65 AMP: 5 Step Asset Management Process Plan/Design Acquire/ Construct Recapitalize Operate/ Maintain Dispose 1 3 5 2 4 Remove, Replace Watch, Maintain Maintain Rigorously Consequence of FailureCritically or PriorityHigh Low GoodBad Condition Likelihood of Failure adjustable thresholds Renew, Replace 124 66 | Where We Are Going Throughout Boulder, BPR can use mapping to ensure parks, facilities and programming work for all community members. 125 Where We Are Going | 67 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 sustainability, 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. 126 68 | Where We Are Going Map 3: Proximity to Parks & Playgrounds City LimitsCity LimitsCity LimitsCity Limits Source: BPR GIS Analysis 127 Where We Are Going | 69 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. 128 70 | 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 129 Where We Are Going | 71 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 130 72 | 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 131 Where We Are Going | 73 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 sustainability, 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 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. 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. QUALITY OVER QUANTITY Community members who responded to the BeHeardBoulder questionnaire emphasized “quality over quantity” when considering BPR facilities. 132 74 | 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 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 133 Where We Are Going | 75 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 134 76 | 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 135 Where We Are Going | 77 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 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 136 78 | 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, sustainability, 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-warming 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. 137 Where We Are Going | 79 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 138 80 | 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 The stunning Flatirons provide a stunning backdrop for the CU Boulder Campus. 139 Where We Are Going | 81 140 82 | 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 sustainability, 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 sustainability, 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. 141 Where We Are Going | 83 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 142 84 | 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. 143 Where We Are Going | 85 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 144 86 | 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 sustainability, 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. 145 Where We Are Going | 87 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 7. Encourage behaviors to reduce the collective citywide carbon footprint 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 4. Continue to strive for livable and competitive wages and/or benefits 146 88 | 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 Constrained, 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, without regard to resources or viability. While the Vision plan is fiscally unconstrained and unfunded, the intent is to provide high-level policy guidance by illustrating the ultimate goals of the community and by providing an aspirational look to the parks and recreation system, without considering feasibility. 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 147 Where We Are Going | 89 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, 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 City Park, it just might become a reality. 148 90 | 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 East Boulder Community Center. 149 Where We Are Going | 91 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 150 151 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. 152 94 | Next Steps 153 Next Steps | 95 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 Alternative. Through an annual action planning process, the department 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 of all ages can enjoy the many recreation activities offered by BPR. 154 96 | 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 delivered and that investment decisions 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 and Capital Budgets 5. Implement Action Plan 155 Next Steps | 97 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, Equity & 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, Equity & Resilience Framework Goals Community Financial Support Goal 1, Initiative 1 Total financial contributions from donations, philanthropy, grants (1 data point) Responsibly Governed 156 98 | Next Steps BUILDING COMMUNITY & RELATIONSHIPS KPI Components Sustainability, Equity & 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, Equity & 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, Equity & 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, Equity & 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 157 Next Steps | 99 A summer camp hula hooping class learning to spin their way into the future. 158 100 | Next Steps Works Cited Plans BPR 2014 Master Plan BPR Design Standards Manual City of Boulder Urban Forest Strategic Plan City of Boulder Sustainability, Equity & 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 (available upon request) 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 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) 159 Next Steps | 101 Acronyms List AMP: Asset Management Program API: Asset Priority Index BPR: Boulder Parks & Recreation Department BVSD: Boulder Valley School District 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 FCI: Facility Condition Index GUB: Growing Up Boulder HEF: Health Equity Fund KPI: Key Performance Indicators LOS: Level of Service NRPA: National Recreation & Park Assocation NBRC: North Boulder Recreation Center NRPA: National Recreation & Park Association OSMP: Boulder Open Space & Mountain Parks PLAY: Parks & Leisure for Adults and Youth (Boulder Foundation) 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 YOAB: Youth Opportunities Advisory Board YSI: Youth Services Initiative 160 102 | 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. 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 long range maintenance planning, as well as annual work plans and budgets. 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. 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 161 Next Steps | 103 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. Latino, Latina, Latinx: Latino is currently the most used noun or adjective for a person from, or whose ancestors are from, Latin American. The feminine form of this word is Latina. Latinx is a recently coined term proposed as a gender-neutral alternative when communicating in English. There has been much debate around the term, particularly around its grammatical correctness. Use of the term varies highly depending on the population and is more commonly used by individuals who are non-binary and/or identify within the LGBTQ+ community and who feel that the male/female (Latino/Latina) dichotomy does not encompass them. In the spirit of being a welcoming and inclusive place, the City of Boulder currently uses the term Latinx when referring to a group that has not wholly and exclusively self-identified as either Latino or Latina. In the near future, the city will be convening a group of residents that are more directly affected by the use/non-use of this term to co-create a set of directives for staff, based on what the community wants to hear and see. 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. 162 163 Restore | Connect | Sustain BOULDER PARKS AN D RECREATION 2022 Master Plan 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 Project Update 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 - Dec. 2020 Process and Approach 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 CC Study Session - Dec. 2020 Process and Approach Attachment B 164 AGENDA ITEM #__V-B____PAGE___1____ C I T Y O F B O U L D E R PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM MEETING DATE: June 27, 2022 AGENDA TITLE: Public Hearing and Consideration of Motions Approving the 2023 Expenditures from the Permanent Parks and Recreation Fund and 2023-2028 Parks and Recreation Department Capital Improvement Program (CIP) PRESENTERS: Alison Rhodes, Director Jackson Hite, Sr. Manager of Business Services Regina Elsner, Senior Planning Manager – Interim EXECUTIVE SUMMARY: As part of the city’s annual budget process, departments develop a six-year Capital Improvement Program (CIP). The current CIP process includes fiscal years 2023 through 2028, though funds are only appropriated for the first year, 2023. Staff have provided the Parks and Recreation Advisory Board (PRAB) with two previous agenda items related to the CIP on March 28, 2022 and April 25, 2022, and this is the third and final item to complete the required approval process with the PRAB. The PRAB’s role related to the CIP is defined in the Boulder Revised Code (B.R.C.), 1982 TITLE 2 GOVERNMENT ORGANIZATION, Chapter 3 Boards and Commissions, Section 10 Parks and Recreation Advisory Board (d)(2): “To approve or disapprove expenditures or appropriations from the permanent park and recreation fund and forward such recommendations to the city council.” It is within this context that the PRAB is requested to hold a public hearing and provide a recommendation on the CIP to Planning Board and City Council. After a motion is passed by the PRAB, the department’s CIP will be submitted to the Planning Board and City Council for review and their respective consideration and approvals. The current CIP focuses on key findings from the 2022 BPR Master Plan with an emphasis on “taking care of what we have” and funding repairs and renovations of exiting parks and recreation assets. STAFF RECOMMENDATION: Staff recommends that the PRAB approve the 2023 expenditures planned from the Permanent Park and Recreation Fund and approve the recommended 2023-2028 Parks and Recreation Department CIP (Attachment A). 165 AGENDA ITEM #__V-B____PAGE___2____ Suggested Motion Language: Staff requests the PRAB’s consideration of this matter and action in the form of the following motions: • Motion to approve the 2023 recommended expenditures from the Permanent Park and Recreation Fund to City Council for appropriation. • Motion to recommend the 2023-2028 Parks and Recreation Department Capital Improvement Program (CIP) to Planning Board and City Council for approval and appropriation. IMPACTS: Fiscal: $7.4 million recommended for 2023 with the 2023-2028 CIP projecting an investment of $34.9M throughout the six-year program. This equates to average annual CIP funding of $5.8M and reflects the uses of funds projected for 2022 in the Lottery (Fund 2110), .25 Cent Sales Tax (Fund 2180), Permanent Park and Recreation (Fund 3300), Capital Development Fund (Fund 2100), Governmental Capital Fund (General Fund Capital-Fund 1300), Community, Culture, Resilience and Safety Tax Fund (Fund 3700), and Boulder Junction Capital Improvement Fund (Fund 3500). (Described in greater detail in Attachment A) PUBLIC FEEDBACK: The June agenda item includes a formal public hearing and the community will have the opportunity to comment on the proposed CIP. Over the past 2 years, the department has conducted extensive community engagement as part of the 2022 Master Plan, which confirms that the community prioritizes the key theme, “Taking Care of What We Have." The department has completed considerable public involvement over the past few years to complete multiple plans and studies outlining capital needs. These projects are outlined in the Plan Alternatives of the 2022 BPR Master Plan, and the associated guiding documents listed in each element of BPR’s system. For example, investments in aquatic facilities are guided by the 2015 Aquatics Feasibility Study and resources spent at the Boulder Reservoir are guided by the 20XX South Shore Capital Strategy. The project needs outlined in those plans and studies have directly informed the department’s CIP and will continue to be discussed with the community as projects are developed. The public will also have an opportunity to comment during the Planning Board’s upcoming CIP review and City Council’s discussions and review of the 2023 recommended budget during future public hearings with Planning Board and City Council. BACKGROUND: Capital Projects CIP projects are defined as any major project with a cost greater than $50,000 for purchase, construction, or major replacement of physical assets. CIP projects are potentially subject to a Community and Environmental Assessment Process (CEAP) review that evaluates any potential environmental, traffic or social impacts to Boulder 166 AGENDA ITEM #__V-B____PAGE___3____ residents, neighborhoods, and businesses. Capital Funding The department’s CIP is funded primarily from the Permanent Park and Recreation Fund .25 Cent Sales Tax Fund and Lottery Fund. Additional sources of funding that have limitations on the type of capital investment that funding can be spent on and are not managed exclusively by the department include the Capital Development Fund, Boulder Junction Improvement Fund, General Fund Capital, and the extension of the Community, Culture, Safety and Resilience Tax. The Permanent Park and Recreation Fund (Perm Parks Fund) is funded specifically from property and development excise taxes. By city charter, this fund is dedicated to the purposes of acquiring land and renovating or improving existing park and recreation assets. It may not be used to fund daily operations or routine maintenance. Due to increasing assessed property values, the outlook on this fund is currently positive, with growth expected every two years, tied to Colorado’s assessment periods. CIP Process The capital budget is how the city manages its assets and implements projects and programs that are chosen by its citizens through their elected representatives, City Council. Given the Parks and Recreation Master Plan will be accepted later this year, prior to the city’s budget adoption, the proposed CIP was developed based on the context of the 2014 Master Plan that was adopted and accepted by City Council in 2014, along with the key recommendations, community engagement and PRAB and City Council feedback of the 2022 Master Plan that is 98% complete. The CIP is developed to support achievement of the department’s master plan goals. Once again this year, staff has provided the PRAB with a “three touch” approach that included: 1) a discussion item presented at the March meeting communicating process, policies and procedures and the definitions/criteria that guide the CIP development; 2) a discussion item presented at the April meeting to review draft projects and prioritization as it relates to the CIP; and 3) this PRAB Public Hearing to consider motions approving and recommending the department CIP. CIP Guiding Principles To plan and prioritize capital investments, staff look to the City’s CIP guiding principles and the department’s master plan goals. The following departmental framework is also utilized to determine and plan CIP projects and make budget decisions that are sustainable over time. The CIP guiding principles emphasize maintaining the integrity of the current infrastructure and facilities before expanding and/or enhancing programs and facilities and are 1 Safety and Deficiencies: Projects represent important deficiencies and address essential safety and health concerns. Project may include ongoing infrastructure repairs, restrooms, replacements 167 AGENDA ITEM #__V-B____PAGE___4____ and/or refurbishments of park play equipment and park amenities and critical facility improvements to prevent shutdowns or emergency closure of assets. 2 Compliance and/or Commitment: Projects that are required by law or a ballot initiative or are in process of development and/or are required to be completed within a specific period. Projects on department action plan or council work plan. (ADA Access Enhancements, Boulder Revised Code, master plan reference, Boulder Creek Path, Civic Area Phase 2, East Boulder Community Center, Pearl Street Mall refresh, etc.) 3 Operational Efficiencies: Projects that represent important operational and/or maintenance efficiencies resulting in improved life cycles, cost efficiencies and savings in resources, energy, or water usage. The criterion considers an asset's importance to day-to-day park management. (e.g. playground resurfacing, parking lot renovation, turf and irrigation repair, tennis court resurfacing, etc.) 4 Revenue Generation: Projects that support facilities and assets that generate revenues to support valued recreational opportunities in the Boulder community. Projects will enhance the department's ability to earn more revenue after initial investment and operational costs are considered (e.g. Flatirons Golf Course) and/or possible collaboration/partnerships leveraging outside funding sources. Asset plays a direct role in providing a profitable funding source to the community or has a positive cash flow or asset has demonstrated high Recreation Priority Index (RPI) scoring. ANALYSIS: For 2023, as well as the full 6-year CIP, staff performed careful analysis and projections for all funds that contribute to the department CIP. With PRAB support, staff have adjusted the spending accordingly to remain within funding projections while still maintaining a healthy fund balance for reserves. BPR seeks to use dedicated funding for routine CIP, while relying on other funding sources for more specialized needs such as the Community, Culture, Resiliency, and Safety Tax for citywide projects such as the East Boulder Community Center retrofit. 2023 Capital Project Priorities (6-year plan provided in Attachment A) 168 AGENDA ITEM #__V-B____PAGE___5____ Athletic Fields Capital Enhancements Based on key recommendations of the Athletic Field Study, this program will allow implementation of field repairs and enhancements including turf, field renovations and expansion to accommodate additional capacity for sports uses. Average cost for a complete renovation of an irrigation system is $100,000, which is necessary to ensure preventative maintenance of the systems. System failures can lead to field closures and loss of revenue from field use. 2023’s funding will support the replacement of the irrigation system at Stazio Ballfields. $250,000 Parks and Recreation Strategic Planning Initiatives As illustrated in the Boulder Parks and Recreation Master Plan, the department must consistently review services to ensure alignment with the community expectations, best practices in the industry and strategic focus. This is achieved through ongoing plann ing, funded through the CIP. In 2023, this funding is tentatively allocated for a General Maintenance and Management Plan Update / Ops Maintenance Facility Assessment in coordination with the Facilities and Fleet Department as they look at consolidation of city services at an Eastern Hub. $100,000 Boulder Reservoir South Shore Capital Enhancements Continuing to implement the 2012 Boulder Reservoir Master Plan and recent South Shore Capital Strategy, this project will provide key improvements to the South Shore recreation area and various visitor amenities to serve the region. Funding is planned through 2026 to address deficiencies outlined in the recently approved Concept Plan and Capital Strategy. Projects include a variety of amenities including but not limited to signage, dock repairs, trail connections, pavilions, facility maintenance, road repair, landscaping, and parking lot repair. $1,300,000 Columbia Cemetery Capital Maintenance The cemetery is a designated landmark and requires ongoing maintenance to meet the preservation requirements associated with all the infrastructure ranging from headstones, markers, ornamental fencing, and grounds maintenance. This project will provide necessary funding to complete projects as well as local match for leveraging state grant funds. $32,000 169 AGENDA ITEM #__V-B____PAGE___6____ Urban Forest Management This project provides annual funding to continue the Emerald Ash Borer (EAB) response by enabling critical safety measures including removing identified trees throughout the city and replacing them with new tree species to slow the spread of the pest, and ensuring safety of the public as well as expanded urban forest management practices. This project also provides treatment of trees designated for preservation and associated infrastructure improvements such as irrigation to ensure sustainability of the new trees. $500,000 Neighborhood and Community Park Capital Maintenance This project provides funding for asset maintenance throughout the system as well as a complete renovation of one neighborhood park annually to meet the goals outlined within the BPR Master Plan and Capital Investment Strategy. The renovations typically include playground replacement, irrigation renovation, forestry maintenance, ADA compliance and shelter repairs. In 2023, the main project will be the Martin Park playground, restroom and shelter. $900,000 Capital Infrastructure Enhancements and Partnership Opportunities This project will provide capital funding to implement enhancements at parks and facilities throughout the system. In 2023, funding is provided to finalize the design and construction of the undeveloped portions of Violet Park. This park development has been a priority for several years to extend the service areas of parks to adjacent neighborhoods and is planned for 2023 to align with greenways improvements and construction of the North Boulder Library. $1,250,000 East Mapleton Ballfield Enhancements Housing supply in the surrounding area has increased, resulting in greater demand for neighborhood park and recreation amenities such as playgrounds, dog parks, open lawn areas and other multi-use amenities. The original Boulder Junction area plan indicated a goal of providing park and recreation amenities to this new residential area as development occurs. This project will result in the addition of new amenities at the existing East Mapleton Ballfield site that is near Boulder Junction, connected by the underpass along Goose Creek. A community planning project will be completed to determine the final design and priorities for construction. Any reduction in ballfields will be replaced at other sports complexes as indicated in the department's 2015 Athletic Field Study. $250,000 170 AGENDA ITEM #__V-B____PAGE___7____ Valmont Bike Park Maintenance Valmont Bike Park opened 11 years ago, and many of the wood features need to be replaced based on the age and criticality of these features. $200,000 Reservoir Access Road Repair The existing Reservoir Access Road needs significant investment to ensure it continues to serve the needs of the Reservoir’s South Shore and provides critical access for Utilities to access the dam and local Fire agencies\ to access the Fire Training Center. (This item is not fully funded and is pending citywide coordination) $1,250,000 R&R Athletic Fields As part of the 2022 Master Plan, BPR has recognized the need to provide regular funding for the renovation and refurbishment of different assets. Funding is being provided to support the renovation and refurbishment of different athletic fields within the parks system. Annually, BPR will refurbish fields based upon condition, prioritization, and equity mapping. $200,000 R&R Access and Mobility As part of the 2022 Master Plan, BPR has recognized the need to provide regular funding for the renovation and refurbishment of different assets. Funding is being provided to support the renovation and refurbishment of different assets that promote accessibility and mobility in the park system including sidewalks, multi- use paths, bike parking and parking lots. Annually, BPR will allocate these funds based upon condition, prioritization, and equity mapping. $400,000 R&R Courts As part of the 2022 Master Plan, BPR has recognized the need to provide regular funding for the renovation and refurbishment of different assets. Funding is being provided to support the renovation and refurbishment of different courts that can include tennis, pickleball, volleyball and horseshoe. Annually, BPR will allocate these funds based upon condition, prioritization, and equity mapping. $200,000 R&R Irrigation As part of the 2022 Master Plan, BPR has recognized the need to provide regular funding for the renovation and refurbishment of different assets. Funding is being provided to support the renovation and refurbishment of irrigation systems. While irrigation systems are underground, they are important to ensuring BPR’s parks can stay watered and support climate resiliency. Annually, BPR will study the criticality and facility condition index (FCI) to determine which areas to address and will coordinate with the equity mapping. $100,000 171 AGENDA ITEM #__V-B____PAGE___8____ Civic Area Phase II In November 2021, voters approved the ex tension of the Community Culture and Safety Tax as a rebranded Community, Culture, Resilience and Safety Tax for 15 years. One of the named projects is the Civic Area Phase II, which would complement the Civic Area Phase I completed in 2017. The Civic Area is a highly visited park, and would include park enhancements to support the public activation of the space for events like the Boulder Farmers Market and the Glenn Huntington Bandshell. Community engagement and design is planned for 2024, with construction in 2025. $500,000 Boulder Creek Improvements In November 2021, voters approved the extension of the Community Culture and Safety Tax as a rebranded Community, Culture, Resilience and Safety Tax for 15 years. The Boulder Creek path was included as a named projects, with the project to include system enhancements that enhance the transportation corridor from 55th Street in East Boulder to Eben G. Fine Park in West Boulder. The Boulder Creek Improvements will focus on riparian habitat enhancements including water quality and urban tree canopy, while also supporting passive recreation opportunities, in addition to the multi-modal transportation path along Boulder Creek. Community engagement and design is planned for 2024, with construction in 2025. $450,000 East Boulder Community Center – CCRS Funding In November 2021, voters approved the extension of the Community Culture and Safety Tax as a rebranded Community, Culture, Resilience and Safety Tax for 15 years. The renovation of the East Boulder Community Center was included as a named project, with Facilities also planning to upgrade the plumbing, mechanical and electrical systems in the building. Funding is intended for design and community outreach in 2023, with construction occurring in 2024. *Joint project between BPR and Facilities. Facilities is requesting a total budget of $1.5M for the 2023 design phase which includes the request of $500k from BPR. $500,000* Operating and Maintenance Impacts The department prioritizes capital projects based upon maintaining existing assets and decreasing the maintenance backlog of the department’s portfolio of parks and facilities. Therefore, most projects included in the department’s Capital Improvement Progr am will not have an impact on maintenance costs due to replacement of aging infrastructure and efficiencies associated with new and improved facilities and systems. However, as the department fulfills commitments relative to long-term planning needs such as the future phases of Valmont City Park, Boulder Junction Park or Violet Neighborhood Park in the 172 AGENDA ITEM #__V-B____PAGE___9____ future, the department will need to carefully design enhancements in sensitivity to the department’s O&M funding and not overburden funds with maintenance of these new facilities. This CIP provides for regular funding for ongoing repair and renovation (R&R) of four key areas that have been identified in the Master Plan as being underfunded including: fields, access and mobility, courts, and irrigation. In 2023, $900,000 is being proposed to be spent across these categories to ensure we continue to take care of what we have. Unfunded Projects and Emerging Needs In the long-term, additional funding will be needed to develop any new major facilities as well as improve service standards for maintenance operations and to fund deferred maintenance. Base funding in the budget supports the “fiscally constrained” items in the Master Plan, while “Action” and “Vision” leve l would require additional supplemental funding. The current master plan includes a list of priority items to complete based on various funding levels and will be updated as the new plan is adopted later this year. Staff continues to evaluate deferred maintenance needs, including park sites and recreation facility needs and have implemented an Asset Management Plan (AMP) to assist in capital planning and day-to-day operations. The current maintenance and facility improvements backlog, including major repairs and replacements, is significant. The department anticipates that this backlog will continue until funding levels reach appropriate levels to accommodate life-cycle management for the department’s assets. A list of unfunded projects within the department can be viewed in (Attachment B – BPR Unfunded Projects). This list will be comprehensively updated following the master plan finalization based upon the research, community input and policy guidance from PRAB and City Council. Key Unfunded Projects Include: •Boulder Reservoir South Shore enhancements to accommodate increased use and visitation as well as basic amenities to support the regional destination as outlined in the Boulder Reservoir Master Plan and currently evaluated through the Concept Pl an and Capital Strategy. •The South Boulder Recreation Center is nearing the end of its expected life. BPR will plan to retire the facility but does not have funding to replace the facility. •Valmont Phase II includes a phased approach to complete the development of Boulder’s only City Park. The 2015 Valmont City Park concept plan includes various amenities based upon community input and to meet the parkland needs of nearby residents. •The Recreation Facility Strategic Plan projected a total of $4.5 million in deferred maintenance and an additional $3 million over the next ten years in the three recreation centers. This funding need will also be refined and updated following completion of the 2022 Master Plan and Recreation Facilities Needs Assessment. •Meeting energy compliance required by the Building Performance Ordinance. •Increased capacity and additional facilities for youth and adult sports fields. 173 AGENDA ITEM #__V-B____PAGE___10____ •Expansion and enhancement of recreation centers and aquatics facilities that accommodate increased demand for lap swimming, fitness equipment and multi-use classroom space that could be expanded. •Enhancement of existing facilities to stand up increased use, such as conversation of athletic fields to artificial turf and renovation of courts to more durable concrete foundations. •Climate-related enhancements to mitigate against climate change, such as electrification of facilities and other infrastructure. NEXT STEPS: Staff will keep the PRAB updated on the status of the CIP process as it proceeds to Planning Board and City Council during the summer months and ultimately upon approval. PRAB will be updated if any refinements to the department’s CIP is considered. 2023 - 2028 CIP Process/Timeline (Projected) Planning Board Hearing August Council Study Session September Council Public Hearing October Attachments: A.BPR Draft 2023-2028 CIP 6-Year Plan B.BPR Unfunded Projects 174 Fund/Project Name Description 2023 Proposal 2024 Projected2025 Projected 2026 Projected 2027 Projected2028 Projected6 Year Total(2023-2028)CIP Total $ 6,932,000 $ 6,772,000 $ 3,273,500 $ 6,492,000 $ 5,182,000 $ 5,282,000 $ 33,933,500 .25 Cent Sales Tax Fund (Fund 2180) Total1,600,000$ 1,200,000$ 1,300,000$ 2,230,000$ 2,200,000$ 3,250,000$ 11,780,000$ Aquatics Facility Capital EnhancementsBased on recommendations of the 2015 Boulder Aquatics Feasibility Plan, this project provides capital funding to complete priority indoor and outdoor pool enhancements for Boulder's aquatics programs. In 2025, funding is provided to partner with City Transportation to begin the design of the 30th Street improvements along Scott Carpenter park to remain in compliance with necessary infrastructure required through the city's regulatory planning and development review process for Scott Carpenter Pool enhancements. The construction of the 30th Street improvements is anticipated to be approximately $1M and is required to be complete by 2026. In 2027, new leisure activities for children will be improved by adding spray amenities and splashpad as identified within the Aquatics Feasibility Plan at Spruce Pool.100,000$ 530,000$ 550,000$ 1,180,000.00$ Urban Forest Management- EABThis project provides annual funding to continue the Emerald Ash Borer (EAB) response by enabling critical safety measures including removing identified trees throughout the city and replacing them with new tree species to slow the spread of the pest, and ensuring safety of the public as well as expanded urban forest management practices. This project also provides treatment of trees designated for preservation and associated infrastructure improvements such as irrigation to ensure sustainability of the new trees.500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 3,000,000.00$ Recreation Facility Capital MaintenanceBased on recommendations of the 2016 Facility Strategic Plan and upcoming Recreation Needs Assessment, this program will provide annual capital funding for implementation of key facility repairs and renovations at the city's three recreation centers to ensure acceptable facility conditions and continue cost-effectively meeting the needs of health and wellness opportunities within Boulder. This project is combined with funding from the Facilities Department of Public Works. 500,000$ 1,000,000$ 1,500,000$ 3,000,000.00$ Valmont Bike Park MaintenanceValmont Bike Park opened 11 years ago, and many of the wood features need to be replaced based on the age and criticality of these features. 200,000$ 200,000.00$ R&R FieldsAs part of the 2022 Master Plan, BPR has recognized the need to provide regular funding for the renovation and refurbishment of different assets. Funding is being provided to support the renovation and refurbishment of different fields within the parks system. Annually, BPR will refurbish fields based upon condition, prioritization, and equity mapping.200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,200,000.00$ R&R Access& MobilityAs part of the 2022 Master Plan, BPR has recognized the need to provide regular funding for the renovation and refurbishment of different assets. Funding is being provided to support the renovation and refurbishment of different assets that promote accessibility and mobility in the park system including sidewalks, multi-use paths, bike parking and parking lots. Annually, BPR will allocate these funds based upon condition, prioritization, and equity mapping. 400,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,400,000.00$ Attachment A - CIP 2023-2028175 R&R CourtsAs part of the 2022 Master Plan, BPR has recognized the need to provide regular funding for the renovation and refurbishment of different assets. Funding is being provided to support the renovation and refurbishment of different courts that can include tennis, pickleball, volleyball and horseshoe. Annually, BPR will allocate these funds based upon condition, prioritization, and equity mapping. 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 1,200,000.00$ R&R IrrigationAs part of the 2022 Master Plan, BPR has recognized the need to provide regular funding for the renovation and refurbishment of different assets. Funding is being provided to support the renovation and refurbishment of irrigation systems. While irrigation systems are underground, they are important to ensuring BPR’s parks can stay watered and support climate resiliency. Annually, BPR will study the criticality and facility condition index (FCI) to determine which areas to address and will coordinate with the equity mapping. 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000.00$ Permanent Park & Recreation (Fund 3300) Total2,154,000$ 2,144,000$ 1,545,500$ 3,834,000$ 2,554,000$ 1,604,000$ 13,835,500.00$ Aquatics Facility Capital EnhancementsBased on recommendations of the 2015 Boulder Aquatics Feasibility Plan, this project provides capital funding to complete priority indoor and outdoor pool enhancements for Boulder's aquatics programs. In 2025, funding is provided to partner with City Transportation to begin the design of the 30th Street improvements along Scott Carpenter park to remain in compliance with necessary infrastructure required through the city's regulatory planning and development review process for Scott Carpenter Pool enhancements. The construction of the 30th Street improvements is anticipated to be approximately $1M and is required to be complete by 2026. In 2027, new leisure activities for children will be improved by adding spray amenities and splashpad as identified within the Aquatics Feasibility Plan at Spruce Pool.-$ -$ -$ 470,000$ 450,000$ 920,000.00$ Athletic Field Capital EnhancementsBased on key recommendations of the Athletic Field Study, this program will allow implementation of field repairs and enhancements including turf, field renovations and expansion to accommodate additional capacity for sports uses. Average cost for a complete renovation of an irrigation system is $100,000 which is necessary to ensure preventative maintenance of the systems. System failures can lead to field closures and loss of revenue from field use. 2023’s funding will support the replacement of the irrigation systems at Stazio Ballfields. 250,000$ 100,000$ 100,000$ 450,000.00$ Natural Lands Management The department's natural lands team manages over 1,000 acres of wildlife and vegetation conservation areas to support the regions vulnerable ecosystems within urban areas. Capital funding helps support planning and implementation of critical conservation measures and management strategies on the properties. -$ 575,000$ 575,000$ Parks and Recreation Strategic Planning InitiativesAs illustrated in the Boulder Parks and Recreation Master Plan, the department must consistently review services to ensure alignment with the community expectations, best practices in the industry and strategic focus. This is achieved through ongoing planning, funded through the CIP. In 2023, this funding is tentatively allocated for a General Maintenance and Management Plan Update / Ops Maintenance Facility Assessment in coordination with the Facilities and Fleet Department as they look at consolidation of city services at an Eastern Hub. 100,000$ 120,000$ 120,000$ 60,000$ 50,000$ 50,000$ 500,000$ Attachment A - CIP 2023-2028176 Boulder Reservoir South Shore Capital EnhancementsContinuing to implement the 2012 Boulder Reservoir Master Plan and recent South Shore Capital Strategy, this project will provide key improvements to the South Shore recreation area and various visitor amenities to serve the region. Funding is planned through 2026 to address deficiencies outlined in the recently approved Concept Plan and Capital Strategy. Projects include a variety of amenities including but not limited to signage, dock repairs, trail connections, pavilions, facility maintenance, road repair, landscaping, and parking lot repair.1,300,000$ 355,000$ 721,500$ 100,000$ 500,000$ 500,000$ 3,476,500$ Columbia Cemetery Capital MaintenanceThe cemetery is a designated landmark and requires ongoing maintenance to meet the preservation requirements associated with all the infrastructure ranging from headstones, markers, ornamental fencing, and grounds maintenance. This project will provide necessary funding to complete projects as well as local match for leveraging state grant funds.32,000$ 32,000$ 32,000$ 32,000$ 32,000$ 32,000$ 192,000$ Flatirons Golf Course Capital EnhancementsThe Flatirons Golf Course is the only public course in Boulder and provides a highly desired recreation amenity while also contributing to funding sources through revenue generation. The funding associated with this project will allow the golf course to complete planned enhancements and repairs to ensure playability and provide necessary visitor amenities. 250,000$ 250,000$ 500,000$ Neighborhood and Community Park Capital MaintenanceThis project provides funding for asset maintenance throughout the system as well as a complete renovation of one neighborhood park annually to meet the goals outlined within the BPR Master Plan and Capital Investment Strategy. The renovations typically include playground replacement, irrigation renovation, forestry maintenance, ADA compliance and shelter repairs. In 2023, the main project will be the Martin Park playground, restroom and shelter.472,000$ 572,000$ 572,000$ 672,000$ 672,000$ 772,000$ 3,732,000$ Valmont City Park Phase 2 DevelopmentThe Valmont City Park Concept plan was updated in 2015 through community involvement and approval from the Parks and Recreation Advisory Board. This project provides for the development of the next major phase identified for the park, south of Valmont Road. Potential amenities to be built include adventure playground elements, community garden space, a splash pad, adult playgrounds, an event pavilion and additional parking. Design and permitting will occur in 2024 with construction to commence in 2026. This project also allows for increased park service to the surrounding areas of east Boulder as well as the entire Boulder community.240,000$ 2,500,000$ 500,000$ 250,000$ 3,490,000$ Capital Development Fund (Fund 2100) Total1,250,000$ 500,000$ -$ -$ -$ -$ 1,750,000$ Capital Infrastructure Enhancements and Partnership OpportunitiesThis project will provide capital funding to implement enhancements at parks and facilities throughout the system. In 2023, funding is provided to finalize the design and construction of the undeveloped portions of Violet Park. This park development has been a priority for several years to extend the service areas of parks to adjacent neighborhoods and is planned for 2023 to align with greenways improvements and construction of the North Boulder Library.1,250,000$ 500,000$ 1,750,000$ Lottery Fund (Fund 2110) Total428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 2,568,000$ Attachment A - CIP 2023-2028177 Neighborhood and Community Park Capital MaintenanceThis project provides funding for asset maintenance throughout the system as well as a complete renovation of one neighborhood park annually to meet the goals outlined within the BPR Master Plan and Capital Investment Strategy. The renovations typically include playground replacement, irrigation renovation, forestry maintenance, ADA compliance and shelter repairs. In 2023, the main project will be the Martin Park playground, restroom and shelter.428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 2,568,000$ Boulder Junction Capital Improvement Fund (Fund 3500) Total250,000$ 2,000,000$ -$ -$ -$ -$ 2,250,000$ East Mapleton Ballfield EnhancementsHousing supply in the surrounding are as increased, resulting in greater demand for neighborhood park and recreation amenities such as playgrounds, dog parks, open lawn areas and other multi-use amenities. The original Boulder Junction area plan indicated a goal of providing park and recreation amenities to this new residential area as development occurs. This project will result in the addition of new amenities at the existing East Mapleton Ballfield site that is near Boulder Junction, connected by the underpass along Goose Creek. A community planning project will be completed to determine the final design and priorities for construction. Any reduction in ballfields will be replaced at other sports complexes as indicated in the department's 2015 Athletic Field Study.250,000$ 2,000,000$ 2,250,000$ General Fund Capital (Fund 1300)1,250,000$ -$ -$ -$ -$ -$ 1,250,000$ Reservoir Access RoadThe existing Reservoir Access Road needs significant investment to ensure it continues to serve the needs of the Reservoir’s South Shore and provides critical access for Utilities to access the dam and local Fire agencies to access the Fire Training Center. (This item is not fully funded and is pending city-wide coordination.) 1,250,000$ -$ 1,250,000$ Community, Culture, Resilience and Safety Tax Fund (Fund 3700)-$ 500,000$ -$ -$ -$ -$ 500,000$ CCRS - EBCC Refresh* Joint request with Facilities not included in totalIn November 2021, voters approved the extension of the Community Culture and Safety Tax as a rebranded Community, Culture, Resilience and Safety Tax for 15 years. The renovation of the East Boulder Community Center was included as a named project, with Facilities also planning to upgrade the plumbing, mechanical and electrical systems in the building. Funding is intended for design and community outreach in 2023, with construction occurring in 2024. *Joint project between BPR and Facilities. Facilities is requesting a total budget of $1.5M for the 2023 design phase which includes the request of $500k from BPR. $ 500,000*-$ CCRS - Boulder Creek ImprovementsIn November 2021, voters approved the extension of the Community Culture and Safety Tax as a rebranded Community, Culture, Resilience and Safety Tax for 15 years. The Boulder Creek path was included as a named projects, with the project to include system enhancements that enhance the transportation corridor from 55th Street in East Boulder to Eben G. Fine Park in West Boulder. The Boulder Creek Improvements will focus on riparian habitat enhancements including water quality and urban tree canopy, while also supporting passive recreation opportunities, in addition to the multi-modal transportation path along Boulder Creek. Community engagement and design is planned for 2024, with construction in 2025. 450,000$ 450,000$ Attachment A - CIP 2023-2028178 CCRS - Civic Area Phase IIIn November 2021, voters approved the extension of the Community Culture and Safety Tax as a rebranded Community, Culture, Resilience and Safety Tax for 15 years. One of the named projects is the Civic Area Phase II, which would complement the Civic Area Phase I completed in 2017. The Civic Area is a highly visited park, and would include park enhancements to support the public activation of the space for events like the Boulder Farmers Market and the Glenn Huntington Bandshell. Community engagement and design is planned for 2024, with construction in 2025.500,000$ 500,000$ CCRS Pearl Street Mall RefreshIn November 2021, voters approved the extension of the Community Culture and Safety Tax as a rebranded Community, Culture, Resilience and Safety Tax for 15 years. Pearl Street Mall is nearing it's 50-year anniversary and a refresh would look at updating the public amenities including horticulture beds, a restroom, park benches, lighting, etc. This CIP project would include extensive community engagement with collaboration from the Downtown Boulder Partnership and Community Vitality Department. Requested funding with this proposal is intended for design and community outreach in 2023. 500,000$ 500,000$ Attachment A - CIP 2023-2028179 PROJECT CAPITAL COST O&M COST (Annually)DESCRIPTION Master Plan Funding Plan NOTES Maintenance Facility Enhancements $ 139,500 $ 2,790.00 The GMMP study has indicated that the lack of indoor storage for machinery and equipment is a significant shortfall in the building designs and capacity on the golf course property. Given the location of the buildings in a flood plain it is recommended to commission a complete recommendation that will include facility(s) size recommendations, feasibility study and funds needed to complete the structural additions or adjustments. The study shall further give cost construction estimates and location feasibility information for the addition of a permanent shade structure located adjacent to the current grill area and the feasibility and design for enhancements to the grill area structure to increase seating capacity and access. Fiscally Constrained Parking Lot Renovation $ 500,000 $ 10,000.00 The golf course parking lot is in poor condition and needs repair. As the lot is currently not designed to existing City standards, the repair of the lot should include redesigning the lot to include appropriate size stalls, accessible spaces, drainage, landscape elements and walkways among other required features. It is also recommended that the design of the lot include the consideration of expanding the width of the practice range to the west. This work will try to be achieved wtih the upcoming facility improvements in 2021. Fiscally Constrained Included in new facility devleopment Golf Course Irrigation Pond Dredging $ 225,000 The main irrigation pond located on hole #17 has lost approximately 40% of its original storage capacity. In 2008 when the pumphouse was rebuilt it was recommended that the pond be dredged in the near future as the amount of silting observed was projected to threaten the viability of the intake and wet well systems. The original capacity was also observable during that project. Golf course industry standards recommend the main irrigation ponds be dredged every 20 years. This pond has not been dredged in at least 35 years. Water storage on hole #9, two ponds on the west side of the hole would also be included in this project. $75K each pond. Fiscally Constrained Various Course Improvements $ 288,500 $ 5,770.00 An assessment has been completed on each hole of the course with recommended improvements for playability and maintenance. The enhancements include cart path extensions, tree removals and bridge repairs. Fiscally Constrained Historic Roney House Restoration $ 400,000 $ 8,000.00 Complete the restoration of the landmarked property south of Valmont Road per the recommedations to come with the proposed preservation plan.Action New Restroom at Dog Park $ 300,000 $ 6,000.00 Design and develop a new, year-round restroom on the east side of the park near the dog park. Action Disc Golf Site Plan $ 15,000 The Valmont Disc Golf course was built in 2013 as a temporary course until a more permanent course will be built. Disc golf has increased in popularity and the Valmont course reflects that increase. The course enjoys a strong volunteer presence and has a nice partnership with the Boulder Disc Golf Club. The 2015 Valmont City Park Master Plan update called for 16.5 acres designated for a new disc golf course. The area is designed to have mounds trees and other hazards for enhancing the playing experience not currently offered at the temporary course. By funding the course design portion, we can more accurately project total costs and can utilize the disc golf community and PLAY Foundation to fundraise now towards aiding the City’s construction efforts. Action Maintenance Facility Enhancements $ 15,000 $ 300.00 Enhancements to the current maintenance building to provide additioanl covered storage of equipment, vehicels and materials. Fiscally Constrained Skills Loop Shelter $ 40,000 $ 800.00 Design and construct a new shade shelter in the skills loop area of the park to serve children and families.Action New playground near dog park and skills loop $ 250,000 $ 5,000.00 Design and construct a new childrens play area near the dog park on the east side of the park. Action South park development $ 45,000,000 $ 900,000.00 Implementation of the 2015 Concept Plan for the development of various amenities south of Valmont Road.Vision Maintenance Building Repair, Paint and  Elect. $ 30,000 $ 600.00 Fiscally Constrained Picnic Shelters add 2 $ 50,000 $ 1,000.00 Fiscally Constrained Covered Parking for maint. vehicles $ 40,000 $ 800.00 Fiscally Constrained Primary Road Asphalt Repair and maint. $ 1,275,000 $ 25,500.00 Fiscally Constrained Secondary Road Asphalt Repair and maint. $ 25,000 $ 500.00 Fiscally Constrained Unpaved Road Grade to overflow lot  $20,000  $ 400.00 Fiscally Constrained Paved Parking Maint. and repair  existing $ 50,000 $ 1,000.00 Fiscally Constrained Flatirons Golf Course Valmont City Park Boulder Reservoir Roads, Parking and Trails Structures and Facilities Attachment B - BPR Unfunded Projects 180 Paved Parking Porous asphalt for  new boat parking $ 1,008,000 $ 20,160.00 There are critical repairs needed to the asphalt in the Coot trailer parking lot. This lot is at the top of the priority list for repair of parking lots at the Boulder reservoir. The large cracks and the dip in the lot where the new sewer line was installed pose safety hazards for thousands of patrons and risk of damage to patron boats and trailers. The Coot parking lot is a highly used year round by boaters, as well as special events. This lot is a highly sought after space for boat storage due to its close proximity to the boat ramp and easy accessible spots for boat parking. In addition to yearly boat storage this space is used as daily parking of vehicles and boat trailers by 60-100 patrons. The coot lot is also the location of the bike transition area for the full Ironman. During this event the lot is the location for 3000 bicycles and their athletes to transition from the swim to their bike. Given the current condition of the lot an assessment would need to be done to determine the most cost effective solution to address the current status of the lot. Fiscally Constrained Unpaved Parking Repair and maint.  exisiting $ 25,000 $ 500.00 Fiscally Constrained Paved Walkway and Plaza at Central drop-off $ 43,800 $ 876.00 Fiscally Constrained Soft Surface Trail 1 Regional trail $ 169,000 $ 3,380.00 Fiscally Constrained Soft Surface Trail 2 New connectintrails $ 29,000 $ 580.00 Fiscally Constrained Promenade Walkway concrete, asphalt or  soft‐surface at  shoreline $ 180,000 $ 3,600.00 Fiscally Constrained Landscape Improvements Native revegetation  on west boundary 57,000$ $ 1,140.00 Fiscally Constrained Landscape Improvements Screen  Planting/groupred trees 140,400$ $ 2,808.00 Fiscally Constrained Landscape Improvements Parking area trees  and srubs 184,950$ $ 3,699.00 Fiscally Constrained Picnic Tables Replace existing 15,000$ $ 300.00 Fiscally Constrained Shaded Bench Area 7,500$ $ 150.00 Fiscally Constrained Boat Storage Racks small craft 20,000$ $ 400.00 Currently the reservoir sells over 1000 Small watercraft permits per year. This number has steadily increased over the past 3 years. The demand to store those watercraft on site has also increased. Currently we have 8 spots that are specifically dedicated to smallcraft storage. Many patrons purchase a shore mooring spot and build their own racks to store multiple craft in one spot. This practice leads to a loss of revenue and an inconsistency in structures on site. The storage racks would allow 6-10 craft per structure and could potentially generate 30K-50K in revenue per year. The ability for more on site smallcraft storage address goal #4 in the Reservoir master plan to implement strategies to reduce and manage the risks of ANS infestation by decreasing the number of times a craft exits and reenters the park. This would also would decrease the amount of boat traffic through the front gate area and the number of smallcraft inspections that need to be performed Fiscally Constrained Signage for South Shore wayfinding, rules,  coutesy, interior  needs 160,000$ $ 3,200.00 Fiscally Constrained Signage for North Shore minimal additions  while north shore  plan is developed 5,000$ $ 100.00 Fiscally Constrained Water Entertainment System $ 240,000 $ 4,800.00 Fiscally Constrained Irrigation Upgrades to more  efficient systems and  support additional  trees, shrubs and  lanscaped areas.  Prepare for future  needs. $ 50,000 $ 1,000.00 Fiscally Constrained Fuel Station new shell $ 18,000 $ 360.00 Fiscally Constrained Rip Rap overflow from 6‐mile $ 50,000 $ 1,000.00 Fiscally Constrained Ped Crossings Paint, bump, mark at  10 locations $ 27,000 $ 540.00 Fiscally Constrained Regional Trail Access Gates 4,000$ $ 80.00 Fiscally Constrained Accessible Dock new in 3 locations $ 225,000 $ 4,500.00 Fiscally Constrained Existing Docks Repair and maint. $ 15,000 $ 300.00 Fiscally Constrained Boat Ramp Rip rap 60,000$ $ 1,200.00 Fiscally Constrained Site Amenities Infrastructure and Utilities Security, Safety and Access Attachment B - BPR Unfunded Projects 181 Boat Ramp Repair and  replacement 50,000$ $ 1,000.00 Fiscally Constrained Boat Launching Areas Rip rap 63,000$ $ 1,260.00 Fiscally Constrained Maintenance Area Compound Fence $ 15,000 $ 300.00 Fiscally Constrained West zone Notification signage 2,500$ $ 50.00 Fiscally Constrained Erosion Control along existing  Shoreline 20,000$ $ 400.00 Fiscally Constrained Goose Manure Collector 8,000$ $ 160.00 Fiscally Constrained Prairie Dog Fence $ 10,000 $ 200.00 Fiscally Constrained Goose Beacons $ 15,000 $ 300.00 Fiscally Constrained Coot Lake Restoration and Enhancement 1,500,000$ $ 30,000.00 Plans for south & east shoreline stabilization (north shore is already in progress) at Coot Lake. Wetland permitting would be needed even for floating islands to be installed. The banks are experiencing erosion issues due to users accessing the lake wherever they want so fencing would be installed to create designated access points. Trail repairs will be included over to 55th and to provide better ADA access around the lake. Signage would be updated. Parking, amenities and facilities would be updated as they are in a major state of disrepair and are potential liabilities. Work must be coordinated with nesting birds and other wildlife in mind. Fiscally Constrained ARA Thunderbird Lake Dredging 75,000$ $ 1,500.00 Given potential drought conditions and our commitment to keep the water at a certain level, this project is a priority. The low lake levels, poor water quality and lack of water views and access would finally be addressed by dredging the lake and installing a pier. Consultants and wetland permits would be required. Educational signage that was not completed in the last round would be added to address the value of urban natural lands, nature play, “Bee Friendly” areas, the history of Burke Park and significance to local farming, the ecology of the current pond and wetlands as well as the geological formations that are influencing water in the region. Fiscally Constrained ARA Boulder Reservoir North Shore Resource Management 450,000$ $ 9,000.00 Implement recommendations such as wildlife and vegetation surveys, prescribed burns, erosion control, habitat improvement, invasive removal/vegetative restoration, closures, etc. Fiscally Constrained Community Park Enhancements 11,600,000$ $ 232,000.00 Includes the design and development of enhancements to community parks including: Foothills Community Park, Harlow Platts Community Park, and East Boulder Community Park. Each of these Community Parks has planned future phases that include additional amenities and recreation areas not including athletic fields: Action Boulder Civic Area Phase 2 Development 8,000,000$ $ 160,000.00 This project would provide a key next step in the momentum of the Civic Area transformation by implementing key amenities that support the guiding principles and vision of the Civic Area based on a wealth of support from the community and City Council. This next phase of Civic Area implementation would develop the community-supported, public market by renovating the existing Atrium building at 13th and Canyon. To compliment this phase, the adjacent Central Park would be renovated and improved to better support an active market, events and programs within the East Bookend. Additionally, this phase would provide a public restroom, enhancements to 13th Street and opportunities for a variety of public/private partnerships. Action Historic and Cultural Facility Improvements 2,758,000$ $ 55,160.00 The city's historic assets must be maintained appropriately to preserve them over time and for future generations. Additionally, some assets are governed by various grants that require certain maintenance efforts and upgrades to meet requirements of grant funding. Conservation and preservation of important historical and cultural assets in the community that are managed by the Parks and Recreation Department including the Columbia Cemetery, Chautauqua Park, Pottery Lab, Harbeck House, Boulder Bandshell, Boyd Smelter Site, Roney House at Valmont Park and the historic locomotive assets housed at the CO Railroad Museum. Action Rec Centers and Indoor Pool Renovations 8,640,000$ $ 172,800.00 The rec centers are foundational to the city's delivery of programs and services that enhance the social capital including the health and wellness of the community. The centers serve a broad range of residents with multi-generational facilities and inclusive to all income levels. This funding would allow uninterrupted service to the community and enhance the centers to provide quality facilities and equipment. This will address the existing backlog of maintenance items within the recreation centers including pools while also providing key upgrades and enhancements to better serve the community 's focus on health and wellness. This would restore the facilities to "like-new" condition by allowing BPR to catch up on maintenance and provide some new planned amenities to improve the facilities. Action Area III Concept Planning 200,000$ Develop long-term plan for the development of the Area II park planning reserve to support the department needs within the community.Vision Sports Complexes and Athletic Field Improvements 5,240,000$ $ 104,800.00 Provision of ballfields continues to be a priority for the community and growth continues in sports leagues and programs. This funding would allow the city to provide critical upgrades and new fields to support the growing demand as evidenced in the Athletic Field Study. Address backlog of maintenance needs to keep fields open and up to standards while also enhancing parking and other amenities. Design and development of new or improved diamond and rectangular athletic fields at existing Parks and Recreation facilities in support of various team sports leagues and multi-use practice field needs. Action Natural Lands General Parks and Recreation Needs Water Quality and Environment Attachment B - BPR Unfunded Projects 182 3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200 TO: Parks and Recreation Advisory Board FROM: Alison Rhodes, Director, Parks and Recreation Department Jackson Hite, Business Services Manager SUBJECT: Matters from the Department DATE: June 27, 2022 A. BPR Workforce Overview Upon request from the board, this item provides an overview of BPR organizational structure and staffing levels. At the meeting, staff will share a presentation that outlines BPR’s Leadership structure shifts over the past several years, current staffing organized by the seven service areas of the department, and staffing capacity as of June 2022. With the presentation, staff will provide updates on several recent hires. Two of them will have regular interaction with the PRAB: • Senior Planning Manager – Mark Davison joins the BPR team officially on June 27, 2022 and will begin working with the team after the 4th of July holiday and a previously planned family vacation. Mark brings 25 years of experience in public landscape design, construction and operation. Mark has a degree in Landscape Architecture from Manchester School of Design, England and a Masters in Landscape Architecture from the University of Pennsylvania. Mark’s prior experience includes working for the National Park Service, Oregon Parks and Recreation, and Boulder’s Open Space and Mountain Parks department. His experience is broad and deep, enabling him to able fill the three key competencies for this role: o Strategic Leadership, aligning our actions, plans and investments with citywide values and plans and actively participating in the department’s leadership to inspire continuous improvement and high-quality service delivery. Mark will also help ensure that BPR is responsive to trends, new technologies and best management practices in the areas of urban park planning and design, recreation facility development, and environmental sustainability – including considerations for equity and climate change mitigation and adaptation. o Technical Expertise, sponsoring the department’s Asset Management Program and Design Standards to ensure we care for Boulder’s park system today and into the future and ensuring sound stewardship of the same through long-range planning and capital investment. 183 3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200 o People Leadership – Mark will manage a team and is responsible for fostering a positive team culture that encourages department and citywide coordination and promotes a climate where teammates can do their best. • Executive Assistant, Rosa Kougl – Rosa joins the team after eight years in a similar role with the City of Arvada. Rosa will spend June 27 in citywide orientation and join her first PRAB meeting in July. Rosa has a B.S. in Business Administration from the University of Wyoming and two master’s degrees from Regis University; a Master’s of Science in Market Strategy and an Master’s of Business Administration. Rosa is eager to join the city, expressing a strong alignment with the city’s focus on diversity, equity and inclusion. Rosa is experienced with communications and community engagement and her experience will add value to departmental efforts related to process improvement, accreditation, and racial equity. Board members will be contacted in July with more details about her onboarding and opportunities to get to know Rosa, as she will be the department’s board liaison. Attachment A BPR Workforce Overview 184 BPR Workforce Overview 2019-2023 01 185 BPR Leadership: 2014-2019 02 DIRECTOR COMMUNITY BUILDING + PARTNERSHIPS BUSINESS SERVICES DEPUTY DIRECTOR OF OPERATIONS URBAN PARK OPERATIONS DISTRICT SERVICES PROGRAMS & PARTNERSHIPS REGIONAL FACILITIES PLANNING + ECOLOGICAL SERVICES 186 BPR Leadership: June 2020 -Today 03 DIRECTOR Ali Rhodes COMMUNITY BUILDING + PARTNERSHIPS Bryan Beary URBAN PARKS Dennis Warrington RECREATION Megann Lohman REGIONAL FACILITIES Stephanie Munro PLANNING + ECOLOGICAL SERVICES Regina Elsner - Interim BUSINESS SERVICES Jackson Hite 187 BPR Leadership: July 2022 04 DIRECTOR Ali Rhodes BUSINESS SERVICES Jackson Hite DEPUTY DIRECTOR OF COMMUNITY SERVICES Recruiting RECREATION Megann Lohman COMMUNITY BUILDING Bryan Beary REGIONAL FACILITIES Stephanie Munro PLANNING Mark Davison URBAN PARKS Dennis Warrington NATURAL RESOURCES Regina Elsner EXECUTIVE ASSISTANT Rosa Kougl 188 Business Services 05 Business Services •Budget Stewardship •Human Resources •Systems Administration •Process Improvement •Data & Analytics Sr. Manager Business Services Jackson Hite Budget Sr. Analyst Stacie Hoffmann 1.0 FTE Data Analyst Chris Passarelli IT Applications Sr. Administrator Tim Duda 2.0 FTE 189 Planning 06 Planning •Capital Improvement Program •Long-term Planning •Policy and Land Use •Asset Management •GIS •Construction Planning Sr. Manager Mark Davison City Sr. Planner Tina Briggs 1.5 FTE Sr. Landscape Architect Vacant Sr. Landscape Architect Doug Godfrey Construction Team 5.0 FTE 190 Urban Parks 07 Urban Parks •Park Maintenance •Irrigation •Horticulture •Sports Turf/Athletic Fields •Asset Management Park & Landscaping Maintenance Sr. Manager, Dennis Warrington Landscaping & Irrigation Supervisor Pete Lockett South Zone 5.0 FTE Landscaping & Irrigation Supervisor Josh Benedict Downtown / Civic Area 8.0 FTE Landscaping & Irrigation Supervisor Nick Haupt North Zone 5.0 FTE Landscaping & Irrigation Supervisor Aaren LeMieux Athletics / Sports Turf 7.0 FTE Landscaping Operations Supervisor John Falkenberg Irrigation 6.0 FTE Landscaping Operations Supervisor Gabriel Aksamit 3.0 FTE Fleet Mechanic I Tim Sedlack 191 Natural Resources 08 Natural Resources •Forestry •Natural Lands •Urban Park Rangers •Climate Resilience Sr. Manager Natural Resources Regina Elsner Forestry Manager Kathleen Alexander 7.0 FTE Ecology Supervisor Joy Master 3.0 FTE Lead Ranger Aaren Morrell 2.0 FTE 192 Regional Facilities 09 Regional Facilities •Boulder Reservoir •Flatirons Golf Course •Valmont City Park Sr. Manager Regional Facilities Stephanie Munro Golf Operations Manager Tom Buzbee 5.0 FTE Reservoir Operations Stacy Cole 4.0 FTE Valmont Supervisor Mike Rossi 2.0 FTE 193 Community Building + Partnerships 10 Community Building + Partnerships •EXPAND •YSI •Youth/Camps •Events •Volunteers •Partnerships •Marketing Sr. Manager Community Partnerships Bryan Beary Recreation Supervisor (EXPAND, YSI, Inclusion, Camps) Lori Goldman 6.25 FTE Community Access Administrator Rosa Wright Community Outreach Supervisor Vacant Volunteer Program Leads Cassy Bohnet Mary Malley Marketing Manager Heidi Mallon 2.0 FTE Communications Program Manager Jonathan Thornton 194 Recreation 11 Recreation •Recreation Centers •Aquatics •Health & Wellness •Gymnastics Sr. Manager Recreation Megann Lohman Sports Program Manager 1.0 FTE General Recreation Program Supervisor Kate Houlik 2.0 FTE Health & Wellness 3.0 FTE Gymnastics Aquatics Supervisor Tim Stabbe 6.75 FTE Recreation Center Supervisors Matt Pilger –SBRC Maxen Jones –EBCC Matt Gazdik -NBRC 9.5 FTE 195 FTE and Hours worked by Division 12 0 20 40 60 80 100 120 140 160 2019 Actual 2020 Actual 2021 Actual 2022 Budgeted 2023 Proposed Budgeted FTE Admin / Business Services Planning Urban Parks Ecological Services Regional Facilities Community Services Recreation 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 200,000 2019 Actual 2020 Actual 2021 Actual 2022 Budgeted 2023 Proposed Seasonal / Temp / Variable Hours Worked Admin / Business Services Planning Urban Parks Ecological Services Regional Facilities Community Services Recreation 196 FTE & Hours worked by Division 13 PT Hours 2019 Actual 2020 Actual 2021 Actual 2022 Budgeted 2023 Proposed Admin/ Business Services 33 ---- Planning ----1,050 Urban Parks 10,696 8,862 11,031 20,770 17,094 Ecological Services 2,884 1,487 3,163 2,728 3,808 Regional Facilities 42,689 16,523 33,055 39,247 39,823 Community Services 26,274 8,239 11,828 18,051 19,488 Recreation 112,237 48,807 60,232 75,107 87,124 Total 194,812 83,917 119,308 155,903 168,387 PT Hours 2019 Actual 2020 Actual 2021 Actual 2022 Budgeted 2023 Proposed Admin/ Business Services 14.50 13.50 13.50 13.50 14.50 Planning 11.25 12.00 12.00 12.00 13.00 Urban Parks 40.00 38.00 38.00 41.00 44.00 Ecological Services 12.00 11.00 11.00 12.00 16.00 Regional Facilities 15.75 14.75 14.75 15.00 16.00 Community Services 12.75 8.75 8.75 9.75 13.75 Recreation 35.25 23.00 27.75 30.75 33.75 Total 141.50 121.00 125.75 134.00 151.00 Budgeted FTE Seasonal / Temp / Variable Hours Worked 197 Standard Staff Capacity 14 January 1 –7% Vacancy Rate May 2, 2022 –6% Vacancy Rate May 30, 2022 –12% Vacancy Rate *4 additional FTE added with ATB1 (3 in Ranger program, 1 Deputy) June 27, 2022 –7% Vacancy Rate * To be updated every 4 weeks moving forward Status on Vacancies: Position FTE Status Division / Workgroup Executive Assistant 1.0 Rosa Kougl starts 6/27 Director’s office Sr. Planning Manager 1.0 Mark Davison starts 6/27 Planning 2 Ranger Naturalist Crew Leads 2.0 1 starts 6/27; 1 start date TBD Natural Resources / Urban Ranger Parks and Recreation Sr. Manager (Natural Resources)1.0 Regina Elsner starts 7/11 Natural Resources Facility Maintenance Lead Technician 1.0 Screening applicants Recreation / Aquatics 3 Aquatic Facility Monitors 2.25 Accepting Applications –1 hired Recreation / Aquatics Landscaping & Irrigation Technician I (South Zone)1.0 Accepting Applications Park Operations / South Zone Landscaping & Irrigation Technician I (Sports Turf)1.0 Accepting Applications Park Operations / Athletics Deputy Director 1.0 Accepting Applications Director’s Office Recreation Member Service Representative III 1.0 Accepting Applications for 2 0.5FTE Recreation / Centers Sr. Landscape Architect 1.0 To be posted 6/27 Planning Parks & Recreation Program Manager (H&C Assets)0.5 Pending -review JD Planning / Historical & Cultural Assets Events Sr. Program Manager 1.0 Pending -discuss department needs Community Programs / Special Events 198 2022 Non-Standard Capacity 03 18369 27 30 2022 Hiring Makeup As of June 13, 2022 New Hire Rehire Additional Position Position Change 0 50 100 150 200 250 300 350 400 450 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26Non-standard staff working in Pay PeriodPay Period Seasonal / Temporary Employees working / PP 2019 2020 2021 2022 199 2023 Requested Positions 03 Division Position FTE Community Services Access Navigation (P1)1.00 Community Services Youth Programming (P1)1.00 Community Services Recreation Supervisor (TBD workgroup)1.00 Community Services Partnership Management (P2)1.00 Natural Resources Forestry Planner 1.00 Natural Resources Ranger Supervisor 1.00 Natural Resources Ranger I 1.00 Natural Resources Ranger I 1.00 Planning Project Manager (P2)1.00 Recreation Aquatics Coordinator 1.00 Recreation Facility Operations Coordinator 1.00 Recreation .5 Recreation Coordinator (H&W)0.50 Recreation .5 Recreation Coordinator (Sports)0.50 Regional Facilities Year Round Boat Inspector 1.00 Urban Parks Landscaping & Irrigation Technician II (North Zone)1.00 Urban Parks Landscaping & Irrigation Technician II (South Zone)1.00 Urban Parks Landscaping & Irrigation Technician II (Civic Area)1.00 200 3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200 TO: Parks and Recreation Advisory Board SUBJECT: Matters from the Board DATE: June 27, 2022 A. PRAB Meeting Format Check-in As stated in director updates, 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. Given this change in format for council, boards and commission meetings will remain all-virtual for the time being. Council will likely transition back to in-person or hybrid meetings before boards and commissions. The intent of this item is to gather PRAB feedback on members preferences for moving to hybrid or in-person meetings in the future. There is not currently a timeline for any transition to occur, so this is a conversation about preferences to better guide staff resources once hybrid or in - person options are made available. In-person meetings may occur in council chambers or other venues given availability determined by staff. Questions for the PRAB to consider include: • Would members prefer virtual, in-person or hybrid meetings? • What type of hybrid meeting would members prefer? o Staff and board members attend in person, public participation virtual only o All members, staff and public have the option of attending virtually o Other B. Holiday Meetings & Retreat (verbal) C. PRAB Matters (verbal) 201