2023 Annual BudgetBUDGET HIGHLIGHTS BUDGET IN BRIEF
A total of $33.9 million in enhancements are
included in the 2023 Approved Budget, with key
investments in wildfire resilience, emergency
response, behavioral health response, and
homelessness solutions, among other
significant investments. The Budget Highlights
section contains an overview of these key
community investments made in the 2023
Budget, and the Operating Budget by Goal
Area shows as aligned by the City's goal areas.
The City of Boulder's 2023 Approved Budget is
$515.4 million, comprising an Operating Budget
of $354.6 million and Capital Budget of $160.8
million. The General Fund Budget is $188.4
million, representing a 15% increase compared
to the 2022 Approved Budget. The Budget in
Brief section provides a breakdown of the
sources, or revenues, and uses, or
expenditures, within the City's 2023 Approved
Budget.
OPERATING & CAPITAL BUDGET BY THE NUMBERS
$515.4M TOTAL 2023 APPROVED BUDGET
1,540.09 FULL TIME EQUIVALENTS (EMPLOYEES)
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2023FISCAL YEAR 2023
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
100.0M
200.0M
300.0M
400.0M
500.0M
DollarsUtilities
Transportation & Mobility
Police
Open Space & Mountain Pa…
Housing & Human Services
Fire-Rescue
Parks & Recreation
General Government
More (13 grouped)
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FY23-28 CAPITAL IMPROVEMENT PROGRAM
$160.8M 2023 CAPITAL BUDGET
$746.7M 2023-28 PLANNED CAPITAL SPENDING
Visualization
2023
Budget
2024
Budget
2025
Budget
2026
Budget
2027
Budget
2028
Budget
Fiscal Year
0.0
100.0M
25.0M
50.0M
75.0M
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150.0M
DollarsUtilities
Transportation & Mobility
Facilities & Fleet
Parks & Recreation
Open Space & Mountain Pa…
General Government
Community Vitality
Fire-Rescue
Innovation & Technology
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TABLE OF CONTENTS
INTRODUCTION AND
SUMMARY
City Manager's 2023 Budget
Message
Budget in Brief
Budget in Brief - Continued
Budget Highlights
Budget by Goal Area
Citywide Context, Budget
Process, & Strategic Planning
Transparency Portal
DEPARTMENT
OVERVIEWS
DEPARTMENT & PROGRAM
BUDGETS
City Attorney's Office
City Council
City Manager's Office
Climate Initiatives
Communication &
Engagement
Community Vitality
Facilities & Fleet
Finance
Fire-Rescue
General Governance
Housing & Human Services
Human Resources
Innovation & Technology
Library
Municipal Court
Open Space & Mountain Parks
Parks & Recreation
Planning & Development
Services
Police
Transportation & Mobility
Utilities
CAPITAL
IMPROVEMENT
PROGRAM
Capital Improvement Program
(CIP) Summary
CIP BY DEPARTMENT
Community Vitality
Facilities & Fleet
Fire-Rescue
Innovation & Technology
Open Space & Mountain Parks
Parks & Recreation
Transportation & Mobility
Utilities
APPENDIX
Adopted Budget
Reconciliation
Budget Policies
Budget Terms
Codified Fees, Rates &
Charges
Debt Service
Fund Definitions and Fund
Financials
Message from City Manager
Dear Council and Community Members,
The development of the city’s recommended budget is one of the most important, challenging, and exciting
responsibilities of the city manager. The annual budget is our largest and most significant policy document.
It demonstrates our organization’s commitment to top community priorities and shared values. The process
leading up to its creation invites honest conversations about the critical functions we perform, areas of
desired improvement or expansion, opportunities to achieve equity, and the role of local government.
I could not be more honored to present you with the 2023 Recommended Budget. This spending plan reflects
strong collaboration, thoughtful consideration, and some tough choices, with a goal of best supporting our
community in the year ahead. Most of all, it centers the needs of the many types of people who make
Boulder so special.
The numbers at a glance
The overall budget, subject to review and approval by City Council, is $513.5 million across all funds, an 11%
increase over the 2022 Approved Budget. The General Fund is the portion of the budget that covers many of
the city’s other function areas, including the maintenance of facilities, paths and parks, housing and human
service programs, public safety, libraries, communications and more. The recommended General Fund
budget for 2023 is $188 million, a 14.2% increase over 2022.
The year-over-year increase reflects strong local sales and use tax revenues, incorporates mid-year
additions made in 2022 to meet community demand, and advances innovative programs, projects, and
services to meet our community’s goals. The recommended budget emphasizes priorities that are critical to
Boulder, including new investments in wildfire risk mitigation, behavioral health, including a non-law
enforcement response pilot program, initial operations for a day services center for the unhoused, extends
and expands community court and outreach services, and continues programs to effectively manage safe
and welcoming public spaces.
Key priorities
This budget supports the many core services our community relies upon, such as clean drinking water,
public safety, transportation, affordable housing, parks and other outdoor spaces to enjoy, recreation
facilities, libraries, and more, while recognizing that challenges remain to maintaining service levels and
meeting our community’s high expectations.
At the same time, Boulder, like many communities across the country, faces complex challenges that require
bold and innovative solutions. The 2023 Recommended Budget prioritizes the city’s limited resources with
the following goals in mind:
• Wildfire Risk Mitigation and Emergency Response. The budget enhances the urban-wildland interface
management on city open space land that has proven to be so critical as we wrestle with climate change and
invests in three new firefighters. Voters will also consider a new Climate Tax in November that would further
bolster risk mitigation efforts through cross-departmental, leading-edge strategies.
City Manager's Budget Message
FY2023 Budget
• Non-Law Enforcement Response. This budget continues to innovate around alternative responses for
those experiencing behavioral health challenges by piloting a non-law enforcement response to behavioral
health-related calls and other circumstances better suited for medical and/or clinician response.
• Homelessness Services & Case Management. The budget advances funding for a new day center
services for the unhoused and expands a human-centered community court model to ensure that individuals
most at risk in our community have connections to resources and services that help them avoid continued
contact with the criminal justice system.
• Safe & Managed Public Spaces. The budget continues investments in making our public spaces safe,
clean, and welcoming for all, including expanded unsanctioned camping management, extending the
downtown ambassador program, and fully implementing an urban parks ranger program.
• Key Infrastructure Investments. This budget addresses key infrastructure needs, including Community,
Culture, Resilience, and Safety Tax investments, such as the acquisition of Xcel Energy’s streetlights and
conversion to energy efficient bulbs and the completion of Fire Station 3.
Investing in city staff
There is nothing more fundamental to the ability of a municipal organization to provide basic services than
the city employees doing the work. It is imperative that we continue to invest in the city’s most important
asset – the public servants who work day in and day out to ensure the delivery of community services.
The Recommended 2023 Budget meets this commitment through continued investment in competitive pay;
full restoration of staffing, especially in areas of high community demand; citywide activities to promote staff
retention and competitive recruitment; and annual investments in employee professional development.
The overall budget, across all funds, adds 48.38 FTEs to the workforce, including the additional staffing
necessary to address demand in Planning & Development Services, open the new North Boulder Library
Branch once construction is completed, and staffing to reopen the East Age Well Center. This brings the total
FTE count to 1,540, which is 65 FTEs above pre-pandemic staffing. This staffing is necessary to meet the
community’s expectations as services are restored, as well as innovative direction and new priorities from
City Council.
Centering Equity
As we considered the city budget, we carefully considered opportunities to be true to the City of Boulder’s
Racial Equity Plan, adopted by council in February 2021, Where resources go is a fundamental
measurement of whether an organization is living up to its ideals, and I believe this budget shows we are.
The plan includes a six-step process is helpful when allocating resources, identifying workplan priorities, and
evaluating both existing and proposed policies and practices.
For the first time in the city’s budget process, we leaned into the six-step process outlined in the plan.
Department directors, in every proposal, were asked to establish and describe desired outcomes. While
some outcomes were related to operational objectives, the strongest proposals identified outcomes that
contribute to racial equity.
The Executive Budget Team had meaningful conversations about the impact of the proposals on Boulder’s
communities of color and others who have been historically excluded from local government. The team
intentionally sought to lift those that increased access to services, resources, and participation in decision-
making for these populations. As new programs are implemented, departments will be expected to evaluate
whether they are achieving the outcomes and to share these findings when requesting funding for 2024.
Changes in design and process
In previous years, the city has produced a lengthy budget document, created through a manual and time-
intensive process. Frankly, the finished product was not generally accessible or interesting to the public. To
address this challenge – and as a first step to increasing transparency and community participation – the city
purchased industry-leading budgeting software, called OpenGov.
Both the 2023 Recommended Budget and 2023-2028 Capital Improvement Program were developed within
this new online platform. As you will see, information is organized by the Sustainability, Equity and
Resilience Framework goals; program and project areas; funding source; and accompanied, when possible,
by photographs to help community members understand the significance of the work. Staff views this
budgeting improvement as a three-year project. While significant steps were taken this year to improve, the
process to accurately measure our intended outcomes and understand the true community impact of all our
investments will continue over the next two or three budget cycles, so you will continue to see evolution over
the next couple of budget cycles. As always, we appreciate your feedback as you become more familiar with
this new online tool.
The other area of improvement involves how we made decisions. This year’s recommended budget is one of
the most holistic the city has prepared. Reflecting our commitment to continuous improvement, we worked
intentionally across departments, often bringing leaders of diverse function areas to the table to discuss
ways to collaborate and achieve complex, multi-departmental goals. This helped us become more aligned
around citywide objectives and priorities. We also asked departments to describe their desired outputs and
outcomes and to start establishing meaningful measurements that will help us determine whether projects
and programs are achieving desired results.
Conclusion
A city’s budget – how government chooses to spend limited resources – matters.
Recommendations about how to allocate funding must always demonstrate fiscal stewardship. But the best
recommendations also reflect shared values, advance community priorities, address critical and emerging
needs, build resilience, and improve the quality of life for all.
I am confident the 2023 Recommended Budget achieves each of these goals. I look forward to the thoughtful
consideration of council and our community.
Regards,
Nuria
Responsibly Governed
$1,946,600 (5.8%)
Safe
$3,756,832 (11.1%)
Environmentally Sustainable
$2,476,211 (7.3%)
Healthy & Socially Thriving
$3,564,792 (10.6%)
Livable
$18,503,254 (54.8%)
Accessible & Connected
$3,007,511 (8.9%)
Economically Vital
$508,572 (1.5%)
2023 Budget2023 Budget
EnhancementsEnhancements
Responsibly Governed
Safe
Environmentally Sustainable
Healthy & Socially Thriving
Livable
Accessible & Connected
Economically Vital
2023 Budget Highlights
The new and improved budgeting process better aligns our investments with our community goals, reflected in our Sustainability, Equity, and Resilience Framework. Below is the 2023 Budget represented by goal area and highlights of signficant investments in several key areas.
Wildfire Resilience &
Emergency
Response
Behavioral Health
Response
Homelessness
Solutions (Outreach
& Case
Management)
Wildfire Resilience & Emergency
Response - $2,072,811
The urgency of wildfire resilience
and preparedness efforts reflect
the nature of the climate
emergency. There are several
investments advanced within the
2023 Approved Budget, including
the addition of three firefighters
and staffing and resources in
Open Space & Mountain Parks to
increase wildland-urban interface
management and open space
land management efforts.
The investments included in the
Approved 2023 Budget reflect a
phased approach and respect the
regional effort in meeting the
need of the moment.
Acknowledging the urgency, staff
has also proposed a new Climate
Tax to help accelerate efforts
within this critical area, which
voters will consider November
2022. The new tax would replace
the existing Climate Action Plan
and Utility Occupation Tax,
generating approximately $1.5
million for wildfire resilience work
($6.5 million overall for climate
action investments).
Alternative/Behavioral Health
Response - $965,000
Modeled after successful
programs in other cities, the 2023
Approved Budget includes
funding for a pilot alternative
response program for non-law
enforcement response to
behavioral health-related calls
and other circumstances better
suited for medical and/or clinician
response.
The alternative response program
is designed for non-emergency
and low-level services or
transport. The suggested model
builds upon the current crisis
intervention and response team
which involves a mental health
professional co-responding with
law enforcement.
Case Management - $372,874
This proposal seeks to expand
Municipal Court Case
Management through the
expansion and sustainable
funding of the community court
program. The 2023 Approved
Budget provides funding for a
community court coordinator,
contracted support services,
including transitional housing,
and case management tracking
software. The proposed new
funding is a combination of one-
time and ongoing dollars.
Homelessness Solutions -
$750,000
This budget advances funding for
a day services center for the
unhoused. The funding reflects
one-time funding to cover likely
service needs in 2023; however,
this is likely an ongoing service
addition. Capital funding is also
likely needed and the location
and type of facility are currently
under development through a
facilitated community process.
Facility funding is likely to be
pursued in later 2022/early 2023
as plans coalesce.
Safe & Managed
Spaces
Community, Culture,
Resilience, Safety
(CCRS) Tax
Other Key
Infrastructure
Investments
Safe and Managed Spaces -
$1,285,509
In April 2021, Council approved
an 18-month pilot program to
expand the city's approach to
managing public spaces across
the community. The 2023
Approved Budget proposes the
extension of the pilot to continue
to collect data and information on
the effectiveness of the program.
The pilot has seen many
successes over the past year
including 389 encampments
successfully cleaned, 106 tons of
trash removed from public spaces
and waterways, over 5,000
downtown graffiti and trash
removal responses, and 174
connections between people
experiencing homelessness and
service providers.
The budget also proposes the
expansion of two elements of the
program: one to add an
encampment management team
to keep up with demand, and two,
to bolster the urban parks ranger
program.
Council appropriated
approximately $1.7 million in
2022 to kick start projects such
as the core arterial network (CAN)
and the enterprise data platform
to help develop the city's use of
data in decision making.
The 2023 Approved Budget
proposes a total of $27 million in
2023 for several key CCRS
infrastructure projects, including:
- Fire Station #3 Construction
final funding ($14.5M)
- Xcel Energy Streetlight
Acquisition ($7.0M)
- Planning & Design for Pearl
Street Mall Refresh and East
Boulder Community Center
Renovations ($2.0M)
- Continued Core Arterial
Network Investments ($1.3M)
The 2023-2028 Capital
Improvement Program (CIP)
comprises approximately $160.8
million in new appropriation for
2023, with $ 746.7 million in
planned spending between 2023-
2028 to support over 200 capital
projects.
Capital maintenance and
enhancement projects typically
comprise most investments within
the CIP. The 2023-2028 CIP
comprises 50% percent of capital
maintenance projects and 35%
percent of capital enhancement
projects, once again
demonstrating the city’s
continued focus and investment
into taking care of its existing
physical assets in the community.
Several key 2023 capital projects
within the 2023-2028 CIP include:
- Western City Campus
Development at Alpine Balsam
(~$74.0M)
- South Boulder Creek Flood
Mitigation ($66.7M)
- Main Sewer Interceptor Project
($8.4M)
- Xcel Energy Streetlight
Acquisition ($7.0M)
- 30th Street Multi-Modal
Enhancements ($4.8M)
The 2023 Approved Budget totals $515.4 million and represents an 11% increase over the 2022 Approved
Budget for all funds, including Governmental, Enterprise, Special Revenue, Internal Service, and Capital
Improvement funds. This increase is due to several factors, including the continued restoration of programs
and services that were scaled back during the pandemic, inflationary impacts that increased the cost of
maintaining the City's current service levels, strategic investments that introduced new programs, the
extension of the 0.3% Community, Culture, Resilience, and Safety Tax that allows for strategic citywide and
community capital investments, and structural budget changes to the appropriations process to better align
mid-year budget increases to the annual budget submittal.
The 2023 Operating Budget of $354.6 million represents an 18% increase compared to the 2022 Approved
Budget. In addition, the 2023 Capital Budget of $160.8 million represents a slight 1% decrease compared to
2022, primarily due to the significant Utilities' bond appropriation adopted with the 2022 Approved Budget.
The 2023 General Fund Budget totals $188.4M, representing a 15% increase from the 2022 Approved
Budget.
The Budget in Brief provides a breakdown of citywide sources, or revenues, and uses, or expenditures,
within the 2023 Approved Budget.
Sources (Revenues)
Citywide Sources
The 2023 Approved Budget is based on projected citywide revenues of $492 million, representing a 4.4%
increase from the total revenues included in the 2022 Approved Budget. Recovering from the pandemic, the
City used a cautious approach in revenue projections for the 2022 Approved Budget. This was intentional
due to the uncertainty related to revenue collections, especially as it related to the volatility of local sales &
use taxes, the City's primary revenue source. Revenue projections included in the 2023 Approved Budget
represent continued recovery from the pandemic with many revenue sources returning to or above pre-
pandemic levels. While the revenue forecasts will provide some optimism about organizational recovery,
there are other economic concerns to consider, including high inflation, continued supply chain issues, and
international conflict. Despite potential headwinds, staff believes the steps taken to invest in community
priorities in 2022 and within the upcoming 2023 budget will represent a road to recovery in Boulder.
As standard practice in the budget, expiring taxes for the upcoming fiscal year are not represented within the
budget package. For example, the expiring Community, Culture, and Safety Tax was not included in the 2022
Approved Budget as appropriation waited until after voters approved the renewal of the tax in November
2022. As the tax was extended by voters, those corresponding revenues are included in the 2023 Approved
Budget.
In 2023, the current Climate Action Plan (CAP) tax expires (a tax on electricity use) which funds
approximately $1.8 million in climate related work. The expiring tax revenue and investments that would be
covered by the tax are not represented within the 2023 Approved Budget. The expiring CAP tax is being
proposed as a new climate tax that would replace both the existing Utility Occupation Tax (expiring in 2025)
and the expiring CAP tax and generate additional revenue to address climate related work, including critical
wildfire resilience needs.
2023 Budget in Brief
Looking ahead, the next significant tax expiration is a 0.15% General Fund sales tax expiring December 31,
2024. This is a critical tax to fund core general fund operations and staff plans to begin conversations on the
renewal process in 2023.
Additional detail on the City's primary funding sources, sales & use taxes and property tax, can be found on
the 2023 Budget in Brief - Continued page.
Visualization
Sales and Use Tax
$173,348,612 (35.2%)
Utility Revenues
$83,183,592 (16.9%)
Property Tax
$53,051,677 (10.8%)
Investment Earnings & Bonds
$52,888,429 (10.7%)
Other Revenues
$26,417,241 (5.4%)
Intergovernmental Revenues
$24,646,751 (5.0%)
Development & Impact Fees
$19,255,139 (3.9%)
Licenses, Permits & Fines
$14,921,153 (3.0%)
More (7 grouped)
$44,421,159 (9.0%)
2023 Total Budget2023 Total Budget
Sales and Use Tax
Utility Revenues
Property Tax
Investment Earnings & Bon…
Other Revenues
Intergovernmental Revenues
Development & Impact Fees
Licenses, Permits & Fines
More (7 grouped)
Sort Large to Small
Combined Budget Summary - Sources
The total revenue budget of $492 million differs with the total sources within the below Combined Budget
Summary table because the total revenue budget of $492 million does not include Internal Services funds
and transfers between funds, with the exception of the transfer to the Medical Insurance Fund. Internal
Service funds and transfers are excluded to avoid double counting revenues in originating and receiving
funds. Thus, the total revenue budget figure of $492 million reflects the total anticipated revenues to perform
city services for the 2023 fiscal year.
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Sales and Use Tax
Utility Revenues
Property Tax
Investment Earnings & Bonds
Intragovernmental Charges
Other Revenues
Transfers In
Intergovernmental Revenues
Development & Impact Fees
Licenses, Permits & Fines
Cost Allocation
Accommodation-Admission Taxes
Leases, Rents & Royalties
Charges for Services
Misc. Sales of Materials & Goods
Grant Revenues
Specific Ownership & Tobacco Tax
Franchise Fees
Total
2021 Actual 2022 Adopted Budget 2023 Total BudgetExpand All
Citywide Sources excluding Utilities
The chart below represents citywide revenue sources without Water, Wastewater, or Stormwater/Flood
Management Utilities Funds. Utility rates are based on use of the systems and are not reflective of economic
conditions. Excluding Utilities, the two largest revenue sources are sales and use taxes and property tax,
representing 63% of total revenues for the 2023 Approved Budget.
Visualization
Sales and Use Tax
$173,348,612 (48.2%)
Property Tax
$53,051,677 (14.8%)
Other Revenues
$26,365,241 (7.3%)
Intergovernmental Revenues
$22,546,751 (6.3%)
Licenses, Permits & Fines
$14,921,153 (4.1%)
Development & Impact Fees
$15,297,139 (4.3%)
Accommodation-Admission Taxes
$11,067,292 (3.1%)
Charges for Services
$8,328,373 (2.3%)
More (6 grouped)
$34,689,912 (9.6%)
2023 Total Budget2023 Total Budget
Sales and Use Tax
Property Tax
Other Revenues
Intergovernmental Revenues
Licenses, Permits & Fines
Development & Impact Fees
Accommodation-Admissio…
Charges for Services
More (6 grouped)
Sort Large to Small
General Fund Sources
The 2023 Approved Budget is based on projected General Fund revenues of $180.5 million, which
represents an 8.3% increase from total revenues approved in the 2022 Budget. This increase is largely due
to the anticipated increase in sales and use taxes as the economy completes its recovery from the
pandemic. Property tax continues to be a stabilizing force in 2023 that provides a steady stream of revenue
for the city, which comprises 23% of all General Fund revenues.
Visualization
Sales and Use Tax
$81,412,540 (45.1%)
Property Tax
$42,003,484 (23.3%)Other Revenues
$12,678,239 (7.0%)
Cost Allocation
$12,741,197 (7.1%)
Accommodation-Admission Taxes
$11,067,292 (6.1%)
Licenses, Permits & Fines
$6,552,765 (3.6%)
Specific Ownership & Tobacco Tax
$2,936,409 (1.6%)
Intergovernmental Revenues
$1,367,233 (0.8%)
More (8 grouped)
$9,726,517 (5.4%)
2023 Total Budget2023 Total Budget
Sales and Use Tax
Property Tax
Other Revenues
Cost Allocation
Accommodation-Admissio…
Licenses, Permits & Fines
Specific Ownership & Toba…
Intergovernmental Revenues
More (8 grouped)
Sort Large to Small
Uses (Expenditures)
Citywide Uses
The 2023 Approved Budget is based on projected citywide expenditures of $515.4 million, representing an
11% increase from the total expenditures in the 2022 Approved Budget. There are several structural changes
that are reflected in the way that the city calculates expenses from previous years.
As a part of the new budget process, the Central Budget Office worked with departments to analyze base
budgets in greater detail to ensure adequate resources to maintain current services. A few factors drive the
increase of the base budget, including the impact of inflation, insurance cost increases, and strategic
investments in city staff and staffing capacity.
The Community, Culture, Resilience, and Safety (CCRS) tax, a 0.3% dedicated sales and use tax, was
renewed by voters in November 2021. Following standard practice, the approximately $13.5 million in
annual revenue was not reflected in the 2022 Approved Budget. This will increase available revenues
for the eligible uses outlined in the ballot measure. Included in the 2023 Approved Budget is $30.5
million in expenditures from CCRS for several citywide capital projects and the implementation of the
community non-profit grants program.
1.
The development of the 2023 Approved Budget includes some structural budget changes to the
appropriations process to better align mid-year budget increases to the annual budget submittal. In
prior years, departments submitted mid-year adjustments for grant revenues as well as unspent funds
from the prior fiscal year. In an effort to reflect mid-year adjustments, including grant revenues, that are
consistently expected on an annual basis and provide greater clarity for expected investments, several
large expenditures are now included in the annual budget. Specifically, approximately $16 million in
appropriation is added to the Housing & Human Services Department compared to the 2022 Approved
Budget as a result of this structural budget change. This appropriation had previously been submitted
as a regular mid-year adjustment.
2.
Two significant mid-year budget adjustments took place after Council's adoption of the 2022 budget,
including the special adjustment-to-base in March 2022 and the regularly scheduled first budget
supplemental in May 2022. The mid-year adjustments invested in key areas, such as housing and
human services, to help expedite the restoration of City programs post-pandemic. Examples of these
off-cycle investments include key Council priorities such as the middle income down payment
assistance and an inclusionary housing strategic plan.
3.
While there is a positive impact on revenues from high inflation, certain projects and services are also
experiencing increased costs. Several capital projects have tapped into budget contingencies in support the
increased construction costs. In 2023, the budget includes an increase to support higher contractual
obligations in maintenance and other contracted services.
Despite robust and proactive risk management strategies, the City experienced a significant increase in
insurance premiums in 2022 and 2023, especially in property and general liability. While increases in general
liability insurance reflect regional and national trends, the enhanced disaster risk due to climate change and
wildfire impacts are the main drivers of the increased cost of insuring our properties.
Visualization
Utilities
$134,864,458 (26.2%)
Transportation & Mobility
$56,952,999 (11.1%)
Police
$41,991,699 (8.1%)
Open Space & Mountain Parks
$33,496,419 (6.5%)
Housing & Human Services
$40,806,334 (7.9%)
Fire-Rescue
$39,450,979 (7.7%)
Parks & Recreation
$34,757,174 (6.7%)
General Government
$28,485,554 (5.5%)
More (13 grouped)
$104,601,978 (20.3%)
2023 Total Budget2023 Total Budget
Utilities
Transportation & Mobility
Police
Open Space & Mountain Pa…
Housing & Human Services
Fire-Rescue
Parks & Recreation
General Government
More (13 grouped)
Sort Large to Small
Combined Budget Summary - Uses
The total budget of $515.4 million, referenced above, differs with the total uses within the below Combined
Budget Summary - Uses table, totaling $598.8 million, because the total budget figures do not include
Internal Services funds and transfers between funds. Internal Service funds and transfers are excluded to
avoid double counting expenditures in originating and receiving funds. Thus, the total budget referenced
above of $515.4 million reflects the true cost of the organization's operations by excluding double-counted
expenses between funds, and reflects total anticipated expenses of performing city services for the 2023
fiscal year.
Additional detail on the City's key budget assumptions and a summary of all funds subject to appropriation
can be found on the 2023 Budget in Brief - Continued page.
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Personnel
Capital
Operating
Transfers
Internal Services
Debt Service
Total
2021 Actual 2022 Adopted Budget 2023 Total BudgetExpand All
Citywide Uses, Excluding Utilities Funds
The 2023 Approved Budget, excluding the 3 Utilities Funds, totals $381.5 million, representing a 32%
increase from the 2022 Budget. The figure below represents citywide expenditures without Water,
Wastewater, or Stormwater/Flood Management Utilities Funds, which are supported through user fees. The
below graph does include some expenditures aligned to the Utilities department but not funded out of the
department's three enterprise funds.
Visualization
Transportation & Mobility
$56,952,999 (14.9%)
Police
$41,991,699 (11.0%)
Open Space & Mountain Parks
$33,496,419 (8.8%)
Housing & Human Services
$40,806,334 (10.7%)
Fire-Rescue
$39,450,979 (10.3%)
Parks & Recreation
$34,757,174 (9.1%)General Government
$28,485,554 (7.5%)
Community Vitality
$15,847,724 (4.2%)
More (13 grouped)
$89,701,107 (23.5%)
2023 Total Budget2023 Total Budget
Transportation & Mobility
Police
Open Space & Mountain Pa…
Housing & Human Services
Fire-Rescue
Parks & Recreation
General Government
Community Vitality
More (13 grouped)
Sort Large to Small
General Fund Uses (Expenditures)
The 2023 Approved Budget is based on projected General Fund expenditures of $188.4 million, representing
a 14% increase from total 2022 General Fund Approved Budget. This increase is attributed to restoration of
city services and programs to pre-pandemic levels, a greater than usual increase to the city's base budget
due to inflationary impacts, as well as strategic investments in community priorities such as Homelessness
Services, Wildfire Resilience & Emergency Response, Alternative/Behavioral Health Response, and other
key enhancements.
Visualization
Police
$41,922,639 (22.3%)
General Government
$39,845,191 (21.1%)
Fire-Rescue
$24,095,553 (12.8%)
Housing & Human Services
$12,031,796 (6.4%)
Library
$9,225,580 (4.9%)
Innovation & Technology
$8,844,869 (4.7%)
Finance
$6,754,648 (3.6%)
Facilities & Fleet
$5,382,772 (2.9%)
More (13 grouped)
$40,297,295 (21.4%)
2023 Total Budget2023 Total Budget
Police
General Government
Fire-Rescue
Housing & Human Services
Library
Innovation & Technology
Finance
Facilities & Fleet
More (13 grouped)
Sort Large to Small
Staffing Levels by Department
The 2023 Approved Budget includes a total city staffing level of 1,540.09 full-time equivalents (FTEs), an
increase of 3.2% from 2022 Revised staffing levels; this includes a total of 46.38 new FTE across 15
departments. These staffing increases bring the organization back to pre-pandemic staffing levels, as well as
making strategic staffing capacity increases to reflect new community investments and programs, such as
the opening of the North Boulder Library. A calculated estimate of 184.58 non-standard staff, or seasonal and
temporary employees, is included in the 2023 Approved Budget, mostly within the Open Space and Parks &
Recreation Departments. Non-standard staff provide a needed supplement to standard staff on a seasonal
basis, largely in the summer.
Historical Staffing
One measure of personnel cost pressure is the size of city staff, which is measured by standard full-time
equivalents (FTEs). The 2023 Approved Budget includes a citywide staffing level of 1,540.09 FTEs. As seen
in the chart below, the city manages staffing levels in connection with changing economic conditions and
revenue projections. In 2022, the City restored staffing levels back to pre-pandemic levels, and in 2023
revenue growth projections have allowed for new program investments that include staffing increases.
The below summary provides additional information on the City's primary revenue sources, including sales &
use taxes and property taxes, key budget assumptions used to develop the 2023 budget, as well as a
summary of all funds subject to appropriation.
Sales & Use Tax Revenue
Sales and use taxes comprise 35% of the city’s total revenues, including utility revenues. Sales and use
taxes are transaction taxes levied on all sales, purchases, and leases of tangible personal property and
taxable services sold or leased by persons engaged in business in the city. The tax is collected by the
vendor or lessor and remitted to the city. For every retail tax dollar collected in Boulder, the city retains 44
cents, which is distributed across the city’s General Fund, Open Space Fund, Transportation Fund, .25 Cent
Sales Tax Fund (which supports Parks & Recreation), and the Community, Culture, Resilience and Safety
Tax Fund (which supports capital infrastructure).
Projected sales and use tax revenues total $173.3 million in the 2023 Approved Budget, including revenues
within the General Fund, Open Space Fund, Transportation Fund, .and 25 Cent Sales Tax Fund. In addition,
the General Fund total includes revenues received from the 3.50% recreational marijuana sales and use tax.
The Community, Culture, Resilience and Safety Tax Fund revenues are also included in the 2023 Approved
Budget which Boulder residents approved in November 2021. Projected sales and use tax revenues in the
2023 Approved Budget exceed 2022 projected revenues as the city continues to experience economic
growth.
2023 Budget in Brief - Continued
Overview of Primary Revenue Sources & Citywide All Funds Summary
Over the next 15 years, the projected sales and use tax rate will include several changes, including:
2025: Overall sales and use tax rate declines due to expiration of a portion of General Fund tax.
2030: Portion of transportation tax shifts to General Fund.
2035: Portion of open space tax shifts to General Fund.
2036: Overall sales and use tax rate declines due to expiration of teh .25 cent tax supporting Parks &
Recreation.
2037: Community, Culture, Resilience, and Safety Tax expires.
Property Tax Revenue
Property values are reassessed in odd years, and are collected at their new assessed rate the following even
year.
Recently, two pieces of legislation will impact future property tax revenues. SB21-293, reduced the
assessment rates for residential property and some classes of non-residential property for 2023 collections.
Through the adoption of SB22-238, the Colorado State Legislature further reduced select assessment rates
for the 2023 reassessment year which will further reduce collections in 2024 and 2025. It also requires that
the state provide a partial reimbursement to local governments for reductions in property tax revenue.
The calculation of property tax is:
Market Value of Property x Assessment Rate x Mill Levy = Property Tax
For taxes payable in 2023, the single-family residential assessment rate is 6.95% and the multifamily
residential assessment rate is 6.5%. For taxes payable in 2023, the commercial assessment rate ranges
from 26.4% to 29%. For example:
Single-Family Residential: For every $100,000 of home value, homeowners pay $83.27 in property tax to the
City of Boulder.
$100,000 x 6.95% x 0.011981 = $83.27
Commercial: For every $100,000 in commercial value, business owners pay $347.50 in property tax to the
City of Boulder.
$100,000 x 29% x 0.011981 = $347.50
Subclasses of commercial property used for agriculture, hotels/lodging, or renewable energy production will
be assessed at a lower 26.4% rate.
For every dollar of property tax collected in Boulder through the general citywide tax rate, the city receives 14
cents. Of these 14 cents, 9 cents goes towards general city operations, 2 cents goes towards Public Safety,
less than one cent goes towards the Library, 1 cent goes towards Parks & Recreation and 1 cent goes
towards the Community Housing Assistance Program.
In addition to the general citywide property tax, which is paid by every taxable property in the city, there are
several special districts within the community that levy a separate mill rate. The revenue received from the
Downtown Commercial District and the University Hill Comercial District are still restricted to the Denver-
Boulder Consumer Price Index (CPI) and a local growth factor, as provided by the Taxpayers' Bill of Rights
(TABOR) Amendment to the Colorado Constitution. In the November 4, 2008 election, city voters approved
the removal of the remaining TABOR restriction on the general property tax with a phase-in period and
without any specific restriction on the use of the "de-Bruced" funds. Forest Glen Special District supports Eco
Passes for residents of that district and collects only enough to pay for that program.
The property tax chart below shows the past 3 years as well as the current year and next-year projected
property tax collections.
Key Budget Assumptions
The summary of key assumptions table documents global budget assumptions that govern cost estimates
provided by each department.
Citywide Summary of Sources & Uses, by Fund
Responsibly Governed
$1,946,600 (5.8%)
Safe
$3,756,832 (11.1%)
Environmentally Sustainable
$2,476,211 (7.3%)
Healthy & Socially Thriving
$3,564,792 (10.6%)
Livable
$18,503,254 (54.8%)
Accessible & Connected
$3,007,511 (8.9%)
Economically Vital
$508,572 (1.5%)
2023 Budget2023 Budget
EnhancementsEnhancements
Responsibly Governed
Safe
Environmentally Sustainable
Healthy & Socially Thriving
Livable
Accessible & Connected
Economically Vital
2023 Operating Budget - By Goal Area
The new and improved budgeting process better aligns our investments with our community goals, reflected in our Sustainability, Equity, and Resilience Framework. Below is the 2023 Budget represented by goal area and highlights of new and continuing significant investments.
Environmentally
Sustainable
Livable Accessible &
Connected
Environmentally Sustainable
($53.4 million base budget; $2.5
million in new investments):
- (New) Open Space Wildfire
Resilience ($377,917).
Investments in enhanced urban-
wildland interface management.
- (New) Planning & Ecological
Services ($783,974).
Investments include enhanced
forestry maintenance and
extension and expansion of the
urban parks rangers program to
help manage safe public spaces.
- Water Resources & Treatment
($18.0 million). Core operations
in utilities ensures our clean
drinking water and to
environmentally sustainable
wastewater best practices.
- Resources & Stewardship ($6.2
million). Continued investments
in ecological restorations,
agricultural management, and trail
maintenance and related capital
projects on city open space.
Livable ($24.5 million base
budget; $18.5 million in new
investments):
- (New) Homeless Services &
Partnerships ($750,000). New
investment in day center
services. The funding reflects
one-time funding to cover likely
service needs in 2023; however,
this is likely an ongoing service
addition. Capital funding is also
likely needed and the location
and type of facility are currently
under development through a
facilitated community process.
- (New) Behavioral Health
Response ($965,000). New pilot
program for non-law enforcement
response to behavioral health-
related calls and other
circumstances better suited for
medical and/or clinician
response.
- Community Investments
(Affordable Housing) &
Compliance ($29.0 million).
Programs invest in affordable
housing development projects,
Community Development Block
Grant (CDBG) projects and
programs, housing assistance,
and human services fund grants.
Approx. $15 million reflects as
new in budget due to new method
of budgeting to better reflect
actual expenditures.
Accessible & Connected ($57.3
million base budget); $3.0 million
in new investments):
- (New) Transportation Planning &
Operations ($12.0 million; $1.6
million new). Includes HOP
transit service restorations and
transportation demand
management (TDM) programming
and planning.
- (New) Community Engagement
($230,454). Expansion of funding
for stipends and programming for
the award-winning community
connectors program.
-(New) Library Community
Literacy & Outreach ($276,691).
Expanding the community literacy
program through the Library
including bilingual outreach.
- Media & External
Communications and Video
Services ($2.7 million). These
programs provide external
communications and other
services such as Channel 8.
$55,875,609.74
Expenses in 2023
Administ...
Resource...
OSMP Com...Water Tr...
Other
Wastewat...
$43,023,520.34
Expenses in 2023
Communit...
Other
Behavior...Developm...
Communit...
Homeless...
$36,730,518.78
Expenses in 2023
Transpor...
Transpor...
Transpor...
Other
Administ...
Parking ...
Safe Healthy & Socially
Thriving
Economically Vital
Safe ($80.3 million base budget;
$3.7 million in new investments):
- (New) Emergency Operations
($18.1 million; $1.1 million new).
Fire-Rescue emergency
operations provide critical life-
safety response across the
community.
- (New) Distribution & Collection
System Maintenance ($715,786).
Managed by Utilities, this is an
expansion of the engagement
management team to keep up
with demand across public
spaces.
- (New) Alternative Police
Response ($281,552). This
program includes enhancements
to the animal protection unit and
expands the red light camera
program.
- Patrol Services ($17.8 million).
Police patrol services contribute
to the safety of the community
through proactive and engaging
policing.
Healthy & Socially Thriving ($40.5
million base budget; $3.6 million
in new investments):
- (New) Library Public Services
($715,722). The 2023 budget
includes the addition of
operations for the North Boulder
Library Branch, expected in late
2023.
- (New) Arts & Culture ($300,000).
New funding in 2023 to advance
the Experiments in Public Art
Program and bolster public art
maintenance activities. Other
investments in the CIP include
public art signage and new public
art installations through CCRS.
- (New) Recreation & Parks
Operations ($1.1 million). New
investments include restoration of
swimming lessons at recreation
centers, staffing to meet demand
of sports and recreation
programming, and maintenance
activities in parks, including
Valmont City Park.
- Older Adult and Family
Services ($2.5 million). In
addition to these safety net
services, the East Age Well
Center hours will be restored as a
part of the proposed 2023 budget.
Economically Vital ($17.2 million
base budget; $508,572 in new
investments):
- (New) Budget ($129,572).
Added in the 2023 budget is a
citywide grant position to help
obtain federal, state, and
philanthropic grant dollars to
advance critical city programs
and projects.
- Economic Vitality & District
Management ($3.9 million).
These programs support a
healthy and sustainable local
business environment and the
complementary services and
programs within special general
improvement districts. For 2023,
this includes the extension of the
downtown ambassador program
through Downtown Boulder
Partnership.
$84,032,741.88
Expenses in 2023
Emergenc...
Patrol S...
Distribu...
Other
Alternat...Investig...
$44,048,960.91
Expenses in 2023
Recreati...
Administ...
Other
Collecti...
Library ...
Trails &...
$17,698,209.43
Expenses in 2023
Fleet Re...
Economic...
Other
CMO - Ec...
Capital ...
Administ...
Responsibly
Governed
Responsibly Governed ($85.4
million base budget; $2.0 million
in new investments):
- (New) City Clerk Administration
($250,000). The budget includes
for implementation of ranked-
choice voting.
- IT Infrastructure Services ($5.8
million). This program provides
backbone support for the
organization to carry out
community services and projects.
- Risk Management ($7.8 million).
This includes our insurance
coverage and ADA compliance
efforts.
- Facility Operational
Maintenance ($2.6 million). This
program is the main maintenance
function for city facilities.
$87,659,441.42
Expenses in 2023
Self-Ins...
Citywide...
Risk Man...PD Depar...
Other
IT Infra...
2023 Budget
$4,361,495
25 FTE
Department Overview:
The City Attorney’s Office is the legal advisor to the
City Council, the city’s boards and commissions,
and all city officials. The City Attorney’s Office also
represents the city in civil litigation and prosecutes
violations of the municipal code. The City Attorney’s
Office reviews and approves the form of all city
contracts, works with Risk Management on
insurance and claims and provides legal advice to
all city departments. In 2023, the City Attorney's
Office will increase funding for employee training,
professional development, and management
software to support the office's needs.
For 2023, the City Attorney's Office recommended
increases in additional budgeting for outside counsel
fees to prepare for any unanticipated legal support.
Department Programs:
Administration (Responsibly Governed)
Consultation & Advisory
Prosecution & Civil Litigation
Operating Budget (FY2021-2023)
City Attorney's Office
2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
3.5M
4.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Expenditure by Program
Visualization
2023
Base Budget
2023 Budget
Enhancements
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
3.5M
4.0M
DollarsConsultation & Advisory
Prosecution & Civil Litigation
Administration (Responsibl…
Sort Large to Small
Department Overview
Administration (Responsibly Governed)
Provides supervisory, secretarial, administrative, and budget support for the Consultation and Advisory
Services area and the Prosecution and Litigation Service area, including file maintenance and reporting,
updating the municipal code, and development of the department budget.
Consultation & Advisory
This program provides legal support for the City Council, the city’s advisory boards and commissions, and
general legal support for the operating departments, including but not limited to, compliance with the
Colorado Open Records Act, elections law, Council agenda support, bond finance and tax matters, water
rights defense, conflict of interest advice, the city’s legislative agenda, and legal maintenance of the city’s
real estate and affordable housing portfolios.
Prosecution & Civil Litigation
Defends the city in civil litigation matters and challenges the actions of other persons and entities when
those actions are contrary to the city's interests. Prosecuting violations of the Boulder Municipal Code is also
a primary duty of this workgroup, as well as working closely with enforcement and other city staff to
implement and enhance the city’s enforcement strategies.
Department Staffing
Expenditure by Fund
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
3.5M
4.0M
Dollars(1100) General
(7110) Property & Casualty …
Sort Large to Small
Program Budget Overview
Overview of Program & Intended Outcomes:
The Administration Program of the City Attorney's Office provides supervisory, secretarial, administrative,
and budget support for the Consultation and Advisory Services area and the Prosecution and Litigation
Service area, including file maintenance and reporting, updating the municipal code, and development of the
department budget. This area also funds required continuing legal education, bar license fees, and bar dues
fees for staff attorneys, all equipment replacement, and law library and electronic legal research resources.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
50.0K
100.0K
150.0K
200.0K
250.0K
300.0K
350.0K
400.0K
DollarsPersonnel
Operating
Internal Services
Sort Large to Small
Administration
Responsibly GovernedCity Attorney's OfficeFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
This program provides legal support for the City Council, the city’s advisory boards and commissions, and
general legal support for the operating departments, including but not limited to, compliance with the
Colorado Open Records Act, elections law, Council agenda support, bond finance and tax matters, water
rights defense, conflict of interest advice, the city’s legislative agenda, and legal maintenance of the city’s
real estate and affordable housing portfolios.
For 2023, the City Attorney's Office recommended an increase in Consultation & Advisory budgeting for
outside counsel fees in the event of any unanticipated legal support needed by the Department.
Key 2023 Activities and Goals:
Continue to support the City Council’s initiatives
Continue to support department working groups and plans
Support boards and commissions
Continue to coordinate and respond to various CORA requests
Retain current CAO staff to provide timely and effective responses
Allocate additional funds for outside counsel fees to prepare for unanticipated legal support
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsPersonnel
Operating
Internal Services
Sort Large to Small
Consultation & Advisory
SafeCity Attorney's OfficeFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Defends the city in civil litigation matters and challenges the actions of other persons and entities when
those actions are contrary to the city's interests. Prosecuting violations of the Boulder Municipal Code is also
a primary duty of this workgroup, as well as working closely with enforcement and other city staff to
implement and enhance the city’s enforcement strategies.
Key 2023 Activities:
• Defend all litigation brought against the City
• Divert 10% additional quality of life cases filed against people experiencing homelessness compared to
2022. This diversion would reward individuals for taking positive steps such as obtaining necessary legal
documents, mental health treatment, or accessing other stabilizing resources. This is in line with the city’s
Housing First philosophy and its racial equity goals since the unhoused population is over-represented by
people of color. The prosecution division plans to accomplish this goal through Boulder’s Community Court
program and in collaboration with other community partners.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
1.0M
1.2M
DollarsPersonnel
Operating
Sort Large to Small
Prosectution & Civil Litigation
SafeCity Attorney's OfficeFY2023 Budget
2023 Budget
$487,641
Department Overview:
City Council serves as the governing body for the
City of Boulder, providing policy direction to the city
organization and hires and supervises the following
employees:
City Attorney
City Manager
Municipal Judge
Council Priorities 2022-2023
Accessory Dwelling Unit Updates
Inclusionary Housing
Zoning for Affordable Housing
Middle Income Housing
Homelessness Day Center
Transportation - Core Arterial Network
Occupancy Reform Review
Transit Village Area Plan (TVAP)
Area III Planning Reserve
Elections
Operating Budget (FY2021-23)
City Council
2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Department Overview
City Attorney
The City Attorney’s Office is the legal advisor to the City Council, the city’s boards and commissions, and
allcity officials. The City Attorney’s Office also represents the city in civil litigation and prosecutes violations
of the municipal code. The City Attorney’s Office reviews and approves the form of all city contracts, works
with Risk Management on insurance and claims, and provides legal advice to all city departments. Central
Records maintains the official files for the city and provides copies of official actions of the city upon request.
It also oversees records management for the city.
City Manager
The City Manager’s Office (CMO) champions an engaged, collaborative, and innovative organizational
culture; provides professional leadership in the administration and execution of city policy as established by
council; and establishes relationships and partnerships to implement community priorities
Municipal Judge
The Boulder Municipal Court provides an accessible, efficient, and impartial forum for all participants in
cases involving municipal ordinance violations; adjudicates cases consistent with the law, the needs of the
individual, and the community’s values; and promotes public trust in both the justice system and local
government.
Department Staffing
Expenditure by Fund
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
Dollars(1100) General
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Expenditure by Program
Visualization
2023
Base Budget
2023 Budget
Enhancements
2023 Total
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
DollarsCity Council
Sort Large to Small
2023 Budget
$ 5,613,319
Department Overview:
The City Manager's Office provides professional
leadership in the administration and execution of
policies and objectives formulated by City Council;
develops and recommends alternative solutions to
community problems for council consideration; plans
and develops new programs to meet future needs of
the city; and fosters community pride in city
government through excellent customer service.
Department Programs:
Administration, Operations & Volunteers
(Responsibly Governed)
City Clerk Administration & Support Service
Economic Vitality
Equity
Independent Police Monitor
Policy & Intergovernmental Relations
Operating Budget (FY2021-23)
City Manager's Office
2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Department Overview
Administration, Operations & Volunteers (Responsibly Governed)
The City Manager's Office provides professional leadership in the administration and execution of policies
and objectives formulated by City Council; develops and recommends alternative solutions to community
problems for council consideration; plans and develops new programs to meet future needs of the city; and
fosters community pride in city government through excellent customer service.
City Clerk Administration & Support Services
The City Clerk's Office administers municipal elections and supports city council through the development of
meeting agenda materials, action summaries and minutes. They make the information available to the public
electronically in real time. They support council through administration of the annual board and recruitment
process and oversees the Domestic Partnership Registry and is the liaison to 10 Sister City organizations.
The records office oversees records management for the city, including on-line access, retention and
destruction. The office establishes and trains on best industry practices and assists both internal and
external customers with researching current and archived documents and coordinates Colorado Open
Records Act request.
Economic Vitality
This was a realignment from Community Vitality in early 2022. The economic vitality program reflects the
city’s commitment to building a diverse and sustainable economy that is accessible and beneficial to all
residents and businesses. The program manager develops and implements strategies through public-private
collaboration to support a healthy and resilient economy while preserving the community’s character and
quality of life.
Equity
The city is committed to advancing racial equity to ensure all Boulder residents, business owners and
visitors enjoy high levels of physical and mental well-being with abundant recreational, cultural and
educational opportunities in an environment where all human rights are respected. We align resources, apply
tools and employ best practices when implementing programs, policies or making budgetary decisions to
ensure a person's race or ethnicity does not negatively impact any community member's experience
Independent Police Monitor
The Office of the Independent Police Monitor classifies all complaints, reviews internal affairs investigations
in real time, provides disposition and disciplinary recommendations to the Chief of Police, and offers policy
and training recommendations to the police department. This office also supports the police oversight panel
whose role will is to review internal affairs investigations, conduct community engagement and evaluate the
Independent Police Monitor.
Policy & Intergovernmental Relations
The Intergovernmental relations program ensures that the city's interests are furthered through the
development of strategic alliances and informed engagement with other local, regional, state and federal
governmental entities. The Policy Advisor works in coordination with council and staff to develop and
implement the city's regional, state and federal policy agendas.
Expenditure by Program
Visualization
2023
Base Budget
2023 Budget
Enhancements
2023 Total
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
DollarsCity Manager's Office Admi…
City Clerk Administration & …
CMO - Economic Vitality
Equity
Policy Advisor & Intergover…
Independent Police Monitor
Sort Large to Small
Department Staffing
Expenditure by Fund
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
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Dollars(1100) General
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Program Budget Overview
Overview of Program & Intended Outcomes:
The City Manager's Office provides professional leadership in the administration and execution of policies
and objectives formulated by City Council; develops and recommends alternative solutions to community
problems for council consideration; plans and develops new programs to meet future needs of the city; and
fosters community pride in city government through excellent customer service. Also in 2023, a one-time
addition to the base budget will be provided for an update to the community survey to help inform goals and
priorities as well as funding for a contract with the Immigration Law Center at CU-Boulder for community legal
services and clinics..
2023 Activities:
Manage progress of City Council's top priorities by supporting cross-departmental work and regularly
reporting outcomes.
Promote collaboration and trusting relationships across all members of the city's leadership team with a
focus on clear communication and team problem-solving
Provide strategic planning and direction to the organization in alignment with the Sustainability, Equity &
Resilience framework
Participate in government-to-government consultation with federally recognized American Indian Tribal
Nations to amend existing memorandums of understanding and strengthen relationships
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Administration, Operations and Volunteer
Services
Responsibly GovernedCity Manager's OfficeFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The City Clerk's office administers municipal elections and supports city council through the development of
meeting agenda materials, action summaries and minutes. They make the information available to the public
electronically in real time. They support council through administration of the annual boards and
commissions recruitment process and oversees the Domestic Partnership Registry. The management of the
Sister City Program is also an area of responsibility for the City Clerk’s office. They act as the liaison to 10
Sister City organizations. The records office oversees records management for the city, including on-line
access, retention, and destruction. The office establishes and trains city staff on records management best
practices, assists both internal and external customers with researching current or archived documents, and
coordinates and responds to Colorado Open Records Act requests. In addition to the 2023 base budget, a
one-time increase will be included to help fund the additional costs associated with Rank Choice Voting.
2023 Activities:
Facilitate the 2023 election process.
Update and improve the Boulder Direct Democracy Online petitioning system with a process that allow
the system to validate paper petitions.
Improve the database format utilized for Boards and Commission recruitment and reporting.
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City Clerk Administration & Support
Services
Responsibly GovernedCity Manager's OfficeFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The economic vitality program reflects the city’s commitment to building a diverse and sustainable economy
that is accessible and beneficial to all residents and businesses. The program manager develops and
implements strategies through public-private collaboration to support a healthy and resilient economy while
preserving the community’s character and quality of life by:
Advancing financial security, economic opportunity and social mobility for all;
Cultivating an environment for creativity, innovation and entrepreneurship;
Fostering a collaborative, supportive and resource-rich business climate;
Promoting a well-educated, skilled and diverse workforce; and
Retaining, attracting and sustaining a diverse mix of businesses, entrepreneurs and jobs that support the
needs of all community members.
2023 Activities:
In collaboration with community partners, continue to develop and implement programs to facilitate
economic recovery and enhance equity and economic resilience, particularly for industries and economic
sectors most impacted by the pandemic.
Update the city’s Economic Sustainability Strategy to reflect current and emerging trends, challenges and
opportunities and align with the Sustainability, Equity and Resilience Framework, Boulder Valley
Comprehensive Plan and other city strategies and plans.
Enhance programs to facilitate business retention and expansion, strengthen public and private
partnerships, and increase support for innovation, entrepreneurship and economic opportunity
Economic Vitality
Economically VitalCity Manager's OfficeFY2023 Budget
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Overview of Program & Intended Outcomes:
The city is committed to advancing racial equity to ensure all Boulder residents, business owners and
visitors enjoy high levels of physical and mental well-being with abundant recreational, cultural and
educational opportunities in an environment where all human rights are respected. We are aligning
resources, applying tools and employing best practices when implementing programs, policies or making
budgetary decisions to ensure a person's race or ethnicity does not negatively impact any community
member's experience
2023 Activities:
• Establish Internal Community Connectors program for Racial Equity Instrument Analysis on internal city
policies.
• In partnership with Human Resources department, establish Equitable Recruitment plan for city
departments.
• Support all departments in conducing departmental racial equity assessments to inform future
departmental work.
• Launch Board and Commission Specific racial equity workshops.
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Equity
Healthy & Socially Thriving City Manager's OfficeFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Office of the Independent Police Monitor classifies all complaints, reviews internal affairs investigations
in real time, provides disposition and disciplinary recommendations to the Chief of Police, and offers policy
and training recommendations to the police department. The Police Oversight Panel is currently composed
of nine community volunteers and is supported by the monitor. The panel reviews completed internal
investigations, provides disposition, disciplinary, policy, and training recommendations, conducts community
engagement and evaluates the work of the Independent Police Monitor. In addition to the 2023 base budget,
a one-time increase will be included for travel expenses related to The National Association for Civilian
Oversight of Law Enforcement annual conference, an increased stipend to the panel members, and
expanded community outreach and engagement.
2023 Activities:
Onboard new panel members selected at the end of 2022
Continue training of panel members in police policy, law, and use of force
Expand community engagement efforts
Continue conducting case reviews and providing disposition, disciplinary, policy and training
recommendations
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Independent Police Monitor
SafeCity Manager's OfficeFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Intergovernmental relations program ensures that the city's interests are furthered through the
development of strategic alliances and informed engagement with other local, regional, state and federal
governmental entities. The Chief Policy Advisor works in coordination with council and staff to develop and
implement the city's Policy Statement on Regional, State and Federal Issues. The Chief Policy Advisor also
convenes, coordinates and leads complex cross departmental staff efforts resulting in new policies,
guidelines and agreements. In addition to the 2023 base budget, a one-time increase will be included to
cover additional contracted services related to state and federal lobbying efforts that align with the city's
goals.
2023 Activities:
Advance the positions and priorities identified in council’s 2023 Policy Statement on Regional, State and
Federal Issues
Propose and bring forward for council adoption the 2024 Policy Statement on Regional, State and Federal
Issues
Build and strengthen intergovernmental relations by maintaining regular contact with the city’s regional,
state and federal legislative representatives and intergovernmental organizations
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Policy & Intergovernmental Relations
Responsibly GovernedCity Manager's OfficeFY2023 Budget
2023 Budget
$ 6,263,441
18.00 FTE
Department Mission:
Climate Initiatives takes bold, innovative, and
collaborative actions to create systemic change that
equitably addresses the global climate crisis and
ensures quality of life in Boulder and beyond.
Department Overview
The City of Boulder is deeply committed to addressing the global challenge of climate change and has been
taking meaningful actions since 2006 when our first Climate Action Plan was completed. As part of this early
initiative, Boulder voters approved the nation’s first local carbon tax to fund emission reducing strategies.
The Climate Initiatives department (Climate Initiatives) supports our community’s values and adopted policy
goals by implementing equity-centered climate action planning, developing and implementing climate action
programs and strategies, and conducting ongoing assessment, monitoring and reporting in the service of
reducing greenhouse gas (GHG) and other pollutants, increasing the recapture of atmospheric carbon
dioxide in living systems, reducing material consumption and associated emissions through increasing
recycling and waste diversion, coordinating other municipal and community sustainability activities, and
supporting city and community-based efforts that increase resilience, social justice, and sustain a healthy
local environment. Climate Initiatives primarily focuses on local and regional climate action strategies guided
by the city’s Climate Targets adopted in October 2021:
• Reduce emissions by 70% by 2030 when compared against a 2018 baseline
• Become a net-zero city by 2035 and
• Become a carbon-positive city by 2040.
Since 2005 (based on 2020 data), the city has reduced its GHG emissions by 36% and diverted 53% of its
waste from landfills. Using the new 2018 baseline, the city has reduced GHG emissions (2020 data) by 21%.
Data from 2021 will be available on Boulder Measures in Fall 2022.
Climate Initiatives implements its mission through strategic investment in a combination of regulatory and
voluntary programs and in facilitating broad community and stakeholder engagement. Climate Initiatives’
work increases the city’s effectiveness in sustainability-related efforts within the community and the region
through strategic partnerships with key partners and organizations. Many of these — such as the Colorado
Communities for Climate Action (CC4CA), University of Colorado, Boulder Valley School District (BVSD),
Climate Initiatives
2023 Budget
Boulder County, Colorado Recycles, other cities, and state and federal agencies and legislators — are
designed to inform climate and sustainability policy and programs. These regional efforts help to set the
city’s state and federal policy agenda related to climate and sustainability, which in turn supports changes to
legislation and regulations. The city also partners with national and international organizations such as the
Carbon Neutral Cities Alliance (CNCA), the Urban Sustainability Directors Network (USDN) and the Resilient
Cities Network to advance the community’s goals.
In 2023, Climate Initiatives will continue to work with the community to center equity, build resilience and
expand our focus to improve our public lands. The goals and strategies are to address the current
accelerated urgency of a changing climate, as detailed in the city’s Declaration on the Climate Crisis and
supported by the most recent reports from the International Panel on Climate Change (IPCC). In addition to
the many existing mitigation (emissions reduction) efforts, the focus on adaption (resilience) will be more
central. All the work has the design principles of equity and climate justice at the center.
Funding sources for the Climate Initiatives department include the Climate Action Plan Tax Fund and the
General Fund. The Climate Action Plan Tax Fund is supported through a voter-approved Climate Action Plan
Tax, and the General Fund portion is comprised of two voter-approved funding sources, including the Trash
Tax and the Utility Occupation Tax.
Operating Budget (FY2021-23)
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Program Overview
Energy Systems
Energy Systems efforts entail working with Boulder businesses, residents and key partners to reduce
greenhouse gas emissions through energy efciency, local renewable energy development and building and
transportation electrification using a combination of education, incentives, technical assistance and
regulatory requirements. Existing strategies are designed to support residents’ and businesses’ ability to
reduce environmental impact, reduce costs, become more resilient to the impacts felt from a changing
climate and become more inclusive and equitable.
Circular Economy
The Circular Economy (CE) team works with key partners, the Boulder community and city departments to
reduce the generation of waste and change the system of consumption. This is done through a combination
of policy development, education, pilot programs, incentives, investments in zero waste facilities and
technical assistance.
Natural Climate Solutions
The Natural Climate Solutions (NCS) team works with both public and private sector landowners and
managers to develop and implement actions that capture and cycle carbon into living ecosystems in ways
that contribute to climate stabilization and enhance critical ecosystem services that enhance resilience to
climate change. Key focus areas include utilizing urban forestry and other urban landscape management
strategies to reduce urban heat extremes, particularly in historically marginalized and vulnerable segments of
the community; reducing wildfire risk, improving the ability of terrestrial systems to store water and carbon;
and managing habitats to improve biodiversity, overall ecological health and resilience, and as a natural
means to pest control.
Administration
Climate work and climate resilience is happening across the city organization, not just a single department.
Looking forward, emissions reductions and climate resilience cannot be addressed through siloed efforts.
Like equity, resilience must be centered in all our work, not as something standing alone. Similarly, climate
efforts span all aspects of our economy, from our use of energy to our food systems, to our use of material
goods, to the way we interact with our natural systems. Unifying climate and resilience strategies across the
organization will support an integrated approach to address the greatest needs.
Expenditure by Program
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Administration (Environme…
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Expenditure by Fund
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(2400) Climate Action Plan…
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Program Budget Overview
Like many cities and communities across the country and around the world, Boulder is adjusting to a “new
normal,” where the effects of climate change are becoming increasingly apparent. As events like the floods,
fires, and extreme weather we have experienced now illustrate, climate change is a reality that is happening
and will likely intensify. It is now clear that both the original climate action measures and the original funding
strategies that the city put in place to work on climate change — including the CAP Tax — are also now
insufficient to address the scale and accelerating intensity of climate change that we now face.
Climate Initiatives’ activities are designed with a clear connection between annual Council priorities and the
Framework, using high-level citywide outcome indicators. Climate Initiatives’ key focus areas, respective
strategies and outcomes outlined below are intended to align with these guiding frameworks. In 2023, the
department will play a crucial role in designing and implementing climate resilience efforts that build on the
vision outlined in Boulder's original 2016 Resilience Strategy. Budget enhancements included in the 2023
budget will support $26,824 in anticipated expenses for compostable bags and contractual services and
$120,000 for a Boulder County Sustainability Matching Grant to support environmentally sustainable
priorities for the Boulder community. The Boulder County grant is a budget realignment typically performed
as a mid-year amendment. In 2023, this grant of $120,000 is included with the annual budget submittal.
As the city integrates a decision-making process that utilizes the budget process to direct its investments in
sustainability and resilience outcomes, Climate Initiatives has worked to integrate the city’s Sustainability,
Resilience and Equity Framework (Framework) into its annual budgeting process by intentionally developing
departmental outcomes that advance the objectives of the Framework and by mapping and designing a set
of Key Performance Indicators to monitor program impact.
Climate work and climate resilience is happening across the city organization, not just a single department.
Looking forward, emissions reductions and climate resilience cannot be addressed through siloed efforts.
Like equity, resilience must be centered in all our work, not as something standing alone. Similarly, climate
efforts span all aspects of our economy, from our use of energy to our food systems, to our use of material
goods, to the way we interact with our natural systems. For this reason, addressing the revenue needs of the
city organization to advance the community’s climate goals cannot be addressed through a single revenue
source. It will be built through refinement and prioritization within existing budgets and through additional
revenues as opportunities and needs are identified. Unifying climate and resilience strategies across the
organization will support an integrated approach to address the greatest needs.
Administration
Environmentally SustainableClimate InitiativesFY2023 Budget
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2023 Key Initiatives
Climate Action Climate Resilience Investment
Strategies
Work will continue to focus on
energy systems, natural climate
solutions (ecosystems) and
circular materials economy. This
work will focus on implementation
of strategies in support of new
climate mitigation and adaptation
goals. This will include continued
integration of resilience and
equity design principles,
strengthening organizational
coordination and preparedness
on climate resilience, and
increasing regional sustainability
focus in preparation for 2023 and
2024 legislative sessions.
Initiate cross-departmental
approaches to integrate climate
resilience across the city’s policy
and programs, including:
Support Wildland Urban
Interface planning efforts—
Work with the Fire Dept and
other partners to identify land
management strategies that
can be implemented with
broad community support to
substantially reduce risks from
wildfire in the urban interface
Storm Water - Initiate
evaluation of additional
community-based approaches
to storm water retention
strategies that can reduce the
impacts on overall storm water
systems during peak storm
events.
Exploration of investment
strategies for the future of climate
action work. If the new Climate
Tax is placed on the ballot in
2022 and passes, Department
staff will prioritize community
engagement that will inform
scaling up current initiatives and
creating new ones in line with the
purpose of the new tax.
Program Budget Overview
The Circular Economy (CE) team works with key partners, the Boulder community and city departments to
reduce the generation of waste and change the system of consumption. This is done through a combination
of policy development, education, pilot programs, incentives, investments in zero waste facilities and
technical assistance. In addition, the CE team completed the Circular Boulder study, an urban metabolism
analysis that quantified materials flowing into and out of the Boulder region. The study helped develop a
vision for moving toward a more circular materials economy, quantified the impacts of consumption, and
identified hotspots, opportunities, and other strategies to create a more comprehensive and data-informed
approach to materials use and re-use.
The overall objective of the CE team is to accelerate the transition of our local and global economies from
linear to circular—meaning that waste and pollution are designed out, materials are kept in use as long as
possible, and natural systems are regenerated. In addition to the established goal of diverting 85% of the
waste stream away from landfill, new targets include minimizing waste production per capita, enabling more
repair and reuse, increasing circular practices in building construction and demolition, and reducing the
carbon footprint of production cycles we have the greatest ability to influence. Current communitywide waste
diversion is 53% (2020 data). Data from 2021 will be available in Fall 2022.
Circular Economy efforts are supported by the city’s Trash Tax, which was first instituted in 1989 (without a
vote); renewed by voter approval in 1994; and in 2009, increased (by council action) to the voter-approved
maximum ($3.50/household and $0.85/yard for commercial trash).
2023 efforts will focus on evolving our programs and strategies towards systems change that fosters
movement toward a circular economy – so the easiest, least expensive consumer choice will be the most
sustainable and “circular” choice as well.
Circular Materials
Environmentally SustainableClimate InitiativesFY2023 Budget
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2023 Key Initiatives
Support implementation of the Colorado Plastic Pollution Reduction Act, including statewide bag fee
starting Jan. 1, 2023 and plastic bag/polystyrene bans starting Jan. 1, 2024.
Explore options for additional single-use plastic regulations.
Incorporate lessons learned into updated deconstruction waste recycling requirements in tangent with
building code update.
Continued Universal Zero Waste Ordinance education and compliance efforts.
Expanded equity-centered CHaRM recycling pickups and other new programs to address access barriers.
New strategies to support expanded reuse and repair opportunities.
Program Budget Overview
Since 2010, the city has focused on decarbonizing its electricity supply, which continues to rely on fossil
fuels as the primary source of energy. For ten years, the city pursued a strategy of creating a locally owned
and controlled electric utility (Local Power Initiative). On Nov. 3, 2020, after many months of negotiations
between the city and Xcel Energy, voters approved a settlement agreement, signaling the community’s
desire to pause municipalization efforts and instead focus on partnering with Xcel Energy to advance
Boulder’s clean energy and climate goals.
Core to the new relationship between Boulder and Xcel Energy is the energy partnership, an attachment to
the settlement agreement between Xcel Energy and the City of Boulder. It lays out the city’s and Xcel
Energy’s mutual commitment to achieving the community’s clean energy goals, including its goal of
achieving 100% renewable electricity by 2030. The overarching goal of the city's energy partnership with
Xcel Energy is to reduce greenhouse gas emissions associated with gas and electricity consumption,
electrify, and boost resilience and equity in Boulder. Specifically, Boulder and Xcel will work together to
achieve 100% renewables by 2030 and eliminate electricity-sector emissions.
When voters passed the settlement agreement in November 2020, they also approved the extension and
repurpose of the Utility Occupation Tax to fund the partnership, previously used for the Local Power Initiative.
This funding is positioned to carry out the goals of the partnership, including implementation of projects that
improve the distribution system in Boulder and allow for the deployment of innovative solutions and pilots
that further the city’s energy and equity goals, including achieving the community’s goals of 100% renewable
electricity and 100 MW of local generation by 2030.
Energy Systems efforts entail working with Boulder businesses, residents and key partners to reduce
greenhouse gas emissions through energy efciency, local renewable energy development and building and
transportation electrification using a combination of education, incentives, technical assistance and
regulatory requirements. Existing strategies are designed to support residents’ and businesses’ ability to
reduce environmental impact, reduce costs, become more resilient to the impacts felt from a changing
climate and become more inclusive and equitable.
2023 efforts will continue to focus on mitigating the community’s contributions to global climate change
through adoption of clean technologies for buildings and transportation. Prioritized investments will be made
in accelerating weatherization and solar programs that reduce the energy burden, percentage of household
income that goes toward energy costs, for those community members most at risk. This will include
continued investment of the Energy Impact Offset Fund and the Solar Grant in making solar energy more
accessible in the community. Efforts will also focus on advancing Xcel Energy Partnership efforts, including
transportation electrification and microgrid pilots.
Program enhancements for 2023 includes a budget realignment of $68,184 for anticipated Solar Grant
expenses, funded through the Solar Tax Rebate, to support solar installations on buildings within Boulder. In
Energy Systems
Environmentally SustainableClimate InitiativesFY2023 Budget
prior years, the department submitted a mid-year amendment for the Solar Grant appropriation; in 2023, this
appropriation of $68,184 is included in the 2023 Budget.
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2023 Key Initiatives
The Xcel Energy partnership with the city will include extensive community engagement through an
Advisory Panel and Working Groups. Additionally, work will focus on the Alpine-Balsam and Chautauqua
energy infrastructure, closing the goal gap on community’s renewable electricity goals, streetlight
acquisition and system undergrounding.
Continued investment will be made to support residents and businesses in efficiency, electrification and
renewable energy adoption.
Finalize partnerships to reduce the energy burden for more than 500 boulder residents.
Continue air quality and filtration pilot to study the benefits of air purification systems for mitigating the
impacts of wildfire smoke and outdoor air pollutants on at-risk populations.
Continue community resilience initiatives focused on the manufactured housing communities, including a
new repair and weatherization program, emergency cooling loan program and disaster preparedness
training.
Continue progress on building electrification, including partnering with Xcel Energy on a proposed tariff-
on-bill financing program and workforce development, supporting state legislation and providing
incentives and advising services to support residents and businesses.
Program Budget Overview
The Natural Climate Solutions (NCS) team works with both public and private sector landowners and
managers to develop and implement actions that capture and cycle carbon into living ecosystems in ways
that contribute to climate stabilization and enhance critical ecosystem services that enhance resilience to
climate change. Key focus areas include utilizing urban forestry and other urban landscape management
strategies to reduce urban heat extremes, particularly in historically marginalized and vulnerable segments of
the community; reducing wildfire risk, improving the ability of terrestrial systems to store water and carbon;
and managing habitats to improve biodiversity, overall ecological health and resilience, and as a natural
means to pest control. The NCS team collaborates with community partners to address these focus areas in
a way that is driven by data and community input. Cross-departmental collaboration with Open Space and
Mountain Parks (OSMP), Parks and Recreation/Urban Forestry, and Public Works provide ways to scale up
the city’s efforts to meet climate goals adopted in October 2021 while supporting each departments’
operations and goals.
In 2023, $100,000 of existing Climate Action Plan Tax Fund budget shifted to the newly created NCS
program to better align with the department's goals of enhancing and promoting visibility of this important
work. In 2023 the NCS team will utilize both CAP tax funds, matching funds from other city departments,
matching funds from other public jurisdictions, and funding secured through grants and outside partners to
initiate a number of ecosystems-based climate actions. NCS staff is coordinating efforts with both city and
community partners to expand urban and peri-urban tree planting in targeted areas identified as at risk for
extreme heat conditions to provide natural cooling. The NCS team is working with other departments and
community partners to develop a biochar pilot program which will provide materials for soil improvement.
NCS partners will also develop a pollinator protection corridor network that links to “cool corridors”
development. Additionally, the NCS Team and partners will be developing new strategies for enhancing the
retention of water in natural and working lands to reduce the impacts of drought, reduce wildfire risk, and
increase local cooling. Another focus of the NCS team in 2023 will be “green job” development efforts around
the types of projects described. These efforts will use green waste in a way that requires minimum
transportation and provides maximum benefit, while providing job skills to historically underserved
populations. All this work will be integrated through the recently launched “Cool Boulder” Campaign and its
three primary action areas: “Connected Canopies,” “Pollinator Corridors” and “Absorbent Landscapes.”
Natural Climate Solutions
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2023 Key Initiatives
Climate Benefits/Climate Risks Assessment of OSMP lands—Provide both staff and financial support to
an exciting effort to assess the entire 40,000 acres of OSMP lands for their climate action potential and
climate change risks.
Tree planting—Work with the newly relaunched Tree Trust to launch a major tree planting campaign in
2023.
Update to the city’s Integrated Pest Management Policy—Lead an update of the city’s IPM policies to
reflect new information and experience in chemical use and ecosystems-based pest management.
Expand the pollinator corridor program—Develop the first draft of a community-wide pollinator corridor
map and share with the community for comment. The team will continue work to develop “anchor” point
pollinator gardens in strategic locations within the priority corridor areas.
Initiate land rehydration and regeneration pilots—Work with Boulder County and other Cool Boulder
partners to initiate pilot projects installing low-tech water retention structures on natural and working lands
to assess the potential for increasing water retention and reduced risks of desertification and wildfire.
Community education, outreach and job skills training—Continue expanding participation and
partnerships with the Cool Boulder Campaign with the goal of reaching a total partner membership of 30
by year end.
NOAA Heat Mapping Project— In 2022 the city was selected to be a part of the NOAA Urban Heat
Mapping campaign. In 2023 heat related data will be used to support development of heat management
strategies.
Nature-based Climate Solutions Collaboration with USDN—The city NCS team has helped to coordinate
a team of 15 students and partners who are providing technical assistance to 10 other cities and counties
across the US who are also beginning to develop natural climate solutions strategies. This work will
continue in 2023.
2023 Budget
$4,424,284
29.25 FTE
Department Overview:
Guided by a North Star of "Creating Connections for
a Thriving Community and Democracy," the
Communication and Engagement Department
provides both strategic and tactical communication
and engagement support to the City Manager, City
Council, the organization as a whole, and the city's
more than 20 diverse departments. The department
is centralized to allow for cross-training, better
collaboration among professionals in similar
industries, and flexibility to support the city's
greatest needs. Several members, however, are
embedded in the departments they specifically
support.
For 2023, the Communication and Engagement
Department has requested funding to purchase
broadcasting equipment, reestablish the
Neighborhood Grant Initiative, reinstate a Volunteer
Program Manager position, continue the Community
Connectors-in-Residence (CC-in-R) Program, and to
bring UNICEF's Child Friendly Cities Initiative to the
City of Boulder.
Department Programs:
Administration (Accessible & Connected)
Community & Neighborhood Services
Community Engagement
Internal Communication
Media & External Communication
Video Services & Multimedia
Operating Budget (FY2021-23)
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Department Overview
Administration (Accessible & Connected)
The Administration Progam is responsible for helping Communication and Engagement leadership achieve
department goals and objectives. This program manages budgetary and financial information, ensures staff
has an appropriate work environment and equipment, provides clarity around city policies and regulations,
helps communicate systems and policy changes, and supports a thriving and vibrant team culture.
Community & Neighborhood Services
The Neighborhood Services program serves residents by helping them find and utilize city resources,
address issues and ideas in partnership with city departments, achieve collective empowerment, and build
community in the places individuals feel most at home.
Community Engagement
The Community Engagement Program fosters more inclusive and meaningful public participation and
relationship-building between the Boulder community and local government.
Internal Communication
Internal Communication conveys organizational information to all City of Boulder employees. Topics include
changes in employee benefits, city compensation systems, significant city projects, professional
development and training, city policies, updates on council work plans, new staff, and in the past year, in
particular, pandemic and workplace transformation news.
Media & External Communication
The Media/External Communications Program is responsible for sharing accurate, timely and relevant
information from the city, City Council, and the organization's many public-facing departments.
Video Services & Multimedia
The Video Services/Multimedia program is responsible for all video production needs for the city. The team
produces weekly newscasts in English and Spanish, as well as informative, compelling short-form videos to
share information, updates and inspiration with the community and with city employees.
Department Staffing
Expenditure by Fund
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Program Budget Overview
Overview of Program & Intended Outcomes:
The Administration Progam is responsible for helping Communication and Engagement leadership achieve
department goals and objectives. This program manages budgetary and financial information, ensures staff
has an appropriate work environment and equipment, provides clarity around city policies and regulations,
helps communicate systems and policy changes, and supports a thriving and vibrant team culture.
2023 Activities:
Champion and provide support around key systems changes related to personnel information, time
tracking, performance evaluations and recruiting/onboarding new employees
Develop internal practices and communication methods for aligning team members located across
departments and in different locations
Ensure fiscal stewardship and accurate record-keeping of approved expenditures within the department's
budget
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Accessible & ConnectedCommunication & EngagementFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Community Engagement Program fosters more inclusive and meaningful public participation and
relationship-building between the Boulder community and local government. This team support departments
in creating and executing transparent and inspiring processes that allow the public to share input in a variety
of ways.This input informs decision-making by City Council, others in the city organization, and, sometimes,
the community itself. The approach is strategic, with an emphasis on capacity-building and shared learning.
An additional focus of this program is to increase engagement and equity among residents who have never
participated in local government and/or are members of historically excluded populations. These is achieved
through an award-winning Community Connectors model, which empowers trusted community members to
serve as liaisons, train others, and provide impactful feedback about services and city issues. This program
also houses the Language Access Program Manager, who provides valuable guidance around information
access and cultural competency to meet the needs of non-English speaking communities.
In 2023, the city has identified a need to reinstate the Volunteer Program and a Projects Manager Role to
manage the strategic resource of community members time and talents across the city of Boulder and
prepare the City be able to leverage volunteers for disasters and major city events. In 2016, a dedicated staff
member and budget were approved and allocated to fill this important citywide community volunteer
engagement need, based out to the City Manager’s office. In 2019 the staff person in this role was re-
assigned to other ongoing duties without back up to fill this role. The need and budget remains, therefore the
volunteer cooperative members are requesting to reinstate the City-wide Volunteer Program Manager Role.
Since 2019, some of this work has been divvyed up amongst volunteer coordinators across the city, but this
approach is not efficient or sustainable. Through the experience with the COVID Recovery Center, fires, and
other disasters, the city recognized the need to be prepared to mobilize volunteers quickly and be ready for
anything that comes our way. The Volunteer Cooperative greatly needs a staff member in this role to build
and manage this important strategic resource of community members time and talents. The position will
provide staff assistance to the City Manager and Deputy City Managers and the Directors of various
departments, to serve as staff liaison on departmental issues, to manage or assist with department projects
and support citywide projects, and to conduct research and analysis with a specific emphasis on the creation
of a citywide volunteer program. The intended outcome of this role would be to provide a central resource
point for all of the various volunteer programs within the city.
Additionally, the Community Engagement program seeks to enhance the program's ability to emphasize,
iterate and deliver inclusive engagement services in other areas: continue the Community Connectors-in-
Residence, restore our partnership with Growing Up Boulder, and obtain a CFCI UNICEF designation.
Community Connectors are natural relationship builders who are trusted voices within their own
neighborhoods or communities. About 18 months ago, we created a subset of senior-level community
connectors, called Community Connectors-in-Residence (CC-in-R), who perform the following functions:
Increase trust between underrepresented communities and city government;
Community Engagement
Accessible & ConnectedCommunication & EngagementFY2023 Budget
Share feedback on Racial Equity Instrument implementation and opportunities for city services/programs
to be more equitably accessed;
Build power of underrepresented community members and elevating their voices through reducing
barriers to inclusive public engagement; and
Serve as a bridge for continuing dialogue and pipeline for ideas, concerns, and dreams of community
members.
Outputs for CC-In-R include regular convenings of connectors and city staff; outreach and engagement
events for the communities the connectors represent; quarterly updates to Council about issues that impact
these residents most; and the creation of capacity building, trainings, and programs. The desired outcome is
increased confidence, competence and active participation by community members of color and other often
excluded groups, such as the LGBTQ+ population and individuals with disabilities.
Growing Up Boulder (GUB) is a world-renowned, child-friendly engagement nonprofit committed to lifting
youth voices in matters that impact them. The city has partnered with this entity for many years under a
Memorandum of Understanding. This program will increase the contract amount restore the GUB partnership
to the annual level to the amount it was prior to budget cuts caused by the pandemic. Outputs for the GUB
ongoing contract are engagement planning and implementation of effective and inclusive youth engagement
for three to five city projects each year (chosen in collaboration with the Communication and Engagement
Department and GUB staff), one training a year to build capacity in youth engagement among city
Engagement Coordination Committee members, and the creation of engaging and comprehensive reports
summarizing the feedback received for city staff and decision-maker consideration. The desired outcome is
increased confidence, competence and efficacy of young people in impacting designs, policy decisions and
other local government matters that impact them.
The Communication and Engagement Department is also asking for an additional one-time funding for 2023
to support a finite project to seek and obtain UNICEF designation for Boulder as a Child-Friendly City. This
designation would help us development measurements to assess the overall youth experience in our city
and open up the possibility of future grant funding for innovative work. The contribution is the city's match to
create a position to coordinate the work among Child-Friendly Cities Initiative (CFCI) stakeholders, which
include city staff. Other funders are contributing the remaining portion of the costs for this position and the
CFCI work in 2023.Outputs for the GUB one-time contribution to the CFCI effort include partial funding for a
coordinator within GUB, communication plans and deliverables associated with the effort, meetings with city
staff who are currently offering services and programs that impact youth in Boulder, and the development of a
proposal for UNICEF consideration and hopefully, acceptance. The desired outcomes are CFCI certification,
an enhanced ability for the city to tell a comprehensive story of all the ways it already serves young people
and a set of potential action items to improve the young person experience in Boulder.
2023 Activities:
Obtain CFCI UNICEF Designation.
Expand team and onboard new members to provide responsive and timely counsel to departments.
Develop consistent and effective methods for informing participants in public processes about the
outcomes.
Continue to evolve the Community Connectors model and innovate in areas of inclusive community
engagement and empowerment.
Re-build internal understanding and commitment to best practices in engagement, recognizing there have
been significant staffing transitions in the past two years.
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Overview of Program & Intended Outcomes:
Internal Communication conveys organizational information to all City of Boulder employees. Topics include
changes in employee benefits, city compensation systems, significant city projects, professional
development and training, city policies, updates on council work plans, new staff, and in the past year, in
particular, pandemic and workplace transformation news.
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Accessible & ConnectedCommunication & EngagementFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Media/External Communications Program is responsible for sharing accurate, timely and relevant
information from the city, City Council, and the organization's many public-facing departments. The team
maintains and leverages a variety of communication platforms, including a recently updated website and
social media channels, and cultivates positive working relationships with media to reach those who live, work
and play in Boulder. Team members distill sometimes complex information and utilize many different
methods for communicating with the public, including video, graphics, blog and social media posts, web
updates, as well as short- and long-form writing. This team activates as needed 24/7 in times of emergencies
to support community with critical life-safety information.
2023 Activities:
Reorganize the public safety/critical response unit within this program to provide more sustainable
coverage and support to the community during crisis
Identify and act upon opportunities to tell cross-departmental stories and provide more comprehensive
context around city and council priorities
Increase Spanish-language content and assist in implementing the city's Language Access Plan
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Accessible & ConnectedCommunication & EngagementFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Neighborhood Services program serves residents by helping them find and utilize city resources,
address issues and ideas in partnership with city departments, achieve collective empowerment, and build
community in the places individuals feel most at home. The program provides direct training opportunities,
when possible, as well as grant funding for neighborhood-based projects. An emphasis is placed on equity,
with some additional services and funding available for communities that have been historically excluded
from local government support.
In 2015, the City of Boulder launched a Neighborhood Grant initiative to allow neighborhoods opportunities to
fund projects to beautify their shared spaces, build community, connect with neighbors, and achieve other
grassroots projects as appropriate. The Neighborhood Services program in general and the grants, in
particular, contribute to the Accessible and Connected goal of the city's Racial Equity, Sustainability and
Resilience Framework. The outputs include grants, falling under one of six categories, directly to
neighborhoods. The number of grants can vary from year to year. In 2018, for example, the city received 55
applications and awarded 44 grants, benefitting 38 different neighborhoods. The outcome depends on the
grant category: some focus on connectivity among neighbors and building community and resilience,
broadly; others provide opportunities for beautification and/or infrastructure improvements.
While the Initiative was largely underutilized in the first few years, the program started taking off in 2018 with
the addition of active outreach and assistance to neighborhoods in completing the application process.
Unfortunately, in 2020 in response to the budget impacts related to the COVID-19 pandemic, the department
and the city agreed to suspend the program and the funding was discontinued. In 2023, the Communications
& Engagement Department has requested that the Initiative be reinstated for the upcoming budget year and
subsequent years thereafter. The overall outcome is that neighborhoods are empowered to identify a problem
or an idea that would help create a better sense of belonging and quality of life and have access to funding to
address their specific issues. One thing worth noting is that some portion of this grant funding is reserved for
manufactured housing communities specifically to ensure that neighborhoods most in need of financial
support are able to access it. Counseling and coaching has also been made available to these
underrepresented neighborhoods to help build capacity to seek out and obtain grants. This is consistent with
the city's Racial Equity Plan goals.
2023 Activities:
Reorganize team structure to improve how services are provided to community
Restore the Neighborhood Grant Initiative that was reduced due to the COVID-19 pandemic
Transition the successful Emergency Response Connectors model piloted in 2020-2022 to a
Neighborhood Response Connector approach when possible
Community & Neighborhood Services
Accessible & ConnectedCommunication & EngagementFY2023 Budget
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Overview of Program & Intended Outcomes:
The Video Services/Multimedia program is responsible for all video production needs for the city. The team
produces weekly newscasts in English and Spanish, as well as informative, compelling short-form videos to
share information, updates and inspiration with the community and with city employees. This program area
also supports live and on-demand coverage of City Council, as well government-access programming on
Comcast Cable Channels 8 and 880. Content is also shared on the city’s website, through Vimeo and
YouTube channels, and on various social media platforms. The intended outcome of this program is that
community members will have more options for observing their government in action, which honors Boulder's
commitment to be open and transparent and builds trust and credibility.
For 2023, the Communication and Engagement Department requests a transfer of revenues that the city
collects from Comcast as part of a Public, Education and Government (PEG) television program to the
department in order to access this money for eligible equipment purchases. This request seeks a transfer of
a portion of the current balance -- specifically $300,000 -- as part of the 2023 appropriation to the
department's Multimedia budget. This money is restricted to purchases for equipment related to broadcast.
The department is prepared to ensure that it is used appropriately. Additionally, the Communications and
Engagement Department requested one time funds to fund a temporary part-time position to provide
additional video technical support in anticipation of a return from the pandemic and a proliferation of hybrid
meetings. The position, set at 20 hours a week, was intended to address the increased need to convert
Zoom video from board and commission meetings to community-accessible playlists, provide a second set
of hands to support council and other high-priority livestreams, and offer some other limited technical
assistance related to hybrid meeting expectations.
2023 Activities:
Continue transition of service model from television station as primary focus to nimble and creative video
production company.
Allocate additional funds from Public, Education, and Government (PEG) Fund to purchase eligible
broadcasting equipment.
Achieve cost savings for city by producing an increased number of videos in-house rather than through
contracts.
Improve city's capacity to livestream important events and provide quality video footage in emergencies.
Fund a temporary part-time position to provide additional video technical support.
Guide rebuild of broadcasting systems in City Council Chambers.
Video Services & Multimedia
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$ 16,819,331
Department Overview:
In 2022, Community Vitality welcomed the Arts and
Culture and Special Events workgroups into the
department. The newly revised departmental
strategic plan is built on the pillars of Cultural
Vibrancy, District Vitality, and Access for All. These
pillars work together to create a virtuous cycle of
investment in the community. Arts and Culture and
Special Events enhance the city’s vibrancy and
encourage visitation to special districts. These
special districts are key economic centers that
enhance district vitality by attracting diverse
businesses and visitors. By providing access for all
through parking and mobility options, the city
empowers diverse participation in cultural
opportunities and commerce in key economic
centers. In 2022, the department focused on
integration of all workgroups and a focus on
ensuring our key community assets are vibrant,
welcoming, inclusive, and safe.
Department Programs:
Administration (Economically Vital)
Arts & Culture
Community Building & Partnerships
Economic Vitality & District Management
Parking & Access
Capital and Operating Budget (FY2021-23)
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Department Overview
Administration (Economically Vital)
The Community Vitality Administration provides oversight, support, and strategic direction to the department
and fosters partnerships with key stakeholders, both externally and throughout the city organization.
Administrative staff also provide liaison support to four advisory boards including the Downtown
Management Commission; University Hill Commercial Area Management Commission; Boulder Junction
Access District – Parking; and Boulder Junction Access District - Transportation Demand Management, as
well as the Arts Commission. The Business Services team seeks to provide exceptional customer service to
the department through the delivery of business and financial services, including financial modeling and
analysis, information technology support, staff training and development programming, process improvement
programming and support, and departmental data analytics in the support of strategic decision-making and
operations. Further the Business Services team provides external customer services in selling parking
products and assisting visitors and residents with access and parking needs.
Arts & Culture
The Office of Arts and Culture serves as the Local Arts Agency for the City of Boulder including nonprofit
grants, public art, programs for artists, creative economy initiatives, and more. Now implementing the 2015
Community Cultural Plan, the mission of the office is to facilitate an alignment in the community around the
Shared Vision for Culture: together, we will craft Boulder’s social, physical, and cultural environment to
include creativity as an essential ingredient for the wellbeing, prosperity, and joy of everyone in the
community.
Community Building & Partnerships
The mission of the Office of Special Events is to lead, manage, and expand special events across the city
organization. To accomplish this, the Office of Special Events provides a portfolio of services designed to
support the Boulder community, as well as the city's special event, filming, business, and tourism industries.
Core services include civic engagement, economic development, special initiatives, major event and film
support services, permitting, and promoting Boulder as a film and special event destination.
Economic Vitality & District Management
The District Management work group facilitates a diverse and dynamic economy where residents and
businesses grow and succeed together through strategic partnerships (internal and external), policies, and
programs. District Vitality further supports the special districts on University Hill, in Boulder Junction and
Downtown Boulder, which are key economic centers that enhance economic vitality by attracting diverse
businesses and visitors. District Management supports an environment for innovation and cultivating a
skilled and diverse workforce through sponsorships, outreach, education, and planning in advancement of
financial security, economic opportunity, and social mobility for all.
Parking & Access
The Parking and Access work group maintains and operates downtown, Boulder Junction, and University Hill
automobile and bicycle parking infrastructure, including two surface lots and six garages, totaling more than
2,240 auto parking spaces and more than 1,300 bike racks. Additionally, this work group provides operations
and enforcement for the on-street parking and Neighborhood Parking Program. The Parking and Access
work group uses education and enforcement to manage parking in the downtown, Boulder Junction and
University Hill commercial areas, in twelve Neighborhood Parking Permit (NPP) zones, and citywide.
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Program Budget Overview
The Community Vitality Administration provides oversight, support, and strategic direction to the department
and fosters partnerships with key stakeholders, both externally and throughout the city organization.
Administrative staff also provide liaison support to four general improvement district advisory boards and the
Arts Commission.
2023 Activities:
The Administration and Businesses Services teams will work to fully integrate the Arts and Culture and
Special Events workgroups into the department throughout 2023. Additional work plan items include
reimplementation of a quarterly report to identify metrics and trends to strategically plan for the future. The
team will also implement Smartsheets, a project management tool to assist in capital and soft asset work
projects. Further, the Customer Service team will complete a review of parking products and consideration of
changing customer needs will be completed as the department updates parking technology in the parking
garages, as well as addresses parking permit processes.
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Administration
Economically VitalCommunity VitalityFY2023 Budget
Business Services
Business Services works closely with Administration
to provide exceptional customer service to the
department through the delivery of business and
financial services, including financial modeling and
analysis, information technology support, staff
training and development programming, process
improvement programming and support, and
departmental data analytics in the support of
strategic decision-making and operations.
Customer Service
The Customer Service work group provides external
customer services in selling parking products and
assisting visitors and residents with access and
parking needs. This includes parking in the
downtown, Boulder Junction and University Hill
commercial areas, in twelve Neighborhood Parking
Permit (NPP) zones, and citywide.
City of Boulder Office of Arts and Culture
Serving as Boulder's local arts agency, the Office of Arts and Culture is implementing Boulder’s Community
Cultural Plan. Through a set of programs including cultural grants, public art, initiatives for artists, the
creative economy, and research, the Office of Arts and Culture seeks to facilitate an alignment in the
community around our collective Vision for Culture: Together, we will craft Boulder’s social, physical, and
cultural environment to include creativity as an essential ingredient for the wellbeing, prosperity, and joy of
everyone in the community.
The FY2023 budget includes temporary funding which will expand the Public Art Program including funding
for critical maintenance. And, will add plaques, informational signs, and digital interpretation to help everyone
fall in love with the collection. Finally, funding is included for a handful of new commissions as part of the
Experiments in Public Art program: a series of engaging, interactive, temporary artworks about the most
important conversations in our community.
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Arts & Culture
Healthy and Socially Thriving Community VitalityFY2023 Budget
Public Art Maintenance
Like everything the City of Boulder builds, public
artworks have long-term maintenance needs to
protect the investment, resolve damage and
vandalism, and keep things safe. This funding will
be used to update a review of the public art
collection and informed by that assessment,
prioritize a few of the most important projects that
may have safety concerns, require expert technical
support, and to protect against expensive
deterioration. Some of the funds will also support
administrative needs such as coordination and
support for departments and updating the collection
database.
Accessible Signage
In August 2021, the Boulder Arts Commission
adopted the Public Art Accessible Signage Plan.
This guidance document was created as a resource
to provide consistent and meaningful information
about Boulder’s public art collection. It includes
standards for content, look, and materials. The plan
details accessibility recommendations for each
artwork including integration of multiple languages,
tactile reproductions, and audio components.
Additional off-site opportunities include storytelling,
online content, and more.
Experiments in Public Art
Experiments in Public Art is a series of temporary,
interactive artworks that has been deployed from
time to time in response to community need. This
proposal will fund one or two new commissions
which will be responsive and tactical: deploying
artists to creatively address challenging
conversations and bring innovation to projects that
are important to our community.
The Experiments in Public Art program
accomplishes these goals through temporary Civic
Practice projects that are meaningful to the lives of
community members and visitors. The interactive
works of art have three goals: a) the artists test new
ways to create interactive experiences, b) residents
and visitors participate in edifying, engaging
artworks which collaboratively explore the most
important conversations in our community, and c)
the work of government is improved through the
thoughtful, creative exchange of ideas. It is modeled
on successful Civic Practice programs in places like
New York, Minneapolis, New Orleans, and Denver.
Previous series of Experiments have addressed the
2013 flood, climate adaptation, healing immediately
following the March 2021 tragedy, and more.
A portion of the funding will be used for
administration of the program.
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Program Budget Overview
Overview of Program & Intended Outcomes:
The City of Boulder is proud to host a variety of Special Events that contribute to the social, economic, and
environmental health and well-being of our community. In 2017, the ‘Office of Special Events’ was
established to accomplish three main objectives:
1. Events will demonstrate city and community values.
2. Events will benefit the community, instill civic pride, and promote economic vitality.
3. City event-related performance will be exceptional.
2023 Activities:
The Office of Special Events delivers a range of services including major event and film support, special
event and film permitting, civic engagement, and promoting Boulder as a vibrant event destination. In 2023,
we will engage in the following activities with an increased focus on the city’s vision and values:
• Develop a long-term special events strategy and program cost recovery tactics.
• Manage new RFPs, RFQs, and contractual agreements for major events and subprograms.
• Plan and execute signature and ‘Class I’ special events.
• Coordinate the citywide ‘Special Events Review Team’ and ‘Special Event Core Team’.
• Stewardship of the citywide ‘Special Event Policy’ with internal and external agencies.
2023 Changes:
• Update Special Event Policy and related Boulder Revised Code.
• Update Eproval software (UX and process).
Community Building & Partnerships
Economically VitalCommunity VitalityFY2023 Budget
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Signature / Class I Events
Class I special events are events with minimal to
large impacts to public property that may include
documented city support over $5,000. They also
include any dignitary, political or city-partnered
events that require multi-jurisdictional coordination
with University of Colorado, Boulder County, or the
State of Colorado (such as a presidential/diplomatic
visit, race, or speech). Anticipated Class I special
events in 2023 include:
• Boulder Strong Day of Remembrance
• Boulder County Farmers Market
• Boulder Creek Festival®
• BOLDER Boulder
• Ralphie’s Independence Day Blast
• The 1940’s Ball
• Jaipur Literature Festival
• Boulderthon
Program Budget Overview
The District Management work group facilitates a diverse and dynamic economy where residents and
businesses grow and succeed together through strategic partnerships (internal and external), policies, and
programs. District Vitality further supports the special districts on University Hill, in Boulder Junction and
Downtown Boulder, which are key economic centers that enhance economic vitality by attracting diverse
businesses and visitors. District Management supports an environment for innovation and cultivating a
skilled and diverse workforce through sponsorships, outreach, education, and planning in advancement of
financial security, economic opportunity, and social mobility for all.
2023 Activities:
The District Management work group will execute a number of projects within the special districts including
Phase II of a branding and wayfinding project in Boulder Junction, analysis and support of property
development on University Hill, and participation in the Downtown Vision Plan and downtown refresh
initiatives. The work group will continue providing contract management services to promote mobility options
within the special districts and provide support to the district commissions. These efforts will be coupled with
long-term intra-departmental work plan development and integration across work groups.
Noticeable Enhancements:
One-time additional funding will be provided for a continuation of the Downtown Ambassador program to
continue the services provided to district visitors, workers, shoppers, and residents. These services include a
visible presence, improved instances of quality of life issues, property and business contacts, social service
outreach and referrals, hospitality and information, events support, data, metrics and reporting as well as
custodial, beautification, and maintenance services.
Economic Vitality & District Management
Economically VitalCommunity VitalityFY2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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1.0M
1.5M
2.0M
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DollarsPersonnel
Operating
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Program Budget Overview
The Parking and Access work group maintains and operates downtown, Boulder Junction, and University Hill
automobile and bicycle parking infrastructure, including two surface lots and six garages, totaling more than
2,240 auto parking spaces and more than 1,300 bike racks. Additionally, this work group provides operations
and enforcement for the on-street parking and Neighborhood Parking Program. The Parking and Access
work group uses education and enforcement to manage parking in the downtown, Boulder Junction and
University Hill commercial areas, in twelve Neighborhood Parking Permit (NPP) zones, and citywide. Also in
2023, a reclassification of an existing customer service staff position to a project manager will help further
Community Vitality's resources to achieve it's planned work load.
2023 Activities:
In 2023, the Parking and Access work group will bring gateless technology to the district owned parking
garages to enhance the resident and visitor parking experience. The workplan also includes system
improvements in district owned space and parking garage deck repairs to ensure the longevity of the
district assets. The work group will further compete wayfinding enhancements and introduce dynamic on-
street parking rates.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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DollarsPersonnel
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Parking & Access
Accessible & ConnectedCommunity VitalityFY2023 Budget
Maintenance
The Maintenance work group oversees the
maintenance and operation the special district
assets including the district owned parking garages.
These initiatives include large-scale capital
improvement projects, as well as day to day
operations.
Enforcement
The Enforcement work group uses education and
enforcement to manage parking in the downtown,
Boulder Junction and University Hill commercial
areas, in twelve Neighborhood Parking Permit (NPP)
zones, and citywide.
AMPS
The cross-departmental Access Management and
Parking Strategy (AMPS) includes Performance
Based Pricing and the Residential Access
Management program (RAMP). AMPS was
developed as a guide through which city staff,
leadership, boards, commissions, and the
community at large can work toward improving
Boulder’s approach to multimodal access and
parking management across the city and within
special districts.
2023 Budget
$ 29,939,690
46.17 FTE
The Facilities & Fleet Department provides expertise
and strategic stewardship of city buildings, vehicles,
and radio assets in alignment with city goals and
community values. The department consists of three
divisions: Facilities, Fleet and Radio Services. The
Facilities Division provides new construction, major
maintenance, renovation and replacement, and
O&M services for over 70 city-owned buildings and
structures. The Fleet Division maintains over 500
vehicles and over 600 pieces of equipment such as
fire trucks, police vehicles, snowplows, dump trucks,
as well as operates a fuel station and electric
charging infrastructure. Radio Services ensures
comprehensive coverage and redundancy all the
time (24/7/365) for public safety and emergency first
responders through 900 portable and mobile radios
and stationary communications equipment, including
five radio towers.
The Facilities & Fleet Department manages the
Capital Development, Facility Renovation and
Replacement, and Equipment Replacement funds,
which is inclusive of radio infrastructure
replacement. The department also manages the
Fleet Replacement Fund, by actively working with
internal customers to replace vehicles with those
that are electric or alternatively fueled and providing
a variety of fuel types for the city’s fleet.
Facilities & Fleet
2023 Budget
Department Programs:
Administration
Capital Equipment Replacement
Citywide Building and Site Projects
Custodial Operations
Energy Management
Facility Operational Maintenance
Fleet Operations
Fleet Replacement
Radio System Management
Capital and Operating Budget (FY2021-23)
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
5.0M
10.0M
15.0M
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DollarsPersonnel
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Debt Service
Capital
Transfers
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Program Overview
Administration
Administrative, including financial and payroll support for the department.
Capital Equipment Replacement
Program that supports department capital equipment replacement needs. Departments transfer replacement
contributions each year to support the future replacement of capital equipment.
Citywide Building and Site Projects
The staff and resources needed to support the Facilities CIP programs, as well as smaller facility projects
that fall outside of the scope of the CIP.
Custodial Operations
The in-house staff and contracted custodial services to keep city buildings safe, welcoming, and inclusive.
This includes surface cleaning, snow removal, window washing, etc.
Energy Management
The strategic management of citywide energy needs, including the electrification of buildings to reduce
Boulder's carbon emissions and the transition to renewable energy sources where available.
Facility Operational Maintenance
The operational maintenance of over 70+ buildings in the City's asset portfolio, including preventative
maintenance, corrective maintenance, access control, and security.
Fleet Operations
Fleet Services maintains over 1,200 vehicles and fleet equipment units. This program includes fleet repairs,
preventative maintenance, new vehicle outfitting, and fuel expenses that are needed to keep the city's fleet
operating safely and efficiently.
Fleet Replacement
Program that supports department fleet replacement needs. Departments transfer replacement contributions
each year to support the future replacement of vehicles and fleet equipment when they reach the end of their
useful life.
Radio System Management
The maintenance and management of the City's recently upgraded radio system, including radio tower
infrastructure, radio unit maintenance and replacement, and specialized support for the City's public safety
departments which rely on the radio system during regular operations as well as emergency response calls.
Expenditure by Program
Visualization
2023
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2023 Budget
Enhancements
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Facility Operational Mainte…
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Capital Equipment Replac…
Debt Service
Custodial Operations
More (4 grouped)
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Six Year CIP
Visualization
2023
Budget
2024
Budget
2025
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Budget
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DollarsGovernmental Capital Fund
Facility Renovation & Repla…
Capital Improvement CCS
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Department Staffing
Expenditure by Fund
Visualization
2021
Actual
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Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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Dollars(7210) Fleet
(1100) General
(1300) Governmental Capit…
(7500) Facility Renovation …
(7400) Equipment Replace…
(3700) Capital Improvemen…
(2100) Capital Development
(2180) .25 Cent Sales Tax
Sort Large to Small
Program Budget Overview
This program provides the overall administrative support to the Facilities & Fleet Department including work
order tracking, invoicing, purchase order generation, bill paying, budget tracking, scheduling and process
improvement and coordination across the department and city organization. Another part of the program is
the city’s centralized real estate services, including lease and easement management, property acquisitions,
disposal, and valuation, as well as overall management of the city’s real estate portfolio.
2023 enhancements include the addition of a Financial Administrative FTE to assist with Purchase Order and
Requisition Invoicing for the maintenance and capital projects groups.
Key Performance Indicators:
• Number of invoices processed
• Duration between invoice date and payment
• Square feet of real estate managed
2023 Activities: Develop a new centralized Real Estate Services Office to improve efficiency,
standardization, and coordination across the city organization.
Visualization
2021
Actual
2022
Adopted Budget
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DollarsPersonnel
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Operating
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Administration
Responsibly GovernedFacilities & FleetFY2023 Budget
Program Budget Overview
In keeping aligned with the City's goal of taking care of what we already have, the Facilities & Fleet
Department manages Boulder's capital equipment replacement program, which ensures that departments
save each year for future equipment needs in excess of $5,000. Departments work with the Facilities & Fleet
Department in keeping track of their capital equipment inventory, and contribute funding each year
commensurate with the lifecycle of the equipment. Funding can then be used for capital outlay as equipment
reaches the end of their useful life. The Equipment Replacement Fund also collects contributions for future
replacement of the City's radio infrastructure.
Visualization
2021
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2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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250.0K
500.0K
750.0K
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DollarsCapital
Operating
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Capital Equipment Replacement
Economically VitalFacilities & FleetFY2023 Budget
Program Budget Overview
A small Facilities Capital Projects Team plans, manages and implements infrastructure replacements,
renovations, and new construction projects, conducts building forensics investigations, and provides
strategic assessments on more than 70 facilities and just under 2 million square feet. The list of building
types includes fire stations, recreation centers, libraries, service centers, shops, maintenance buildings,
office buildings and parking structures. The team is made up of four licensed architects supported by two
other building construction specialists.
In recent years, this team has been responsible for managing more than $100M in projects “on the books” at
various stages of design or construction including executing major capital projects from budgets managed by
other city departments. In addition to projects identified in the CIP, this team executes more than 80 other
projects per year on average ranging from feasibility and planning studies to minor renovations, infrastructure
installations and replacements, response to emergency repairs and replacements etc.
The work is largely guided by Department Master Plans and the Facilities Master Plan (FMP) which was
accepted by Council in October 2022. The team works in close collaboration with the department(s)
associated with a specific project to realize community goals and objectives. In parallel, projects are viewed
holistically through the lens of the FMP to achieve city-wide goals in Environmental Sustainability and
Resilience, Social Responsibility and Equity and Financial Stewardship. Projects are prioritized relative to
impact towards city-wide goals and community impact in addition to urgency based on critical facility status.
2023 Activities:
• Construction management of North Boulder Library
• Construction management of Fire Station 3
• Design phase management of Alpine-Balsam Implementation
• Design phase management of East Boulder Community Center
• Implementation of numerous projects across nine fire stations
• Implementation of infrastructure improvements and repairs across three recreation centers
• Minor renovations and infrastructure repairs and replacements across numerous office buildings,
service centers and shops
• Site management and repair of prairie dog fencing at several locations
Citywide Building & Site Projects
Responsibly GovernedFacilities & FleetFY2023 Budget
Visualization
2021
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Adopted Budget
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Fiscal Year
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DollarsCapital
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Operating
Internal Services
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Program Budget Overview
Custodial services for buildings including surface cleaning, window washing, pest control, etc. to make the
city's buildings livable and comfortable spaces for both city staff and the community. Services are provided
both with in-house staff and contracted custodians. 2023 enhancements include custodial services at the
new North Boulder Library Branch.
Intended Outcomes:
Provide safe and inclusive, high-quality space for internal staff and the community.
Key Performance Indicators:
Site Inspections Performed
Special Requests Submitted vs. Special Requests Completed
Number of Customer Complaints Received
2023 Activities: Implementation a comprehensive quality assurance and quality control program to ensure
service levels are met.
Visualization
2021
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2022
Adopted Budget
2023 Total
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0.0
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Custodial Operations
LivableFacilities & FleetFY2023 Budget
Program Budget Overview
The city’s Climate Action Plan calls for an 80% reduction in emissions in city buildings by 2030. This
program focuses on becoming more energy efficient with a coordinated and strategic approach to the city’s
energy portfolio. The overall objective is to reduce Boulder’s carbon emissions and the transition to
renewable energy sources where available.
Key Performance Indicators:
Carbon Footprint
Building Energy Use Intensity (EUI)• Citywide electricity and gas usage
2023 Activities:
Move energy tracking and analysis in-house and hire a new Energy Manager to better manage the city’s
energy portfolio.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
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DollarsOperating
Internal Services
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Energy Management
Environmentally SustainableFacilities & FleetFY2023 Budget
Program Budget Overview
This program includes all corrective and preventative facility maintenance that is less than $50k for over 70+
buildings in the city. Access control and security are also included in this program. 2023 enhancements
includes $160k for Operations and Maintenance at the Western City Hub Development at Alpine-Balsam to
keep the site safe during deconstruction and development.
Key Performance Indicators:
• Operating Costs per Square Foot
• Facility Condition Index (FCI)
• Work Order Service Request Response Time
• Total Portfolio Value
• Number of Corrective Workorders Performed
• Number of Preventative Maintenance Workorders Performed
2023 Activities:
Shift to a more centralized approach for facilities maintenance and increased specialization among staff to
improve efficiency and effectiveness in maintaining the city buildings well, which is a key initiative
recommended in the Facilities Master Plan.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
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DollarsOperating
Personnel
Internal Services
Capital
Sort Large to Small
Facility Operational Maintenance
Responsibly GovernedFacilities & FleetFY2023 Budget
Program Budget Overview
The Fleet Division is responsible for the maintenance and repair of 1,100 internal units as well as 150
outside agency’s units, such as Boulder Housing Partners and mountain fire districts. This includes all
vehicles and equipment ranging from small mowers to fire apparatus and everything in between. Additionally,
the division also upfits all new vehicles to put them into service for the city and decommissions and sends
them to auction at the end of life. Fleet strives to keep all maintenance and repairs internal for quicker repair
turn arounds for all city vehicles, but the division also coordinates external commercial repairs done through
dealers, as needed.
Key Performance Indicators:
Technician Scorecard for Monthly Production
Monthly O&M Revenues and Expenses
Number of Repairs Performed
Number of Preventative Maintenance Tickets Performed
Fuel Usage
2023 Activities:
Development and implementation of City's first Fleet Strategic Plan.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
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3.0M
3.5M
DollarsOperating
Personnel
Internal Services
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Fleet Operations
Responsibly GovernedFacilities & FleetFY2023 Budget
Program Budget Overview
The Fleet Division in the Facilities and Fleet Department is responsible for overseeing the safe and effective
operation of over 1,200 vehicles and fleet equipment. Each year, dozens of units reach the end of their useful
lives; the Fleet Replacement Program ensures that departments put aside enough money each year so that
a new unit can be seamlessly ordered without having to identify a new funding source. The Fleet Division
actively pursues opportunities to electrify the fleet through its replacement program to reduce the city’s
greenhouse gas emissions while also maintaining the highest quality service to inter-departmental
customers.
Key Performance Indicators:
Number of Electric Vehicles Added to Fleet Each Year
Vehicle Miles Traveled (VMT)
Replacement Fund Balance Reserve
2023 Activities:
Development and implementation of a Fleet Strategic Plan that will create a decision-making framework and
rubric for future vehicle replacements.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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4.0M
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DollarsCapital
Personnel
Internal Services
Operating
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Fleet Replacement
Economically VitalFacilities & FleetFY2023 Budget
Program Budget Overview
Radio Services has the responsibility of purchasing, installing, and maintaining all of the communications
equipment for all city departments. This includes but is not limited to Police, Fire, Rangers, Public Work,
Water, Parks & Recreation and Airport.
Currently the team manages over 850+ Radios and 7 Radio Sites in addition to all Station Alerting for Fire
throughout the city. As the equipment is mission critical, the team provides preventative and corrective
maintenance on all mobile and stationary communications equipment such as Portable and Mobile Radios to
Radio Sites. In this capacity Radio Services is responsible for maintaining the infrastructure for the new city-
owned and operated radio communication system including all sub systems such as audio recorders and
consoles. The overall objective of the team is to ensure comprehensive (24/7, 365) emergent support
alongside coverage and system redundancy.
As a sub function the Radio Services team responds to all large-scale incidents and natural disasters within
the city in a support capacity providing communications and technical services in the field for multiple
requests that range from Radio Cache Deployments, Video Transmission, Tactical Internet, Phone and
Satellite Communications and deployment of Command Posts to support operations.
Additionally, Radio Services is responsible for Spectrum Management, External Partner Agency
Frequency/Channel Coordination and BDA certification within the City Limits.
Key Performance Metrics:
System Reliability (amount of time system is down each year)
Number of Radio Users Served
Turnaround Time for Corrective Requests
Number of Incidents Responded
Radio System Management
Responsibly GovernedFacilities & FleetFY2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
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DollarsPersonnel
Operating
Internal Services
Capital
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2023 Budget
$33,720,932
49 FTE
Department Overview:
The Finance Department is an innovative leader and
partner in fiscal stewardship. The empowered and
knowledgeable finance team provides timely support
and consistent guidance to fulfill our customers’
needs. The department manages, protects and
reports on the City of Boulder's financial resources
to enhance the City's financial condition and, in
partnership, develops financial strategies to meet
community priorities, and build greater financial
transparency and trust in government.
For 2023, the Finance Department recommended a
Disaster Recovery and Grant position, an ADA and
Title VI Coordinator position, a Licensing Supervisor
position, and implemented a new budgeting and
public presentation software which will increase
transparency and provide the public with a better
understanding of how our city's budget achieves
desired outcomes,
Department Programs:
Accounting, Treasury, AP/AR
Administration (Responsibly Governed)
Budget
Purchasing
Regulatory Licensing
Risk Management
Self-Insurance Fund
Tax Audit
Taxpayer Services & Compliance
Operating Budget (FY2021-23)
Finance
2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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15.0M
20.0M
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30.0M
DollarsPersonnel
Operating
Internal Services
Transfers
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Expenditure by Program
Visualization
2023
Base Budget
2023 Budget
Enhancements
2023 Total
Budget
Fiscal Year
0.0
5.0M
10.0M
15.0M
20.0M
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DollarsSelf-Insurance Fund
Risk Management
Administration (Responsibl…
Budget
Regulatory Licensing
Taxpayer Services & Compl…
Accounting, Treasury, AP/AR
Purchasing
Transfers & Cost Allocation
Sort Large to Small
Department Overview
Accounting, Treasury, AP/AR
Responsible for the daily fiscal operations that include accounts payable, accounts receivable, fixed asset
reporting, cash receipting, collections, general ledger maintenance, project tracking, purchasing card
administration and all financial reporting needs.
Administration (Responsibly Governed)
Directs activities and ensures communication and collaboration with city departments related to city financial
matters including the Dental and Compensated Absences funds.
Budget
Coordinates city-wide operating budget development activities, collaborates with the Planning Department
and other departments to create the Capital Improvement Program (CIP), provides budgetary support and
guidance to city departments, performs budgetary forecasting and analysis, engages in long-range financial
planning, and performs policy analysis at the request of the City Manager.
Purchasing
The Purchasing Department assists project managers in all departments to help ensure purchases of goods
and services are compliant with procurement rules and provide the best overall value to the city.
Regulatory Licensing
Includes compliance and issuances or renewal of regulatory licenses such as liquor licenses, medical and
recreational marijuana business licenses, hemp licenses, special event licenses and other miscellaneous
licenses.
Risk Management
The Division of Risk Management oversees the city’s general liability and workers compensation programs.
This includes insurance procurement, claims management, safety, Americans with Disabilities Act and Title
VI compliance.
Self-Insurance Fund
Accounts for employee and city premium contributions and claim payments; and facilitates the monitoring of
the city’s self-insured employee medical plan.
Tax Audit
The Tax Audit program focuses on engaging with city taxpayers in the pursuit of voluntary compliance in
reporting and remitting the City of Boulder’s various tax revenues including sales and use tax, marijuana
excise tax, short-term rental and public accommodation taxes, admissions tax, etc.
Taxpayer Services & Compliance
Provides business licensing (sales tax licensing), tax collection, reporting, education, and compliance
functions for sales and use taxes, accommodation taxes, admission taxes, and other city transactional taxes
for over 13,000 licensed businesses.
Department Staffing
Expenditure by Fund
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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Dollars(7140) Medical - Self Insura…
(1100) General
(7110) Property & Casualty …
(7120) Workers Compensati…
(7130) Dental - Self Insuran…
(7190) Compensated Abse…
(2600) Sugar Tax Fund
Sort Large to Small
Program Budget Overview
Overview of Program & Intended Outcomes:
Finance Administration includes senior finance leadership, support for the city's financial enterprise resource
program (ERP), internal audit, and special projects including disaster response and recovery. In addition, it is
responsible for the administration of the following: Munis Enterprise Resource Planning system; citywide
special projects and planning efforts, and disaster recovery and resilience. Senior finance leadership
partners with the City Manager's Office and other department leaders to develop financial strategies to meet
community priorities, build greater financial transparency and trust, ensure the city has effective financial
systems and controls in place, and provide overall direction for the Finance Department and its activities.
The city's Dental Self-Insurance Fund and Compensated Absences Fund is located within this program.
2023 Activities:
Continue to monitor 2023 activity in the Dental Insurance fund and evaluate the use of any reserves.
Continue to monitor 2023 activity in the Compensated Absences Fund.
Continue to increase reserve amounts in order to facilitate wellness programs for City employees
Test and Implement Munis upgrade to version 2021.1
Begin implementation of new financial system software in 2023.
Begin implementation process for a new Finance ERP system
Assess current financial service delivery and implement changes to increase efficiency and effectiveness
Contribute to citywide strategic planning efforts which to help prioritize and guide resource allocation
decisions
Partner to revise the master planning process and how master plans are used in long-term financial
planning
Lead department in hybrid work model with strategies to build team cohesion, clarity of purpose,
expertise, autonomy and trust
Administration
Responsibly GovernedFinanceFY2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
3.5M
DollarsInternal Services
Personnel
Operating
Sort Large to Small
Program Budget Overview
Overview of Program & Intended Outcomes:
The Accounting, Treasury and AP/AR program provides accurate and timely financial management and
reporting to ensure the city is properly accounting for taxpayer dollars and other resources. The team is
responsible for general accounting, external financial reporting, internal audit, daily cash management, debt
management, bond disclosures, other compliance requirements, accounts payable and accounts receivable
functions including vendor tax documentation; and other functions such as financial document imaging,
records retention, and centralized mail coordination. The intended outcomes of this program include:
Receiving a “clean” or unmodified audit opinion of our Annual Comprehensive Financial Report.
Continuing to receive the Government Finance Officer’s Association Certificate of Achievement for
Excellence in Financial Reporting.
Meeting or exceeding our investment yield as compared to our established benchmark.
Timely reporting disclosure requirements for all bond issuances.
Supporting all city departments with excellent customer service and in a timely manner.
2023 Activities:
Begin implementation process for a new Finance ERP system.
Implement of GASB 96, Subscription Based IT Agreements.
Continue reporting and monitoring spending of Coronavirus State and Local Fiscal Recovery Funds.
Assist with any potential bond issuances.
Successfully deliver the Fiscal Year 2022 financial report and independent audit report.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
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DollarsPersonnel
Operating
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Accounting, Treasury, AP/AR
Economically VitalFinanceFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Coordinates city-wide operating budget development activities, collaborates with the Planning Department
and other departments to create the Capital Improvement Program (CIP), provides budgetary support and
guidance to city departments, performs budgetary forecasting and analysis, engages in long-range financial
planning, and performs policy analysis at the request of the City Manager. The Budget Program's outcomes
include demonstrating progress towards goals articulated in the City's Sustainability, Equity, and Resilience
framework and ensure high-quality budget performance against approved budgets (budget to actuals, project
spending progress, KPI measurements).
In previous years, the Budget program within the Finance Department produced a lengthy budget document,
created through a manual and time-intensive process in which the finished product was not generally
accessible or interesting to the public. To address this challenge – and as a first step to increasing
transparency and community participation – the city purchased in 2022 the industry-leading budgeting
software OpenGov, which will increase transparency and provide the public with a better understanding of
how our budget achieves desired outcomes. Information is organized by the Sustainability, Equity and
Resilience Framework goals; program and project areas; funding source; and accompanied, when possible,
by photographs to help community members understand the significance of the work. While significant steps
were taken this year to improve, the process to accurately measure our intended outcomes and understand
the true community impact of all our investments will continue over the next two or three budget cycles.
For 2023, the Finance Department requested a Disaster Recovery and Grant Position for the coming budget
year. FEMA disaster declarations for the Marshall Fire and Straight-Line wind event marks the fourth
federally declared disaster in the City of Boulder since the 2013 flood (2013 flood, 2015 flood, COVID,
Marshall Fire). The city has also had two major snowstorm debris cleanup efforts and several wildfires that
have required city disaster response activities. Increasingly drier winters and climate change will likely mean
more frequent disasters in the future. The current staffing model for disaster recovery is for existing staff to
temporarily assume disaster grant management activities. However, the nature of the work and complexity of
federal regulations require staff that can constantly monitor evolving regulations and educate city staff that is
responsible for disaster response and recovery; failure to follow federal procurement and environmental
regulations can jeopardize federal funding for response and recovery projects.
The new Disaster Recovery and Grant Position would serve as subject matter expert for disaster recovery
efforts and would be able to dedicate time to coordination of recovery planning efforts, including managing
procurement, environmental compliance, and grant closeout. This position would be responsible for
reviewing and updating policies, procedures, and agreements to ensure eligibility for federal disaster funding
(e.g. mutual aid agreements, emergency debris contracts, emergency activation policies). Additionally, this
position could identify mitigation and resilience funding opportunities and assist departments with
applications and award management. Staff believes that this position will help promote the following council
action goals:
Budget
Economically VitalFinanceFY2023 Budget
Safe – by assisting with disaster recovery and resilience, this position ensures the that city infrastructure
is returned to pre-disaster condition and identifies opportunities to make the community more resilient in
the face of future disasters.
Responsibly Governed – this position is critical to ensuring maximum federal and state reimbursement of
disaster recovery costs, leveraging city funds, and helping maintain adequate reserves for other
unplanned costs.
2023 Activities:
Continue the implementation and optimization of the OpenGov software program for future budget cycles.
Continue implementation of Outcome-Based Budgeting through the development of citywide key
performance indicators and intended outcomes of all city programs and projects.
Implement a citywide grant position to increase capacity across organization to competitively pursue
grant funding and support the CCRS program.
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Program Budget Overview
Overview of Program & Intended Outcomes:
The Purchasing program helps departments obtain the best value for equipment, goods and services,
coordinate the formal bid process, and review and help ensure city procurement activity is in compliance with
procurement policies and procedures. The team is responsible for managing the city’s procurement process
and execution of contracts for constructing capital improvements, purchasing tangible personal property,
obtaining insurance policies, purchased services, and consulting services. The department assists project
managers in all departments to help ensure purchases of goods and services are compliant with
procurement rules and provide the best overall value to the city. These goals are accomplished through
active involvement in various solicitation processes that result in an award that meet the objectives of the
project. In many cases, the Purchasing Department will lead the contracting process with the vendor using
approved contract templates. Purchasing participation in any project tends to be multi-faceted and varies to
meet the needs of each individual project.
2023 Activities:
Advancing the Underserved Business Program – recruitment of qualified staff to assist in the
development and implementation of a comprehensive program and specific tools and practices to
develop awareness of the initiative.
Expanding the Purchasing Data Project – continue to enhance the capability of the Purchasing Data
Project including create the capability to allow user departments to access purchasing data “on demand”
through a dashboard interface.
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Purchasing
Economically VitalFinanceFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Regulatory Licensing program is in place to protect the public health, safety, and welfare. The program
licenses and regulates the activities of the sale of alcoholic beverages, the growing and sale of marijuana,
the sale of tobacco, hemp extraction, mobile food vehicles, itinerant merchants (door-to-door sales),
secondhand dealers, carnivals, circus or menageries and auctions. The program also supports the Beverage
Licensing Authority and the Cannabis Licensing Advisory Board and their business meetings.
In 2023, the Finance Department requested converting a Licensing Specialist position to a Supervisor
position to support the City's Beverage Licensing Authority Board and New Cannabis Licensing and Advisory
Board, by ensuring compliance and determining violations from beverage/cannabis distributors, which will
ensure that age restricted products are not sold to underage community members and that these products
are used in a safe and responsible manner. Currently the Licensing Manager solely has delegated authority
to be the Board Secretary for the Beverage Licensing Authority and the Cannabis Licensing and Advisory
Board. Creating a Licensing Supervisor position would provide the ability to split/share Board Secretary
responsibilities, fulfill licensing manager delegation and leadership responsibilities in their absence. These
responsibilities include ensuring compliance, making violation determinations and testifying in Municipal and
District court where necessary. With the addition of the Cannabis Licensing and Advisory Board in 2020, the
board responsibilities of the Licensing Manager increased significantly and creating this position to balance
workload will be pivotal to recruitment and particularly retention of a Licensing Manager. This reclassified
position can also be used to develop KPI's for the Beverage/Cannabis licensing board to measure
compliance violations year over year and identify improvements between the city and license owners via
reduced violations and positive/negative feedback metrics.
2023 Activities:
Continue to process increasing numbers of special event liquor permits.
Implement any new regulatory programs or requirements as approved by City Council. The Cannabis
Advisory Board is currently deliberating two new programs that may be brought forward for council
consideration.
Continue to enhance education and outreach to licensees.
Regulatory Licensing
Economically VitalFinanceFY2023 Budget
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Overview of Program & Intended Outcomes:
The Risk Management program minimizes risk exposure for city employees, residents and visitors, and the
city’s fleet and facilities. The division works closely with departments, providing training, guidance, and
recommendations to safely meet objectives. This program also manages the city’s insurance programs,
including workers’ compensation insurance and liability insurance. The program works to proactively reduce
the likelihood and severity of claims by proactively addressing known risks and reducing the likelihood they
would occur. By way of best practices and intentionally managing the risk profile of the city the division
reduces the impact on the city, its residents, visitors, and employees allowing them to focus on their own
mission, vision, and values.
In 2023, the Risk Management Program requested an ADA and Title VI Coordinator position to oversee city
compliance. While this can be accomplished as an assigned job duty to another position, the size of the city
and scope of work needed justifies a full FTE. The responsibilities are currently spread across at least four
staff as “other duties as assigned” and there are likely more who should be responsible for these duties and
are simply unaware of the need putting the city in a precarious position of non-compliance. Contracting out
for these services would cost several hundred thousand dollars (as determined by a 2020 RFP) and only
provide an initial assessment. Rather than pay money only for an assessment, an FTE would be more
economical and provide for a long term investment in the program. Federal fund recipients are required under
Title VI to have a coordinator to oversee that program which prevents discrimination and ensures access to
city services in all languages. CDOT requires annual submission of the city’s Title VI plan to remain a pass
through recipient of funds. This position would ensure the plan is up to date and provide timely response to
grievances. For the ADA, this individual would ensure Title I and Title II compliance and:
Update the required self-evaluation and transition plan which identifies short comings and areas where
the city is not up to date with compliance and prioritizes fixes.
Ensure employees are adequately trained and comply with the ADA and have accommodation requests
evaluated
Timely respond to grievances as required by law
This position would help the city maintain ADA compliance and avoid a lawsuit or consent decree from the
Department of Justice. Adding this position is also the appropriate avenue to ensure that city programs are
responsibly governed and compliant to ensure access to all employees, visitors, residents, etc. and provides
more avenues for them to access city services broadening inclusiveness and enhancing equity standards.
2023 Activities:
Continue to support COVID-19 response and recovery efforts.
Continue safety program to ensure the city remains OSHA compliant.
Assess ADA compliance, develop implementation plan, initiate priority compliance projects and training.
Risk Management
Economically VitalFinanceFY2023 Budget
Work with new third party claims administrator to assist in the management of claims and ensuring costs
are kept low.
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Program Budget Overview
Overview of Program & Intended Outcomes:
Accounts for employee and city premium contributions and claim payments and facilitates the monitoring of
the city’s self-insured employee medical plan which was created in 2022 and included in the Finance
Department's Self-Insurance Fund program.
In 2023, the employee Medical Self-Insurance Fund is remaining consistent with previous year's budgeting
levels as the Fund continues it's first full year of operation.
2023 Activities:
Continue to monitor 2023 activity in the Medical Self-Insurance fund and evaluate the use of any
reserves.
Continue wellness programs with city employees to decrease medical claims payments.
Continue to build reserves for unexpected or above average medical claims.
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Self-Insurance Fund
Responsibly GovernedFinanceFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Tax Audit program focuses on engaging with city taxpayers in the pursuit of voluntary compliance in
reporting and remitting the City of Boulder’s various tax revenues including sales and use tax, marijuana
excise tax, short-term rental and public accommodation taxes, admissions tax as examples. The Tax
Revenue program provides business licensing (sales tax licensing), tax collection, reporting, education, and
compliance functions for sales and use taxes, accommodation taxes, admission taxes, and other city
transactional taxes. Through audit and related compliance reviews, and educational correspondence, the
program seeks to ensure revenues are accurately and timely captured to fund the operational needs of the
organization.
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Responsibly GovernedFinanceFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Taxpayer Services & Compliance issues business licenses (a.k.a. sales tax licenses) ensuring businesses
operating in the City of Boulder are in compliance with local zoning and land use regulations and have
appropriate licenses and accounts for the various sales, use, and excise taxes imposed by the Boulder
Revised Code. The program business licensing (sales tax licensing), tax collection, reporting, education, and
compliance functions for sales and use taxes, accommodation taxes, admission taxes, and other city
transactional taxes for over 13,000 licensed businesses. Sales and Use tax comprises approximately half of
the city’s revenues when excluding utilities, and funds core government services, such as public safety,
parks, and open space. The program is also responsible for collecting taxes, revenue reporting, education,
and compliance functions for sales and use taxes, accommodation taxes, admission taxes, and other city
transactional taxes. Taxpayer services provides customer service and education opportunities through
website content, videos, and targeted communications to ensure that businesses are aware of their
responsibilities under the Boulder Revised Code. Compliance and collections staff ensures that businesses
are remitting trust taxes on a timely basis for the benefit of Boulder residents.
2023 Activities:
Enhance education materials and website content.
Revise revenue reporting to align with new budget transparency tool.
Ensure that businesses are in compliance with recent tax law changes.
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Taxpayer Services & Compliance
Economically VitalFinanceFY2023 Budget
2023 Budget
$39,450,979
138.0 FTE
The Boulder Fire-Rescue Department protects lives
and property from harm through effective risk
reduction, emergency response, and recovery
assistance.
Capital and Operating Budget (FY2021-23)
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Program Overview
Administration (Safe)
Administrative Office of the Chief
Human Resources / Workplace Development
External Relationships & Contracts
Emergency Operations
Community Risk Reduction, including Code Enforcement, Investigations, and Public Education
Fire-Rescue
2023 Budget
Emergency Medical Services
Hazmat
Technical Rescue
Wildland Response
Fire Support Services
Facilities
Fire Business Services / Finance
Fleet
Internal Services
Occupational Health
Safety Equipment
Strategic Planning
Supplies Equipment
Technology
Training
Expenditure by Program
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Fire Support Services
Administration (Safe)
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Six Year CIP
Visualization
2023
Budget
2024
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2025
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2026
Budget
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DollarsCapital Improvement CCS
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Department Staffing
Expenditure by Fund
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2023 Budget
$3,780,794
General Governance funds citywide programs and
contracts that are not directly associated with any
one department in the city. In addition to the 2023
base budget, ongoing funding will be included for the
Boulder Day of Remembrance public event to help
raise public awareness, recognition and
acknowledgement of the tragedy.
General Governance Programs:
Non-Departmental Contracts
Citywide Memberships
Citywide Programs
Contingency
Operating Budget (FY2021-23)
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General Governance
2023 Budget
Department Overview
Non-Departmental Contracts
Non-Departmental Contracts are annual contracts that promote or benefit the city, such as the Convention
and Visitors Bureau.
Citywide Memberships
Citywide Memberships includes funds for memberships in organizations for city departments and council that
assist the city in participating in regional and national decision-making, such as the Colorado Municipal
League, Mayor's Innovation Alliance, Denver Regional Council of Governments and others.
Citywide Programs
Funding for citywide programs are funds for programs with an associated time frame or for planning and
development of new programs to meet future needs of the city, such as a community survey and annual day
of remembrance activities.
Contingency
The City Manager’s Contingency includes funds set aside for unforeseen matters that may arise during the
fiscal year.
Expenditure by Fund
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Expenditure by Program
Visualization
2023
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DollarsCitywide General Expenses
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2023 Budget
$41,545,009
61.25 FTE
Department Overview
The Housing and Human Services Department
(HHS) strives to enable all Boulder community
members thrive. HHS provides services and
investments in community projects so everyone can
experience Boulder as a just, inclusive, and
equitable community. HHS commits to achieving this
mission by building relationships with those served;
fostering collaborative partnerships; addressing
systemic inequities; investing in and implementing
effective, sustainable and solution-based policies
and programs, and creating and preserving a
diversity of housing options.
HHS strategic goals are 1) affordability, enabling
diverse community members to be able to afford to
live in Boulder; and 2) inclusivity, fostering a safe
and welcoming environment for all Boulder
community members. Throughout the pandemic,
HHS has deepened and expanded our services and
investments to meet the unique needs of low-income
community members and others who experience
socio-economic and health disparities. Key activities
include direct assistance and programming for older
adults, youth and families; mental health co-
responder services; rental assistance and eviction
prevention; community mediation; support for
sheltering and transition-to-housing programs for
people experiencing homelessness; affordable
housing and homeownership programs; and
investments in a wide range of health equity, human
services and substance use prevention programs.
Housing & Human Services
2023 Budget
Included in the 2023 Budget is an increase of $18.7
million compared to the department's 2022
Approved Budget. A total of $2.3 million of this
increase will fund strategic budget enhancements to
fund key housing investments and services to the
community, including a new Homelessness Day
Services Center providing space for day services for
individuals experiencing homelessness, and a non-
law enforcement alternative response pilot program,
the Community Assistance Response Team,
creating a model for medical professionals to
respond to certain low-level emergency and non-
emergency calls.
Of the $18.7 million increase in the department
budget, approximately $16 million is related to a
budget realignment to align department
appropriation with the annual budget cycle. Prior
budget practice included submitting a large mid-year
adjustment-to-base for grants and unspent funds; in
the 2023 Budget, this adjustment is included with
the annual budget submittal.
Operating Budget (FY2021-23)
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Program Overview
Administration (Healthy & Socially Thriving)
Provides oversight of the department work programs, policy development and implementation, strategic and
community planning, implementation of Housing initiatives, Human Services Strategies, regional partnership
development and coordination, finance and budget oversight, data management, and public
communications.
Affordable Housing Policy and Planning
Leads initiatives to address community housing needs, social policy and equity issues through: community
and stakeholder engagement; supportive policy, market and data analysis; development of effective policies
and programs; identification and creation of effective social response systems, and oversees development
and implementation of the Housing and Human Services, and Homelessness Strategies. Coordinates with
other city departments, community organizations and partners to implement city programs, policies and
regulations including the Inclusionary Housing ordinance, and the Boulder County Regional Housing
Partnership. The team establishes and monitors appropriate metrics to measure program success and
effectiveness. The team also staffs the Housing Advisory Board.
Behavioral Health Response
The Behavioral Health Response program represents a newly organized program in the department,
comprising Behavioral Health Strategy Partnerships, the Crisis Intervention and Response Team, and a new
pilot program for 2023 to support non-law enforcement alternative response, called the Community
Assistance Response Team, for certain low-level emergency and non-emergency calls.
Community Investments & Compliance
Community Investment provides financial resources, technical assistance, compliance monitoring to housing
partners and community-serving agencies. Local and federal housing funds create and preserve affordable
housing; federal community development funding facilitates capital improvements to community facilities and
supports programs serving low- and moderate-income persons. Human Services Funding supports the
operations of community nonprofits. Health Equity Fund furthers health promotion, wellness programs, and
chronic disease prevention to address health equity. The Substance Education and Awareness grant funds
community education and prevention programs for children, youth and families related to substance use and
impacts.
Community Mediation and Resolution
Community Mediation and Resolution assists community members with a range of conflict resolution
services with special emphasis on housing-related matters. Services include the Eviction Prevention and
Rental Assistance Services program (EPRAS), mediation, restorative justice, meeting facilitation, and
landlord-tenant information and resources. Community Mediation and Resolution also includes a Tenant
Advisory Committee to support the work of EPRAS.
Community Relations
Community Relations consists of the Human Relations Commission (HRC), the Office of Human Rights
(OHR), and the Food Tax Rebate Program (FTRP). The HRC is charged with identifying and addressing
human relations issues and social problems, fostering positive community relations and protecting human
rights, and making social policy recommendations to City Council. It also allocates funding to the community
for cultural events and diversity and inclusion programs. OHR enforces the municipal Human Rights and
Failure to Pay Wages Ordinances. FTRP provides a rebate on municipal sales tax on food items to income
qualified individuals and families living in the city.
Family Services
Family Services includes the Child Care Subsidy Program (CCS), subsidies to support childcare providers in
offering financial assistance to low- and lower- middle-income families for quality, affordable childcare, and
Family Resource Schools (FRS), a partnership with the Boulder Valley School District (BVSD) to provide
outreach, direct services and referrals for families and children to remove academic and non-academic
barriers to success in five Boulder elementary schools. Family Services promotes youth leadership
development and civic engagement through the Youth Opportunities Program (YOP) and the Youth
Opportunities Advisory Board (YOAB), which advises the city on youth-related issues in the community.
Homelessness Solutions and Partnerships
Through partnership within HHS, other city departments and our regional partners, supports sheltering for
people experiencing homelessness and advances a “housing first” strategy to help transition community
members from homeless to housed. Key initiatives include joint implementation of the Homeless Strategies
for Boulder County; investments in nonprofit agencies; implementing special staff- or city council-initiated
projects to support basic needs assistance and housing access for homeless individuals.
Older Adult Services
Prior to the pandemic, Older Adult Services (OAS) provided programs and services for older adults at the
East and West Age Well Centers which included program content such as health and wellness, fitness,
lifelong learning, day trips and educational programs. Other services include resource and referral to
community services, and short-term case management with financial assistance for basic needs to older
adults with lower incomes. OAS is part of the Regional Aging Network which is a countywide collaboration
with other governmental older adult services to plan, coordinate and evaluate services for older adults. OAS
has an Age Well Advisory Committee that advises OAS staff on policy and programs related to older adults.
The recent budget situation required the closing of the East Age Well Center and the reduction/suspension of
many lifelong learning, educational programs, support groups, wellness programs, and day trips. All other
services continue, and suspended programs and services will resume as conditions improve and resources
are available including the reopening of the East Age Well Center.
Expenditure by Program
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Behavioral Health Response
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Community Mediation & Re…
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Transfers & Cost Allocation
HHS Community Relations
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Department Staffing
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(2920) HOME
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Program Budget Overview
Affordable Housing Policy & Planning staff work to advance the City’s goal of 15% affordable housing units
by 2035. Key initiatives include implementation and oversight of affordable housing policies, acquisition and
development of properties for affordable housing units, coordination with affordable housing developer and
management agencies; managing the Homeownership Program; coordinating development investments and
programming for manufactured housing communities; participating and helping to lead regional affordable
housing planning and investments. In 2023, a total of $8,450 in increased funding will support nonpersonnel
expenses related to a new position added mid-year in 2022 for a Housing Senior Project Manager to support
the Affordable Housing program.
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Housing Asset Management
Overview: planning and overseeing affordable
housing projects; participating in and providing
leadership in regional affordable housing partner
strategic planning.
Affordable Housing Policy & Planning
LivableHousing & Human ServicesFY2023 Budget
Homeownership Program
Overview: providing access to homes at below-
market value, home downpayment assistance, home
repair assistance, and homebuyer education
classes.
Inclusionary Housing
Overview: ensuring compliance with the city’s
Inclusionary Housing Ordinance, for low- and
middle-income households.
Program Budget Overview
The Behavioral Health Response program represents a newly organized program in the department,
comprising Behavioral Health Strategy Partnerships, the Crisis Intervention and Response Team, and a new
pilot program for 2023 to support non-law enforcement alternative response for those in need. The Crisis
Intervention and Response Team (CIRT) provides licensed behavioral health clinicians who work alongside
police officers to help people who are experiencing mental health crisis. HHS staff also participate in and
provide guidance for regional mental and behavioral health collaborative strategies and investments.
In 2023, $965,000 in one-time budget enhancements will support a pilot of a new non-law enforcement
alternative response program, the Community Assistance Response Team, to pilot a team to respond without
police to 9-1-1 or non-emergency calls that do not involve criminal activity, safety concerns, or major medical
needs. The goals of the program are to increase positive health and welfare impacts for individuals and the
community through on-scene assessment and connection to services, as well as increasing efficient use of
police and fire resources by diverting calls that could be better served by an alternative response. Funding
includes two behavioral health clinicians, two case managers, two paramedics, two vehicles and necessary
supplies to serve community members in the field.
This program also includes $68,666 in nonpersonnel expense enhancements for 3.0 new CIRT staff,
including one CIRT Case Manager and two CIRT Clinicians, added mid-year in 2022 to support the CIRT
program. In addition, $165,000 in anticipated grants is included in the 2023 Budget. In prior years, the
department has submitted this item as a mid-year amendment. In 2023, this funding is included in the 2023
Budget as a realignment of appropriation with the annual budget submittal.
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750.0K
1.3M
1.5M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Behavioral Health Response
LivableHousing & Human ServicesFY2023 Budget
Behavioral Health
Strategy
Partnerships
Crisis Intervention
and Response Team
Community
Assistance
Response Team Pilot
Program
Overview: staff engagement with
city departments and with
regional partner agencies to
shape and support behavioral
health policies that meet the
needs of diverse community
members.
Overview: HHS licensed clinician
staff work alongside police
officers responding to people
experiencing mental health crisis,
and provide referrals and
resources for mental health
support.
Overview: a pilot project
supported by non-law
enforcement mental health
professionals who would respond
directly to certain low-level
emergency and non-emergency
calls for those in need.
Program Budget Overview
HHS utilizes local and federal housing and community development funding to create and preserve
affordable housing and facilitate capital improvements that support programs for people in need. Staff
provide financial resources, technical assistance, compliance monitoring to housing partners and
community-serving agencies. To assist with budget flexibility and realign with the annual budget cycle, a total
of $15,520,000 million in appropriation, which was previously included within revised budget appropriations
as a mid-year adjustment, is now included in the 2023 Budget. Prior practice included submitting this
appropriation as a mid-year adjustment; in 2023, this adjustment is included in the annual budget submittal.
This funding is primarily aligned with community funding and grants supporting efforts in reducing
homelessness and increasing housing stability.
Human Services Investments manages community grant programs including the Human Services Fund,
supporting a wide range of nonprofit services; the Health Equity Fund furthering health promotion, wellness
programs, and chronic disease prevention to address health equity; and the Substance Education and
Awareness Fund for programs aimed at reducing substance use and abuse among youth and other
community members. These investment efforts are strengthened through robust Compliance, which provides
financial stewardship and ensures that programs and services are effectively and efficiently serving the
needs of the community’s most vulnerable residents.
In 2023, $200,000 in one-time budget enhancements to the Human Services Fund will provide community
funding to support nonprofit partners who, in return, provide basic needs assistance and preventative
services to our low-income community members and others experiencing disparities. While this represents a
relatively small increase to the department's total grantmaking budget, this enhancement will help fund
strategic investments that make a difference in nonprofit organizations’ ability to accomplish shared goals.
In addition, $111,183 in funding will add 1.0 new FTE for a Housing Program Manager to join the Compliance
Team. The Housing Program Manager will provide project management, compliance and monitoring support
to work specifically on City of Boulder investments. This position will address increased affordable housing
inventory, workload, and capacity constraint through project management, providing training and technical
assistance, and conducting on-site Housing Quality Standard inspections, monitoring, maintaining file
systems, and communicating with owners, property managers and non-profit partners. In 2020 and 2021, 494
homes were added to the inventory, representing twice as many homes added on yearly average. Since
January 2020, the City has added 604 homes to the affordable housing portfolio. Additional compliance staff
is necessary in order to keep up with the growing inventory.
Community Investments & Compliance
LivableHousing & Human ServicesFY2023 Budget
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DollarsPersonnel
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Capital
Sort By Chart of Accounts
Program Budget Overview
Community Mediation and Resolution assists community members with a range of conflict resolution
services with special emphasis on housing-related matters. Services include the Eviction Prevention and
Rental Assistance Services program (EPRAS), mediation, restorative justice, meeting facilitation, and
landlord-tenant information and resources. Activities also include convening a Tenant Advisory Committee to
support the work of EPRAS; and administering the Food Tax Rebate Program, (FTRP) which provides a
rebate on municipal sales tax on food items to income qualified individuals and families living in the city.
In 2023, $9,650 in budget enhancements will support nonpersonnel expenses related to a new position
added mid-year in 2022 for a Community Mediation Program Manager.
In addition, an increase of $65,000 is for a new Boulder County Mediation grant to be received in 2023. In
prior years, the department has submitted these items as a mid-year amendment. In 2023, this funding is
included in the 2023 Budget as a realignment of appropriation with the annual budget submittal.
Visualization
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0.0
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500.0K
750.0K
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DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Community Mediation & Resolution
LivableHousing & Human ServicesFY2023 Budget
Conflict Resolution
Services
Eviction Prevention
Rental Assistance
Services
Food Tax Rebate
Overview: providing staff and
volunteer mediation and
restorative justice services for a
wide range of conflict issues
including between landlords and
tenants, employees and
employers, neighborhood
residents, and more.
Overview: providing assistance
in-person at municipal eviction
court proceedings. HHS staff also
process rental assistance for
eligible community members in
need, to help people retain
housing.
Overview: coordinating an annual
process to award rebates to
eligible low-income community
members, for the amount of city
sales tax they pay on food.
Program Budget Overview
Community Relations consists of the Human Relations Commission (HRC) and the Office of Human Rights
(OHR). The HRC is charged with identifying and addressing social problems, fostering positive community
relations and protecting human rights, and making social policy recommendations to City Council. It also
allocates funding to the community for cultural events and diversity and inclusion programs. OHR enforces
the municipal Human Rights and Failure to Pay Wages Ordinances.
In 2023, a total of $9,770 in one-time budget enhancements will support translation services for the Human
Relations Commission, aligning with the City’s broader efforts to support equitable and inclusive engagement
with the community.
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300.0K
350.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Human Relations Commission Office of Human Rights
Overview: providing staff support for the Human
Relations Commission, comprised of City Council-
approved community volunteers working to help
oversee the city’s Human Rights Ordinance, support
inclusivity in city policies and practices, and promote
cultural awareness and expression.
Overview: enforcing and helping address violations
of the city’s Human Rights Ordinance, and helping to
resolve situations in which community members
experience discrimination based on personal
identities or legal protected status.
Community Relations
Healthy & Socially ThrivingHousing & Human ServicesFY2023 Budget
Program Budget Overview
Family Services includes the Child Care Subsidy Program (CCS), subsidies to support child care providers in
offering financial assistance to low- and lower- middle-income families for quality, affordable child care, and
Family Resource Schools (FRS), a partnership with the Boulder Valley School District (BVSD) to provide
outreach, direct services and referrals for families and children to remove academic and non-academic
barriers to success in five Boulder elementary schools. Family Services promotes youth leadership
development and civic engagement through the Youth Opportunities Program (YOP) and the Youth
Opportunities Advisory Board (YOAB), which advises the city on youth-related issues in the community.
In 2023, $69,890 in budget enhancements will support the restoration of the YOP Program Manager to 1.0
FTE from 0.5 FTE, as well as add nonpersonnel expenses to support the staffing increase. During the height
of the COVID-19 pandemic, this position was reduced to 0.5 FTE, and YOP and YOAB underwent a program
analysis to determine program and program participant needs resulting in a plan for program restructure to
be implemented during the 2022-23 school year. The restructure will include expanded training and
development for YOAB members including professional and leadership skills development. The YOP
Program Manager role will be expanded to include one-on-one mentoring, goal setting and completion for
each YOAB member through collaboration with BVSD high school counselors and staff.
I n addition, $200,000 in increased funding will support a grant budget realignment for Housing & Human
Services grants. In prior years the department has submitted this grant appropriation as part of a mid-year
adjustment. In 2023, these amounts are included in the annual budget submission.
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750.0K
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DollarsPersonnel
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Family Services
Healthy & Socially ThrivingHousing & Human ServicesFY2023 Budget
Child Care Subsidy Family Resource
Schools
Youth Opportunities
Program
Overview: allocating funds to
support eligible mid- to low-
income families not eligible for
federal childcare assistance
programs, but who nonetheless
need support accessing
childcare.
Overview: providing school-based
Family Outreach Coordinators to
support low-income children and
families with basic needs
assistance and programs.
Overview: coordinating leadership
training and programming for
diverse youth in Boulder through
the Youth Opportunities Advisory
Board (YOAB), and supporting
engagement among YOAB
members in HHS and the city
institution.
Program Budget Overview
Through partnership within HHS, other city departments and our regional partners, supports sheltering for
people experiencing homelessness and advances a “housing first” strategy to help transition community
members from homeless to housed. Key initiatives include joint implementation of the Homeless Strategies
for Boulder County; investments in nonprofit agencies; implementing special staff- or city council-initiated
projects to support basic needs assistance and housing access for homeless individuals.
In 2023, $750,000 in increased funding will support the development of a Homelessness Day Service Center.
This budget enhancement aligns with the goals of the 2022 Council workplan, which directed staff to develop
and site a Day Service Center over the next two years. As part of this effort, staff plans to also conduct a
series of input meetings with service providers and stakeholders to inform program design and location
needs. These meetings are scheduled to commence in late August 2023, and funding amounts are
estimates based on minimum operation requirements for similar facilities. Funding amounts do not include
funding for purchase, rental, or renovation of a facility, and would be provided to a nonprofit organization to
operate the service center. Included services will be determined in late 2022 but may include: pre-housing
navigation services (obtaining documentation, completing assessments, establishing prioritization list
placement, etc.), wrap-around mental/behavioral health counseling or connection, basic needs provision,
general case management, Community Court, and overflow Critical Weather sheltering.
The goal of the Homelessness Day Service Center is to serve as a navigation center, a space that creates a
welcoming and inclusive environment where individuals experiencing homelessness can come to engage
with service providers in a single location. The center will aim to build a sense of healthy community, meet
people where they are on their housing journey, replace unproductive habits with productive habits, and
provide participants with path to housing.
In addition, $9,150 will support nonpersonnel expenses for a 2022 mid-year staffing increase added for a
Homeless Outreach Coordinator (1.0 FTE).
Homelessness Solutions & Partnerships
LivableHousing & Human ServicesFY2023 Budget
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0.0
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2.0M
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Operating
Internal Services
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Program Budget Overview
Older Adult Services provides health, wellness, social and educational programs and services for older
adults at the East and West Age Well Centers; resource and referral to community services; and short-term
case management with financial assistance for basic needs to older adults with lower incomes. OAS builds
and maintains partnerships with regional networks and collaboratives to plan, coordinate and evaluate
services for older adults.
In 2023, $240,501 in increased enhancements for the Older Adult Services (OAS) program will support the
East Age Well Center reopening and 1.0 FTE to add staffing resources to the Older Adult Services' Client
Services Program. The East Age Well Center (AWC) funding enhancement includes two .75 FTE staff Older
Adult Services Assistants and ongoing operational needs. East AWC was closed in 2020 due to the COVID
pandemic. Since then, all activities have been either reduced, eliminated or consolidated into the West AWC.
Due to the West AWC location and its limited parking space, many older adults who relied on easier access
to the East AWC and a parking lot that could accommodate a larger number of participants have been
unable to participate in OAS programs. Staffing increases included in this restoration will provide critical
functions that are required to provide the number and types of programs delivered to older adults including
social programs, educational programs, and fitness programs.
The new staffing enhancement in the Older Adult Services' Client Services Program will help address the
increasing number of clients and the complexity of need in order to serve the older adult community in
Boulder. It is important that we have adequate staffing to support older adults who live in our community and
depend on our services. This enhancement is alignment with the Lifelong Boulder Initiative.
I n addition, $118,000 is related to a budget realignment for Housing & Human Services grants. In prior years
the department has submitted this grant appropriation as part of a mid-year adjustment. In 2023, these
amounts are included in the annual budget submission.
Older Adult Services
Healthy & Socially ThrivingHousing & Human ServicesFY2023 Budget
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800.0K
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1.2M
DollarsPersonnel
Operating
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Age Well Centers
Overview: operations and maintenance for the East
Age Well Center and West Age Well Center
buildings, for use by city staff and older adult
community members.
Case Management
Overview: staff assistance for community members
who are low-income and/or need help accessing
basic needs assistance or programming.
Health and Wellness Programs
Overview: programs that support the health and well-
being of older adults.
Enrichment Programs
Overview: educational and social activities that
support and promote interaction among older adults.
Program Budget Overview
The Administration program of the Housing & Human Services Department provides oversight of the
department work programs, policy development and implementation, strategic and community planning,
implementation of Housing initiatives, Human Services Strategies, regional partnership development and
coordination, finance and budget oversight, data management, and public communications.
In 2023, a total of $27,376 in increased funding will support a 1.0 FTE increase for a new Operations
Coordinator position shared between Housing & Human Services and Planning & Development Services to
support the Customer Service Hub at 1101 Arapahoe Avenue, as well as increased nonpersonnel expenses
related to a new Operations Manager (1.0 FTE) added mid-year in 2022.
Visualization
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750.0K
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1.5M
DollarsPersonnel
Operating
Internal Services
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Administration (Healthy & Socially
Thriving)
Healthy & Socially ThrivingHousing & Human ServicesFY2023 Budget
2023 Budget
$4,920,631
32 FTE
Department Overview:
The Human Resources (HR) department seeks to
maximize the city’s significant investment in people
by fostering a culture and brand that embody our
core values, and by aligning our workforce to best
meet desired citywide business outcomes. This is
done by providing services focused on improving the
employee experience to attract, retain, and reward
high performing staff at all levels of the city
organization.
For 2023, the HR Department recommended
additional budgeting for targeted recruiting, HRIS
systems analysts, the Workday platform, and the
Employee Assistance Program (EAP) to manage
everyday challenges for City Employees.
Department Programs:
Business Partnership & Operations
Diversity, Equity, Inclusion
HR Operations & Learning
HR Technology
Human Resources Strategy
Payroll
Talent Acquisition
Total Rewards
Operating Budget (FY2021-23)
Human Resources
2023 Budget
Visualization
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Budget
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0.0
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3.0M
4.0M
DollarsPersonnel
Operating
Internal Services
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Expenditure by Program
Visualization
2023
Base Budget
2023 Budget
Enhancements
2023 Total
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
DollarsHR Operations & Learning
HR Technology
Human Resources Strategy
Total Rewards
Talent Acquisition
Payroll
Diversity, Equity, & Inclusion
Business Partnership & Op…
Sort Large to Small
Department Overview
Business Partnership & Operations
Business Partnership & Operations comprises the HR Business Partners (HRBPs) team, who work
collaboratively with the city’s leadership to provide people-oriented solutions based on expertise in human
resources and broad-based knowledge of the city operations. HRBPs assist in strategy development for the
clients they support in areas such as hiring and selection, compensation and classification, retention and
talent development, and employee/labor relations.
Diversity, Equity, Inclusion
HR Operations & Learning
HR Operations & Learning supports employees and managers across the city and executes foundational HR
transactions ensuring timely and accurate workforce administration, onboarding, and offboarding. Learning
delivers training solutions to city employees is aligned to the city’s organizational effectiveness framework.
HR Technology
Manages the department’s applications portfolio and the HR Information System (HRIS), provides
peopleanalytics services, and partners with Innovation & Technology to best enable HR services with
technology.
Human Resources Strategy
HR Strategy is the HR leadership team that collaborates with employees and managers across the city to
execute foundational HR transactions ensuring timely and accurate payroll, benefits, recruiting, onboarding,
and offboarding. The team provides frontline customer service and triages employee issues to resolve
appropriately.
Payroll
Talent Acquisition
Talent Acquisition supports all departments in attracting and hiring the best talent to meet their business
objectives. Talent Acquisition partners with Total Rewards to attract talent by promoting the city’s competitive
compensation, benefits, and lifestyle perks and by establishing strong employer brand awareness.
Total Rewards
The Total Rewards team manages the City of Boulder employee compensation and benefit programs,
including benefits selection and renewal strategies, open enrollment administration, benefits, Well-Being @
Work, and compensation and classificiation strategies and management.
Department Staffing
Expenditure by Fund
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Program Budget Overview
Overview of Program & Intended Outcomes:
Business Partnership & Operations comprises the HR Business Partners (HRBPs) team, who work
collaboratively with the city’s leadership to provide people-oriented solutions based on expertise in human
resources and broad-based knowledge of the city operations. HRBPs assist in strategy development for the
clients they support in areas such as hiring and selection, compensation and classification, retention and
talent development, and employee/labor relations. This team manages the city’s negotiation strategies and
processes to create union contracts with collective bargaining units: Boulder Municipal Employees
Association (BMEA), International Association of Fire Fighters (IAFF) and Boulder Police Officers
Association (BPOA). The team also advises employees and supervisors on contract interpretation and
application.
2023 Activities:
Ensure continued operational success with BMEA, BOPA, and IAFF
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DollarsOperating
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Business Partnership & Operations
Responsibly GovernedHuman ResourcesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Since 2005, the city has been committed to advancing equity within our organization and community. Today,
the city's goals are achieved through HR's Diversity, Equity, and Inclusion program. The programs efforts
include surveying and assessing organizational awareness of equity; establishing an Inclusiveness and
Diversity Plan and Toolkit; and providing training and resources on equity-related topics. Staff also has
formed partnerships with entities focusing on similar efforts to understand issues being experienced locally
and to inform the city’s work. The HR program is becoming more strategic by leveraging more resources to
operationalize and further advance equity into our culture.
2023 Activities:
Continue to implement the City of Boulder's Inclusiveness and Diversity Plan.
Visualization
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0.0
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2.5K
5.0K
7.5K
12.5K
15.0K
17.5K
DollarsOperating
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Diversity, Equity, Inclusion
Responsibly GovernedHuman ResourcesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
HR Operations & Learning supports employees and managers across the city and executes foundational HR
transactions ensuring timely and accurate workforce administration, onboarding, and offboarding. Learning
delivers training solutions to city employees is aligned to the city’s organizational effectiveness framework.
The team provides customer service and triages employee issues to escalate appropriately.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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500.0K
750.0K
1.3M
1.5M
DollarsPersonnel
Operating
Internal Services
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HR Operations & Learning
Responsibly Governed Human ResourcesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Manages the department’s applications portfolio and the HR Information System (HRIS), provides people
analytics services, and partners with Innovation & Technology to best enable HR services with technology.
For 2023, the HR Department requested two TIM Analysts and an extension to two fixed-term HRIS Analysts
to continue to the end of 2023 to help implement the Workday platform. The platform is significantly more
complex than our legacy systems and requires a degree of expertise not previously present at the City. HR
has implemented nine modules (Core HCM, Core Compensation, Advanced Compensation,
Talent/Performance, Expenses, Payroll, Time Tracking, Absence, and Benefits), each with multiple business
processes and integrations. In addition to the modules themselves, there is a significant body of ongoing
security, reporting, maintenance, and change management work that will be required to keep Workday
running at a high level post-implementation. Success will be measured by the efficient maintenance and
continued support of this significant investment. The program will be able to provide data on number of
tickets completed, Workday integrations, configuration activities, and regular system maintenance activities
performed.
2023 Activities:
Continue the implementation and ongoing support of the Workday platform.
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HR Technology
Responsibly GovernedHuman ResourcesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
HR Strategy is the HR leadership team that collaborates with employees and managers across the city
organization to lead the strategic vision of Human Resources. This team leads business services related to
building a thoughtful HR customer experience and managing the department’s operations and budget. It also
deploys business tools to plan and monitor the status of strategic initiatives, core services, and budget.
Visualization
2021
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Human Resources Strategy
Responsibly GovernedHuman ResourcesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
HR Payroll collaborates with employees and managers across the city to execute foundational HR
transactions ensuring timely and accurate payroll, benefits, onboarding, and offboarding. The team provides
frontline customer service and triages employee issues to resolve appropriately.
Visualization
2021
Actual
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Adopted Budget
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0.0
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Payroll
Responsibly GovernedHuman ResourcesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Beginning in late 2021, Talent Acquisition supports all departments in attracting and hiring the best talent to
meet their business objectives. Talent Acquisition partners with Total Rewards to attract talent by promoting
the city’s competitive compensation, benefits, and lifestyle perks and by establishing strong employer brand
awareness. For 2023, the Talent Acquisition program is in the process of building a team with a focus on
diversity. This team will assist hiring managers in determining an advertising strategy for open positions,
provide the appropriate tools and resources to select the best candidates for the position, and assisting
those individuals in successfully onboarding with the organization. Additionally, the TA team will be building
talent pipelines by partnering with local schools and community organizations, participating in career fairs,
and tracking our success rate with various recruitment websites and sources.
For 2023, the Talent Acquisition program proposed an enhancement and a restart of some targeted recruiting
activities that have been paused since early 2020. One of the city's top priorities is the attraction and
retention of key talent which can no longer rely on passive recruitment to obtain the talent needed. Additional
advertising dollars budgeted for targeted recruiting and sourcing to build strong partnerships with
organizations will provide a steady flow of applicants and connect to a broader and more diverse candidate
pool than those individuals who would be actively looking for City of Boulder opportunities. Workday will
enable us to measure and track a wide variety of metrics relating to Talent Acquisition, including: where our
candidates learned about the position, the time that it takes to fill different jobs, how long we retain
employees who came to us from various sources, etc. The ultimate measure of success will be fewer
vacancies and faster time-to-fill rates when vacancies occur.
2023 Activities:
Continue to development more targeted recruiting efforts
Reduce duration to fill vacant positions
Increase employee retention
Talent Acquisition
Responsibly Governed Human ResourcesFY2023 Budget
Visualization
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Program Budget Overview
Overview of Program & Intended Outcomes:
The Total Rewards team manages the City of Boulder employee compensation and benefit programs,
including benefits selection and renewal strategies, open enrollment administration, benefits, Well-Being @
Work, and compensation and classification strategies and management. The Human Resources Total
Rewards Team is composed of the following work groups.
Benefits
Benefits manages the City of Boulder employee benefits program. This includes benefits selection and
renewal strategies, open enrollment administration, and benefits management for medical, dental,
vision, life, and other supplemental insurance and voluntary products. The team also provides benefits
outreach, retirement consulting, leave/claim management, and ensures compliance with the Family
and Medical Leave and Affordable Care acts.
Compensation
Compensation oversees the city’s compensation and classification strategies and policies and
conducts market studies to provide fair and competitive compensation.
Well-Being
Well-Being develops and manages our citywide wellness program, Well-Being @Work , which aims to
support employees in improving their health, morale and engagement. This work is led by the Well-
Being Coordinator and supported by staff ‘wellness champions’ from city departments across the
organization.
For 2023, HR has recommended an enhancement to the city's Employee Assistance Program (EAP) to help
connect employees to mental health resources, providing training and support on a wide range of topics,
including: smoking cessation, stress-management, coping with grief & loss, resources and assistance with
eldercare, etc.
Total Rewards
Responsibly GovernedHuman ResourcesFY2023 Budget
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Budget
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0.0
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DollarsPersonnel
Operating
Sort Large to Small
$19,629,915
Department Overview:
The Innovation and Technology (IT) department
enables impactful, efficient, and high-quality
services for constituents and employees through
operational effectiveness, innovation, and
technology systems
Capital and Operating Budget (FY2021-23)
Visualization
2021
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0.0
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12.5M
15.0M
17.5M
20.0M
DollarsPersonnel
Operating
Internal Services
Capital
Transfers
Sort By Chart of Accounts
Expenditure by Program
Innovation & Technology
2023 Budget
Visualization
2023
Base Budget
2023 Budget
Enhancements
2023 Total
Budget
Fiscal Year
0.0
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2.5M
5.0M
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15.0M
17.5M
DollarsIT Infrastructure Services
Capital Improvement Progr…
Application Support
Data and Analytics Services
Cybersecurity & Privacy
IT Project Management
Innovation and Digital Trans…
Administration (Accessible …
Transfers & Cost Allocation
Sort Large to Small
Program Overview
Administration (Accessible & Connected)
Program provides overall leadership, strategic planning, and management support to IT, including financial
management and administration of citywide technology funds.
Application Support
The Application Services program provides software support, application development, application data
management, software implementation, and reporting support to both the city’s customer-facing municipal
services and internal business operations.
Cybersecurity & Privacy
The Cyber Security group provides technology risk management, data governance and data loss prevention,
security incident handling and recovery, vendor and application security assessments, enterprise-wide
technology and process hardening, business continuity planning, policy development, contract assessment,
and staff education.
Data and Analytics Services
This program provides leadership and execution of data initiatives pertaining to data governance, data
infrastructure and data analytics. This program works to improve citywide data assets and to support
informed decision-making.
Innovation and Digital Transformation
The Innovation Center of Excellence and the Digital Transformation group provides enterprise thought
leadership in human-centered service design, smart city technologies, and performance management that
drive new services and solutions that fundamentally improve how the organization serves the community.
IT Infrastructure Services
The Infrastructure Services group provides a reliable and robust data, voice, and fiber optic communications
infrastructure supporting over 1,600 city employees, telephones, workstations, mobile devices, and over 350
physical and virtual servers providing voice, Web, e-mail, GIS, database, and office productivity services.
IT Project Management
The IT PMO specializes in meeting the city's project management, business analysis, and process
improvement needs in the technology space.
Six Year CIP
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DollarsGovernmental Capital Fund
Computer Replacement
Capital Improvement CCS
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Department Staffing
Expenditure by Fund
Visualization
2021
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2022
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Dollars(1100) General
(1300) Governmental Capit…
(7300) Computer Replace…
(7100) Telecommunications
(3700) Capital Improvemen…
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Program Budget Overview
Overview of Program:
Program provides overall leadership, strategic planning, and management support to IT, including financial
management and administration of citywide technology funds.
Intended Outcomes:
• Management of citywide financial model to support the hardware, software, and services of the city.
• Development and implement multiyear IT and Innovation roadmap to support citywide needs.
Visualization
2021
Actual
2022
Adopted Budget
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Budget
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Administration
Accessible & ConnectedInnovation & TechnologyFY2023 Budget
Program Budget Overview
Overview of Program:
The Application Services program provides software support, application development, application data
management, software implementation, and reporting support to both the city’s customer-facing municipal
services (e.g. city website, Police, Fire-Rescue, Parks and Recreation, Public Works Utilities, etc.) and
internal business operations (e.g. Human Resources, Finance, etc.). The division is increasingly focused on
the use of new application and data analysis to integrate systems and provide new, online services and
digital information. FY23 enhancements include an IT Support Administrations (+1 FTE) to support the Police
Department.
Intended Outcomes:
To successfully launch Axon RMS and Workday.
To complete the planning and early configuration phases of Munis Financials replacement.
To establish and ensure 100% fulfillment of SLAs for enterprise application support.
2023 Activities:
Replacement of the city's financial system will be a major focus for the team.
Completion of the replacement of the police records management system and development of the public
safety technology team.
Visualization
2021
Actual
2022
Adopted Budget
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2.0M
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3.0M
3.5M
DollarsPersonnel
Operating
Capital
Internal Services
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Application Support
Accessible & ConnectedInnovation & TechnologyFY2023 Budget
Program Budget Overview
Overview of Program:
The Cyber Security group provides technology risk management, data governance and data loss prevention,
security incident handling and recovery, vendor and application security assessments, enterprise-wide
technology and process hardening, business continuity planning, policy development, contract assessment,
and staff education. The Cyber Security group is responsible for the city’s statutory and industry compliance
posture in the areas of privacy, healthcare, critical infrastructure, payment card, and criminal justice
information. These services are provided proactively to all city departments, city employees, and persons
associated with the city such as volunteers, boards and commissions members, and City Council members.
FY23 enhancements include ongoing funding to support system monitoring for enhanced cybersecurity.
Intended Outcomes:
• Develop and cultivate a fluid practice to respond to the changing cybersecurity landscape.
• Design and enforce citywide policies and procedures to adhere to best practices and regulations.
2023 Activities:
• Centralize technology and security monitoring for faster response and recovery times
• Implement changes in response to the 2022 security assessment
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2022
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Cybersecurity & Privacy
Responsibly GovernedInnovation & TechnologyFY2023 Budget
Program Budget Overview
Overview of Program:
This program provides leadership and execution of data initiatives pertaining to data governance, data
infrastructure and data analytics. This program works to improve citywide data assets and to support
informed decision-making.
Intended Outcomes:
To prioritize and execute on data projects spanning all relevant council priorities.
To establish robust cross-departmental data governance practices that ensure sound use of the city’s
data assets including new warehouse infrastructure.
2023 Activities:
Analytic support for high-priority cross-department policy and operational initiatives such as safe
management of public spaces and nuisance abatement. Continued data governance program development
and implementation, including citywide data policy refresh and development of architecture templates and
support options. Expend upon Enterprise Data Warehouse pilots with cross-departmental data platform
development and integration that begins building 360-degree-views of customer interactions with the City
and of street infrastructure.
Visualization
2021
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2022
Adopted Budget
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750.0K
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1.5M
DollarsPersonnel
Operating
Internal Services
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Data and Analytics Services
Responsibly GovernedInnovation & TechnologyFY2023 Budget
Program Budget Overview
Overview of Program:
The Innovation Center of Excellence and the Digital Transformation group provides enterprise thought
leadership in human-centered service design, smart city technologies, and performance management that
drive new services and solutions that fundamentally improve how the organization serves the community.
Intended Outcomes:
To gain full council alignment on 5-year municipal broadband vision.
To formally launch the city’s Innovation Center of Excellence.
2023 Activities:
This group will continue exploration of the next steps in City's Broadband expansion project in addition to the
continued evolution of the smart cities initiatives.
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2021
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2022
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DollarsPersonnel
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Innovation & Digital Transformtion
Accessible & ConnectedInnovation & TechnologyFY2023 Budget
Program Budget Overview
Overview of Program:
The Infrastructure Services group provides a reliable and robust data, voice, and fiber optic communications
infrastructure supporting over 1,600 city employees, telephones, workstations, mobile devices, and over 350
physical and virtual servers providing voice, Web, e-mail, GIS, database, and office productivity services.
Infrastructure Services also takes a leadership role in the research, selection, and implementation of new
devices, Internet of Things, server, storage, managed cloud services, and telecommunication technologies to
help improve city services now and in the future. FY23 enhancements include one-time funding for AV
technical support for data, voice, and fiber optic communications.
Intended Outcomes:
• Provide the City of Boulder reliable and up to date tools.
• Increase productivity and services to constituents and staff.
2023 Activities:
• Redesign and replacement of the Council Chambers Technology
• Microsoft O365 Tenant migration to fix foundational issues and enable tools for staff
• Finalize replacement of virtual server environment
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DollarsOperating
Personnel
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Transfers
Internal Services
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IT Infrastructure Services
Responsibly GovernedInnovation & TechnologyFY2023 Budget
Program Budget Overview
Overview of Program:
The IT PMO specializes in meeting the city's project management, business analysis, and process
improvement needs in the technology space. Internally, the Project Management Office supports all IT work
planning efforts, resource management, and procurement related activities such as contracting and request
for proposal (RFP) processes. FY23 enhancements for this program include one-time funding for
SmartSheets, a project management portfolio tool.
Intended Outcomes:
To establish and employ robust intake, phase gating, and closure of technology-related projects.
Visualization
2021
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2022
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600.0K
DollarsPersonnel
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Internal Services
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IT Project Management
Responsibly GovernedInnovation & TechnologyFY2023 Budget
2023 Budget
$11,067,355
Department Overview:
The Boulder Public Library connects people, ideas,
and information to transform lives and strengthen
our community.
Department Programs:
Administration (Healthy & Socially Thriving)
Collection
Community Literacy & Outreach
Library Public Services
Programs & Events
Operating Budget (FY2021-23)
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DollarsPersonnel
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Capital
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Expenditure by Program
Library
2023 Budget
Visualization
2023
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2023 Budget
Enhancements
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DollarsLibrary Public Services
Administration (Healthy & …
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Programs & Events
Library Community Literac…
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Department Overview
Administration
Foundational support for library operations including administrative personnel support, overhead for library
facilities, capital, and revenues, and the Library Commission. It includes preservation and access to local
history, and technology infrastructure and support.
Collection
This program is library collection acquisitions supported by the Library Fund and the personnel who select,
process, and maintain the library’s books, media, periodicals and wide variety of electronic resources such
as downloadable music, movies, audiobooks, ebooks, and information databases.
Community Literacy & Outreach
This program leverages community volunteer support and partnerships to stengthen community ties, provide
access to critical information resources,library programs and services, and conduct literacy-focused outreach
to strengthen skills and improve equity and inclusion for everyone with a focus on reaching underserved or
otherwise marginalized community members.
Library Public Services
This program is customer-focused operations and facilties to connect community members of all ages with
library services and resources.
Programs & Events
This programs leverages grant funding support to provide educational and recreational programs and
opportunities for community connection at no cost tocommunity members.
Department Staffing
Expenditure by Fund
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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4.0M
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8.0M
10.0M
Dollars(1100) General
(2200) Library
(1300) Governmental Capit…
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Program Budget Overview
Overview of Program:
This progam is foundational support for library operations including administrative personnel support,
overhead for library facilities, capital, and revenues. It includes preservation and access to local history,
technology infrastructure and support.
2023 Activites:
With the dissolution of the Flatirons Library Consortium, join the Marmot Library Network.
Upgrade the Carnegie Library for Local History's Digital Asset Management System to a new version of
the platform.
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2021
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2022
Adopted Budget
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DollarsPersonnel
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Administration
Healthy & Socially ThrivingLibraryFY2023 Budget
Program Budget Overview
Overview of Program:
This program is library collection acquisitions supported by the Library Fund and the personnel who select,
process, and maintain the library’s books, media, periodicals and wide variety of electronic resources such
as downloadable music, movies, audiobooks, ebooks, and information databases. FY23 enhancements for
this program include one-time funding for computer equipment.
Intended Outcomes:
The FY23 restores the 2021 ongoing collection budget reduction for the purchase of library materials and
electronic resources. Continued investment is required to meet the Colorado Public Library Standards
collection outcome: the community will consistently have relevant, accurate, and current information to
inform decision-making about areas important to their well-being and quality of life, and the library's own
standard that BPL provides hig-quality, relevant materials and resources. These outcomes align with the
City's Racial Equity, Resilience, and Sustainability framework, providing equitable and effective access to
high-quality library materials and information is essential to supporting a healthy and socially thriving, and
accessible and connected community.
2023 Activities:
Increase early literacy materials with emphasis on Spanish language for children who speak languages
other than English at home.
Plan the shelving layout for library materials, select and purchase an opening day collection for the north
Boulder branch library
Invest in more self-paced electronic resources geared for children and adults in areas such as: homework
help, crafts, art, language acquisition, and computer coding to address community interest and demand.
Collection
Healthy & Socially ThrivingLibrary FY2023 Budget
Visualization
2021
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2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsOperating
Personnel
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Program Budget Overview
Overview of Program:
This program leverages community volunteer support and partnerships to strengthen community ties, provide
access to critical information resources, library programs and services, and conduct literacy-focused
outreach to strengthen skills and improve equity and inclusion for everyone with a focus on reaching
underserved or otherwise marginalized community members. FY23 enhancements for this program include
the addition of Library Manager (+1 FTE) for the adult and family literacy program, BoulderReads, and add a
part-time Librarian (+.75).
Intended Outcomes:
The Colorado Public Library standard or outcome related to the program area is the community is
strengthened through the active facilitation and/or participation by the library in efforts to gather input, engage
in meaningful discussions, and act in partnership to support community-wide growth and transformation.
Library affiliates (friends and/or foundation organizations) are aligned to strengthen the connections between
the library and the community.
2023 Activities:
Recruit and train new literacy and outreach staff members.
Create and begin implementation of a literacy-focused outreach strategic plan to guide the library-system.
Resume literacy and STEAM-focused community outreach activities.
Incrementally expand the Reading Buddies Literacy Program to include new partners and more
volunteers to serve more elementary school children.
Community Literacy & Outreach
Accessible & ConnectedLibraryFY2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
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600.0K
700.0K
DollarsPersonnel
Operating
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Program Budget Overview
Overview of Program:
This program is customer-focused operations and facilities to connect community members of all ages with
library services and resources.
Early literacy programs and story times, a variety of activities for teens, and more Spanish bilingual programs
will be offered at the Main Library and the neighborhood branch libraries and are designed to promote early
literacy and engage children, teens, and families.
The new North Boulder Branch Library will provide increased variety of library programs and services,
community space, and more convenient access to literacy programs to patrons who live in north Boulder.
FY23 enhancements for this program include one-time and recurring costs to support the North Boulder
Branch Library,. including 9 related positions spanning several programs.
Intended Outcomes:
Service-levels in this budget program are measured and adjusted according to growth of patron visits to the
library facilities, new patron registrations, circulation of library materials, and staff full-time equivalents per
1000 patrons served and per 10,000 items circulated. Performance is evaluated periodically through
community engagement surveys/polls. In the 2017 community engagement survey, respondents indicated
high satisfaction with staff interactions overall mean score 8.5 out of 10. Adequate staffing is required to
maintain this high level of satisfaction with staff interactions.
2023 Activities:
• Plan programs and services, and recruit and train staff for the opening of the new north Boulder branch
library.
Library Public Services
Healthy & Socially ThrivingLibraryFY2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
3.5M
4.0M
DollarsPersonnel
Operating
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Program Budget Overview
Overview of Program:
This program leverages grant funding support for educational and recreational programs and opportunities
for community connection at no cost to community members.
Intended Outcomes:
In relation to the Racial Equity, Resilience, and Sustainability framework, providing equitable and effective
access to information and inclusive and accessible programs and services that support all forms of literacy is
an essential to supporting a healthy and socially thriving community and an accessible and connected
community. The Colorado Public Library Standards outcome related to this program area is the community is
enriched by programs and services that offer formal, informal, and self-directed learning opportunities for all
ages and abilities.
2023 Activities:
Annual Summer of Discovery Program
One Book One Boulder Program
Curate art exhibitions at the Main Library and neighborhood branches
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2021
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2022
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Programs & Events
Healthy & Socially ThrivingLibrary FY2023 Budget
2023 Budget
$2,623,463
18.35 FTE
Department Overview:
The Municipal Court Department provides an
accessible, efficient, and impartial forum for all
participants in cases involving municipal ordinance
violations; adjudicates cases consistent with the law,
the needs of the individual, and the community’s
values; and promotes public trust in both the justice
system and local government.
For 2023, the Municipal Court has recommended
enhancements to its Community Court Model to
reduce quality-of-life violations by tailoring criminal
sanctions to the offender's individual needs and
address barriers to sustainable housing.
Department Programs:
Administration (Responsibly Governed)
Adjudication
Community Court
Operating Budget (FY2021-23)
Municipal Court
2023 Budget
Visualization
2021
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2022
Adopted Budget
2023 Total
Budget
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0.0
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1.0M
1.5M
2.0M
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DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Expenditure by Program
Visualization
2023
Base Budget
2023 Budget
Enhancements
2023 Total
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsCase Management
Adjudication
Administration (Safe)
Sort Large to Small
Department Overview
Administration (Responsibly Governed)
Court Administration is responsible for achieving department goals and objectives; managing budgetary and
financial information; assuring adherence to policies and regulations; and leading, developing, and
supervising Court staff.
Adjudication
Adjudication consists of judges presiding over Court sessions with animal, general, parking, photo radar,
photo red light, traffic violations, administrative and civil hearings. Staff manage case flow in and out of the
courtroom and set court dates.
Community Court
Includes scheduling, payment processing, database management, collections, and other non-compliance
actions. Probation staff monitor compliance with Court orders and process cases for defendants at Boulder
County jail.
Department Staffing
Expenditure by Fund
Visualization
2021
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2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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1.0M
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2.0M
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Dollars(1100) General
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Program Budget Overview
Overview of Program & Intended Outcomes:
Adjudication consists of judges presiding over Court sessions with animal, general, parking, photo radar,
photo red light, traffic violations, and administrative and civil hearings. Staff manage case flow in and out of
the courtroom and set court dates. The intended outcome of this program is to provide access to the judicial
process involving violations of the city code in a fair and timely manner. The Adjudication program is
comprised of two teams:
MC Judicial, which consists of a presiding judge, an associate judge, and relief judges. Judges are
responsible for adjudicating municipal court cases and explaining laws and the judicial system to
offenders. Imposes fines and penalties as authorized by code or ordinance. Judges serve as a buffer
between the public and the police. And;
MC Judicial Support, which consists of clerks who are responsible for managing the courtroom and
supporting judges. They manage the court calendar, assist the public, and work with other court staff to
facilitate court hearings.
2023 Activities:
Create and implement the structure for a first-time city-funded Community Court.
Visualization
2021
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2022
Adopted Budget
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Adjudication
SafeMunicipal CourtFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Court Administration is responsible for achieving department goals and objectives; managing budgetary and
financial information; assuring adherence to policies and regulations; and leading, developing, and
supervising Court staff. Court Administration intends to rebound to full staffing levels following the hiring
freeze due to the pandemic.
2023 Activities:
Balancing a new hybrid work environment
Integrating new HRIS application department-wide
Conforming to new budget system OpenGov
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Adopted Budget
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Administration
Responsibly GovernedMunicipal CourtFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
“Case Management” includes a variety of functions that comprise the core work of the court. Relevant to this
budget item, Homeless Navigation and Probation staff monitor compliance with judicial orders regarding
municipal violations that most affect the community, and process cases for defendants at in-custody
sessions at the Boulder County jail. The court thus uses citations as an opportunity to engage with those
currently unhoused.
For 2023, the court requests an enhancement to its Community Court program to augment services for the
unhoused. This enhancement will allow the court to reduce quality-of-life violations by tailoring criminal
sanctions to the offender's individual needs and addressing barriers to sustainable housing. This equitable
approach has proven to address community concerns. As a result, offenders are held accountable in a way
that both serves the community's need for safe and welcoming public places and the offender's individual
needs. In addition, by working toward housing this underserved and high acuity population, we remove
barriers that often contribute directly to an individual being homeless. The court has used federal grant funds
to support its Community Court initiative, with unprecedented success in engaging service-resistant
individuals, addressing their violations in court, and assisting them in navigating the complex path toward
housing. Grant funding is coming to an end.
To continue this successful program, Municipal Court will do three things:
Hire two full-time employees
Community Court Coordinator: manage day-to-day operations, outreach and engagement with service
provider partners and the community at large, ongoing evaluation and continuous improvement;
Court Technician: implement new case management system, collect and analyze data;
Provide low-barrier mental health and substance abuse treatment; and
Maintain a shareable case management system with Housing and Human Services, City Attorney’s
Office, enforcement agencies, and homeless service providers.
Ideally, there will be a reduction in quality-of-life violations. Another intended outcome is to increase the
community’s feeling of safety and security. The program’s design is to increase compliance with alternative
judicial sanctions and promote individual accountability. The most important performance indicator will be
how well we assist the most vulnerable and service-resistant violators in preparing for, accessing, and
maintaining housing. Finally, the program reduces barriers to attending court and, as a result, will decrease
warrants issued for failure to appear.
2023 Activities:
Community Court
SafeMunicipal CourtFY2023 Budget
Continue and expand current programming; refine mechanisms for joint case management among
provider agencies; cultivate connections to new service providers.
Contract with a new housing provider to offer temporary accommodations for qualified individuals
engaging with Community Court (most will have been matched with a housing resource and pending
move-in).
Identify new substance use and behavioral health treatment provider(s) to offer low-barrier treatment for
individuals engaging with Community Court, possibly to include MAT (Medication Assisted Therapy).
Implement shareable case management system that will incorporate by-name lists from a variety of
sources and facilitate a coordinated, non-duplicative community response to individuals experiencing
homelessness.
Sub-Programs:
Animal Code
Code Violations
General Code Violations
Parking Violations
Photo Rader
Probation
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2021
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Adopted Budget
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750.0K
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DollarsPersonnel
Operating
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Sort Large to Small
MC Probation
This program team interviews, investigates,
counsels, and refers clients for probation. They
supervise and monitor defendants post-sentencing
and liaison with service providers. In addition, the
probation team is a resource for defendants who
need assistance complying with court orders.
MC Animal Code
This program manages violations involving
responses to vicious or stray animals, nuisance
complaints, injured or ill animals, reports of cruelty
or neglect, and other animal-related issues. The
program helps to promote responsible pet
guardianship through education, mediation, and
enforcement.
MC General Code Violations
This program manages violations involving general
code offenses within the city limits. Examples of
general code violations include prohibited camping,
underage drinking, and noise complaints.
MC Photo Radar
This program manages violations of the city’s photo
radar enforcement program. The program uses
enforcement devices, including photo radar and red-
light cameras, to improve traffic safety, prevent
crashes, and save lives.
Traffic Code Violations
This program manages violations involving traffic
code offenses within the city limits. Examples of
traffic code violations include speeding and expired
registration. Most traffic code violations are also
applicable to bicyclists.
MC Parking Violations
This program manages violations involving parking
code offenses within the city limits. Most parking
code violations include not paying for parking or
parking where prohibited.
2023 Budget
$36,219,207
Department Overview:
The Open Space & Mountain Parks Department
(OSMP) preserves and protects the natural
environment and land resources that characterize
Boulder. The department fosters appreciation and
uses that to sustain the natural values of the land for
current and future generations. Also in 2023,
additional ongoing funding will be included in
alignment with City's effort for competitive wages for
temp and seasonal positions.
Department Programs:
Administration (Environmentally Sustainable)
Community Connections & Partnerships
Resources & Stewardship
Trails & Facilities
Capital and Operating Budget (FY2021-23)
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35.0M
DollarsPersonnel
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Internal Services
Debt Service
Capital
Transfers
Sort By Chart of Accounts
Expenditure by Program
Open Space & Mountain Parks
2023 Budget
Visualization
2023
Base Budget
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Budget
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Resources & Stewardship
Administration (Environme…
Trails & Facilities
OSMP Community & Partn…
Transfers & Cost Allocation
Debt Service
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Department Overview
Administration (Environmentally Sustainable)
The OSMP Director’s Team ensures strategic alignment of OSMP projects with the department’s mission and
priorities. This workgroup includes the director, the science officer, the community relations coordinator, and
the four managers of the service areas outlined below. The Central Services workgroup provides support for
the daily internal operations of the department. This workgroup offers real estate, information resources, and
business services, including acquisition of land interests and management of easement requests;
management of data, geographic information systems, and web content; and preparation, analysis, and
management of the OSMP budget and related financial systems.
Community Connections & Partnerships
The Community Connections and Partnerships workgroup engages community members around the mission
and vision of OSMP. This workgroup coordinates public-facing community efforts in planning, education and
outreach, and Ranger services, including coordination of the OSMP Master Plan; Trail Study Area and other
system plans; volunteer projects and services, as well as the Junior Ranger Program; and visitor
engagement, emergency response, and law enforcement.
Resources & Stewardship
The Resources and Stewardship workgroup enhances Boulder’s natural environment by protecting its
ecological, agricultural, cultural, and water assets. This workgroup contains expertise in natural resource
management, ecological systems, and recreation and cultural stewardship, including preservation and
restoration of ecological, agricultural, water, historical, and cultural resources; tracking and monitoring of the
variety of systems across OSMP; and research around visitor use and impacts.
Trails & Facilities
The Trails and Facilities workgroup supports the design, construction, and maintenance of OSMP’s physical
assets. This service area is responsible to maintain OSMP’s trails, trailheads and other access points; office
buildings and other structures across the open space system; and the department’s equipment and vehicle
assets.
Six Year CIP
Visualization
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2024
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DollarsOpen Space
Lottery
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Department Staffing
Expenditure by Fund
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
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Dollars(2500) Open Space
(2110) Lottery
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Program Budget Overview
Overview of Program & Intended Outcomes:
Administration in Open Space and Mountain Parks consists of the Office of the Director and Central Services
workgroup.
The OSMP Director’s Team ensures strategic alignment of OSMP projects with the department’s mission and
priorities. This workgroup includes the director, the science officer, the community relations coordinator, and
the four managers of the service areas.
The Central Services workgroup provides support for the daily internal operations of the department. This
workgroup offers real estate, information resources, and business services, including acquisition of land
interests and management of easement requests; management of data, geographic information systems,
and web content; and preparation, analysis, and management of the OSMP budget and related financial
systems.
Noticeable Enhancements:
Wildfire Resilience & Emergency Response - The urgency of wildfire resilience and preparedness efforts
reflect the nature of the climate emergency. There are several investments within the 2023 Budget, including
the addition of three firefighters and staffing and resources in Open Space & Mountain Parks to increase
wildland-urban interface management and open space land management efforts.
2023 Activities:
Director's Team
Community Relations Office
Science Office
Business Services
Real Estate Services
Resource Information Services
Administration
Environmentally SustainableOpen Space & Mountain ParksFY2023 Budget
Visualization
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2022
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2023 Total
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Internal Services
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Program Budget Overview
Overview of Program & Intended Outcomes:
The Community Connections and Partnerships workgroup engages community members around the mission
and vision of OSMP. This workgroup coordinates public-facing community efforts in planning, education and
outreach, and Ranger services, including coordination of the OSMP Master Plan; Trail Study Area and other
system plans; volunteer projects and services, as well as the Junior Ranger Program; and visitor
engagement, emergency response, and law enforcement. In addition to the 2023 base budget, ongoing
funding has been included for participation in the Tribal Working Group to co-create content for, develop, and
implement the final interpretive signs at The Peoples' Crossing.
2023 Activities:
Education
Volunteer Service Learning & Partnerships
Junior Rangers
Outreach
Planning Services
Ranger Services
Visualization
2021
Actual
2022
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2023 Total
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsPersonnel
Operating
Internal Services
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Community Connections & Partnerships
Accessible & Connected Open Space & Mountain ParksFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Resources and Stewardship workgroup enhances Boulder’s natural environment by protecting its
ecological, agricultural, cultural, and water assets. This workgroup contains expertise in natural resource
management, ecological systems, and recreation and cultural stewardship, including preservation and
restoration of ecological, agricultural, water, historical, and cultural resources; tracking and monitoring of the
variety of systems across OSMP; and research around visitor use and impacts. In addition to the 2023 base
budget, ongoing funding will be added for costs associated with the Resource Information Services strategic
operating plan update.
2023 Activities:
Agricultural Management
Cultural Resources Program
Ecological Stewardship
Forest Ecology
Recreation and Cultural Stewardship/Rec Ecology
Human Dimensions
Restoration Plant Ecology
Vegetation Management
Water Resource Administration
Wildlife Ecology
Visualization
2021
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2022
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Resources & Stewardship
Healthy & Socially Thriving Open Space & Mountain ParksFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
The Trails and Facilities workgroup supports the design, construction, and maintenance of OSMP’s physical
assets. This service area is responsible to maintain OSMP’s trails, trailheads and other access points; office
buildings and other structures across the open space system; and the department’s equipment and vehicle
assets. In addition to the 2023 base budget, ongoing funding has been included to purchase additional
vehicles for temp and seasonal staff.
2023 Activities:
Equipment and Vehicles
Facility Management
Signs Graphics Display
Trails Stewardship
Trailhead Maintenance
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Trails & Facilities
Healthy & Socially Thriving Open Space & Mountain ParksFY2023 Budget
$35,946,749
Department Overview:
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 mission will be
accomplished through sustainable practices,
partnerships, continuous improvement and a focus
on the common good, service excellence and with
health at the core of all we do.
Department staff manage over 1,800 acres of urban
parkland. They also oversee three recreation
centers, five pools, the Boulder Reservoir, Flatirons
Golf Course, and the Pearl Street Mall. A sampling
of programming includes aquatics, art, sports,
therapeutic recreation, wellness, camps and youth
outreach.
Following an extensive 2 year process, BPR has a
newly adopted Master Plan to guide the
department’s operations for the next 5-7 years. 2023
will focus on the implementation of the key initiatives
and goals identified within the Master Plan that
builds upon the success of the department while
incorporating strategic city-wide initiatives such as
climate initiatives and equity. The FY23 budget
includes one-time supplemental support to the
Recreation Activity Fund, which will fund 4 positions
in various programs.
Department Programs:
Administration (Healthy & Socially Thriving)
Community Building & Partnership
Planning & Ecological Services
Recreation & Park Operations
Capital and Operating Budget (FY2021-23)
Parks & Recreation
2023 Budget
Visualization
2021
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2022
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2023 Total
Budget
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20.0M
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DollarsPersonnel
Operating
Internal Services
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Transfers
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Expenditure by Program
Visualization
2023
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Enhancements
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DollarsRecreation & Park Operatio…
Capital Improvement Progr…
Planning & Ecological Servi…
Administration (Healthy & …
Community Building & Part…
Transfers & Cost Allocation
Sort Large to Small
Department Overview
Administration (Healthy & Socially Thriving)
Administration for the department encompasses the department leadership and strategic direction of the
department. In addition to department leadership, the Business Services team supports department wide
finance, marketing, communications, information technology, staff training and development, business
planning and process improvement.
Community Building & Partnership
The Community Building & Partnership team supports accessibility and equity efforts for the department.
This includes: Outreach, in the form of community access to public spaces, the delivery of programming for
those from underrepresented communities as well as individuals with disabilities, and coordinating system-
wide volunteer efforts; Engagement in the form of promotion of department services through digital and print
media; and Partnerships, in the exploration of public/private relationships that facilitate community goals.
Planning & Ecological Services
The Planning program area manages capital project planning, design and construction. This team leads
asset management and park renovation projects, and community engagement related to planning efforts.
The Natural Resources Team manages urban forestry and natural lands and leads the Urban Park Ranger
Pilot Program.
Recreation & Park Operations
The Operations team performs the day-to-day management of facilities and public spaces. Within the
program, there are three service areas which includes Park Operations, Recreation and Regional Facilities.
Park operations is responsible for the operations and maintenance of nearly 1,800 acres of urban park land.
Recreation focuses on the facility operations of recreation centers, outdoor pools and programming including
aquatics, sports and wellness. Regional Facilities operates and programs the Boulder Reservoir, Flatirons
Golf Course and Valmont City Park.
Six Year CIP
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DollarsPermanent Parks & Recrea…
.25 Cent Sales Tax
Lottery
Bldr Junction Cap Imprvmt
Capital Development
Capital Improvement CCS
Governmental Capital Fund
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Department Staffing
Expenditure by Fund
Visualization
2021
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Dollars(2300) Recreation Activity
(2180) .25 Cent Sales Tax
(1100) General
(3300) Permanent Parks & …
(1300) Governmental Capit…
(2100) Capital Development
(2110) Lottery
(3700) Capital Improvemen…
(3500) Bldr Junction Cap I…
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Program Budget Overview
Overview of Program & Intended Outcomes:
Administration for the department encompasses the department leadership and strategic direction of the
department. In addition to department leadership, the Business Services team supports department wide
finance, marketing, communications, information technology, staff training and development, business
planning and process improvement. This program's intended outcomes are focused on organizational
readiness, documented through collection of related data. This includes metrics for streamlined systems,
workforce strength, and seasonal support. FY23 enhancements for this program include restoration of
funding for employee training and equipment needs.
2023 Activities:
• Begin CAPRA Accreditation
• Master Plan Implementation
• Organizational Readiness
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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1.0M
1.5M
2.0M
DollarsPersonnel
Internal Services
Operating
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Administration
Healthy & Socially ThrivingParks and RecreationFY2023 Budget
Program Budget Overview
Overview of Program:
The Community Building & Partnership team supports accessibility and equity efforts for the department.
This includes: Outreach, in the form of community access to public spaces, the delivery of programming for
those from underrepresented communities as well as individuals with disabilities, and coordinating system-
wide volunteer efforts; Engagement in the form of promotion of department services through digital and print
media; and Partnerships, in the exploration of public/private relationships that facilitate community goals.
FY23 enhancements for this program include a Partnership Management position (+1 FTE) and one-time
support of expanded programming and materials.
Intended Outcomes:
This program's intended outcomes are focused on community health and wellness and youth engagement
and activity. This will be documented through collection of related data, which includes metrics like
community benefit programming and inclusion across demographics.
2023 Activities:
Develop community partnerships and focus on philanthropy, grants and donations to support specific
projects or programs
Support volunteer engagement with a wide range of opportunities across our parks and recreation system
Expand the catalogue of services and program offerings for youth, disabled and low-income participants
Visualization
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0.0
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DollarsPersonnel
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Internal Services
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Community Building & Partnership
Access and Inclusion Parks and RecreationFY2023 Budget
Program Budget Overview
Overview of Program:
The Planning program area manages capital project planning, design and construction. This team leads
asset management and park renovation projects, and community engagement related to planning efforts.
The Natural Resources Team manages urban forestry and natural lands and leads the Urban Park Ranger
Pilot Program. FY23 enhancements to this program include one-time maintenance funding for North Shore
and Coot Lake Trails, one-time funding to support the forestry program, and a one-time expansion of the
Parks Ranger pilot program. This program also includes the addition of three vehicles for two Urban Park
Rangers and one Forestry Planner.
Intended Outcomes:
This program's intended outcomes are focused on taking care of what we have, which will be documented
through collection of related data. This includes metrics like comprehensive maintenance and investment in
parks and facilities.
2023 Activities:
The Ranger Program will provide safe and welcoming public spaces for the Boulder community to
recreate throughout the city
Design and construction of Violet Park
Community outreach and design for CCRS projects including East Boulder Community Center, Boulder
Creek Path and Civic Area Phase II
Forestry will maintain and expand the urban canopy and be an active partner in the new Cool Boulder
campaign
Trail improvements at Coot Lake and the North Shore of the Boulder Reservoir
Planning & Ecological Services
Environmentally Sustainable Parks and RecreationFY2023 Budget
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
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Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
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3.0M
3.5M
4.0M
DollarsPersonnel
Operating
Internal Services
Capital
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Program Budget Overview
Overview of Program:
The Operations team performs the day-to-day management of facilities and public spaces. Within the
program, there are three service areas which includes Park Operations, Recreation and Regional Facilities.
Park operations is responsible for the operations and maintenance of nearly 1,800 acres of urban park land.
Recreation focuses on the facility operations of recreation centers, outdoor pools and programming including
aquatics, sports and wellness. Regional Facilities operates and programs the Boulder Reservoir, Flatirons
Golf Course and Valmont City Park. FY23 enhancements to this program include ongoing funding to
support the maintenance and repair of city bike trails and service levels for events, as well as the creation of
one Landscape and Maintenance Technician II (+1 FTE). Additionally, there are one-time and ongoing funds
to support the Stazio, Mapleton, and Scott Carpenter Athletic Field lighting maintenance. One-time position
additions include a Boat Inspector (+1 FTE), two Program Managers (+2 FTEs), a Recreation Member
Services Supervisor for the East Boulder Community Center (+1 FTE) and a .25 increase to an Aquatics
Coordinator.
Intended Outcomes:
This program's intended outcomes are focused on community health and wellness, taking care of what we
have, and youth engagement and activity. This will be documented through collection of related data, which
includes metrics like pass utilization, carbon footprint, and youth engagement.
2023 Activities:
Restore and sustain services impacted by COVID-19
Add new youth and teen-focused activities to include increased programming and youth sports
Taking care of existing assets by addressing crucial maintenance and keeping our parks safe, clean and
accessible
Recreation & Park Operations
Healthy & Socially ThrivingParks and RecreationFY2023 Budget
Visualization
2021
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2022
Adopted Budget
2023 Total
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0.0
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2.5M
5.0M
7.5M
12.5M
15.0M
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DollarsPersonnel
Operating
Internal Services
Capital
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2023 Budget
$15,563,256
96.65 FTE
Department Overview:
The Planning and Development Services
Department collaborates with our community to
define and implement an inclusive vision for the
city’s future while providing consistent and equitable
administration of codes and policies to ensure the
health, safety and well-being of the community. The
permitting, planning, licensing and inspection
numbers did not diminish during the pandemic. The
number of customers requesting responses to
inquiries via InquireBoulder or via appointments also
remained high, even though many services that
were previously provided over the counter were
automated and provided via EnerGov, the city’s
permitting and land management system. In the first
quarter of 2022 when virtual services only were
being provided (besides inspections being
performed in the field), P&DS staff received and
responded to 1,173 inquiries through InquireBoulder
and 112 appointment requests, in addition to direct
phone calls and emails. 94 percent of InquireBoulder
survey respondents said P&DS staff responses met
or exceeded their expectations.
For 2023, the Planning and Development Services
Department recommended staff increases to
address the city's and community's needs. These
additional staff requests include Right of Way Permit
Inspectors, Development Review Planners, Code
Compliance Project Managers, Building Code
Compliance Examiners, Civil Engineers, and an in-
person receptionist serving both the Planning and
Development Services and Housing and Human
Services departments.
Planning & Development Services
2023 Budget
Department Programs:
• Administration (Responsibly Governed)
• Building Services
• Business & Support Services
• Code Enforcement
• Comprehensive Planning
• Development Review
• Engineering Review
• Information Resources
Operating Budget (FY2021-23)
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
15.0M
DollarsPersonnel
Operating
Internal Services
Transfers
Sort By Chart of Accounts
Expenditure by Program
Visualization
2023
Base Budget
2023 Budget
Enhancements
2023 Total
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
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DollarsP&DS Business & Support …
Engineering Review
Transfers & Cost Allocation
Development Review
P&DS Information Resources
Building Services
Comprehensive Planning
Administration (Livable)
Code Enforcement
Sort Large to Small
Department Overview
Administration (Responsibly Governed)
Department Administration includes management of the department through the Director and Deputy
Director. Also included in this program is financial workgroup including budgeting, fee setting, financial
transactions and payroll. Support provided to P&DS through the Center for Project Excellence is also funded
here.
Building Services
Building Services includes includes plan review functions and also building inspection services to verify
code compliance to ensure health, safety and general welfare related to buildings.
Code Enforcement
The Code Compliance team in Building Services is responsible for enforcing city regulations involving land
use, building code, and residential rental property maintenance.
Comprehensive Planning
Comprehensive Planning leads planning and polity development projects and programs, and develops and
implements the Boulder Valley Comprehensive Plan, subcommunity plans, and manages the historical
preservation and urban wildlife programs.
Development Review
Development Review coordinates the review of development applications and makes recommendations to
the Planning Board and City Council on development projects, and also is responsible for zoning
administration and updates to the city's land use code.
Engineering Review
Engineering Review is responsible for review, permitting and inspection of work by private parties within or
impacting public rights-of-way and public easements. This includes utility and transportation infrastructure,
and also administering floodplain and wetland protection ordinances.
P&DS Business and Support Services
Business and Support Services administers P&DS operations, including customer service, reception, and
permit support. This program also provides advisory board support and administers licensing programs.
P&DS Information Resources
Information Resources provides support for Planning and Development Services department’s business
systems, including the land management, permitting, and licensing system - EnerGov, and also provides
geographic information system (GIS) and records support.
Department Staffing
Expenditure by Fund
Visualization
2021
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2022
Adopted Budget
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0.0
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7.5M
12.5M
15.0M
Dollars(2120) Planning and Develo…
(1100) General
(2610) EPRAS Tax Fund
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Program Budget Overview
Overview of Program & Intended Outcomes:
Department Administration includes management of the Department through the Director, with the leadership
support of manager/supervisor direct reports. Activities for 2023 include continued implementation of a set
of customer-focused and workflow process improvements designed to support Operational Excellence, as
well as simplification initiatives related to staffing, organizational structure, codes/regulations, and process.
Also included in the Administration program is the Financial workgroup, which provides budgeting, financial
transactions, and payroll services. Support that is provided to P&DS through the Center for Project
Excellence (a collaborative project management skill-shop housed in the Public Utilities Department) is also
funded here.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
DollarsPersonnel
Operating
Internal Services
Sort Large to Small
Administration
Responsibly Governed Planning & Development ServicesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Building Services establishes minimum requirements to safeguard public health, safety, general welfare, and
the environment through the effective application of city building codes, which determine standards for how
buildings may be built, modified, occupied, and maintained. Plan review and inspection services include
verification of code compliance for structural, mechanical, electrical, plumbing, and energy conservation
components of buildings. Building Services coordinates with other city divisions to develop code
amendments to meet Boulder’s Climate Commitment goals and collaborates with customers to gather
feedback and ensure construction codes and regulations are well understood.
For 2023, P&DS Department recommended an FTE increase for a Building Code Compliance Senior
Examiner position which would be responsible for performing technical review of building construction
applications to ensure accuracy and compliance with applicable building codes, ordinances, zoning
regulations, and national standards that protects public health, safety, and welfare. The FTE increase will
bring the total number of Building Code Examiners to four. Current service standards for these reviews are
that smaller project reviews are completed within three weeks and larger reviews are completed within six
weeks, however, these standards are not being met due to the high volume of permit applications. The
additional position will result in decreased customer waiting times, more predictable and reliable services
while also providing for capacity to support staff development and staff leave time. Given the volume of
permit applications that the division is required to process, we are routinely not meeting the adopted service
standards and the processing time is not predictable for the customer. Also, given work load, small set back
such as employee leave, training or vacancies have a immediate adverse impacts to the ability to meet
service standards. The review workload has held steady at current rates for more than 5 years and this
staffing request is expected to address the same level of review cases in the future.
The current measured outcome for building plans review is percent of plan reviews completed within the
service standards of 3/6 weeks. In 2021 nearly 52% of the reviews did not meet the service standards, while
the trend is heading to even fewer reviews meeting this standard in 2022. Our inability to meet service
standards or provide a predictable review time causes delays to construction projects. These delays result in
project owners incurring additional expenses for increased project times, loosing contractors and sub-
contractors who schedule their work far in advance and cannot accommodate our delays and increased
frustration with the process. These frustrations can also result in more work being completed without permits,
increasing code compliance workload and potentially allowing projects that do not meet our regulations that
protect public health, safety and welfare. This position is fee supported and will be funded within the P&DS
Fund.
Additionally, the P&DS Department recommended an FTE increase to in-person reception and navigation
services five days a week to the community and customers of the Customer Service Hub, serving the
Planning and Development Services and Housing and Human Services departments. This role will provide a
human connection, listening and engaging positively and professionally with those who prefer to interact with
Building Services
SafePlanning & Development ServicesFY2023 Budget
staff on an in-person basis or who are unsure how to utilize virtual services. This role will triage questions
regarding HHS assistance programs and connect customers to appropriate P&DS staff members or
processes, help navigate virtual services, and help customers submit inquiries or schedule appointments, as
well as assist with HHS Homeownership program document drop off, and application and material pick up for
Homeownership, Eviction Prevention and Rental Assistance Services, and Food Tax Rebate programs. They
will also assist customers in using a secure workstation that connects to the P&DS Customer Self Service
Portal where customers can check permit status and inspection results and make secure payments. For our
work to be more connected to the community we serve and to offer an excellent customer experience, it is
important that we provide an option for the community and customers to engage with professional and
welcoming staff in an interactive and accessible manner. This service will complement the virtual services
provided by the departments that have been developed through customer engagement feedback to provide
streamlined, efficient and predictable services. Offering in-person reception services at this new shared
center will also allow the city to track community interest and engagement and ultimately use data-driven
decisions to inform a future customer service hub at Alpine Balsam, to be developed in the coming years.
Between March 2020 and May 2022, HHS was able to provide services virtually with high customer
satisfaction. However, as HHS serves lower income populations and people who have not traditionally had
equitable access to technology, there has been a desire to return some of the interview-intensive programs
to an in-person experience. Mediation services, for example, have been held virtually during the COVID-19
pandemic and will continue to be offered in a hybrid format in the future. HHS desires to have personnel who
can respond to the needs of people who cannot access virtual services. HHS has no current staff, outside of
those who maintain the front desk at the Age Well – West Center, who perform reception, triage, or concierge
services for walk-in customers. In addition, the Customer Service Hub will be staffed with a minimum level of
departmental staff, making the need for reception and navigation services critical.
In May 2022, P&DS and HHS launched a new customer service hub in the city’s New Britain building, 1101
Arapahoe, hired and trained a temporary employee to provide reception and navigation services, and began
tracking the number and types of walk-in customers received. The departments will continue to monitor and
evaluate the customer need and impact to virtual services in order to inform the number and types of
resources that may be needed on-site to meet the changing needs of the community. It is anticipated,
however, that this single FTE will be enough to provide the reception and navigation services for both
departments in 2023.
2023 Activities:
An update to the Energy Conservation Code is intended to be completed in 2023 within this division and
in partnership with Climate Initiatives.
The addition of a Building Plans Examiner an in-person reception position will support the review of
building construction applications and customer inquiries.
Visualization
2021
Actual
2022
Adopted Budget
2023 Total
Budget
Fiscal Year
0.0
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Overview of Program & Intended Outcomes:
The Code Compliance team is responsible for enforcing city regulations involving land use, building code,
and residential rental property maintenance. It works in partnership with all divisions within Planning &
Development Services, as well as the Code Enforcement Unit within the Police Department, which is
responsible for property nuisance matters such as trash and weeds.
2023 Activities:
Chronic Nuisance and Abatement. Consistent with Council’s quality of life interests, Code Compliance,
with the support of a new position, will participate in a collaborative review of possible tools to address
chronic violators and provide property abatement, designed to diminish property maintenance and
behavior excesses throughout the city.
Rental License Enhancements. The program will explore expanding compliance elements that are
required for rental license renewals, and the possibility of reduced-term rental licenses if a property has
excessive calls for service or quality of life violations.
Review Service Delivery. The Code Compliance program staff will review whether staff and other
resources are adequate to meet Council and community expectations, with the possibility of additional
funding being sought in the 2024 budget. This activity will also determine the feasibility and resources
needs for adding proactive enforcement to the current complaint-based system city-wide.
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SafePlanning & Development ServicesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Comprehensive Planning leads planning and policy development projects and programs. This includes long
range planning, historic preservation, urban design, and ecological planning. The division develops and
implements the Boulder Valley Comprehensive Plan, prepares subcommunity and area plans and other
special planning efforts, manages the historic preservation program, acts as an urban design resource for the
city, and coordinates both the urban wildlife management program and integrated pest management
program. The work of the Comprehensive Planning program is routinely ongoing. Council work program
priorities can take multiple years to complete and can take years to implement. For example, completion of
the East Boulder Subcommunity plan has taken three years to receive adoption and will take another 18-24
months to fully implement (land use plan changes, Form Based Code, infrastructure planning).
Comprehensive Planning includes the following 3 work groups:
Comprehensive Planning (Long-Range Planning)/ C-Team
Historic Preservation/ P-Team
Environmental Planning / E-Team
For 2023, the P&DS Department requested additional FTEs for a City Senior Planner, Code Compliance
Project Manager, and City Planner. Based on the number and complexity of 2022 council priority projects,
future additive work program items from council, expectations around public engagement, and quality of
overall work, additional capacity is needed to manage key projects and the day-to-day operations of C Team,
including development of the annual CIP, coordination of department master plans, managing community
data and census reporting, and additional support at the Boulder Office of Disaster Management. Staff
resources to support Comprehensive Planning have been reduced significantly in the past four years. This is
a result of changes in funding, staff turnover and layoffs in response to the 2020 budget cuts due to COVID.
In addition, general fund dollars that were used for consulting services were reduced because of COVID
related budget cuts. The intended outcome is to be able to deliver council’s work program priority items by
adding capacity that would allow the team to manage multiple complex projects simultaneously.
2023 Activities:
Comprehensive Planning Staff. The Senior Planner partially supports the goal of additional capacity to
implement specific projects noted below and additional future priority projects as identified by City Council
and in the implementation of the Boulder Valley Comprehensive Plan (BVCP). A ramp-up of staff
expertise, local-area experience, and capacity is necessary over the next few years in anticipation of an
update to the BVCP.
Council Priority Projects. Implementation of the East Boulder Subcommunity Plan will begin, and two
designated future Council priority projects will be initiated, consisting of Phase 2 of Boulder Junction and
a baseline urban services study of the Area III Planning Reserve.
Comprehensive Planning
Livable Planning & Development ServicesFY2023 Budget
New Landmarks Activities. These include an update to the demolition code and consideration of a
historic district for the Civic Center area.
Select Urban Wildlife Projects. These projects include an analysis of recent bear activity data and
potential expansion of the bear-resistant trash boundary.
City-wide Coordination. Activity will continue with charter-mandated coordination of the annual Capital
Improvements Plan and inter-departmental master plan process, Emergency Service Functions as part of
the multi-jurisdictional Emergency Operations Center, and on-going daily business services related to
processing permits, demolition reviews, Landmark Alteration Certificates, and historic designation
requests.
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Overview of Program & Intended Outcomes:
Development Review for Planning coordinates the review of development applications for consistency with
the city’s adopted policies and regulations and makes professional, criteria-based recommendations to the
Planning Board and City Council on development projects. The group is also responsible for zoning
administration and the coordination of regular updates to the city’s land use code.
Planned developments (generally referred to as PUDs) are a planning tool utilized by the city since 1962 to
allow for flexibility in development and provide for increased public benefit and enhanced design. Over time
the process has been referred to as Planned Business District (PB), Planned Development District (PD),
Planned Residential District (PRD), Planned Unit Development (PUDs), High Density Overlay Zone Review,
Major Site Review (MSR), Height Review (H), and Site Review (SI or LUR). They promote innovative design
and allow for greater diversity of housing types and densities. The intent behind planned developments and
how they are implemented has not substantively changed over time. However, the process for maintaining
documentation and tracking individual PUD regulations was not standardized or streamlined. Based on prior
research, there are currently more than 2,000 planned development approvals that impact approximately
8,000 individual properties. This creates a challenging environment related to the regulatory review as these
individualized and custom approvals are built, modified and amended over time to meet the everchanging
needs of our community.
City code specifically regulates the placement of structures within or upon any public right-of-way or public
easement and does so through the revocable permit and short- and long-term revocable lease processes.
Long term revocable leases require the approval of city council. Most revocable cases are related to outdoor
patios and signage, however there are a variety of encroachment types into the city’s right of way. Revocable
permits and short-term revocable leases require renewal every three years, requiring staff to track active
permits over time. With existing resources, P&DS staff have not been able to keep current with renewing or
canceling expiring leases. Currently there are 343 active leases, and an additional approximately 350 leases
of unknown status. The internal review process is complex and requires close coordination with the city
attorneys office, licensing, sales tax, and engineering. As indicated, long term leases require city council
approval which requires a formal council memo in addition to the lease document.
For 2023, due to the significance of the large number of development reviews and it’s impacts on our
customers and staff, the P&DS Department recommended an additional City Planner FTE position and to
convert an existing fixed term Senior Planner position to an ongoing position. This work is highly detailed,
will require significant public engagement and will continue for many years. This program previously had 10
positions supporting this work and currently has four The intended outcome is to replace some of the PUDs
through a series of rezonings to clarify and document applicable regulatory standards, so property owners
understand the effect on their properties. The intended outcomes of the additional FTE recommendations will
allow for staff to accurately administer our regulations, allow for the use of technology for self service for
customers, develop process improvements that would streamline the internal review process.
Development Review
Livable Planning & Development ServicesFY2023 Budget
2023 Activities:
PUD Project. The additional Senior Planner supports this multi-year project that involves mapping,
documenting and review of the city's 2,000 PUD's, which impact around 8,000 properties. This work will
enable enhanced customer self-service tools for knowing regulations impacting their property.
Lease & Outdoor Dining Support. An additional Planner position will administer the revocable permit and
lease program. These permits and leases are required for those who would like to place a structure or
sign in the public right-of-way. This position is needed to maintain administration of current leases and to
assist with the outdoor dining program.
ADU and Other Regulations. Staff will propose an ordinance to remove saturation limits for Accessory
Dwelling Units (ADUs) within a certain radius and to allow for attached or detached ADUs wherever
existing requirements are met, as well as explore other code changes to streamline and clarify the review
process.
Density Calculations for Affordable Housing. An ordinance for Council consideration will be developed
that would increase affordable housing by revising density calculations in certain zone districts, reduce
parking restrictions, and look at other zoning amendments that could better incentive smaller, more
affordable housing.
Review Industrial Districts. The Division will perform a comprehensive review of all uses and their
allowances in the industrial districts. The primary intent will be to modify the code as necessary to
implement any use table recommendations of the East Boulder Subcommunity Plan, while also
identifying other necessary modifications to uses in the industrial districts. There may be related
necessary implementation steps that come out of the plan that may be integrated into this work.
Neighborhood Centers. Work will take place to implement the Boulder Valley Comprehensive Plan
policies related to neighborhood centers by focusing on the overarching goals identified by the Planning
Board subcommittee, which include encouraging 15-minute neighborhoods, supporting mixed-use nodes
along corridors, and supporting walkable neighborhood centers of varying scales.
Expand the Community Benefit Program. This activity will add new land use intensity modification criteria
for community benefits beyond permanently affordable housing (e.g., below-market rate commercial
space, space for the arts, publicly accessible open space, etc.). Staff will develop revisions to the criteria
to be more prescriptive, to increase the level of predictability in projects in terms of form, design and
intensity, and to better achieve BVCP goals in line with sustainability and resiliency. This effort will likely
add design standards that address taller, larger buildings and avoid impacts to identified public view
corridors.
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Overview of Program & Intended Outcomes:
Engineering Review is responsible for technical development review, permitting, and inspection of work by
private parties within or impacting public rights-of-way and public easements. Areas of responsibility include
city-maintained infrastructure such as domestic water, wastewater, stormwater, transportation, along with
improvements maintained by private service providers for electric, telecommunications, and natural gas. The
workgroup is also responsible for administration of floodplain and wetland protection ordinances for both
public and private projects.
For 2023, the P&DS Department recommended an FTE position for a Right-of-Way (ROW) Permit and
Inspection Specialist that supports the engineering division’s right-of-way management team which issues
permits and inspects work in the city’s right-of-way and easements. The volume of permits issued for this
work continues to be high as private infrastructure rehabilitation and replacement continues and increased
communications infrastructure is constructed and maintained. The current Engineering ROW Team
completes most permit reviews and inspections within service standard delivery times, however significant
sized projects regularly experience delays in plan review. The intended outcome will provide much needed
capacity relief for staff to focus on process improvements, supervisory needs, professional development and
staff leave time.
Additionally, the P&DS Department recommended an additional FTE for a Senior Civil Engineer position to
perform technical reviews of residential, commercial and infrastructure plans for accurate construction
documents to ensure compliance with applicable local codes, design standards, and ordinances, and
compliance with all applicable national standards related to utilities and transportation systems to protect the
public health, safety and welfare. The current Engineering Review Team completes most reviews within
service standard delivery times of three weeks for most applications, however transportation reviews are
delayed by staff leave and staff development time and the ability to respond to general inquires is limited
when application volume is high. The addition of this role will provide much needed capacity relief for staff to
focus on process improvements, decreased customer waiting times, increased predictability/reliability of
service, and allow for professional development and staff leave time without impacting applicants.
2023 Activities:
Right-of-Way Inspection Capacity. The additional Right-of-Way Permit and Inspection Specialist will
assist with the ongoing, high volume of work in issuing permits and inspecting infrastructure in the public
right-of-way.
Development Plan Review. The addition of a Senior Civil Engineer position is also recommended to
support the review of residential, commercial and infrastructure plans, primarily for transportation reviews.
Engineering Review
SafePlanning & Development ServicesFY2023 Budget
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Overview of Program & Intended Outcomes:
Business and Support Services administers all Planning and Development Services operations, including
customer service, reception, and permit support. It also provides support to four advisory boards; administers
the licensing program, including contractor licensing, rental housing licensing, and short-term rental housing
licensing; and provides general administrative, programmatic and project support to the department.
2023 Activities:
New Customer Service Hub. The addition of a receptionist position will support the Customer Service
Hub in the New Britain building. This position will help P&DS and also Housing and Human Services
customers with in-person assistance with both departments’ services.
Operational Excellence Initiatives. Division Staff provides front-line customer service efforts for
departmental core services, leads the department’s process improvement implementation efforts
developed over the last two years and supports city-wide priority projects and initiatives such as board
and public engagement.
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P&DS Business & Support Services
Responsibly GovernedPlanning & Development ServicesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Information Resources provides support for the Planning and Development Services Department’s business
systems. This support includes the administration and management of the land management, permitting, and
licensing system EnerGov, geographic information systems (GIS), and analysis services, in addition to
records and research.
2023 Activities:
• Application Process Improvements. Staff will continue with the Service Delivery Optimization Project to
move permit, plan, and professional license case types to online applications in the Customer Self-Service
Portal, while implementing a new " Decision-Engine" tool to help customers find the correct application(s).
This work will continue through April 2024.
• PUD Mapping. The Division will map Planned Unit Developments to create a digital geographic-based
record of prior approvals and consolidate related paper and digital records, in conjunction with the larger
PUD Project noted above.
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P&DS Information Resources
Responsibly GovernedPlanning & Development ServicesFY2023 Budget
$41,991,699
Department Overview:
The Boulder Police Department partners with the
community to provide service and safety. The
mission entails a full range of services, which
includes but are not limited to crime prevention,
enforcement, security, investigations, management
of public disorder and quality of life issues,
emergency and disaster response, and training. The
Boulder Police Department strives to be a premier
law enforcement agency and a model of excellence
in policing by creating partnerships, building trust,
reducing crime, and improving the quality
of life for our community.
In 2023 the Boulder Police Department will be
focused on delivering high quality and equitable
policing utilizing modern and evidence-based
programs as well as technology and advanced
courses of training.
Department Programs:
Administration
Alternative Response
Investigative Services
Patrol Services/Traffic Enforcement
Police Departmental Support Services
Police & Fire Communications
Tactical Response
Training
Wellness
Capital and Operating Budget (FY2021-23)
Police
2023 Budget
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Department Overview
Administration (Safe)
Administration includes the Police Chief and support staff.
Alternative Response
Consists of Crime Prevention, Animal Protection, Code Enforcement, Photo Enforcement, Homeless
Outreach Team, Mall Team, Encampment Team, and Victim Services.
Investigative Services
Consists of the Target Crime Team, Narcotics, the Crime Lab, Crime Analysis, Major Crimes Unit, and
Special Investigations.
Patrol Services/Traffic Enforcement
Consists of Patrol Watches, Neighborhood Impact Team, Traffic Enforcement and the Police Officer Training
Program.
Police Departmental Support Services
Consists of Records and Information Systems, Finance/Budget/Grants, Fleet, Facilities Maintenance,
Property and Evidence, Personnel and Technology
Police & Fire Communications
Police and Fire Communications is the Public Safety Answering Point for all 9-1-1 calls and other non-
emergency police and fire requests for service.
Tactical Response
Consists of Special Weapons and Tactics (SWAT), Bomb Squad, and Drone Team (UAS).
Training
The Training Unit organizes mandatory training and maintains records of training of all police officers and
other department members.
Wellness
Consists of support teams and programs including the Employee Assistance Program (EAP), Peer Support
Team, Wellness Programs, and gym maintenance and equipment functions.
Department Staffing
Expenditure by Fund
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Overview of Program & Intended Outcomes:
Administration includes the Police Chief, Professional Standards and support staff. The office of the Police
Chief provides leadership, management and direction, sets policy, coordinates planning and department
initiatives, and works with staff to set the vision, values, and philosophy of the organization. Professional
Standards ensures transparency of department activities and employee actions.
2023 Activities:
Continue the evaluation and development of policies and procedures in compliance with legislative
mandates and the Commission on Accreditation for Law Enforcement Agencies (CALEA) standards.
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Responsibly Governed PoliceFY2023 Budget
Program Budget Overview
Overview of Program:
The Department utilizes a variety of strategies to address community needs and safety issues beyond the
traditional police response. These strategies included, the Homeless Outreach Team, the Crisis Intervention
Response Team, Photo traffic enforcement, the Victim Services team, and the Animal Protection and Code
Enforcement teams. FY23 enhancements for this program includes a one-time increase for uniform and
outfitting, as well as one-time funding for three new vehicles to support the encampment team.
Intended Outcomes:
Provide community services in situations better suited for non-traditional police response.
2023 Activities:
Expand, in partnership with Housing and Human Services, our response to community members in mental
health crisis by adding 2 clinicians and case worker. Continue to provide outreach services to the un-housed
population.
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Alternative Response
SafePoliceFY2023 Budget
Program Budget Overview
Overview of Program:
Consisting of Detectives, Narcotics, Special Enforcement, Alcohol & Marijuana Enforcement and
Criminalists, these units provide criminal investigation of all major cases to include homicides, sexual
assaults, crimes against children, family crimes, drug crimes, and any other complicated or major
investigation. In addition, the program provides enforcement of marijuana and alcohol compliance. The
Investigative Services program also maintains legislative compliance with Sex Offender registration and
intelligence gathering. The Investigative Services program works closely with criminal justice partners to
include district attorneys, probation and parole, Colorado Division of Criminal Justice, and federal authorities.
FY23 enhancements for this program include one-time and recurring expenses to up fit patrol cars with 52
cameras, as well as 30 fixed camera throughout the city.
Intended Outcomes:
Intended outcomes are successful identification and prosecution of criminal suspects, securing justice for
crime victims, problem solving with other partners to reduce crime, disorder and victimization.
2023 Activities:
Continue to provide investigative follow-up in major case investigations. Continue to prepare and present
cases to prosecution officials at the local, state, and federal levels.
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SafePoliceFY2023 Budget
Program Budget Overview
Overview of Program:
Patrol Services/Traffic Enforcement primarily includes uniformed sworn and non-sworn members who are
responding to calls for service and engaging in proactive policing efforts, round the clock. This section
includes Accident Report Specialists, Traffic, Watches 1,2, and 3, Neighborhood Impact Team, and Police
Training Officer Program. These programs all report to the Deputy Chief of Operations. These units are the
front line for response to 911 calls, in progress criminal and traffic-related matters, and have preliminary
investigative responsibilities. These units consist of primarily sworn police officers but also include civilian
and support staff.
Intended Outcomes:
Improving safety, prevent and respond to criminal activity, community outreach, and increased positive
relationships between the department and the community.
2023 Activities:
In 2023, the focus of these units is to focus on crime prevention and reduction using evidence-based policing
principles and the Stratified Policing Model. These units will be focused on maintaining high levels of officer
safety and employee wellness during challenging times. As the members of these teams are the first
responders to any critical incident in the City, a focus on training and best practices for law enforcement will
be a part of all of their activities in 2023.
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SafePoliceFY2023 Budget
Program Budget Overview
Overview of Program:
Support Services is comprised of the following units: Records and Information Systems,
Finance/Budget/Grants, Fleet, Facilities Maintenance, Property and Evidence, Personnel and Technology all
make support services. These units ensure the seamless day-to-day operations of the department in support
of the Police Operations Division.
Intended Outcomes:
Collect and maintain records in accordance with Colorado Open Records Act, maintain collection of all police
reports and summons’. Maintenance and control of all seized property and evidence with police accreditation
standards. Monitor departmental budget, process employee payroll, accounts receivable and payable, grant
submissions and reporting. Ensure working condition of police radios/mobile data terminals/in-car
cameras/legislatively mandated body worn cameras, etc. Maintain a clean, functional building and premises
for 24/7 operations and ensure police fleet is available and properly maintained.
2023 Activities:
Continue support of Workday and Telestaff implementations, continue to monitor budget and grants, the
majority of which multi-year grants. Continue to ensure the utmost cleanliness and sanitation of the building
now we are functioning within a Covid environment. Continue to maintain records and property in compliance
with local, state and federal law. Continue to explore and implement alternative ways to recruit difficult to fill
Police Officer positions.
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Responsibly GovernedPoliceFY2023 Budget
Program Budget Overview
Overview of Program:
Police and Fire Communications is the Public Safety Answering Point for all 9-1-1 calls and other non-
emergency police and fire requests for service. The dispatch center records service calls, assigns and tracks
police and fire resources, provides over the phone emergency medical instructions, and routes community
members to appropriate resources. The center also provides community notices and advisories in
emergency situations through a variety of technologies.
Intended Outcomes:
Ensure community members get the help requested, while tracking the on-duty personnel resources of the
two departments.
2023 Activities:
Continue to answer police and fire calls for service and provide community advisory in emergency situations.
Continue to explore and implement alternative ways to recruit difficult to fill Dispatcher positions.
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SafePoliceFY2023 Budget
Program Budget Overview
Overview of Program:
Tactical Response includes Special Weapons and Tactics (SWAT), Bomb Squad, and Drone Team (UAS).
The members of these teams all have primary assignments, and these are ancillary duties. These teams are
overseen by the SWAT Commander and report to the Deputy Chief of Operations. The focus of these teams
is to provide tactical support to patrol, investigations, and outside agencies. These teams focus on utilizing
modern technology and tactics to ensure safe and peaceful resolutions to in-progress critical incidents,
tactical operations, and planned events. These units are critical components of responses to civil unrest,
natural disasters, and community safety issues.
Intended Outcomes:
The goals and intended outcomes of all activities and operations of these teams is to prevent harm, enhance
community safety, and skillfully respond to complex situations. De-escalation and the ICAT model are at the
heart of what these teams do and in 2023 these teams will strive to utilize technology and best practices to
maintain community safety and prevent harm.
2023 Activities:
Areas of focus for 2023 for these teams include enhanced training, purchasing and evaluation of modern
equipment, officer wellness and fitness, and understanding and embracing of the Police Master Plan and
other departmental initiatives.
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SafePoliceFY2023 Budget
Program Budget Overview
Overview of Program:
The Training Unit organizes mandatory training and maintains records of training completed to ensure all
police employees are trained within accordance of City of Boulder and legislative mandates. This includes
both internal and external training classes or certifications. Sworn officers are mandated to obtain a minimum
number of hours in specified topics to maintain certification. In addition, this unit ensures academy
placement for new recruits and helps new recruits achieve successful completion of Peace Officer Standard
Training (POST) certification.
Intended Outcomes:
Ensure fair and equitable training is received across the department. Ensure the sworn members of the
department are current with mandated hours for POST certification.
2023 Activities:
Continue to manage the training function for the entire department. Provide legislatively mandated training to
sworn personnel in addition to city required training for all personnel.
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SafePoliceFY2023 Budget
Program Budget Overview
Overview of Program:
The Wellness Program consists of several support teams including the Employee Assistance Program
(EAP), Peer Support Team, Wellness Programs, and gym maintenance and equipment functions. Due to the
numerous challenges faced by police officers and non-sworn staff, having a robust wellness program is
imperative for retention, recruitment, and ensuring the mental and physical well-being of employees. The
department utilizes outside entities to oversee the EAP program and Peer Support Team. Both are overseen
by licensed Psychologists who specialize in police psychology. The Peer Support Team consists of over a
dozen department members both sworn and non-sworn who consistently engage with their peers to ensure
that needs are met, critical incidents are de-briefed, and that members know how to reach wellness
resources. The Peer Support Team reports to the Deputy Chief of Operations.
Intended Outcomes:
In 2023, the main desired outcome of the Wellness Units is to engage with a higher number of employees.
This will be accomplished by more outreach, departmental events like BBQs, informational sessions, and
family events. The goal of all of these teams is to de-stigmatize the use of mental health resources and
ensure a healthy and sound workforce.
2023 Activities:
In 2023, focus on bringing modern training surrounding health and wellness as well as wellness programs to
the agency. As Wellness is one of the main pillars of the Police Master Plan and thus these teams will
ensure that best practices are being used to support all of BPD staff.
Wellness
SafePoliceFY2023 Budget
Updated On 24 Aug, 2022
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2023 Budget
$ 59,448,390
91.86 FTE
The Transportation & Mobility Department is
dedicated to travel safety in and around Boulder as
well as maintaining existing infrastructure. The top
priority of the department is improving the quality of
life in Boulder by planning, maintaining, and
managing public investments.
Transportation & Mobility is dedicated to building a
people-first transportation system where everyone of
all mobility levels can get where they need to go
safely and efficiently. Walking and rolling are great
ways to experience Boulder’s beautiful outdoors – in
fact, Boulder features more than 150 miles of bike-
friendly infrastructure and is consistently rated as
one of the most bike- and pedestrian-friendly cities
in the country.
The city strives to create a transportation system
that is sustainable and reduces negative impacts on
Boulder’s natural environment, whether that’s
through electrifying our local bus fleet, supporting
walkable neighborhoods or building multimodal
infrastructure that makes it easy and convenient to
choose non-vehicular modes of travel. Boulder is
also a Vision Zero city, which means it joins other
cities worldwide in working to eliminating all serious
injuries and fatalities caused by traffic crashes
through safe street design.
Department Programs:
Transportation & Mobility Administration
Transportation & Mobility Planning
Transportation & Mobility Operations
Transportation & Mobility Maintenance
Airport
Transportation & Mobility
2023 Budget
Capital and Operating Budget (FY2021-23)
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Transportation & Mobility Program Overview
Administration
Administration is responsible for managing divisions and providing budgetary and administrative support and
assistance to the overall department. Additionally, this program provides guidance on division work
processes in an effort to operate smoothly and efficiently as a department.
Transportation Planning
Transportation Planning includes the planning, programming, and policy work of the department by
encouraging Boulder to design and use the multimodal system, including transit and the operation of the
transportation demand management system. This group also oversees the city’s progress toward meeting
the goals of the 2019 Transportation Master Plan.
Transportation Operations
Transportation Operations ensures a safe and efficient multi-modal transportation system including the
operating, and maintaining of appropriate infrastructure and traffic control, including signage, pavement
markings and traffic signals.
Transportation Maintenance
Transportation Maintenance includes the maintenance, operations, and repairs to city streets, bike paths,
medians, underpasses, and contracted maintenance for state highways. This workgroup responds to
emergencies and maintains mobility through weather-related events.
Airport
The Airport program consists of airport operations, repair and renovation of associated city buildings,
grounds maintenance, pavement upkeep and repairs, fueling system maintenance, snow removal, planning
and management of all CIP projects, and natural resource management at the Boulder Municipal Airport.
Transportation & Mobility Capital Improvement Program
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Transportation Development
Airport
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Program Budget Overview
Boulder’s Transportation & Mobility Department is dedicated to building a people-first transportation system
where everyone of all mobility levels can get where they need to go safely and efficiently. Walking and rolling
are great ways to experience Boulder’s beautiful outdoors – in fact, Boulder features more than 150 miles of
bike-friendly infrastructure and is consistently rated as one of the most bike- and pedestrian-friendly cities in
the country.
The city strives to create a transportation system that is sustainable and reduces negative impacts on
Boulder’s natural environment, whether that’s through electrifying our local bus fleet, supporting walkable
neighborhoods or building multimodal infrastructure that makes it easy and convenient to choose non-
vehicular modes of travel.
Boulder is also a Vision Zero city, which means it joins other cities worldwide in working to eliminating all
serious injuries and fatalities caused by traffic crashes through safe street design.
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Transportation & Mobility Administration
Accessible & ConnectedTransportationFY2023 Budget
Transportation & Mobility
Administration
Transportation & Mobility Administration is
responsible for managing divisions and providing
budgetary and administrative support and
assistance to the overall department. Additionally,
this program provides guidance on division work
processes in an effort to operate smoothly and
efficiently as a department.
Business Services
Administration
Business Services Administration provides support
to, and as part of, the Transportation & Mobility,
Utilities, and Facilities & Fleet departments, focusing
efforts on service equity and excellence. The
division provides administrative, financial, project
management, GIS, asset management, and system
administration to the delivery of essential services:
Information Services: GIS, Asset Management
System Administration, System Administration,
Metrics and Analysis
Financial Services: AP, Payroll, Financial Metrics
and Analysis, Internal Financial Administrative
Services and Financial Policy Administration,
Billing
Project Management: PMP Services, Center for
Project Excellence, Work Planning
Administration, Operational Excellence
Guidance, Process Improvement & Meeting
Facilitation, Non-CIP Project Management
Administrative Support Services: Customer
Service, Volunteer Program Management,
Uniform Program Management, Internal Policy
and System Administration, Program and Project
Development, Administration and Administrative
Support, Executive Assistance, CRM Program
Management, Business Administrative Services,
General Administrative Services, Advisory Board
& Council Agenda Process
Program Budget Overview
The Airport consists of airport operations, repair and renovation of associated city buildings, grounds
maintenance, pavement upkeep and repairs, fueling system maintenance, snow removal, planning and
management of all CIP projects, and natural resource management at the Boulder Municipal Airport.
The 2023 budget focus is on community relations and finding ways to improve facilities while crafting a
framework of business structures to maximize revenues and being a good neighbor. BDU will be undergoing
community engagement and conversations as a preamble to the airport Master Plan and a targeted
Community Compatibility Nosie Study to assist in mitigating operational impacts to residents. Safety is
always at the top of pour priorities and financial resources have been dedicated to continuing with this
priority.
2023 budget enhancements will allow the Airport to use allocated funding for grant administration and
compliance, maintenance and operations compliance, leasing administration, community outreach and
engagement, development and update of airport rules and regulations, staffing to ensure we meet our
obligations to operate the airport within FAA expectations, and to acquire the necessary technology and
equipment to deliver a sustained operating environment which is safe, secure and in a user-friendly during
year-round conditions.
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Airport
Accessible & ConnectedTransportationFY2023 Budget
Airport Administration
The Airport Administrative subprogram of the
Boulder Airport covers a variety of areas such as
Grant Administration, Leasing Polices and Programs
(for 350 tenants), Rates, Rents and Airport Fees
Policy, Community Outreach and Engagement,
Administering the Fly Quiet over Boulder noise
program, Airport rules and Regulations, Procurement
to ensure compliance with FAA requirements and
staffing to ensure we meet our obligations to operate
the airport within FAA expectations.
Performance measures utilized include the number
of noise complaints received by the public, by
analyzing CRM data. For 2023, the workgroup has a
target of reducing this number by 10%.
Operations & Maintenance
The Airport Operations & Maintenance Program
subprogram includes compliance in operations and
maintenance of airfield, safety inspections, irregular
operations response, wildlife mitigation, winter
operations, programs along with all 39 Grant
Assurances of the FAA and in perpetuity. It also
includes community outreach and engagement,
management of airport rules and regulations,
development, implementation and enforcement, and
procurement to ensure compliance with FAA
requirements.
Program Budget Overview
Transportation Maintenance includes the maintenance, operations, and repairs to city streets, bike paths,
medians, underpasses, and contracted maintenance for state highways. This workgroup responds to
emergencies and maintains mobility through weather-related events.
2023 Activities: Working closely with the Pavement Management Program to coordinate filling potholes,
patching in conjunction with pavement overlay work as well as proactive coordination of maintenance.
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Snow & Ice
The Snow & Ice subprogram supports safe travel for
all modes of transportation during snow events.
Snow and ice control focuses on efficiency,
effectiveness and safety in alignment with
Transportation, Boulder Police Department, and
Boulder Fire Department master plans by providing
timely response and communication.
Transportation & Mobility Maintenance
Accessible & Connected Transportation & MobilityFY2023 Budget
Pavement Maintenance &
Potholes
Pavement maintenance and pothole repairs focus
on extending the lifespan of streets and reducing
capital maintenance costs. This is achieved through
small and medium sized restorations and mill and
overlay projects. Patch sizes rarely encompass the
full width of a street and never include full width
blocks of streets. Pothole repairs extend the life of
pavement sections by removing and replacing small
damaged areas by hand. This process reduces
water infiltration into the sub grade and prevents
damaged areas from growing larger.
Performance measures used include the amount of
time to complete the closure of potholes after
identification. .
Bikeways & Path Maintenance
This subprogram performs maintenance on multi-
use paths to provide safe surfaces for users, clears
debris and vegetation from path edges to reduce
entanglements and hidden hazards, and performs
graffiti removal.
Medians & Irrigation
Medians serve an important role in public safety by
limiting conflict points along busy street arterials and
also have a calming effect on travel speeds. Further,
medians provide an opportunity to ehance the city
tree canopy, providing a cooling effect which is
consitent with climate action and GHG goals. This
program manages this important asset by
maintaining vegetation within code compliance
heights, repaisr and adjusts irrigation infrastructure,
removes and reduces noxious weed populations in
public areas, and maintains sight lines at roadway
crossings and entrances.
Street Sweeping
This subprogram manages the sweeping operations
along city streets to prevent debris flowing into storm
water systems and to reduce broken glass hazards
for pedestrian and bicycle users.
Alley & Unpaved Road
Maintenance
The core function of this subprogram is to smooth
the driving surface in unpaved alleys to provide safe
access to emergency response vehicles and general
multi-modal public use.
Program Budget Overview
Transportation Operations ensures a safe and efficient multli-modal transportation system, including the
operation and maintenance of appropriate infrastructure, such as traffic signs, pavement markings, traffic
signals, and street lights.
The overarching goal is to maintain and operate the transportation system to enhance safety and efficiency.
Operations staff provides response-based, routine and preventative maintenance in compliance with national
standards and best practices and provides technical oversight of projects to maintain and enhance the
transportation system.
2023 Enhancements include additional budget for continuing to meet the department's base level of service
in maintaining pavement markings, as well as additional staff person within the Signals & Lighting
subprogram to help maintain the signal system including the identification and replacement of corroded
signal poles.
Key activities in 2023 are focused on the Vision Zero Action Plan, implementation of strategic traffic signal
technology and maintaining/upgrading traffic signs, pavement markings, and traffic signals as part of asset
management and in conjunction with Capital Project efforts.
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Transportation & Mobility Operations
Accessible & Connected Transportation & MobilityFY2023 Budget
Signs & Markings
The Signs & Markings program installs and
maintains traffic signs and pavement markings
across the city’s transportation system.
The program provides response-based, routine
and preventative maintenance in compliance with
national standards and best practices;
Provides technical oversight of projects to
enhance the transportation system and ensure
consistency of signs and markings across the
city;
Provides oversight of work zone traffic control
signs and markings and assist with review of
special events.
Sign assets include 33,115 signs of all types,
including regulatory, warning, guide, information and
other, such as temporary traffic control. Pavement
marking assets include nearly 12,000 unique
markings totaling approximately 1 million square
feet, including lane lines, edge lines, stop bars,
crosswalks, bike lanes, bike symbols, green conflict
markings, lane arrows, word messages, chevrons,
and others.
Performance measures utilized include the number
of signs replaced each year to meet the
department's goal of replacing all signs after a 20
year lifecycle duration. The 2023 target is to replace
1000 signs each year.
Vision Zero
The Vision Zero's main focus is to review and
analyze crash data and conduct crash analyses.
Based on crash data trends, crash patterns, and
identification of risk factors along the transportation
system, this program develops and implements
countermeasures and projects focused on reducing
serious injury and fatal crashes to work toward the
city’s Vision Zero goal – zero serious injuries or fatal
crashes.
Traffic Engineering
Traffic Engineering completes traffic engineering
studies to review, assess, and evaluate conditions
across the transportation system related to such
things as:
Vehicular, pedestrian and bicycle daily and peak
hour volumes;
Vehicle speeds, travel times, pedestrian and
bicycle crossing activity, and traffic operations.
Traffic Engineering applies analysis and engineering
judgment to determine recommended changes to
traffic control, pedestrian crossing treatments, speed
limits, and other operational concerns related to
signs, markings, traffic signals, and street lighting.
Signals & Lighting
Signals & Lighting installs, maintains, and operates
the city’s traffic signal system and city-owned street
lights.
The program provides oversight and coordination
related to the operation and maintenance of Xcel
Energy owned street lights.
Provides response-based, routine and
preventative maintenance in compliance with
national standards and best practices.
Provides technical oversight of projects to
enhance transportation system and ensure
consistency of signals and lighting across the
city.
Provides utility location services for underground
city signal infrastructure.
Periodically reviews signal timing and phasing
and implement changes to improve operational
efficiency or safety.
Traffic signal and lighting assets include 157 traffic
signals, 76 school zone flashers, 20 rectangular
rapid-flashing beacon (RRFB) pedestrian crossings,
27 radar speed displays, 5,000 street lights (Xcel
Energy and city-owned), and 89 underpass lighting
systems.
Program Budget Overview
Transportation & Mobility Planning includes the planning, programming, and policy work of the department
by encouraging Boulder to design and use the multimodal system, including transit and the operation of the
transportation demand management system. This group also oversees the city’s progress toward meeting
the goals of the 2019 Transportation Master Plan. 2023 Enhancements include a 7% increase to HOP and
Via paratransit service contracts to maintain current service levels, as well as investments into electric
buses, bus stop repair and maintenance, and new transit services in partnership with RTD.
Primary focus for 2023 includes work on the Core Arterial Network (CAN), regional transportation corridor
planning, curbside management planning, and ongoing multimodal planning and support of the Vision Zero
Action Plan and Capital Projects.
Sub-Program areas include Advance (Long-Range) & Regional Planning, Bicycle/Pedestrian Planning,
Transit Planning and Transportation Demand Management Planning.
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Transportation & Mobility Planning
Environmentally Sustainable Transportation & MobilityFY2023 Budget
Advance (Long-Range) &
Regional Planning
The program includes regional multi-modal corridor
planning, pursuit of grant funding for capital projects
and transit programs; CDOT, RTD, DRCOG
coordination; the TMP Update, participation in the
Northwest Area Mayors & Commissioners Coalition,
CO119 and CO7 Coalitions; and long range land
use-transportation planning.
Performance measures utilized include the
measuring of total vehicle miles of travel (VMT).
Subprogram objectives include the reduction of VMT
by 20% by 2030.
Bicycle/Pedestrian Planning
This program works to implement the Transportation
Master Plan, and specifically, the Low Stress Walk
and Bike Network Plan and Vision Zero Action
Plans. The program provides the funding for staff to
lead these efforts as well as the resources to
contract with community organizations to provide
walk and bike encouragement programming for the
Boulder community.
Performance measures utilized include number of
traffic fatalities on the city's road network. This is
tracked by analyzing police crash reports.
Transit Planning
The city's transit program oversees and manages
service agreements and funding requirements for
the provision of enhanced transit services in the
community. Contracted services include the HOP
fixed route bus service, specialized senior and
paratransit services, and FLEX regional service
between Fort Collins and Boulder. The program also
coordinates the cleaning, maintenance, and repair of
community bus stops. The program manages the
grant and procurement activities for the continued
electrification of the HOP bus fleet.
Transportation Demand
Management (TDM)
The TDM program uses a variety of polices,
strategies and programs to meet TMP goals
including funding employer outreach through
Boulder Transportation Connections, subsidizing
transit and vanpool programs, and tracking
performance through our metrics program. The most
effective TDM programs in the city of Boulder are the
suite of EcoPass programs for employees, residents
and university students. The city provides rebates to
new employers joining the Business EcoPass
Program as well as on-going subsidies to residents
participating in the Neighborhood EcoPass.
EcoPass holders are six-times more likely to use
transit and they also make more walking and biking
trips than residents or employees without access to
the EcoPass.
2023 Budget
$140,083,330
175.97 FTE
Department Overview:
The Utilities Department provides water, wastewater,
and stormwater & flood management services to
protect human and environmental health through
efficient management of fiscal and natural
resources.
Department Programs:
Administration
Wastewater Treatment
Utilities Distribution & Collection System
Maintenance
Water Quality
Utilities Planning & Project Management
Water Treatment
Water Resources
Capital and Operating Budget (FY2021-23)
Utilities
2023 Budget
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Department Overview
Administration
The Administrative Division is responsible for planning and executing a comprehensive range
of administrative services which support operations. These services encompass the areas of human
resource management, financial management, systems and information management, project management
and support services. In these areas, the support provided by the Administrative Division is critical to the
effective and efficient operations of the Utilities department
Utilities Planning & Project Management
Utilities Engineering protects public health and the economic vitality of our city through quality utility system
management. This team provides planning, public engagement, project management, engineering,
construction, and asset management for water, wastewater, and stormwater/flood management infrastructure.
Utilities Distribution & Collection System Maintenance
Utilities Maintenance operates, maintains, and provides emergency response for the water distribution,
wastewater collection, flood control facilities and stormwater conveyance systems of the city. This workgroup
also performs all water meter reading, maintenance, and repair along with all underground utility locates.
There is also a team that handles the Public Space Reclamation for all Utility corridors including Boulder
Creek and adjacent properties. A new team will begin in 2023 focusing on Public Space Reclaimation
outside of the Utilities area and focus on efforts thoughout the city.
Water Resources
Water Resources manages the city’s municipal raw water supplies and hydroelectric facilities. This group
manages the diversion, storage, and delivery of raw water and completes water rights accounting. This
workgroup also manages the water conservation program, leasing of raw water supplies to agricultural users,
protects the city’s water rights in water court proceedings, acts as a liaison with ditch companies, and
manages the instream flow program for Boulder Creek.
Water Treatment
Water Treatment operates and maintains the two water treatment plants responsible for providing the
Boulder community with potable water for public health and fire response. This team is responsible for
ensuring compliance with federal and state regulations including the Safe Drinking Water Act.
Wastewater Treatment
Wastewater Treatment operates and maintains the Boulder Water Resource Recovery Facility (WRRF) and
the Boulder Lift Station. At the WRRF, raw wastewater from city residents and businesses is processed into
clean water that is discharged into Boulder Creek according to the city's National Pollutant Discharge
Elimination System permit. In addition to clean water, biosolids fertilizer and renewable natural gas are
recovered at the WRRF.
Water Quality
Water Quality serves as a technical resource and provides regulatory support for Utilities and other city
departments. Services include implementation of and support for regulatory permits, monitoring to meet
regulations, evaluating performance of wastewater and drinking water treatment processes, and
implementation of programs to protect public and environmental health, including the city’s source water and
stormwater systems. The group also provides project management services in support of integrating water
quality enhancement and regulatory compliance into the city’s capital projects.
Six Year CIP
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Wastewater Utility
Lottery
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Department Staffing
Expenditure by Fund
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(6300) Stormwater & Flood…
(1100) General
(2110) Lottery
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Program Budget Overview
The Administrative Division is responsible for planning and executing a comprehensive range
of administrative services which support operations. These services encompass the areas of human
resource management, financial management, systems and information management, project management
and support services. In these areas, the support provided by the Administrative Division is critical to the
effective and efficient operations of the Utilities department. Another specific workgroup is the Utility Billing
team. The Utility Billing (UTB) staff are responsible for customer calls, inquiries, CRM mangement, water
budget adjustments, leak adjustments and customer hardship issues as well as accurate billing and
collection. Performance metrics tracked and evaluated includes the number of customer calls received.
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Utilities Administration
Environmentally SustainableUtilitiesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Utilities Maintenance operates, maintains, and provides emergency response for the water distribution,
wastewater collection, flood control facilities and stormwater conveyance systems of the city. This workgroup
also performs all water meter reading, maintenance, and repair along with all underground utility locates. A
team also handles Public Space Reclamation for all Utility corridors including Boulder Creek and adjacent
properties. Performance metrics tracked and evaluated includes the length of sewer line jetted each year.
2023 Activities: With assistance from city departments such as Police and OSMP, the Utilities Maintenance
team will add four new members which will be funded by the General Fund to respond to encampments
throughout the city (outside Utility areas).
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Distribution and Collection System
Maintenance
SafeUtilitiesFY2023 Budget
Collection System Maintenance
This group maintains a collection system consisting
of 360 miles of Wastewater mains and associated
assets. This consists of maintenance programs for
cleaning and televising the entire system every 3-5
years, performing emergency repairs and upgrades,
manhole inspections and repairs. Beginning in 2023
managing of the manhole rehabilitation program will
be done internally.
Distribution System
Maintenance
This group maintains a Water Distribution system
consisting of 490 miles of Water mains and
associated assets. This consists of annual
programs for fire hydrant inspections and repair,
valve operations and repair, storage facilities
maintenance, emergency response and new
installation of water mains.
Flood Channel Maintenance
Thei group maintains open channel infrastructure
consisting of 35 miles of open channel floodways
and portions of irrigation ditches. This consists of
maintaining trash racks, maintenance agreements
with the various ditch companies, sediment removal
and tree work. During a weather event we also have
emergency response.
Storm Sewer Maintenance
This group maintains a Stormwater system
consisting of 160 miles of piped stormwater lines
and all assets associated with that. This includes
cleaning, televising, repairs, and new installs.
Meter Operations
This group maintains all water meter infrastructure
and utility locates. This includes monthly reading of
over 29,000 meters, repairs, customer appointments
and the new replacement program as of 2022. The
locate portion of the division completes an average
of 19,000 underground utility locates for all
construction projects.
Program Budget Overview
Overview of Program & Intended Outcomes:
Utilities Engineering protects public health and the economic vitality of our city through quality utility system
management. This team provides planning, public engagement, project management, engineering,
construction, and asset management for water, wastewater, and stormwater/flood management infrastructure.
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Utilities Planning & Project Management
SafeUtilitiesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Wastewater Treatment operates and maintains the Boulder Water Resource Recovery Facility (WRRF) and
the Boulder Lift Station. At the WRRF, raw wastewater from city residents and businesses is processed into
clean water that is discharged into Boulder Creek according to the city's National Pollutant Discharge
Elimination System permit. In addition to clean water, biosolids fertilizer and renewable natural gas are
recovered at the WRRF.
Performance metrics tracked and evaluated includes:
Pounds of nutrients discharged in the effluent to Boulder Creek. Nitrogen and phosphorus are the main
two macro-nutrients that are regulated and have significant environmental and public health impacts. The
WRRF strives to optimize treatment to minimize the pounds of N and P discharged, and decrease those
values over time.
Energy use and efficiency is established based on volume of wastewater treated (millions of gallons) and
strength of wastewater (pollutant concentration) and normalized as a benchmark. Electricity is the
prominent energy metric, and the WRRF aims to reduce overall energy usage (kWh) and demand (kW) to
achieve wastewater treatment goals.
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Wastewater Treatment
Environmentally SustainableUtilitiesFY2023 Budget
Program Budget Overview
Overview of Program & Intended Outcomes:
Water Quality serves as a technical resource and provides regulatory support for Utilities and other city
departments. Services include implementation of and support for regulatory permits, monitoring to meet
regulations, evaluating performance of wastewater and drinking water treatment processes, and
implementation of programs to protect public and environmental health, including the city’s source water and
stormwater systems. The group also provides project management services in support of integrating water
quality enhancement and regulatory compliance into the city’s capital projects. Performance metrics tracked
and evaluated includes the number of water quality compliance issues identified and corrected.
2023 Activities:
In 2023, the Water Quality team will conduct drinking water quality sampling and analysis to support two new
regulations related to lead and copper and unregulated contaminants and will implement several voluntary
projects to support water quality, including an update to the city’s Source Water Protection Plan and a
comprehensive stream health assessment of Boulder Creek and its tributaries, both of which will guide future
management strategies. The Water Quality team has also taken an enhanced role in Greenways vegetation
management along drainageways.
Visualization
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Water Quality
Environmentally SustainableUtilitiesFY2023 Budget
Industrial Pretreatment
The Industrial Pretreatment (IPT) Program regulates
and monitors non-domestic sources of sanitary
waste by issuing permits to certain industries that
require pretreatment of waste and regular reporting,
and by periodically inspecting and sampling other
businesses to ensure they are in compliance of local
discharge regulations. IPT staff also inspect
restaurants and other food service establishments to
ensure compliance with the city’s fats, oil and
grease (FOG) regulations.
Stormwater Quality
The Stormwater Quality Program implements
compliance activities through the municipal separate
storm sewer system (MS4) permit, which allows
discharges from the city’s storm system to Waters of
the State. The team also oversees compliance with
the Boulder Creek E. coli Total Maximum Daily Load
(TMDL), identifies voluntary projects to improve
water quality and manages a portion of the
Greenways program related to vegetation
management along drainageways.
Drinking Water Quality
The Drinking Water Quality team implements
programs and monitors water quality from source
water to the customer tap to meet regulatory
requirements and proactively addresses operational
considerations and emerging water quality issues.
Key activities include water quality sampling and lab
analyses; managing the backflow prevention
program; implementing source water quality
projects; and emergency planning related to drinking
water and water supply emergencies.
Water Resource Recovery
Facility Lab
The WRRF Laboratory provides a wide range of
analytical capabilities, supporting the WRRF for both
discharge permit compliance and process
optimization and improvement, as well as the
drinking water, stormwater and industrial
pretreatment programs. The WRRF Lab completes
over 99% of required analytical work in-house and,
in an average year, processes around 3,700
samples and completes around 34,000 analyses.
Program Budget Overview
Overview of Program & Intended Outcomes:
Water Resources manages the city’s municipal raw water supplies and hydroelectric facilities. This group
manages the diversion, storage, and delivery of raw water and completes water rights accounting. This
workgroup also manages the water conservation program, leasing of raw water supplies to agricultural users,
protects the city’s water rights in water court proceedings, acts as a liaison with ditch companies, and
manages the instream flow program for Boulder Creek. Performance metrics tracked and evaluated includes
the year-over-year increase in hydro-electric power generation.
2023 Activities:
Updating the Water Efficiency Plan (WEP). The purpose of the WEP is to re-evaluate water conservation
goals and select water conservation programs to achieve the goals.
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Water Resources
Environmentally SustainableUtilitiesFY2023 Budget
Raw Facilities Operations
The Raw Water Facility Managers are responsible
for the operation, maintenance, and inspection of
source water facilities in the Middle Boulder Creek
and North Boulder Creek Watersheds. The
watershed managers provide raw source water to
the water treatment facilities to meet Boulder’s water
demands. To ensure continued smooth operations,
staff will continue to operate, maintain, and inspect
all raw water facilities and make any needed repairs.
Hydroelectric Operations
There are eight hydroelectric facilities to maintain,
four located on the raw water system and four
located on the treated water system. These facilities
reduce pressures to safe levels for Boulder’s
distribution system. The hydroelectric dept will
continue to break high pressures from source piping
for lakes, water treatment facilities and creeks.
However, Water Resources accounting for creek
flows demands and water distribution play a large
part in hydroelectric operations and generation. The
revenue created from hydro power generation helps
offset maintenance, salaries costs and other
expenses on the facilities, including to provide lower
water rates for the end users.
Water Resources Management
Boulder’s water supply system consists of a diverse
portfolio of water rights and water delivery contracts
which allow the city to use water both from the local
Boulder Creek basin and from tributaries of the
Colorado River. Water resources staff manage, plan,
and operate the city’s water system balancing
intricate relationships between water rights decrees,
water quality, State laws, streamflow’s, reservoir
storage operations, treatment and infrastructure
capacity, hydropower production, and water
demands.
Water Conservation
The Water Conservation Program offers support
services to City of Boulder customers who want to
be more efficient with their water use. Using water
efficiently and eliminating leaks can help reduce
your water utility bill while also supporting the
Boulder community to be more sustainable. In 2023,
Utilities staff will continue annual water conservation
programs with Resource Central and Partners for a
Clean Environment (PACE) to residential,
commercial, industrial, and institutional customer
sectors. Programs include educational water-wise
seminars, conducting outdoor sprinkler irrigation
audits, implementing a turf replacement program,
and conducting customer water use advising and
direct efficiency installations. .
Program Budget Overview
Overview of Program & Intended Outcomes:
Water Treatment operates and maintains the two water treatment plants responsible for providing the
Boulder community with potable water for public health and fire response. This team is responsible for
ensuring compliance with federal and state regulations including the Safe Drinking Water Act. Performance
metrics tracked and evaluated includes the number of gallons of water treated each year.
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Environmentally SustainableUtilitiesFY2023 Budget
The City of Boulder’s Capital Improvement Program (CIP) is a comprehensive, six-year plan for maintaining,
enhancing, and expanding public and service-delivery infrastructure. The 2023-2028 CIP identifies all
planned capital improvement projects and their estimated costs over the six-year period, comprising $160.8
million in new appropriation for 2023 and $746.7 million in planned spending between 2023-2028 to support
over 200 capital projects.
Due to the multi-year nature of the capital budget, appropriations do not expire at the end of the fiscal year
and remain in effect until the project is completed. In addition, capital appropriation from the annual CIP may
significantly fluctuate between years due to timing of projects and availability of funding. This can be
demonstrated by the range in annual spending in the 2023-2028 CIP, ranging between $62.5 million and
$173.2 million over the six-year period.
As reflected in the below chart, eight city departments have planned spending on capital projects between
2023-2028. The majority of planned spending within the 2023-28 CIP supports utility and transportation
capital projects, which comprises over 70% of all projects within the CIP. Additional detail on department
CIPs can be found within their respective pages included below. In addition, capital maintenance and
enhancement projects typically comprise most investments within the CIP. In the 2023-2028 CIP, 85% of all
projects fall under the capital maintenance and capital enhancements project categories, once again
demonstrating the city’s continued focus and investment into taking care of its existing physical assets in the
community.
Notably, with the 2021 voter renewal of the 0.3% Community, Culture, Resilience, and Safety Tax, the City
will be able to continue to support critical citywide infrastructure projects through an estimated $29.6 million
in 2023 for capital project investments and community non-profit grants, and $48.6 million in planned
spending for 14 projects over the six-year CIP.
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Open Space & Mountain Pa…
General Government
Community Vitality
Fire-Rescue
Innovation & Technology
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Capital Improvement Program
2023-28 Six-Year Capital Improvement Program (CIP) Summary
Utilities Transportation &
Mobility
Facilities & Fleet
Utilities plans to spend $74.9
million on infrastructure projects
in 2023, including investments in
the 63rd WTF Campus Electrical
& High Service Pump Station,
Barker Water System, and Main
Sewer Interceptor Project.
2023 Budget: $74.9 million
2023-28 Planned Spending:
$443.0 million
Transportation & Mobility plans to
invest $31.8 million in 2023 to
support transportation projects
such as the 30th St Corridor
Multimodal Improvements Project
and 28th & Colorado Intersection
Multimodal Improvements.
2023 Budget: $31.8 million
2023-28 Planned Spending:
$108.6 million
The Facilities & Fleet CIP
includes $7.3 million in 2023 to
support facilities and fleet
maintenance projects as aligned
with the Facilities' Master Plan.
Most notably, in 2025 the
department includes $70 million
to support the Western City
Campus Development at Alpine-
Balsam.
2023 Budget: $7.3 million
2023-28 Planned Spending:
$84.8 million
Parks & Recreation Open Space &
Mountain Parks
Community Vitality
The Parks & Recreation CIP
includes $7.9 million to support
projects such as community
outreach and design for the East
Boulder Community Center and
improvements at Violet Park and
the Boulder Reservoir.
2023 Budget: $7.9 million
2023-28 Planned Spending:
$34.9 million
Open Space & Mountain Parks
plans a total of $7.1 million in
spending in 2023 to support trail
and soil maintenance projects
and other capital ecosystem
maintenance projects.
2023 Budget: $7.1 million
2023-28 Planned Spending:
$18.9 million
Community Vitality plans to invest
$3.4 million in 2023 for continued
Access Management and Parking
Strategy (AMPS) implementation,
public art signage and
maintenance, and general repairs
and improvements to the City's
parking assets within special
districts.
2023 Budget: $3.4 million
2023-28 Planned Spending:
$14.6 million
Fire-Rescue Innovation & Technology
Fire-Rescue plans to continue the relocation and
replacement of Fire Station #3, with $14.5 million
supporting the construction beginning in 2023.
2023 Budget: $14.5 million
2023-28 Planned Spending: $14.5 million
Innovation & Technology plans to spend $6.7 million
in 2023 on software and hardware replacement
projects such as the replacement of the City's
existing financial system, as well as renovationg and
upgrading the technology within the City Council
Chambers.
2023 Budget: $6.7 million
2023-28 Planned Spending: $12.3 million
Community, Culture, Resilience,
& Safety Tax
As voters approved the renewal of the Community,
Culture, Resilience, and Safety (CCRS) tax in
November 2021, the 2023-28 CIP reflects the first
opportunity to plan future capital investments
utilizing the renewed revenues. Staff is projecting
CCRS, a 0.3% dedicated sales and use tax, will
generate approximately $13.5 million in 2023.
Council appropriated approximately $1.7 million in
2022 to kick start projects such as the core arterial
network (CAN) and the enterprise data platform to
help develop the City's use of data in decision-
making.
The 2023 Approved Budget includes $27.1 million in
2023 for several key CCRS city infrastructure
projects, such as:
Fire Station #3 Construction final funding
($14.5M)
Xcel Energy Streetlight Acquisition ($7.0M)
Planning & Design for Pearl Street Mall Refresh
and East Boulder Community Center
Renovations ($2.0M)
Continued Core Arterial Network Investments
($1.3M)
In addition to the infrastructure investments, the
CCRS tax reserves 10% of total revenues for
community nonprofit support related to capital
projects. The 2023 Approved Budget appropriates
$2.6 million in anticipation of beginning a nonprofit
support program in early 2023. In October 2022,
Council approved staff to move forward with the
proposed structure for the nonprofit grant program.
The chart below provides a breakdown of the CCRS
planned spending by capital project over the six-
year period.
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10% Community Non-Profit…
Streetlight Acquisition
Central Avenue Bridge Repl…
Pavement Mgmt Program S…
East Boulder Community C…
Traffic Signal Upgrades
Safer Main Streets 30th Se…
More (7 grouped)
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Spending on Projects within Community Vitality
Visualization
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University Hill Comm Dist
Capital Improvement CCS
Bldr Junction GID- Parking
Governmental Capital Fund
Bldr Junction GID-TDM
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Overview of Department Community Vitality
The Community Vitality Capital Improvement Program is focused on building and maintaining infrastructure
and art installations and investing in maintenance measures to prolong the life of these valuable assets.
Community Vitality manages several general improvement districts and district-owned assets including five
parking structures, two of which have leasable commercial property. The Arts and Culture work group further
utilizes 1% of all qualified capital projects budgeted citywide to integrate art into those projects. Community
Vitality is also part of a cross-departmental Access Management and Parking Strategy (AMPS) to address
Performance Based Pricing and the Residential Access Management program.
Capital Improvement Plan
Community Vitality
AMPS and NPP
Study and
Implementation
Public Art Signage 1% For Public Art
The Access Management and
Parking Strategy (AMPS) was
developed as a guide through
which city staff, leadership,
boards, commissions, and the
community at large could work
toward improving Boulder’s
approach to multimodal access
and parking management across
the city and within special
districts. This cross-departmental
strategy includes Performance
Based Pricing and the Residential
Access Management program.
2023 Budget $129,200
Estimated Completion Date
12/31/2023
In August 2021, the Boulder Arts
Commission adopted the Public
Art Accessible Signage Plan. This
guidance document was created
as a resource to provide
consistent information about
Boulder’s public art collection. It
includes standards for content,
look, and materials. The plan
details accessibility
recommendations for each
artwork including integration of
multiple languages, tactile
reproductions, and audio
components. Additional off-site
opportunities include storytelling,
online content, and more. With
adoption of the Accessible
Signage Plan, all public art
projects have standard labeling
requirements moving forward.
2023 Budget $300,000
Estimated Completion Date
12/31/2023
Boulder has a long history of
commissioning public artwork for
the community's collection. Like
many other cities, a percent for
art program helps integrate works
of art into many capital building
projects by applying a formula of
funding: 1% of the construction
budget of certain capital projects
will be used to integrate artwork
into the building. This proposal
for the FY2023 budget makes a
change to that formula for
Community Culture Resilience
and Safety tax-funded projects:
calculating the public art funding
based on tax revenue rather than
construction budgets. This will
have the benefit of creating more
flexibility in how the funds can be
best allocated to integrate with
building projects without any extra
burden on the project budgets
themselves.
2023-28 Budget $733,263
2023 Budget $110,751
Gateless System
Installation
HVAC System
Repair-Replacement
Garage Deck &
Structural Capital
Maintenance
Gateless technology will allow for
the entrance and exit of vehicles
from city owned parking garages
without stopping. This technology,
currently utilized at the Trinity
Garage and Boulder Junction,
allows for an improved customer
experience and reduced
operating costs. This will coincide
with the timing of the next phase
of AMPS implementation.
Installation will begin in 2022 with
an anticipated completion in
2023.
2023 Budget $600,000
Estimated Completion Date
12/31/2023
This project is the planning,
scoping, and construction of
HVAC systems at the 1100
Spruce and 1500 Pearl parking
structures. This impacts the
parking areas, tenant spaces, and
offices and represents a phased
approach from 2023-2025.
2023-28 Budget $820,000
2023 Budget $500,000
This project will address spandrel
repairs near the stairs in the 1100
Spruce parking structure, as well
as address additional deck repair
work at the RTD parking
structure. The project will also
cover preventative maintenance
work for the parking structure
decks.
2023-28 Budget $3,500,000
2023 Budget $500,000
Randolph Garage
Deck Repairs
14th St Parking Lot
Redevelopment
Boulder Junction
Public
Improvements
The Central Area General
Improvement District (CAGID) is a
50% owner of the Randolph
Center at 1100 Walnut. This
project will address water
penetration and include sealing
and structural repairs.
2023-28 Budget $800,000
2023 Budget $300,000
With the recent sale of the
Pleasant St. parking lot for the Hill
Hotel, this project aims to direct
the sale proceeds back into the
University Hill General
Improvement District (UHGID) as
an investment in the
redevelopment of UHGID's 14th
Street lot.
2023-28 Budget $2,700,000
2023 Budget $200,000
The Boulder Junction General
Improvement District - Parking
(BJAD-Parking) is responsible for
the maintenance and
enhancement of capital assets
within the District. Beginning in
2022, funds have been set aside
for public improvements and other
related enhancements for the
district. Upcoming projects
include implementation of the
KMA recommendations for
wayfinding signage. A long-term
planning effort with the Boulder
Junction Commissions will take
place in 2022 to help inform future
investment.
2023-28 Budget $600,000
2023 Budget $100,000
Spending on Projects within Facilities & Fleet
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Capital Improvement CCS
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Overview of Facilities & Fleet Projects
Boulder’s Facilities Master Plan (FMP) established the framework to inform Capital Projects planning,
development, and implementation. The three pillars of asset management and six guiding principles aid in
prioritizing replacement of aging infrastructure and buildings, and serve to guide new projects that are built to
last.
This plan sets the standard for excellence in facilities to achieve capital and operations fiscal transparency,
reduction of deferred equipment replacement, and progress towards achieving department and city-wide
goals in buildings.
Capital Improvement Plan
Facilities & Fleet
Alpine-Balsam
Implementation
Western City
Campus at Alpine-
Balsam
Development
East Boulder
Community Center
Deep Retrofit and
Renovations
The Facilities & Fleet Department
is leading development of the
Alpine-Balsam site which will
result in construction of a new
Western City Campus and public
housing which is being developed
by Boulder Housing Partners. The
vision for the Alpine-Balsam area
exemplifies Boulder’s innovative
goals. This project includes
overall Process and Project
Management of implementation
and construction, flood
infrastructure, district energy, and
enhanced mobility and parking
strategies that support the two
primary uses on the site.
2023-28 Budget: $3,950,000
2023 Budget: $3,650,000
Estimated Completion Date: 2030
The Alpine-Balsam Area Plan
identified creation of a centralized
city services hub as a primary
goal; the FMP further defined
consolidation of several city
buildings to a new Western City
Campus as a key initiative
enabling the city to better serve
the community, meet Climate &
Resiliency goals and provide
greater financial stewardship of
city buildings. These goals will be
achieved through a deep energy
retrofit and renovation of the
former Medical Office Pavilion
and creation of a civic plaza
connecting to other elements on
the site.
Funding for the project's
construction was programmed in
prior budget years prior to delays
caused by COVID and
unprecedented construction
escalation. A funding gap is
anticipated and will be covered
through grants and non-
conventional methods of
leveraging future savings from
buildings vacated by this project
to fund capital construction.
2023-28 Budget: $70,000,000
2023 Budget: $1,000,000
A deep energy retrofit and
renovation to modernize and
provide opportunities for
community members to recreate
and maintain a healthy and active
lifestyle. The project aligns with
Parks & Recreation and Housing
& Human Services Master plans
and is guided by the key pillars in
the FMP putting buildings on a
path towards environmental
sustainability, social
responsibility, and financial
stewardship. This project
supports the design phase of the
deep energy retrofit and facility
modernization/renovation.
2023-28 Budget: Construction
costs to be assessed during
design phase.
2023 Budget: $1,500,000
Estimated Completion Date: 2026
Estimated Completion Date: 2027
Spending on Projects within Fire-Rescue
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DollarsCapital Improvement CCS
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Overview of Fire-Rescue Projects
Fire-Rescue updated its departmental Master Plan in early 2020 and included a number capital replacement
and enhancement elements that would enable the department to achieve its Council-accepted strategic
goals over the next 7-10 years under three funding scenarios: Fiscally Constrained, Action, and Vision.
Capital Improvement Plan
Fire-Rescue
Relocation and Replacement of
Fire Station #3
At the Fiscally Constrained level, the Master Plan
called for the city to move forward with the relocation
and replacement of Fire Station #3 to accomplish
three objectives.
First, Fire Station #3 is being moved to a new
location further north on 30th street to take it out of a
100-year floodplain. Second, the new station is
being re-located to an area that is better situated to
respond to higher call volumes. Finally, the
replacement of Station #3 will expand Fire-Rescue’s
system-wide facility capacity to expand into fire-
based advanced life support (paramedicine) and
transport as well as accommodate administrative
staffing space needs which is necessary as the
department is currently using temporary space for
administrative functions. This co-location is critical
as it is an efficient utilization of acquired land,
avoids long term rental fees for administrative
space, and builds a near net-zero facility to help
meet city-wide climate goals.
The relocation and replacement of Fire Station #3 is
being funded from a number of sources including
dedicated dollars generated by the Community,
Culture, and Safety Tax that was passed in 2017,
the Community, Culture, Resilience and Safety Tax
that was passed in 2021, as well as supplemental
General Fund capital funding and use of Fire-
Rescue’s balance of impact fees and development
excise taxes in the Capital Development Fund. The
project has been submitted for site review and
construction is anticipated to begin in 2023.
2023 Budget: $14,500,000
Estimated Completion Date: Quarter 1 2024
Spending on Projects within Innovation &
Technology
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3.0M
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DollarsGovernmental Capital Fund
Computer Replacement
Capital Improvement CCS
Sort Large to Small
Overview of Innovation & Technology Projects
The majority of the Innovation & Techology department's projects are capital maintenance projects that
involve the replacement and upgrade to existing systems and software. However, in the next few years, the
department expects to focus significant efforts on transforming technical operations and capacity. The pace
of change in technology is a significant factor to consider when planning projects, and offers both new
opportunities and challenging threats to mitigate.
The shifting composition of the City of Boulder's workforce will require attention as we emerge from the
pandemic and return to an office environment significantly different from its previous design, including a
remodel to the City's council chambers space to include hybrid technology. The department will also assist
with the planned replacement of the City's finance system along with continuing the phased implementation
of the enterprise data platform. Additionally, the City plans to invest in upgrades to the existing network
infrastructure, replacement of the virtual server and storage system, and replacement of the system for data
backup and disaster recovery.
Capital Improvement Plan
Innovation & Technology
Software
Replacement
Council Chambers
Remodel
Network Hardware
Replacement
This is an ongoig Capital
Maintenance project for software
and other project expenses
needed to ensure timely
replacement of the city's software
applications. These systems are
necessary to conduct day to day
city business. During 2023 the
current finance software system
will be replaced.
2023-28 Budget $5,720,000
2023 Budget $5,420,000
Estimated Completion Date
12/31/2023
The technology in the council
chambers will be overhauled to
modern technology that will allow
for in-person meetings, hybrid
meetings, and broadcast
meetings. The newer technology
will allow for staff to freely use the
room with support from Channel 8
or Technology. This project
covers the chamber technology
and facilities needs while the
broadcast pieces are included in
a different project for
communications.
2023-28 Budget $450,000
2023 Budget $450,000
Estimated Completion Date
12/31/2023
This is an ongoing Capital
Maintenance project and includes
the hardware and related software
used to provide and support a
reliable and secure high-speed
data and voice communications
infrastructure to connect City
computing devices to internal
data repositories and computing
services, while supporting
connectivity to the Internet and
other external data resources and
services. Project involves
maintenance and end of life
equipment replacement.
2023-28 Budget $3,765,000
2023 Budget $280.000
Estimated Completion Date -
ongoing project
Spending on Projects within Open Space &
Mountain Parks
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2027
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2028
Budget
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Overview of Open Space & Mountain Parks Projects
The 2023 Open Space & Mountain Parks (OSMP) Department capital budget includes projects that are a part
of the department’s core mission, including capital maintenance of trailheads and trails; agricultural lands
management; capital ecosystem maintenance and restoration; and strategic and resource planning. The
department’s 2023 capital budget fully incorporates guidance from the OSMP Master Plan for the third year.
Projects will align with the Master Plan focus areas, which serve as departmental work program priorities for
2023:
Agriculture Today and Tomorrow
Agriculture and water projects aim to improve soil health, integrate sustainable agricultural practices and
resource protection, take care of existing infrastructure, and support the next generation of ranchers and
farmers.
Community Connections, Education, and Inclusion
Interpretive and integrated planning projects support enhanced communications across the system, foster
connection with nature, and engage youth corps to encourage stewardship as a career and responsible
lifestyle.
Capital Improvement Plan
Open Space & Mountain Parks
Ecosystem Health and Resilience
Ecological and restoration projects safeguard large habitat blocks and corridors, reduce undesignated trails,
maintain and restore grasslands, forests, wetlands and riparian areas, control invasive species, and promote
biodiversity of plants and animals.
Responsible Recreation, Stewardship, and Enjoyment
These projects maintain and improve trails and visitor infrastructure, support enjoyable passive recreation
opportunities on OSMP lands, protect scenic resources, and address visitation levels and growth where
appropriate.
Financial Sustainability
Capital projects across OSMP support department efforts to take care of what we have and understand total
cost of system management. In 2023, OSMP will continue to invest in asset management and other systems
in support of Master Plan objectives.
Gebhard Site Plan
Implementation:
Construction
Hire Youth Corps.
and Contracted
Crews for Trail
Projects
North Trail Study
Area
Implementation:
Eagle Trail
Restoration and
Repair
This project focuses on the
implementation of tasks identified
in the Gebhard Integrated Site
Plan prepared for the area along
South Boulder Creek corridor in
East Boulder near the Greenbelt
Meadows residential area. Work
began in 2020 and will continue
through 2023. In this phase,
OSMP will design and construct a
bridge over the creek to provide
access to the trail from the
adjacent neighborhood while
restoring sensitive habitat areas
that have been heavily impacted
and/or damaged by undesignated
trails. A separate bike path to the
trails will be added in the
Greenbelt Meadows community.
The goal of this project is to
protect rare and federally
threatened wildlife and plant
species and their habitat while
providing access to trails along
the South Boulder Creek corridor.
2023-28 Budget (or total
appropriation for project)
$200,000
2023 Budget
$200,000
This project supports annual
hiring of contracted trail crews
and youth corps to augment and
accelerate work of staff trail crews
to reduce the backlog of trail
maintenance across the system.
Annual contracts are adjustable
based on available crew weeks
and trail maintenance needs.
Corps members benefit from
exposure to a variety of trail
building skills, career
development, and an increased
understanding of recreation
management within a complex
system of trails. In 2023, work will
focus on trail improvement
projects that are prioritized
through the department’s asset
management system to consider
trail condition, amount of use, and
other criteria to determine highest
needs.
2023-28 Budget (or total
appropriation for project)
$1,750,000
2023 Budget
$275,000
This project begins design efforts
for repairs on Eagle Trail, as
identified in the North Trail Study
Area (NTSA) plan. The project will
focus on needed drainage repairs
and resurfacing on Eagle Trail to
address significant surface
issues, including mud during the
wet season and after storm
events. Implementation will take
place along 1.3 miles of trail, from
Eagle Trailhead to the gate north
of Boulder Valley Ranch.
Preliminary scoping began in
2022 and design efforts will move
forward in 2023.
2023-28 Budget (or total
appropriation for project)
$515,000
2023 Budget
$515,000
North Trail Study
Area
Implementation:
North Sky Trail and
Associated
Restoration
Prairie Dog
Conservation and
Management
Restoration of
Vegetation, Riparian
Habitats, and
Wetlands
Construction of the North Sky
Trail, which includes final design
of the Foothills Trailhead and
Deep Draw, and restoration of
Schneider Draw. In 2023, work
will focus on construction of three
bridges, mostly crossing sensitive
drainages for the trail connection,
and improvements to visitor
safety and parking at Foothills
Trailhead. Design efforts will also
begin in 2023 to remove
upstream and downstream road
crossings and restore impacted
areas.
2023-28 Budget (or total
appropriation for project)
$996,172
2023 Budget
$996,172
Implementation of prairie dog
management and coordination
efforts as guided by the
Grassland Management Plan and
the city’s Prairie Dog Working
Group, made up of 12 community
members representing a variety
of viewpoints. This project
includes relocation of prairie dogs
from agricultural properties,
evaluation and construction of
barriers or other
exclusion/mitigation methods on
agricultural lands, and
implementation of surveys to
gauge public awareness and
concerns related to prairie dog
ecology. Strategies for prairie dog
management are evaluated and
reviewed publicly throughout the
life of the project.
2023-28 Budget (or total
appropriation for project)
$2,350,000
2023 Budget
$350,000
This project includes
implementation of vegetation,
riparian, and wetland restoration
activities across the system.
Ongoing work will implement best
opportunities and designs
identified in prior year planning
stages. In 2023, this project will
focus on planning efforts at Coal
Creek, restoration of vegetation at
Gunbarrel Hill, and restoration of
floodplain riparian habitat and
wetlands at Boulder Creek.
Restoration activities are critical
to maintain native vegetation,
support wetland and riparian
species, and control erosion.
2023-28 Budget (or total
appropriation for project)
$925,000
2023 Budget
$175,000
Soil Health
Improvement
Projects
Trailhead
Improvement
Projects
Visitor
Communication and
Education
Enhancements
This project will improve soil
health and increase resilience to
climate extremes on leased and
unleased agricultural properties.
Funding will support systematic
implementation of soil health
principles: reducing tillage,
integrating livestock, armoring
soil, diversifying plants in time
and space, and maintaining
continuous live plant and root
systems. Methods will include
keyline plowing, cover-cropping,
mob grazing, and compost
application, while also
experimenting with cutting-edge
practices found in the agricultural
literature and through consultation
with colleagues at partner
agencies.
2023-28 Budget (or total
appropriation for project)
$590,000
2023 Budget
$199,000
This project involves renovating
South Mesa Trailhead to address
many key priorities that are
highlighted through condition
assessments, visitation data,
sustainability measures,
ecological enhancement, climate
strategies, and various planning
studies. Redesigning the trailhead
will include conceptual designs,
schematic plans, design
development of construction
documents, and implementation.
In 2023, OSMP will also begin to
plan, design, and manage a
minimum of five native restoration
areas at several trailheads to
develop standards for this type of
vegetation.
2023-28 Budget (or total
appropriation for project)
$490,000
2023 Budget
$490,000
This project will enhance visitor
communications, provide system-
wide since enhancements,
update interpretive amenities and
improve regulation compliance
through several initiatives:
deploying mobile wireless internet
hotspots at trailheads to provide
additional ways to pay at parking
fee areas, updating and replacing
signage at trailheads and in high
visitation areas to improve
visibility of regulations and
wayfinding, and updating
interpretive amenities at Marshall
Mesa, Sawhill, and Flagstaff
Summit. These initiatives will
accomplish department goals
around welcoming and enhancing
communication with visitors and
assist in inspiring visitors to be
good stewards of the land.
2023-28 Budget (or total
appropriation for project)
$323,000
2023 Budget
$223,000
Spending on Projects within Parks and Recreation
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Capital Development
Capital Improvement CCS
Governmental Capital Fund
Sort Large to Small
Overview of Parks and Recreation Projects
The department prioritizes capital projects based on maintaining existing assets and decreasing the
maintenance backlog of the department's portfolio of parks and facilities. Most projects included in the
department's Capital Improvement Program will not have an impact on maintenance costs due to
replacement of aging infrastructure and efficiences associated with new and improved facilities and systems.
With the accepted Master Plan, BPR is focusing increasingly on the renovation and refurbishment of existing
assets as part of the theme of "Taking Care of What We Have".
Capital Improvement Plan
Parks and Recreation
Violet Park Renovation &
Refurbishment
Community, Culture,
Resilience and
Safety Tax Projects
Finalize the design and
construction of the undeveloped
portions of Violet Park. This park
development has been a priority
for several years to extend the
service areas of parks to adjacent
neighborhoods and is planned to
align with the greenways
improvements and construction of
the North Boulder Library.
2023-28 Budget: $1,750,000
2023 Budget: $1,250,000
Estimated Completion Date: 2024
Based on the 2022 Master Plan,
CIP funding is established for the
renovation and refurbishment of
different assets including fields,
access and mobility, courts and
irrigation.
2023-28 Budget: $4,400,000
2023 Budget: $900,000
Estimated Completion Date:
Ongoing
Community outreach and design
for CCRS projects including East
Boulder Community Center,
Boulder Creek Path and Civic
Area Phase II
2023 Budget: $950,00 for
Community Outreach and Design
Estimated Completion Date:
Design in 2023 and 2024.
Neighborhood Parks Urban Forest
Management
Boulder Reservoir
South Shore Capital
Enhancements
In 2023, BPR will conduct a
renovation of Martin Park’s
playground, restroom and shelter.
2023-28 Budget: $6,300,000
2023 Budget: $900,000
Estimated Completion Date:
Ongoing. One park refresh per
year.
Funding will allow the department
to ensure the safety of public as
well as expanded urban forest
management practices. Funding
will support preservation of
existing trees, planting of new
trees, and associated
infrastructure improvements such
as irrigation to ensure
sustainability of trees. This
project overlaps with the Cool
Boulder initiative and the Urban
Forest Strategic Plan.
2023-28 Budget: $3,000,000
2023 Budget: $500,000
Estimated Completion Date:
Ongoing
This project will provide key
improvements to the South Shore
recreation area and various visitor
amenities as identified in the
South Shore Capital Strategy.
Funding is planned through 2028
to include a variety of amenities
including, but not limited to
signage, dock repairs, trail
connections, pavilions, facility
maintenance and pavement
maintenance.
2023-28 Budget: $3,476,500
2023 Budget: $1,300,000
Estimated Completion Date:
Ongoing
Transportation & Mobility Capital Improvement Program Overview
The Transportation & Mobility Capital Improvement Program (CIP) is the primary way in which the goals of
the City of Boulder 2019 Transportation Master Plan are accomplished. These goals may include design and
construction projects that provide transportation infrastrure enhancements, programs that help to preserve
existing infrastructure, and other efforts and inititvies that improve safety and mobiility for residents and
travlers in the community.
Visualization
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Transportation Development
Airport
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Capital Improvement Plan
Transportation & Mobility
30th St Corridor
Multimodal
Improvements
Project
28th & Colorado
Intersection
Multimodal
Improvements
East Arapahoe Multi-
Use Path & Transit
Enhancements
The city is making multimodal
enhancements on 30th St. near
CU's East Campus to make
biking, walking, driving and taking
transit in the area safer and more
convenient. The improvements
include adding protected bike
lanes, wider sidewalks and new
landscaping along 30th Street
between Colorado Ave and
Arapahoe Ave for a safer and
more comfortable walking and
bicycling experience.
Total Project Budget: $5,788,000
2023 Budget: $4,765,000
Estimated Completion Date: 2024
This project will reconstruct the
28th Street and Colorado Avenue
intersection, adjacent to the
campus of the University of
Colorado Boulder.
The improvements include
redesigning the intersection to
include attributes of a protected
intersection, as well as new
separated bike lanes, a new bus
lane, improved vehicle lane
connections to 28th/US 36, and
ADA improvements.
Total Project Budget: $2,630,000
2023 Budget: $2,504,000
Estimated Completion Date: 2024
The East Arapahoe Multi-Use
Path and Transit Stops Project
will fill in missing links in the
multi-use path system and
enhance bus stops along
Arapahoe Avenue between 38th /
Marine streets and Cherryvale
Road.
This project is part of the larger
East Arapahoe Transportation
Plan.
Total Project Budget: $2,184,601
2023 Budget: $1,325,000
Estimated Completion Date: 2024
Downtown Boulder
Station Expansion
Project
Core Arterial
Network
Pavement
Management
Program
The Downtown Boulder Station
Expansion Project will increase
transit service capacity at the bus
station and improve route
efficiency and the transit rider
experience. Planned
improvements include adding on-
street bus stop and layover
space, wider sidewalks,
information kiosks, signage,
wayfinding, urban design and
landscaping treatments.
Redesigning 14th Street between
Canyon Boulevard and north of
Arapahoe Avenue to provide five
additional bus gates that will
accommodate existing and future
transit service. Additionally,
accessibility improvements to
meet Americans with Disabilities
Act (ADA) design guidelines.
Total Project Budget: $982,000
2023 Budget: $755,031.
Estimated Completion Date: 2024
The city is focusing investments
and resources to design and
construct improvements on a
“Core Arterial Network” (CAN).
The CAN is the connected
system of protected bicycle lanes,
intersection enhancements,
pedestrian facilities, and transit
facility upgrades that will help
reduce the potential for severe
crashes and make it more
comfortable and convenient for
people to get where they need to
go along Boulder’s main
corridors.
In January 2022, the Boulder City
Council, in partnership with the
Transportation Advisory Board
(TAB), elevated work on the CAN
as one of its 10 priorities for city
department efforts. City Council
will host a study session,
tentatively slated for November
2022, to review project
development progress.
2023-2028 Budget: $2,587,364
2023 Budget: $400,000
Estimated Completion Date:
Ongoing
Through the city's Pavement
Management Program (PMP), all
streets in Boulder's 300-mile
street system are inspected every
three years to check existing
conditions and guide where
pavement repairs will be made.
The Pavement Management
Program Mobility Enhancements
Initiative incorporates bicycle and
pedestrian facility improvements
into annual pavement resurfacing
work to help make our streets
safer for walking and biking.
2023-2028 Budget: $31,371,788
2023 Budget: $4,850,000
Estimated Completion Date:
Ongoing
Missing Sidewalk
Links Program
Traffic Signal
Reconstruction
Project
Pedestrian Crossing
Treatments
Construction of missing sidewalk
links supports "Pedestrian Policy
Plan of the TMP" (Transportation
Master Plan) by eliminating
breaks and discontinuities in the
sidewalk system and ensuring
adequate connections to transit.
The Transportation and Mobility
Department prioritizes the
construction of small and large
missing sidewalk link projects
based on several factors,
including existing utility and
roadway conditions.
2023-2028 Budget: $875,000
2023 Budget: $125,000
Estimated Completion Date:
Ongoing
The City has received grant
funding to implement safety
improvements at three signalized
intersections, all of which were
identified in the 2019 Vision Zero
Safe Streets Report: Baseline
Road and Broadway; Baseline
Road and Mohawk Road; and at
Folsom and Pine. Improvements
vary for each location and will
advance the objectives of Vision
Zero.
Total Project Budget: $1,024,670
2023 Budget: $922,203
Estimated Completion Date: 2023
The City supports safe and
efficient pedestrian travel.
Crosswalks and other types of
pedestrian infrastructure can help
our community reach our Vision
Zero goal of zero deaths and zero
serious injuries on our streets.
The city received funding from the
Denver Regional Council of
Governments (DRCOG)
Community Mobility Planning and
Implementation (CMPI) 2019
grant program to construct new
crosswalks or make
enhancements to existing
crosswalks at three locations in
2022: Aurora Avenue and Evans
Drive, Colorado Avenue east of
33rd Street and 15th Street and
Iris Avenue.
Total Project Budget: $291,000
Expected Completion: 2022
Spending on Projects within Utilities
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DollarsWater Utility
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Wastewater Utility
Lottery
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Overview of Utilities Projects
The key theme for the Utilities Capital Improvement Program continues to be maintenance of existing and
aging infrastructure. Maintaining existing infrastructure is critical to delivering safe and reliable services to
our customers and investment into maintenance of existing infrastructure is less costly in the long run.
Capital Improvement Plan
Utilities
63rd WTF Campus
Electrical & High
Service Pump
Station
Barker Water System Main Sewer
Interceptor Project
(WW)
The City owns and operates two
potable water treatment facilities
that supply water to customers.
These are the Betasso Water
Treatment Facility (BWTF) rated
at 40 million gallons per day
(mgd) and the 63rd Water
Treatment Facility (63rd WTF)
rated at 16 mgd. The focus of this
project is twofold: 1) replacing
major power supply and electrical
components on the campus and
to improve their reliability and
redundancy and 2) Repair and
replacement (R&R) of the largest
power consuming treatment
process on campus called the
high service pump station
(HSPS). The HSPS was built in
1969 and is the sole source of
supply to the distribution system
from the 63rd WTF. Minor repairs
have been implemented over
time, but the station is now at its
end of useful life. .
Budget: $27,400,000 total
appropriation for project
2023 Budget: $7,500,000
Estimated Completion Date: Early
2024
Includes multiple Barker
rehabilitation projects. The largest
is the Barker Gravity line, a 12-
mile long pipeline that delivers
water from Barker Reservoir in
Nederland to Kossler Reservoir,
located up Flagstaff Road. The
pipeline is over 100 years old and
repair and/or replacement is
critical to maintain water supply
from the Middle Boulder Creek
system to the city for domestic
water demands. Project is
scheduled for approximately 1-
mile of pipeline segment
rehabilitation annually for 12
years starting in 2017.
2023-28 Budget: $47,000,000
2023 Budget: $8,270,000
Estimated Completion Date: 2028
This replacement of the existing
pipe will address several key
issues including the following:
This project will provide a new
pipeline with a projected useful
life of 75 to 100 years. It will
address increased capacity
needs to provide a greater level of
service to the community by
accommodating the estimated I&I
contribution. Lastly, the new
pipeline will be located further
from Boulder Creek representing
a less vulnerable condition from
flooding.
2023-28 Budget: $54,000,000
2023 Budget: $8,300,000
Estimated Completion Date: Late
2024
WRRF Phosphorus
Permit Improvement
Project
Gregory Canyon
Creek Stormwater
Project
South Boulder Creek
Stormwater Project
The next major capital
improvements project at the city’s
Water Resource Recovery
Facility (WRRF) will target
phosphorus removal in
preparation for the Regulation 85
total phosphorus limitation that
will appear in the city’s updated
State of Colorado Discharge
Permit System (CDPS) Permit.
The current permit expired in
2016 but has been
administratively extended and is
expected to be renewed in 2021,
with an effective date in 2025.
The city invested significantly
over the last 15 years in nitrogen
removal to meet current permit
limits so, fortunately, the WRRF is
already out-performing Regulation
85 nitrogen limitations.
2023-28 Budget: $19,000,000
2023 Budget: $19,000,000
Estimated Completion Date: 2024
A flood mitigation plan for
Gregory Canyon Creek identified
various improvements, primarily
involving replacement of culverts
to increase the conveyance
capacity of the channel to carry a
10-year storm event. The project
has completed the 60% design
phase and is planned for
construction in 2023.
2023-28 Budget: $21,450,000
2023 Budget $10,000,000
Estimated Completion Date: 2027
Thi project involves providing
100-yr flood protection to the
community along the South
Boulder Creek drainageway. The
project is currently in the first of
three phases. Phase I involves
the proposed development of a
flood detention facility upstream
of highway US 36. The purpose of
this detention facility is to provide
flood protection for areas north of
Hwy 36 including the area known
as the West Valley. The project
had completed preliminary design
and is planned for construction in
2024. Utilities staff is also
coordinating with numerous
regulatory agencies, project
stakeholders, and city
departments.
2023-28 Budget: $66,000,000
2023 Budget: $3,000,000
Estimated Completion Date: 2025
ADOPTED BUDGET ORDINANCE
Ordinance 8535 - Adoption of FY 2023 Budget
ADOPTED BUDGET RECONCILIATION
The Boulder City Council deliberated the City Manager’s 2023 Recommended Budget during two
readings on October 6, 2022 and on October 20, 2022. The Council approved the 2023
Recommended Budget on final reading by a 6-2 vote on October 20, 2022, with the following
recommended staff changes. With these changes, the 2023 Adopted Budget totals $515.4M.
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2023FISCAL YEAR 2023
BUDGET POLICIES
The purpose of the City of Boulder’s Financial and Management Policies is to provide guidelines and
goals that will influence and direct the financial management practice of the city. A financial policy
that is adopted, adhered to, and regularly reviewed is recognized as the cornerstone of sound
financial management. An effective financial policy:
• Provides principles and guidelines that minimize costs and reduce risk;
• Maintains appropriate financial capacity for present and future needs; and
• Ensures legal compliance and appropriate internal controls.
The following financial and management policies are intended to be consistent with the City of
Boulder’s Charter and the Boulder Revised Code. The related section of the City Charter can be found
at: City Charter Article VI Finance and Record . The Boulder Revised Code can be found at: Boulder
Revised Code .
Section 1: Budget Policy
1.1 Budget Submittal and Adoption
No later than three months before the end of each fiscal year, the City Manager shall prepare and
submit to the Council an annual budget for the ensuing year.
City Council will adopt a budget every year by December 1 prior to the budget period.
The legal period of the council adopted budget is one fiscal year.
The fiscal period for the City of Boulder is January 1 to December 31.
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2023FISCAL YEAR 2023
1.2 Form of Budget
The budget shall present an itemized statement of the appropriations approved by the City
Manager for estimated expenses and for permanent improvements for each department and each
division for the ensuing fiscal year.
Comparative data of the appropriations and the expenditures for the current and last preceding
fiscal year as well as the increases or decreases in the approved budget shall be provided.
1.3 Balanced Budget
Annual budgets shall be balanced. Budgeted expenditures and transfers-out will not exceed
reasonable projections of the sum of current year revenues, transfers-in, and available fund
balances.
One-time revenues shall only be used to cover one-time costs and ongoing revenues shall only be
used to cover ongoing costs.
Debt service shall not be utilized for operating expenses.
1.4 Changes to Adopted Budget
Normally, initial appropriations (excluding carryovers and encumbrances) will be made only in the
context of the annual budget process when all city needs can be reviewed and prioritized in a
comprehensive manner. The annual budget process will also include a projection of the multi-year
impact of decisions.
Two annual, one-time adjustments to the initial appropriations may be submitted to City Council for
approval.
1.5 Budget Process
While the Charter establishes time limits and the essential content of the City Manager’s proposed
budget, the budget preparation process is not prescribed. The preparation process is developed by
the City Manager with input from the City Council.
The city will develop its annual budget in such a manner in order to incorporate historical trend
analysis for revenues and expenditures with an adjustment for current financial trends and
developments as appropriate.
1.6 Budgetary Control
The City of Boulder monitors revenues and expenditures on an ongoing basis and ensures that
expenditures do not exceed appropriations in a fund for the annual fiscal period.
SECTION 2: REVENUE POLICY
2.1 Revenue Review and Projection
The city reviews estimated revenue and fee schedules as part of the budget process. Estimated
revenue is projected in a "most likely" scenario for five years and updated annually.
A long-rage financial plan that accounts for long-term revenue and expenditures is updated every 5
years.
2.2 User Fee Guidelines
The City of Boulder is allowed to recapture, through fees, up to the full cost of providing specific
services. The fees will be calculated based on the end user of the service, administrative costs,
and market rates.
Adopted rate increases are based on the Citywide Pricing Policy Guidelines, adopted by council in
1994. User fees shall be aligned with these guidelines over a five-year period.
Fees will be reviewed and updated on an ongoing basis.
After a fee has been set, any subsidy or reduced rate user fee offered by the City of Boulder will
be based primarily on economic or financial need and are available to City of Boulder residents
only. The basis for determining financial need will be 50% of the average median income (AMI) for
Boulder County.
2.3 Utility Charges
Adopted rate increases to monthly user fees are developed using a cost-of-service methodology
which includes the following:
Determination of the Utility's revenue requirements for operations, maintenance and capital
construction;
Ability of the Utility to maintain adequate reserves and meet debt service coverage
requirements;
Analysis of customer demands and usage characteristics;
Allocation of revenue requirements to customer service characteristics; and
Development and design of rate schedules.
Other charges for specific services are designed to recover costs and follow the Citywide Pricing
Policy Guidelines, adopted by council in 1994.
Plant Investment Fees, one-time charges to customers connecting to the utility system, are based
on the replacement value of the utility assets and are reviewed every 3-5 years.
2.4 Property Tax
Mill levies shall be certified compliant with the City Charter and TABOR restrictions (with the
exception of voter approved removal of TABOR limitations, commonly known as “de-Brucing”).
The City Council shall make an annual appropriation, which shall amount to not less than the
return of one-third of a mill tax levied upon each dollar of assessed valuation of all taxable
property in the City of Boulder.
2.5 Excise Taxes
In November 1998, the electorate approved a ballot issue that increased the current excise tax
rates by an inflationary factor. The rate will be adjusted annually by an inflation factor until the
maximum amount included in the ballot issue is reached.
2.6 Education Excise Tax
Education Excise Tax revenues shall be expended in a manner that supports both Boulder Valley
School District (BVSD) and City of Boulder needs and objectives.
Potential projects for Education Excise Tax expenditure may be proposed either by the city or
BVSD.
2.7 Asset Forfeiture Revenue
Asset forfeiture/seizure revenue resulting from crime prevention/apprehension activities by the
Police Department shall be held in reserve and spent only in accordance with the related Federal
Guidelines.
2.8 Accrued Interest-Earmarked Funds
The determination of whether earmarked funds shall accrue interest income is whether the General
Fund costs required to collect and administer such funds are allocated to the subject funds.
Interest income shall not be distributed to funds unless they are bearing their appropriate
allocation of administrative costs.
2.9 Unspent Revenues
On an annual basis, any unspent revenues subject to and in compliance with the associated
limitations of TABOR revenue and spending constraints shall be "reserved" and therefore will be
considered "spending" in the current fiscal year.
SECTION 3: FINANCIAL ADMINISTRATION
3.1 General Information
The Finance Department shall collect taxes and maintain financial records.
3.2 Financial Audit
In accordance with City Charter requirements, the city will contract for an annual audit by a
qualified independent certified public accountant. The city will strive for an unqualified auditors’
opinion.
3.3 Administrative Charges
The city shall employ a cost allocation system to identify the full cost of providing services to the
public and recover certain costs incurred by various funds in providing support services to other
city departments.
The system shall accomplish the following objectives: complete recovery of costs incurred with the
exception of the costs of "general governance"; equitable allocation of costs to users; provision of
incentives for service providers to deliver products and services efficiently and effectively;
provision of a stable cost allocation system to facilitate the organization's budgeting for charges
and revenues; promotion of customer confidence in and acceptance of the accuracy,
reasonableness, and fairness of the charges they incur.
Charges for "general governance" (City Council, City Clerk council support and elections, etc.)
shall not be cost allocated to restricted funds but instead shall be entirely funded out of the
General Fund. The "general governance" category shall not include election costs for ballot issues
related to funds with earmarked revenue sources. Costs for non-General Fund ballot issues shall
be charged to the appropriate fund.
Boulder Housing Partners (formerly the Housing Authority) shall not be charged cost allocation.
The City Attorney serves as General Counsel to Boulder Housing Partners and all costs for
services provided by the City Attorney’s Office shall be borne by the General Fund.
3.4 Building Maintenance/Renovation
To protect city investment in facilities, funds shall be budgeted annually for maintenance of such
facilities. To extend the life of these assets, the goal shall be to increase the funds budgeted
annually for maintenance of facilities to approximately 2 percent of the replacement cost (with the
exception of debt financed facilities).
The Facility & Asset Manager will prioritize maintenance/renovation needs to ensure that critical
systems are properly maintained so that facility safety and operations continue without
interruption.
If/when the revenue base permits, facility maintenance funding shall be given a high priority before
consideration of other service restorations or additions.
3.5 Replacement Costs
Funds shall be reserved annually for replacement of city equipment and computers, and these
costs will be reflected in the operating expenditures of the activity using the equipment, to
facilitate accurate costing of service delivery.
Recognizing the contribution of technology in efficient and effective service provision,
improvements in technology shall be important considerations in resource allocations.
Vehicles shall normally be purchased rather than leased and a vehicle replacement fund shall be
maintained for replacement of vehicles at the end of their useful life. In the limited situations where
vehicles may be leased (temporary vehicles, fire apparatus, etc.) specific approval by the City
Manager is required.
3.6 Vehicle Charges
It is the expectation of the City Manager's Office that all departments will meet the objectives of
the Fleet Evaluation Study. These objectives are for no increase in miles driven in the conduct of
City business and no net increase in the number of fleet units.
3.7 Grant Expenditures
Expenditures related to grants shall continue only during the period of time they are funded by the
grant.
Any grant employees will be considered fixed-term.
The City Manager shall appoint a Grants Committee of Finance and Budget staff to review
applications for new grants before they are submitted to the granting agency.
3.8 Property & Casualty and Workers Compensation Funds
Both the Property & Casualty and the Workers’ Compensation liability will be self-insured. The
goal for both is to fully fund an actuarially calculated liability as of the end of the prior year at the
appropriate confidence level.
An actuarial study will be completed every two years in order to determine the appropriate reserve
levels.
3.9 Accumulated Sick, Vacation Time, & Appreciation Bonus
To facilitate the long-term financial sustainability of the City, liabilities associated with
accumulated sick time, vacation time, appreciation bonuses, and/or any other employee benefits
that would result in liability upon termination or retirement shall be fully funded.
3.10 Compensation Policy
The Human Resources Department shall develop and maintain a compensation philosophy that
support responsible stewardship of public funds, while enabling the city to attract, engage,
empower and retain exceedingly talented employees who are committed to serving the community.
SECTION 4: CAPITAL IMPROVEMENT PLAN
4.1 Capital Improvement Plan (CIP) Submission
In coordination, the Finance and Planning departments will submit annually to the City Manager,
not less than sixty days prior to the date for submission of the City Manager's proposed budget to
the City Council, a list of approved capital improvements to be undertaken during the forthcoming
six-year period, accompanied by a six-year capital budget.
While the Charter establishes time limits and the essential content of the proposed CIP budget, the
budget preparation process is not prescribed. The preparation process is developed by the City
Manager with input from the City Council.
4.2 Inclusion of Operating Costs
Prior to approval of capital projects, associated operating costs must be identified, in accordance
with the CIP Guiding Principles, and included in balanced multi-year operating budgets.
4.3 Capital Improvement Project Contingency Funds
CIP project contingency funds may be expended by the Project Manager, with Director approval,
for unanticipated needs or changes that are within the original scope of the project.
Requested modifications exceeding the original scope of the project shall be presented to council
for approval.
4.4 CIP Arts Funding
Where feasible, Project Managers, when designing capital projects should incorporate public art
into the design.
SECTION 5: PENSION PLAN POLICY
5.1 Authorization to Expend Funds for Administrative Costs
If budgetary conditions permit, the city may authorize defined contribution (money purchase)
pension plans to expend certain forfeiture funds for administrative costs. The plan board(s) may
submit a request annually to the City Manager to be considered in the context of the city's annual
budget process.
5.2 Increase for “Old Hire” Police and Fire Pension Plans
“Ad hoc”/cost of living increases, from within the pension plans, for retirees of the Old Hire Police
and Old Hire Fire Pension Plans will be funded only if adequate funds are available, on an
actuarially sound basis, from existing plan assets.
SECTION 6: DEBT POLICY
6.1 Policy Statements
The city shall not become indebted for any purpose or in any manner to which the total amount
exceeds three percent of the assessed valuation of the taxable property within the city (including
existing debt).
Debt shall be considered only for capital purchases/projects and the term of the debt shall not
exceed the useful life of the financed asset.
The city will follow all continuing disclosure requirements for debt issuance.
The term of any bond issues and the rate of interest shall be fixed by the ordinance submitting the
question to the registered electors of the city.
When using the competitive bond sales method, bonds shall be sold to the responsible bidder with
the lowest true interest cost to the city.
Municipal bonds, interfund loans, equipment leases (with the exception of vehicles) and
sale/leaseback agreements are approved methods for financing capital projects.
SECTION 7: RESERVE POLICY
7.1 Fund Reserves
The table at the end of this section defines individual reserve goals by fund.
7.2 Declared Emergency
In the case of a declared emergency within the city, applicable insurance coverage (subject to the
related deductibles) would be the first funding source utilized. Emergency reserves and reserve
funds established for other purposes may be utilized for needs related to emergency situations.
The following reserve categories could be utilized if required (as prioritized based upon the
importance of the needs related to the emergency versus the negative impact of the steps
necessary to replenish reserves in the future):
General Fund (no legal restrictions):
Emergency/stabilization reserve
Computer replacement reserve
Facility renovation and replacement reserve
Workers compensation reserve (would have to "book" any unfunded liability)
Property & casualty self-insurance reserve (would have to "book" any unfunded liability)
Insurance stabilization reserve
Restricted funds (only for emergency purposes within the function of each fund):
Emergency/stabilization reserves
Various replacement reserves
SECTION 8: CASH MANAGEMENT AND INVESTMENTS
8.1 Investment
It is the policy of the City of Boulder to invest public funds in a manner which will provide
preservation of capital, meet the daily liquidity needs of the city, diversify the city’s investments,
conform to all cited local and state statutes governing the investment of public funds, and generate
market rates of return.
Investments shall be made in accordance with the City Charter and city ordinances and
resolutions concerning social or environmental issues.
8.2 Diversification
It is the policy of the city to diversify its investment portfolio. Investments shall be diversified to
eliminate the risk of loss resulting from over concentration of assets in a specific maturity, a
specific issuer or a specific class of securities. Diversification strategies shall be reviewed
periodically by the Investment Committee.
8.3 Cash Management
All excess cash, except for cash in certain restricted and special accounts, shall be pooled for
investment purposes. The investment income derived from the pooled investment account shall be
allocated to the contributing funds based upon the proration their respective average balances
bear to the total pooled balance. Interest earnings shall be distributed to the individual funds on a
quarterly basis.
8.4 Reporting
The City Manager, or City Manager’s delegate, shall prepare regular reports, at least annually, to
the City Council on the investment earnings and performance results of the city’s investment
portfolio.
TABLE OF
CONTENTS
INTRODUCTION AND
SUMMARY
City Manager's 2023 Budget
Message
Budget in Brief
Budget Highlights
Budget by Goal Area
Citywide Context, Budget
Process, & Strategic Planning
Transparency Portal
DEPARTMENT
OVERVIEWS
DEPARTMENT & PROGRAM
BUDGETS
City Attorney's Office
City Council
City Manager's Office
Climate Initiatives
Communication & Engagement
Community Vitality
Facilities & Fleet
Finance
Fire-Rescue
General Governance
Housing & Human Services
Human Resources
Innovation & Technology
Library
Municipal Court
Open Space & Mountain Parks
Parks & Recreation
Planning & Development
Services
Police
Transportation & Mobility
Utilities
CAPITAL
IMPROVEMENT
PROGRAM
Capital Improvement Program
(CIP) Summary
CIP BY DEPARTMENT
Community Vitality
Facilities & Fleet
Fire-Rescue
Innovation & Technology
Open Space & Mountain Parks
Parks & Recreation
Transportation & Mobility
Utilities
APPENDIX
Budget Policies
Budget Terms
Codified Fees, Rates &
Charges
Debt Service
Fund Definitions and Fund
Financials
CITY OF BOULDER MAIN WEBSITE
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BUDGET TERMS
Accrual Basis - The basis of accounting under which revenues and expenses are recognized when
they occur, rather than when collected or paid.
Ad Valorem Tax - Tax based on the Assessed Valuation of property.
Adjustment to Base (ATB) – This is an appropriation above the annual budget appropriation to
account for changing programs and priorities, also known as a supplemental budget. The city has
two ATB processes, one in the spring and one in the fall.
Appropriation - Legal authorization granted by City Council to make expenditures and incur
obligations up to a specific dollar amount.
Appropriation Ordinance - An ordinance by means of which appropriations are given legal effect. It
is the method by which the expenditure side of the annual budget is enacted into law by the City
Council.
Assessed Valuation - Basis for determining property taxes. The County Assessor determines the
assessed valuation of residential real property.
Bond - Written promise to pay a specified sum of money, called the face value or principal, at a
specified date or dates in the future, called the maturity date(s), together with periodic interest at a
specified rate.
Budget - Plan of financial operation, embodying an estimate of proposed expenditures for a given
period and the proposed revenue estimates of financing them. Upon approval by City Council, the
budget appropriation ordinance is the legal basis for expenditures in the budget year.
Capital Assets - Assets of significant value and having a useful life of several years. Capital
assets are also referred to as fixed assets.
Capital Improvement Program (CIP) - An annual, updated plan of capital expenditures for public
facilities and infrastructure (buildings, streets, etc.) with estimated costs, sources of funding and
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2023FISCAL YEAR 2023
timing of work over a six year period.
Capital Project - Projects involving the purchase or construction of capital assets. Often a capital
project encompasses the purchase of land and the construction of a building or facility, or major
street construction or reconstruction. Design, engineering or architectural fees are often a part of a
capital project.
Capital Purchases - Those items which a department purchases that have a value of over $5,000
and a life of longer than one year.
Debt Service - Payment of principal and interest related to long-term debt.
Department - An organizational unit of the city which provides one or more services.
Depreciation - Expiration in the service life of fixed assets, attributable to wear and tear,
deterioration, action of the physical elements, inadequacy and obsolescence.
Designated Fund Balance - That portion of the fund balance that has been set aside for a specific
purpose by the City Council.
Division - A group of related tasks to provide a specific benefit to either the general public or the
city organization. A division is a sub-organizational unit of the department.
Encumbrance - Appropriations committed by contract for goods or services, which have not yet
been paid.
Excise Tax - Indirect tax on the manufacture, sale, or use of certain goods and/or products.
Fiscal Year - A 12-month period to which the annual operating budget applies and at the end of
which a government determines its financial position and the results of its operations. The City of
Boulder's fiscal year is January 1 through December 31.
Full Time Equivalent (FTE) - Unit used to measure the number of employee’s based on a 40-hour
work week.
Fund Balance - The balance remaining in a fund after costs have been subtracted from revenues.
General Improvement District (GID) – Local taxing entities created for the purpose of constructing,
operating or maintaining specific public improvements or certain services within the district. The
city has five general improvement districts.
General Obligation Bonds - Bonds which the full faith and credit of the issuing government are
pledged for payment.
Grants - Contributions or gifts of cash or other assets from another organization to be used or
expended for a specified purpose or activity.
Home Rule - Statutory and constitutional provisions, which allow municipalities to exercise powers
of local self-government such as the administration and collection of local taxes. The City of
Boulder is a home rule municipality.
Infrastructure - Facilities on which the continuance and growth of a community depend, such as
streets, water lines, etc.
Interdepartmental Charges - Charges for services provided by the Interdepartmental Service
Funds. An example of these charges is vehicle charges. These charges are reflected as
expenditures in the department budgets and as revenues in the Internal Service Funds.
Internal Transfers - Legally authorized intra-city transfers from a fund receiving revenue to another
fund where it is to be expended. Revenue and expenditures are accounted for in both funds.
Lease-Purchase Agreements - Contractual agreements which are termed "leases", but which in
substance amount to purchase contracts, for equipment and machinery.
Long-term Debt - Debt with a maturity of more than one year after the date of issuance.
Maturity - The date on which the principal or stated value of investments or debt obligations are
due and may be reclaimed.
Mill Levy - Rate applied to Assessed Valuation of property to determine property taxes. A mill is
1/10th of a penny, or $1.00 of tax for each $1,000 of assessed valuation. The city's maximum mill
levy, excluding debt service, is thirteen mills per City Charter.
Modified Accrual Basis - Revenues are recorded as the amount becomes measurable and
available. Expenditures are recorded when the liability is incurred.
Occupation Tax - Tax imposed for the privilege of carrying on a business, trade, or profession.
Operating Budget - Represents the amount of money necessary to provide for the day to day
functions of city government. It does not include internal transfers between funds, nor does it
include expenditures for debt service and capital projects.
Operating Expenses - Those items that a department will utilize in its daily operations. Examples
of these items would be copying, office supplies, postage, work supplies, and chemicals. In
addition, any item that a department receives from outside agencies such as telephone services,
gas and electric charges, equipment rentals, rent, advertising, and contractual arrangements are
also included in operating expenses.
Personnel Services - This category includes salary and benefits for standard and temporary
employees. It also includes budgeted overtime.
Plant Investment Fees - Charges to development for connecting to the city's water or sewer
system to compensate for the incremental use of capacity consumed in order to serve the
development.
Program - A specific activity within a department. A grouping of programs typically defines a
division within a department.
Projected - Estimation of revenues or expenditures based on past trends, current economic
conditions and future financial forecasts.
Reserves - Funds which are planned to not be spent in the current budget year, and whose level is
established by a specific policy decision. Please refer to specific reserve policies in this
document.
Revised Budget - Most recent estimate of revenues and expenditures including additional
appropriations made throughout the year and encumbrances carried over.
Sales Tax - Tax collected or required to be collected and remitted by a retailer on taxable sales.
Special Assessment - A levy made against certain properties to defray part or all of the cost of a
specific improvement or service deemed to primarily benefit those properties.
Supplemental Requests - Programs and services which departments would like to have added to
their budget. Typically, supplemental requests are covered by additional revenue, as is the case
with new grants.
TABOR - Colorado’s Taxpayer Bill of Rights was approved by voters in 1992 and placed significant
technical restrictions on the amount of revenue the State of Colorado can retain and spend.
Transportation Demand Management (TDM) Program- Helps to make Boulder’s transportation
system more efficient by influencing how, when, and how often people travel, the routes they take,
and the cost of the trip. The goal of GO Boulder’s TDM program, as outlined in city’s
Transportation Master Plan (TMP), is to maintain zero growth in vehicle miles traveled and, by
2025, to reduce single-occupant vehicle travel to 25% of all trips.
Unallocated Fund Balances - Unspent funds whose levels at any point in time are the difference
between expected revenues plus any unspent funds from prior years, and budgeted expenditures.
The primary conceptual difference between unallocated fund balances and reserves is that
reserves are earmarked by conscious policy decisions, and unallocated fund balances are funds
which remain above the reserve.
Use Tax - Tax paid or required to be paid by a consumer for the use, storage, distribution or
otherwise consuming tangible personal property or taxable services in the city. The use tax is a
complement to the sales tax, and its purposes are to equalize competition between in-city and out-
of-city vendors and lessors of tangible personal property and services and to eliminate incentives
for city residents to leave the city to purchase or lease tangible personal property and taxable
services.
User Fees - The payment of a fee for direct receipt of a public service by the party benefiting from
the service.
TABLE OF
CONTENTS
INTRODUCTION AND
SUMMARY
City Manager's 2023 Budget
Message
Budget in Brief
Budget Highlights
Budget by Goal Area
Citywide Context, Budget
Process, & Strategic Planning
Transparency Portal
DEPARTMENT
OVERVIEWS
DEPARTMENT & PROGRAM
BUDGETS
City Attorney's Office
City Council
City Manager's Office
Climate Initiatives
Communication & Engagement
Community Vitality
Facilities & Fleet
Finance
Fire-Rescue
General Governance
Housing & Human Services
Human Resources
Innovation & Technology
Library
Municipal Court
Open Space & Mountain Parks
Parks & Recreation
Planning & Development
Services
Police
Transportation & Mobility
Utilities
CAPITAL
IMPROVEMENT
PROGRAM
Capital Improvement Program
(CIP) Summary
CIP BY DEPARTMENT
Community Vitality
Facilities & Fleet
Fire-Rescue
Innovation & Technology
Open Space & Mountain Parks
Parks & Recreation
Transportation & Mobility
Utilities
APPENDIX
Budget Policies
Budget Terms
Codified Fees, Rates &
Charges
Debt Service
Fund Definitions and Fund
Financials
CITY OF BOULDER MAIN WEBSITE
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CODIFIED FEES, RATES, & CHARGES
The City of Boulder delivers numerous services to residents and businesses throughout the year. For
certain services, good financial management requires the city to recover its costs, in part or in full. In
general, these services are of special or unique benefit to the resident or business receiving the
service, for example: building safety inspections, development review, vehicle parking, and
wastewater treatment.
Similarly to households or private enterprises, city departments face cost increases related to wages
and benefits, fuel, utilities, office equipment, and building renovation and repair. Cost recovery
practices for the city thus include a periodic review of the fees charged to determine whether city
expenditures on selected services are appropriately offset by the fee revenue collected. This review
often takes place as part of the development of the budget and the city includes adjustments to fees
in the budget document. Without inflation adjustments, the city would need to incrementally shift
resources away from current programs to pay for services for residents or businesses receiving a
special benefit.
This section provides a summary of fees, rates, or user charges codified in the Boulder Revised Code
(BRC) section 4-20 for the following departments/divisions:
Community Vitality
Finance - Tax & License
Planning & Development Services
Utilities
The information in this section includes what the city charges in 2022, 2023 approved fees, and the annual
percentage change of the fees, which are effective January 1, 2023 unless otherwise noted. For many fees
in this section, the change mirrors the rate of inflation in the general level of prices in the economy, the
change in construction cost indices widely used in various industries, or the result of a calculation of costs
incurred by the city when the actual costs are known.
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2023FISCAL YEAR 2023
COMMUNITY VITALITY
Community Vitality sets a schedule of user fees to recover a share of the cost of providing mall
permits and facilities on the Pearl Street Mall. The fees are based on what the public would pay for
similar services from private enterprise. The department reviews all fees annually and uses the
current Consumer Price Index (CPI) projections to increase fees for the Pearl Street Mall permit and
fee program.
In addition to the mall fees in section 4-20, Community Vitality sets fees for long-term parking permits
in the Downtown garages and for Downtown and University Hill lots. Staff annually assesses the
Downtown Commercial District (CAGID) and University Hill Commercial District (UHGID) long-term
parking rates with private sector rates and makes adjustments in alignment with demand and the
market. These rate changes also help CAGID and UHGID keep pace with rising expenses.
For 2023, Downtown garage permits will remain at $480 per quarter and downtown surface lots will
remain at $278 per quarter. University Hill permit costs will not change for 2023.
FINANCE - TAX & LICENSE
The Finance Department charges a fee for the following seven city licenses: Auction Licenses;
Circus, Carnival, and Menagerie Licenses; Hemp Licenses; Itinerant Merchant Licenses; Secondhand
Dealer and Pawnbroker Licenses; Mobile Food Vehicle Sales Licenses, and Tobacco Licenses. In
2022, all license fees, except the newest license types of Hemp and Tobacco, increased by the
amount of the CPI, rounded up to the nearest whole dollar.
City Licensing has taken on the state’s portion of review for local only special event liquor permit
processing. For three city licenses, City Licensing has added a necessary fee and now completes the
background check work which was previously completed by the Police Department. As a result, for
three of these licenses (Auction, Itinerant Merchant, and Secondhand Dealer/Pawnbroker), the city
charges an additional $7 fee for each employee of the applicant business subject to an on-line
background check through the Colorado Bureau of Investigation (CBI), to review for assessment of
criminal operation concerns.
In addition, City Licensing coordinates Medical and Recreational Marijuana Business licensing, in
collaboration with Police, Fire, Planning Code Enforcement, and the City Attorney’s Office, collecting
and reviewing citywide expenditures, to allow for determination of reasoned and concrete rationale
before suggesting any changes to those license fees. Liquor Licensing fees are set and capped by
the State Liquor Code and State Rules.
PLANNING AND DEVELOPMENT SERVICES
IMPACT FEES AND THE TRANSPORTATION EXCISE TAX
In November 2016, City Council approved increases to development excise taxes (DETs) and impact
fees, which help pay for new growth. Excise taxes and impact fees are one-time charges to fund
capital improvements necessitated by new development, helping the city build new facilities,
purchase equipment such as fire trucks, develop multi-modal transportation facilities, and support
affordable housing. The updated tax and fee changes went into effect on July 1, 2017. The maximum
amount the city can charge as an excise tax is limited by the amounts approved by voters.
In 2023, P&DS proposes to adjust the impact fees and the residential Transportation Excise Tax by
an inflationary factor, using the Engineering News Record cost index and the prior year’s Consumer
Price Index, respectively. The first table below demonstrates the impact the changes would have on
three types of development scenarios.
AFFORDABLE HOUSING COMMERCIAL LINKAGE FEE
On May 1, 2018 the City Council adopted changes to the affordable housing commercial linkage fee,
also known as the affordable housing capital facility impact fee. The linkage fee was phased in with
adopted amounts over a 3-year period (2019-2021) for non-residential development. Starting in 2022,
the linkage fee was increased by an inflationary factor like other impact fees, and an inflationary
increase is again recommended for 2023. Qualified non-profits and developments with affordable
commercial space are eligible for reduced rates.
UTILITIES
UTILITY RATE, SPECIFIC SERVICE CHARGES, AND FEE CHANGES:
The city owns and operates three utilities: water, wastewater, and stormwater/flood management.
Each utility operates as a self-supporting enterprise fund and assesses a variety of rates, charges,
and fees to ensure revenues are sufficient to meet operating, maintenance and capital costs and to
maintain the financial integrity of each utility. Revenues generated from customers’ monthly utility
bills are the largest revenue source for each utility, accounting for 80 to 95 percent of total revenues.
The monthly customer bill for water and wastewater services includes a quantity charge based on the
volume of use and a fixed service charge based on meter size. Most of the costs associated with the
water and wastewater utilities are fixed and the fixed portion of the bill helps support revenue stability
and more equitable distribution of costs. The variable portion of the bill is intended to provide a price
signal to incentivize efficient water use and helps cover the additional costs the city incurs related to
peak demand periods.
Comparing bills from year-to-year is a challenge due to the impact weather has on utility bills. In
relatively wet and cooler summers, bills will be lower due to reduced outdoor use. Not including
weather impacts, customer bill changes are generally a result of rate increases to fund additional
infrastructure investment, keep pace with inflation, and meet regulatory requirements. The following
table shows estimates of the effects on total utility bills for three sample customer types:
Single Family Inside City Residential account with an average winter consumption of 4,000
gallons, total annual water consumption of 90,000 gallons and irrigable area of 5,200 square feet.
For stormwater charges, the account has 3,000 square feet of impervious area;
Inside City Commercial- Restaurant account with a 1” meter, 412,000 gallons of annual
consumption, and 7,000 square feet of impervious area; and
Inside City Commercial - Hotel with a 3” meter, 3,200,000 gallons of annual consumption, and
153,000 square feet of impervious area.
Utilities also assesses charges to new customers and customers increasing use of utility
infrastructure, which includes fees for physical connections or “taps” into city-owned pipes. The
charges are set at a level that recovers costs of providing services. Changes in the fees are generally
attributable to cost changes in equipment, materials, fleet, and personnel costs. The table below
displays the changes to fees paid by typical users of these services.
TABLE OF
CONTENTS
INTRODUCTION AND
SUMMARY
City Manager's 2023 Budget
Message
Budget in Brief
Budget Highlights
Budget by Goal Area
Citywide Context, Budget
Process, & Strategic Planning
Transparency Portal
DEPARTMENT
OVERVIEWS
DEPARTMENT & PROGRAM
BUDGETS
City Attorney's Office
City Council
City Manager's Office
Climate Initiatives
Communication & Engagement
Community Vitality
Facilities & Fleet
Finance
Fire-Rescue
General Governance
Housing & Human Services
Human Resources
Innovation & Technology
Library
Municipal Court
Open Space & Mountain Parks
Parks & Recreation
Planning & Development
Services
Police
Transportation & Mobility
Utilities
CAPITAL
IMPROVEMENT
PROGRAM
Capital Improvement Program
(CIP) Summary
CIP BY DEPARTMENT
Community Vitality
Facilities & Fleet
Fire-Rescue
Innovation & Technology
Open Space & Mountain Parks
Parks & Recreation
Transportation & Mobility
Utilities
APPENDIX
Budget Policies
Budget Terms
Codified Fees, Rates &
Charges
Debt Service
Fund Definitions and Fund
Financials
CITY OF BOULDER MAIN WEBSITE
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DEBT SERVICE
DEBT POLICY
As stated in the Financial and Management Policies, debt shall be considered only for capital
purchases/projects and the term of the debt shall not exceed the useful life of the financed asset.
Municipal bonds, notes, direct purchase notes, interfund loans, equipment leases (with the exception
of vehicles), certificates of participation, and sale/leaseback agreements are approved methods for
financing capital projects
DEBT ADMINISTRATION
The following table shows the city’s outstanding debt issuance as of December 31, 2021.
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2023FISCAL YEAR 2023
The Combined Schedule of Long-Term Debt Payable and the current debt schedules by fund for 2021-
2027 present more detailed information about the debt position of the city.
The city’s general obligation and revenue bond credit rating has been established as Aa1 by Moody’s
Investors Service and AAA by Standard & Poor’s. The primary reasons for these high rating levels are
the general strength and diversity of the Boulder economy anchored by a major university, above
average income indicators, strong financial performance and reserve policies, and affordable debt
levels.
Under the City Charter, the city’s general obligation bonded debt issuances are subject to a legal
limitation based on 3% of total assessed value of real and personal property. None of the city’s
outstanding debt is supported by property taxes. As a result, all bonded debt is considered to be self-
supporting and the ratio of net bonded debt to assessed valuation is zero. The actual calculation of
the debt margin is presented in the Computation of Legal Debt Margin schedule.
GENERAL OBLIGATION BONDS
General Obligation Bonds are direct obligations of that pledge the full faith and credit of the City from
ad valorem taxes and other general revenues. Except for refunding bonds issued to achieve savings,
City voters must approve general obligation debt prior to issuance. The City’s total general obligation
debt limit per the City Charter is 3% of the total assessed value of real and personal property. The
City’s current general obligation debt is issued as sales tax revenue bonds enhanced by a general
obligation pledge of the full faith and credit of the City.
SERIES 2014 OPEN SPACE ACQUISITION BONDS
In October 2014, the City issued $10 million of Open Space Acquisition Bonds Series 2014 to finance
open space acquisitions. Funding for the bond is payable from the Open Space Fund sales tax
revenues and are also backed by the full faith and credit of the City. The bonds will mature in 2034
and, as of 12/31/2021, has an outstanding debt service amount of $8.48 million at an interest rate
between 2.00% and 3.00%.
REVENUE BONDS
Revenue Bonds are payable from specific, dedicated source of revenues which does not pledge the
full faith and credit of the City. Except for refunding bonds issued to achieve savings, City voters must
approve dedicated tax revenue bonds prior to issuance.
SERIES 2018 WATER UTILITY FUND AND WASTEWATER UTILITY FUND REVENUE
BONDS
In June 2018, the City issued $38.26 million in revenue bonds from the Water and Sewer funds to
construct and improve the City’s water treatment plant, a solar photovoltaic project to provide power
to the plant, and replacement of sewer lines. The revenue bonds are paid through the Water Utility
Fund and Wastewater Utility Fund. The bonds will mature in 2038 and, as of 12/31/2021, has an
outstanding debt service amount of $44.98 million at an interest rate between 3.00% and 3.375%.
SERIES 2015 STORMWATER/FLOOD MANAGEMENT UTILITY FUND REVENUE
BONDS
In July 2015, the City issued $22.85 million in revenue bonds from the Stormwater/Flood Management
Utility Fund to finance storm water and flood management improvements. The revenue bonds are paid
through the Storm Water/Flood Management Utility Fund. The bonds will mature in 2035 and, as of
12/31/2021, has an outstanding debt service amount of $20.67 million at an interest rate between
2.00% and 3.50%.
SERIES 2012 – CENTRAL AREA GENERAL IMPROVEMENT DISTRICT GENERAL
OBLIGATION REFUNDING BONDS
In November 2012, the City issued $7.28 million in General Obligation Refunding Bonds to advance
refund the Series 2003 City of Boulder Central Area General Improvement District General (CAGID)
Obligation Bonds. The purpose of the 2003 Series General Obligation Bonds is to construct an
underground parking structure within the Central Area General Improvement District. The bonds will
be repaid through pledged revenues derived from the operation and use of the parking garage, certain
incremental property, sales and accommodations taxes, other CAGID revenues, and by the full faith
and credit of the CAGID. The bonds will mature in 2023 and, as of 12/31/2021, has an outstanding
debt service amount of $2.34 million at an interest rate between 2.00% and 3.00%.
NOTES PAYABLE
Notes payable are short-term debt obligations which typically mature within a year or less but may
mature within ten years.
SERIES 2021 CAPITAL IMPROVEMENT PROJECTS GENERAL FUND – REFUNDING
NOTE
In March 2012, the City issued $49 million in General Fund Capital Improvements to finance over 89
individual capital improvement projects including: Boulder Reservoir infrastructure improvements,
park shelter replacements, main library renovations, and road reconstruction. The City has pledged
all legally available funding and revenues of their General Fund for repayment. In January 2021, the
City issued a General Fund Refunding Note in the amount of $26.8 million to advance refund the
outstanding Series 2012 General Fund Capital Improvements. The Refunding Note will mature in
2031 and, as of 12/31/2021, has an outstanding debt service amount of $28.4 million at an interest
rate of 1.55%.
SERIES 2020 - TAXABLE PENSION OBLIGATION REFUNDING NOTES
In September 2020, the City issued $5.45 million in Taxable Pension Obligation Refunding Notes to
refund the Series 2010 Taxable Pension Obligation Bonds which was subject to redemption in
October 2020. The purpose of the Series 2010 Taxable Pension Obligation Bonds was to establish a
more predictable pension obligation payment schedule with the proceeds deposited into money
market mutual funds for the ‘Old Hire Police’ and ‘Old Hire Fire’ pension fund accounts. The City has
pledged all legally available funding and revenues of their General Fund to repay the Note. The
Refunding Notes will mature in 2030 and, as of 12/31/2021, has an outstanding debt service amount
of $5.36 million at an interest rate of 1.66%.
SERIES 2020 - GENERAL OBLIGATION WASTE REDUCTION REFUNDING NOTES
In November 2009, the City issued $6 million in General Obligation Waste Reduction Bonds to
finance the City’s acquisition of a parcel of land at 6400 Arapahoe Road and to construct and improve
recycling and waste reduction facilities on the property. On January 16, 2020, these bonds were
refunded and replaced with $3,515,000 of Series 2020 GO Waste Reduction Refunding Notes which
are payable from the City’s trash tax revenues and additionally secured by the full faith and credit of
the City. The Refunding Notes will mature in 2029 and, as of 12/31/2021, has an outstanding debt
service amount of $3.12 million at an interest rate of 2.01%.
SERIES 2018 – HOGAN-PANCOST LAND ACQUISITION NOTE
In April 2018, the City issued $2.75 million in Notes to finance the purchase of the Hogan-Pancost
Property located in the City of Boulder. The Note Payable is for a five-year term that will mature in
2023 and, as of 12/31/2021, has an outstanding debt service amount of $0.96 million at an interest
rate of 6.00%.
CAPITAL LEASE PURCHASE AGREEMENTS
A Capital Lease Purchase Agreement is a lease agreement in which the lessor agrees to transfer the
ownership rights to the lessee after the completion of the lease period. The leases are subject to
annual appropriation and do not constitute a general obligation or other indebtedness of the City. The
City’s obligation to make payments relating to its leases is contingent upon the City appropriating the
rental payments for the then-current fiscal year. In the event of non-appropriation, the lease
terminates, and the pledged assets are liquidated to the benefits of the lease holders.
ENERGY EFFICIENCY IMPROVEMENT PROJECT – PHASE I WITH BANC OF
AMERICA
In September 2010, the City entered into a $1.5 million Capital Lease Purchase Agreement with Banc
of America Leasing & Capital, LLC, the proceeds of which were used for capital lease improvements
including the installation of a solar photovoltaic system. The Capital Lease Purchase Agreement will
mature in 2023 and, as of 12/31/2021, has an outstanding debt service amount of $316 thousand at
an interest rate of 4.93%.
ENERGY EFFICIENCY IMPROVEMENT PROJECT – PHASES II AND III WITH
SUNTRUST EQUIPMENT FINANCE & LEASING CORP.
In October 2010, the City entered into a $6.5 million Capital Lease Agreement with All American
Investment Group, LLC to fund the second phase of energy efficiency improvements to help the City
meet its environmental sustainability goals. In January 2012, the City refinanced this lease with
SunTrust Equipment Finance and Leasing Corporation and borrowed an additional $3.24 million for
the third phase of the energy efficiency improvements to several different city buildings. The
refinancing extended the term of the lease agreement expiration to 2027 and, as of 12/31/2021, has
an outstanding debt service amount of $4.59 million an interest rate of 2.65%.
TABLE OF
CONTENTS
INTRODUCTION AND
SUMMARY
City Manager's 2023 Budget
Message
Budget in Brief
Budget Highlights
Budget by Goal Area
Citywide Context, Budget
Process, & Strategic Planning
Transparency Portal
DEPARTMENT
OVERVIEWS
DEPARTMENT & PROGRAM
BUDGETS
City Attorney's Office
City Council
City Manager's Office
Climate Initiatives
Communication & Engagement
Community Vitality
Facilities & Fleet
Finance
Fire-Rescue
General Governance
Housing & Human Services
Human Resources
Innovation & Technology
Library
Municipal Court
Open Space & Mountain Parks
Parks & Recreation
Planning & Development
Services
Police
Transportation & Mobility
Utilities
CAPITAL
IMPROVEMENT
PROGRAM
Capital Improvement Program
(CIP) Summary
CIP BY DEPARTMENT
Community Vitality
Facilities & Fleet
Fire-Rescue
Innovation & Technology
Open Space & Mountain Parks
Parks & Recreation
Transportation & Mobility
Utilities
APPENDIX
Budget Policies
Budget Terms
Codified Fees, Rates &
Charges
Debt Service
Fund Definitions and Fund
Financials
CITY OF BOULDER MAIN WEBSITE
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FUND DEFINITIONS AND FUND FINANCIALS
GOVERNMENTAL FUNDS
GENERAL FUND - Accounts for the revenues and expenditures necessary to carry out basic
governmental activities of the city such as public safety, human services, legal services,
administrative services, and others which are not required to be accounted for in another fund.
SPECIAL REVENUE FUNDS - Accounts for the proceeds of specific revenue sources (other than
special assessments, pension trusts, proprietary fund operations, and revenues received for major
capital projects) that are legally restricted for specific purposes. The City of Boulder has the following
special revenue funds:
.25 Cent Sales Tax Fund accounts for earmarked 0.25% sales tax authorized by the voters in 1995
for parks and recreation operating and capital needs.
Affordable Housing Fund accounts for cash in lieu of financial contributions from developers and
General Fund contributions which are to be used to construct, purchase, and maintain permanently
affordable housing units in Boulder. This fund is also used to cover administrative costs to run the
program.
Airport Fund accounts for the operations of the city-owned municipal airport. Financing is provided
by grants, rents, and leases.
Boulder Junction Access (GID) - Travel Demand Management Fund accounts for dedicated
property tax and payments in lieu of taxes (PILOT) authorized by the voters to fund transit bus
passes, bike and car share programs, and infrastructure for the properties within the Boulder
Junction access district.
Boulder Municipal Property Authority (BMPA) Fund accounts for base rentals from the General
Fund and Open Space Fund for the purpose of acquiring real and personal property and leasing,
selling, or otherwise conveying the same to the city.
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2023FISCAL YEAR 2023
Capital Development Fund accounts for development fee proceeds to be utilized for the
acquisition, construction, and improvement of facilities necessary to maintain the current level of
public amenities such as police, fire, library, human services, municipal offices, streets, and parks
and recreation.
Climate Action Plan (CAP) Fund accounts for tax levied on city residents and businesses and is
based on the amount of electricity they consume, and funds programs related to increasing energy
efficiency, increasing renewable energy use, reducing emissions from motor vehicles, and taking
other steps toward the goal of meeting the Kyoto Protocol.
Community Development Block Grant Fund accounts for the funds granted by the Community
Development Block Grant program administered by the U.S. Department of Housing and Urban
Development to fund activities that benefit low- and moderate-income persons.
Community Housing Assistance Program (CHAP) Fund accounts for property tax, a housing
excise tax, and fees to be used to increase the supply of affordable housing in Boulder.
Eviction Prevention and Assistance Services (EPRAS) Fund accounts for long-term rental tax
collected to provide legal and rental assistance for those facing a potential eviction. This fund was
created in 2021.
HOME Investment Partnership Grant Fund accounts for funds granted by the HOME program
administered by the U.S. Department of Housing and Urban Development to fund a wide range of
activities including building, buying, and/or rehabilitating affordable housing for rent or
homeownership or providing direct rental assistance to low-income people.
Library Fund accounts for 0.333 mills of dedicated property tax, gifts, and donations to fund the
operations of the city-owned library and branches.
Lottery Fund accounts for State Conservation Trust Fund proceeds to be utilized for the
acquisition, development, and maintenance of new conservation sites or for capital improvements
or maintenance for recreational purposes on any public site.
Open Space Fund accounts for dedicated sales tax for the acquisition and maintenance of open
space land.
Planning & Development Services Fund accounts for fees for services related to development and
building services functions.
Recreation Activity Fund accounts for fees for services related to the provision of recreation,
reservoir, and golf course services/programs.
Sugar-Sweetened Beverage Distribution Tax Fund accounts for two cents per ounce excise tax on
the distribution of beverages with added sugar and other sweeteners to fund programs related to
health promotion, general wellness programs, and chronic disease prevention that improve health
equity, and other health programs especially for low-income residents and those most affected by
chronic disease linked to sugary drink consumption.
Transit Pass GID Fund accounts for earmarked property tax authorized by the voters in 2000 to
fund bus transit passes for participating neighborhoods.
Transportation Development Fund accounts for development fees to be utilized for the
construction of transportation capital improvements related to new development and growth.
Transportation Fund accounts for dedicated sales tax and supplemented by city’s share of the
county road and bridge tax, state highway users’ tax, and state auto registration fees for the
construction operation, and maintenance of all major thoroughfares, local streets, bikeways, and
walkways.
CAPITAL PROJECT FUNDS - Accounts for financial resources to be used for acquisition,
construction, and improvement of general fixed assets (other than those financed by Proprietary
Funds). The City of Boulder has the following Capital Project Funds:
Boulder Junction Improvement Fund accounts for a portion of the use taxes collected from
development in the area for the development of a new “Boulder Junction” 160-acre site located
around 30th and Pearl Streets
Community, Culture, Resilience, & Safety (CCRS) Fund accounts for dedicated sales tax for the
construction and improvement of capital assets outlined within the ballot language including
improving community spaces, bolstering cultural projects and organizations, and enhancing safety.
Governmental Capital Fund accounts for a transfer from the General Fund to provide funding for
general capital projects throughout the city.
Permanent Park & Recreation Fund accounts for 0.900 mills of dedicated property tax for the
acquisition of park land or permanent improvements of park and recreation facilities.
PROPRIETARY FUNDS
ENTERPRISE FUNDS - Established to finance and account for the acquisition, operation, and
maintenance of governmental facilities and services which are entirely or predominantly self-
supporting by user charges. All activities necessary to provide such services are accounted for in
these funds, including, but not limited to, administration, operations, maintenance, financing and
related debt service, and billing collections. The City of Boulder has the following Enterprise Funds:
Boulder Junction Access (GID) - Parking Fund accounts for dedicated property tax and fees to
fund programs to meet the parking facilities and service goals.
Downtown Commercial District Fund (formerly CAGID) accounts for dedicated property tax and
fees for the maintenance and operations of parking facilities and services to the district.
Stormwater/Flood Management Utility Fund accounts for user fees and plant investment fees to
support the acquisition, operation, and maintenance of stormwater and flood management
facilities.
University Hill Commercial District Fund (formerly UHGID) accounts for dedicated property tax and
fees for the maintenance and operations of parking facilities and services to the district.
Wastewater Utility Fund accounts for user fees and plant investment fees to support the
acquisition, operation, and maintenance of wastewater facilities.
Water Utility Fund accounts for user fees and plant investment fees to support the acquisition,
operation, and maintenance of water facilities.
INTERNAL SERVICE FUNDS - Established to finance and account for services and/or commodities
required by other funds. The City of Boulder has the following Internal Service Funds:
Compensated Absences Fund accounts for a transfer from the General Fund for allowable
payments (typically outstanding vacation accrual) to employees existing the organization.
Computer Replacement Fund accounts for internal department transfers for the costs of acquiring
and maintaining computer equipment used by other city departments.
Dental Self-Insurance Fund accounts for employee and city premium dental contributions and
claims payments; and facilitates the monitoring of the city’s self-insured employee dental plan.
Equipment Replacement Fund accounts for internal department transfers for the costs of acquiring
equipment used by other city departments.
Facility Renovation & Replacement Fund accounts for internal department transfers for the costs
of maintaining and replacing facilities within the City of Boulder.
Fleet Operations & Replacement Fund accounts for internal department transfers for the costs of
acquiring automotive equipment used by other city departments, as well as the associated
operating and maintenance costs.
Medical Self-Insurance Fund accounts for employee and city premium medical contributions and
claims payments; and facilitates the monitoring of the city’s self-insured employee medical plan.
Property & Casualty Insurance Fund accounts for internal department transfers and facilitates the
monitoring of the city’s self- insured property & casualty insurance plan.
Telecommunications Fund accounts for internal department transfers for the costs of operating,
acquiring, and maintaining telecommunications equipment used by all city departments.
Workers’ Compensation Insurance Fund accounts for internal department transfers and facilitates
the monitoring of the city’s self-insured workers compensation plan.
FIDUCIARY FUNDS
PENSION TRUST FUNDS - Accounts for the accumulation of resources to be used for retirement
annuity payments at appropriate amounts and times in the future. Resources are contributed by
employees and the City of Boulder at amounts determined by biennial actuarial studies and by state
law.
Fire Pension Fund accounts for retirement annuity payments for the City of Boulder’s firefighters.
Police Pension Fund accounts for retirement annuity payments for the City of Boulder’s police
officers.
TABLE OF
CONTENTS
INTRODUCTION AND
SUMMARY
City Manager's 2023 Budget
Message
Budget in Brief
Budget Highlights
Budget by Goal Area
Citywide Context, Budget
Process, & Strategic Planning
Transparency Portal
DEPARTMENT
OVERVIEWS
DEPARTMENT & PROGRAM
BUDGETS
City Attorney's Office
City Council
City Manager's Office
Climate Initiatives
Communication & Engagement
Community Vitality
Facilities & Fleet
Finance
Fire-Rescue
General Governance
Housing & Human Services
Human Resources
Innovation & Technology
Library
Municipal Court
Open Space & Mountain Parks
Parks & Recreation
Planning & Development
Services
Police
Transportation & Mobility
Utilities
CAPITAL
IMPROVEMENT
PROGRAM
Capital Improvement Program
(CIP) Summary
CIP BY DEPARTMENT
Community Vitality
Facilities & Fleet
Fire-Rescue
Innovation & Technology
Open Space & Mountain Parks
Parks & Recreation
Transportation & Mobility
Utilities
APPENDIX
Budget Policies
Budget Terms
Codified Fees, Rates &
Charges
Debt Service
Fund Definitions and Fund
Financials
CITY OF BOULDER MAIN WEBSITE
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