06.26.23 PRAB PacketAGENDA
All agenda times are approximate
I.APPROVAL OF AGENDA (2 minutes)
II.FUTURE BOARD ITEMS AND TOURS (2 minutes)
III.PUBLIC PARTICIPATION (15-30 minutes)
A.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.
IV.CONSENT AGENDA (5 minutes)
A.Approval of Minutes from May 22, 2023
B.Parks and Recreation Planning, Design and Construction Updates
C.Parks and Recreation Operations Updates
V.ACTION ITEMS
A.Public Hearing and Consideration of Motions Approving the 2024
Expenditures from the Permanent Parks and Recreation Fund and
Recommending the 2024-2029 Parks and Recreation Department
Capital Improvement Program for Planning Board and City Council
approval. (45 minutes)
VI.MATTERS FOR DISCUSSION/INFORMATION
A.Historic Places Plan (HiPP) Final Draft (45 minutes)
B.2024 Budget Strategy and Fee Policy (45 minutes)
VII.MATTERS FROM THE BOARD
A.PRAB Handbook revisions (5 minutes)
B.Continued Discussion on Board Liaisons to BPR Projects (10 minutes)
C.PRAB Matters (Verbal) (5 minutes)
VIII.NEXT BOARD MEETING:
A.6:00 p.m. July 24, 2023
IX.ADJOURN
Parks & Recreation Advisory Board
Hybrid Meeting
6:00 p.m., June 26, 2023
Boulder Parks & Recreation
Advisory Board Members 2023
Andrew Bernstein
Charles Brock
Elliott Hood
Anna Segur
Anita Speirs
Jason Unger
Sarah van der Star
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
JUNE 26 JULY 24 AUGUST 28 SEPTEMBER 25
Hybrid for members & staff.
Public Comment remains Virtual.
Hybrid for members &
staff. Public Comment
remains Virtual.
Hybrid for members &
staff. Public Comment
remains Virtual.
Hybrid for members &
staff. Public Comment
remains Virtual.
Regular
Mtg (c)
•Future of Recreation Centers
Summary
•Park on Violet
•Flatirons Golf
Course
•North Boulder Park
•Pool Fall closure
dates
•Flatirons F&B bid
update
•Budget Process
Update
•Pleasant View
Access Study
•Encampments Update
•Flatirons Golf Course
•North Boulder Park
•Bill Bower Donations
Regular
Mtg (a) •2024-29 CIP (45 min)•HiPP Final Draft (15
min)
•Fee Policy Adoption
(60 min)
•Flatirons Golf Course
& F&B partner (15
min)
Regular
Mtg
(d/i)
•HiPP Final Draft (45 min)
•2024 Proposed Budget &
Draft Fee Policy prior to
adoption (45 min)
•Flatirons F&B
August 1, 2023,
Vendor selection and
Lease Negotiations
•Summer After Action
review
•Marketing Plan
overview
Regular
Mtg
(md)
•Reimagining Civic
Area: Phase 2
Project Progress (45
min)
•Ranger Program
Introduction (10
min)
•Park on Violet (20
min)
Regular
Mtg
(mb)
•Park Project Liaisons •Potential for Field
Trip to the golf
course.
•August meeting
discussion
•Retreat planning (20
min)
•Retreat Agenda review
(10 min)
Other
Mtgs or
Topics
June 7:
Landmarks Board for HiPP
Dept
Events
& Items
of
Interest
June 2 - 3:
Arts in the Park: Boulder Ballet
June 12: Concerts in the Parks:
East Palo Park
June 14:
Flatirons Golf Course
Groundbreaking Celebration, 9am
June 19:
Juneteenth COB Holiday
June 19:
Spruce Pool Tentative
June 19: Concerts in the Parks:
East Boulder Community Park
July 3: Concerts in the
Parks: Harlow Platts
Community Park
July 4:
Celebration COB
Holiday
July 4:
Arts in the Park: Boulder
Symphony
July 10: Concerts in the
Parks: Scott Carpenter
Park
July 15:
Chautauqua 125th
Anniversary
Aug 4:
Yappy Hour on 13th
Street, 3pm
Rec Center Shutdowns
Aug 12-20: NBRC
Aug 26-Sept 4: EBCC
Aug 26:
Reservoir Beach closes
August 27:
2023 Great Boulder Duck
Race at Scott Carpenter
Pool
Sept 4:
•COB Holiday
•Pools close
Council approves budget
June 25:
Rollerpalooza on 13th Street, 1pm
July 17: Concerts in the
Parks: Salberg Park
July 21:
Dancing in the Street on
13th Street, 5:30pm
July 24: Concerts in the
Parks: Martin Park
July 29: Arts in the Park:
Boulder Opera
July 30:
Picnic on the Pavement
on 13th Street, 11am
July 31: Concerts in the
Parks: Chautauqua Park
AGENDA SETTING
The PRAB Chair, PRAB Vice Chair and BPR staff set the agenda for the next month on Thursday directly following the regular PRAB meeting. PRAB members can
submit agenda requests to the Chair and Vice Chair by Wednesday following the PRAB regular meeting for consideration. If time-sensitive matters arise, PRAB
Chair and Vice Chair may amend the agenda as needed.
LEGEND
Action Item (a): A public hearing item to be voted on by the Board (public comment period provided).
Procedural Item: (p): An item requiring procedural attention.
Consent Item (c): An item provided in written form for consent, not discussion by the Board; any consent item may be called up by any Board member for discussion
following the consent agenda.
Discussion/Information Item(d/i): An item likely to be a future action item (or council item) and/or that benefits from an in-depth discussion.
Matters from the Department (md): Items that will be reviewed and discussed during the meeting but not requiring as much in-depth analysis.
Matters from the Board (mb): Items initiated by the Board that will be reviewed and discussed during the meeting but not requiring as much in-depth analysis.
City Council Item (cc)
Other Boards and Commissions (obc)
Community Engagement and/or Events (e)
Holiday/Closure (h/c)
Italics indicate a tentative date or plan.
TO: Parks and Recreation Advisory Board
FROM: Alison Rhodes, Director of Parks and Recreation
Bryan Beary, Senior Manager, Community Building and Partnerships
Mark Davison, Senior Manager, Planning
Regina Elsner, Senior Manager, Natural Resources
Jackson Hite, Senior Manager, Business Services
Megann Lohman, Senior Manager, Recreation
Stephanie Munro, Senior Manager, Regional Facilities
Scott Schuttenberg, Deputy Director
Dennis Warrington, Senior Manager, Urban Parks
SUBJECT: Consent Agenda
DATE: June 26, 2023
A. Approval of Minutes May 22, 2023
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 22, 2023
Contact Information Preparing Summary: Rosa Kougl; 303-413-7223
Board Members Present: Charles (Chuck) Brock, Jason Unger, Sunny van der Star, Anita Speirs,
Anna Segur
Board Members Absent: Elliott Hood, Andrew (Bernie) Bernstein
Staff Present: Ali Rhodes, Rosa Kougl, Tina Briggs, Mark Davison, Jackson Hite, Jill Sobel, Megann
Lohman, Jonathan Thornton, Stephanie Munro, Bryan Beary
Guests Present: N/A
Type of Meeting: Regular
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. First motion by Segur, second by Unger. The motion passed 5-0.
Agenda Item 2: Future Board Items:
Rhodes, Director of Parks and Recreation, reviewed upcoming agenda items and events.
No PRAB follow up questions or comments.
Agenda Item 3: Public participation:
• Kathryn Barth shared historical inspiration from research regarding the Civic Center Historic
District
• Bill Brenner shared the mission and program background of the Boulder community swimming
program known as Boulder Aquatic Masters (BAM).
• Patrick O’Rourke provided information on an upcoming Historic District application for the
Civic Area and also shared he has input for Open Space and Mountain Parks on the Fort
Chambers marker recently removed.
• Mike Ellis expanded on the clientele base of the Boulder Aquatics Masters program
• Mark Eller provided an update on behalf of the rowing community
• Rhys Campbell expressed clarification that the Boulder Aquatics Masters program is
community based
• Kevin Godzik shared his insight on the state of tennis courts from the perspective of a new
resident
• Tanya Cumalat expressed a need for indoor public tennis courts
• Larry McKeogh cited historical statistics of the Boulder Aquatics Masters program and
highlighted the community connection of this program
Agenda Item 4: Consent Agenda
A. Approval of Minutes from April 24, 2023, Business Meeting
Motion to approve the minutes from the April 24, 2023, Regular PRAB meeting. First motion
by Unger, second by Speirs. The motion passed 5-0.
B, C, D. Updates from the Director, Project Updates, Operations & Development
PRAB had the following questions/comments:
• Shared interest for developing a tool, or a way to evaluate the climate effects of any new
project, like the racial equity instruments, that can be used for doing climate specific impacts of
capital projects and BPR services, more specifically the Pleasant View project.
Agenda Item 5: Items for Action
• No items
Agenda Item 6: Matters for Discussion
• No items
Agenda Item 7: Matters from the Department
A. Court System Plan
Briggs presented this item. PRAB had the following questions/comments:
• Has there been a noise study done?
• What will be the total loss of non-tennis city courts?
• Are the Centennial Courts included in the count of courts?
• Are the Centennial Courts available for public drop in use?
• Would there be an interest in cost sharing with BVSD so that these courts can remain open for
public use?
• Would like to encourage the idea of looking at private court owners such as apartment courts
and seeing if there's a way to facilitate access to the community.
• Are there BVSD courts at Manhattan?
• Is there an option to cover public courts and if yes, could this be a revenue generator?
B. 2024 Budget Strategy Roadmap and Fee Policy
Hite presented this item. PRAB had the following questions/comments:
• Would we be able to use another word besides “exclusive”, for example “specialized”?
• Has there been recognition from the City Council that comparison of the fees between other
cities and the Front Range are not apples to apples comparisons because we don't get the
general fund subsidies that other cities do and as a result, they can offer lower fees for access to
their facilities. Is there recognition of that in city council?
• It's important to emphasize the difference between how we get our overall funding in Boulder
compared to surrounding cities because we do not get the same level of General Fund subsidy.
It is a decision that Boulder has consciously made, and the public needs to be aware of it so that
they are not upset when they compare what it costs to go to some place in Louisville or
Longmont or somewhere else.
• A new idea would be to clarify the costs of operations on receipts.
Agenda Item 8: Matters from the Board Members
A. Annual Review: PRAB Email Response Coordination
PRAB had the following questions or comment:
• There is no need for such a structured program as the number of emails has dropped off.
• For now, “we're listening, we've heard your concerns and it is something we're discussing, or it
is something we are going to discuss” will be sufficient for a reply.
• Any one of the members can respond when they feel the connection or passion towards a
specific subject.
B. Board Liaisons to BPR Projects
PRAB had the following questions or comment:
• Interest expressed as noted on Attachment A. Request for continued discussion on June agenda
C. August Meeting Planning
PRAB had the following questions or comment:
• Request for continued discussion on June agenda and as more information is available about
site meetings.
D. PRAB Matters
• No PRAB follow up questions or comments.
Agenda Item 9: Next Board Meeting
Next Board meeting: Study Session, Monday, June 26, 2023, Hybrid
Agenda Item 10: Adjourn
The meeting was adjourned at 7:43 p.m.
Approved by: Attested:
___________________ _____________________
Chuck Brock Rosa Kougl
Board Member BPR Staff
Date: ______________ Date: _________________
2023-2024 Opportunities
Board Liaisons to BPR Projects
Park Plans
Violet Park Development, Design
through Q1-2024
Chuck Brock, Anita Speirs
Civic Area Phase II, Design through
2025
Jason Unger, maybe Chuck Brock
Boulder Creek Management Plan,
Design through (2024?)
Jason Unger
Public Private Partnerships: Q2 2023
Q2 2024
•Flatirons Golf Course
•Boulder Reservoir
Flatirons & Reservoir:
Sunny van der Star, Anita Speirs
System Plans and Initiatives
Courts System Plan, Q2 2023 - Q4 2023
BPR Fee Policy, Q2 2023 - Q2 2024
Recreation Centers Future, Q2 2023 -
Q3 2024
Sunny van der Star, ask Bernie
Bernstein
Regional Facility Business Plans, Q3
2024 - Q2 2024
Jason Unger
Boulder Junction Phase II, Q2-2023-
Q4 2024
Elliott Hood selected at March 2023
meeting
PLAY Boulder**, Q2-2023 Option exists to serve as an informal
liaison or as a board member of
PLAY
Liaison: Anna Segur
Board Member: Chuck Brock,
Anita Speirs will consider
Attachment A of May 22, 2023 Draft Meeting Notes
B. Parks and Recreation Planning, Design and Construction 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.
Overview of Project Status
•Planning Projects Underway: Staff or contractors continue to work on the following
projects and will update the PRAB as major milestones are achieved:
o Bill Bower Interpretive Garden (planning phase)
o Civic Area Reimagining – Phase 2 (design phase)
o Citywide Design the Future (planning phase)
o Flatirons Golf Course (construction phase)
o HiPP (planning phase)
o North Boulder Park (design phase)
o Pleasantview (design phase)
o Recreation Facilities Plan (planning phase)
o Violet Park (planning phase)
•Planning Projects in Scoping: Staff are working on scoping the following projects for
2023 and 2024 and will update the PRAB as projects get underway.
o Boulder Creek Path Plan
o Courts System Plan
o Civic Historic District Evaluation
o Pearl Street Place Making
Planning
Flatirons Golf Course Facility Groundbreaking
On Wednesday, June 14, city officials, staff, White Construction, Z Design Group, and
community members gathered to celebrate the groundbreaking of the new facility at Flatirons
Golf Course. At the ceremony, Golf Operations manager Tom Buzbee, City Manager Nuria
Rivera-Vandermyde and Parks and Recreation Director Ali Rhodes delivered comments to mark
the occasion.
The facility will replace key infrastructure lost in the 2013 flood. It will include a family-friendly
restaurant and bar, restrooms, and an event patio. Construction is expected to last until Spring
2024. A public grand opening celebration will be held once complete. The Parks and Recreation
Advisory Board (PRAB) and City Council approved the project with the 2021 Capital
Improvement Program (CIP).
o
Future of Recreation Centers:
As Boulders’ Recreation centers age, the city is in the very early stages of identifying
funding for the investments needed to maintain these buildings and levels of service as
part of the Future of Recreation Centers project.
PRAB heard about this project as part of the Matters from the Department at the February
2023 meeting (starts on page 24).
Engagement Window 1
Following the presentation to PRAB, staff opened the first round of public engagement.
This began in April with a questionnaire posted online, 3 in-person listening sessions, and
associated social media, emails, and poster communications.
The questionnaire was available online from April 6 through June 2 in both English and
Spanish. This consisted of short, open-ended questions to gauge the publics likes and
dislikes about current facilities and hopes and concerns for the future. Over 1,270 people
completed an online survey during the 8-week period.
Listening sessions at each recreation center during April provided an in-person
opportunity for community members to answer the same questions and chat informally
with staff about the project. Staff talked to several dozen community members at each
center for a total of approximately 75 people.
Given the large number of responses, staff is currently analyzing the questionnaire
responses and will provide an engagement summary at the July PRAB meeting.
City Council Study Session
City Council discussed fundings strategies for city-owned buildings, including the
recreation centers, at their May 25 study session. The memo, the recording and the
resulting study session summary which includes council’s directions to staff can all be
accessed online. A key outcome of the meeting was City Council approving the sale of
some city-owned buildings to provide financing for consolidation at the Western City
Campus and approving the exploration of partnerships for the operations and
maintenance of facilities.
Next steps
Staff is currently analyzing the questionnaire responses and will provide an engagement
summary at the July PRAB meeting.
Parks and Recreation staff are working with Facilities to identify funding and prioritize
renovations at the Recreation Centers.
Photo of gymnastics participants sharing their thoughts on current and future recreation centers
this April at North Boulder Recreation Center.
New Park on Violet Avenue
BPR staff have been working with staff in Utilities and Transportation & Mobility to finalize the
project scope and a funding strategy that includes contributions from all three departments and
coordinated grant requests. The final scope includes the addition of approximately 1 acre to the
study area. This city-owned property at 1800 Violet Avenue is immediately south of the east end
of the park and was purchased after the 2013 flood to remove residential structures from the high
hazard and flood conveyance zones. It is currently managed by Utilities and has been included in
this project to investigate whether and how the site could be incorporated into park development.
The final request for proposals was published on Thursday, June 15, and final proposals are due
July 14, 2023. Staff anticipate awarding a contract to the successful design team by the end of
August.
Meanwhile, staff have begun relationship building with Boulder Meadows residents to elevate
their voices in the design and engagement process. For example, two recently hired high school
interns will support upcoming workshops with current participants in BPR’s Get Fit Program,
part of the Youth Services Initiative (YSI) at Boulder Meadows. These early conversations will
help staff understand young people’s values and feelings about the site, as well as what activities
they would like to do at the future park. Similarly, Growing Up Boulder will lead an engagement
in August with children under 5 living in Meadows or Ponderosa and their parents and
caregivers. The three community connectors for the project, with help from interns and staff, will
also soon begin engaging residents through informal outreach and with a booth at two block
parties at Ponderosa and Meadows that the city’s Communications and Engagement Department
is planning for July and August respectively. As part of another city-wide event on Sunday,
September 10, 2023, called What’s Up Boulder, all nearby city residents will be notified and
invited to the park site for pop-up play opportunities and a chance to weigh in on the vision and
values for this neighborhood park.
BPR staff will present updates to the PRAB in August.
C. Parks and Recreation Operations Update
Seasonal Hiring Demographics
BPR staff continue to focus on actively recruiting a diverse group of employees. As of June 7,
Parks and Recreation hired 272 seasonal employees to assist with 2023 summer operations.
During the hiring process, each of these new employees were asked to self-report how they
identify. Through this self-reporting process, 43 (16%) identified as non-white.
Summer Pool Updates
•Pool Staffing: Summer season is in high gear and BPR has hired more aquatics staff than
ever before. Through the month of June, the aquatics team is working to onboard and
train these new employees. As possible, BPR is adding hours to indoor and outdoor
facilities currently in operational order. As of the week of June 19, all operational indoor
and outdoor pool facilities will have at least some hours of operation seven days a week.
Additions include more indoor lap and leisure swim hours at both the East Boulder
Community Center and North Boulder Recreation Center, 11am – 6pm daily operations
at Spruce Pool, and additional morning and evening swim opportunities for the leisure
pool at Scott Carpenter. Please check the weekly online pool schedule for the latest
updates; updates are published each Sunday evening.
•South Boulder Recreation Center (SBRC) Pool: Staff has continued testing to identify
leaks in the pool at SBRC. Staff are pleased to report multiple leaks have been addressed
to date, and a plan has been identified to address the final known leak in an expansion
joint of the lap pool. BPR will be partially draining the SBRC lap pool this month to
apply an epoxy coating to the expansion joint, which should temporarily address the leak.
Given the location and type of leak discovered in the pool, the resealing of the expansion
joint at SBRC will become an annual maintenance checklist item completed each year
during the normal shutdown maintenance closure. Staff will be able to confirm this is the
final leak after the repair is completed and additional testing. When all repairs are
completed, BPR will reopen the pool at the South Boulder Recreation Center following
the winterization of outdoor pool facilities.
Natural Lands Management
•Annual Prairie Dog Census: Since the late 1990’s, Boulder Parks and Recreation
counts prairie dogs around the Boulder Reservoir annually. Much of the natural area
surrounding the Boulder Reservoir is designated at Critical Wildlife Habitat in the
Boulder County Comprehensive Plan. Critical Wildlife Habitat is considered rare,
irreplaceable, or difficult to replace, and essential to the conservation and
preservation of wildlife in Boulder County. Annual prairie dog counts provide
valuable data to ensure the long-term health of these populations and ecosystem. The
2023 counts are currently happening with staff and volunteers performing counts
three days each month in June, July, and August. Those interested in volunteering for
the July or August counts can email Volunteer Program Lead Jeanne O’Connor at
oconnorj@bouldercolorado.gov.
•Birds of Special Concern: Every year, volunteers help monitor for American bittern,
Northern harrier, osprey, and burrowing owl around the Boulder Reservoir and at
Coot Lake. Monitoring began in March and volunteers have documented multiple
active nest sites, including one osprey nest, two Northern harrier nests, and multiple
bittern nesting territories. The osprey are nesting on the new platform installed in
2022 after Canada geese took over their old nesting platform. Staff is hopeful that this
year’s nesting attempt will be successful.
C I T Y O F B O U L D
E R
PARKS AND RECREATION ADVISORY BOARD AGENDA
ITEM MEETING DATE: June 26, 2023
EXECUTIVE SUMMARY:
As part of the city’s annual budget process, departments develop a six-year Capital
Improvement Program (CIP). The current CIP for Boulder Parks and Recreation
(BPR) outlines plans for 2024 through 2029, including an update on 2023 capital
projects, with funds appropriated only for the year 2024. The Parks and Recreation
Advisory Board reviewed and discussed the CIP with two previous agenda items
on March 20 and April 24; this is the PRAB’s third and final touch on the CIP. 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 PRAB is also asked to provide a recommendation for City Council
consideration on the department’s annual budget, and so a second motion provides
the opportunity for PRAB to fulfill this responsibility.
AGENDA TITLE:
Public Hearing and Consideration of Motions Approving the 2024 Expenditures from the
Permanent Parks and Recreation Fund and Recommending the 2024-2029 Parks and
Recreation Department Capital Improvement Program for Planning Board and City Council
approval.
PRESENTERS:
Alison Rhodes, Director
Jackson Hite, Senior Business Services Manger
Mark Davison, Senior Planning Manager
Stacie Hoffman, Budget Analyst Senior
The CIP focuses on
implementing the 2022 BPR
Plan, with an emphasis on six
key themes that emerged through
engagement with the community
in the 2014 department plan and
were reaffirmed by the
community with the 2022 Master
Plan. They provide a framework
to help organize the BPRs
policies, goals and initiatives and
help shape the strategies that are
the focus for future action and
decision-making.
The themes 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.
All six themes provide guidance
to the CIP. Of critical importance
to maintaining community assets
is Taking Care of What We
Have. The themes of Community
Health and Wellness and Youth
Engagement & Activity ensure
BPR is providing the best
facilities, amenities, and
infrastructure to retain or expand
upon service levels. In addition,
BPR considers the most efficient, sustainable, and robust approach to managing
assets across the system and implement the policy as guided by the Financial
Sustainability and Organizational Readiness themes. Building Community &
Relationships provides strategies to build social capital and leverage community
investments, for example working with recreation groups to consider ways to fund
and manage facilities that can help achieve greater levels of investment.
BPR also is in alignment with city-wide objectives guided by the Sustainability, Equity and
Resilience (SER) Framework. As outlined in the agenda item on the 2024 Budget, the SER
framework includes objectives necessary to achieve Boulder’s vision of a great community,
organized around seven goal areas: Safe, Healthy and Socially Thriving, Livable, Accessible and
Connected, Environmentally Sustainable, Economically Vital, and Responsibly Governed. The
process began in 2022 by aligning organizational efforts to the SER Framework, including
budgeting by program, and aligning these investments to the goal areas.
IMPACTS:
Fiscal: With revenues exceeding conservative projections in 2023, the department’s
primary CIP budget (Lottery, .25 Cent Sales Tax Fund, Permanent Parks and
Recreation Fund) is budgeted at $36.0 million from 2024-2029, up from $28.1
million in 2023-2028. This is an annual average increase of $1.3 million or 28%. In
addition, the department is requesting a total of $67.5 million in other capital funds
including the Community, Culture, Resilience and Safety (CCRS) tax funding for:
EBCC Refresh (joint request with Facilities), Civic Area Park Reimagining Phase II,
Boulder Creek Path, and Pearl Street Mall Refresh.
PUBLIC FEEDBACK:
The June agenda item includes a public hearing, and the community will have the
opportunity to comment on the proposed CIP. The department conducted extensive
community engagement in developing the 2022 BPR Plan, and this CIP is guided by
the plan. The CIP is also informed by multiple plans and studies outlining capital
needs, each included community input as part of plan development. These projects are
outlined in the Plan Alternatives, page 88, of the 2022 BPR Master Plan, and the
associated guiding documents listed in each element of BPR’s system.
The 2022 BPR Plan provides clear direction on investment in facilities, parks, and
major asset categories across the system including courts, athletic fields, aquatics,
parking, and accessibility. Figures 1 and 2 summarize the major CIP projects,
organized by the three budgeting scenarios utilized city-wide to frame the city’s
ability to invest in the system. The Fiscally Constrained alternative prioritizes
spending within existing funding, focusing resources on maintaining service levels.
The Action alternative describes the extra services or capital improvements that could
be undertaken with additional funding. The Vision alternative represents the complete
set of services and facilities desired by the community, without regard to resources or
viability.
Fig 1. Table highlighting overarching guidance for park investment in the BPR capital program.
Fig 2. Table highlighting overarching guidance for facility investment in the BPR capital
program.
The project needs outlined in the 2022 BPR Plan and other planning 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 2024 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
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. As discussed with PRAB in 2022 and early 2023 in developing the Capital
Investment Strategy (CIS), BPR’s approach to developing the CIP included process
improvements to provide more transparency and efficiencies as well as alignment
with the department master plan and other department projects across the city. A
major update is providing a two-year outlook that better aligns with the reality of how
capital projects occur. The other major update was to update the categories defining
the types of capital investment BPR makes in the system:
Asset Management: this is where the department mostly focuses on “taking care of what we
have” by enhancing, maintaining, or replacing a series of assets in the BPR system under a
specific category (i.e., courts, athletic fields, parking lots & accessibility, etc.)
Park Plans: Developing a comprehensive plan for a major facility, an existing or new park
that includes concept and schematic design with cost estimating. These plans inform
implementation of new assets, replacement of existing, and enhancement of aging assets, as
well as major maintenance actions to ensure service levels are maintained (i.e., Violet Park
Plan, Civic Area Plan). Once at the schematic design phase, projects can be phased to build
and construct new assets and/or replace existing assets that have reached the end of their
lifecycle (i.e., North Boulder Park and Bill Bower Park)
System Planning: Provide an in-depth review of specific aspects of the system as a whole to
understand how best to manage and maintain specific categories of assets in the BPR
portfolio (i.e., Historic Places Plan, and Courts System Plan)
BPR is updating how assets are managed across the system using national standards. The first
phase of asset inventory is complete, and staff are beginning the work of implementing the asset
management program (AMP). In the last three years, BPR has worked through many
configuration challenges, learned how to better coordinate staff efforts with other departments,
and started the Phase 2 task of updating how BPR will keep track of maintain assets in the BPR
system of parks and facilities. In 2023, staff are developing a strategy to achieve full deployment
of the asset management program in line with CAPRA standards to update and complete the
inventory of assets, complete condition assessments, and develop a method for understanding the
criticality of the work needed. This next phase of work will remove the paperwork and
institutional memory required to uncover critical questions or prioritize efforts around assets and
infrastructure. The goal of fully implementing an asset management system is to use data that
will support BPR in making informed decisions about how best to prioritize capital investment
maintenance funds. The AMP informs prioritization of assets, as staff further improve the AMP,
BPR will be able to make more transparent this process for future CIPs.
Once again this year, staff has provided the PRAB with a “three touch” approach that included:
1) a discussion item at the March meeting communicating process, policies and procedures and
the definitions/criteria that guide the CIP development; 2) a discussion item 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.
The development of the 2024-2029 Capital Improvement Program (CIP) is an opportunity to
continue refreshing social infrastructure in alignment with department and citywide goals. A
challenge BPR faces is the pace of capital project spending in a given fiscal year. In 2022, BPR
spent about half of the capital appropriation approved in the budget. This reflects many factors
including recovering from COVID, supply chain issues, staffing capacity, cost escalations, and
other natural delays in construction. While the budget is a plan, it is also a commitment to
community and council that staff will execute on approved funding.
Capital projects, and capital dollars supporting those projects, present a true reflection of
anticipated work plans and project timelines. This will help BPR ensure it maintains strong
financial stewardship of public dollars. All projects within the CIP will also articulate their
alignment and impact on Citywide Sustainable, Equity, and Resilience (SER) goals and
objectives as well as the 2022 BPR Master Plan. Additionally, capital projects will also articulate
their alignment with the Boulder Valley Comprehensive Plan. The capital budget reflects a
considerable annual investment in community goals and priorities and aligning to an outcome-
based approach will help demonstrate the investments and prioritize where needed. In summary,
the proposed CIP for 2024 is informed by city-wide goals (SER framework), the 2022 Master Plan,
BPR existing plans for parks and facilities, and the AMP.
Analysis
For 2024 and the full 6-year CIP, staff performed careful analysis and projections for
all funds that contribute to the department CIP. Projected spending ensures that
spending remains within funding projections while still maintaining an appropriate
fund balance for reserves. Stable and dedicated funding is focused on “Taking Care of
What We Have”, or the asset management side of the CIP. Other funding sources
support specialized needs or projects above the Fiscally Constrained alternative, such
as the Community, Culture, Resiliency, and Safety tax (CCRS) for projects such as
the East Boulder Community Center retrofit. Balancing the community’s desires with
BPR’s financial reality requires that the department prioritize what can be
accomplished over the next six years.
As discussed above, staff have developed three categories to better reflect the
organization structure for how we manage the CIP, the three categories are described
in the diagram below and the following tables identifies the project underneath each.
We have also updated the workplan to reflect 2023 and 2024 project work in order to
be more transparent with how we manage and better reflect the typical life cycle of
for the duration of projects.
2023 and 2024 Capital Project Priorities (6-year plan provided in Attachment A)
Investments in Asset Management Program - reoccurs annually.
Asset Category Initial
Allocation in
2023
Updated Annual
Allocation for 2024
Bathrooms & Picnic Shelters No allocation $150k
Courts $200k $360k
Fields $200k $200k
Irrigation $100k $70k
General Maintenance $310k $0k (now in operating)
Forestry $500k $500k
Natural Lands No allocation $50k
Parking Lots, Access & Mobility $200k $300k
Play Areas $200k $0 (see North Boulder
Park)
Regional Parks No allocation $300k
Investments in Parks & Facilities - project specific.
Parks and Facilities Year Allocation Notes
Bill Bower Site Plan 2023 $8,000 Minor park
enhancements
EBCC Facility
Revitalization Plan 2023 $100,000
Larger facility
renovation – $100k for
initial
community engagement
Flatirons Golf Course
Facility 2023 $9,407,338 Construction in 2023
with opening in 2024
NBRC Revitalization
Plan 2023 TBD
Larger facility
renovation – awaiting
financial
strategy findings
North Boulder Site Plan 2023 $2,500,000 Major park renovations
SBRC Revitalization
Plan 2023 TBD
Larger facility
renovation – awaiting
financial
strategy findings
Violet Park Plan
(working title) 2023 $3,373,000
New park development
(including $500k
Greenway funding)
EBCP Park Plan 2024 $2,200,000 Major park renovations
Pleasant View Park Plan 2024 $1,200,000 Major park renovations
Historic Property 2024 $60,000 Informed by HiPP
recommendations
Investing in System Planning to identify and prioritize future needs.
System Plans Year Cost Est.
(OoM) Notes
Design Standards Manual:
Cost Estimating Update 2023 $100,000
This will inform
project cost
estimating and CRV
BPR Drought Plan 2023 $75,000 Coordinated with
Citywide efforts
Park Recreation Activity
Survey 2023 $80,000
Understand park
recreation activity
trends and user
groups
Courts System Plan 2023 $120,000
Identify court needs
across the system for
racket sports
Boulder Reservoir Business
Plan 2023 $75,000
Will also support
design development
plans for park and
facilities
Natural Lands System Plan 2024 $120,000 Update resource
management needs
Nature Play System Plan 2024 $75,000
Identify overarching
themes, approach to
nature play sites, and
programming
Unfunded Projects and Emerging Needs
In the long-term, additional funding will be needed to improve service standards for
maintenance operations, to fund deferred maintenance, and to fund major park
renovations as well as new facilities.
Staff continues to evaluate deferred maintenance to assist in capital planning. 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. This list will be comprehensively updated following phase
2 of the departments AMP update.
BPR does not have enough funding to manage BPR assets to ensure all are in good
condition. As AMP Phase II comes on-line, current funding levels require staff to
prioritize projects that will leave other projects either unfunded or under-funded. In
this reality, staff have used a number of industry standard methods to make decisions
that will help BPR keep as much of the system in the best condition possible. These
tools include:
Reduce the number of projects: make tough decisions to eliminate the number of
projects and accept fair to poor asset condition or reduced service levels.
Value Engineering: do an early value engineering exercise to reduce budgets for all
projects to keep more projects above the total available budget line.
Phasing: review projects to see if they can be completed in separate chunks, reducing
scope but allow staff to keep a number of projects going. Future phases could be placed in
out years and/or added to the deferred list.
Target Budgeting: improve the scope of projects to get a better understanding of need
and therefore align scope closer to reality of an allocated budget rather than a needed
budget.
Economies of Scale: for example, doing 3 play areas at once, rather than renovating one
at time, could decrease overall design and construction costs due to site mobilization and
volume-based discounting.
Key Unfunded Projects Include:
The major unfunded or underfunded projects are listed below:
Staff Recommendation:
Staff recommends that the PRAB approve the 2024 expenditures planned from the
Permanent Park and Recreation Fund and recommended 2024-2029 Parks and
Recreation Department CIP for Planning Board and City Council approval.
NEXT STEPS:
In July, staff across the organization will review the CIP to ensure organization-wide
alignment and to provide non-department perspective on projects. The Planning
Board will consider the CIP in September 2023, and City Council will consider and
ultimately approve the CIP in October 2023. PRAB will be updated if any
refinements to the department’s CIP is considered.
2024 - 2029 CIP Process/Timeline (Projected)
Planning Board Hearing August
Council Study Session September
Council Public Hearing October
Appendix A 2024-2029 DRAFT BPR Capital Improvement Program
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 2024 recommended expenditures from the Permanent Park and
Recreation Fund to City Council for appropriation.
•Motion to recommend the 2024-2029 Parks and Recreation Department Capital
Improvement Program (CIP) to Planning Board and City Council for approval and
appropriation.
Fund/Project Name Project Type2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028 Projected 2029 Projected6 Year Total (2023-2028)CIP Total $ 10,708,000 $ 8,498,000 $ 11,060,000 $ 27,333,333 $ 27,933,333 $ 19,153,334 $ 104,686,000 .25 Cent Sales Tax Fund Budget Proposal 4,030,000$ 2,360,000$ 2,455,000$ 2,425,000$ 2,625,000$ 2,395,000$ 16,290,000$ Facility RevitalizationParks & Recreation Facilities100,000$ -$ 100,000$ Operational PlanningSystem Planning270,000$ 270,000$ East Boulder Community ParkParks & Recreation Facilities1,127,000$ 1,127,000$ Violet ParkParks & Recreation Facilities1,023,000$ 1,023,000$ Valmont Park Phase IIParks & Recreation Facilities800,000$ 400,000$ 1,200,000$ Asset Management- Aquatics FacilitiesAsset Management500,000$ 500,000$ Asset Management- Restrooms and Picnic Shelter Asset Management150,000$ 150,000$ -$ 300,000$ Asset Management- General MaintenanceAsset Management100,000$ 530,000$ 100,000$ 100,000$ 830,000$ Asset Management- Flatirons Golf Course Asset Management100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ Asset Management- Boulder ReservoirAsset Management100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 600,000$ Asset Management- Valmont City ParkAsset Management100,000$ 100,000$ 100,000$ 100,000$ 400,000$ Asset Management- ForestryAsset Management500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 3,000,000$ Asset Management- Sports FieldsAsset Management200,000$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 1,700,000$ Asset Management- Parking Lots/Access & MobilityAsset Management300,000$ 300,000$ 300,000$ 200,000$ 200,000$ 200,000$ 1,500,000$ Asset Management- CourtsAsset Management360,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 2,360,000$ Asset Management- IrrigationAsset Management70,000$ 210,000$ 125,000$ 125,000$ 125,000$ 125,000$ 780,000$ Perm ParksTax Fund 2024 Budget Proposal 3,000,000$ 2,010,000$ 3,627,000$ 2,547,000$ 2,947,000$ 2,997,000$ 17,128,000$ Operational PlanningSystem Planning-$ 200,000$ -$ 200,000$ System PlanningSystem Planning195,000$ 120,000$ 60,000$ 50,000$ 50,000$ 350,000$ 825,000$ East Boulder Community ParkParks & Recreation Facilities1,073,000$ 1,073,000$ Harlow Platts Park Parks & Recreation Facilities300,000$ 300,000$ Pleasant View ParkParks & Recreation Facilities752,000$ 448,000$ 1,200,000$ Violet ParkParks & Recreation Facilities920,000$ 920,000$ Tom Watson ParkParks & Recreation Facilities-$ 2,200,000$ 550,000$ 2,750,000$ Valmont Park Phase IIParks & Recreation Facilities-$ 1,700,000$ 1,500,000$ 3,200,000$ North Boulder ParkParks & Recreation Facilities570,000$ -$ -$ -$ -$ 570,000$ Asset Management- Aquatics FacilitiesAsset Management-$ -$ 500,000$ 500,000$ Asset Management- Restrooms and Picnic Shelter Asset Management-$ -$ 150,000$ 150,000$ 150,000$ 150,000$ 600,000$ Asset Management- General MaintenanceAsset Management-$ 100,000$ 570,000$ 100,000$ 100,000$ 100,000$ 970,000$ Asset Management- Play AreasAsset Management-$ 72,000$ 72,000$ 72,000$ 72,000$ 72,000$ 360,000$ Asset Management- Valmont City ParkAsset Management100,000$ 100,000$ 200,000$ Asset Management-Natural Lands Asset Management50,000$ 50,000$ 75,000$ 75,000$ 75,000$ 75,000$ 400,000$ Asset Management- Historic Property Asset Management60,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 560,000$ Boulder Reservoir South Shore Capital EnhancementsAsset Management-$ 400,000$ 1,500,000$ 600,000$ 2,500,000$ CDET Development Impact Fees 2024 Budget Proposal 500,000$ 2,000,000$ -$ -$ -$ -$ 2,500,000$ Violet ParkParks & Recreation Facilities500,000$ 2,000,000$ 2,500,000$ Perm ParksTax Fund 2024 Budget Proposal 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 2,568,000$ North Boulder ParkParks & Recreation Facilities428,000$ 428,000$ Asset Management- Play AreasAsset Management428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 2,140,000$ Boulder Junction 2024 Budget Proposal 2,000,000$ 500,000$ -$ -$ -$ -$ 2,500,000$ East Mapleton ParkParks & Recreation Facilities2,000,000.00$ 2,000,000$ Boulder Junction ParkParks & Recreation Facilities500,000.00$ 500,000$ General Fund Capital 2024 Budget Proposal -$ -$ 1,250,000$ -$ -$ -$ 1,250,000$ Appendix A 2024-2029 DRAFT BPR Capital Improvement Program
Reservoir Access Road-$ 1,250,000.00$ 1,250,000$ CCRS 2024 Budget Proposal 750,000$ 1,200,000$ 3,300,000$ 21,933,333$ 21,933,333$ 13,333,334$ 50,066,666$ CCRS - EBCC Refresh* Joint request with Facilities -$ CCRS - Boulder Creek Path Plan $500,000$700,000 $2,800,000 $4,000,000 $4,000,00012,450,000$ CCRS - Reimagining Civic Area East Phase II$250,000$250,000 $250,000 $13,333,333 $13,333,333 $13,333,33427,916,666$ CCRS Pearl Street Mall Refresh$250,000 $250,000 $4,600,000 $4,600,0009,700,000$ Appendix A 2024-2029 DRAFT BPR Capital Improvement Program
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: June 26, 2023
AGENDA TITLE: Historic Places Plan (HiPP) Final Draft
PRESENTERS:
Alison Rhodes, Director, Parks and Recreation Department
Mark Davison, Senior Manager, Planning
Tina Briggs, Senior Landscape Architect
EXECUTIVE SUMMARY:
This memo provides information for the Parks and Recreation Advisory Board’s (PRAB)
discussion regarding the Historic Places Plan (HiPP) process and elements of the plan with a
focus on the top priorities for future capital investment in historically designated properties
owned and managed by Boulder Parks and Recreation Department (BPR).
The memo is intended to focus on the HiPP; however, the memo also includes information about
two adjacent projects that are underway. A Cultural Landscape Assessment and Civic Historic
District application have related but separate processes regarding the area of and adjacent to the
bandshell property.
BACKGROUND:
The Parks and Recreation Department owns and manages twelve culturally relevant and
historically designated resources. The Historic Places Plan (HiPP) will guide the department in
stewarding these resources to ensure their vibrant integrity and preservation within the
community. A History Colorado State Historical Fund grant partly pays for this project.
The plan includes background research, needs assessments, treatment guidance, and top priorities
for each property. At the February 27th meeting (starting on pg. 22), staff shared the draft version
of the HiPP that included the research, assessments, and guidance for each property. This
discussion item will focus on the priorities for each property as the final building block of this
technical document. Staff will return to request acceptance from PRAB in July.
The entire final draft document is available on the project web page. The over 400-page
document is available in sections to limit download and viewing access. A complete background
and links to previous PRAB memos are included on the project page for process transparency.
The Glen Huntington Bandshell chapter is not included in the draft. April and May consent items
included information about a potential historic district in the Civic Area (including the bandshell)
and a Cultural Landscape Assessment being conducted as the first step in exploring historic
district designation. The bandshell section was pulled out of the draft until the Cultural
Landscape Assessment is completed to ensure consistency between the two planning documents.
Once the CLA is complete, staff will integrate its research and findings into the bandshell section
of the HiPP.
Cultural Landscape Assessment (CLA) Update
The CLA will determine if the parkland has significance as a cultural landscape. The
assessment will be grounded in research, inventory, documentation, analysis, and evaluation
of the landscape’s characteristics and associated features. The content will provide a basis for
sound decision-making. While the significance and integrity of the Glen Huntington
Bandshell have been assessed as part of its landmarking and BPR’s Historic Places Plan
(HiPP), Central Park needs further evaluation. For more information about the CLA, please
see Attachment A.
Civic Historic District Update
On May 30, Friends of the Teahouse, Friends of the Bandshell, and Historic Boulder
submitted a complete application proposing a historic district in the Civic Area that would
include 5 City-owned and individually landmarked structures, as well as the surrounding
landscape and hardscape area. The application submission begins the process for a historic
district as defined in Section 9-11-4, B.R.C 1981. For more information about the historic
district application please see Attachment B.
ANALYSIS:
The final building block of the HiPP are the top priorities for future capital investment in each
property. Since PRAB, the community, staff, and stakeholders have had the opportunity to
review each property's research, assessments, and guidance, the discussion item will focus on the
top priorities. The HiPP document, specifically the top priorities, will inform the department’s
Capital Improvement Strategy.
The recommended top priorities meet the following criteria:
• impact for safety / stabilization
• threat of loss of integrity
• poor condition
• potential impact due to enhancement
• critical path / adjacency to other planned work
• or relevancy to other current plans
These priorities do not diminish the necessity to complete other minor treatments to protect the
structure over the long term, but rather highlight the current highest capital priorities. The list of
top priorities will require a multi-year plan for all resources and exist among other BPR
priorities.
The top priorities for each property were copied from the final draft as a reference guide to
reduce time to download and view the full draft. The full draft is available on the project web
page for your reference.
Top priorities
Glen Huntington Bandshell
1. Conduct repairs for the safety and stabilization of Glen Huntington Bandshell and
site.
• Provide rehabilitation of the roof and floor including the structural framing and
finish materials.
• Improve lighting and security surveillance for safety and program efficiency.
• Rewire bollards for lighting and power.
2. Conduct repairs to improve the condition of Glen Huntington Bandshell and site.
• Stitch crack in foundation wall under stage.
• Repair and replace amphitheater seating using in-kind materials. Repair concrete
pedestals and replace the seating boards.
• Repair the diagonal sidewalks to provide ADA-compliant pedestrian routes using
historically appropriate materials.
3. Conduct repairs to maintain the site's historic and architectural integrity.
• Repair the sandstone retaining wall.
Harbeck-Bergheim House
1. Conduct repairs for the safety and stabilization of contributing and character-defining
features.
• Assess structural integrity of chimneys based on visual inspection of deteriorated
stones on the exterior. Undertake repairs as needed and rake and repoint mortar
joints.
• Install window treatments to prevent UV damage to interior surfaces, increase
security and provide energy efficiency.
2. Conduct repairs to improve the condition of contributing and character-defining
features of Harbeck-Bergheim House.
• Remove efflorescence from basement walls and further investigate water
infiltration through foundation walls. Evaluate exterior grading for proper
drainage and make improvements as needed.
• Repair wood windows casings and sills. Replace wood window casings and wood
sills if repair is not adequate.
Fire Station #2
1. Conduct repairs for the safety and stabilization of Boulder Fire Station No. 2.
• Further investigate second floor framing and strengthen as necessary.
• Repair exterior steel fire escape.
2. Conduct repairs to improve the condition of Boulder Fire Station No. 2.
• Repair corroding lintels and deteriorating mortar joints in brick masonry.
• Conduct feasibility study for adding an elevator or a lift for accessibility.
Roney Farmhouse
1. Conduct repairs for the safety and stabilization of Roney Farmhouse.
• Ensure proper methods are used to prevent additional damage to the building
interior. Examples include mothballing, water penetration, and unlawful entry.
• Stabilize porch columns and porch framing.
• Inspect and reinforce foundation, roof, walls, floor, and framing as determined by
future structural analysis. Provide repairs as needed.
• Improve site drainage.
Platt Farmhouse
1. Conduct repairs for the safety and stabilization of Platt Farmhouse.
• Repair existing porch wood declining and stairs.
• Install roof and soffit vents and paint soffits.
• Evaluate exterior paint for routine scheduled maintenance.
Chautauqua Park
1. Conduct repairs for the safety and stabilization of Chautauqua Park's contributing
features and those that contribute to the historic character.
• The Arbor - Prevent decay of timber posts bases by improving drainage.
• Shelter House - Repair mortar and trim vegetation.
2. Conduct repairs to improve the condition of Chautauqua Park's contributing features
and those that contribute to the historic character.
• The Arbor - Maintain UV resistant coating on logs to prevent deterioration.
Schedule routine maintenance.
• Shelter House - Improve drainage.
• Lawn and Mature Trees - Retain the characteristic shape, scale, and form of the
central oval lawn of Chautauqua Green and the views associated with it.
Columbia Cemetery
1. Conduct repairs for safety and stabilization of contributing features and those that
contribute to the historic character of Columbia Cemetery.
• Culverts - Consult with civil engineers to evaluate the culverts and their capacity
to accommodate flows and uses. Coordinate repairs of concrete culverts with
appropriate agencies.
• Repair and replace damaged masonry.
2. Conduct repairs to improve the condition of contributing features and those that
contribute to the historic character of Columbia Cemetery.
• Maintenance Shed - Repair or replace deteriorated or damaged siding and trim.
• The Pioneer Gateway - Repair Pioneer Gateway. Remove vegetation growing in
masonry structure and keep adjacent vegetation trimmed back.
• Headstones - Continue restoration of damaged or missing headstones.
• Site Walls & Fence - Repair perimeter walls and repaint the fence. Straighten or
replace damaged metal fence elements.
3. Programming
• Engage volunteers to assist with regular maintenance of Columbia Cemetery.
• Complete the geo-referenced site map.
Pearl Street Mall
1. Consider measures to improve safety and security for Pearl Street Mall.
• Consider replacing light fixtures with dark sky-compliant fixtures.
2. Conduct repairs to improve condition of Pearl Street Mall and its contributing
features.
• Replace drinking fountain plumbing fixtures.
3. Programming
• Develop new programs for community engagement.
Boyd Smelter/Mill Site
1. Conduct repairs for the safety and stabilization of contributing features and those that
contribute to the historic character.
• North and South Pylons (Waterline Supports) - Monitor the streambank for under
cutting near the bases of the pylons and coordinate with other agencies or actions
to prevent erosion and to mitigate potential loss of the structures. Verify the
foundation under the steel elements; if no foundation exists, consider providing
one and etch the date of its installation in a discreet area.
• Consider additional archaeological testing to determine the presence, location,
frequency, and condition of subsurface materials.
• Conduct a topographic and boundary survey to confirm / verify contributing
features are on city-owned or on private property.
• Conduct an environmental analysis.
2. Conduct repairs to improve the condition of contributing features and those that
contribute to the historic character.
• North and South Pylons (Waterline Supports) - Remove biomass growth and trees
from around the steel elements. Repair or replace masonry and mortar joints
where missing or deteriorated. Remove corrosion from steel elements and coat
with protective coating.
3. Programming
• Develop an interpretive exhibit and signage to place the history of Boyd Smelter /
Mill Site in context with the history of telluride and tungsten mining in Boulder.
Railroad Resources
1. Coordinate and/or conduct repairs for the safety and stabilization of the rolling stock.
• Denver & Rio Grande Western Railroad Coach No. 280: Repair roof leak to
eliminate damage to the interiors, including seat upholstery, and repairs to the
ceiling and walls using in-kind materials.
• Denver & Rio Grande Caboose No. 04990: Repair the rear platform by either
replacing the wood flooring using in-kind materials or by repainting the existing
wood flooring.
2. Assist in securing funding for the preservation of the rolling stock.
As a result of the HiPP priorities, some immediate actions for capital maintenance are underway
at the Glen Huntington Bandshell. Staff submitted a Landmark Alterations Certificate on June 12
for approval to complete the following items in 2023.
• Shell sheath patching and repainting due to weather damage, exposure to the sun and
genal wear and tear.
• Stage patching and recoating due to vandalism and heavy use of the stage causing
exposed wooden surfacing.
• Bench top repainting due to weather exposure causing peeling and cracking in the
paint coating.
• Foundation repair to elevate the northeast corner of the bandshell. This corner is
currently sinking into the ground causing drainage issues and foundation cracking.
This repair is much needed to maintain the integrity of the building and wooden
structure above.
NEXT STEPS:
Top priorities will be reviewed, further prioritized within the greater BPR system, cost estimates
developed, and then project plans will be developed as funding is available. The priorities will be
incorporated into the 2024-2029 Capital Improvement Strategy.
QUESTIONS FOR THE PRAB:
Question 1: Does PRAB have any questions regarding how the technical findings informed the
priorities?
Question 2: Does PRAB have any questions on the sequencing of the projects and how they
inform each other?
Question 2: Does PRAB have any questions about prioritized work for the historic sites and that
will inform future capital funding?
Attachments:
Attachment A: Cultural Landscape Assessment of Central Park
Attachment B: Civic Area Historic District Process
Cultural Landscape Assessment of Central Park
Purpose
The first step is to develop a Cultural Landscape Assessment (CLA) of the parkland in Central
Park. This assessment will determine if the parkland has significance as a cultural landscape. The
CLA will be grounded in research, inventory, documentation, analysis, and evaluation of the
landscape’s characteristics and associated features. The content will provide a basis for sound
decision-making. While the significance and integrity of the Glen Huntington Bandshell has
been assessed as part of its landmarking and BPR’s Historic Places Plan (HiPP), Central Park
needs further evaluation.
Background
The timeline below outlines events starting with the Bandshell historic designation, the request to
extend the boundary south of the Bandshell, and the resulting cultural landscape assessment.
•In 1995, the Bandshell was historically designated with the adjacent landscape inclusive
of two circulation walks, existing trees and bench seating to the south.
•In 2021, Friends of the Bandshell, wrote a letter to the Landmarks Board requesting
expansion of the Bandshell landmark boundary.
•In November 2021, the Landmarks Board initiated the process to expand the boundary
and in April 2022, the Landmarks Board voted to recommend expansion of the boundary.
PRAB requested that the decision be postponed to allow time for additional review and
coordination with the forthcoming Civic Area design process and the Historic Place Plan.
•On June 14, 2022, City Council held a public hearing and voted against the expansion of
the boundary and gave a Nod of Five to “have Landmarks staff investigate and explore
the creation of a downtown area historic district that would include this area saying they
would work with the Landmarks Board and Parks Board moving forward.” Link to
Recorded Meeting.
•January 2023, BPR and P&DS staff have developed and launched a collaborative and
unified approach to exploring a historic district in the form of the Cultural Landscape
Assessment (CLA). The CLA will be integrated into the Civic Area Phase 2 process and
timeline to ensure this work informs this next phase of park design for the Civic Area.
Civic Area Phase 2 was presented at the January 23, 2023 PRAB Meeting (Item 4D, page
25).
•The CLA was outlined to the Landmarks Board at the April 12 meeting and the PRAB on
April 24 (starting on pg 36).
•With support from both boards, the process outlined in the May 18, 2023 Information
Package (IP) to City Council. Link to this IP. The CLA has started with research covering
Central Park, the Huntington Bandshell, Saco Rienk de Boer and Frederick E. Olmsted
Jr.’s involvement in designing this park.
Attachment A: Cultural Landscape Assessment of Central Park
Diagram A: CLA Areas of Assessment
CLA Process
Cultural landscapes can reveal our relationship with place and strengthen our understanding of
historical events, significant people, and patterns in American history. The U.S. Department of
the Interior National Park Service introduces the fundamental concepts of defining cultural
landscapes. Below are a few references to better understand cultural landscapes that contribute to
historical significance.
•Quick Guide to Cultural Landscapes
•More information about Cultural Landscapes
A consultant will prepare and/or review a CLA. The CLA will document the area's history,
identify the main periods in the park’s development and inventory the existing features. This
background will inform an assessment to see if there is a period(s) of significance, and if so,
there will be a further assessment to understand the integrity of the landscape in relation to the
historic period(s). The outcome of the assessment will determine the next steps in the process.
PHASE 1
1.Project Management:
Define project goals, scope of work, and project schedule.
2.Central Park Study Area:
Confirm study area for the project.
3.Document Site History and Historical Periods:
Attachment A: Cultural Landscape Assessment of Central Park
Prepare a chronological site history and determine historic periods.
4. Existing Conditions:
Map existing conditions
Decision Point 1: Evaluation of historical significance: Analyze the historical periods
for significance according to Criteria A, B, C, and D for significance at the local, state, or
national level. The criterion can be found on page 71 of the National Park Service’s
Guide to Cultural Landscape Reports.
1. If the historic period for significance is determined, move forward to analyze the
integrity of existing landscape characteristics for identified historic period(s) of
significance.
2. If no historic period of significance is identified, stop work.
PHASE 2
1.Landscape Features Inventory: Identify the existing landscape characteristics and
their associated features according to historic periods.
2. Analysis and Evaluation: Identify contributing, non-contributing, and missing
landscape characteristics and their associated features for the historic period(s) of
significance.
Decision Point 2: Analysis of Integrity: Analyze the historical integrity of the existing
conditions to see if the landscape characteristics and associated contributing features have
integrity for the period(s) of significance.
3. If there is a high level of integrity for a historic period of significance, move
forward with developing a statement of historical significance and treatment
recommendations.
4. If there is no or low level of integrity for a historic period of significance, stop
work.
PHASE 3
1.Treatment and Management Recommendations:
Develop a recommended approach to cultural landscape treatment for the historic
period(s) of significance, including the overall treatment approach and
recommendations for historic features to manage the cultural landscape. This
information can be used to support discussion on whether and how to move
forward with a historic district that would include Central Park.
2. Final Report and Communication:
Compile all sections into a final PDF and communicate with staff, board, and
community members.
If there is a finding of significance, the Civic Area Phase 2 project will
incorporate the treatment approach and recommendations into the schematic
design to inform the long-term development of the Central Park site and to ensure
that proposals for new features are compatible with the historic period(s) of
significance for the site.
Attachment A: Cultural Landscape Assessment of Central Park
Civic Area Historic District Process
Civic Historic District Application Notification
On May 30th, three local historic preservation organizations (Friends of the Teahouse, Friends of
the Bandshell and Historic Boulder) submitted a complete application proposing a historic
district that encompasses the city-owned land in and around Central Park, including five
historically designated buildings and adjacent non-designated landscape and hardscape managed
by BPR, Facilities, and Transportation. (see below Diagram A and B).
Landmarked City-owned Properties, Managed by Facilities and Fleet Department
•Penfield Tate II Municipal Center
•Glen Huntington Bandshell
•Atrium Building
•The Boulder-Dushanbe Teahouse
•City Storage and Transfer Building (aka BMoCA)
Adjacent Non-designated Landscape and Hardscape, Managed BPR and Transportation
Departments
•Central Park inclusive of all hardscape and landscape with the exclusion of private
property at the Broadway and Arapahoe corner
•Asphalt plaza and adjacent hardscape between the Teahouse, Atrium Building, and
City Storage and Transfer Building
•North portion of Broadway street at the corner of Canyon Boulevard;
•13th Street from Canyon Boulevard to Arapahoe Avenue;
•Parking lots east of the historically designated buildings
Attachment B: Civic Area Historic District Process
Diagram A: Proposed Historic District Boundary
Diagram B: Historically Designated Buildings
with Designation Boundary (in purple)
Attachment B: Civic Area Historic District Process
Historic District Application Process
The public process for historic district designation is found in Section 9-11-4 Designation of
Landmarks and Historic Districts, B.R.C., 1981, and includes a series of meetings and public
hearings before Council makes a final decision on the designation.
The Landmarks Board will hold a public hearing on July 12, 2023 and vote whether or not to
accept the application and initiate the designation process. The criteria for review is found in
Section 9-11-3 Initiation of Designation for Individual Landmarks and Historic Districts, B.R.C.
1981 and includes (but is not limited to) eligibility based on the
•area’s historic, architectural and environmental significance,
•whether there are resources available to complete the process,
•whether the area is in need of protection,
•whether the proposed boundaries are appropriate; and
•whether it is consistent with the Boulder Valley Comprehensive Plan.
The memo will be posted prior to the meeting on the Landmarks Board website:
https://bouldercolorado.gov/events/landmarks-board-meeting-23. As a public hearing, comments
are welcomed and will be accepted in advance of and during the meeting and can be emailed to
landmarksboard@bouldercolorado.gov.
If the board votes to accept the application, a 6-8 month process will commence and will include
meeting with representatives from each department, the Ditch Company, boards and a
community open house to explain the effects of historic district designation, and development of
draft design guidelines to inform future changes within the historic district if designated. City
Council makes the final decision as to whether or not the historic district should be designated.
Key points of the historic district process include:
•Historic District Application Submitted (May 30): Confirmation letter from P&DS of
an application for the Historic District of the Central Park area.
•Landmarks Board Initiation Hearing (July 12): Does the board accept the historic
district application? If the board rejects the application, the process ends. If the board
accepts the application:
o July – October: Meetings with department representatives, community
engagement, board and commission to present information about the potential
district’s history, significance and draft design guidelines and gather feedback.
•Landmarks Board Designation Hearing (Oct. 4 or Nov. 1): Does the board
recommend historic district designation to City Council? If the board recommends denial,
the decision is final unless called up by City Council. If recommended for approval:
•Planning Board Hearing (between Nov. 18 - Dec. 16): What are the Land Use
implications of the proposed historic district designation?
Attachment B: Civic Area Historic District Process
•City Council 1st and 2nd Readings (between Jan. 12 - Feb. 9, 2024): Does the City
Council designate the area as a historic district?
Next Steps
Staff will forward the Landmarks Board memo to PRAB. PRAB members are welcome to attend
the virtual July 12th Landmarks Board Hearing. If the Landmarks Board accepts the historic
district application, staff will return to PRAB with a framework detailing opportunities for input.
Attachment B: Civic Area Historic District Process
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: June 26, 2023
AGENDA TITLE: 2024 Budget Strategy and Fee Policy
PRESENTERS:
Alison Rhodes, Director of Parks and Recreation
Scott Schuttenberg, Deputy Director
Jackson Hite, Senior Manager, Business Services
Stacie Hoffmann, Senior Budget Analyst
Bryan Beary, Senior Manager, Community Building and Partnerships
Mark Davison, Senior Manager, Planning
Regina Elsner, Senior Manager, Natural Resources
Megann Lohman, Senior Manager, Recreation
Stephanie Munro, Senior Manager, Regional Facilities
Dennis Warrington, Senior Manager, Urban Parks
EXECUTIVE SUMMARY:
This item continues the Parks and Recreation Advisory Board (PRAB) discussion related
to the Parks and Recreation Department (the department) 2024 Budget Strategy and Fee
Policy. The PRAB’s role includes recommending the annual operating budget for City
Council approval; this item provides an overview of the budgeting process and the 2024
operating budget. The board’s input is requested to ensure that the Fee Policy aligns with
BPR funding and policy as outlined in the 2022 BPR Plan; this item provides an update
on the Fee Policy that includes feedback from the PRAB at the April Study Session.
BACKGROUND:
The department has worked with the PRAB on the 2024 budget submission and the Fee
Policy since the start of spring. The board’s input on the operating budget will be shared
with City Council as they review the budget in September and October. The board’s input
on the Fee Policy will inform a final draft the board will consider for approval at the July
meeting.
At the March 20, 2023 meeting, staff introduced the 2024 Budget Strategy Roadmap and
Fee Policy. The background information shared that that meeting included:
1. BPR’s Diverse Funding Sources
2. 2024 Budget Strategy and Analysis
3. General Fund Subsidy Use
4. Fee Categories with set Policy
5. Fee Categories without a set Policy
At the April 4, 2023 study session, staff provided background on the Fee Policy and
introduced the Capital Investment Strategy. The PRAB provided feedback on:
1. Program Types
2. Program Benefit Levels
3. Proposed Cost Recovery Targets
4. General Fund Subsidy Level
At the April 24, 2023 PRAB meeting, staff continued to refine the structure of the Fee
Policy. The background information included:
1. A finalized list of Program Types and Benefit Levels
2. PRAB input on proposed Cost Recovery Targets
3. General Fund Subsidy Level
At the May 11, 2023 City Council Study Session, staff provided a brief overview of the
Fee Policy as part of a broader item related to the Financial Update for the City of
Boulder and 2024 city budget development. Council provided input on 2024 budget
development assumptions and guidelines, including that flexibility within dedicated funds
will be explored to ease the burden on the General Fund, and staff will foster other
revenue strategies such as those included in the Parks and Recreation Fee Policy. The
City Council focused many of its questions and feedback on the citywide financial
update, including 2024’s key budget assumptions.
At the May 22, 2023 PRAB meeting, staff provided a brief update on the pending Fee
Policy, including:
1. City Council’s questions and feedback on the Fee Policy
2. Next steps associated with the Fee Policy
On June 9, 2023, staff presented the Fee Policy to the Community Connectors in
Residence to gather their feedback on the proposed structure and content. The department
asked the Community Connectors three questions:
1. What impact, positive or negative, do you see the Fee Policy having in your
community?
2. What perspectives or lived experience may share further depth to staff’s
considerations of the Fee Policy (and potentially secondary impacts to the
financial assistance and PLAY Pass programs)?
3. Are there any other thoughts or recommendations for staff around the creation and
implementation of a Fee Policy?
The Community Connectors’ feedback highlighted the need to pursue additional funding
and grants so that the age, residency, and income-based subsidies are sustainably
available for those that rely on them. Maintaining financial support for subsidized
access was identified as a top priority; aligning with the BPR policy in the 2022 BPR
Plan, input from the PRAB and City Council, and the objectives of the Fee Policy.
Additional input included increasing subsidy to offset any fee increases, pursuing
cooperative agreements with the Boulder Valley School District and ensuring the
Financial Aid application process is streamlined and dignified. Staff are committed to
lifting up disadvantaged communities and preserving and reducing barriers to enhance
the support available to them.
The PRAB’s input throughout has been critical to ensuring the department’s budget and
policies align with community priorities and values and the 2022 Parks and Recreation
Plan. This final discussion before budget submission is an opportunity to:
1. Gather final input and a recommendation for City Council on the 2024 operating
budget; and to
2. Provide input on the draft Fee Policy, which will inform board consideration of a
motion to approve the policy at the July 2023 PRAB meeting.
2024 BPR Budget Proposal:
The city is in year two of a three-year outcome-based budgeting approach to place greater
focus on desired outcomes of investments, increase transparency to the community and
centered on Racial Equity and other citywide goals articulated in the Sustainability,
Equity, and Resilience (SER) Framework objectives. The SER framework includes
objectives necessary for Boulder’s vision of a great community, organized around seven
goal areas: Safe, Healthy and Socially Thriving, Livable, Accessible and Connected,
Environmentally Sustainable, Economically Vital, and Responsibly Governed. The
process began in 2022 by aligning organizational efforts to the SER Framework,
including budgeting by program, and aligning these investments to the goal areas.
This is the second full year of budget process improvements, and the city took another
major step forward through better conveying intended outcomes of investments as
expressed in SER objectives and aligned with the 2022 BPR Plan goals and initiatives. In
addition to refining the connections between budget programs and SER goal areas,
especially “Healthy & Thriving Community,” staff analyzed feedback from the
Community Connectors in Residence. Housing affordability and the cost of living were
the top issues identified by these community representatives, but several others are
directly addressed by existing services and requests for funding in the 2024 BPR budget
proposal:
• Availability of safe gathering spaces and facilities
• Preventing and dismantling disparate impacts on historically excluded community
members
• Affordability and sustainable financial assistance programs
• Accessibility through clear signing and multi-lingual support
See Attachment B for the department’s full response to the Community Connectors in
Residence.
To further connect budget proposals to objective measures and community priorities, a
significant number of BPR supervisors completed a Performance Budget Measures
training to learn how programs and projects are aligned with organizational goals and can
be measured.
The following are included in the department’s 2024 proposal:
• All programs and capital projects are linked to specific SER objectives.
• Outcomes (short, medium, and long-term) are documented for all budget
programs and projects.
• Changes in program or project delivery are articulated based on intended and
measurable outcomes of investments.
• Measurements, data sources, and preliminary key performance indicators (KPIs)
are identified.
The goal for year three is to identify other potential measurements and key performance
indicators (KPIs) and move towards utilizing outcome data to support budget decision-
making.
BPR follows the same annual budget development calendar as the rest of the city, which
is directed by the Central Budget Office (part of the Department of Finance). The
department relies upon city-wide guiding principles and assumptions to develop the 2024
budget. The Central Budget Office also provides inputs for certain revenue and expense
categories, including but not limited to projected tax revenue, salary/benefit increases,
fleet, energy, and technology costs. These guidelines are incorporated into a base budget.
Departments then build on the base budget with outcome-based budget proposals. In July,
the Executive Budget Team will review and make recommendations in the context of the
city’s overall budget. BPR’s proposed spending per fund is summarized in Table 1:
Proposed Budget by Fund and Category
Fund 2023 Approved
Budget
2024
Budget
Proposal
Total $
Change
Total %
Change
General Fund $ 6.4m 8.4m 2.0m 32%
.25 Cent ST 10.2m 14.0m 3.8m 38%
Recreation
Activity Fund
11.9m 14.6m 2.6m 22%
Perm Parks 3.9m 5.1m 1.2m 31%
Lottery 0.4m 0.4m 0.0m 0%
Capital Other 2.8m 2.5m (0.3)m -9%
Total $ 35.5m 45.0m 9.5m 27%
CCRS 1.0m 62.4m 61.5m 6447%
Total $ 36.5m 107.4m 38.4m 195%
Table 1: 2024 Proposed Spending by Fund and Category
2024 Budget Proposals support:
• Program Growth: Certain areas of recreation such as golf, gymnastics, and
sports are experiencing increased demand. BPR requests approval to fund
additional expenses in staffing and materials. The increase in spending is offset by
increases in revenue from program growth.
• Cost Escalation: Cost escalation and inflation require an increase in spending to
maintain service levels. The increase varies based on the type of commodity being
purchased and the budget proposal considers observed price increases and
industry standards.
• Maintenance: to support Taking Care of What We Have, additional funding is
being requested for various prioritized maintenance projects and equipment
replacement across the parks system. Additional funding for Asset Management
categories will be described in greater detail in the CIP Budget.
• Proposed ongoing transfers:
o The department is assuming that the one-time transfer of an additional
$500,000 from the General Fund to the Recreation Activity Fund in 2022
and 2023 will not continue based on added pressures to the citywide
budget. To fund community benefit programming and maintain service
levels, the department is requesting an ongoing General Fund subsidy
award of $1.6M and a one-time contingent subsidy transfer of $250k. BPR
revenues continue to be wildly volatile post-pandemic. For the contingent
transfer, 28.1PR requests additional funding for two years ($250k in 2024;
$200k in 2025) and then re-evaluating as business plans are in place and
post-pandemic usage trends have normalized.
o Aligned with a key recommendation from the Blue Ribbon Commission,
the department is proposing to shift the expenses associated with the
sports turf/athletics program area budget from a combination of the .25
Cent Sales Tax and General Funds to solely the Recreation Activity Fund
(where revenue is recorded). Consolidating the expenses and revenue
under one fund will provide a clearer understanding of the true costs of
service delivery thus providing and support data-driven decisions.
o The department is also proposing the .25 Cent Sales Tax fund the
Bilingual Navigation Coordinator position identified below. This
expanded use of the .25 Cent Sales Tax aligns with the broader uses
approved by voters with renewal of the tax in 2015. This use also aligns
with feedback from the community in the 2022 BPR Plan survey, where
removing financial barriers for underrepresented communities to
participate in existing services was a top priority.
• Future Fee Increases: The department has included projected program fee
increases for 2024 and is proposing a placeholder for additional revenue growth
from fee increases and business plans starting in 2025 with increased revenue:
o The fee increases will be phased in over time following the adoption of the
Fee Policy.
o The department will be developing business plans for the major facilities
which are expected to increase activity and revenue at those sites.
In addition, BPR is proposing an additional 16.0 FTE in 2024. 3.0 FTE would be
converted from fixed term to ongoing, while 13.0 FTE are new requests. Collectively this
has the potential to bring the department’s ongoing total FTE count to 162.75. The city
looks carefully at each position prior to approving based on funding projections. The
department is requesting the following positions by workgroup and/or service area:
• 3.0 FTE for the Ranger Program converted from fixed-term to ongoing as part of
the Safe and Managed Public Spaces initiative. These positions are being
requested from the General Fund.
• 4.0 FTE additional staff to expand the Ranger Program to desired staffing levels.
These positions are requested from the General Fund.
• 4.0 FTE for the Urban Parks landscaping team. Based on continuous difficulties
in recruiting and retaining seasonal staff, this staff would provide year-round
consistency in labor operations as called for in the General Maintenance
Management Plan and would decrease the number of seasonal staff the
department relies on to achieve maintenance standards. These positions are
requested from the General Fund.
• 1.0 FTE for Forestry to implement strategies identified in the Urban Forest
Strategic Plan. This position is being requested from the General Fund.
• 2.0 FTE of Recreation staff in Gymnastics and Sports, which are seeing
continued growth and were identified as a community priority in the 2022 Parks
and Recreation Plan. These positions are requested from the Recreation Activity
Fund and would be funded by earned revenue.
• 1.0 FTE for an asset management professional to help with the ongoing
implementation of the asset management program and to continue advancing the
2022 BPR plan’s key theme of “Taking Care of What We Have.” This position is
requested from the .25 Cent Sales Tax Fund.
• 1.0 FTE for a Deputy Director of Land Operations. This position would support
the department’s leadership capacity and coordination across the Planning,
Natural Resources and Park Operations service areas. This position is being
requested from the .25 Cent Sales Tax Fund.
• The 2024 position requests are in addition to the staffing resources approved as
part of the 2023 Adjustment to Base 1 (ATB1), where the department received
approval for 6.5 new FTE. The ongoing funding for these positions is included in
the 2024 base budget:
o 2.0 FTE of standard Aquatic Facility Leads (complementing the existing
3.0 FTE in this position) to provide daytime staffing at pools. These
positions are funded by earned revenue from the Recreation Activity Fund
and are partly offset by seasonal staff savings.
o 1.5 FTE for Front Desk staff at Flatirons Golf Course. These staff will
provide front-line customer service, allowing management staff to focus
on the continued delivery of services at the golf course. These positions
are funded by earned revenue at Flatirons Golf Course within the
Recreation Activity Fund and are partly offset by seasonal staff savings.
o 1.0 FTE for a Gymnastics Supervisor to support the continued growth of
the Gymnastic offerings. This position would bring the total Gymnastics
staff up to 4.0 FTE to support the program’s 41% growth since 2021. This
position is funded by earned revenue from the Recreation Activity Fund,
including increased gymnastics revenue due to greater program capacity.
o 2.0 FTE for Landscape Architects on the department’s Planning team. The
Landscape Architects will support CIP projects through coordination and
design work. They funded in the .25 Cent Sales Tax Fund with no net
increase to spending as the positions will result in cost savings from work
that would have otherwise been contracted out.
• Increased CIP Budget: With revenues exceeding conservative projections in
2023, the department’s primary CIP fund budget (Lottery, .25 Cent Sales Tax
Fund, Permanent Parks and Recreation Fund) is budgeted at $36.0 million from
2024-2029 ($28.1 million in 2023-2028). This is an annual average increase of
$1.3 million or 28%. In addition, the department is requesting a total of $67.5
million in other capital funds including the Community, Culture, Resilience and
Safety (CCRS) Tax funding for: EBCC Refresh (joint request with Facilities),
Civic Area East Park Phase II, Boulder Creek Path Plan, and Pearl Street Mall
refresh. These items will be covered in more depth as part of the CIP item on the
agenda.
BPR’s budget proposal balances all funds for 2024 and the next five years. As is the case
with any quasi-enterprise fund, the department will continue to focus on balancing direct
revenues and expenses within the Recreation Activity Fund.
Fee Policy:
The PRAB has provided guidance throughout development of the draft Fee Policy
(Attachment A). This draft document seeks to formalize the purpose of the policy,
background on the department’s funding, common definitions the department uses, and
structured policies and procedures to balance community benefit and cost recovery. The
policy includes a table that identifies the program types, associated community benefit
level, cost recovery targets, program definitions, and examples of services in each type.
In parallel to the development of the Fee Policy, staff are reviewing and costing out
existing programs to identify current cost recovery rates. Over the next several months,
staff will identify any program areas that would have a recommended fee increase to
achieve the cost recovery targets identified in the Fee Policy. In order to remain equitable
and accessible, BPR does not plan to implement a cost increase greater than 10% for any
Community or Recreation category programs in a given year. If programs are
significantly below market rate or cost recovery targets, the department hopes to phase in
increases to achieve those goals over several years if feasible. Exclusive programs may
see greater annual increases to ensure they are not unintentionally subsidized. Once fees
have been adjusted, staff intends to revisit the Fee Policy every 2 years.
As part of the work with the Fee Policy, staff met with Community Connectors in
Residence (CCiR) on June 9, 2023. In preparation for this meeting, BPR shared a Racial
Equity Instrument on the Fee Policy. The purpose of the Racial Equity Instrument is to
view projects through a racial equity lens. It establishes a process and set of questions to
guide the development, implementation and evaluation of City of Boulder policies,
programs, practices, procedures, and budget issues to advance racial equity.
A copy of the Racial Equity Instrument is included as Attachment C.
NEXT STEPS:
July 2023 PRAB Meeting:
Input from the PRAB, a staff review, and use of the Racial Equity Instrument will inform
the final Fee Policy; the PRAB will consider a motion to approve the final fee policy at
the July meeting.
Budget Next Steps with city staff and City Council:
The Parks and Recreation 2024 budget submittal is due to the Finance Department by late
June for city-wide review. The department expects to have preliminary decisions on
which budget requests will be included in the City Manager’s proposed budget by late
July. City Council review of the 2024 budget begins in September and formal adoption is
planned for October. The Fee Policy will be presented to City Council as part of this
process and be approved with the adoption of the 2024 budget.
BPR will inform impacted individuals and user groups of fee changes in the fourth
quarter of 2023 in advance of fees taking effect in January 2024. As discussed above,
larger fee increases dictated by the policy (particularly for Community and Recreation
programming) may be implemented over multiple years.
QUESTIONS FOR THE PRAB:
1. Does the PRAB have any questions on the proposed adjustments to the 2024
Operating Budget?
2. Does the PRAB have any additional input to share regarding the Fee Policy?
STAFF RECOMMENDATION:
Staff recommends that PRAB review the department’s proposed budget and submit its
recommendation concerning said budget to the city manager and the council.
Attachment A: Draft Fee Policy
Attachment B: Summarized Feedback for Community Connectors in Residence
Attachment C: Racial Equity Instrument for BPR Fee Policy
Policy Title Fee Policy
Administrative Policy
Number
05-02
Effective Date Date TBD, 2023
Last Amended N/A
Review Cycle Every 2 years
Inactive/Repealed N/A
Primary Audience BPR Staff and Supervisors with Fee Based programs
Policy Sponsor Jackson Hite, Parks and Recreation Sr. Manager – Business
Services
Director Approval Alison Rhodes, Parks and Recreation Director
Related Policies
Included Procedures,
Workflows, or other
materials
I.Purpose of Policy:
The purpose of the fee policy is to establish clear and consistent guidance for how fees are set
and subsidies are awarded. In establishing a fee policy, BPR intends to create a standard
approach for all fees collected, develop transparent fee categories and definitions of the types of
access or programs which are subject to various fees, and create clear cost recovery targets. In
determining the subsidy levels, BPR will provide subsidies based on the level of funding
available and the level of community benefit each program provides.
II.Background:
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.
BPR operates from five primary funds. These funds are the Recreational Activity Fund (RAF),
.25 Cent Sales Tax Fund (.25ST), General Fund, Permanent Park and Recreation Fund, and
Lottery Fund.
Recreation Activity Fund: 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.
This fund is supported through user and participation fees, grants and donations, and an annual
subsidy transfer from the General Fund.
.25 Cent Sales Tax Fund: 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.
Attachment A: Draft Fee Policy
General Fund: 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
pressure from other 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.
Permanent Park and Recreation Fund: 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 taxes, 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.
Lottery Fund: A special revenue fund that accounts for State Conversation Trust 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.
III.Definitions:
Residency:
Resident: any individual who lives at an address located within the City of Boulder
service area.
Non-Resident: any individual who lives outside of the City of Boulder.
Resident/Worker: individuals who live or work in the City of Boulder are eligible for
Resident/Worker rates for facility entry. Resident or non-resident status applies for all
other types of programs.
Age Based Fee Groupings:
Youth: participants between 3 and 18 years old.
Adult: participants between 19 and 59 years old.
Senior: participants who are over the age of 60.
Household: any adults, seniors or youth residing at the same address. Proof of address
is required and no more than 8 members aged 19 or older.
Costing Definitions:
Cost Recovery: the collection of revenue to pay for the direct and/or indirect costs of
providing a service or program. The level of cost recovery will vary based upon the
Attachment A: Draft Fee Policy
service, type of program, program benefit level, targeted skill level, market costs and
other factors.
Direct Costs: The costs directly related or attributed to providing a specific service.
Direct costs include staff time, materials and supplies directly related to providing the
service.
Indirect Costs: Costs incurred across the department that are not directly attributed to a
specific service but benefits the department as a whole. Indirect costs typically include
marketing expenses, software, utilities, space allocation, and management staff that
support a variety of services or programs.
Market Analysis: A point-in-time analysis or survey of prices charged by other
agencies, public and private for a similar service. Market Analysis is typically limited to
benchmark communities and local agencies.
Subsidy: Funding provided by the city to offset the costs of a service to support a higher
level of community benefit. Based upon community input, subsidies are typically
awarded to programs that support low-income residents, people with disabilities, older
adults and youth.
Discounts: Discounts may be provided associated with marketing and/or volume-based
discounting to provide benefits to participants who are regularly using a service or
program.
Benefit Categories:
Attachment A: Draft Fee Policy
Community: Services that enhance the health, safety and livability of the community
and therefore require minimal obstacles to participation.
Recreation: 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.
IV.Policy:
The Department of Parks and Recreation’s Fee Policy represents a standardized approach to
program categorization and definitions, while aligning a clear subsidy level based on the level of
community benefit provided. Fees are an efficient and equitable way to distribute the costs
associated with providing services that exceed the ability of the tax base to support the costs.
This comprehensive policy will promote community understanding with clear fee practices and
financial sustainability. This Fee Policy was developed through the documentation of previous
policy guidance from the Parks and Recreation Advisory Board, includes guidance received
from the 2022 Parks and Recreation Plan, along with significant input from the Parks and
Recreation Advisory Board, Community Connectors in Residence and City Council. This Fee
Policy identifies and informs the program types and a consistent method to assign services to
those types. the appropriate level of subsidy provided and cost recovery that should be
achieved. Tax subsidy provided each year from the General Fund and/or other sources such as
.25 Cent Sales Tax Fund should be allocated in a way that supports the cost recovery targets
based on available funding, which then directs the corresponding pricing strategy each year.
The concept of cost recovery involves setting fees based on the total cost of providing the
service and benefit provided so that the total funding received (Taxes and Fees) equals the total
cost of providing a particular service. This is critical to the financial sustainability of public parks
and recreation.
V.Procedure:
The department will review fees and charges for all programs and services along with cost
recovery performance at least every two years as part of the annual citywide budget
development process. Once the cost to provide services is analyzed, each service area will
review cost recovery performance compared to stated goals within the Fee Policy. Total cost of
service as well as the department’s Service Delivery Model, market analysis, and feedback from
staff and participants, will inform any recommendations to the Department Director to update
fees.
The Department’s pricing strategy is based on several considerations:
•Level of Community Benefit
•Supply and Demand
•Market Comparisons
•Residency/Non-residency priority
•Age-based prioritization with an emphasis on youth and seniors
•Accessibility and health promotion
Attachment A: Draft Fee Policy
•Value of Program (availability of alternative providers, quality of program)
•Cost recovery philosophy
•Availability of subsidy to support age-based discount, community benefit recreation and
financial aid.
Each activity will be sorted into a program type. Each program type will have a minimum cost
recovery rate and a target cost recovery rate. Programs that are being introduced will likely be
at the minimum cost recovery rate; over the lifecycle of the program, the goal will be to achieve
the target cost recovery rate. While setting rates, staff must evaluate market rates and demand
for the activity to determine price sensitivity for any proposed price adjustments. If the price is
too high and/or there is little demand for the program, staff must consider the feasibility of
reducing costs, reducing fees or propose the elimination of the program. To minimize impacts to
participants, fee increases may be limited to 10% in a year for any community or recreation level
programs. Fee increases may be phased in over a 2-to-3-year period to minimize impacts to
participants.
When establishing fees, BPR will support fees that the market will bear, even if this exceeds the
cost recovery targets. Programs with high demand should also evaluate fee increases to
improve cost recovery. Both tactics will allow the department to reinvest in other program areas
with lower cost-recovery goals, in turn allowing the department to reduce the reliance on tax
subsidy and reinvest in priority programs.
To ensure there is equitable access for populations the community has prioritized, the
department will continue to subsidize access for low-income individuals, people with disabilities,
youth and seniors. The department is committed to maintaining financial aid programs to
qualifying Boulder residents, providing subsidized access to facilities and programs, as funding
allows.
All fee updates will be reviewed annually by the Parks and Recreation Advisory Board and for
consideration by City Council with the adoption of the operating budget each year. The City
Manager shall give notice regarding changes in fees by filing a schedule of fees with the City
Clerk and displaying the changed fees on the City’s website. Increases shall not take effect until
at least two weeks have passed since notice was given. Fees shall be in effect as of the
effective date specified in the schedule.
Fees may be temporarily discounted or reduced through special promotional pricing as warranted.
The City Manager may reduce fees from time to time as market conditions warrant, and may also
raise them again, so long as the fee never exceeds that specified in the fee schedule.
Attachment A: Draft Fee Policy
Below are the program types with associated cost recovery goals, definitions and examples of
activities. Examples provide examples of various types: they are not all-inclusive lists and
program offerings change over time.
Program
Type
Community
Benefit
Level
Cost
Recovery
Program Definition Examples of
Services Included
Open Access Community 0% Access to parks, park
amenities, pathways and
natural areas. Open
access allows for self-
directed activity and does
not include supervision
or oversight by staff.
Pocket,
neighborhood, and
community parks,
skateparks,
playgrounds, multi-
use paths, non-
reserved outdoor
courts, dog-parks
Grants,
Philanthropy
& Donations
Community Grants, philanthropy and
donations which further
the mission of the
department by providing
outside funding for a
specific focus which
increases access and/or
removes barriers to
participation
Health Equity Funds,
Grants, Memorial
Benches, Tree
Donations, Project
Specific Donations
Special
Events
Community 10%+ Large-scale events that
appeal to a broad portion
of the community.
Snow Much Fun,
Holiday Lights
Recreation 70%+ Large-scale events
produced by the
department and/or city
intended for a specific
demographic within the
community.
Drive-in movies,
Sweetheart Dances,
Halloween Carnival
Exclusive 100%+ Large-scale events with
pre-registration required
for a niche market or
specific interest.
Typically provided by
non-department
organization
Organized races
Recreation
Services
Community 50%+ Foundational classes,
leagues and workshops
which include instruction
and the primary goal of
introducing participants
to basic skills at a “learn
to” level; programs which
Facility childcare,
beginner level sports,
fitness orientations,
EXPAND programs,
Youth Services
Initiative (YSI),
aquatics clinics
Attachment A: Draft Fee Policy
facilitate access to other
program types
Recreation 70%+ Classes, leagues, clinics
and workshops with
instruction provided at an
intermediate level
Intermediate level
sports, enrichment
classes, youth sport
leagues, camps
Exclusive 100%+ Classes, leagues, clinics
and workshops with
instruction provided at an
advanced level of
training and
development; private or
semi-private setting to
meet unique needs of an
individual or small group
Advanced level
sports, specialty
fitness, adult sports
leagues, competitive
team events, boating
Facility Entry Recreation 90%+ Access to recreation
centers, indoor & outdoor
pools, outdoor swim
beaches and passive
recreation at Boulder
Reservoir where
monitored access is
provided for self-directed
activity with general
supervision and
oversight provided by
department staff
Facility admission,
drop-in classes, swim
beach, passive
recreation at Boulder
Reservoir
Resale Items Exclusive 100-150%Consumable and non-
consumable goods
available for purchase
Swim diapers, locks,
food or concessions,
clothing, pro-shop
items
Contracted
Programming
Exclusive 100%+ Registered programs
offered by a non-
city/department agency
that operate under a
revenue share/profit split
Specialty summer
camps, Tennis
lessons,
Golf Course Exclusive 100%+ Utilization of golf course
and related amenities
Driving range, rounds
of golf, cart rentals,
tournaments
Rentals Exclusive 100%+ Space, facility,
equipment, park and
shelter reservations for a
use by an individual,
group or organization.
Field rentals, court
rentals, facility
rentals, shelter
rentals, lane rentals,
private access
rentals
Attachment A: Draft Fee Policy
Parks & Recreation Department:
CC-I-R Responses Re: Existing Services and Budget Requests
This submission compiles responses by Parks & Recreation service areas following feedback and
priorities from the Community Connectors In Residence (CC-I-R).
Alignments with these themes, priorities, and the SER Framework will be integrated into the Budget
Proposals submitted to EBT and in OpenGov.
Please use this content to provide any relevant details back to the CC-I-R. We appreciate their insight!
Recreation & Park Operations
Key Themes from CC-I-R Feedback:
•Cultivate recreational, cultural, social opportunities (sub-topic: Hours restrictive, not open late
enough)
•Providing public gathering places (effective maintenance/cleaning, available for
rental/programming)
•Prevent disparate impact on historically excluded community members
•Language accessibility of services, documents, signage
•Youth opportunities (programming) + Childcare, CCCAP
Do any of your budget requests support key themes and issues?
(Highlight our plans to address/contribute to these themes)
Key Theme/Issue: Cultivate recreational, cultural, social opportunities (sub-topic: Hours
restrictive, not open late enough)
BPR’s 2024 budget proposal includes additional operational dollars and staffing to increase
hours at each recreation center, outdoor swimming pools, and regional facilities including the
Boulder Reservoir. Additional hours will provide for expanded recreational and social
opportunities.
Key Theme/Issue: Prevent disparate impact on historically excluded community members
Increasing hours will provide additional opportunities for after-work access for working
community members and will allow youth and adult programming to be expanded within the
new operational hours. Further work into the department’s fee policy and rental processes
should make rental procedures more accessible to all community members. BPR’s fee policy also
will make explicit the desire for there to be strong Financial Aid policies so that increasing fees
do not increase barriers.
Key Theme/Issue: Youth opportunities (programming) + Childcare, CCCAP Description
Attachment B: Summarized Feedback for Community Connectors in Residence
Description: The budget request includes growth in Sports and Community Access workgroup
with the addition of a Recreation Program Manager position which will help facilitate, through
both direct and contracted offerings, additional programming for youth and teens including
programs like skateboarding, ninja, cross country, basketball, pickleball and nature play. The
department is also projecting growth for multiple youth programming areas including
gymnastics expanding to Sunday operations and introducing new recreational dance programs
for youth and adults.
Are there any services currently being provided that should be shared with CC-I-R?
(Highlight the work we’re already doing)
BPR will continue to provide “Recquity”, a grant-funded Financial Aid program for free access to
recreation facilities. Recquity also provides a 50% discount up $400 annually for program
participation. A new community room and ninja studio at the SBRC is available with entry to
facility to increase youth participation.
Facility and wayfinding signage will be replaced in several facilities with a goal of increasing
accessibility and improving customer experiences. Facilities include recreation centers, pools,
and the Boulder Reservoir.
Attachment B: Summarized Feedback for Community Connectors in Residence
Community Building and Partnerships
Key Themes from CC-I-R Feedback:
•Enhanced affordability of services for all; expand PLAYPass
•Prevent disparate impact on historically excluded community members
•Language accessibility of services, documents, signage
•Youth opportunities (programming) + Childcare, CCCAP
Note: Community Connectors “designated” 14% of funding, or second highest, in the “how
would you spend $100” exercise. Community members put it at 11% or 3rd highest). Rec facilities
and programming were at 7% and 8% respectively.
Do any of your budget requests support key themes and issues?
(Highlight our plans to address/contribute to these themes)
Key Themes: Enhanced affordability of services for all; expand PLAYPass; Prevent disparate
impact on historically excluded community members
Description: BPR’s 2024 budget submission includes additional tax subsidy to ensure Financial
Aid programs are not decreased amidst cost escalation.
Are there any services currently being provided that should be shared with CC-I-R?
(Highlight the work we’re already doing)
BPR is formalizing a fee policy to make formal the desire to subsidize access programs. As has
been BPR practice and is being documented in the policy, programs that most benefit the
community receive the greatest share of subsidy and have a low barrier to entry (e.g. Financial
Aid, youth discounts), while programs that most benefit individuals receive little to no subsidy
and are funded via user fees. In the 2024 budget, these programs include supporting access for
the whole community through age-based discounts for youth and seniors to recreation facilities
and financial aid support for under-resourced residents.
BPR operates two programs specifically targeted to priority community members: EXPAND
provides recreation opportunities for community members with disabilities and the Youth
Services Initiative (YSI) program serves youth from under-resourced families.
Additionally, the department partners with other organizations to boost opportunities to
enhance access including:
•The PLAYPass program, which is administered by the PLAY Boulder Foundation to subsidize
participation in youth recreation activites
•The SilverSneakers, Renew Active, One Pass, and Silver & Fit programs, which provides older
adults the opportunity to participate at recreation centers through their insurance carrier.
•The Boulder County Child Care Assistance Program (CCAP) which is accepted for qualifying
participants in Kidz Kamps and School Day Off Camps
Attachment B: Summarized Feedback for Community Connectors in Residence
Regional Facilities
Key Themes from CC-I-R Feedback:
•Cultivate recreational, cultural, social opportunities (sub-topic: Hours restrictive, not open late
enough)
•Language accessibility of services, documents, signage
Do any of your budget requests support key themes and issues?
(Highlight our plans to address/contribute to these themes)
Key Theme/Issue: Cultivate recreational, cultural, social opportunities (sub-topic: Hours
restrictive, not open late enough)
Description: BPR’s 2024 budget proposal includes funding to increase hours at each recreation
center, outdoor swimming pools, and regional facilities including the Boulder Reservoir.
Additional hours will provide for expanded recreational and social opportunities.
Are there any services currently being provided that should be shared with CC-I-R?
(Highlight the work we’re already doing)
A new facility is currently under construction at Flatirons Golf Course which will allow
community members to enjoy the scenic views from the indoor/outdoor dining area and use a
new outdoor activity and event lawn to increase family activities and community enjoyment.
Facility and wayfinding signage will be replaced in several facilities with a goal of increasing
accessibility and improving customer experiences. Facilities include recreation centers, pools,
and the Boulder Reservoir.
Attachment B: Summarized Feedback for Community Connectors in Residence
Planning: Design and Construction
Key Themes from CC-I-R Feedback:
•Ecological resilience (habitat, ecosystems)
•Language accessibility of services, documents, signage
•Providing public gathering places (effective maintenance/cleaning, available for
rental/programming)
Do any of your budget requests support key themes and issues?
(Highlight our plans to address/contribute to these themes)
•Key Theme/Issue: Ecological resilience (habitat, ecosystems)
Description: Embedded in BPR’s 2024-2029 CIP are several projects that will directly strengthen
the resilience of the parks system:
•Renovation at North Boulder Parks will improve drainage for Goose Creek, reducing
maintenance expenditures from major rain events at the playground and southern portion
of the field;
•Development of the park on Violet will coincide with drainage enhancements to Four Mile
Creek – this project is also testing the Sustainable Sites Initiative which is used to align land
development and management with innovative sustainable design.
•Civic Area Phase II and Boulder Creek Management Plan will include instream creek work to
improve habitat, bank restoration work, and provided improved safe recreation
opportunities
•Key Theme/Issue: Language accessibility of services, documents, signage
Description: BPR is updating its Design Standards Manual, which includes guidance for signage in
BPR parks and facilities. This project will make language accessibility the standard as new
signage is developed.
As parks are renovated or new parks developed signage will be improved to cover multiple
languages as well as greater accessibility for those experiencing disabilities.
•Key Theme/Issue: Providing public gathering places
Description: Every BPR project is designed to foster great spaces for gathering to meet a range
of communities and to support a Healthy and Socially Thriving Community. For specific
examples, embedded in BPR’s 2024-2029 CIP are several projects that will foster great gathering
spaces for the community:
•Development of the pocket park at Boulder Junction;
•Renovation at Mapleton Park to include more community gathering and green space;
•Development of the park on Violet;
•Renovation of East Boulder Community Park
•Planning for the Future of Boulder’s Recreation Centers.
Are there any services currently being provided that should be shared with CC-I-R?
(Highlight the work we’re already doing)
Attachment B: Summarized Feedback for Community Connectors in Residence
BPR’s 2022 plan includes ground-breaking equity and youth mapping to help ensure operating
and capital projects are invested where they are most needed. The 2022 plan guides all
investments and also amplifies the city’s commitment to serving community prioritized
populations: those experiencing disabilities, those with low-income, youth, and seniors. So in
essence, everything we do will consider these themes.
Natural Resources
Key Themes from CC-I-R Feedback:
•Ecological resilience (habitat, ecosystems)
•Providing public gathering places (effective maintenance/cleaning)
Do any of your budget requests support key themes and issues?
(Highlight our plans to address/contribute to these themes)
Key Theme/Issue: Ecological resilience
Description: As part of the 2024 budget process, the Forestry team has requested an additional
full-time employee to support the health of the urban tree canopy. Trees, and particularly urban
trees, provide many ecological and social benefits, including capturing carbon, helping
stormwater filter into the ground, and reducing local air temperature. These requests support
the recommendations of the 2018 Urban Forest Strategic Plan to continue to take care of the
urban tree canopy.
Key Theme/Issue: Providing public gathering spaces (effective maintenance and cleaning)
Description: The BPR Urban Ranger Program was initially funded as a pilot project by city
council in 2021 as part of the Safe and Managed Public Spaces program. BPR Urban Rangers help
foster safe and welcoming parks and facilities, provide security to visitors and staff through
enforcing rules and regulations, creatively solving problems, building relationships, and engaging
with community members. BPR Urban Rangers help ensure all community members feel safe
and welcome in park spaces.
Are there any services currently being provided that should be shared with CC-I-R?
(Highlight the work we’re already doing)
Both the Forestry and Natural Lands teams within BPR work to promote the ecological resilience
of urban ecosystems through the park system and the city. Specifically, the Natural Lands team
manages natural areas within urban parks, as well as larger natural areas like those surrounding
the Boulder Reservoir. These areas provide opportunities for trails and environmental education
and habitat for wildlife. Managing the plants in these areas involves removing harmful species
and restoring areas with more native plants and shrubs.
Boulder Parks and Recreation Department's Forestry team works hard to ensure 50,000 public
trees thrive. In early 2023, Boulder Forestry published the first State of the Urban Forest which
outlines the current condition of the urban forest, what work is being prioritized to maintain the
forest, and how community members can get involved to help protect this urban resource.
Attachment B: Summarized Feedback for Community Connectors in Residence
City of Boulder Racial Equity Instrument
The City of Boulder will advance racial equity in all elements of our local government. The city defines
racial equity as the elimination of racial disproportionalities so that race can no longer be used to predict
success, and the ability of all community members, regardless of race, to experience a high quality of life
and access to opportunity.
The Racial Equity Instrument is a tool to help staff who have completed the “Advancing Racial Equity: the
Role of Government” training improve city operations by viewing and planning projects through a racial
equity lens. It establishes a process and set of questions to guide the development, implementation and
evaluation of City of Boulder policies, programs, practices, procedures, and budget issues to advance racial
equity.
When Do I Use It?
Early in any Decision-Making Process. Apply the instrument to any decision-making process regardless
of size or scope, to align with racial equity goals and desired outcomes.
How Much Time Does It Take?
Enough time to ensure a comprehensive racial equity analysis. Scale the time allocation to fit the
complexity of the decision-making process. A concise, simple internal decision might only require 4-5
total hours. A more complex departmental or city-wide project decision might require several months or
more to complete.
How Do I Use It?
With inclusion. The six-step analysis should be performed by a group of people with different racial
perspectives to check our assumptions and improve the way we do business.
Step by step. The Racial Equity Instrument is made up of six steps:
Attachment C: Racial Equity Instrument for BPR Fee Policy
Attachment C: Racial Equity Instrument for BPR Fee Policy
Title: Boulder Parks and Recreation Fee Policy
Description: The purpose of the fee policy is to establish clear and consistent guidance for
how fees are set and subsidies are awarded. In establishing a fee policy, BPR
intends to create a standard approach for all fees collected, develop
transparent fee categories and definitions of the types of access or programs
which are subject to the various fees, and create clear cost recovery targets.
In determining the subsidy levels, BPR will prioritize subsidies based on the
level of funding available and the level of community benefit each program
provides.
Department: Parks and Recreation Contact: Jackson Hite
☒Policy ☐Program ☒ Budget Issue
Step 1: Establish Outcomes.
Identify the desired result, outcomes and indicators toward achieving racial equity.
Desired Community Result: a community-level condition of well-being. "All Boulder residents..."
Organizational Outcome: what will happen as a result of an action under the city’s control.
Indicator: a measure which helps quantify the achievement of a desired result and outcomes.
Example desired community result: All babies are born healthy.
Example organizational outcome: Reduced cost barriers for prenatal health care and other direct services;
increased cultural competence and health equity practices among service providers; increased city support for
social determinants of health.
Example indicators: Positive changes in maternal mortality disaggregated by race, prenatal health by
neighborhood, healthy births by race, infant health by race and by neighborhood.
1a. What are the desired community results?
All Boulder residents are able to meet their critical needs, enjoy high levels of social, physical, and
mental well-being, and have access to abundant recreational, cultural and educational opportunities in
an environment that respects and celebrates human rights. This aligns with the department’s mission:
The Parks and Recreation Department promotes the health and well-being of the entire Boulder
community by collaboratively providing high-quality parks, facilities and programs.
This aligns with the KPI’s from the 2022 Parks and Recreation Plan:
•Financial Aid Contacts – Financial Aid total visits, value and percentage of visits
•Direct Financial Support to Lower Barriers – Financial Aid Scholarship dollars spent.
•Inclusion Across Demographics – All Financial Aid participants by age
•Pass Utilization: Average visits by member
Attachment C: Racial Equity Instrument for BPR Fee Policy
•Indirect community benefits associated with: Community Benefit Programming, Youth
Engagement, Camp Participation
1b. What are the intended organizational outcomes?
Reduced financial barriers to participation, increased health equity.
1c. What indicators will you use to measure the outcomes? Maintain or Increase Financial Aid
registered participants, maintain or increase Financial Aid visits to facilities, Programs at Cost Recovery
Target, Amount of subsidy available for community benefit programming.
Assumption that an increase in facility usage and registered participants correlates to access to facilities
and programs that support community and recreation access. This in turn supports the overall health
and wellness of every member of the Boulder community through equitable programs, facilities, parks
and services.
1d. What populations might be impacted by this proposal?
☒Infants ☒Children ☒Teens ☒Students ☒Older adults
☒Men ☒Women ☒LGBTQIA ☒Immigrants ☒Undocumented
☒Low-income ☒ Homeless ☒Disabled ☒Health-impacted ☐ Other ________
☒African American/Black ☒ Asian/Pacific Islander ☒Hispanic/Latino ☐Other __________
☒Mixed-Race ☒Native American ☒White
Based on 2022 BPR Plan, BPR would want input from the groups of individuals identified by the
community as receiving the most support for subsidy. These include: infants, children, teens,
older adults, low-income and disabled.
1e. What issue areas might be affected by this proposal?
☒Community Engagement ☐Human services
☐Civic Engagement ☐Jobs
☐Criminal/restorative justice ☒Parks and recreation
☐Economic development ☐Planning / development
☐Education ☐Procurement
☐Environment ☐Technology systems
☐Food access and affordability ☐Transportation
☒Government decision-making processes ☐ Utilities
☒Health ☐Workforce policies
☐Housing / Homelessness ☐Other specific City departments
Step 2: Collect Data.
Attachment C: Racial Equity Instrument for BPR Fee Policy
Gather data relative to racial equity and the decision-making process. What does the data say? What
does the data tell us?
Data resources: https://work.bouldercolorado.gov/racial-equity/data-sources
Inclusive Engagement resources: https://work.bouldercolorado.gov/communications/community-
engagement
Example: The city does not routinely collect prenatal or infant health data. However, county public health data
indicates that African American, Native American and Latino babies tend to have lower birth-weight and a higher
rates of illness resulting in doctor or emergency room visits. Most people of color live in specific neighborhoods.
Some city residents testify that they do not have health insurance and are nervous about visiting doctors that don’t
speak Spanish or other non-English languages.
2a. Will the proposal impact specific geographic areas in Boulder (neighborhoods, areas or regions)?
☒All of Boulder
☐Boulder Civic Area
☐Boulder Plaza Subarea
☐Crossroads East/Sunrise Center Area
☐Gunbarrel Community Center
☐Junior Academy Area
☐North Boulder
☐Transit Village Area Plan/Boulder Junction
☐University Hill Area Plan
☒Other (ex: manufactured home community)
Emphasis on residents who live in Boulder
Housing Partners properties
2b. What are the racial demographics of people impacted by this issue? Be Specific.
While all demographics are impacted equally by the fee policy, Boulder’s low-income community is
disproportionately made up of people of color and increased fees could impact health equity if Financial
Aid cannot be supported. Boulder Parks and Recreation provides services for all community members
who choose to recreate at parks and recreation facilities and in programs offered by the department. As
of 2023, there are approximately 70,000 individuals in the Recreation Management System who have
taken a class or bought a recreation membership in the past 5 years. Of those, about 3,000 are enrolled
in the department’s Financial Aid program.
2c. What other quantitative data do you have, that can help understand racial disparities associated
with this issue (think about the indicators noted in Step 1)? How have you involved community
members to gather and understand this data?
Boulder Parks and Recreation relies on the Recreation Management System to track who is using the
department’s facilities and programs. While the department does not collect demographic information
on each user, the department does have other information that is helpful to identify impacted
populations.
Attachment C: Racial Equity Instrument for BPR Fee Policy
The most useful data focuses on participants who qualify for financial assistance. Financial assistance is
provided through a 100% subsidy for facility entry, a $400 annual assistance for fee-based programs,
and the department also tracks those who utilize the PLAY Pass – a partner agencies scholarship to BPR
activities.
Collective user data is reported out annually with the Boulder Parks and Recreation Annual Report.
The 2022 BPR Plan effort included a statistically valid survey. Some of the data indicates differences in
how renters responded compared to owners – with renters placing more value on the services BPR
provides to promote health and also citing cost as a barrier more frequently than owners. Those who
identified as something other than White were more likely to feel more swimming pools and leisure
pools were needed than those who identify as White. When asked how important it was for the city to
provide recreation programs for various populations, residents placed the highest priority on serving
people with disabilities and people with low incomes.
2d. What qualitative data – including community conversations, public meeting comments -- should
be taken into consideration? Based on that data, what concerns or experience with the proposal,
might people of color have?
BPR has conducted significant engagement with the adoption of the 2022 BPR Plan. This plan included
opportunities for community engagement in both English and Spanish. People of color may be
concerned that increased fees without an enhanced or sustained Financial Aid program could increase
barriers to participation, and initial review of CCiR input on the 2024 budget development amplifies this
concern.
2e. What data gaps exist? If you lack adequate data, how can you obtain more or better data to
analyze the proposal with a racial equity lens?
The current Recreation Management System does not collect or track race or ethnicity for individual
community members. There are two issues in implementing this tracking. First, in that all users would
need to self report the information, but it is not a required field. The second, is any drop-in user of a
facility and/or visitors to free amenities or through third parties do not register with the department to
have demographic information. A proposed enhancement with the Recreation Management System is
to begin asking participants to voluntarily disclose their race and ethnicity.
Attachment C: Racial Equity Instrument for BPR Fee Policy
Step 3: Determine Benefit and Burden.
Analyze the issue through a racial equity lens and consult with partners and community members, to
determine expected and unexpected impacts, and to ensure alignment with racial equity outcomes.
Example: The city might initially think that a marketing campaign is the most effective way to address maternal
and infant health. However, focusing on individual behavior change could increase stress on people of color if they
don’t have adequate income or social supports, or if they would still have to engage with bias and racism in the
health care system. Cost and cultural competence are systemic barriers the city can address. Community members
have previously described these concerns, and we have survey data to affirm these concerns. check-in with city staff
and community partners affirms that these situations still exist.
3a. How might the policy, program, or budget issue increase or decrease racial equity?
Increase: The policy intends to ensure adults with an ability to pay do so that subsidy is available for
targeted populations. Given that Boulder’s low-income disproportionately includes people of color,
protecting subsidy from unintentional use should support Financial Aid and support racial health equity.
Decrease: With the fee policy, most recreation fees would increase to keep up with cost escalation. This
would mean that the $400 of annual assistance may not have as big of an impact as it currently
provides. In future years, it may also mean that some services are no longer sustainable if they
cannot pay for themselves and other funds do not exist to subsidize them.
3b. Challenge your thinking. Consider one of the indicators from Step 1 and ask why a racial disparity
might exist. Then, why else? Why else? Why else? Do the same exercise for another indicator.
Exercise completed with regards to affordability to fee based programs and community members who
do not rely on English as a primary language.
3c. With which city and community partners will you engage, to listen and understand diverse
perspectives, center lived experience, and further deepen your analysis of benefits/burdens
associated with this issue? Refer to the city’s Engagement Strategic Framework and Outreach Outpost
resources to ensure alignment with city best practices. Don’t hesitate to reach out to Engagement
Team staff if you’re feeling stuck.
BPR consulted across the community to develop the 2022 plan, including target engagement with
underresourced community members, youth, and people with disabilities. The fee policy is
implementing the 2022 plan and will need to be carefully implemented to not increase financial barriers
to participation.
BPR will conduct community engagement with a broad cross section of participants to inform them of
the fee policy.
Users of Recreation Programs and Facilities (an abbreviated list):
-Individual users (daily users, punch, monthly, and annual passes)
-Golf Course users (daily players, tournaments, pass holders)
-Registered program participants (ex: gymnastics, fitness, personal training, camps)
Attachment C: Racial Equity Instrument for BPR Fee Policy
-User groups (ex: Gonzo Tennis, Boulder Community Rowing, Boulder County United, Boulder
Aquatics Masters)
-Financial Aid recipients and partners such as BHP, TGTHR, and MHP.
3d. Given your answers to 3b – 3c, are the potential benefits aligned with the desired community
results that were defined in Step 1? If not, how might you modify the organizational outcome to avoid
creating an additional burden on people of color? Or, what issues should you keep in mind as you
design Strategies in Step 4?
Attachment C: Racial Equity Instrument for BPR Fee Policy
Step 4: Develop Strategies.
Identify activities that advance racial equity outcomes and minimize harm through unintended
consequences. Describe the specific strategies, tasks, necessary resources and people responsible to
help ensure the activity will advance racial equity.
Example: Design marketing campaign focused on wellness education; self-efficacy for health care. Provide implicit
bias training sessions for health care providers. Collaborate with people of color parent groups to co-design
research and support group to identify key social determinants of health for maternal and infant care.
4a. Use the chart below to plot strategies related to your policy, program or budget issue that can
help reduce disparity and increase equity for people of color in our community.
Strategy Action/Task Person
Responsible
Completion by Resources
Needed
Financial Aid
Sustainability
Prioritize a
sustainable
approach to
financial aid
BPR Business
Services Team and
Community
Services Areas
Q3 2023
Implementation
2024 or 2025
Funding
Financial Aid
Sliding Scale
Evaluate sliding
scale financial aid
BPR Community
Building and
Partnerships
Q4 2023
Implementation
2024 or 2025
Matrix Team,
Funding
Streamline
Financial Aid
Application
Process
Streamline the
financial aid
application process
BPR Community
Services Areas
Q4 2023
Implementation
2024 or 2025
Matrix Team
Check to ensure your plan is:
•Realistic;
•Adequately funded;
•Adequately resourced with personnel;
•Adequately equipped to utilize community resources with mechanisms to ensure successful
implementation and enforcement;
•Adequately resourced to ensure on-going data collection, public reporting, and community
engagement;
•Addressing root causes of racial disparity, explored in Step 3; and
•Likely to help meet the outcomes and desired result outlined in Step 1.
4b. What complementary program or policy strategies - or city departmental or community
partnerships - exist that could help maximize positive impacts in the community? How will you
partner with these stakeholders for long-term positive change?
City Departments: BPR already collaborates with Housing and Human Services including the Health
Equity Fund for support of the facility entry and mobile recreation services. BPR also relies on this
Attachment C: Racial Equity Instrument for BPR Fee Policy
partner agency to identify individuals who are eligible for a 100% subsidized access based on
qualification in other income and need based programs.
Community Partnerships: PLAY Boulder is the philanthropic partner of BPR, and plays a significant role
in providing the PLAY Pass which is accepted for BPR registered programs. Boulder Housing Partners is
also a partner, where all residents of these properties are eligible to receive a Recquity pass which
provides 100% subsidized access.
4c. Are the impacts aligned with your desired community results and organizational outcomes defined
in Step 1? If not, how will you re-align your work?
Yes
Step 5: Implement & Evaluate.
Track impact on communities of color, communicate and involve stakeholders. Document unresolved
issues.
Example: The city will coordinate with health professionals and parent groups on pre/post survey to determine
improvement in individual behaviors and institutional behaviors, policies and practices. City will also work with
county to assess longer-term changes in maternal health, infant birthweight and other indicators defined in Step 1.
5a. What data collection tools and evaluation methods will you use to track the indicators noted in
Step 1, and determine the impact of your strategies?
The city will look at the registration data for 100% discount for recreation access. Staff will look at the
total number of participants in this program and the utilization of the pass to determine if the visitation
is occurring at expected rates.
5b. How will you ensure and retain meaningful community engagement in this process, to move
beyond “informing” and toward shared, equitable engagement in decision-making? Refer again to the
City’s Community Engagement Strategy.
Given the Fee Policy is driven on a quasi-enterprise basis to cover direct expenses for delivering services,
BPR will regularly inform the community. Prior to any big changes, there would be an opportunity to
consult with those who would likely be impacted by any changes to the fee structure or fee policy which
creates impacts to individuals and/or user groups. BPR has committed to not increasing fees by more
than 10% for any programs that are considered community benefit or recreation benefit in a given year,
since those programs rely on a mix of tax funding and user fees. Exclusive programs may see fee
increases in excess of 10% with the stated goal of these programs covering all direct expenses based on
specific individuals or user groups that benefit, with limited community benefit.
5c. What issues are unresolved? What additional resources/partnerships might help achieve the
desired result?
N/A
Attachment C: Racial Equity Instrument for BPR Fee Policy
Step 6: Report Back.
Be accountable. Share information learned from analysis and unresolved issues with project leadership.
Example: Results will be released through presentations and discussions with parent groups, at
neighborhood clinics and childcare centers.
6a. What evidence can you compile and share to demonstrate the successful impacts or shortcomings
of the proposal to advance racial equity?
Annually, BPR will report on the registration data for 100% discount for recreation access. Staff will look
at the total number of participants in this program and the utilization of the pass to determine if the
visitation is occurring at expected rates. Additionally, staff can identify the total value of financial
assistance provided and number of participants who benefited from the annual assistance award for
fee-based programs and PLAY Pass.
6b. What ongoing communication and engagement strategies will you use to report the proposal
results and community impacts, particularly to people most directly impacted?
BPR will report through the Parks and Rec Annual Progress Report. Additionally, BPR will regularly
inform individuals and user groups of potential price increases in advance of any future fee increases
that are in line with the Fee Policy.
6c. How will you continue to partner, build trust, and deepen relationships with people of color and
other populations to make sure your work to advance racial equity is effective and sustainable for the
long-haul?
BPR will continue to address the issues identified in this report. With the 2024 budget submission, the
department plans to ask for an additional bi-lingual staff person to help create greater access to
recreation programs and facilities.
6d. Other ideas:
Attachment C: Racial Equity Instrument for BPR Fee Policy
Attachment C: Racial Equity Instrument for BPR Fee Policy
SHARED CITY-WIDE DEFINITIONS OF RACIAL EQUITY TERMS
Using shared definitions of key terms in the city’s racial equity work provides clarity and consistency
across all bureaus, which leads to better analysis of how institutional racism functions and is maintained.
We can then be more effective in deconstructing these mechanisms that support institutional racism and
begin constructing ones that produce equitable outcomes.
Accountable: Responsive to the needs and concerns of those most impacted by the issues you are
working on, particularly to communities of color and those historically underrepresented in the civic
process. Source: Seattle RSJI
Adverse Impacts: refers to practices or policies that appear neutral but have a discriminatory effect on a
protected group. Source: Office of Equity and Human Rights (OEHR)
Civil Rights Title VI: refers to Federal law. No person in the United States, on the grounds of Race, Color,
or National Origin, shall be excluded from participation in, denied the benefits of, or subjected to
discrimination under any program, service, or activity of a public entity, like the City of Boulder, that
receives federal assistance.
Communities of Color: is a term used primarily in the United States to describe communities of people
who are not identified as white, emphasizing common experiences of racism. Source: OEHR
Desired Community Result: a community-level condition of well-being.
Discrimination: refers to practices or policies that may be considered discriminatory and illegal if they
have a disproportionate "adverse impact" on persons in a protected class. Source: OEHR
Disparate Impacts: refers to practices or policies that may be considered discriminatory and illegal if
they have a disproportionate "adverse impact" on persons in a protected class. Source: OEHR
Diversity: includes all the ways in which people differ, and it encompasses all the different
characteristics that make one individual or group different from one another. Source: UC Berkeley CEID
Ethnicity: a category of people who identify with each other based on common language, ancestral,
social, cultural, or national experiences. Source: Oxford English Dictionary
Equity: When one’s identity cannot predict the outcome. Source: OEHR
Equity Lens: is a critical thinking approach to undoing institutional and structural racism, which
evaluates burdens, benefits, and outcomes to underserved communities. Source: OEHR
Explicit Bias: is the evaluation of one group and its members relative to one another, expressed directly,
with full awareness. Source: OEHR
Implicit Bias: is the evaluation of one group and its members relative to one another, expressed
indirectly, usually without awareness. This operates in one’s subconscious. Source: OEHR
Inclusive Engagement: Processes inclusive of people of diverse races, cultures, gender identities, sexual
orientations and socio-economic status. Access to information, resources and civic processes so
Attachment C: Racial Equity Instrument for BPR Fee Policy
community members can effectively engage in the design and delivery of public services. Source:
Seattle RSJI
Indicator: a measurable fact or trend that shows a change, or the rate or degree of change. In strategic
planning, indicators help determine whether a planned activity is resulting, or is likely to result in
positive outcomes.
Institutional Racism: occurs within institutions and systems of power. It is the unfair policies and
discriminatory practices of particular institutions (schools, workplaces, etc.) Source: Race Forward,
Moving the Race Conversation Forward
Internalized Racism: lies within individuals. These are our private beliefs and biases about race and
racism, influenced by our culture. Source: Race Forward, Moving the Race Conversation Forward
Interpersonal Racism: occurs between individuals. These are biases that occur when individuals interact
with others and their private racial beliefs affect their public interactions. Source: Race Forward, Moving
the Race Conversation Forward
Outcome: The specific result you are seeking to achieve within the community that advances racial
equity. Source: Seattle RSJI
Performance Metrics: measures an organization's behavior, activities, and performance. It assesses how
well workers are doing their respective tasks and how companies are accomplishing their objectives. It
provides hard data and gives off outcomes that appraise clearly defined quantities within a range that
facilitates improvement and upgrading. Source: Wikipedia
Privilege: refers to the unearned set of advantages, entitlements, and benefits bestowed by the formal
and informal institutions of society to ALL members of a dominant group (e.g. White privilege, male
privilege, etc.). Privilege is usually invisible to those who have it. Source: OEHR
Race: A non-scientific, social construct that divides people into distinct groups based on characteristics
such as physical appearance, ancestral heritage, cultural affiliation, cultural history, or ethnic
classification. Source: Maurianne Adams, Lee Anne Bell and Pat Griffin, editors. Teaching for Diversity
and Social Justice: A Sourcebook. New York: Routledge.
Racial Disparity: A significant difference in conditions between a racial group and the White population
that is avoidable and unjust. For example, African-Americans are underrepresented in City of Portland
management positions when compared to the percentage of African-Americans in the general
population or the representation of Whites in management positions. Source: OEHR
Racial Equity: when race does not determine or predict the distribution of resources,
economic/political/social opportunities, and burdens for group members in society. Source: OEHR and
Seattle RSJI
Racial Equity Framework: An understanding of the root causes of racial disparities, an analysis of the
structures that perpetuate these disparities, and the ability to deploy critical strategies to undoing those
structures (e.g., community self-determination, shifting power) in order to replace them with structures
that produce equitable outcomes.
Attachment C: Racial Equity Instrument for BPR Fee Policy
Racial Equity Tool: A set of strategies, procedures, and resources designed to integrate explicit
consideration of racial equity and that can be implemented and applied throughout organizational
policy, procedures, and operations to ensure/drive equitable process, impacts, and outcomes. Source:
OEHR
Racial Inequity: Race can be used to predict life outcomes, e.g., disproportionality in education (high
school graduation rates), jobs (unemployment rate), criminal justice (arrest and incarceration rates), etc.
Source: GARE
Stakeholders: Those impacted by proposed policy, program or budget issue who have potential
concerns or issue expertise. Source: Seattle RSJI
Structural Racism: is racial bias among institutions and across society. Source: Race Forward, Moving
the Race Conversation Forward
Under-served: refers to people and places that historically and currently have not had equitable
resources or access to infrastructure, healthy environments, housing choice, etc. Disparities may be
recognized in both services and in outcomes. Source: OEHR
Attachment C: Racial Equity Instrument for BPR Fee Policy
TO: Parks and Recreation Advisory Board
SUBJECT: Matters from the Board
DATE: June 26, 2023
A.PRAB Handbook revisions (5 minutes)
B.Continued discussion on Board Liaisons to BPR Projects (10 minutes)
a.Refer to Attachment A of May 22, 2023 Draft Meeting Notes
C. PRAB Matters (Verbal)