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2022 Approved BudgetFISCAL YEAR 2022APPROVEDBUDGET Service Excellence for an Inspired Future. 2022 Approved Budget City of Boulder 2022 Approved BudgetPage 2 The Government Finance Officers Association of the United States and Canada (GFOA) is in the review process for the City of Boulder’s annual budget for the fiscal year beginning January 1, 2021. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. The city has received this award annually since 1995 and believes the 2022 budget conforms to program requirements, as such will submit it to GFOA to determine its eligibility for another award. City of Boulder 2022 Approved BudgetPage 3 PRESENTED TO City of Boulder Colorado For the Fiscal Year Beginning January 01, 2021 Executive Director GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award City of Boulder 2022 Approved BudgetPage 4 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 5 Council Member Mirabai Kuk Nagle Council Member Adam Swetlik Council Member Mary D. Young Council Member Bob Yates Mayor Sam Weaver Mayor Pro Tem Junie Joseph Council Member Aaron Brockett Council Member Rachel Friend City of BoulderCity Council Council Member Mark Wallach City of Boulder 2022 Approved BudgetPage 6 City of Boulder2022 Organizational Chart ASSISTANT CITY MANAGER Pam Davis UTILITIES DIRECTOR Joe Taddeucci HUMAN RESOURCES DIRECTOR Amy Crede (Interim) COMMUNICATION & ENGAGEMENT DIRECTOR Sarah Huntley CHIEF FINANCIAL OFFICER Kara Skinner (Interim) CLIMATE INITIATIVES DIRECTOR Jonathan Koehn (Interim) PLANNNG & DEVELOPMENT SERVICES DIRECTOR David Gehr (Interim) OPEN SPACE & MOUNTAIN PARKS DIRECTOR Dan Burke TRANSPORTATION & MOBILITY DIRECTOR Erika Vandenbrande FACILITIES & FLEET DIRECTOR Joanna Crean POLICE CHIEF Maris Herold COMMUNITY CITY COUNCIL CITY MANAGER Nuria Rivera- Vandermyde CHIEF POLICY ADVISOR Carl Castillo PARKS & RECREATION DIRECTOR Alison Rhodes ASSISTANT CITY MANAGER/ COMMUNITY VITALITY DIRECTOR Yvette Bowden HOUSING & HUMAN SERVICES DIRECTOR Kurt Firnhaber DEPUTY CITY MANAGER Chris Meschuk FIRE CHIEF Michael Calderazzo CITY CLERK Elesha Johnson LIBRARY & ARTS DIRECTOR David Farnan MUNICIPAL COURT ADMINISTRATOR James Cho INNOVATION & TECHNOLOGY DIRECTOR Jennifer Douglas MUNICIPAL JUDGE Linda Cooke CITY ATTORNEY Teresa Taylor Tate DEPUTY CITY MANAGER Vacant EQUITY PROGRAM MANAGER Aimee Kane City of Boulder 2022 Approved BudgetPage 7 City of BoulderLeadership Staff City Manager .............................................................................................................................Nuria Rivera-Vandermyde Deputy City Manager .................................................................................................................................Chris Meschuk Deputy City Manager .................................................................................................................................................Vacant Assistant City Manager ..............................................................................................................................Yvette Bowden Assistant City Manager .................................................................................................................................Pamela Davis Chief Policy Advisor ..........................................................................................................................................Carl Castillo City Attorney ............................................................................................................................................Teresa Taylor Tate City Clerk .......................................................................................................................................................Elesha Johnson Climate Initiatives Director ...................................................................................................Jonathan Koehn, Interim Communication and Engagement Director .........................................................................................Sarah Huntley Community Vitality Director .....................................................................................................................Yvette Bowden Facilities and Fleet Director ........................................................................................................................Joanna Crean Chief Financial Officer ....................................................................................................................Kara Skinner, Interim Fire Chief................................................................................................................................................Michael Calderazzo Housing and Human Services Director.................................................................................................Kurt Firnhaber Human Resources Director ..............................................................................................................Amy Crede, Interim Innovation and Technology Director .................................................................................................Jennifer Douglas Library and Arts Director ..............................................................................................................................David Farnan Municipal Judge ............................................................................................................................................Linda P. Cooke Municipal Court Administrator .......................................................................................................................James Cho Open Space and Mountain Parks Director ...................................................................................................Dan Burke Director of Parks and Recreation Director............................................................................................Alison Rhodes Planning and Development Services Director ..........................................................................David Gehr, Interim Police Chief .........................................................................................................................................................Maris Herold Transportation & Mobility Director .............................................................................................Erika Vandenbrande Utilities Director .............................................................................................................................................Joe Taddeucci City of Boulder 2022 Approved BudgetPage 8 City of BoulderBudget Staff Central Budget Staff Chief Financial Officer ................................................................................................................Kara Skinner, Interim Senior Budget Manager ................................................................................................................................Mark Woulf Principal Budget Analyst ...................................................................................................................Charlotte Huskey Principal Budget Analyst ........................................................................................................................Zachary Walsh Senior Budget Analyst .......................................................................................................................James Bohannan Department Analysts City Attorney’s Office ................................................................................................................................Sarah Bennett City Clerk’s Office/City Council/City Manager’s Office ..............................................................Amy McMahon Communication & Engagement ..............................................................................................................Karl Watkins Community Vitality ...................................................................................................................................Elliott LaBonte Climate Initiatives ...........................................................................................................................................Heidi Joyce Facilities & Fleet ......................................................................................................................................Raphael Tingley Finance ................................................................................................................................................................Erin Kintzle Fire-Rescue ..............................................................................................................................................Teresa Flanagan Human Resources .................................................................................................................................Alexa Han-Dunn Housing & Human Services ........................................................................................................Tip-arpar Karasudhi Innovation & Technology .............................................................................................................................Beth Lemur Library & Arts...............................................................................................................................................Justin Greene Municipal Court ....................................................................................................................................................Jean Grill Open Space & Mountain Parks .............................................................................Sam McQueen & Cole Moffatt Parks & Recreation ...............................................................................................Jackson Hite & Stacie Hoffmann Planning & Development Services ...............................................................................................................Ken Baird Police .................................................................................................................................................................Gina Coluzzi Transportation & Mobility ............................................................................................................Gastonia Anderson Utilities............................................................................................................................................................Graham Clark Special Thank You in Preparing the 2022 Budget and Budget Book Business Services Manager ......................................................................................................................Gina Coluzzi Senior Budget Analyst .............................................................................................................................Justin Greene Risk Specialist ...............................................................................................................................................Alyssa Liddle Tax & Special Projects Manager ...............................................................................................................Joel Wagner City Planner and CIP Coordinator ........................................................................................................Chris Ranglos City of Boulder 2022 Approved BudgetPage 9 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 10 Table of Contents 1 | CITY MANAGER’S MESSAGE ........................................................................................................................15 •2022 Budget Changes by Type and by Department ....................................................................................21 2 | CITYWIDE CONTEXT ......................................................................................................................................29 •About Boulder .........................................................................................................................................................30 •Budget Philosophy & Process ............................................................................................................................34 •Strategic & Long-Term Planning .......................................................................................................................39 3 | SOURCES & USES ...........................................................................................................................................41 •Citywide Summary of Sources & Uses .............................................................................................................42 •Citywide Sources (Revenues) .............................................................................................................................47 •Citywide Uses (Expenditures) .............................................................................................................................57 4 | DEPARTMENT OVERVIEWS ..........................................................................................................................63 •City Attorney’s Office ............................................................................................................................................65 •City Council ..............................................................................................................................................................69 •City Manager’s Office .............................................................................................................................................73 •Climate Initiatives ...................................................................................................................................................79 •Communication & Engagement ........................................................................................................................85 •Community Vitality .................................................................................................................................................91 •Facilities & Fleet ......................................................................................................................................................97 •Finance .....................................................................................................................................................................101 •Fire-Rescue .............................................................................................................................................................105 •General Governance ...........................................................................................................................................109 •Housing & Human Services ................................................................................................................................111 •Human Resources..................................................................................................................................................117 •Innovation & Technology ....................................................................................................................................121 •Library & Arts ..........................................................................................................................................................127 •Municipal Court .....................................................................................................................................................131 •Open Space & Mountain Parks.........................................................................................................................135 •Parks & Recreation ...............................................................................................................................................139 •Planning & Development Services ..................................................................................................................143 •Police .........................................................................................................................................................................147 •Transportation & Mobility ..................................................................................................................................151 •Utilities ......................................................................................................................................................................155 5 | CAPITAL IMPROVEMENT PROGRAM ......................................................................................................161 •Introduction ............................................................................................................................................................165 •Funding Summaries ..............................................................................................................................................171 •Department Overviews .......................................................................................................................................179 •CEAP (Community & Environmental Assessment Process) ..................................................................247 6 | FUND FINANCIALS ....................................................................................................................................... 249 •General Fund .........................................................................................................................................................250 •Governmental Capital Fund (tied to General Fund) .................................................................................252 •.25 Cent Sales Tax Fund ......................................................................................................................................253 •Affordable Housing Fund ...................................................................................................................................254 •Airport Fund ...........................................................................................................................................................255 •Boulder Junction Access GID - Parking Fund ............................................................................................256 •Boulder Junction Access GID - TDM Fund ...................................................................................................257 City of Boulder 2022 Approved BudgetPage 11 Table of Contents •Boulder Junction Improvement Fund ...........................................................................................................258 •Boulder Municipal Property Authority Fund ...............................................................................................259 •Capital Development Fund ...............................................................................................................................260 •Capital Improvement - Community, Culture, Safety Tax Fund ...............................................................261 •Climate Action Plan Fund..................................................................................................................................262 •Community Development Block Grant Fund .............................................................................................263 •Community Housing Assistance Program Fund .......................................................................................264 •Compensated Absences Fund ........................................................................................................................265 •Computer Replacement Fund .........................................................................................................................266 •Dental Self Insurance Fund ..............................................................................................................................267 •Downtown Commercial District Fund ..........................................................................................................268 •Equipment Replacement Fund ........................................................................................................................269 •Eviction Prevention & Rental Assistance Service (EPRAS) Fund ........................................................270 •Facility Renovation & Replacement Fund .....................................................................................................271 •Fleet Operations & Replacement Fund .........................................................................................................272 •HOME Investment Partnership Grant Fund .................................................................................................273 •Library Fund ............................................................................................................................................................274 •Lottery Fund ............................................................................................................................................................275 •Medical Self-Insurance Fund.............................................................................................................................276 •Open Space Fund ..................................................................................................................................................277 •Permanent Park & Recreation Fund ...............................................................................................................278 •Planning & Development Services Fund ...................................................................................................... 279 •Property & Casualty Insurance Fund.............................................................................................................280 •Recreation Activity Fund ....................................................................................................................................281 •Stormwater/Flood Management Utility Fund ............................................................................................ 283 •Sugar-Sweetened Beverage Distribution Tax Fund .................................................................................. 285 •Telecommunications Fund................................................................................................................................ 286 •Transit Pass GID (Forest Glen) Fund .............................................................................................................. 287 •Transportation Fund ............................................................................................................................................ 288 •Transportation Development Fund ................................................................................................................ 290 •University Hill General Improvement District Fund .................................................................................291 •Wastewater Utility Fund.....................................................................................................................................292 •Water Utility Fund ................................................................................................................................................ 294 •Workers’ Compensation Insurance Fund .................................................................................................... 296 7 | APPENDIX ......................................................................................................................................................297 •Budget Terms ........................................................................................................................................................298 •Fund Definitions ...................................................................................................................................................301 •Codified Fees, Rates, & Charges ....................................................................................................................305 •Budget Policies .....................................................................................................................................................316 •Debt Service .........................................................................................................................................................325 •Ordinance No. 8505 ............................................................................................................................................333 •Adopted Budget Reconciliation ......................................................................................................................337 City of Boulder 2022 Approved BudgetPage 12 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 13 How to Use This Document The 2022 City of Boulder Approved Budget contains a detailed description of how the city plans to invest available resources into city operations in 2022. The 2022 Approved Budget has seven main parts: 1 | City Manager’s Budget Message The City Manager’s Budget Message is a transmittal letter to Boulder’s City Council and community that summarizes the contents of the 2022 Approved Budget. The transmittal letter includes a comprehensive list of 2022 Significant Budget Changes. 2 | Citywide Context & Strategy This section provides a general overview of the City of Boulder including its history, describes the organization of city operations, explains the city’s annual budget process, details the city’s accounting system and fund structure, and explains the long-range financial planning strategies of the City of Boulder. 3 | Sources & Uses The Sources & Uses section contains summary information of the 2022 Approved Budget, projected revenues, and budgeted expenditures. It shows all anticipated sources (revenues) by type and fund, provides information on tax rates, shows budgeted uses (expenditures) by fund, and lists all interfund transfers. 4 | Department Overviews Department Overviews describe the city’s operational structure and function, 2021 accomplishments, and 2022 key initiatives for each of the city’s individual departments. It includes details on significant changes between the 2021 and 2022 operating budgets, as well as the detailed program budget for each department. 5 | Capital Improvement Program The City of Boulder’s 2022-2027 Capital Improvement Program (CIP) contains information on how the city plans to invest available resources into key infrastructure and facilities between 2022 and 2027. The 2022- 2027 CIP has four main parts: Introduction, Funding Summaries, Capital Project Overviews, and CEAP (Community & Environmental Assessment Process). 6 | Fund Financials The Fund Financials section provides tables detailing the sources and uses of each of the city’s 41 funds, for 2020 actual, 2021 revised, 2022 approved , and 2023-2027 projected amounts. 7 | Appendix The Appendix section contains supplemental information to the 2022 Approved Budget, including: • Budget Terms; • Fund Definitions; • Codified Fees, Rates, & Charges, which summarizes adopted adjustments to city fees and the effect on revenues; • Budget Policies, which provides an overview of the city’s financial and reserve policies; • Debt Service, which lists the city’s debt service payments from 2022 to 2027, provides a combined schedule of long-term debt, and provides computation of the legal debt margin for the last 10 years. City of Boulder 2022 Approved BudgetPage 14 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 15 City Manager’s Message Dear City Council and Boulder Community, The past 18 months have tested governments and communities around the world. The combination of a dramatic reduction in resources with increased needs has been painful for us all. Worse yet, the stakes have been among the highest imaginable: the lives and ongoing health of community members, a risk to economic livelihood, challenges for families and individuals to keep a roof overhead, disruptions in schooling for our young people, and more. Today, however, with profound gratitude for our collective resilience, I present a recommended budget that is cautiously optimistic about improving conditions. This budget prioritizes renewal and restoration, with a goal of bringing relief to a weary community and stretched employees. It seeks to return the services that have the highest impact on those who live, work and visit Boulder and draws on valuable lessons we’ve learned about the importance of the core functions of government. At the same time, this budget attempts to honor the entrepreneurship that drives our local economy and makes Boulder a recognized leader in so many areas. The City Manager’s 2022 Recommended Budget, presented to you for your review and consideration, is $462.5 million. The budget is comprised of an operating budget of $300.1 million, which represents a 10% increase, and a capital budget of $162.4 million, which represents a 134% increase, compared to 2021. The capital budget increase is largely due to a planned Utilities Fund bond issuance. This spending plan is based upon an expectation that many revenue sources are trending up, including retail sales tax, which is forecast to reach a level that is a modest increase from pre-pandemic levels. The sales and use tax increase is due, in part, to receiving tax revenue from online marketplace retail sales. $- $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 $350,000,000 $400,000,000 $450,000,000 $500,000,000 2019 Actual 2020 Actual 2021 Approved 2022 Recommended ALL FUNDS BUDGET 2019-2022 Operating Capital City of Boulder 2022 Approved BudgetPage 16 City Manager’s Message This budget also leverages the city’s American Rescue Plan Act (ARPA) funding allocation. In alignment with peer cities, the city is targeting 20% of ARPA local relief funds, roughly $4 million, to address immediate needs, including some service restorations. A portion of this funding will be made available as soon as this fall. Decisions about how best to leverage the remaining ARPA funds ($16 million) to address larger needs in support of city organization, community and economic recovery will occur later and will include input from City Council and the community. As I’m sure you’ll agree, this funding must be allocated in a fiscally responsible way as this appropriation is intended to span five years, must meet specific criteria for use, and is limited to one-time funding. Restoration of Services First and foremost, this budget seeks to restore the most critical programs and service levels that were suspended during the COVID-19 pandemic. While we understand the instinct to return to life as it was, what was needed prior to 2020 might be different from what is needed today. This is, in large part, due to the agility departments exhibited in shifting many of their service offerings online. As a result, the city took a strategic look at all requests for service restoration. Consistent with the city’s recently adopted Racial Equity Plan, departments were required to articulate who would benefit from a service being restored and who would be hurt if a program remained unfunded. The budget team prioritized requests that address the needs of community members of color and others who have had disproportionate and negative impacts during this time of crisis. The following chart shows significant budget changes (including restorations as well as new appropriations, by city department): $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2022 RECOMMENDED BUDGET SIGNIFICANT CHANGES BY DEPARTMENT City of Boulder 2022 Approved BudgetPage 17 City Manager’s Message This budget proposes restoring services in the following areas: • Staffing to support important community gathering places and beloved services. These appropriations include: • Library staff so the George Reynolds Branch, Meadows Branch and the North Boulder Corner Library can resume services for nearby neighborhoods. • Housing and Human Services staff to support increased hours of services and programming at the West Age Well Center. The mission of Older Adult Services is to inspire and empower older adults to age well through community connection, learning and play. Older Adult Services also provides case management and services to meet comprehensive needs, including safety and quality of life. • Continuation of the downtown ambassador and encampment clean-up staffing that was approved by City Council in 2021 to address the proliferation encampments and support safety in public spaces. • Planning and Development Services customer service and intake staff to support effective permitting and compliance, address community concerns about onerous processes and advance council priorities. • Human Resources talent acquisition partners to ensure that the city attracts, hires and retains top-notch, creative and engaged professionals at all levels. • A Housing and Human Services full-time coordinator to reinvigorate Youth Opportunity Program programs and the Youth Opportunities Advisory Board. These programs cultivate leadership skills in high school students, lifting their voices in grant and policy decisions that impact their lives and contribute to positive outcomes. • Programmatic funding for: • Recreation center operations, EXPAND and other inclusive programs that bring the benefits of fitness, fun, teaming and belonging to our whole community. • Cultural grants, recognizing the role that the arts play in building community, sparking creativity, and supporting healing in challenging times. • Engagement and outreach to under-served communities, expanding efforts to reduce barriers to access to services, demystify government and promote meaningful participation in decision- making. • HOP bus service, offering an environmentally friendly, convenient and affordable transit option along the city’s major corridors. • The flexible rebate program to retain small businesses and primary employers as we work together to recover from the economic impacts of the pandemic. • A Family Resource Schools contract with Mental Health Partners to provide individual, in- person therapy to elementary students and support effective suicide assessments and interventions. • Police vehicles, recognizing that fleet replacement was suspended entirely in 2021; returning to the planned fleet replacement schedule per best practices will minimize long-term costs and ensure safety and reliability. City of Boulder 2022 Approved BudgetPage 18 City Manager’s Message Recommitment to Innovation and Service Excellence Though the pandemic sometimes required a shift in focus, the city remains committed to innovation, data- informed decision-making, and continued efforts to improve service to our community. The 2022 Recommended Budget will allow Boulder to continue to be a leader in many of the areas our residents care most about. These include: • Reinforcing our commitment to basic human needs, including housing, health and availability of clean water and food; and building on award-winning, outcomes-based programs that help individuals and families out of homelessness • Striking a careful balance between supporting the health, well-being and dignity of unsheltered individuals while creating safe and welcoming public spaces for all to enjoy • Developing effective strategies that support more affordable housing options for lower and middle-income individuals and families • Prioritizing the continuation of innovative COVID-19 response programs for as long as they are needed • Addressing issues related to policing, with an eye toward reform, improved oversight, engagement, workforce wellness, and increased collaboration with other city departments, specifically around supporting individuals with mental health and substance abuse issues • Maintaining our critical infrastructure, making roads and paths safer and more accessible and providing multi-modal options to help relieve congestion and contribute positively to our climate goals • Caring for Boulder’s extensive open spaces, parks, libraries, and recreational amenities, recognizing more than ever the importance of these community assets in overall health and well-being • Lifting arts and culture, consistent with a desire to cultivate creativity, create community and promote joy in public spaces Investment in Employees Another focus of this budget is ensuring that Boulder continues to be an employer of choice, with talented, innovative and well-resourced employees. This proposal adds 58.5 FTE (Full-Time Equivalent) standard positions and extends 18 current fixed-term positions – recognizing the staggering impact staffing reductions in 2020 and 2021 had on the ability of the city to serve the community. As a reminder, the city furloughed 741 employees and laid off or ended employment for 148 at the height of the public health and economic crisis. These represented a mix of seasonal, temporary and regular employees. Fifteen additional standard positions were eliminated as result of restructuring. Some of the proposed FTEs for 2022 will support a return of functions that existed previously, including those described more fully in the previous section outlining restorations; others reflect the changed and emerging needs of our community. The new positions will allow us to achieve a variety of goals, including: • Supporting the implementation of the city’s first-ever racial equity plan, including helping staff across the organization understand and dismantle systems and policies that perpetuate oppression • Improving rental assistance programming in a time of tremendous housing stress in our community and country City of Boulder 2022 Approved BudgetPage 19 • Assisting individuals achieve affordable home ownership with an additional coordinator position, who will help potential buyers navigate affordable housing eligibility; educate the public about programs and homeownership opportunities; assist program participants with real estate transactions; and provide guidance and information regarding financing requirements • Addressing staffing challenges in the Fire Department, recognizing the importance of effective risk mitigation and timely response, especially in the face of increased wildfire danger • Coordinating and tracking citywide energy reduction efforts to better support our bold and urgent climate goals • Ensuring that our new website follows best practices and offers our community an accurate, engaging, easy-to-use platform for civic information Hiring new employees is not enough in this competitive and challenging environment. To remain an employer of choice, we must do all we can to retain the tremendous talent we have in our current workforce. To that end, I intend to reinstate merit increases in 2022 for Boulder Municipal Employees Association (BMEA) and non-union employees. Employees with the International Association of Firefighters (IAFF) and the Boulder Police Officers Association (BPOA) are also scheduled to receive a general salary increase in 2022 in accordance with their contracts. Employees and the city will share the responsibility for a 6.8 percent increase in medical premiums in 2022; however, the city plans to take initial steps to move toward a self-insured medical plan to better control costs and have more flexibility in healthcare benefits in upcoming years. The 2022 Recommended Budget also reflects the dramatic workplace transformation that occurred in March 2020, when some of the city’s workforce left their offices and began working virtually from home. Not surprisingly, our employees demonstrated an impressive ability to serve the community and perform their work under these new circumstances. Guided by input from employees, we anticipate that many of those who were able to telework will return this fall with hybrid schedules. This approach will allow some work to be performed in city facilities and other work to be performed from employees’ homes or other in-state locations. This shift will save the city in annual lease costs, but the 2022 Recommended Budget also includes one-time funding for equipment, technology and reconfiguration of office space to promote shared and flexible workspaces. Focus on Capital and Maintenance Needs A well-rounded budget must include adequate resources to maintain what we have and ensure the city can cover anticipated capital needs. Overall, the 2022 Capital Improvement Program budget is nearly $158 million across all funds, with $120 million for the utility funds and $38 million across all other funds, including the Transportation fund, and Open Space & Mountain Parks fund. In addition, Parks & Recreation, Open Space & Mountain Parks and Transportation & Mobility are restoring funding in support of ongoing maintenance. The following are a few highlights of the 2022 capital spending plan: • Parks & Recreation will restore urban parks and urban forest maintenance, support recreation facilities maintenance, and fund a project to enhance the East Boulder Recreation Center pool. • Open Space & Mountain Parks (OSMP) will revisit deferred service area projects and programs. The department will prioritize efforts that advance each of the service areas identified by its recent Master Plan and provide inclusive and enjoyable opportunities for an increasing number of visitors. City Manager’s Message City of Boulder 2022 Approved BudgetPage 20 • Transportation & Mobility has nearly $5 million dedicated to the pavement management program, in addition to approximately $1.4 million for multi-use path and sidewalk maintenance, pedestrian facilities repair, ADA compliance, and safer traffic signals. Another $5.7 million will fund protected bike lanes and/or multi-modal enhancements on segments of 30th and 28th streets. • To protect lives and property, the city has several key flood mitigation projects budgeted for 2022 including for the Alpine-Balsam area, South Boulder Creek, and Gregory Creek. Closing I appreciate the opportunity to summarize and proudly advance this recommended budget. This document – and the deep thinking that went into it – reflects collaboration across all parts of our organization. It seeks to solidify our ability to meet the community’s needs in times of crisis and beyond. It shows that we value our public servants and envision a future – hopefully in the near term – that promotes health, well-being and prosperity for all. It balances optimism and fiscal stewardship by restoring programs, services and staffing in ways that leverage lessons learned through the pandemic while continuing to invest in both our staff and our facilities. Most importantly I believe this budget reflects our city’s continued commitment to advance the values contained within our Sustainability and Resilience Framework in responsible and equitable ways. Regards, Nuria Rivera-Vandermyde City Manager’s Message City of Boulder 2022 Approved BudgetPage 21 2022 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Restoration of City Services 1,064,713$ - 8,343,929$ 34.00 City Council -$ - 34,053$ - Restore Operating Budget - - 34,053 - City Manager's Office/City Clerk -$ - 84,593$ 1.00 Restore Operating Budget - City Clerk - - 18,500 - Restore Administrative Assistant II - - 66,093 1.00 Climate Initiatives 232,000$ - 67,196$ 1.00 Restore Administrative Assistant II - - 67,196 1.00 Reinstate Climate Action Plan Tax Funding 232,000 - - - Communication & Engagement -$ - 175,648$ 1.00 Restore Outreach Communications & Promotion of Services to the Underserved - - 11,000 - Restore Engagement Manager - - 164,648 1.00 Community Vitality -$ - 140,000$ - Restore Flexible Rebate Program - Small Business Retention - - 100,000 - Partial Restore General Fund Transfers to University Hill General Improvement District - - 40,000 - Finance 30,000$ - 163,012$ 1.00 Restore Internal Audit Consultant 30,000 - - - Restore Training Budget for Purchasing Division - - 2,500 - Restore Financial Analyst - - 127,512 1.00 Restore Audit and Tax Operating Budget - - 33,000 - Fire-Rescue 36,000$ - 65,000$ - Restore Equipment Replacement Fund - - 35,000 - Restore Cancer Trust and Peer Support Program 36,000 - 30,000 - Housing & Human Services 85,686$ - 180,099$0.50 Restore and Enhance Older Adult Services Administrative Specialist II - - 26,099 0.50 Restore Family Resource School contract for therapy with Mental Health Partners - - 33,000 - Restore Human Services Fund Operating Budget - - 121,000 - Restore Youth Opportunities Program (YOP)/Youth Opportunities Advisory Board (YOAB)85,686 - - - Innovation & Technology -$ - 298,000$ 2.00 Restore Data Analyst to Support Citywide Analyses - - 139,000 1.00 Restore GIS Enterprise Administrator - - 159,000 1.00 Library & Arts -$ - 1,157,545$ 10.25 Partial Restore Boulder Arts Week Operating Budget - - 10,000 - Restore Cultural Grants - - 157,250 - Restore Services to Main Library and Three Branches - - 645,969 8.25 Restore Operating Budget for Canyon Theater & Boulder Public Library Makerspace - - 138,658 1.00 Restore Library Substitute Worker Budget - - 101,432 - Restore Systemwide Library Operations Resources Manager - - 104,236 1.00 Municipal Court -$ - 42,000$ - Restore Lease Budget for the Municipal Court with Boulder County - - 33,500 - Partial Restore Operating Budget for Costs of Collections - - 8,500 - Open Space & Mountain Parks -$ - 1,301,000$ - Restore COVID-19 Personnel and Operating Budget - - 1,301,000 - Parks & Recreation 681,027$ - 1,614,416$ 7.25 Rebuild Revenue Generating Programs for Recreation Activity Fund 62,527 - 534,954 3.25 Restore Urban Parks Funding - - 360,535 1.00 Restore Citywide Forestry Services 18,500 - 176,427 1.00 Restore .25 Sales Tax Maintenance Program and Operating Budget - - 326,284 1.00 Restore Community Events and Reactivate Public Spaces - - 101,225 - Restore Recreation Staffing and Service Levels: EXPAND/Inclusion - - 114,992 1.00 Restore Recreation Sustainability - One-Time Increase to General Fund Subsidy 600,000 - - - Planning & Development Services -$ - 935,756$ 7.50 Restore Comprehensive Planning Manager - - 167,046 1.00 Restore Customer Service and Intake Team - - 263,369 3.00 Restore Deputy Director - - 190,757 1.00 Restore Civil Engineer II and Planner II positions for Development Review Support - - 259,325 2.00 Restore Software Support Staffing - - 55,260 0.50 City of Boulder 2022 Approved BudgetPage 22 2022 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Police -$ - 1,121,610$ 2.50 Restore Accident Report Specialist - - 96,404 1.00 Restore Property & Evidence Technician - - 80,000 1.00 Restore Greenwood Wildlife Rehab Center Contract - - 24,000 - Restore Process Server for Photo Enforcement Program - - 54,809 0.50 Restore Fleet Replacement Budget - - 866,397 - Transportation & Mobility -$ - 964,000$ - Restore Transportation Operating Budget to Accomplish Master Plan Goals - - 244,000 - Restore HOP Service - - 353,000 - Restore Fleet Replacement and Design Construction Standards Citywide Intitiative Funding - - 152,000 - Restore Staff Training/Certification and Funding for Removal of Emerald Ash Borer Affected Trees - - 215,000 - New/Enhanced Services 996,142$ - 7,178,780$ 42.50 City Attorney’s Office 30,000$ - -$ - Outside Counsel - Additional Legal Support 30,000 - - - City Manager's Office/City Clerk 48,000$ - 258,468$ 1.00 Equity Liaison - - 229,468 1.00 Increase Fees for Federal Lobbying Services Contract Smith, Dawson & Andrews (SDA)38,000 - - - Increase Fees to State Lobbying Services Contract 10,000 - - - Police Oversight Operating Budget and Summer Intern - - 23,500 - Printing Costs of Legal Ordinances and Agenda Materials - - 5,500 - Climate Initiatives -$ - 277,695$ 2.25 Convert Energy Strategy Coordinator and Electrical Engineer II Fixed-Term to Standard Positions - - 236,285 2.00 Convert Standard Energy Code Coordinator from Fixed-Term to Standard Position - - 26,410 0.25 Ongoing Appropriation of Administrative Fees and Forfeited Deposits Collected per Ordinance 8366, Chapter 36 Commercial Construction Waste Recycling, Section 3601.2.3 - - 15,000 - Communication & Engagement -$ - 457,409$ 3.00 Convert Climate Initiatives Communication Specialist from Fixed-Term to Standard Position - - 134,752 1.00 Transfer of Engagement Specialist - Planning & Development Services to Communication & Engagment - - 65,410 0.50 Digital Content Specialist - - 130,000 0.50 Convert Language Access Program Manager from Fixed-Term to Standard Position - - 127,247 1.00 Community Vitality 200,000$ - 260,641$ 1.00 Access Management and Parking Strategy (AMPS) Implementation - - 215,641 1.00 Solar Panel Operating Costs - - 45,000 - University Hill 14th Lot Development 200,000 - - - Facilities & Fleet -$ - 228,658$ 3.00 Additional Facility Project Manager - - 138,375 1.00 Custodial Lead - Implementation of Quality Assurance and Quality Control Programs - - 90,283 1.00 Repurpose of Center Green Lease Budget - 19 Electric Vehicle Chargers - - - - Repurpose of Center Green Lease Budget - Alpine-Balsam Garage Operation & Maintenance Funding - - - - Repurpose of Center Green Lease Budget - Continued Workplace Transformation Funding - - - - Repurpose of Center Green Lease Budget - Custodial Budget Increase - - - - Repurpose of Center Green Lease Budget - Custodial Services for Fire Station #8/Fire Training Center - - - - Repurpose of Center Green Lease Budget - Electric Vehicle Charging Station Maintenance - - - - Repurpose of Center Green Lease Budget - Energy Manager - Maximize City's Energy Portfolio - - - 1.00 Repurpose of Center Green Lease Budget - Facility Space Use Studies - - - - Finance 5,500$ - 112,309$ 1.00 External Auditor Contract Cost Increase - - 5,000 - Revenue Modeling - University of Colorado Contract - - 25,000 - Underserved Business Program Support 5,500 - 82,309 1.00 Fire-Rescue 133,450$ - 513,800$ 4.00 Administrative Personnel Development 12,500 - 12,500 - Target Solutions Software and Alerting System Maintenance - 29,600 - Emergency Operations: Three Permanent Firefighter Overhires 64,200 - 287,184 3.00 Initiation of EMS Manager and Program Funding 56,750 - 184,516 1.00 General Governance and Citywide 44,692$ - 1,199,000$ - Old Hire Police and Fire Pension Supplemental Payment Increase 44,692 - - - Workers' Comp and Property/Casualty Insurance Premium Increase - - 375,000 - Increased Legal Expenses for Anticpated Increase in Litigation Costs - - 75,000 - Office of Disaster Management Increase - - 24,000 - Transfer Classification and Compensation Implementation Budget from Human Resources to General Fund Citywide - - 725,000 - City of Boulder 2022 Approved BudgetPage 23 2022 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Housing & Human Services 30,000$ - 1,418,672$ 3.50 Additional Cost to Custodial Services - - 54,000 - Database Consultant and Salesforce License Budget Increase - - 13,000 - HOA Special Assessment Grant Pilot 30,000 - - - Housing Investments and Compliance Specialist - - 97,579 1.00 Homeownership Program Coordinator - - 105,727 1.00 Eviction Prevention and Rental Assistance Services (EPRAS)- - 858,115 1.00 Customer Service Representative for Older Adult Services - - 40,252 0.50 Substance Education and Awareness Fund (Vape Tax)- - 250,000 - Human Resources -$ - (329,185)$ 2.00 Talent Acquisition Positions - - 263,600 2.00 Department Restructure - - 132,215 - Transfer of Classisification and Compensation Implementation Budget to Citywide - - (725,000) - Innovation & Technology 400,000$ - 202,258$ 1.50 Axon Records Management System Implementation 400,000 - - - GIS Analyst for Citywide Analyses - - 129,000 1.00 Digital Content Specialist - - 73,258 0.50 Open Space & Mountain Parks -$ - -$ 4.00 Convert Prairie Dog, Soil Health, and Wildlife Ecology Positions From Fixed-Term to Standard Positions - - - 3.00 Convert GIS/Human Dimension Position From Fixed-Term to Standard Position - - - 1.00 Parks & Recreation 24,500$ - 457,529$ 1.00 Improve Working Conditions for Construction and Natural Lands 18,100 - 4,000 Improve Maintenance Sustainability - - 253,529 1.00 Stabilize the Non-Standard Workforce - - 200,000 - Add WiFi to P&R Construction Team Office 6,400 - - - Planning & Development Services -$ - 423,592$ 4.25 Convert Energy Code Coordinator from Fixed-Term to Standard Position - - 79,231 0.75 Convert Land Use Code Update Position from Fixed-Term to Standard Position - - 94,313 1.00 Eviction Prevention and Rental Assistance Services (EPRAS) Administrative Assistant - - 76,050 1.00 P&DS Records Coordinator - - 147,566 1.00 Project Coordinator - - 91,842 1.00 Transfer of Engagement Specialist - Planning & Development Services to Communication & Engagment - - (65,410) (0.50) Police 30,000$ - 246,022$ - Tactical Analytics and Leadership Information (TALI) Dashboard - - 4,400 - Axon OSP 7+ Package (Tasers, Body-Worn and In-Car Cameras, Data Storage)-Contractual Increase - - 241,622 - Executive Leadership Training to Address Professional Police Reform 30,000 - - - Transportation & Mobility 50,000$ - 475,000$ 1.00 Core Service Program Improvements - Snow Removal and Material Storage 50,000 - 200,000 - Convert Transportation GIS Analyst from Fixed-Term to Standard - - 75,000 1.00 Transportation Operations - Signals Maintenance & Upgrades - - 200,000 - Utilities -$ - 976,910$ 10.00 Convert Four Encampment Clean-Up Positions from Fixed-Term to Standard and Add Program Costs - - 325,572 4.00 Storm Contract Management Increase - - 30,000 - Stormwater, Floodway, and Greenway Restructure and Additional Personnel - - 355,512 3.00 Convert Utilities GIS Analysts from Fixed-Term to Standard Positions - - 265,825 3.00 City of Boulder 2022 Approved BudgetPage 24 2022 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Attorney’s Office 30,000$ - -$ - New/Enhanced Services Outside Counsel - Additional Legal Support 30,000 - - - City Council -$ - 34,053$ - Restoration of City Services Restore Operating Budget - - 34,053 - City Manager's Office/City Clerk 48,000$ - 343,062$ 2.00 Restoration of City Services Restore Operating Budget - City Clerk - - 18,500 Restore Administrative Assistant II - - 66,093 1.00 New/Enhanced Services Equity Liaison - - 229,468 1.00 Increase Fees for Federal Lobbying Services Contract Smith, Dawson & Andrews (SDA)38,000 - - - Increase Fees to State Lobbying Services Contract 10,000 - - - Police Oversight Operating Budget and Summer Intern - - 23,500 - Printing Costs of Legal Ordinances and Agenda Materials - - 5,500 - Climate Initiatives 232,000$ - 344,892$ 3.25 Restoration of City Services Reinstate Climate Action Plan Tax Funding 232,000 - - - Restore Administrative Assistant II - - 67,196 1.00 New/Enhanced Services Convert Standard Energy Code Coordinator from Fixed-Term to Standard Position - - 26,410 0.25 Ongoing Appropriation of Administrative Fees and Forfeited Deposits Collected per Ordinance 8366, Chapter 36 Commercial Construction Waste Recycling, Section 3601.2.3 - - 15,000 - Convert Energy Strategy Coordinator and Electrical Engineer II Fixed-Term to Standard Positions - - 236,285 2.00 Communication & Engagement -$ - 633,057$ 4.00 Restoration of City Services Restore Outreach Communications & Promotion of Services to the Underserved - - 11,000 - Restore Engagement Manager - - 164,648 1.00 New/Enhanced Services Convert Climate Initiatives Communication Specialist from Fixed-Term to Standard Position - - 134,752 1.00 Convert Language Access Program Manager from Fixed-Term to Standard Position - - 127,247 1.00 Digital Content Specialist - - 130,000 0.50 Transfer of Engagement Specialist - Planning & Development Services to Communication & Engagment - - 65,410 0.50 Community Vitality 200,000$ - 400,641$ 1.00 Restoration of City Services Restore Flexible Rebate Program - Small Business Retention - - 100,000 - Partial Restore General Fund Transfers to University Hill General Improvement District - - 40,000 - - - - - New/Enhanced Services Access Management and Parking Strategy (AMPS) Implementation - - 215,641 1.00 Solar Panel Operating Costs - - 45,000 - University Hill 14th Lot Development 200,000 - - - Facilities & Fleet -$ - 228,658$ 3.00 New/Enhanced Services Additional Facility Project Manager - - 138,375 1.00 Custodial Lead - Implementation of Quality Assurance and Quality Control Programs - - 90,283 1.00 Repurpose of Center Green Lease Budget - 19 Electric Vehicle Chargers - - - - Repurpose of Center Green Lease Budget - Alpine-Balsam Garage Operation & Maintenance Funding - - - - Repurpose of Center Green Lease Budget - Continued Workplace Transformation Funding - - - - Repurpose of Center Green Lease Budget - Custodial Budget Increase - - - - Repurpose of Center Green Lease Budget - Custodial Services for Fire Station #8/Fire Training Center - - - - Repurpose of Center Green Lease Budget - Electric Vehicle Charging Station Maintenance - - - - Repurpose of Center Green Lease Budget - Energy Manager - Maximize City's Energy Portfolio - - - 1.00 Repurpose of Center Green Lease Budget - Facility Space Use Studies - - - - City of Boulder 2022 Approved BudgetPage 25 2022 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Finance 35,500$ - 275,321$ 2.00 Restoration of City Services Restore Internal Audit Consultant 30,000 - - - Restore Training Budget for Purchasing Division - - 2,500 - Restore Financial Analyst - - 127,512 1.00 Restore Audit and Tax Operating Budget - - 33,000 - New/Enhanced Services External Auditor Contract Cost Increase - - 5,000 - Revenue Modeling - University of Colorado Contract - - 25,000 - Underserved Business Program Support 5,500 - 82,309 1.00 Fire-Rescue 169,450$ - 578,800$ 4.00 Restoration of City Services Restore Equipment Replacement Fund - - 35,000 - Restore Cancer Trust and Peer Support Program 36,000 - 30,000 - New/Enhanced Services Administrative Personnel Development 12,500 - 12,500 - Target Solutions Software and Alerting System Maintenance - - 29,600 - Emergency Operations: Three Permanent Firefighter Overhires 64,200 - 287,184 3.00 Initiation of EMS Manager and Program Funding 56,750 - 184,516 1.00 General Governance and Citywide 44,692$ - 1,199,000$ - New/Enhanced Services Old Hire Police and Fire Pension Supplemental Payment Increase 44,692 - - - Workers' Comp and Property/Casualty Insurance Premium Increase - - 375,000 - Increased Legal Expenses for Anticpated Increase in Litigation Costs - - 75,000 - Office of Disaster Management Increase - - 24,000 - Transfer Classification and Compensation Implementation Budget from Human Resources to General Fund Citywide - - 725,000 - Housing & Human Services 115,686$ - 1,598,771$ 4.00 Restoration of City Services Restore and Enhance Older Adult Services Administrative Specialist II - - 26,099 0.50 Restore Family Resource School contract for therapy with Mental Health Partners - - 33,000 - Restore Human Services Fund Operating Budget - - 121,000 - Restore Youth Opportunities Program (YOP)/Youth Opportunities Advisory Board (YOAB)85,686 - - - New/Enhanced Services Additional Cost to Custodial Services - - 54,000 - Database Consultant and Salesforce License Budget Increase - - 13,000 - HOA Special Assessment Grant Pilot 30,000 - - - Housing Investments and Compliance Specialist - - 97,579 1.00 Homeownership Program Coordinator - - 105,727 1.00 Eviction Prevention and Rental Assistance Services (EPRAS)- - 858,115 1.00 Customer Service Representative for Older Adult Services - - 40,252 0.50 Substance Education and Awareness Fund (Vape Tax)- - 250,000 - Human Resources -$ - (329,185)$ 2.00 New/Enhanced Services Talent Acquisition Positions - - 263,600 2.00 Department Restructure - - 132,215 - Transfer of Classisification and Compensation Implementation Budget to Citywide - - (725,000) - Innovation & Technology 400,000$ - 500,258$ 3.50 Restoration of City Services Restore Data Analyst to Support Citywide Analyses - - 139,000 1.00 Restore GIS Enterprise Administrator - - 159,000 1.00 New/Enhanced Services Axon Records Management System Implementation 400,000 - - - GIS Analyst for Citywide Analyses - - 129,000 1.00 Digital Content Specialist - - 73,258 0.50 City of Boulder 2022 Approved BudgetPage 26 2022 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Library & Arts -$ - 1,157,545$ 10.25 Restoration of City Services Partial Restore Boulder Arts Week Operating Budget - - 10,000 - Restore Cultural Grants - - 157,250 - Restore Services to Main Library and Three Branches - - 645,969 8.25 Restore Operating Budget for Canyon Theater & Boulder Public Library Makerspace - - 138,658 1.00 Restore Library Substitute Worker Budget - - 101,432 - Restore Systemwide Library Operations Resources Manager - - 104,236 1.00 Municipal Court -$ - 42,000$ - Restoration of City Services Restore Lease Budget for the Municipal Court with Boulder County - - 33,500 - Partial Restore Operating Budget for Costs of Collections - - 8,500 - Open Space & Mountain Parks -$ - 1,301,000$ 4.00 Restoration of City Services Restore COVID-19 Personnel and Operating Budget - - 1,301,000 - New/Enhanced Services Convert Prairie Dog, Soil Health, Wildlife Ecology Positions From Fixed-Term to Standard Positions - - - 3.00 Convert GIS/Human Dimension Position From Fixed-Term to Standard Position - - - 1.00 Parks & Recreation 705,527$ - 2,071,945$ 8.25 Restoration of City Services Rebuild Revenue Generating Programs for Recreation Activity Fund 62,527 - 534,954 3.25 Restore Urban Parks Funding - - 360,535 1.00 Restore Citywide Forestry Services 18,500 - 176,427 1.00 Restore .25 Sales Tax Maintenance Program and Operating Budget - - 326,284 1.00 Restore Community Events and Reactivate Public Spaces - - 101,225 - Restore Recreation Staffing and Service Levels: EXPAND/Inclusion - - 114,992 1.00 Restore Recreation Sustainability - One-Time Increase to General Fund Subsidy 600,000 - - - New/Enhanced Services Improve Working Conditions for Construction and Natural Lands 18,100 - 4,000 - Improve Maintenance Sustainability - - 253,529 1.00 Stabilize the Non-Standard Workforce - - 200,000 - Add WiFi to P&R Construction Team Office 6,400 - - - Planning & Development Services -$ - 1,359,348$ 11.75 Restoration of City Services Restore Comprehensive Planning Manager - - 167,046 1.00 Restore Customer Service and Intake Team - - 263,369 3.00 Restore Deputy Director - - 190,757 1.00 Restore Civil Engineer II and Planner II positions for Development Review Support - - 259,325 2.00 Restore Software Support Staffing - - 55,260 0.50 New/Enhanced Services Convert Energy Code Coordinator from Fixed-Term to Standard Position - - 79,231 0.75 Convert Land Use Code Update Position from Fixed-Term to Standard Position - - 94,313 1.00 Eviction Prevention and Rental Assistance Services (EPRAS) Administrative Assistant - - 76,050 1.00 P&DS Records Coordinator - - 147,566 1.00 Project Coordinator - - 91,842 1.00 Transfer of Engagement Specialist - Planning & Development Services to Communication & Engagment - - (65,410) (0.50) Police 30,000$ - 1,367,632$ 2.50 Restoration of City Services Restore Accident Report Specialist - - 96,404 1.00 Restore Property & Evidence Technician - - 80,000 1.00 Restore Greenwood Wildlife Rehab Center Contract - - 24,000 - Restore Process Server for Photo Enforcement Program - - 54,809 0.50 Restore Fleet Replacement Budget - - 866,397 - New/Enhanced Services Tactical Analytics and Leadership Information (TALI) Dashboard - - 4,400 - Axon OSP 7+ Package (Tasers, Body-Worn and In-Car Cameras, Data Storage)-Contractual Increase - - 241,622 - Executive Leadership Training to Address Professional Police Reform 30,000 - - - City of Boulder 2022 Approved BudgetPage 27 2022 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Transportation & Mobility 50,000$ - 1,439,000$ 1.00 Restoration of City Services Restore Transportation Operating Budget to Accomplish Master Plan Goals - - 244,000 - Restore HOP Service - - 353,000 - Restore Fleet Replacement and Design Construction Standards Citywide Intitiative Funding - - 152,000 - Restore Staff Training/Certification and Funding for Removal of Emerald Ash Borer Affected Trees - - 215,000 - New/Enhanced Services Core Service Program Improvements - Snow Removal and Material Storage 50,000 - 200,000 - Convert Transportation GIS Analyst from Fixed-Term to Standard - - 75,000 1.00 Transportation Operations - Signals Maintenance & Upgrades - - 200,000 - Utilities -$ - 976,910$ 10.00 New/Enhanced Services Convert Four Encampment Clean-Up Positions from Fixed-Term to Standard and Add Program Costs - - 325,572 4.00 Storm Contract Management Increase - - 30,000 - Stormwater, Floodway, and Greenway Restructure and Additional Personnel - - 355,512 3.00 Convert Utilities GIS Analysts from Fixed-Term to Standard Positions - - 265,825 3.00 City of Boulder 2022 Approved BudgetPage 28 [This page intentionally left blank] Citywide Context City of Boulder 2022 Approved BudgetPage 29 Citywide Context About Boulder ............................................................................................................................30 •History of Boulder & City Government ..............................................................................30 •Boulder Government Today ...................................................................................................32 •What Makes Boulder, Boulder ...............................................................................................32 Budget Philosophy & Process .................................................................................................34 •Budget Philosophy ....................................................................................................................34 •Budget Basis ...............................................................................................................................35 •Budget Process ..........................................................................................................................35 •Schedule of Budget Process by Month .............................................................................38 •Budget Amendments ...............................................................................................................37 •Fund Accounting .......................................................................................................................37 Strategic & Long-Term Planning .............................................................................................39 •Strategic Planning ....................................................................................................................39 •Long-Term Financial Planning ...............................................................................................39 City of Boulder 2022 Approved BudgetPage 30 About Boulder History of Boulder & City Government Boulder Trolly at Chautauqua, late 1890s The Boulder Valley was first the home of Native Americans, primarily the Southern Arapaho tribe who maintained a village near Haystack Mountain north of Boulder. Ute, Cheyenne, Comanche, and Sioux were occasional visitors to the area. Pre 1858 Gold seekers established the first non-native settlement in Boulder County at Red Rocks near the entrance to Boulder Canyon on October 17. 1858 The Boulder City Town Company was organized by A.A. Brookfield, the first president, and 56 shareholders on February 10. There were 4,044 lots laid out at $1,000 each, a price that was later lowered in order to attract more residents. 1859 Boulder's first schoolhouse was built at the southwest corner of Walnut and 15th Street, the first in the territory. Also in 1860, the first post office was established. 1860 The Territory of Colorado was created by the U.S. Congress on February 28. Boulder became a supply base for miners in search of gold and silver, providing minders equipment, housing, transportation, and gambling/drinking establishments. 1861 As development continued, the town of Boulder was incorporated, and local government formalized on November 4. The first mayor, Jacob Ellison, was elected for a two-month term in 1878. 1871 Railroad service came to Boulder and tracks were laid to provide service south to Golden, southeast to Denver and west to the mining camps, expanding the city’s economic and social reach. Also in 1873, the city’s first hospital was built. 1873 Boulder secured a donated 44.9 acre site and raised $15,000 to match a similar grant by the state legislature to build the University of Colorado. Also, the telegraph became available, the first bank was built and a water system was installed. 1874 By April 3, population had passed the 3,000 mark, which was the minimum required by state statutes for the incorporation of a city of the second class. A new town hall was completed for the first meeting of the council of the newly formed city government. 1882 The railroad depot was constructed on Water Street (now Canyon Boulevard) and 14th Street. 1890 Boulder was a site for a Chautauqua (a traveling show that provided education combined with entertainment). Boulder residents voted to issue bonds to buy the land, paving the way for the now familiar Chautauqua auditorium to be built. 1897 City of Boulder 2022 Approved BudgetPage 31 About Boulder History of Boulder & City Government Hotel Boulderado, early 1900s By 1905, the economy was faltering and Boulder had no first class hotel to attract visitors and group meetings. By 1906, a subscription drive had raised money to begin construction. The first event at the new hotel was held on December30 and the Hotel Boulderado opened to the public for business on January 1, 1909. 1909 Boulder's population had not increased significantly since the 1920s. The 1920 census showed 11,006 residents while the 1940 census count was 12,958. After the first influx of new residents in the late 1940s, the count soared to 20,000 in 1950. 1920-1950 By 1950, Boulder leaders were actively recruiting new "clean" industry and improved transportation, securing a new highway, the Boulder-Denver Turnpike, and the National Bureau of Standards in 1952. 1950 Boulder voters approved the “Blue Line” city-charter amendment, which restricted city water service to altitudes below 5,750 feet in an effort to protect the mountain backdrop from development. 1959 Boulder was the first city in the nation to institute a dedicated sales tax to purchase open space lands. 1967 With the adoption of the Boulder Valley Comprehensive Plan in 1970, passage of the building height restriction ordinance in 1972, historic preservation code in 1974, and the residential growth management ordinance in 1977, Boulder began a period of infill and re-use of its past architectural development which continues to present. 1970s The city adopted the Solar Access Ordinance to ensure residential buildings had access to sunlight. 1982 The city adopted the North Boulder Subcommunity Plan, its first subcommunity plan, in 1995. In 1999, an inclusionary zoning ordinance was adopted, requiring 20 percent of new residential development to be permanently affordable for low to moderate income households. 1990s The city adopted Zero Waste principles in 2005 and passed a municipal carbon tax in 2008 to counteract climate change. In 2011, voters approved ballot initiatives to authorize and fund exploration of the potential creation of a municipal electric utility. 2000s City of Boulder 2022 Approved BudgetPage 32 About Boulder Boulder Government Today Today, the City of Boulder has a Council-Manager form of government. Under this form of government, the elected nine-member City Council sets the policies for the operation of the Boulder government while the administrative responsibilities of the city rest with the council-appointed City Manager. The City Council also appoints the City Attorney and the Municipal Judge. The City Council selects both a Mayor and a Mayor Pro Tem from among the council members, both of whom serve two-year terms. Council members are elected at-large and are non-partisan. What Makes Boulder, Boulder? In addition to Chautauqua and Hotel Boulderado, two iconic institutions, Boulder today hosts a Chamber Orchestra, a Philharmonic Orchestra, Symphony Orchestra, and a Ballet. It is the home of the Dairy Center for the Arts, Colorado Light Opera, Museum of Contemporary Art, and over 30 art galleries. There are also a number of cultural events throughout the year, including the Colorado Shakespeare Festival, Colorado Music Festival, Boulder Creek Festival, Boulder International Film Festival, and Boulder Outdoor Cinema. Beyond cultural offerings, the city has a thriving restaurant scene with over 350 restaurants, 20-plus breweries, five distilleries and four wineries. Today, Boulder has over 300 miles of public hiking and biking trails, and its mountain parks and open space holdings receive well over five million visits per year. Boulder was also one of the first places in the nation to offer curbside recycling and was the first city in the U.S. to mandate a residential green building code. The city is currently home to major federal labs, a world-class research university, a highly educated population, and a strong entrepreneurial force that creates a vibrant and sustainable economy. Major industries include aerospace, bioscience, software, natural products, renewable energy, and tourism. This diversity has contributed to Boulder’s relatively robust local economy. However, this economy proved vulnerable during the pandemic with university activities closed and the collapse of tourism. The area’s unemployment rate trends lower than the state and national rates and local real estate values have remained stable through previous national downturns and particularly strong in the current market. Council-Manager Form of Government City of Boulder Voters ELECT City Council, who SELECTS the Mayor & Mayor ProTem and HIRES the City Manager, City Attorney, & Municipal Judgewho HIRE the Directors of City Departments, who CARRY OUT POLICY City of Boulder 2022 Approved BudgetPage 33 About Boulder The city has received numerous and varied awards including, but not limited to: •#1 Best Place to Live in the U.S. - U.S. News & World Report, 2021-2022 •Outstanding Achievement in Local Government Innovation - Alliance for Innovation, July 2020 •What Works Cities Silver Certification 2020 - What Works Cities, June 2020 •America’s 10 Best Small Cities for 2020 - Travel Pulse, June 2020 •Gold-level Walk Friendly Community - Walk Friendly Communities, May 2020 •America’s Best Bike Networks - People for Bikes, May 2020 Demographic Characteristics Population 105,670 (1) Median Age 28.9 (1) Education 78.8% with Bachelor's degree or +(1) Median Family Income $127,023 (1) Median Household Income $74,900 (1) Per Capita Income $42,203 (1) Median Sales Price - Single Family Home $1,432,500 (2) Median Gross Rent $1,659 (1) % of Population in Poverty 20.4%(1) Unemployment Rate 6.2%(3) (1) Boulder Economic Council, US Census 2019 American Community Survey (ACS) (2)Boulder Area Realtor Association (March 2021) (3) Bureau of Labor Statistics (June 2021) City of Boulder 2022 Approved BudgetPage 34 Budget Philosophy & Process Budget Philosophy Municipal budgets serve a number of important functions. In addition to laying out a basic spending plan for the city and allocating resources to meet the diverse needs of the community, Boulder’s budget: •Is a principal policy and management tool for the city’s administration, reflecting and defining the annual work program; •Provides a framework for the city to accomplish its vision: “service excellence for an inspired future”; and •Reflects core city values of customer service, respect, integrity, collaboration, and innovation. The city takes seriously its responsibility to the community as a steward of public funds, which is likewise reflected in its philosophy and approach to the budget process. The City of Boulder holds itself to the standard of providing high-quality services at reasonable cost. The city also prides itself on being a progressive community, willing to challenge the status quo and operate on the “cutting edge.” City staff have accepted these interrelated challenges, developing the budget within the context of searching for creative solutions for the efficient and effective delivery of city services. As such, the budget: •Is based on timely, consistent, and clearly articulated policies; •Is realistic and includes adequate resources to meet assigned work programs; •Is a cooperative, citywide effort grounded in teamwork, excellent communication, community outreach, and a commitment to excellence; and •Emphasizes measures to improve the productivity and effectiveness of service delivery to residents. Budgeting for Community Resilience In late 2018, The Colorado Department of Local Affairs (DOLA) awarded the City of Boulder a $140,000 disaster recovery planning grant to help build greater resilience, with more robust and flexible systems for budget decision making, service delivery model optimization, and to create a framework for the continuous measurement and evaluation of services/programs over time through key performance indicators with an emphasis on resilience. The city is in the early phases of implementing this new, innovative approach to budgeting to incorporate better performance metrics, higher levels of collaboration, and a more transparent approach to the budget as it aligns with community goals. The city’s initial effort focused on the General Fund, with the intention to expand to other funds over the next few budget cycles. The General Fund is Boulder’s largest fund, with the remainder of funds dedicated to specific uses and departments. Many of the city’s core departments—including Police, Fire, Finance, Human Resources, and Innovation and Technology—are dependent on General Fund allocations. The General Fund also provides most of the city’s discretionary funding and has a more centralized decision-making process than the city’s other funds. The General Fund therefore presents a good opportunity to pilot a process that can be expanded citywide, such that eventually, all departments can coordinate to achieve citywide goals. Ultimately, this exercise can be extended to and replicated in other cities seeking to actualize their visions for strong and resilient communities. The city then began classifying programs and services into the four Budgeting for Community Resilience categories: essential, important, helpful and amenity for the 2020 mid-year budget reduction process as well as the 2021 Budget development process. Through this, the organization prioritized funding on essential and important services and learned there is continued work and discussion that must happen to understand and define services and service levels. This work will continue as the organization recovers from the financial crisis caused by the COVID pandemic. City of Boulder 2022 Approved BudgetPage 35 Budget Philosophy & Process Budget Basis Budgets are prepared on a modified accrual basis except for outstanding encumbrances, which are budgeted as expenditures. Simply, this means obligations of the city are budgeted as expenditures, but revenues are recognized only when they are measurable and available. “Measurable” means the amount of the transaction can be determined and “available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are generally recorded when a liability is incurred. The Comprehensive Annual Financial Report (CAFR) shows the status of the city’s finances on the basis of generally accepted accounting principles (GAAP). In most cases, the CAFR conforms to the way the city also prepares the budget. One exception is compensated absences (accrued but unused vacation or sick leave), which are treated slightly different in the budget and in the CAFR. Budget Process The city operates on an annual budget process with a fiscal year running in tandem with the calendar year. The coming year’s budget is adopted by December 1, as provided by the City Charter. In years where new initiatives are launched and other unique circumstances become apparent after annual budget approval, additional adjustments to the base budget may be brought forward for council consideration. Once adopted, within the parameters of policy guidelines, departments are given full spending authority for their budgets. City of Boulder 2022 Approved BudgetPage 36 Budget Philosophy & Process The City of Boulder Charter establishes the budget process timeline. The budget development schedule is designed to fit within the charter mandate and to allow for active and early participation by the City Council, with an emphasis on public input. The city’s budget is developed throughout the year, but the bulk of the effort occurs during a nine- month period beginning in February and ending in October. •In February, the city begins developing five-year revenue projections along with preliminary cost projections. •In April/May, council is updated on the Approved Budget and current economic conditions. At this time, policy issues are presented and council provides budget development direction for the City Manager’s consideration. The city then compiles the budget guidelines manual, which provides the basis for the development of each department’s budget. •Departments begin developing their detailed budgets including any relevant capital budgets with review by boards or commissions, where appropriate. •In June/July, the City Manager and Executive Budget Team review department budgets and meet with staff to discuss the proposals submitted by departments. •In September, the City Manager’s Budget, including the six-year Capital Improvement Program, is made available to the public and presented to the City Council during a study session. •In October, the budget and annual appropriation ordinances for the coming fiscal year are adopted during public hearings. The public is given the opportunity to comment on the Approved Budget during October council meetings. •The Approved Budget document is printed and made available to staff and the public before the beginning of the new fiscal year. City of Boulder 2022 Approved BudgetPage 37 Budget Amendments There are opportunities during the fiscal year for changes to the annual appropriation approved by City Council. The first is the “First Budget Supplemental,” typically adopted in May, which may re-appropriate unspent funds from the previous year for projects or obligations that were approved but not completed during the year. Appropriations may also be changed during the “Second Budget Supplemental” in November. In line with the city’s budget philosophy that, with the exception of emergency situations, appropriations should only be considered during comprehensive budget review processes, most of the requested adjustments in the second supplemental are funded by new revenues or grants. However, in years where new initiatives are launched or other unique circumstances become apparent after the annual budget approval, additional adjustments may be brought forward for council consideration. Fund Accounting The City of Boulder uses funds to budget and report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities. Funds are classified into three categories: governmental, proprietary, and fiduciary. Each category, in turn, is divided into separate fund types. •Governmental funds are used to account for all or most of a government’s general activities, including the collection and disbursement of earmarked monies (special revenue funds), the acquisition or construction of general fixed assets (capital project funds), and the servicing of general long-term debt (debt service funds). The General Fund is used to account for all activities of the general government, not accounted for in another fund. •Proprietary funds are used to account for activities like those found in the private sector and where the determination of net income is necessary or useful to sound financial administration. Goods or services from such activities can be provided either to outside parties (enterprise funds) or to other departments or agencies primarily within the government (internal service funds). The city applies all applicable Financial Accounting Standards Board (FASB) pronouncements, issued prior to November 30, 1989, and General Accounting Standards Board (GASB) statements since that date in accounting and reporting for its proprietary operations. •Fiduciary funds are used to account for assets held on behalf of outside parties, including other governments, or on behalf of other funds within the government. When these assets are held under the terms of a formal trust agreement, a pension trust fund must be used. Agency funds are generally used to account for assets the government holds on behalf of others as their agent. A complete list of funds is detailed in the Appendix. In addition, the following chart shows how City of Boulder funds are related. Budget Philosophy & Process City of Boulder 2022 Approved BudgetPage 38 Budget Philosophy & Process Fiduciary Funds General Fund Capital Project Funds Enterprise Funds Internal Service Funds Pension Trust Fund .25 Cent Sales Tax Community Development Block Grant Planning & Development Services Boulder Junction Improvement Boulder Junction Access GID Parking Compensated Absences Fire Pension Affordable Housing Eviction Prevention & Rental Assistance Services Recreation Activity Community, Culture, Safety Tax Downtown Commercial District Computer Replacement Police Pension Airport Community Housing Assistance Program Sugar Sweetened Beverage Distribution Tax Governmental Capital Stormwater/Flood Management Utility Dental Self-Insurance Boulder Junction Access GID TDM HOME Investment Partnership Grant Transit Pass GID Permanent Park & Recreation University Hill Commercial District Equipment Replacement Boulder Municipal Property Authority Library Transportaion Development Wastewater Utility Facility Renovation & Replacement Capital Development Lottery Transportation Water Utility Fleet Operations & Replacement Climate Action Plan Open Space Medical Self-Insurance Property & Casualty Insurance Telecommunication Workers' Compensation Insurance Proprietary Funds City of Boulder Fund Accounting Governmental Funds Special Revenue Funds City of Boulder 2022 Approved BudgetPage 39 Strategic & Long-Term Planning Strategic Planning The Boulder community has long been a leader in collaborative strategic planning and proactive long- term financial planning. The city developed a Sustainability + Resilience Framework and a Boulder Valley Comprehensive Plan that aligns with that framework. Through the adoption of a Sustainability + Resilience Framework, the city has identified several outcomes necessary for Boulder’s vision of a great community. The Boulder Valley Comprehensive Plan, Department Master Plans and Strategic Plans, and Subcommunity or Area Plans are then developed to align with and support the achievement of these outcomes. Together, they inform development standards, fiscal policies, financial policies, and resource allocation through the annual budget process. Recent adopted or approved master plans include Library, Transportation, Open Space & Mountain Parks, and Fire-Rescue. Facilities, Police and Parks & Recreation master plans or master plan updates are now underway or kicking off shortly. Management is committed to better considering and incorporating future financial impacts of adopted goals and strategies during the planning process to ensure plans align with available and future resources. Long-Term Financial Planning The City of Boulder has focused on long-term financial planning and developing and implementing policy changes that positively impact long-term financial sustainability. Like other municipalities, revenue fluctuations, coupled with cost increases, have impaired the city’s current and future ability to provide essential municipal services. This has resulted in challenging annual budget processes and projections of widening funding gaps into the future. Factors influencing these projections are not unique to Boulder and include: reliance on sales tax, changing demographics toward cohorts that spend proportionately less disposable income on sales taxable items, shifts in spending patterns away from taxable goods toward non- taxable services, and the growth of internet shopping. City of Boulder 2022 Approved BudgetPage 40 SourceS & uSeSStrAtegic & Long-term pLAnning To continue to provide a sound financial future, the city has: • Appointed two Blue Ribbon Commissions to study and make recommendations regarding revenue and expenditure policy issues. • Formed internal cross-departmental teams to study revenue and expenditure issues and trends. • Approved robust financial management policies including: • Developing and adhering to specific reserve policies and targets for all funds to help fund core services during economic downturns and recovery from natural disasters; • Developing and adhering to a policy to ensure ongoing expenses are funded with ongoing revenues and not one-time revenues; and • Ensuring ongoing operating costs associated with new capital projects can be absorbed with current revenues, or if significant, a new source of revenue is secured to fund the ongoing costs. • Asked for and received voter approval to: • Remove Taxpayer Bill of Rights (TABOR) limitations on all general city revenue (General Improvement Districts continue to have this limitation); • Renew expiring taxes. In November 2021, voters will be asked to renew the expiring 0.3% Community, Culture and Safety tax as the Community, Culture, Resilience, and Safety tax for a period of 15 years; • Implement new taxes dedicated to high priority capital needs and projects; • Leverage existing revenue streams and issue debt to fund high-priority capital needs. • Assessed and adjusted development taxes and fees to ensure growth pays its own way. • Initiated a class & compensation study for all standard management non-union and Boulder Municipal Employee Association Employees to implement a new internally equitable and externally competitive compensation structure. • Strategically redesigned employee benefits plans, with an increased emphasis on employee wellness and employee cost sharing. • Dedicated resources to resiliency and process improvement efforts. The challenge in the future is to maintain this position when new, ongoing services and programs are added as new costs must be kept in balance with ongoing revenues. The ongoing revenues may come from normal growth in current revenues, through new revenues approved by the voters, or by reducing current expenses to fund new costs. City of Boulder 2022 Approved BudgetPage 41 SourceS & uSeS Citywide Summary of Sources & Uses..........................................................................................42 •Funds Summary ..........................................................................................................................................................43 •Combined Budget Summary .............................................................................................................................44 •Key Budget Assumptions .....................................................................................................................................45 •Historical Staffing Levels ......................................................................................................................................45 •Staffing Levels by Department .........................................................................................................................46 Citywide Sources (Revenues) ...........................................................................................................47 •Citywide Revenues .....................................................................................................................................................47 •General Fund Revenues .........................................................................................................................................49 •Sales & Use Tax Revenue ......................................................................................................................................50 •Property Tax Revenue ..............................................................................................................................................54 Citywide Uses (Expenditures) ..........................................................................................................57 •Citywide Expenditures .............................................................................................................................................57 •General Fund Expenditures.................................................................................................................................59 •Interfund Transfers ....................................................................................................................................................60 City of Boulder 2022 Approved BudgetPage 42 Citywide Summary of Sources & Uses Citywide Summary of Sources & Uses The 2022 Approved Budget totals $462.5 million and represents a 35% increase over the 2021 Budget for all funds, including Governmental, Enterprise, Internal Service, and Capital Improvement funds. The primary factor in this $120.8 million budget increase from 2021 can be attributed to an increase in capital costs from dedicated funds, including Water Utility and Wastewater. The 2022 Operating Budget of $300.1 million represents a 10% increase compared to 2021, mainly due to restoring city services and programs to pre- COVID-19 pandemic levels. In addition, the 2022 Capital Budget of $162.4 million represents a 134% increase compared to 2021, primarily due to a Utilities revenue bond issuance of $92.3 million to fund major water and wastewater capital projects. 2022 Approved Budget (excluding transfers and internal services) The Funds Summary table on the following page provides an executive summary of all city funds, drawing from projected January 1, 2022 beginning and December 31, 2022 ending balances. Most funds that use fund balance to budget for 2022 expenses have purposely set aside reserves to fund capital projects, as seen within the furthest column to the right. The total budget above differs from the total uses within the Funds Summary and Combined Budget Summary tables on the following two pages because the above total does not include Internal Services funds and transfers between funds. These amounts are removed to avoid double counting expenditures in originating and receiving funds. Thus, the above chart reflects the total anticipated expenses of performing city services for the 2022 fiscal year. The figures on this page, however, do include three transfers from the General Fund that are not captured in the uses of the receiving funds so must be captured here to give a complete picture. Those include: the transfer from the General Fund to the new Medical Self-Insurance Fund to begin to build a reserve and the transfers to the Police and Fire Pension Funds that are fiduciary funds and not annually appropriated. However, the total appropriation for the 2022 Approved Budget includes this amount. Total Budget $462,518,802 Operating Budget $300,093,670 General Fund $134,145,347 Dedicated Funds $165,948,323 Capital Budget $162,425,132 Governmental Capital Fund $11,986,176 Dedicated Funds $150,438,956 City of Boulder 2022 Approved BudgetPage 43 Citywide Summary of Sources & Uses Further budget detail on these funds can be found in the Fund Financials section of this document, including a six-year projection for each fund, in addition to 2020 actual and 2021 revised budget amounts. Moreover, emergency reserve policies, definitions, and projected reserve amounts for each fund are summarized in the Appendix section. As of 1/1/2022 Estimated Sources Uses As of 12/31/2022 (Draw From)/ Contribution To Fund Balance General 39,609,665$ 166,602,128$ 164,657,129$ 41,554,664$ 1,944,999$ Governmental Capital 9,818,360 12,964,021 11,986,176 10,796,205 977,845 .25 Cent Sales Tax 3,708,740 9,870,737 9,765,397 3,814,079 105,339 Affordable Housing 6,576,826 8,880,959 3,090,387 12,367,398 5,790,572 Airport 1,048,765 726,819 391,350 1,384,234 335,469 Boulder Junction Access GID TDM 713,931 712,000 371,082 1,054,849 340,918 Boulder Junction GID Parking 364,578 590,388 514,417 440,549 75,971 Boulder Junction Improvement 7,638,098 566,798 400,000 7,804,897 166,799 Boulder Municipal Property Authority 457,749 5,218,873 5,218,873 457,749 - Capital Development 13,699,851 1,581,371 120,870 15,160,351 1,460,500 Climate Action Plan 668,221 2,056,930 2,559,236 165,916 (502,305) Community, Culture & Safety Tax 7,216,589 -5,367,069 1,849,520 (5,367,069) Community Development Block Grant (CDBG)- 844,606 844,606 -- Community Housing Assistance Program 15,491 3,365,887 3,365,887 15,491 - Compensated Absences 1,684,498 879,834 743,117 1,821,215 136,717 Computer Replacement 7,208,297 3,240,279 3,241,116 7,207,461 (836) Dental Self Insurance 517,796 1,227,886 1,112,400 633,282 115,486 Downtown Commercial District 14,473,564 9,112,000 8,365,353 15,220,212 746,648 Equipment Replacement 7,033,218 1,928,771 1,184,853 7,777,137 743,919 Eviction Prevention & Rental Assistance 211,170 1,500,000 1,277,498 433,672 222,502 Facility Renovation and Replacement 6,329,099 3,185,301 3,875,890 5,638,510 (690,589) Fleet Operations and Replacement 22,662,284 9,589,582 8,982,964 23,268,902 606,618 HOME Investment Partnership Grant - 1,174,519 1,174,519 -- Library 1,210,069 1,688,485 1,443,103 1,455,451 245,382 Lottery 242,012 1,007,112 1,007,100 242,024 12 Medical Self Insurance - 17,477,616 16,645,349 832,267 832,267 Open Space 8,639,866 31,230,868 30,562,582 9,308,151 668,285 Permanent Park and Recreation 258,852 3,783,967 2,715,526 1,327,293 1,068,441 Planning and Development Services 11,456,320 12,216,646 13,277,347 10,395,651 (1,060,669) Property and Casualty Insurance 3,366,177 2,983,963 3,638,446 2,711,694 (654,483) Recreation Activity 1,491,343 9,926,814 10,768,314 649,843 (841,500) Stormwater/Flood Management Utility 18,231,205 17,875,390 17,665,375 18,441,218 210,013 Sugar Sweetened Beverage Distribution Tax 37,119 3,800,000 3,800,000 37,119 - Telecommunications 2,667,562 120,128 226,409 2,561,280 (106,282) Transit Pass GID (Forest Glen)40,268 21,148 19,454 41,962 1,694 Transportation 14,545,785 37,149,998 35,378,067 16,317,716 1,771,931 Transportation Development 2,278,731 5,715,864 5,593,289 2,401,306 122,575 University Hill Commercial District 3,565,717 390,345 680,092 3,275,971 (289,746) Wastewater Utility 8,664,464 77,192,315 76,105,627 9,751,153 1,086,689 Water Utility 32,405,008 82,170,162 81,115,462 33,459,709 1,054,701 Worker's Compensation Insurance 3,374,026 2,468,193 2,376,269 3,465,950 91,924 Totals 264,131,314$ 553,038,703$ 541,628,000$ 275,542,051$ 11,410,738$ FUNDS SUMMARY Fund Note:The table above reflects the impact of the 2022 budget, including estimated revenues (with transfers in) and appropriations (with transfers out),on projected unreserved fund balance. Projected Fund Balance 2022 Approved Budget City of Boulder 2022 Approved BudgetPage 44 Citywide Summary of Sources & Uses COMBINED BUDGET SUMMARY Sources 2020 Actual 2021 Approved 2022 Approved1 Sales and Use Taxes 135,123,739$ 125,244,442$ 141,001,909$ Charges for Services 78,518,295 87,835,578 93,474,010 Property Tax 49,469,870 50,267,372 53,116,630 Intergovernmental Revenues 8,428,790 9,715,985 15,285,634 Franchise Taxes 12,596,391 13,010,003 12,334,085 Licenses, Permits & Fines 12,662,035 11,320,124 13,962,525 Development & Impact Fees 16,819,271 9,979,197 14,521,764 Accommodation-Admission Taxes 4,035,212 6,770,251 8,838,844 Other Revenues 17,763,367 8,278,219 11,170,311 Specific Ownership & Tobacco Tax 2,699,601 2,473,204 2,993,454 Leases, Rents & Royalties 7,923,697 7,056,334 8,588,875 Interest & Investment Earnings2 9,087,193 4,245,428 96,367,208 Development Excise Taxes 2,453,488 2,227,666 2,272,033 Grant Revenues 11,268,234 3,411,412 3,067,473 Misc Sales of Materials & Goods 2,249,722 2,264,268 2,216,162 Intragovernmental Charges 20,346,690 23,613,694 24,391,043 Interfund Transfers, Cost Allocation 31,161,415 30,486,987 49,436,744 Total Sources 422,607,010$ $398,200,164 553,038,704$ Uses 2020 Actual 2021 Approved 2022 Approved Personnel 149,197,364$ 150,562,205$ 170,749,460$ Operating 133,362,290 93,910,336 112,458,377 Capital 42,858,794 69,425,769 152,961,256 Debt Service 13,361,106 27,842,664 25,135,426 Subtotal 338,779,554 341,740,974 461,304,519 Transfers 36,337,567 30,505,627 38,296,668 Internal Services 22,193,670 25,560,913 42,026,813 Total Uses 397,310,791$ 397,807,514$ 541,628,000$ 2 2022 Interest and Investment Earnings includes $92,320,000 in Wastewater and Water Utility bond proceeds. The above represents 100% of all city revenues and expenditures including internal service funds and interfund transfers. 1 2022 Approved revenue does not include the extension of the 0.3% Community, Culture, Resilience and Safety sales and use tax. City of Boulder 2022 Approved BudgetPage 45 Citywide Summary of Sources & Uses Key Budget Assumptions The summary of key assumptions table documents global budget assumptions that govern cost estimates provided by each city department. Historical Staffing Levels One measure of personnel cost pressure is the size of city staff, which is measured by standard full-time equivalents (FTEs). The 2022 Approved Budget includes a citywide staffing level of 1,460.71 FTEs. As seen in the chart below, the city manages staffing levels in connection with changing economic conditions and revenue projections. Rate of Change Revenues Retail Sales Tax 8.80% Property Tax 6.10% Water Rates 7.00% Wastewater Rates 5.00% Stormwater/Flood Management Rates 12.00% Most Codified Fees for Service CPI Expenses Non-Personnel Budgets, Rate of Increase 0.00% Management/Non-union Employees 3.00% Boulder Municipal Employees Association 3.00% Fire Union Employees 3.25% Police Union Employees 2.50% KEY ASSUMPTIONS 0 300 600 900 1200 1500 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '22 Full-time Equivalents (FTEs) City of Boulder 2022 Approved BudgetPage 46 Citywide Summary of Sources & Uses Staffing Levels by Department The 2022 Approved Budget includes a total city staffing level of 1,460.71 FTEs. In 2020 and 2021, several positions were eliminated and/or reduced to address the economic impact of the COVID-19 pandemic. The 2022 Approved Budget includes a total of 30.50 reinstated FTEs that were reduced in 2021. In addition, the 2022 Approved Budget includes 28.00 new ongoing FTEs and the extension of 18.00 fixed-term FTEs to meet changing service-level needs. A calculated estimate of 157.89 non-standard staff, or seasonal and temporary employees, is included in the 2022 Approved Budget. Non-standard staff provide a needed supplement to standard staff on a seasonal basis, largely in the summer. STAFFING LEVELS BY DEPARTMENT 2021 Revised Staffing1 2022 Transfers Between Departments 2022 Standard New2 2022 Standard Reinstated3 2022 Approved Staffing 2022 Fixed-Term Extensions4 2022 Approved Non-Standard Staffing5 City Attorney's Office 24.00 24.00 0.98 City Council 1.00 1.00 City Manager's Office 15.73 1.00 1.00 17.73 Climate Initiatives 18.00 1.00 19.00 2.25 1.63 Communication & Engagement 17.50 1.50 0.50 1.00 20.50 2.00 Community Vitality 40.88 1.00 41.88 Facilities & Fleet 39.19 3.00 42.19 Finance 43.00 1.00 1.00 45.00 Fire-Rescue 130.00 (1.00)4.00 133.00 General Governance 0.00 0.00 Housing & Human Services 45.10 3.25 0.75 49.10 0.57 Human Resources 22.00 2.00 24.00 Innovation & Technology 43.00 1.50 2.00 46.50 Library & Arts 67.50 0.00 10.25 77.75 2.75 Municipal Court 16.35 16.35 Open Space & Mountain Parks 126.35 1.00 127.35 3.00 67.73 Parks & Recreation 125.75 1.25 7.00 134.00 72.86 Planning & Development Services 89.36 (6.50)5.50 4.00 92.36 2.75 Police 286.40 2.50 288.90 Transportation & Mobility 79.02 2.50 81.52 1.00 3.18 Utilities 172.07 3.50 3.00 178.57 7.00 8.20 Totals 1,402.20 0.00 28.00 30.50 1,460.71 18.00 157.89 1Includes 2021 adjustment to base FTE increases. 2New standard FTEs. 3Restored FTEs that were reduced during 2021 COVID reduction decisions. 4Fixed-term FTEs with 2021 expiration dates approved to continue in 2022. Seasonal and temporary FTEs calculated based on average of $19.00 per hour over 2080 working hours per year.These are equivalency estimates and do not reflect actual number of staff. 5 City of Boulder 2022 Approved BudgetPage 47 Citywide Sources (Revenues) Citywide Sources (Revenues) The 2022 Approved Budget is based on projected citywide revenues of $471.4 million, representing a 39.6% increase from the total revenues approved for the 2021 budget. This is primarily due to expected increases in sales and use taxes as the economy recovers from the COVID-19 pandemic. In addition, anticipated Utilities revenue bond proceeds, which is categorized in Other in the chart below, contribute significantly to the increase in revenues 2022. These bond proceeds will fund capital projects such as the 63rd Water Treatment Project, Betasso Treatment Plant Facility Project, and the Main Sewer Improvements Project. The largest revenue source for the city is sales and use taxes, representing a 13% year-over-year projected increase for 2022. CITYWIDE SOURCES (REVENUES) FOR 2022 TOTAL = $471,372,041 Interest & Investment Earnings –20% Licenses, Permits & Fines –3% Development & Impact Fees –3% Grant Revenues –1% Leases, Rents & Royalties –<1% Misc. Sales of Materials & Goods –<1% Other Revenues –1% Franchise Taxes –3% Accommodation-Admission Taxes –2 % Specific Ownership & Tobacco Tax –1% Sugar Tax –1% Long-term Rental License Tax -<1% Food Service Tax -<1% Electronic Smoking Device Sales Tax -<1% Development Excise Taxes –<1% Other 135,058,033 29% City of Boulder 2022 Approved BudgetPage 48 Citywide Sources (Revenues) Citywide Sources, Excluding Utilities The figure 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 66% of total revenues for the 2022 Approved Budget. TOTAL = $293,831,676 Franchise Taxes –4% Accommodation/Admission Taxes –4% Specific Ownership & Tobacco Tax –1% Sugar Tax –1% Long-term Rental License Tax –<1% Food Service Tax –<1% Electronic Smoking Device Sales Tax –<1% Development Excise Taxes –<1% Licenses, Permits & Fines –5% Development & Impact Fees –4% Grant Revenues –1% Interest & Investment Earnings –1% Leases, Rents & Royalties –<1% Misc. Sales of Materials & Goods –<1% Other Revenues –1% Sales and Use Tax $141,001,909 48% Property Tax $53,116,630 18% Other $34,993,868 12% Other Taxes $33,435,826 11% Charges for Services $16,997,810 6% Intergovernmental Revenues $14,285,634 5% CITYWIDE SOURCES (REVENUES) FOR 2022, EXCLUDING UTILITIES City of Boulder 2022 Approved BudgetPage 49 Citywide Sources (Revenues) General Fund Sources (Revenues) The 2022 Approved Budget is based on projected General Fund revenues of $166.6 million, which represents a 13.1% increase from total revenues approved in the 2021 Budget. This increase is largely due to the anticipated increase in sales and use taxes as the economy recovers from the COVID-19 pandemic. Property tax continues to be a stabilizing force in 2022 that provides steady revenues for the city, which comprises 25% of all General Fund revenues. TOTAL = $166,602,128 Licenses, Permits & Fines –4% Intergovernmental Revenues –1% Interest & Investment Earnings –1% Other Revenues –1% Misc. Sales of Materials & Goods –<1% Grant Revenues –<1% Franchise Taxes –6% Accommodation-Admission Taxes –5% Specific Ownership & Tobacco Tax –2% Food Service Tax –<1% Electronic Smoking Device Sales Tax –<1% Rec. Marijuana Excise Taxes –<1% Sales and Use Taxes $71,987,369 43% Property Tax $41,794,512 25% Other Taxes $25,140,415 15% Cost Allocation/Transfers $11,639,794 7% Other $10,930,028 7% Charges for Services $5,110,011 3% GENERAL FUND SOURCES (REVENUES) FOR 2022 City of Boulder 2022 Approved BudgetPage 50 Citywide Sources (Revenues) Sales & Use Tax Revenue Sales and use taxes comprise 30% 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, and Safety Tax Fund (which supports capital infrastructure). General: 21¢ Transportation: 9¢ Parks & Recreation: 3¢ Open Space: 9¢ 42¢ City of Boulder: 42¢ State of Colorado: 34¢ RTD/ Cultural: 13¢ Boulder County: 11¢ For every retail sales tax $ collected in Boulder: City of Boulder 2022 Approved BudgetPage 51 Citywide Sources (Revenues) Sales & Use Tax Revenue, Continued Projected sales and use tax revenues total $141.0 million in the 2022 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, and Safety Tax Fund revenues are not included in the 2022 Approved Budget given that Boulder residents will vote on a 15-year extension of this 0.3% sales tax in November 2021. Even so, projected sales and use tax revenues in the 2022 Approved Budget exceed 2021 projected revenues given the anticipated recovery from the pandemic. SALES TAX REVENUES 2018-2022 (in 1,000s) $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 2018 Actual 2019 Actual 2020 Actual 2021 Projected 2022 Projected Community, Culture, and Safety Tax Fund Open Space Fund Transportation Fund .25 Cent Sales Tax Fund (Parks & Recreation) General Fund City of Boulder 2022 Approved BudgetPage 52 Citywide Sources (Revenues) Sales & Use Tax Revenue, Continued Rate Original Start Date Last Renewed Date Expiration Date .25 Cent Sales Tax Fund (Parks and Recreation)0.25%January 1, 1996 January 1, 2016 December 31, 2035 General Fund 1.00%January 1, 1964 N/A None General Fund [1]0.38%January 1, 1988 January 1, 2009 None General Fund [2]0.15%January 1, 1993 January 1, 2010 None General Fund [3]0.15%January 1, 2005 N/A December 31, 2024 General Fund [4]0.11%January 1, 2019 N/A None General Fund Subtotal 1.79% Open Space Fund 0.40%January 1, 1967 January 1, 1974 None Open Space Fund [4]0.22%January 1, 1990 January 1, 2014 None Open Space Fund [5]0.15%January 1, 2004 January 1, 2020 December 31, 2039 Open Space Subtotal 0.77% Transportation Fund 0.60%January 1, 1967 January 1, 1974 None Transportation Fund [5]0.15%January 1, 2004 January 1, 2014 December 31, 2039 Transportation Subtotal 0.75% 2022 Total 3.56% Rate Start Date Last Renewed Date Expiration Date 3.50%January 1, 2014 N/A NoneRecreational Marijuana Sales and Use Tax SALES & USE TAX COMPONENTS IN 2022 ADDITIONAL SALES & USE TAX [1]The 0.38% Sales and Use Tax component was extended indefinitely and debruced by voters in 2008. [2] The 0.15% Sales and Use Tax component was originally dedicated to the .15 Cent Fund and moved to the General Fund, extended indefinitely, and debruced, by voters in 2009. [3] The 0.15% Sales and Use Tax component was originally dedicated to the Public Safety Fund and moved to the General Fund for public safety purposes and extended until 2024, at which point it expires. [4] In 2013, voters approved the extension of this 0.33% Sales and Use Tax as follows: 0.33% for Open Space from 2014 through 2018; 0.22% for Open Space and 0.11% for General Fund purposes from 2019 through 2034; 0.10% for Open Space and 0.23% for General Fund purposes starting in 2035 and beyond. [5] In 2013, voters approved the extension of the 0.15% Sales and Use Tax for Open Space until 2019 at which point it would shift to Transportation for 2020 through 2029, and then shift to General Fund purposes for 2030 to 2039, expiring at the end of 2039. At the same time in 2013, a temporary 0.15% Sales and Use Tax for Transportation was approved by voters to bridge the gap until 2020 when the 0.15% Sales and Use Tax for Open Space (previous sentence) shifted to Transportation. In 2019, that 0.15% temporary Transportation tax was extended and repurposed to the Open Space Fund and expires at the end of 2039. City of Boulder 2022 Approved BudgetPage 53 Citywide Sources (Revenues) Sales & Use Tax Revenue, Continued Looking forward to the next 15 years, the projected sales and use tax rate will include several changes, including: 2022: Boulder residents vote on a potential 15-year extension of the Community, Culture, and Safety Tax in November 2021. If unapproved, the overall sales and use tax rate declines by 0.3% due to the expiration of the tax. 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: Overall sales and use tax rate declines due to expiration of the .25 cent tax supporting Parks & Recreation. 2036: Portion of open space tax shifts to General Fund. APPROVED SALES & USE TAXES 2021-2039 2021 2022-2024 2025-2029 2030-2034 2035 2036-2039 Transportation 0.75% 0.75% 0.75% 0.60% 0.60% 0.60% Open Space 0.77% 0.77% 0.77% 0.77% 0.65% 0.65% Parks and Recreation 0.25% 0.25% 0.25% 0.25% 0.25% Community Culture & Safety Tax 0.30% General Fund 1.79% 1.79% 1.64% 1.79% 1.91% 1.91% 1.79% 1.79%1.64%1.79%1.91% 1.91% 0.30% 0.25% 0.25%0.25%0.25%0.25% 0.77% 0.77%0.77%0.77%0.65% 0.65% 0.75% 0.75%0.75%0.60% 0.60% 0.60% 0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50% 4.00% 4.50% *Does not include additional 3.5% Recreational Marijuana City of Boulder 2022 Approved BudgetPage 54 Citywide Sources (Revenues) Property Tax Revenue Given property values are reassessed in odd years, 2021 was a reassessment year. With the 2020 voter approval of Amendment B, the Gallagher Amendment was repealed. With that repeal, the residential assessment rate did not change for the 2021 reassessment and remains at 7.15%. The assessment rate for commercial and industrial property is 29%. Property tax revenue estimates for 2021 taxes payable in 2022 are based upon the city’s current mill levy and preliminary 2021 assessed values from the Boulder County Assessor’s Office. Overall, the citywide assessed value increased 6.1% with residential property values increasing nearly 12% and all other taxable property values remaining nearly flat. The calculation of property tax is: Market Value of Property x Assessment Rate x Mill Levy = Property Tax For taxes payable in 2020 and 2021 the residential assessment rate is 7.15% and the commercial assessment rate is 29%. For example: Residential: For every $100,000 of home value, homeowners pay $85.66 in property tax to the City of Boulder. $100,000 x 7.15% x 0.011981 = $85.66 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 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 to general city operations, 2 cents go to Public Safety, less than one cent goes to the Library, 1 cent goes to Parks & Recreation and 1 cent goes to the Community Housing Assistance Program. Boulder County Schools: 57¢ Boulder County: 27¢ City of Boulder: 14¢ Special Districts: 2¢ For every property tax $ collected in Boulder: General: 9¢ Library: <1¢ Parks & Recreation: 1¢ General – Public Safety: 2¢14¢ Community Housing Assistance Program: 1¢ City of Boulder 2022 Approved BudgetPage 55 Citywide Sources (Revenues) Property Tax Revenue, Continued 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 Commercial 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. Tax Year Revenue Year 2021 2022 Taxing Entity Mill Levy Projected Temporary Credit Projected Adjusted Mill Levy 2022 Projected Revenue General Citywide 11.981 - 11.981 50,336,089$ General Fund - General Purposes 7.948 7.948 33,392,528$ General Fund - Public Safety 2.000 2.000 8,401,984$ Community Housing Assistance Program (CHAP) Fund 0.800 0.800 3,361,171$ Library Fund 0.333 0.333 1,399,088$ Permanent Parks Fund 0.900 0.900 3,781,318$ Downtown District (CAGID)*9.990 TBD 3.460 1,526,294$ University Hill District (UHGID)*4.984 TBD 1.719 38,646$ Boulder Junction - Parking 10.000 - 10.000 484,900$ Boulder Junction - Transportation**5.000 - 5.000 694,939$ Transit Pass GID (Forest Glen)2.310 TBD 1.383 15,583$ * These districts are still under TABOR requirements for retaining revenue. ** This estimate includes payment in lieu of property taxes. MILL LEVIES & PROJECTED REVENUE City of Boulder 2022 Approved BudgetPage 56 Citywide Sources (Revenues) Property Tax Revenue, Continued The approved citywide mill levy rate for 2022 is the same as in 2021. The property tax chart below shows the past five years of actual revenue collected. PROPERTY TAX REVENUES 2018-2022 (in 1,000s) $- $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 2018 Actual 2019 Actual 2020 Actual 2021 Projected 2022 Projected Library Fund Community Housing Assistance Fund Permanent Park and Recreation Fund General Fund City of Boulder 2022 Approved BudgetPage 57 Citywide Uses (Expenditures) The 2022 Approved Budget is based on projected citywide expenditures of $462.5 million, representing a 35% increase from the total expenditures in the 2021 Budget. This is primarily due to restorations of city programs back to pre-pandemic levels and an increase in capital expenditures. CITYWIDE USES (EXPENDITURES) FOR 2022 TOTAL = $462,518,802 Electric Utility Development –<1% Sustainability –<1% City Attorney, Council –<1% City Manager’s Office –<1% General Government –<1% Communication –<1% Fundwide/Citywide –2% Innovation & Technology –2% Finance –1% Human Resources –1% Police/Fire Pensions -<1% Climate Initiatives $6,373,015 1% Community Vitality $12,991,653 3% General Governance $13,862,456 3% Housing & Human Services $22,489,063 5% Internal Services $28,690,975 6% Library & Arts $11,971,107 3% Open Space & Mountain Parks $30,990,582 7% Parks & Recreation $28,189,667 6% Planning & Development Services $14,203,911 3%Police $40,486,348 9% Fire-Rescue $23,420,511 5% Facilities & Fleet $10,580,506 2% Transportation & Mobility $41,851,487 9% Utilities $174,198,150 38% Municipal Court $2,219,372 <1% Citywide Uses (Expenditures) City of Boulder 2022 Approved BudgetPage 58 Citywide Uses (Expenditures) Citywide Uses (Expenditures), Excluding Utilities The 2022 Approved Budget, excluding Utilities, totals $288.3 million, representing an 12.2% increase from the 2021 Budget. The figure below represents citywide expenditures without Water, Wastewater, or Stormwater/ Flood Management Utilities Funds, which are supported through user fees. TOTAL = $ 288,320,652 Fundwide/Citywide –3% Innovation & Technology –4% Finance –2% Human Resources –1% Police/Fire Pensions -<1% City Attorney, Council –1.5% City Manager’s Office –1% General Government –1% Communication –1% Electric Utility Development –1% Sustainability –1% Climate Initiatives $6,373,015 2% Community Vitality $12,991,653 4% General Governance $13,862,456 5% Housing & Human Services $22,489,063 8% Internal Services $28,690,975 10% Library & Arts $11,971,107 4% Open Space & Mountain Parks $30,990,582 11% Parks & Recreation $28,189,667 10% Planning & Development $14,203,911 5% Fire-Rescue $23,420,511 8% Police $40,486,348 14% Municipal Court $2,219,372 1% Facilities & Fleet $10,580,506 4% Transportation & Mobility $41,851,487 14% CITYWIDE USES (EXPENDITURES) FOR 2022, EXCLUDING UTILITIES City of Boulder 2022 Approved BudgetPage 59 Citywide Uses (Expenditures) General Fund Uses (Expenditures) The 2022 Approved Budget is based on projected General Fund expenditures of $164.7 million, representing a 12.1% increase from total General Fund expenditures in the 2021 Budget. The majority of this increase is attributed to partial restoration of city services and programs to pre-COVID-19 pandemic levels. TOTAL = $ 164,657,129 Climate Initiatives $3,813,778 2% Community Vitality $3,191,830 2% General Governance $13,862,456 8% Housing & Human Services $9,439,898 6% Internal Services $28,140,114 17% Library & Arts $9,328,004 6% Municipal Court $2,219,372 1%Parks & Recreation $4,990,873 3% Planning & Development Services $846,514 1% Police $40,342,484 25% Fire-Rescue $22,481,169 14% Facilities & Fleet $5,211,380 3% Transportation & Mobility, $526,250 <1% Transfers Out $20,263,007 12% City Attorney, Council –2.6% City Manager’s Office –2% General Government –2% Communication –1.8% Fundwide/Citywide–6% Innovation & Technology –5% Finance –4% Human Resources –2% Police/Fire Pensions -<1% Electric Utility Development –1% Sustainability –1% GENERAL FUND USES (EXPENDITURES) FOR 2022 City of Boulder 2022 Approved BudgetPage 60 Citywide Uses (Expenditures) INTERFUND TRANSFERS Receiving Fund Purpose 2020 Actual 2021 Approved 2022 Approved $ 17,819,477 $ 14,835,949 $ 20,263,007 Planning and Development Services Subsidy 2,284,292$ 1,961,097$ 2,015,469$ Affordable Housing Subsidy 1,136,741 1,005,959 1,005,959 Governmental Capital Fund General Capital Funding 11,142,223 8,866,184 12,964,021 Recreation Activity Subsidy 1,549,466 1,545,954 2,145,954 Meidcal Self Insurance Reserve - - 800,000 Water Utility Wells Property 92,785 92,785 92,785 Downtown Commercial District Parking Meter Revenue 1,143,819 968,819 968,819 University Hill Commercial District Parking Meter Revenue 325,000 250,000 270,000 Fleet Replacement Fund Valmont Butte Loan Repayment 145,151 145,151 - $ 814,323 $ 564,323 $ 545,700 General Cost Allocation 564,323$ 564,323$ 545,700$ Recreation Activity Subsidy 250,000 - - $ 147,330 $ 147,362 $ 142,535 General Cost Allocation 146,272$ 146,272$ 141,445$ Planning and Development Services Impact Fee Administration 1,058 1,090 1,090 $ 45,234 $ 45,234 $ 43,741 General Cost Allocation 45,234$ 45,234$ 43,741$ $ 31,250 $ 131,250 $ 228,009 General Cost Allocation 28,965$ 28,965$ 28,009$ General Loan Repayment - 100,000 200,000 Downtown Commercial District (CAGID)Loan Repayment 2,285 2,285 - $ 180,445 $5,445 $5,265 General Cost Allocation 5,445$ 5,445$ 5,265$ Boulder Junction GID-Parking Operating Transfer 175,000 - - $ 19,672 $ 20,262 $ 20,870 Planning and Development Services Excise Tax Collection Costs 19,672$ 20,262$ 20,870$ $ 129,752 $ 129,752 $ 125,471 General Cost Allocation 129,752$ 129,752$ 125,471$ $ 106,080 $ 106,080 $ 102,580 General Cost Allocation 106,080$ 106,080$ 102,580$ $ 26,618 $ 26,618 $ 25,740 General Cost Allocation 26,618$ 26,618$ 25,740$ $ 16,460 $ 16,460 $ 15,917 General Cost Allocation 16,460$ 16,460$ 15,917$ $ 52,898 $ 2,052,898 $ 51,152 General Cost Allocation 52,898$ 52,898$ 51,152$ Governmental Capital Fund HRIS Replacement -2,000,000 - Downtown Commercial District Fund Total $ 335,218 $ 335,218 $ 324,155 General Cost Allocation 335,218$ 335,218$ 324,155$ $ 6,994 $6,994 $6,763 General Cost Allocation 6,994$ 6,994$ 6,763$ $-$- $ 343,333 General Repayment -$ -$ 343,333$ $ 50,201 $ 205,879 $ 48,544 General Cost Allocation 50,201$ 50,201$ 48,544$ General Muni Court FR&R Reduction - 155,678 - Boulder Junction GID-Parking Fund Total Compensated Absences Fund Total Community Development Block Grant (CDBG) Fund Total Computer Replacement Fund Total Boulder Junction GID-TDM Fund Total Capital Development Fund Total Climate Action Plan Tax Fund Total Community Housing Assistance Program Fund Total Originating Fund General Fund Total Airport Fund Total Equipment Replacement Fund Total Facility Renovation and Replacement Fund Total .25 Cent Sales Tax Fund Total Affordable Housing Fund Total Eviction Prevention and Rental Assistance Services Fund Total City of Boulder 2022 Approved BudgetPage 61 Citywide Uses (Expenditures) INTERFUND TRANSFERS Receiving Fund Purpose 2020 Actual 2021 Approved 2022 Approved Originating Fund $ 323,330 $ 393,278 $ 312,661 General Cost Allocation 323,330$ 323,330$ 312,661$ General HHS Fleet Reduction - 69,948 - $ 11,205 $ 11,205 $ 10,836 General Cost Allocation 11,205$ 11,205$ 10,836$ $ 2,121,454 $ 2,121,454 $ 2,051,446 General Cost Allocation 2,121,454$ 2,121,454$ 2,051,446$ $ 127,694 $ 127,694 $ 123,480 General Cost Allocation 127,694$ 127,694$ 123,480$ $ 2,257,491 $ 2,257,491 $ 2,182,995 General Cost Allocation 2,257,491$ 2,257,491$ 2,182,995$ $ 665,902 $ 985,715 $ 857,958 General 447,648$ 453,648$ 432,875$ Planning and Development Services 210,105 523,917 416,933 Transportation Cost Allocation Departmental Cost Allocation Departmental Cost Allocation 8,149 8,150 8,150 $ 19,060 $ 19,060 $ 18,431 General Cost Allocation 19,060$ 19,060$ 18,431$ $ 27,346 $ 27,346 $ 26,444 General Cost Allocation 27,346$ 27,346$ 26,444$ $297 $297 $287 General Cost Allocation 297$ 297$ 287$ $ 2,209,729 $ 2,381,696 $ 2,097,243 General 1,705,683$ 1,705,683$ 1,649,395$ General 28,000 28,000 47,687 Planning and Development Services 457,954 629,921 382,069 Recreation Activity 13,000 13,000 13,000 Transit Pass General Improvement District Cost Allocation Housing and Human Services Departmental Cost Allocation Expand Program Subsidy 5,092 5,092 5,092 $ 18,083 $ 18,339 $ 18,289 General Cost Allocation 9,529$ 9,529$ 9,214$ Planning and Development Services Excise Tax Admin 8,554 8,810 9,075 $ 48,732 $ 48,732 $ 47,124 General Cost Allocation 48,732$ 48,732$ 47,124$ $ 1,411,696 $ 1,373,507 $ 1,219,541 General Cost Allocation 1,044,444$ 1,050,444$ 1,009,977$ Planning and Development Services Subsidy 350,952 306,763 193,264 Facility Replacement Facility Replacement 16,300 - - Transportation Departmental Cost Allocation - 16,300 16,300 $ 2,087,371 $ 2,057,398 $ 1,865,476 General 1,717,380$ 1,735,381$ 1,660,708$ Planning and Development Services 353,691 305,717 188,468 Transportation Cost Allocation Departmental Cost Allocation Departmental Cost Allocation 16,300 16,300 16,300 $ 50,073 $ 50,073 $ 48,421 General Cost Allocation 50,073$ 50,073$ 48,421$ Totals 31,161,415$ 30,503,009$ 33,173,414$ Sugar-Sweetened Beverage Tax Fund Total Telecommunications Fund Total Open Space Fund Total Permanent Park and Recreation Fund Total Planning and Development Services Fund Total Stormwater/Flood Management Utility Fund Total Fleet Operations and Replacement Fund Total HOME Investment Partnership Grant Fund Total Transit Pass GID Fund Total Transportation Fund Total Workers' Compensation Insurance Fund Total Transportation Development Fund Total University Hill Commercial District Fund Total Wastewater Utility Fund Total Water Utility Fund Total City of Boulder 2022 Approved BudgetPage 62 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 63 Department Overviews •City Attorney’s Office ................................................................................................................65 •City Council ..................................................................................................................................69 •City Manager’s Office ................................................................................................................73 •Climate Initiatives ......................................................................................................................79 •Communication & Engagement ............................................................................................85 •Community Vitality ....................................................................................................................91 •Facilities & Fleet .........................................................................................................................97 •Finance .........................................................................................................................................101 •Fire-Rescue ................................................................................................................................105 •General Governance ...............................................................................................................109 •Housing & Human Services ...................................................................................................111 •Human Resources.....................................................................................................................117 •Innovation & Technology ........................................................................................................121 •Library & Arts .............................................................................................................................127 •Municipal Court .........................................................................................................................131 •Open Space & Mountain Parks............................................................................................135 •Parks & Recreation ..................................................................................................................139 •Planning & Development Services .....................................................................................143 •Police ............................................................................................................................................147 •Transportation & Mobility ......................................................................................................151 •Utilities .........................................................................................................................................155 City of Boulder 2022 Approved BudgetPage 64 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 65 2022 Approved Budget $ 3,938,066 Department Divisions •City Attorney’s Office •Administration •Consultation and Advisory •Prosecution and Civil Litigation 2022 Key Initiatives •Continue to support the City Council’s initiatives. •Continue to support department working groups and plans. •Defend all litigation brought against the City. •Support boards and commissions. •Continue to coordinate and respond to various CORA requests. Department Funding General Fund 96% Property & Casualty Insurance Fund 4% 24.00 FTE City Attorney’s Office Budget City of Boulder 2022 Approved BudgetPage 66 Attorneys in the CAO are required to take 45 credit hours of Continuing Legal Education each year to promote and sustain competence and professionalism, and to ensure that they remain current on the law, law practice management, and technology. City Attorney’s Office Budget Department Mission 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. Department Overview Administration 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 Boulder 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. Consultation & Advisory Provides legal support for the City Council and the city’s advisory boards and commissions. Provides 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. 2021 Accomplishments •Provided legal support for the settlement with Xcel and subsequent franchise agreement with Xcel. •Provided legal support for the joint development of 30 Pearl with Boulder Housing Partners and Morgan Creek Ventures. The final quadrant was transferred to the developer on June 29, 2021. •Provided significant legal support in response to the pandemic including but not limited to emergency rules, orders, and ordinances, an assigned attorney to provide legal support to the City’s COVID Operations Recovery Team, and additional prosecution of health order violations. •Provided support to the city’s boards and commissions including providing attorney staffing at City Council, the Planning Board, the Landmarks Board, the Beverage Licensing Authority, the Board of Zoning Adjustments, and the Cannabis Licensing and Advisory Board on a regular basis. Also, as needed, provided support at the Open Space Board of Trustees, the Parks and Recreation Advisory Board, the Human Relations Commission, and the Transportation Advisory Board. •Represented the city in a wide range of litigation including personal injury claims against the city, first amendment auditors’ challenges, and civil rights litigation. City of Boulder 2022 Approved BudgetPage 67 City Attorney’s Office Budget Department Detail Significant Changes FTE Amount FTE Amount FTE Amount FTE Amount Administration 1.50 278,607$ 0.50 485,330$ 0.50 382,060$ - (103,270)$ Consultation and Advisory 16.25 2,122,097 15.25 2,192,208 13.75 2,300,106 (1.50) 107,898 7.75 820,103 8.25 827,205 9.75 1,255,899 1.50 428,694 Total 25.50 3,220,808$ 24.00 3,504,743$ 24.00 3,938,066$ - 433,323$ Personnel 3,079,769$ 3,191,619$ 3,606,045$ 414,425$ Operating 74,625 250,476 269,373 18,897 Interdepartmental Charges 66,413 62,648 62,648 - Total 3,220,808$ 3,504,743$ 3,938,066$ 433,322$ General 24.50 3,073,555$ 23.00 3,354,171$ 23.00 3,773,097$ - 418,926$ Property and Casualty Insurance 1.00 147,253 1.00 150,573 1.00 164,969 - 14,396 Total 25.50 3,220,808$ 24.00 3,504,743$ 24.00 3,938,066$ - 433,322$ Note: Prosecution and Civil Litigation1 EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND 1Risk Management is a program within the Finance Department. However, internal litigation costs assigned to Risk Management's Property and Casualty Insurance Fund are related to FTE within City Attorney's Office (CAO) and reflected in the CAO budget within Prosecution and Litigation. 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 STAFFING AND EXPENDITURE BY PROGRAM Performance Measure: In 2021, the City Attorney’s Office diverted approximately 400 low-level cases involving unhoused individuals from the criminal justice system. To earn this diversion, these individuals participated in Boulder’s Community Court which connected them with available resources and case-management with the goal of helping them obtain long-term stability and ultimately reduce interaction with the criminal justice system. Since inception of the diversion program, the Community Court has diverted twice as many cases compared to prior years. SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Attorney’s Office 30,000$--$ - New/Enhanced Services Outside Counsel - Additional Legal Support 30,000 - - - City of Boulder 2022 Approved BudgetPage 68 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 69 1.00 FTE Department Funding General Fund 100% City Council Budget 2022 Approved Budget $462,034 Department Divisions •City Attorney •City Manager •Municipal Judge 2022 Key Initiatives •Identify priorities and execute key council actions for the 2022-2023 council term. City of Boulder 2022 Approved BudgetPage 70 City Council Budget Department Mission City Council serves as the governing body for the City of Boulder, providing policy direction and leadership to the city organization. Department Overview City Attorney 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. 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. 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. 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. 2021 Accomplishments The 2021 Council Action Guide outlines priorities, projects, and enhancements to core services that have been identified by City Council: •Advancing Racial Equity •Boulder – Xcel Energy Partnership •Climate Mobilization Action Plan •COVID-19 Pandemic Response and Recovery •Community Benefits - Phase II •East Boulder Subcommunity Plan •Financial Strategy Study Committee •Homelessness •Housing •Police Oversight •South Boulder Creek Flood Mitigation/University of Colorado South Annexation •Use Tables and Standards – Phase II •Vision Zero In 2021 City Council appointed a new City Manager and a new City Attorney. City of Boulder 2022 Approved BudgetPage 71 You can visit the City of Boulder’s website for details about upcoming elections, including open seats on City Council. https://bouldercolorado.gov/elections City Council Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Council -$ -34,053$ - Restoration of City Services Restore Operating Budget - - 34,053 - FTE Amount FTE Amount FTE Amount FTE Amount City Council -350,039$ 1.00 409,250$ 1.00 462,034$ - 52,784$ Total - 350,039$ 1.00 409,250$ 1.00 462,034$ - 52,784$ Personnel 187,856$ 316,773$ 330,004$ 13,231$ Operating 161,457 87,717 120,934 33,217 Interdepartmental Charges 726 4,760 11,096 6,336 Total 350,039$ 409,250$ 462,034$ 52,784$ General -350,039$ 1.00 409,250$ 1.00 462,034$ - 52,784$ Total -350,039$ 1.00 409,250$ 1.00 462,034$ - 52,784$ STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY 2020 Actual 2021 Approved Budget Variance 2021 to 2022 2022 Approved Budget Department Detail City of Boulder 2022 Approved BudgetPage 72 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 73 17.73 FTE Department Funding General Fund 100% City Manager ‘s Office Budget 2022 Approved Budget $3,447,440 Department Divisions •Administration •Chief Policy Advisor/ Intergovernmental Affairs •Volunteer Services •Equity •Independent Police Monitor •City Clerk •Central Records 2022 Key Initiatives •Oversight of department initiatives to ensure alignment with council priorities. •Executive leadership on ongoing telework and workplace transformation initiatives. •Continued Roll-out of mandatory Bias and Microaggression Training to all city staff, boards, commissions, and council utilizing in-house staff facilitators. •Initiate implementation of a racial equity assessment of departments to better understand how to apply a racial equity tools and instruments to programs, policies and budget decisions. •Establish accountability mechanism for participation in racial equity workshops. •Revise and implement an organizational court ordered volunteer program, increase organizational capacity through expanded utilization of volunteer programs and continue implementing work items outlined in the Volunteer Cooperative Strategic Plan. •Implement the city’s 2022 Policy Statement on Regional, State, and Federal Issues. •Continue leading the cross-departmental COVID-19 recovery process. •Electronic petition system improvements and upgrades go live. •Annual Boards and Commissions Recruitment with increased focus on embedding Equity, Diversity and Inclusion into these processes. City of Boulder 2022 Approved BudgetPage 74 City Manager’s Office Budget Department Mission 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. Department Overview City Manager’s Office Administration & Operations 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; prepares the annual budget; and fosters community pride in city government through excellent customer service. Chief Policy Advisor / Intergovernmental Affairs The city closely tracks and attempts to influence matters that, although falling outside of the city’s jurisdictional authority, have the potential of significantly impacting the Boulder community. The city’s intergovernmental efforts ensure 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 close coordination with City Council members, the City Manager, and city departments to develop and communicate official city positions on intergovernmental matters and oversees the development and implementation of the city’s Policy Statement on Regional, State, and Federal Issues, including all related coalition building, collaborations, and advocacy necessary to advance the stated positions. Volunteer Services The city recognizes the value of Boulder’s many talented volunteers to help achieve community and organizational goals. The city’s Volunteer Cooperative strives to create a community of service, offering community members expanded opportunities to participate in addressing local issues. Building on a rich legacy of volunteerism in some departments, cooperative members work together to create a more integrated system and coordinated experience for volunteers with a range of interests and expertise. Volunteer opportunities are a valuable form of community engagement. They connect residents with city staff to enhance programs and create relationships, while helping volunteers develop or use their skills and gain experience. 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. City staff and leadership are building capacity around the role government plays in creating institutional and structural racism. Simultaneously, they 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. Independent Police Monitor Boulder’s first Independent Police Monitor was hired in July 2020 to install an auditor-monitor model to monitor complaints against police officers and staff. The newly adopted monitor model enlists a new police oversight panel whose role will be to review internal affairs investigations, conduct community engagement and evaluate the Independent Police Monitor. City of Boulder 2022 Approved BudgetPage 75 City Manager’s Office Budget City Manager’s Office Budget City Clerk The City Clerk’s Office administers municipal elections and citizen initiatives, supports city council through the development of meeting agenda materials, action summaries and minutes. This information is accessible to the public electronically in real time by utilizing the City’s Records Archive, Laserfiche. In addition, the City Clerk’s Office supports the city council through administration of the annual board and commission recruitment process. The City Clerk’s Office also oversees the Domestic Partnership Registry and serves as liaison to ten local sister city organizations. Central Records The records office oversees records management for the city, including maintenance of the online Records Archive, scanning, 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 of the City Council. The office receives, replies, advises, and coordinates Colorado Open Records Act requests. 2021 Accomplishments •The City Manager’s Office provided leadership to all city departments during a period of transition to a new City Manager and amidst the COVID-19 pandemic. During uncertain times, the city leaders continued to administer and execute council objectives and provide needed support for departments. The department took an active leadership role in the response and recovery of COVID-19 with frequent communications and virtual employee town halls. •The city’s 2021 intergovernmental efforts resulted in passage of several important laws that furthered Boulder’s interest. Among those that the city most influenced were: SB21-262 (limiting use by metro districts of dominant eminent domain against municipalities); HB21-1071 (allowing municipalities to coordinate with counties to conduct instant runoff voting elections); SB21-261 (removing barriers on customer-sited generation of renewable energy); SB21-238 (creation of a Front Range Passenger Rail Taxing District which incorporates the Northwest Rail alignment); SB21-199 (removing barriers on the ability of local governments to provide public services to undocumented immigrants); SB21-256 (allowing local governments to regulate firearms), and; SB21-260 (increasing fees to fund the state’s transportation system). •Volunteer Services has been happy to reinstate some of the volunteer programs that were put on hold in 2020 like One Day Projects, EXPAND’s volunteer run adaptive skiing program, bookstore volunteers, summer reading volunteers, etc. Volunteer Coordinators with the Volunteer Cooperative continued to adapt and work safety with volunteers during the ongoing pandemic to create volunteer opportunities which are posted on the Count Me In platform. Volunteers finished their work with the COVID-19 Recovery Center this spring while other programs created in response to the pandemic are continuing in 2021, the ambassador programs, Park Champs, and Community Connectors. Volunteers also came to the aid of our community to assist and secure items at the King Soopers Memorial. We hosted a virtual volunteer appreciation for volunteer appreciation week and created volunteer appreciation banners at some of our high traffic city facilities and in the civic area. Boulder’s renewed Service Enterprise certification proves our commitment to being a city of service. •Based on the Government Alliance on Race and Equity (GARE) teachings, most city council members and over 500 city staff from all city departments participated in Advancing Racial Equity: The Role of Government, an opportunity to understand institutional and structural racism and the role government plays in creating racial inequities through its policy, program and budget decisions. The Community Connector program presented at the 2020 Transforming Local Government Conference which included participation of one of the Community Connectors. City of Boulder 2022 Approved BudgetPage 76 Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Manager's Office/City Clerk 48,000$-343,062$ 2.00 Restoration of City Services Restore Operating Budget - City Clerk - - 18,500 Restore Administrative Assistant II - - 66,093 1.00 New/Enhanced Services Equity Liaison - - 229,468 1.00 Increase Fees for Federal Lobbying Services Contract Smith, Dawson & Andrews (SDA)38,000 - - - Increase Fees to State Lobbying Services Contract 10,000 - - - Police Oversight Operating Budget and Summer Intern - - 23,500 - Printing Costs of Legal Ordinances and Agenda Materials - - 5,500 - City Manager’s Office Budget 2021 Accomplishments, Continued •To date 265 staff members, 8 council members and 10 board and commission members have participated in the city’s Bias and Microaggression Workshop with an additional 70 city colleagues registered for upcoming sessions. This two-part training is an extension of the city’s work to dismantle systemic racism and inequities at various levels including the interpersonal level The training begins to address the core of these feelings at the personal level by engaging individuals in committing to lifelong training while learning to have courageous conversations about race and equity. •Five Council priority areas were selected for application of the city’s racial equity instrument including: •Advancing Racial Equity •COVID Recovery •Homelessness •Housing •Police Oversight •Initiated Boards & Commissions Recruitment and Retention Project to embed Equity, Diversity, and Inclusion Practices. •Implemented the Boulder Direct Democracy online petition system (first in the country) and continued work on development and upgrades to the system. •2021 Council Candidate Election – 5 vacancies for Council Members. After the election City Manager’s Office will hold orientation and onboarding of new Council Members. •Three citizen-initiated petitions were processed for the 2021 ballot. •Successful onboarding of a new City Clerk and Deputy City Clerk. City of Boulder 2022 Approved BudgetPage 77 Department Detail City Manager’s Office Budget FTE Amount FTE Amount FTE Amount FTE Amount City Manager and Support Services 8.00 1,100,317$ 6.00 1,078,555$ 7.00 1,424,174$ 1.00 345,619$ 1.00 268,826 1.00 276,555 1.00 332,059 - 55,504 - 306,208 1.00 257,408 2.00 495,310 1.00 237,902 - 109,028 1.00 180,537 1.00 232,973 - 52,436 Volunteer Services 1.00 90,151 - 48,250 - 63,875 - 15,625 Citywide Projects 1.00 54,024 - -- -- - City Clerk and Support Services 0.30 112,275$ 0.30 386,053$ 0.30 126,166$ - (259,887)$ 0.20 8,462 0.20 15,381 0.20 15,989 - 608 General Administration 3.40 278,063 3.40 401,494 3.40 478,284 - 76,790 Sister City Administration 0.10 2,838 0.10 5,875 0.10 1,336 - (4,539) Central Records 2.50 243,251 2.50 263,901 2.73 277,273 0.23 13,372 Electronic Signatures & Petitioning Software - 100,000 - 150,000 - - - (150,000) Total 17.50 2,673,444$ 15.50 3,064,010$ 17.73 3,447,440$ 2.23 383,430$ Personnel 2 2,009,378$ 2,057,104$ 2,653,187$ 596,083$ Operating 3 510,220 781,781 733,823 (47,958) Interdepartmental Charges 53,846 75,125 60,430 (14,695) Governmental Capital 100,000 150,000 - (150,000) Total 2,673,443$ 3,064,010$ 3,447,440$ 383,430$ General 17.50 2,573,444$ 15.50 2,914,010$ 17.73 3,447,440$ 2.23 533,430$ Governmental Capital - 100,000 - 150,000 - - - (150,000) Total 17.50 2,673,444$ 15.50 3,064,010$ 17.73 3,447,440$ 2.23 383,430$ Note: 1 2 3 Central Records moved to CMO in 2021 City Clerk moved to CMO in 2021 Citywide Projects was eliminated from the budget in 2020 City Administration / Operations STAFFING AND EXPENDITURE BY PROGRAM Conduct of Elections Incl. Campaign Finance Reform/Matching Funds Admin. Board and Commission Administration Variance 2021 to 2022 2021 Approved Budget 2020 Actual EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Independent Police Monitor Policy Advisor / Intergovernmental Relations 2022 Approved Budget Equity 1 Performance Measure: In 2021, the city implemented a policy to mandate COVID-19 vaccinations for all city employees, with exemptions in only very specific cases. At the time of the policy taking effect, 95.43% of all city employees have provided proof of vaccination against COVID-19, helping to protect the entire community. City of Boulder 2022 Approved BudgetPage 78 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 79 19.00 FTE Department Funding General Fund 60% Climate Action Plan Fund 40% Climate Initiatives Budget 2022 Approved Budget $6,373,014 Department Divisions •City-Xcel Energy Partnership •Climate Sustainability & Resilience •Circular Economy 2022 Key Initiatives •Climate Action Plan •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 2022 and 2023 legislative sessions. •Climate Initiatives will be exploring investment strategies for the future of climate action work. The CAP tax sunsets in 2023 so this will involve evaluating tax options and preparing for the 2022 ballot. •Climate Action work will continue focusing on energy systems, ecosystems, and circular materials economy. •City-Xcel Energy Partnership •This 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 the community’s renewable electricity goals, streetlight acquisition and system undergrounding. City of Boulder 2022 Approved BudgetPage 80 cLimAte initiAtiveS Budget 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, and Boulder voters approved the nation’s first local carbon tax to fund emission reducing strategies. The Climate Initiatives department supports our community’s values and adopted policy goals by designing strategies and programs that improve community health, implement climate action planning and reporting, increase recycling and waste diversion, move our community toward a more circular economy, coordinate municipal sustainability activities, undertake environmental data management, and that increase resilience and climate justice. Climate Initiatives generally focuses on local climate action strategies guided by the longer- term goal of net-zero emissions by 2035. Since 2005 (based on 2019 data), the city has reduced its greenhouse gas (GHG) emissions by 21% and diverted 53% of its waste from landfills. 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), 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 sustainability, which in turn support 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 2022, Climate Initiatives will continue to work with the community to implement a revised set of climate action targets, goals and strategies 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 will have the design principle of equity and climate justice at the center. Xcel Energy Partnership: Utility Occupation Tax 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. In 2020 the City of Boulder worked to help reduce the financial impact of COVID-19 on the restaurant community and the impact of increased food takeout container waste by funding a Sustainable Takeout Items Subsidy. The program provided $1,000 worth of compostable and recyclable food service ware items to 87 restaurants. City of Boulder 2022 Approved BudgetPage 81 cLimAteinitiAtiveS Budget cLimAte initiAtiveS Budget 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 (partnership) 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. Climate, Sustainability, & Resilience (CAP Tax, General Fund, Energy Impact Offset and Marijuana Licensing Fees, Solar Grant and Sales Tax Rebates) Climate, Sustainability and Resilience efforts entail working with Boulder businesses, residents, and key partners to reduce greenhouse gas emissions through energy efficiency, 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. Climate, Sustainability, and Resilience efforts are primarily funded through the voter-approved Climate Action Plan (CAP) tax, which was implemented in 2006. The CAP tax is currently scheduled to sunset in March 2023. 2022 efforts will continue to focus on mitigating the community’s contributions to global climate change through adoption of clean technologies for buildings and transportation. Work will also focus on expanding ecosystems (including carbon sequestration) and financial systems efforts. 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. Circular Economy (Trash Tax, Disposable Bag Fee) 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. The city’s innovative bi-directional electric car charger at the North Boulder Recreation Center won an award from International Data Corporation (IDC). City of Boulder 2022 Approved BudgetPage 82 Climate Initiatives Budget Department Overview, Continued The overall objective of the CE team is to achieve a thriving local economy that designs out waste and pollution, keeps materials in use as long as possible, and regenerates natural systems. 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%. 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 $0.85/yard for commercial trash). 2022 efforts will focus on evolving our programs and strategies towards systems change that fosters movement toward a circular economy – so the easiest, least expensive consumer choice will be the most sustainable and “circular” choice as well. 2021 Accomplishments • Launched the Xcel Energy Partnership, including standing up the Advisory Panel and Community Working Groups • Completed the first 1% (fund) undergrounding project of our energy distribution system • Scoped, planned, and began implementation of new energy partnership projects • Assessed streetlight acquisition • Supported new legislation (120% rule) • Key Climate Action milestones and new goal adoption • Supported several successful climate bills during the 2021 legislative session – beneficial electrification, building performance, single use plastics, others • Completed Alpine-Balsam energy services study • Completed construction on first municipally owned solar garden and invested in 3 others (benefit goes to low-income residents) • Launched economic forum • Developed circular economy framework and strategies for Climate Mobilization Action Plan • Finalized new deconstruction & demolition waste recycling requirements in 2020 Energy Conservation Code • Supported hospital deconstruction project • Launched pilot equity-centered CHaRM pickup at Ponderosa Mobile Home Park • Finalized scoping and plan/pitch deck for future Innovation Hub development at 6400 Arapahoe • Consolidated solar grants program with other rebate programs • Contributed to multiple state bills including those supporting building performance, electrification, clean fuel standards • Supported cross-organization systems level work, partner organization initiatives City of Boulder 2022 Approved BudgetPage 83 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount 6.80 3,726,728$ 4.05 2,071,985$- -$ (4.05) (2,071,985)$ - -- - 5.00 2,076,181 5.00 2,076,181 Subtotal 6.80 3,726,728$ 4.05 2,071,985$5.00 2,076,181$ 0.95 4,196$ 2.15 519,117$ 1.65 295,494$2.05 376,536$ 0.40 81,042$ 5.05 1,910,633 6.10 1,901,000 5.75 2,433,765 (0.35) 532,765 7.00 1,426,693 6.20 1,359,469 6.20 1,361,061 -1,592 Subtotal 14.20 3,856,444$ 13.95 3,555,963$14.00 4,171,362$ 0.05 615,399$ Cost Allocation Cost Allocation 129,752$ 129,752$125,471$ (4,281)$ Subtotal 129,752$ 129,752$125,471$ (4,281)$ Total 21.00 7,712,924$ 18.00 5,757,700$19.00 6,373,014$ 1.00 615,314$ Personnel 2,379,243$ 2,495,824$2,503,301$ 7,477$ Operating 5,333,681 3,261,876 3,869,713 607,837 Total 7,712,924$ 5,757,700$6,373,014$ 615,314$ General Fund 15.95 5,672,538$ 11.90 3,726,948$13.25 3,813,778 1.35 86,830$ Climate Action Plan Tax 5.05 2,040,385 6.10 2,030,752 5.75 2,559,236 (0.35) 528,484 Total 21.00 7,712,924$ 18.00 5,757,700$19.00 6,373,014$ 1.00 615,314$ STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY Circular Economy Climate, Sustainability, & Resilience Administration, Regional Sustainability Climate, Sustainability, and Resilience STAFFING AND EXPENDITURE BY PROGRAM Actual Budget 2021 to 2022Budget Local Power - Electric Utility Development Boulder- Xcel Energy Partnership 2020 2021 Approved 2022 Approved Variance Local Power - Xcel Partnership Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Climate Initiatives 232,000$ -344,892$ 3.25 Restoration of City Services Reinstate Climate Action Plan Tax Funding 232,000 - - - Restore Administrative Assistant II - - 67,196 1.00 New/Enhanced Services Convert Standard Energy Code Coordinator from Fixed-Term to Standard Position - - 26,410 0.25 Ongoing Appropriation of Administrative Fees and Forfeited Deposits Collected per Ordinance 8366, Chapter 36 Commercial Construction Waste Recycling, Section 3601.2.3 - - 15,000 - Convert Energy Strategy Coordinator and Electrical Engineer II Fixed-Term to Standard Positions - - 236,285 2.00 Climate Initiatives Budget To support and promote collaboration between businesses that value the circular economy and zero waste efforts, members of the Circular Economy Team facilitated the formation of a Thrift Store Working Group in partnership with Boulder County’s Partners for a Clean Environment (PACE) and the Boulder Chamber of Commerce last year. City of Boulder 2022 Approved BudgetPage 84 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 85 20.50 FTE Communication & Engagement Budget 2022 Approved Budget $ 2,915,794 Department Divisions •Media/External Communication •Video Services/Channel 8 •Internal Communication •Web Content/Social Media •Engagement •Neighborhood Services •Language Access (new service area started in mid-2020) •Graphic Design (new service area started in mid-2021) 2022 Key Initiatives •Complete draft language access plan, solicit staff and public input on it and present it to city leadership for adoption, with the goal of beginning a multi-year, phased implementation in 2022. •Provide quality communication counsel and support. •In partnership with IT, evaluate data and user feedback to assess the performance of the new city website against key benchmarks to identify iterative improvements. •Continue to pivot to meet evolving meeting and engagement needs, including online, in-person and hybrid meetings. •Continue to partner with city colleagues, community members and organizations to increase engagement by those with less access to, and influence with, decision- makers and their local government. •Support the development of, and engagement around, master planning and other high-priority city initiatives, including the Police Master Plan and cross-departmental approaches to addressing issues associated with encampments and/or homelessness. •Supplement printed community newsletter frequency with electronic newsletters and more strategic utilization of redesigned digital newsroom on new city website. •Reinstate neighborhood grant funding and Neighborhood Services programming that supports community-building, as public health guidance allow. City of Boulder 2022 Approved BudgetPage 86 Communication & Engagement Budget Department Mission 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 departments, the organization as a whole and City Council. Our work is driven by a set of clear objectives. These are to: Strengthen democracy for the people •Support effective government so everyone in our community thrives. •Advance equity, embrace inclusivity and eliminate barriers. •Elevate democracy and enhance public participation in decision-making. Build trust •Listen actively and ensure voices of community members are heard, including underrepresented groups. •Be honest and provide transparency. •Provide impartial, compassionate public service. Share stories and information •Tell clear, objective and compelling stories that echo the city’s values. •Understand, translate and communicate complex issues, with life-safety as our highest priority. •Be creative and embrace new approaches to sharing information. Foster connection •Improve access to and awareness of city services, helping people navigate government. •Connect people to each other, our staff and our amazing community. •Build connections across city departments and work groups, serving the needs of our organization and ensuring communication and engagement coordination to advance a One Boulder approach. Department Overview The department utilizes a centralized approach with some staff embedded within city work groups to cover a variety of functions. Media / External Communication Media/External Communication ensures the public receives timely and accurate information related to city operations, projects, and policies; council priorities and action; crisis/disaster communications; economic vitality initiatives; and awareness campaigns through traditional media, social media, and the Internet. Video Services / Channel 8 Video Services produces weekly newscasts and informative, compelling videos to share information, updates and inspiration with the community. Leveraging Channel 8 and broadcast capabilities, the team also provides live and on-demand coverage of City Council and some boards and commission, 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 team also supports some high-profile internal communications needs with quality video production. City of Boulder 2022 Approved BudgetPage 87 Communication & Engagement Budget 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. Web Content / Social Media Web Content/Social Media leads department liaison teams and oversees content standards and social media guidelines to effectively leverage digital forms of communication, including allowing for online engagement outside of regular business hours. The goal is to use these tools to inform a broader segment of the community about city services and programs. Engagement The engagement program fosters more inclusive and meaningful public participation and relationship building. 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. The approach is strategic, with an emphasis on capacity building and shared learning. An additional focus of this program is to increase engagement among residents who have never participated in local government and/or are members of traditionally under-represented groups. Neighborhood Services The focus of the Neighborhood Services program is to build and strengthen collaborative relationships within neighborhoods. The liaison works directly with residents, as well as with community partners, to foster healthy communication and increased trust. The program strives to connect community needs to available resources; create a more welcoming and connected community; and enhance residential quality of life by creating pathways toward effective problem-solving, resource provision, civic education, leadership, connection, and engagement opportunities. Language Access The city now has a language access program manager who provides some translation and interpretation support while building out short-, mid- and long-term strategies and practices designed to move the city from a primarily monolingual information source/service provider to one that offers the most critical and relevant information in English and Spanish. Graphic Design (new service area started in mid-2021) This focus area, staffed with one FTE, strives to coordinate graphic design work performed across the city and by external contractors to ensure effective visual storytelling, best practices related to design and adherence to branding guidelines. This individual also designs the print edition city newsletter and other high-profile, citywide materials. Performance Measure: Pages, on average, load 40% faster on the new city website and users reporting being able to find what they are looking for 68% of the time, up from 64% on the old city website. The figure is expected to improve even more over time. City of Boulder 2022 Approved BudgetPage 88 2021 Accomplishments • Successfully merged staffs and culture for two previously distinct areas of focus: communication and engagement; completed visioning process that took into account current and emerging needs of the community we serve, as well as internal partners and customers. • Led crisis communication and engagement efforts in response to the March 22 shooting, including the coordination of a multi-agency joint information center. This included providing updates on the investigation; coordination with public information officers for families of victims; promotion of community mental health resources; coordination of community and employee vigils; development of a community-wide, socially distanced memorial event; creation of a Boulder Strong memorial campaign; and engagement and communication related to short- and long-term memorial and community healing efforts. • Continued to lead crisis communication and engagement efforts related to COVID-19, including public awareness campaigns, supporting and publicizing walk-in and mobile vaccine clinics with a specific goal of reaching unhoused individuals, Latino community members, young people ages 12-17 and other audience groups and others with barriers to vaccination. Team efforts led to approximately 700 doses of vaccine being administered at city-hosted clinics. • Launched new city website, in partnership with IT, based on years of user research, testing and input. Initial performance data showed the new website is faster and easier for the public to use, with more users reporting they are able to find what they are looking for. • Developed and rolled out new citywide brand guidelines that complement the brand of the new city website. Brand guidelines have been shared with departments for feedback, with the goal of formally implanting the guidelines later this year in conjunction with the rollout of assets, templates and design resources. • Iterated successful and award-winning Community Connector model to lift the voices of less influential communities. This included standing up and supporting Community Connectors-in-Residence, while also ensuring that Emergency Response Connectors and master plan or project-based Community Connectors were able to share underrepresented perspectives and surface community issues. Launched Spanish-language Facebook page and podcast. • Led engagement strategy and efforts, in partnership with community organizations and Community Connectors, that specifically focused on feedback from community members of color and culminated in the adoption of the city’s first Racial Equity Plan. • Supported, through communication and engagement, council priority projects, Community, Culture and Safety Tax projects, master plans, and reputation management (Police Department Master Plan, Parks & Recreation Master Plan, Flood and Stormwater Master Plan, Encampments, Tribal Consultation/Land Acknowledgement, Vision Zero and implementation of the Transportation Master Plan, Productive Atmospheres). • Provided communication support and engagement counsel/facilitation for high-priority and high-profile Planning projects, including CU South and the East Boulder Subcommunity Plan. • Supported online engagement needs for City Council, as well as boards and commissions and other engagement-related meetings; developed preliminary hybrid workflow recommendations with plans to iterate these as lessons are learned through 2022. Communication & Engagement Budget Performance Measure: The city’s new website has 2,400 fewer webpages (-68%) and 3,800 fewer PDFs (-70%) than the old city website, representing an effort to put user needs and the most relevant information first. City of Boulder 2022 Approved BudgetPage 89 Communication & Engagement Budget Performance Measure: The city website received 1.1 million visitors and 4.6 million pageviews over the first half of 2021. The Be Heard Boulder website received 11,500 visitors during that period, resulting in 2,100 engaged visitors. 2021 Accomplishments, Continued •Replaced and upgraded over 90% of the broadcast equipment in the municipal building control room to better support City Council and the need for a hybrid meeting environment moving forward. •Between January and August 2021, created 75 videos in-house, supporting departments, key projects and the need to convey information in a visual and creative way to both internal and external audiences; produced popular weekly newscast in English and Spanish. •Prepared and distributed effective internal messages during time of significant change and employee need. •Positively represented the city’s progressive work in communications and engagement with several presentations at national conferences, including events hosted by the Government Alliance on Racial Equity and the International Association of Public Participation. City of Boulder 2022 Approved BudgetPage 90 FTE Amount FTE Amount FTE Amount FTE Amount Media/External Communication 8.25 1,022,717$ 8.25 1,241,511$ 12.50 1,554,987$ 4.25 313,476$ Internal Communication 1.00 68,783 - 10,044 - 10,044 - - Video Services / Channel 8 5.00 487,114 4.00 463,188 4.00 486,034 - 22,846 Communication Admin 1.00 159,011 2.00 168,971 1.00 180,731 (1.00) 11,760 3.00 99,809 3.50 664,528 3.00 683,997 (0.50) 19,469 Total 18.25 1,837,433$ 17.75 2,548,242$ 20.50 2,915,794$ 2.75 367,552$ Personnel 1 1,567,857$ 1,825,304$ 2,392,461$ 567,157$ Operating 140,603 610,951 413,796 (197,155) Interdepartmental Charges 128,974 111,987 109,537 (2,450) Total 1,837,433$ 2,548,242$ 2,915,794$ 367,552$ General 18.25 1,837,433$ 17.75 2,548,242$ 20.50 2,915,794$ 2.75 367,552$ Total 18.25 1,837,433$ 17.75 2,548,242$ 20.50 2,915,794$ 2.75 367,552$ 1 STAFFING AND EXPENDITURE BY PROGRAM 2020 Actual 2021 Approved Budget Variance 2021 to 2022 2022 Approved Budget Community Engagement & Neighborhood Services EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Note: The 2022 budget represents 20.50 FTE employees and associated non-personnel costs budgeted within the Communications & Engagement Department. There are an additional 9.0 Communication FTEs and associated non-personnel costs budgeted in the following departments: Climate Initiatives, Community Vitality, Fire-Rescue, Housing & Human Services, Library, Open Space & Mountain Parks, Parks & Recreation, Planning & Development Services, Transportation, and Utilities. Department Detail SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Communication & Engagement -$ - 633,057$ 4.00 Restoration of City Services Restore Outreach Communications & Promotion of Services to the Underserved - - 11,000 - Restore Engagement Manager - - 164,648 1.00 New/Enhanced Services Convert Climate Initiatives Communication Specialist from Fixed-Term to Standard Position - - 134,752 1.00 Convert Language Access Program Manager from Fixed-Term to Standard Position - - 127,247 1.00 Digital Content Specialist - - 130,000 0.50 Transfer of Engagement Specialist - Planning & Development Services to Communication & Engagment - - 65,410 0.50 Significant Changes Communication & Engagement Budget Between January and August 2021, the Video Services team livestreamed 137 hours of City Council meetings on the city website and on YouTube. City of Boulder 2022 Approved BudgetPage 91 Communication & Engagement Budget 41.88 FTE Department Funding General Fund 24% Governmental Capital Fund (tied to General Fund) 1% Downtown Commercial District Fund 63% University Hill Commercial District Fund 5% Boulder Junction Access GID - Parking Fund 4% Boulder Junction Access GID - TDM Fund 3% Community Vitality Budget 2022 Approved Budget $13,191,653 Department Divisions •Access & Parking •Economic Vitality •District Management •Business Services •Administration 2022 Key Initiatives •Community Vitality will continue to support the economic recovery in 2022 in several ways including primary employer retention through the Flexible Rebate Program, support and retention of small businesses through leveraging federal resources, and continued partnership with economic vitality partners, such as the Boulder Small Business Development Center, Boulder Chamber, Latino Chamber, Downtown Boulder Partnership and the Convention and Visitors Bureau. •Access Management & Parking Strategy (AMPS) implementation will continue into 2022 and will be supported by a fixed-term position within Community Vitality. This position will be responsible for data analysis to determine recommendations for improvements in the neighborhood parking program, garage rate structure, and dynamic pricing structure and process. On-street meter prices will increase, effective January 1, 2022, from $1.25 to $1.50 per hour and neighborhood parking permits will increase to $30 annually. These price increases reflect Council direction from June 2021. •A major capital project in 2022 is to begin installing gateless technology within all downtown parking structures. •Community Vitality last conducted an asset condition evaluation in 2017. Significant progress has been made since then in addressing deferred maintenance identified within the evaluation. However, an update of the condition evaluation is necessary with the goal of utilizing the information to not only inform future CIP planning, but to develop a comprehensive asset maintenance program to help extend the life of district assets without major capital repair. City of Boulder 2022 Approved BudgetPage 92 Community Vitality Budget Department Mission In alignment with city-wide goals and plans, Community Vitality developed a departmental strategic plan focusing on access for people, vision of place, and pursuit of vitality. The department’s focus on economic response and recovery in 2020-2021 was a key activity, including coordinating federal resources, external partners, and providing direct service to local businesses. While providing support in the recovery effort, Community Vitality continued to make broad progress in pursuit of goals within the departmental strategic plan. Specific objectives within the CV Strategic Plan were helpful in guiding decisions within the development of the 2022 Approved Budget: • Invest in existing infrastructure to enhance and extend life of district-owned assets and develop a strategic asset plan for future opportunities. • Set and achieve customer service enhancements such as: reducing in-person wait times, setting standards for responsiveness to customer issues, and further development of partnerships. • Utilize existing programs to contribute to the citywide Vision Zero goals; safety enhancements for pedestrians, bikes, and vehicles. • To facilitate a diverse and dynamic economy where residents and businesses grow and succeed together through strategic partnerships (internal and external), policies, and programs. Department Overview Access & Parking 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, provides operations and enforcement for the on-street parking and Neighborhood Parking Program. Provides external customer services in selling parking products and assisting visitors and residents with access and parking needs. 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. Economic Vitality & District Management Facilitates a diverse and dynamic economy where residents and businesses grow and succeed together through strategic partnerships (internal and external), policies, and programs. 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. Supports long-term economic sustainability through strategic initiatives, support of Boulder businesses with assistance services, retention and outreach efforts, and incentive programs. Provides additional services on behalf of the general improvement districts on University Hill, in Boulder Junction and Downtown Boulder, including partnering in management of the public space within districts in alignment with district goals. Coordinates with business organizations, plans for and coordinates public space capital improvements within commercial districts, and manages street-related special events permitting in the downtown and on University Hill. Performance Measure: In 2020, Community Vitality began providing online options for customers to purchase parking products. In 2021, the department saw an increase of 240% in the number of transactions for online sales, meeting the department’s goal of providing expanded and more efficient parking permit options to customers. City of Boulder 2022 Approved BudgetPage 93 Community Vitality Budget Business Services The Business Services function includes providing excellent 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. Administration Provides administrative oversight and support, and strategic direction to the department and partnership to key stakeholders, both externally and throughout the city organization. Provides staff liaison support to four advisory boards: Downtown Management Commission, University Hill Commercial Area Management Commission, and two Boulder Junction Access Districts: Parking and Transportation Demand Management. 2021 Accomplishments •Community Vitality, in partnership with Transportation & Mobility, led the planning and implementation of AMPS through a community process to explore parking pricing adjustments, changes to the Neighborhood Parking Program (NPP), and parking fine structure. This work involved community members, stakeholders, boards and commissions, and council. The results of the recommended strategies were to increase on-street parking rates and institute graduated parking fines, while retaining products, such as the evening $3 for 3 hours, to ensure affordability of access options. Additionally, the NPP will evolve through data-based solutions for each highly impacted area. •Community Vitality has played an important role in coordination across partner organizations and impacted sectors of the local economy. Key activities included outdoor dining program response, primary and small business retention actions, affordable commercial programming, and economic recovery planning. •Community Vitality completed the installation of new pay stations throughout the city for on-street parking that will enhance the customer experience, including offering touchless technology. Major capital projects were completed at the St. Julien and 1500 Pearl parking structures and progress is being made on landscaping improvements on University Hill. Community Vitality continued to work with and support multiple organizations that provide small and local businesses with trainings and detailed information regarding health orders from COVID. In the first half of 2021 the Boulder Small Business Development Center (SBDC) provided 595 clients with 1,980 hours of free business consulting and hosted 24 webinars with 641 attendees. The center also launched a series of workshops in Spanish to help individuals start or grow family childcare businesses. In addition to the business support, the Boulder Chamber worked with Boulder County Public Health, Latino Chamber, and others to help businesses understand and comply with public health orders. City of Boulder 2022 Approved BudgetPage 94 Community Vitality Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Community Vitality 200,000$ - 400,641$ 1.00 Restoration of City Services Restore Flexible Rebate Program - Small Business Retention - - 100,000 - Partial Restore General Fund Transfers to University Hill General Improvement District - - 40,000 - - - - - New/Enhanced Services Access Management and Parking Strategy (AMPS) Implementation - - 215,641 1.00 Solar Panel Operating Costs - - 45,000 - University Hill 14th Lot Development 200,000 - - - Construction of a new hotel on University Hill is to begin in the fall of 2021, Community Vitality Department staff have been working with the 19 impacted tenants of the existing shopping center to help them plan for business relocation. Eleven of these tenants have signed leases for commercial space either on University Hill or within Boulder. City of Boulder 2022 Approved BudgetPage 95 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount 7.75 1,552,119$ 8.75 1,942,336$ 8.75 2,181,306$ - 238,971$ Subtotal 7.75 1,552,119$ 8.75 1,942,336$ 8.75 2,181,306$ - 238,971$ Economic Vitality & District Management City Vitality Operations & Management 2.00 219,012$ 2.00 236,871$ 2.00 241,934$ - 5,063$ 0.50 1,492,019 0.50 2,238,375 0.50 2,250,973 - 12,598 - 200,380 - 202,000 - 237,300 - 35,300 - 230,067 - 182,700 - 212,730 - 30,030 - 112,000 - 115,000 - 115,000 - - - 532,361 - 450,000 - 600,000 - 150,000 0.50 11,814 0.50 50,000 0.50 50,000 - - Subtotal 3.00 2,797,653$ 3.00 3,474,946$ 3.00 3,707,937$ - 232,991$ 13.00 954,379$ 12.00 961,222$ 12.00 1,013,349$ - 52,127$ 9.50 697,431 9.00 720,916 9.00 760,012 - 39,095 3.50 256,948 3.00 240,305 3.00 253,337 - 13,032 Maintenance (On-Street/Garage/District) Ops 10.50 1,078,054 10.50 1,199,642 10.50 1,197,286 - (2,356) 13.75 928,186 6.63 884,477 7.63 883,241 1.00 (1,236) - 210,903 - 424,975 - 424,975 - - Subtotal 37.25 3,171,522$ 29.13 3,470,316$ 30.13 3,518,851$ 1.00 48,536$ - 2,272,436$ - 1,576,775$ - 2,340,705$ - 763,930$ Cost Allocation and Transfers - 595,645 - 520,645 - 604,553 - 83,908 - 836,536 - 836,250 - 838,300 - 2,050 Subtotal - 3,704,617$ - 2,933,670$ - 3,783,558$ - 849,888$ Total 48.00 11,225,910$ 40.88 11,821,268$ 41.88 13,191,653$ 1.00 1,370,385$ Personnel 3,332,572$ 3,410,840$ 3,681,818$ 270,978$ Operating 4,188,721 5,476,758 5,726,277 249,519 Capital 2,272,436 1,576,775 2,340,705 763,930 Debt Service 836,536 836,250 838,300 2,050 Cost Allocation and Transfers 595,645 520,645 604,553 83,908 Total 11,225,910$ 11,821,268$ 13,191,653$ 1,370,385$ General 18.60 2,750,845$ 17.81 2,776,790$ 18.03 3,191,830$ 0.22 415,040$ Governmental Capital - - - - - 68,880 - 68,880 26.11 7,399,139 19.62 7,791,574 20.54 8,365,353 0.92 573,779 2.22 537,367 2.30 590,466 2.31 680,092 0.01 89,626 0.69 169,024 0.73 300,646 0.63 514,417 (0.10) 213,771 0.38 369,535 0.42 361,792 0.37 371,082 (0.05) 9,290 Total 48.00 11,225,910$ 40.88 11,821,268$ 41.88 13,191,653$ 1.00 1,370,385$ Note: 1Community Vitality receives a Small Business Development Center pass-through from the State of Colorado for small business support. This pass-through is reflected within the department budget page. Boulder Junction Access GID-Parking Boulder Junction Access GID-TDM Customer Service Operations Transaction Fees Capital Improvement Program, Cost Allocation, and Debt Service Capital Improvement Program Debt Service EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Downtown Commercial District University Hill Commercial District NPP/Other - Enforcement TDM & Eco Pass Program Programs/Sponsorship - BID/DBP Public Space Enhancements Administration Department Administration EV Programs and Sponsorships Business Incentive Programs Parking and Access: Operations, Maintenance, and Enforcement Enforcement On Street Meters - Enforcement Small Business Development Center Pass-through1 STAFFING AND EXPENDITURE BY PROGRAM 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2020 to 2021 Community Vitality Budget City of Boulder 2022 Approved BudgetPage 96 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 97 42.19 FTE Facilities & Fleet Budget 2022 Approved Budget $22,897,655 Department Divisions •Facilities •Fleet Services •Radio Services 2022 Key Initiatives •Developing service-level agreements to clarify roles and responsibilities as well as strengthen relationships with key departments. •Assuming the management and quality control duties of custodial services across the city organization, to maintain standardization of custodial care regardless of department. •Rapidly building out citywide electric vehicle charging infrastructure, to coincide with the electrification of the city’s fleet. •Continuing to support city staff as they return to office buildings, by providing functional, collaborative work environments that fit departments’ hybrid work plans. •Providing guidance and expertise for capital projects within other departments, including the construction of Fire Station #3 and the North Boulder Library. City of Boulder 2022 Approved BudgetPage 98 Facilities & Fleet Budget Departmental Mission The Facilities & Fleet Department is the overall steward of city buildings and vehicles which includes managing, maintaining and operating city-owned buildings, and managing and maintaining city vehicles, in accordance with industry standards, best practices, and the city’s climate commitment goals. Department Overview Facilities Facilities provides new construction, major maintenance, renovation and replacement, and operations and maintenance services in accordance with industry standards for 75 city-owned buildings and structures. This results in managing maintenance operations daily for over three-million square feet of building space located in multiple locations throughout the city. Facilities manages the Capital Development, Facility Renovation and Replacement and Equipment Replacement funds. In addition, Facilities manages Energy Performance Contracts and collaborates citywide to implement Boulder’s Climate Commitment which includes aggressive Green House Gas (GHG) emissions reduction targets for city facilities. Facilities is also involved with environmental remediation projects on city property. Fleet Services Fleet Services maintains over 500 vehicles and over 600 pieces of equipment in the city’s fleet in accordance with industry standards. Fleet Services 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. The overall objective of Fleet Services is to provide a reliable and safe city fleet while also minimizing the environmental impact of vehicle and equipment use by city staff as much as possible. Radio Services Radio Services provides corrective maintenance on all mobile and stationary communications equipment. Radio Services is also building out the infrastructure for the new city-owned and operated radio communication system. The overall objective of Radio Services is to ensure comprehensive coverage and system redundancy all the time (24/7/365). 2021 Accomplishments • Continued the interior and exterior deconstruction of the Boulder Community Health Hospital and the renovation of the Pavilion Medical Office building at Alpine-Balsam. This is part of the city’s larger consolidation initiative at the Alpine-Balsam site. • Created the first-ever Facilities Master Plan (FMP) that provides a strategic framework for managing the city’s physical assets over the long term. • Improved the sharing of fleet maintenance expenditure data with inter-departmental customers to guide better decisions around fleet replacement schedules. • Fine-tuned the use of the department’s facility management software to better understand portfolio condition, value, and needs. This will help the city make data-driven and strategic decisions regarding the prioritization of maintenance projects. • Upgraded the radio system infrastructure, which now provides a redundant and modern radio system for emergency response and other critical service responses. Performance Measure: In 2021, Fleet Services is projected to complete 2,914 work orders, totaling 7,828 hours of repairs. This marks an increase of 21.5% from the number of hours on fleet repairs in 2020, and an 11.3% increase from pre-pandemic 2019. City of Boulder 2022 Approved BudgetPage 99 Facilities & Fleet Budget Performance Measure: As of 2021, City buildings have reduced their carbon emissions by 40% from 2008 levels, halfway towards the city’s goal of reaching an 80% carbon emissions reduction by 2030. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Facilities & Fleet -$ -228,658$ 3.00 New/Enhanced Services Additional Facility Project Manager - - 138,375 1.00 Custodial Lead - Implementation of Quality Assurance and Quality Control Programs - - 90,283 1.00 Repurpose of Center Green Lease Budget - 19 Electric Vehicle Chargers - - - - Repurpose of Center Green Lease Budget - Alpine-Balsam Garage Operation & Maintenance Funding - - - - Repurpose of Center Green Lease Budget - Continued Workplace Transformation Funding - - - - Repurpose of Center Green Lease Budget - Custodial Budget Increase - - - - Repurpose of Center Green Lease Budget - Custodial Services for Fire Station #8/Fire Training Center - - - - Repurpose of Center Green Lease Budget - Electric Vehicle Charging Station Maintenance - - - - Repurpose of Center Green Lease Budget - Energy Manager - Maximize City's Energy Portfolio - - - 1.00 Repurpose of Center Green Lease Budget - Facility Space Use Studies - - - - Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Facilities and Fleet Division Support & Customer Service 4.37 520,850$ 5.89 623,325$ 6.54 872,958$ 0.65 249,633$ Fleet Operations 9.25 2,808,029 9.80 3,064,421 10.80 3,236,563 1.00 172,142 Fleet Replacement 0.65 3,434,628 0.70 3,379,895 0.70 5,268,940 - 1,889,044 Radio Shop 3.00 974,987 3.10 538,838 3.10 581,041 - 42,203 14.15 4,701,247 13.15 4,506,946 15.95 4,479,280 2.80 (27,666) - 662,238 - 606,102 - 1,133,908 - 527,806 Subtotal 31.42 13,101,979$ 32.64 12,719,528$ 37.09 15,572,689$ 4.45 2,853,161$ Capital Improvement Program 4.00 9,201,758$ 4.90 2,557,201$ 5.10 5,871,128$ 0.20 3,313,927$ Cost Allocation/Transfers - 400,197 - 626,413 - 388,838 - (237,576) - 995,962 - 1,029,673 - 1,065,001 - 35,328 Subtotal 4.00 10,597,916$ 4.90 4,213,287$ 5.10 7,324,966$ 0.20 3,111,679$ Total 35.42 23,699,896$ 37.54 16,932,815$ 42.19 22,897,655$ 4.65 5,964,840$ Personnel 3,384,066$ 3,485,878$ 4,378,970$ 893,092$ Operating 11,446,274 5,708,082 5,354,202 (353,880) Interdepartmental Charges 1,583,615 515,461 528,302 12,841 Capital 5,889,783 5,567,307 11,182,343 5,615,036 Debt Service 995,962 1,029,673 1,065,001 35,328 Cost Allocation and Transfers 400,197 626,413 388,838 (237,576) Total 23,699,896$ 16,932,815$ 22,897,655$ 5,964,840$ General 16.79 5,753,635$ 19.19 4,916,278$ 23.49 5,211,380$ 4.30 295,102$ Governmental Capital - 5,908,721 - 392,258 - 3,000,000 - 2,607,742 Capital Development - 86,915 - 20,262 - 20,870 - 608 Capital Improvement CCS 1.00 129,083 1.00 133,493 1.00 143,255 - 9,762 .25 Cent Sales Tax - 338,414 - 461,415 - 478,443 - 17,028 Fleet 12.98 6,901,773 12.65 7,055,788 12.80 8,982,964 0.15 1,927,176 Equipment Replacement 0.50 687,861 0.45 654,242 0.45 1,184,853 - 530,611 4.15 3,893,493 4.25 3,299,079 4.45 3,875,890 0.20 576,811 Total 35.42 23,699,896$ 37.54 16,932,815$ 42.19 22,897,655$ 4.65 5,964,840$ EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Facility Renovation and Replacement Facilities Equipment Replacement (non-Fleet) Capital Improvement Program, Cost Allocation, and Debt Service Debt Service STAFFING AND EXPENDITURE BY PROGRAM 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 City of Boulder 2022 Approved BudgetPage 100 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 101 45.00 FTE Department Funding General Fund 43% Property & Casualty Insurance Fund 25% Workers Compensation Insurance Fund 17% Dental Insurance Fund 8% Compensated Absences Fund 5% Sugar-Sweetened Beverage Distribution Tax Fund 1% Finance Budget 2022 Approved Budget $ 13,646,408 Department Divisions •Administration •Accounting, Treasury and Accounts Payable/ Receivable •Budget •Payroll •Purchasing •Regulatory Licensing •Risk Management •Tax Revenue & Audit 2022 Key Initiatives •Improve proactive taxpayer educational materials including addition of Spanish-language materials. •Successful implementation and user training of the new HRIS system, Workday, by mid-year 2022. •Implementing GASB 87 for lease accounting which will involve collecting and analyzing information from departments with any leases. •Complete a successful upgrade of MUNIS ERP (version 2020.1) in Fall of 2022 and to continue to provide ongoing Muni’s trainings/support. •Further implement Budgeting for Community Resilience grant recommendations and support implementation of the Citywide Retail Strategy. •Monitor economic recovery and collaborate with the Financial Strategy Committee to develop long- term fiscal sustainability strategy. •Continue to drive organization-wide focus on internal controls through audits and consultations regarding best practices. •Implement Employee Expense Module in the Workday Human Resources Software. •Continue to provide budgetary and financial support to ongoing Library districting conversations and ballot initiatives. City of Boulder 2022 Approved BudgetPage 102 Finance Budget Department Mission 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. Department Overview Administration Administration directs activities and ensures communication and collaboration with city departments related to city financial matters. In addition, it is responsible for the administration of the following: Munis Enterprise Resource Planning system; special projects; and Flood Recovery Grants. Accounting, Treasury, Accounts Payable/Receivable The Accounting, Treasury and Accounts Payable / Receivable division includes general accounting functions, external financial reporting, internal audit, daily cash management, debt management, bond disclosure, 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. In addition, this division manages the compensated absences fund, which is used to fund vacation and sick-time payouts when employees leave the city organization. Budget The Budget division 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. Payroll & Accounts Payable / Receivable The Payroll division performs payroll functions including processing of paychecks and W2s. This division ensures compliance with federal and state payroll, pension, and other tax reporting requirements. Purchasing The Purchasing division 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. Regulatory Licensing The regulatory licensing division 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 Risk Management division plays an essential role in minimizing 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 division also manages the city’s insurance programs, including workers’ compensation insurance and liability insurance. Taxpayer Services & Compliance The Tax Revenue and Audit division 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. City of Boulder 2022 Approved BudgetPage 103 Finance Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Finance 35,500$-275,321$ 2.00 Restoration of City Services Restore Internal Audit Consultant 30,000 - - - Restore Training Budget for Purchasing Division - - 2,500 - Restore Financial Analyst - - 127,512 1.00 Restore Audit and Tax Operating Budget - - 33,000 - New/Enhanced Services External Auditor Contract Cost Increase - - 5,000 - Revenue Modeling - University of Colorado Contract - - 25,000 - Underserved Business Program Support 5,500 - 82,309 1.00 2021 Accomplishments •Coordinated community meetings and published a community input survey to gather feedback on the 0.3% sales and use tax extension of the Community Resilience and Safety Tax. •After the impacts of the COVID-19 pandemic, the Budget Office assisted departments with building back their budgets with a $37 million adjustment to the 2021 budget, which supported an 18-month pilot program for encampment cleanup, the Alpine-Balsam deconstruction project, skate park improvements in several Boulder parks, and more. •The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to the city for its 2019 Comprehensive Annual Financial Report (CAFR) and awarded the city Outstanding Achievement for its 2019 Popular Annual Financial Report (PAFR). Accounting received a clean or unmodified opinion on our 12/31/20 financial report and had no audit findings. •The Finance department is focused on continuous improvement and implementing best practices. Purchasing completed construction of a Purchasing Data tool that provides a flexible platform to compile and present assorted procurement data for individual departments and our entire organization. Proactive discussions regarding compliance, procurement activity, and opportunities were completed with departments that have significant spending activity. •The Purchasing division has provided a new vendor setup form that was created to help capture additional vendor information to support future strategic activities. •The Accounts Payable division processed, set up vendor accounts and produced checks for Cares Act Small Business Grant Applications. •Launched new online portal for special event vendors that will significantly reduce barriers to file tax returns and will allow for tracking of revenues by event. •Implemented economic nexus requiring collection and remittance of tax by online retailers which will be accompanied by participation in the State of Colorado’s single point of filing portal for remote sellers (planned for Fall 2021). •Implemented improved online filing portal for Construction Use Tax reconciliations by contractors. Performance Measure: In 2021 an estimated 85% of all tax payments will be made online through Boulder Online Tax. This represents an increase from 72% in 2020. This increase continues to drive the Tax Revenue & Audit Division toward meeting a goal of having over 90% of all tax payments made online. Reducing the number of payments processed by staff allows staff to dedicate more time to customer service, education, and compliance activities. City of Boulder 2022 Approved BudgetPage 104 Department Detail Finance Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration #4.00 717,368$ 4.00 894,876$ 4.00 933,340$ - 38,464$ Subtotal 4.00 717,368$ 4.00 894,876$ 4.00 933,340$ - 38,464$ Accounting, Treasury, AP/AR #Portfolio and Debt Management 0.50 47,856$ 0.50 48,286$ 0.50 51,507$ - 3,221$ Financial Reporting 4.50 721,017 4.50 770,232 5.00 872,403 0.50 102,171 Payment and Receipt Processing 2.00 131,518 2.00 154,082 2.00 158,768 - 4,686 #Centralized Mail Services - 24,047 - 55,471 - 54,916 - (555) Subtotal 7.00 924,438$ 7.00 1,028,071$ 7.50 1,137,595$ 0.50 109,524$ Purchasing Purchasing Management and Compliance 4.00 399,413$ 4.00 395,650$ 5.00 515,564$ 119,914 1.00 $ Subtotal 4.00 399,413$ 4.00 395,650$ 5.00 515,564$ 119,914 1.00 $ Budget0; 7Budget Development, Forecasting and Policy Analysis 4.00 429,798$ 4.00 533,565$ 5.50 746,357$ 1.50 212,792$ Subtotal 4.00 429,798$ 4.00 533,565$ 5.50 746,357$ 1.50 212,792$ Taxpayer Services & Compliance Taxpayer Services & Collections 4.00 1,996,286$ 4.00 938,294$ 4.00 1,001,429$ - 63,135$ 1, Tax Audit 4.80 379,504 4.80 501,243 5.00 524,212 0.20 22,969 Tax Audit - Recreational Marijuana 0.60 51,314 0.60 55,219 0.50 54,463 (0.10) (756) #Tax Audit - Sugar Sweetened Beverage Tax 0.60 68,041 0.60 79,615 0.50 79,258 (0.10) (358) Subtotal 10.00 2,495,145$ 10.00 1,574,372$ 10.00 1,659,363$ 84,990 - $ Regulatory Licensing #2.15 182,690$ 2.15 179,132$ 2.15 212,896$ - 33,764$ #Miscellaneous Vendor 0.40 29,553 0.40 31,240 0.55 57,085 0.15 25,845 #Medical Marijuana 0.75 65,210 0.75 68,176 0.50 54,317 (0.25) (13,859) Recreational Marijuana 1.55 139,348 1.55 176,020 1.65 203,578 0.10 27,558 #0.15 33,608 0 35,120 0.15 37,300 - 2,180 Subtotal 5.00 450,409$ 5.00 489,688$ 5.00 565,177$ 75,489 - $ Payroll Payroll 4.00 265,728$ 4.00 358,430$ 4.00 383,749$ - 25,319$ Subtotal 4.00 265,728$ 4.00 358,430$ 4.00 383,749$ - 25,319$ Risk Management *53Property and Casualty Insurance 2.00 3,075,358$ 2.00 2,932,838$ 2.00 3,473,477$ - 540,639$ #Worker's Compensation Insurance 2.00 2,282,229 2.00 2,171,236 2.00 2,376,269 - 205,033 Subtotal 4.00 5,357,587$ 4.00 5,104,074$ 4.00 5,849,746$ - 745,672$ Other *53Compensated Absences Fund - 1,410,845$ - 727,200$ - 743,117$ - 15,917$ #Dental Insurance Fund - 964,133 - 885,800 - 1,112,400 - 226,600 Subtotal 2,374,978$ 1,613,000$ 1,855,517$ - 242,517$ Total 42.00 13,414,864$ 42.00 11,991,725$ 45.00 13,646,408$ 3.00 $ 1,654,682 Personnel 5,539,443$ 5,209,992$ 5,792,971$ 582,979$ Operating 7,708,860 6,618,116 7,700,497 1,082,381 Interdepartmental Charges 116,488 94,485 104,519 10,034 Cost Allocation 50,073 69,132 48,421 (20,711) Total 13,414,864$ 11,991,725$ 13,646,408$ 1,654,682$ General 37.40 5,614,258$ 37.40 5,195,037$ 40.50 5,861,887$ 3.10 666,850$ Compensated Absences - 1,410,845 - 727,200 - 743,117 - 15,917 Dental Insurance Fund - 964,133 - 885,800 - 1,112,400 - 226,600 Sugar Sweetened Beverage Distribution Tax 0.60 68,041 0.60 79,615 0.50 79,258 (0.10) (358) Property and Casualty Insurance 2.00 3,075,358 2.00 2,932,838 2.00 3,473,477 - 540,639 Worker's Compensation Insurance 2.00 2,282,229 2.00 2,171,236 2.00 2,376,269 - 205,033 Total 42.00 13,414,864$ 42.00 11,991,725$ 45.00 13,646,408$ 3.00 1,654,681$ 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 STAFFING AND EXPENDITURE BY PROGRAM STAFFING AND EXPENDITURE BY FUND Department Administration, ERP, and Special Projects Liquor Licensing Administration EXPENDITURE BY CATEGORY City of Boulder 2022 Approved BudgetPage 105 Finance Budget 133.00 FTE Department Funding General Fund 96% Governmental Capital Fund (tied to General Fund) 4% Fire-Rescue Budget 2022 Approved Budget $23,420,511 Department Divisions •Administration •Community Risk Reduction •Emergency Services •Internal Support 2022 Key Initiatives •Launch Emergency Medical Service Advanced Life Support program in accordance with Master Plan goals to reduce call response time and increase patient outcome. •Adjust staffing deployment model beyond minimum staffing levels in order to absorb impact from necessary and realistic roster constraints. •Focus on the health and well-being of the department, acknowledging the impact of both local and global events (mass shooting, pandemic). •Optimize station alerting technology to improve department communication. •Streamline process for the replacement of fire apparatus to enhance operational consistency and cost effectiveness across the fleet. •Streamline process for the replacement of equipment to ensure sustainable and responsible replacement. •Break ground for the construction of Fire Station #3. •Create a plan to address the large increase in demand for Community Risk mitigation within the city as well as the large increase in demand for Detailed Home Assessments within the urban interface for wildfire mitigation. •Participate in the creation of a regionalized Special Response Programs consortium (water rescue, tech rescue, trench rescue, high-angle rescue, confined space rescue). City of Boulder 2022 Approved BudgetPage 106 Fire-Rescue Budget Department Mission The Boulder Fire-Rescue Department protects lives and property from harm through effective risk reduction, emergency response, and recovery assistance. Department Overview Administration Administration provides strategic oversight and visioning, as well as financial, performance management, and data analytics for the department. The Administration division includes the Office of the Chief, who serves as the main point of representation for the department in areas of community importance, including long-term community risk mitigation planning and interagency relations, such as mutual aid agreements with neighboring jurisdictions. Community Risk Reduction Community Risk Reduction provides fire prevention services through public education, coordinated engineering, and enforcement initiatives. The public education program targets specific groups based on risk and key demographics. The workgroup also offers evaluation and intervention for children ages 3 to 18 who have been involved in a fire-setting incident. Community Risk Reduction also provides inspection and enforcement services to ensure existing buildings and new construction meet fire and safety code requirements, as well as providing fire cause and origin determination on all fires. Emergency Services Emergency Services provides a full range of emergency response services as noted in the City Charter, Boulder Valley Comprehensive Plan, and Fire-Rescue Master Plan. These services include responding to structure fires, wildland fire mitigation and response, surface water rescues, technical rescues, hazardous materials response, and emergency medical services. These services are carried out by sworn personnel who staff seven strategically located stations throughout the city. Several of these emergency response functions are fulfilled through contracts with cooperative entities to ensure resiliency and cost-effective service provision. Internal Support Internal Support provides the services necessary to run the department on a daily basis, including facilities and fleet maintenance, technology support, supplies and equipment maintenance, procurement and human resources management, occupational health, and training. The training program in particular provides an ongoing curriculum for all of the sworn personnel, helping them maintain the skills needed to handle the wide variety of community risks. These include emergency medical skills and various firefighting and life- saving certifications based on national standards. 2021 Accomplishments • Initiated an apparatus refurbishment model to support extending the lifespan of existing apparatus. • Created a Workforce Recruitment and Development Committee which will work to find ways to increase diversity and equity as well as workforce well-being in the department. • Outfitted each firefighter with an individual set of wildland fire PPE. • Outfitted each apparatus with a set of defensive ballistic gear. • Engaged in two training academies for hiring both lateral and new recruits. • Implemented an improved Records Management System. • Implemented an improved inspection software for Community Risk assessment. City of Boulder 2022 Approved BudgetPage 107 Fire-Rescue Budget Performance Measure: The Wildland Division was able to complete 42 Detailed Home Mitigation Assessments for homes located in the Wildland Urban Interface. This is an increase of 110% from 2020 (ability to complete assessments were dramatically impacted by COVID). Although an improvement from 2020, the number of assessments remaining to meet the Master Plan goal of 60% of homes within the Wildland Urban Interface is 788 homes. This will require 195 homes to be assessed per quarter, through year end of 2023. Wildland lost an Administrative FTE during the COVID budget cuts of 2020/2021, which has greatly impacted the division’s ability to manage assessments during the near-year-round Wildfire Season. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Fire-Rescue 169,450$ -578,800$ 4.00 Restoration of City Services Restore Equipment Replacement Fund - - 35,000 - Restore Cancer Trust and Peer Support Program 36,000 - 30,000 - New/Enhanced Services Administrative Personnel Development 12,500 - 12,500 - Target Solutions Software and Alerting System Maintenance - - 29,600 - Emergency Operations: Three Permanent Firefighter Overhires 64,200 - 287,184 3.00 Initiation of EMS Manager and Program Funding 56,750 - 184,516 1.00 2021 Accomplishments, Continued •Supported a departmental COVID-19 vaccination program with very high rate of participation. •Collaboratively engaged with Public Works and Facilities to support an ecologically sustainable coexistence with the prairie dog population at Station #8. •Collaborated with Communications to create a dedicated Fire Public Information Officer. •Established a Total Quality Management program to manage patient outcome data in relation to service to the community. •Renegotiated 3rd party EMS and Ambulance contract to achieve Master Plan goals related to system resiliency and patient outcomes. •Collaborated with Fleet to improve apparatus preventative maintenance scheduling and reduce apparatus repair timeline. City of Boulder 2022 Approved BudgetPage 108 Fire-Rescue Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Emergency Operations Fire-Rescue 24.25 4,371,635$ 24.25 3,952,903$ 27.00 4,429,624$ 2.75 476,721$ Wildland Response 8.00 1,345,326 7.00 877,904 7.00 983,779 - 105,875 Water Rescue 24.25 4,074,718 24.25 3,346,199 27.00 3,749,752 2.75 403,553 Hazardous Materials 24.25 4,037,802 24.25 3,519,081 27.00 3,943,483 2.75 424,402 Emergency Medical Services 24.25 3,828,074 24.25 4,305,187 28.00 4,824,394 3.75 519,207 Subtotal 105.00 17,657,555$ 104.00 16,001,274$ 116.00 17,931,032$ 12.00 1,929,758$ Community Risk Reduction Public Education 2.67 366,958$ 2.67 271,270$ 2.34 257,205$ (0.33) (14,065)$ Code Enforcement 3.17 435,676 3.17 473,931 2.84 446,364 (0.33) (27,567) Investigations 1.16 159,427 1.16 227,575 0.83 219,026 (0.33) (8,549) Subtotal 7.00 962,061$ 7.00 972,776$ 6.00 922,595$ (1.00) (50,181)$ Internal Support Facilities (Stations)0.45 480,562$ 0.45 364,281$ 0.45 350,945$ - (13,336)$ Fleet 0.45 1,862,024 0.45 1,349,618 0.45 1,550,907 - 201,289 Supplies & Equipment 0.45 232,459 0.45 370,616 0.45 495,383 - 124,767 Technology 1.13 579,271 1.13 500,567 1.13 524,438 - 23,871 Safety Equipment 0.63 22,603 0.63 245,214 0.63 189,306 - (55,908) Human Resources 0.13 41,856 0.13 24,419 0.13 40,731 - 16,312 Occupational Health 0.63 102,239 0.63 192,901 0.63 192,857 - (44) Training 3.13 258,359 3.13 652,583 3.13 339,619 - (312,964) Subtotal 7.00 3,579,373$ 7.00 3,700,199$ 7.00 3,684,186$ - (16,013)$ Administration Strategic Planning 2.00 304,841$ 2.00 338,729$ 2.00 404,520$ - 65,791$ Finance 2.00 212,002 2.00 235,286 2.00 310,430 - 75,144 Collaborating Agency Relationships - 94,250 - 76,853 - 167,748 - 90,895 Subtotal 4.00 611,092$ 4.00 650,868$ 4.00 882,699$ - 231,831$ Total 123.00 22,810,081$ 122.00 21,325,117$ 133.00 23,420,511$ 11.00 2,095,394$ Personnel 18,491,957$ 17,485,639$ 19,208,769$ 1,723,130$ Operating 2,316,840 1,944,558 2,162,419 217,861 Interdepartmental Charges 1,998,021 964,592 1,109,981 145,389 Capital 3,263 930,328 939,342 9,014 Total 22,810,081$ 21,325,117$ 23,420,511$ 2,095,394$ General 122.33 22,783,771$ 122.00 21,325,117$ 133.00 22,481,169$ 11.00 1,156,052$ Government Capital - - - - - 939,342 - 939,342 Open Space Fund 0.67 26,309 - - - - - - Total 123.00 22,810,081$ 122.00 21,325,117$ 133.00 23,420,511$ 11.00 2,095,394$ STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY PROGRAM Variance 2021 to 2022 2020 Actual 2022 Approved Budget 2021 Approved Budget In 2021, Boulder Fire-Rescue received budget approval to move forward with implementation of an internal ALS program. By 2022, BFR will reduce response times of the first-arriving Advanced Life Support (ALS) provider from 10 minutes 46 seconds to 8 minutes. This represents a 26% decrease in response time, offering significant value to the Boulder community.Adjust staffing deployment model beyond minimum staffing levels in order to absorb impact from necessary and realistic roster constraints. City of Boulder 2022 Approved BudgetPage 109 General Governance Budget 2022 Approved Budget $ 3,264,091 Department Divisions •Contingency •Non-Departmental Contracts •Citywide Memberships •Citywide Programs Department Overview Contingency •The City Manager’s Contingency includes funds set aside for unforeseen matters that may arise during the fiscal year. Non-Departmental Contracts •Non-Departmental Contracts are annual contracts that promote or benefit the city. Citywide Memberships •Citywide Memberships includes funds for memberships in organizations for city departments and council that assist the city in influencing regional and national decision-making. 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. City of Boulder 2022 Approved BudgetPage 110 General Governance Budget Department Detail Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE General Governance and Citywide 44,692$ - 1,199,000$ - New/Enhanced Services Old Hire Police and Fire Pension Supplemental Payment Increase 44,692 - - - Workers' Comp and Property/Casualty Insurance Premium Increase - - 375,000 - Increased Legal Expenses for Anticpated Increase in Litigation Costs - - 75,000 - Office of Disaster Management Increase - - 24,000 - Transfer Classification and Compensation Implementation Budget from Human Resources to General Fund Citywide - - 725,000 - Variance 2021 to 2022 Amount Amount Amount Amount City Manager's Contingency Extraordinary Personnel -$ 119,916$ 119,916$ -$ Manager's Contingency 80,417 366,166 336,166 (30,000) Subtotal 80,417$ 486,082$ 456,082$ (30,000)$ Non-Departmental Contracts Convention and Visitors Bureau 2,400,762$ 1,401,363$ 1,706,874$ 305,511$ Humane Society Building Loan 60,000 60,000 60,000 - Office of Disaster Management 253,891 285,000 309,000 24,000 Tribal Consultation 3,717 37,500 37,500 - Negotiations Support 11,476 46,393 46,393 - Subtotal 2,729,846$ 1,830,256$ 2,159,767$ 329,511$ Citywide Memberships 48,400$ 50,534$ 50,534$ -$ Colorado Municipal League 81,860 85,783 85,783 - Metro Mayors Caucus 8,516 8,720 8,720 - National League of Cities 8,203 9,005 9,005 - Rocky Flats Stewardship Coalitions 1,000 1,000 1,000 - Colorado Communication and Utility - 6,000 6,000 - Alliance for Innovation 7,650 7,650 7,650 - International Town and Gown Assoc.400 400 400 - Colorado Climate Future Coalition 30,000 30,000 30,000 - Mayor's Innovation Alliance - 2,300 2,300 - Subtotal 186,030$ 201,392$ 201,392$ -$ Citywide Programs West Nile Virus / IPM 262,600$ 258,750$ 258,750$ -$ Citywide Special Events / Coordinator 126,000 126,000 126,000 - Event Support and Sponsorships 38,200 11,000 41,100 30,100 - 21,000 21,000 - Citywide Personal Protective Equipment - 263,818 - (263,818) Subtotal 426,800$ 680,568$ 446,850$ (233,718)$ Total 3,423,093$ 3,198,298$ 3,264,091$ 65,793$ Operating 3,423,093$ 3,198,298$ 3,264,091$ 65,793$ Total 3,423,093$ 3,198,298$ 3,264,091$ 65,793$ General 3,423,093$ 3,198,298$ 3,264,091$ 65,793$ Total 3,423,093$ 3,198,298$ 3,264,091$ 65,793$ Note: 2020 Actual Community Survey Denver Regional Council of Governments 2021 Approved Budget 2022 Approved Budget No budgeted FTE included in City Manager's Contingency, Non-Departmental Contracts, Citywide Memberships, or Citywide Programs. EXPENDITURE BY FUND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY City of Boulder 2022 Approved BudgetPage 111 49.10 FTE Department Funding General Fund 41% Sugar-Sweetened Beverage Distribution Tax Fund 16% Community Housing Assistance Program (CHAP) Fund 15% Affordable Housing Fund 14% Eviction Prevention and Rental Assistance Program Fund 14% HOME Investment Partnership Grant Fund 5% Community Development Block Grant (CDBG) Fund 4% Housing & Human Services Budget 2022 Approved Budget $22,833,487 Department Divisions •Administration •Community Investment •Community Relations •Community Mediation & Resolution Center •Family Services •Policy and Planning •Older Adult Services 2022 Key Initiatives •Continue implementation of the Homelessness Strategy including providing housing opportunities for people with methamphetamine additions and with lengthy criminal records, fully implementing integrated data for program evaluation, and expanding outreach and engagement activities. •Continue investing city’s housing and human services financial resources aligning direct services with expanding partnerships to achieve outcome driven goals identified in the Human Services Strategy, Health Equity initiative, Housing Strategy, the Economic Sustainability Strategy, Resilience Strategy, and the Boulder Valley Comprehensive Plan (BVCP). •Further the development of key affordable housing development and preservation projects in the city. There are nearly 1,000 units in the development pipeline to be completed in the next 1-7 years. •Continue promotion of the city’s Human Rights Ordinance protecting against discrimination in housing, employment and public accommodation including the addition of two new protected classes – immigration status and source of income. City of Boulder 2022 Approved BudgetPage 112 Housing & Human Services Budget Department Mission Housing and Human Services Department (HHS) provides resources and community connections 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. Department Overview Housing and Human Services, with the help of community partners, has adapted to ensure continuity of its programs throughout the COVID-19 pandemic. HHS is committed to providing resources to keep community members in their homes and to the safety and care of homeless populations. Key HHS programs in these areas include: COVID-19 response, COVID-19 Recovery Center, Eviction Prevention and Rental Assistance Services (EPRAS), and the Crisis Intervention Response Team (CIRT). Administration Provides oversight of the department work programs, policy development and implementation, strategic and community planning, implementation of Housing initiatives, Human Services and Homelessness Strategies, regional partnership development and coordination, finance and budget oversight, and public communications. Community Investment Community Investment provides financial resources and technical assistance 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. To protect the integrity and sustainable impact of the city’s investments, Community Investment’s Asset Management team ensures compliance with state, federal and city rules and regulations. Community Investment also participates in regional housing activities serving as the lead agency for the Boulder Broomfield HOME Consortium and the Boulder County Regional Housing Partnership, Boulder County Funders Collaborative and assists in allocating funding to address COVID-19. 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. Community Mediation and Resolution Center Community Mediation and Resolution Center (CMRC) 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. CMRC also includes a Tenant Advisory Committee to support the work of EPRAS. City of Boulder 2022 Approved BudgetPage 113 Housing & Human Services Budget 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. HHS Policy & 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, 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, Homelessness Strategy, 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. 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. 2021 Accomplishments •Amid the pandemic and associated city budget reductions, HHS continued to provide core services to the community including providing affordable homeownership opportunities, expanded eviction prevention services, community mediation, case management for families and older adults, human rights protections, homelessness sheltering, housing, and outreach services, and ongoing policy guidance and implementation. •Approximately $600,000 was provided to housing providers and community agencies to ensure residents impacted by COVID-19 were able to remain housed. To augment the financial resources provided to ensure housing stability, Housing and Human Services provided approximately $1.2 million in COVID-19 funding to local government and non-profit agencies, for basic needs assistance and navigation services necessary to support low-income individuals and families (e.g., food assistance, financial assistance, health services, childcare, etc.). Performance Measure: As of October 31 2021, 137 Boulder residents have exited homelessness through Boulder Shelter for the Homeless programs and services. In addition, 135 units of affordable housing have been created. City of Boulder 2022 Approved BudgetPage 114 Housing & Human Services Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Housing & Human Services 115,686$ -1,598,771$ 4.00 Restoration of City Services Restore and Enhance Older Adult Services Administrative Specialist II - - 26,099 0.50 Restore Family Resource School contract for therapy with Mental Health Partners - - 33,000 - Restore Human Services Fund Operating Budget - - 121,000 - Restore Youth Opportunities Program (YOP)/Youth Opportunities Advisory Board (YOAB)85,686 - - - New/Enhanced Services Additional Cost to Custodial Services - - 54,000 - Database Consultant and Salesforce License Budget Increase - - 13,000 - HOA Special Assessment Grant Pilot 30,000 - - - Housing Investments and Compliance Specialist - - 97,579 1.00 Homeownership Program Coordinator - - 105,727 1.00 Eviction Prevention and Rental Assistance Services (EPRAS)- - 858,115 1.00 Customer Service Representative for Older Adult Services - - 40,252 0.50 Substance Education and Awareness Fund (Vape Tax)- - 250,000 - 2021 Accomplishments, Continued •In 2021, 277 new permanently affordable units were created. This year was the second most productive year in the number of affordable homes created in the history of the program. This increase demonstrates remarkable progress towards achieving the goal of 15% affordable homes within the city by 2035. •The Boulder Targeted Homeless Engagement and Referral Effort (BTHERE) program was implemented, resulting in 210 unique individuals being engaged, 289 health and wellness screenings conducted, 248 masks distributed, and 41 people referred to Coordinated Entry between February and May 2021. Through coordinated efforts aligned with the Homelessness Strategy, helped 73 adults exit homelessness between January and June 2021, including the provision of housing for 42 people, family reunification and/or Diversion services for 228 people, and other programs for three people. •To further housing stabilization efforts, the voters approved a rental license tax to establish, operate and fully fund a program to provide housing supports (i.e., mediation, rental assistance, and legal representation) to tenants who face the potential loss of housing, now named the Eviction Prevention and Rental Assistance program (EPRAS). Performance Measure: In 2021, Community Mediation and Resolution Center (CMRC) helped 1073 community members navigate conflicts with their landlord, tenant, neighbor, HOA or other community members, representing an 8% increase over 2020, and helped 205 tenants avoid eviction through a combination of mediation, legal services, and rental assistance through the new Eviction Prevention and Rental Assistance Services (EPRAS) program. City of Boulder 2022 Approved BudgetPage 115 Department Detail Housing & Human Services Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 8.50 2,511,869$ 7.75 1,141,446$ 7.75 1,211,461$ - 70,015$ Subtotal 8.50 2,511,869$ 7.75 1,141,446$ 7.75 1,211,461$ - 70,015$ Community Investment and Funding 3.00 9,760,568$ 2.00 6,578,801$ 2.00 6,969,732$ - 390,931$ 3.00 19,123,006 1.75 6,045,734 3.65 6,413,977 1.90 368,243 Subtotal 6.00 28,883,574$ 3.75 12,624,535$ 5.65 13,383,709$ 1.90 759,174$ 1.50 196,938$ 1.70 251,292$ 1.70 254,835$ - 3,543$ Food Tax Rebate Program 0.30 22,989 0.30 23,962 0.30 25,216 - 1,254 Office of Human Rights 1.00 92,289 1.00 94,151 1.00 102,963 - 8,812 Subtotal 2.80 312,216$ 3.00 369,405$ 3.00 383,014$ - 13,609$ Community Mediation 2.00 217,296$ 2.00 203,737$ 2.00 246,569$ - 42,832$ Eviction Prevention & Rental Assistance Services Program (EPRAS) - - - -1.00 854,115 1.00 854,115 Subtotal 2.00 217,296$ 2.00 203,737$ 3.00 1,100,684$ 1.00 896,947$ Family Services Family Services Administration 0.90 217,054$ 0.90 144,812$ 1.00 170,966$ 0.10 26,154$ 0.24 188,370 0.24 235,268 0.25 233,460 0.01 (1,808) Family Resource Schools 4.61 529,410 4.61 659,311 4.50 811,148 (0.11) 151,837 Prevention and Intervention - 70,584 - 146,230 - 146,230 - - Youth Opportunities Program 1.00 120,969 0.50 70,699 1.00 143,490 0.50 72,791 Subtotal 6.75 1,126,387$ 6.25 1,256,320$ 6.75 1,505,294$ 0.50 248,974$ HHS Policy & Planning Policy and Planning 8.50 2,294,966$ 10.00 2,517,709$ 10.35 2,775,916$ 0.35 258,207 Asset Management 5.00 555,787 4.25 808,247 4.35 844,524 0.10 36,277 Subtotal 13.50 2,850,753$ 14.25 3,325,956$ 14.70 3,620,440$ 0.45 294,484$ Older Adult Services (OAS) OAS Administration 2.45 222,914$ 1.50 222,245$ 2.00 298,311$ 0.50 76,066$ OAS Centers 3.00 162,166 1.75 166,284 2.25 226,785 0.50 60,501 OAS Resources 2.00 251,246 2.00 198,500 2.00 209,606 - 11,106 OAS Health & Wellness 0.85 86,746 0.85 133,568 0.85 137,330 - 3,762 OAS Social Programs 0.90 101,955 1.15 120,853 1.15 131,829 - 10,976 Subtotal 9.20 825,027$ 7.25 841,450$ 8.25 1,003,861$ 1.00 162,411$ Cost Allocation and Transfers Cost Allocation and Transfers - 291,233$ - 291,265$ - 625,024$ - 333,759$ Subtotal - 291,233$ - 291,265$ - 625,024$ - 333,759$ Total 48.75 37,018,355$ 44.25 20,054,114$ 49.10 22,833,487$ 4.85 2,779,373$ Personnel 4,270,435$ 4,519,931$ 5,410,276$ 890,345$ Operating 26,815,963 15,101,129 16,650,837 1,549,708 Interdepartmental Charges 160,555 141,789 147,350 5,561 Capital 5,480,169 --- Cost Allocation and Transfers 291,233 291,265 625,024 333,759 Total 37,018,355$ 20,054,114$ 22,833,487$ 2,779,373$ General Fund 31.65 9,039,876$ 30.40 8,343,753$ 32.57 9,439,898$ 2.17 1,096,145$ Community Housing Assistance Program 5.00 3,167,829 4.25 3,059,469 4.35 3,365,887 0.10 306,418 Affordable Housing 7.84 14,651,695 6.09 2,919,288 6.99 3,090,387 0.90 171,099 Sugar Sweetened Beverage Distribution Tax 1.00 7,311,034 1.00 3,720,384 1.00 3,720,742 - 358 Eviction Prevention and Rental Assistance Program - -- -1.00 1,197,448 1.00 1,197,448 Community Development Block Grant 2.26 855,396 2.01 824,551 2.24 844,606 0.23 20,055 HOME Investment Partnership Grant 1.00 1,992,525 0.50 1,186,669 0.95 1,174,519 0.45 (12,150) Total 48.75 37,018,355$ 44.25 20,054,114$ 49.10 22,833,487$ 4.85 2,779,373$ Variance 2021 to 2022 2020 Actual 2021 Approved Budget 2022 Approved Budget Community Relations STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY Community Relations and Human Relations Commission Human Services Community Funding Early Childhood Programs Housing Community Investment Community Mediation and Resolution Center City of Boulder 2022 Approved BudgetPage 116 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 117 24.00 FTE Department Funding General Fund 100% Human Resources Budget 2022 Approved Budget $3,692,004 Department Divisions •HR Strategy & Leadership •Total Rewards •Business Partnership & Labor Relations •HR Operations & Learning •HR Information Systems •Talent Acquisition 2022 Key Initiatives •Negotiate 2023 contract with Boulder Municipal Employees Association (BMEA). •Human capital management and payroll system implementation. •Continued growth of in-house HR subject matter expertise by adding HR professionals that bring skills related to talent acquisition. •Develop employee bonus program. •Continued focus on approaching recruitment, retention, employee development, total rewards, and learning through a racial and gender equity lens. City of Boulder 2022 Approved BudgetPage 118 Human Resources Budget Department Mission 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. Department Overview HR Leadership HR Leadership 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. Business Partner & Labor Relations HR Business Partners (HRBPs) 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. HR Operations & Learning HR Operations 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. 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 (Benefits, Compensation, Well-Being) The Total Rewards team manages the City of Boulder employee compensation and benefit programs. This includes benefits selection and renewal strategies, open enrollment administration and benefits management for medical, dental, vision, life, other supplemental insurance, and voluntary products. It also manages the city’s compensation and classification strategies and policies and ensures fair pay practices based on market and budget. The team also provides benefits outreach, retirement consulting, and ensures compliance with the Family and Medical Leave and Affordable Care acts. Well-Being develops and manages the citywide wellness program, “Well-Being @Work”, that aims to support employees in improving their health, morale, and engagement. This work is led by HR and supported by staff ‘wellness champions’ from city departments across the organization. City of Boulder 2022 Approved BudgetPage 119 Human Resources Budget HR Technology 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. This team will drive a multi-year Human Capital Management System implementation beginning in 2021. 2021 Accomplishments •Negotiated 2022-2023 contract with International Association of Fire Fighters (IAFF) and Boulder Police Officers Association (BPOA). Negotiated 2022 contract with Boulder Municipal Employees Association (BMEA). •Completed discovery and configuration for the human capital management and payroll system implementation. •Supported executive recruitment for city manager and city attorney positions. •Continued to apply a racial and gender equity lens to all HR work including completing a pay equity analysis, detecting performance rating bias, and implementing the CO Equal Pay for Equal Work Act. •Co-led a citywide initiative to define the future of hybrid work. •Continued growth of in-house HR subject matter expertise by hiring HR professionals that bring skills related to HR strategy, compensation analysis, and HR systems. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Human Resources -$ -(329,185)$ 2.00 New/Enhanced Services Talent Acquisition Positions - - 263,600 2.00 Department Restructure - - 132,215 - Transfer of Classisification and Compensation Implementation Budget to Citywide - - (725,000) - There are 7,000+ training courses available to enhance employee development. City of Boulder 2022 Approved BudgetPage 120 Department Detail Human Resources Budget FTE Amount FTE Amount FTE Amount FTE Amount HR Strategy HR Leadership 3.00 390,941$ 3.00 715,018$ 3.00 732,444$ - 17,426$ Subtotal 3.00 390,941$ 3.00 715,018$ 3.00 732,444$ - 17,426$ Business Partnership & Operations Business Partnership & Labor Relations 1.00 183,815$ - 12,438$ - 353,903$ - 341,465$ Subtotal 1.00 183,815$ - 12,438$ - 353,903$ - 376,317$ HR Operations & Learning HR Operations 7.00 742,815$ 9.00 1,181,620$ 8.00 1,103,743$ (1.00) (77,877)$ Learning 3.00 273,413 2.00 321,878 1.00 134,752 (1.00) (187,126) Subtotal 10.00 1,016,227$ 11.00 1,503,499$ 9.00 1,238,495$ (2.00) 452,779$ Talent Acquisition Talent Acquisition 1.00 218,427$ 2.00 186,882$ 3.00 356,200$ 1.00 169,318$ Subtotal 1.00 218,427$ 2.00 186,882$ 3.00 356,200$ 1.00 169,318$ Benefits 4.00 494,362$ 3.00 381,962$ 2.00 245,343$ (1.00) (136,620)$ Well-Being 1.00 33,957 1.00 339,939 1.00 151,567 - (188,372) Compensation - 106,796 1.00 150,441 3.00 150,441 2.00 -$ Subtotal 5.00 635,115$ 5.00 872,342$ 6.00 547,350$ 1.00 (324,992)$ HR Technology HR Information Systems (HRIS)3.00 365,973$ 1.00 1,127,370$ 3.00 463,611$ 2.00 (663,759)$ Subtotal 3.00 365,973$ 1.00 1,127,370$ 3.00 463,611$ 2.00 (663,759)$ Total 23.00 2,810,499$ 22.00 4,417,549$ 24.00 3,692,004$ 2.00 27,089$ Personnel 2,147,638$ 2,569,409$ 3,061,364$ 491,955$ Operating 603,545 1,770,093 552,594 (1,217,499) Interdepartmental Charges 59,315 78,046 78,046 - Total 2,810,499$ 4,417,549$ 3,692,004$ (725,545)$ General 23.00 2,810,499$ 22.00 4,417,459$ 24.00 3,692,004$ 2.00 (725,455)$ Total 23.00 2,810,499$ 22.00 4,417,459$ 24.00 3,692,004$ 2.00 (725,455)$ Total Rewards EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 STAFFING AND EXPENDITURE BY PROGRAM City of Boulder 2022 Approved BudgetPage 121 46.50 FTE Department Funding General Fund 58% Governmental Capital Fund 15% Telecommunications Fund 2% Computer Replacement Fund 25% Innovation & Technology Budget 2022 Approved Budget $ 12,912,686 Department Divisions •Departmental Administration & Project Management •Application and Analytic Services •Innovation Center of Excellence and Digital Transformation •Cybersecurity and Privacy •Infrastructure Services •Capital, Non-IT, & Citywide Items 2022 Key Initiatives •Continued construction of Broadband fiber infrastructure – With a planned completion date of Q3 2022, by year-end 2021, 250,000 of the total 325,700 linear ft of conduit and fiber should be installed. •Implementation of phase one of the Data Warehouse – The vision of the data warehouse is to make information at the city more accessible and easier to use. •Constituent Relationship Management (CRM) – The development of Phase 1 of the CRM will begin in early 2022. •Launch of Workday for HR and Payroll applications citywide. •Leveraging cloud storage and infrastructure – In 2021, city staff evaluated shared files on city systems and move relevant content to SharePoint and Microsoft Teams, reducing our on-premises storage footprint and improving collaboration. In addition, in 2022, architecting a next generation Azure computing and data infrastructure will continue our work to transition more city services to the cloud. •Restructuring of IT support – By developing policies, process, standards, service level agreements, and modern tools. •Mature the cybersecurity program - Work will be prioritized by Security, Risk and Compliance Advisory Committee. City of Boulder 2022 Approved BudgetPage 122 Innovation & Technology Budget Department Mission The Innovation and Technology (IT) department enables impactful, efficient, and high-quality services for constituents and employees through operational effectiveness, innovation, and technology systems. Our services include: • Citywide technology leadership, IT administration and procurement. • Support for over 1,600 employees and thousands of end user computing devices. • Connectivity and service availability via critical infrastructure, including 200 miles of fiber optic cable, hundreds of servers and two data centers. • Management of constituent-facing and business critical applications. • Integration, management, and analysis of city data. • Business process improvement and implementation of technology projects and systems. • A security program focused on relationship-building and getting the basics right to keep constituents, employees, data, and systems secure from cyber and privacy threats. • Innovation that drives transformation of Boulder’s operations. Department Overview Departmental Administration & Project Management The IT Administrative and Project Management group provides overall leadership, strategic planning, and management support to IT, including financial management and administration of citywide technology funds. 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. Application and Analytic Services The Application and Analytic Services group provides software support, application development, 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. This division helps departments leverage their data assets for informed decision-making with data science and business intelligence practices, while also improving transparency and accountability through open data publishing and data-informed community engagement. Innovation Center of Excellence 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. Cyber Security and 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. 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. City of Boulder 2022 Approved BudgetPage 123 Innovation & Technology Budget 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. 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. Infrastructure Services The Infrastructure Services Division 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 (IoT), server, storage, managed cloud services, and telecommunication technologies to help improve city services now and in the future. Capital, Non-IT & Citywide Items Includes partial funding for major citywide technology initiatives. The most notable item in this category is funding for the IT Capital Improvement Plan, which supports fiber-backbone project activities. 2021 Accomplishments •IT implemented several new technologies to enhance city staff’s remote access and collaboration capabilities including: Remote Desktop Services which provides secure remote access to city network resources and specialized applications from any Internet attached computer, Always on VPN which allows all city laptops/tablets to remotely and seamlessly access city network resources, and Microsoft Teams, which provides voice communication, video meeting/chat, collaboration and file sharing capabilities from any Internet attached device (computer, tablet, smartphone). •A new Microsoft Teams-based phone system was implemented, greatly enhancing communication capabilities for an internal, mobile and remote workforce while reducing overall costs by nearly $300k/ year. •A two-year project began to build approximately 60 miles of broadband infrastructure, along with 10 miles of fiber laterals to key locations in the city including 20 low and middle-income housing areas with low services, traffic signals, and radio towers. This will be the first step in core smart city infrastructure as well as closing the access gap in our community. •Throughout the pandemic IT played a critical role in sustaining city operations through remote-work technologies and a proliferation of digital service platforms to deliver community services. As the city emerges from Covid-IT, like other departments, IT must focus on core service delivery and how it will continue to provide new, innovative solutions to the organization. To recalibrate on citywide needs, IT undertook a substantial strategic planning effort in early 2021 and reorganized the team around six areas of strategic focus: •Strategic Partnerships •Infrastructure •IT Security •Data & Analytics •Innovation COE & Digital Transformation •Support City of Boulder 2022 Approved BudgetPage 124 Innovation & Technology Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Innovation & Technology 400,000$ -500,258$ 3.50 Restoration of City Services Restore Data Analyst to Support Citywide Analyses - - 139,000 1.00 Restore GIS Enterprise Administrator - - 159,000 1.00 New/Enhanced Services Axon Records Management System Implementation 400,000 - - - GIS Analyst for Citywide Analyses - - 129,000 1.00 Digital Content Specialist - - 73,258 0.50 2021 Accomplishments, Continued •These six areas have become the backbone of how IT resources and prioritizes its work in service of the organization. •Also in the city’s emergence from the pandemic, IT played a key role in the citywide Workplace Transformation project that sought to implement new technologies and office space designs to facilitate a hybrid workforce of remote and in-person post-pandemic. Additionally, enhanced scheduling technology was implemented to allow for the scheduling of conference rooms and hoteling/touch-down spaces. To support the normal end-of-life replacement of computers & peripherals for a large remote workforce, IT also implemented secure storage lockers, that ensure a secure exchange of equipment utilizing their facilities door cards. •In 2020, a two-year project began to build approximately 65 miles of fiber backbone infrastructure, along with 10 miles of fiber laterals, to key locations in the city including traffic signals, radio towers and 22 low and middle-income housing areas. •Delayed due to COVID restrictions, the construction is now approximately 65% complete. This will be the first step in core smart city infrastructure as well as closing the access gap in our community. •The cybersecurity program completed a citywide rollout to enable multi-factor authentication for all city staff and contractors. A detailed cyber security assessment of the city critical water, wastewater (SCADA) and city-wide network infrastructure was completed and identified areas of remediation were prioritized and addressed. Projects are in progress to deliver updated cyber security skills training to all city employees. •Numerous data management and analytics goals were accomplished in 2021: •The design and preliminary development of a citywide data warehouse architecture, laying the foundation for strengthened data integrity, protection, sharing, and analytics. •The development of two dozen recommendations for enterprise data management and governance that consider the diverse data types and structures of all city departments. •The Department also embarked and completed several major enterprise application initiatives including but not limited to: •Launch of a new city website developed through specific user surveying and design practices. •Initiation of a Workday implementation to replace aging and unsupported HR and Payroll systems. •Initiation of a Constituent Relationship Management system to drive the city’s continued efforts to be more customer centered. •Launched Boulder Direct Democracy Online that allowed registered voters to endorse petitions online during the 2021 petitioning cycle. City of Boulder 2022 Approved BudgetPage 125 Innovation & Technology Budget Innovation & Technology Budget Performance Measure: By the end of 2021 we are estimating 65% of cloud appropriate workloads to be in the cloud. In 2022, we plan to expand that to 75% and have changed to a cloud first strategy. Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Departmental Administration & Project Management Department Administration 3.00 394,120$ 3.00 416,529$ 2.00 412,694$ (1.00) (3,835)$ 5.00 481,056 3.00 415,991 4.00 574,425 1.00 158,434$ Subtotal 8.00 875,176$ 6.00 832,520$ 6.00 987,119$ - 154,599$ Customer Experience 1.20 175,041 1.50 176,985 - - (1.50) (176,985) Subtotal 1.20 175,041$ 1.50 176,985$ - -$ (1.50) (176,985)$ Innovation Center of Excellence and Digital Transformation Innovation 3.00 418,982$ 2.00 323,544$ 2.50 422,918$ 0.50 99,374$ Subtotal 4.13 654,176$ 2.00 323,544$ 2.50 422,918$ 0.50 99,374$ Application and Analytic Services 10.82 1,472,581$ 9.90 1,464,658$ 15.90 2,881,276$ 6.00 1,416,618$ Database Administration 1.13 235,194 2.10 322,316 2.10 361,958 - 39,642 Subtotal 11.95 1,707,775$ 12.00 1,786,974$ 18.00 3,243,234$ 6.00 1,456,260$ Infrastructure Services 2.35 230,205$ 2.40 233,690$ 2.00 175,202$ (0.40) (58,488)$ 2.15 355,168 2.20 365,571 3.20 510,571 1.00 145,000 Server Administration 4.20 518,296 4.40 605,886 4.40 602,577 - (3,309) 7.40 842,011 5.50 664,974 7.40 872,688 1.90 207,714 Subtotal 16.10 1,945,680$ 14.50 1,870,121$ 17.00 2,161,039$ 2.50 290,918$ Cybersecurity and Privacy Cybersecurity and Privacy 2.75 275,095$ 2.00 368,759$ 2.00 380,372$ - 11,613$ Subtotal 2.75 275,095$ 2.00 368,759$ 2.00 380,372$ - 11,613$ Citywide IT (non-departmental) - 212,100$ - -$ - -$ - -$ - 87,346 - 268,264 293,264 - 25,000 1.00 2,863,473 1.00 2,797,316 1.00 2,849,725 - 52,409 Subtotal 1.00 3,162,919$ 1.00 3,065,580$ 1.00 3,142,989$ - 77,409$ Capital Improvement Program 3,046,177$ 5,970,600$ 1,267,800$ (4,702,800)$ Other Governmental Capital 1,295,101 - - - Debt Service - 1,402,000 1,307,215 (94,785) Subtotal - 4,341,278$ - 7,372,600$ - 2,575,015$ - (4,797,585)$ Total 44.00 12,901,947$ 39.00 15,797,083$ 46.50 12,912,686$ 7.50 (2,884,397)$ Personnel 4,828,721$ 4,687,785$ 5,998,079$ 1,310,294$ Operating 5,226,960 5,044,722 4,917,589 (127,133) Interdepartmental Charges 126,952 148,732 154,407 5,675 Capital 2,639,070 5,835,600 1,765,015 (4,070,585) Other Financing Uses 80,244 80,244 77,596 (2,648) Total 12,901,947$ 15,797,083$ 12,912,686$ (2,884,397)$ STAFFING AND EXPENDITURE BY PROGRAM Network Administration Applications & Related Support Service Desk Training Variance 2021 to 2022 2020 Actual 2022 Approved Budget 2021 Approved Budget Project Management EXPENDITURE BY CATEGORY Capital Improvement Program End-User Device and Office Automation Administration and Tier 2 Support Citywide Telecommunications & Computer Replacement Programs - Non CIP IT Capital Projects Telecom Connectivity City of Boulder 2022 Approved BudgetPage 126 Innovation & Technology Budget FTE Amount FTE Amount FTE Amount FTE Amount Variance 2021 to 2022 2020 Actual 2022 Approved Budget 2021 Approved Budget CONTINUED General 43.00 5,697,199$ 38.00 5,652,167$ 45.50 7,487,946$ 7.50 1,835,779$ Governmental Capital - 4,374,023 - 6,137,000 - 1,957,215 - (4,179,785) Telecommunications 1.00 662,276 1.00 412,795 1.00 226,409 - (186,386) Computer Replacement - 2,168,449 - 3,595,121 - 3,241,116 - (354,005) Total 44.00 12,901,947$ 39.00 15,797,083$ 46.50 12,912,686$ 7.50 (2,884,397)$ STAFFING AND EXPENDITURE BY FUND Performance Measure: The department seeks to improve the response rate on our customer satisfaction survey. It is anticipated in 2021 that 8.5% of internal customers will respond to the customer satisfaction survey. The department seeks to improve the response rate to at least 12% in 2022. City of Boulder 2022 Approved BudgetPage 127 77.75 FTE Department Funding General Fund 78% Library Fund 12% Governmental Captial Fund 10% Library & Arts Budget 2022 Approved Budget $10,771,107 Department Divisions •Administration •Public Services •eServices •Community Engagement & Enrichment •Office of Arts & Culture 2022 Key Initiatives •Construction of the North Boulder Branch Library project and associated public art. •A new cycle of Cultural Grants is planned to include the return of grant opportunities that were suspended during the COVID-19 pandemic: field trip funding for Title 1 schools, grants to help with the affordability of arts venues, the Arts Commission’s equity fund, and the scholarship for Arts Administration at CU. •The beginning of a multi-year project to install accessible, informative labels and didactic information at the hundreds of sculptures and murals in the community’s public art collection. City of Boulder 2022 Approved BudgetPage 128 Library & Arts Budget Department Mission The Boulder Public Library connects people, ideas, and information to transform lives and strengthen our community. The Boulder Office of Arts and Culture facilitates an alignment in the creative community around the Community Cultural Plan’s Vision for Culture: Together, we will craft Boulder’s social, physical, and cultural environment to include creativity as an essential ingredient for the well-being, prosperity, and joy of everyone in the community. Department Overview Administration Administration is comprised of the director’s office and administrative roles, including project/contract management and long-range planning, budget and accounts payable functions, volunteer services, facilities maintenance, and administrative support for the Library Commission, the Arts Commission, and the Boulder Library Foundation. It also includes oversight of the Carnegie Library for Local History. Public Services Public Services includes customer service staff, materials circulation services, interlibrary loans, patron account maintenance, holds and Prospector system administration, and materials handling. The division supports reference and technology assistance and oversight of the Meadows, George Reynolds, and North Boulder (NoBo) Corner Library branch operations and programs. eServices eServices manages the administration and maintenance of library-specific IT systems and equipment, including the integrated library system and self-checkout machines, the Automated Materials Handling systems, the public computer reservation and printing system, computer technology support, the library website, the public meeting room A/V equipment, BLDG 61 makerspace, collection development and the curation of library materials (books, music, movies and more) and electronic resources (ebooks, informational databases, and streaming/downloadable content) and resource services (receiving, processing, and cataloging library materials and resources). Community Engagement & Enrichment This division helps connect the community with the library through educational and entertaining programs, events, exhibits and outreach; literacy-building and learning for all ages; a wide variety of community partnerships, communications, community engagement, promotions and marketing; and fundraising in league with the Boulder Library Foundation and through other external grant opportunities. The division includes the Programs, Events and Outreach team, Youth Services, the BoulderReads adult literacy work group, and the library’s communications and grant-writing teams. Office of Arts & Culture Includes administration and oversight of cultural grants, creative sector programs, public art, support for cultural nonprofits and venues, creative neighborhoods programs, the creative economy, and support for individual artists and creative professionals. It also is responsible for administering support for the Dairy Center for the Arts, Boulder Museum of Contemporary Arts, the NoBo Art District, and the Arts Commission. City of Boulder 2022 Approved BudgetPage 129 Library & Arts Budget Significant Changes 2021 Accomplishments •Boulder Public Library formed a partnership with Boulder BCycle to offer free bike rides to community members. Patrons can check out a BCycle pass with their library card. •The Main Library’s Japanese Garden courtyard received some much-needed renovations. The refreshed garden space renamed the Native Plant Demonstration Garden features drought-tolerant plants that also support pollinators. It is an Audubon Habitat Hero certified garden. •There were several significant investments in neighborhood placemaking in 2021. Two paint-the- pavement projects were created in collaboration with the Transportation Department. Community members in North Boulder and Palo Park worked with an artist for new intersection murals. Also, Arts staff coordinated a mural installation in the Wonderland Lake area that was the vision of neighbors in that community. •2021 marks the last year of the triennial cycle of General Operating Support grants for arts organizations. This cornerstone of the Arts Commission’s Cultural Grants program was widely successful, supporting the operation of 37 nonprofits of all sizes and arts disciplines. In the past three years they have provided employment for about 1,500 arts professionals and have served more than 1.2 million people at performances, events, exhibitions, and classes. The funding was a critical lifeline in 2020 to help these organizations weather the pandemic restrictions and recession. A new application is anticipated to open in November 2021 for the next cycle. •The newly remodeled Paper & Spine Used Bookstore at the Main Library opened in June 2021. The project was funded by the Boulder Library Foundation. As of August 2021, 34 volunteers have put in more than 465 hours planning, setting up, sorting materials, and stocking the bookstore daily, making thousands of books, CDs, and DVDs available to the public at bargain prices. SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Library & Arts -$ -1,157,545$ 10.25 Restoration of City Services Partial Restore Boulder Arts Week Operating Budget - - 10,000 - Restore Cultural Grants - - 157,250 - Restore Services to Main Library and Three Branches - - 645,969 8.25 Restore Operating Budget for Canyon Theater & Boulder Public Library Makerspace - - 138,658 1.00 Restore Library Substitute Worker Budget - - 101,432 - Restore Systemwide Library Operations Resources Manager - - 104,236 1.00 Performance Measure: The Public Art and Creative Neighborhoods programs continued to employ artists and contribute to social cohesion through community-based projects. Donated artwork in 2021 is valued at $178,000. And, the installation of 5 murals, like the Vision Zero collaborations and the #BoulderStrong Flower Fence, were made possible by contributions of over 150 volunteers. City of Boulder 2022 Approved BudgetPage 130 Library & Arts Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Library Administration 5.75 681,853$ 5.75 765,835$ 4.75 875,035$ (1.00) 109,200$ 2.00 267,183 2.00 165,241 1.75 153,491 (0.25) (11,750) - 229,930 - 307,304 - 318,811 - 11,507 Volunteer Services 1.50 115,409 1.50 122,313 1.50 129,526 - 7,213 Grant Programs - 295,741 - 323,500 - 323,500 - - Subtotal 9.25 1,590,115$ 7.25 1,518,952$ 8.00 1,800,363$ (1.25) 116,170$ Arts and Culture Arts Administration 3.00 476,972$ 3.00 441,184$ 3.00 482,493$ - 41,310$ Arts Grants - 988,629 - 874,650 - 1,031,900 - 157,250 0.50 8,753 0.75 44,744 0.75 72,917 - 28,172 Public Art Maintenance - - - 4,900 - 4,900 - - Subtotal 3.50 1,474,354$ 3.75 1,365,478$ 3.75 1,592,210$ - 226,732$ Community Engagement and Enrichment 1.50 145,197$ 1.50 118,089$ 1.50 118,809$ - 720$ 3.00 406,494 4.00 371,442 6.00 620,183 2.00 248,741 6.50 470,994 6.50 471,142 7.00 543,309 0.50 72,167 Subtotal 11.00 1,022,685$ 18.75 2,671,241$ 14.50 1,282,301$ 2.50 321,628$ Public Services 15.75 1,169,471$ 16.75 1,157,007$ 20.00 1,444,754$ 3.25 287,747$ 12.25 770,113 12.25 784,043 16.75 1,298,532 4.50 514,490 Subtotal 28.00 1,939,584$ 29.00 1,941,050$ 36.75 2,743,287$ 7.75 802,237$ eServices 4.50 384,279$ 5.00 331,630$ 5.00 353,639$ - 22,010$ 3.00 939,266 3.00 954,063 4.00 1,156,617 1.00 202,554 - 153,202 - 156,000 - 156,000 - - 4.50 1,518,620 4.75 1,545,327 3.75 1,461,948 (1.00) (83,379) 2.00 204,714 2.00 213,265 2.00 224,740 - 11,475 Subtotal 14.00 3,200,080$ 10.00 1,654,958$ 14.75 3,352,945$ - 152,660$ Capital Improvement Program - 31,984$ - 100,000$ - 1,200,000$ - 1,100,000 Subtotal - 31,983.94$ - 100,000$ - 1,200,000$ - 1,100,000$ Total 65.75 9,258,803$ 68.75 9,251,680$ 77.75 11,971,107$ 9.00 2,719,427$ Personnel 5,512,321$ 5,369,055$ 9,991,158$ 4,622,103$ Operating 3,239,979 3,243,790 214,819 (3,028,971) Interdepartmental Charges 474,519 538,835 565,130 26,295 Capital 31,984 100,000 1,200,000 1,100,000 Total 9,258,803$ 9,251,680$ 11,971,107$ 2,719,427$ General 65.25 7,930,949$ 68.25 7,716,913$ 77.25 9,328,004$ 9.00 1,611,091$ Library 0.50 1,327,853 0.50 1,434,767 0.50 1,443,103 - 8,336 Governmental Capital - - - 100,000 - 1,200,000 - 1,100,000 Total 65.75 9,258,803$ 68.75 9,251,680$ 77.75 11,971,107$ 9.00 2,719,427$ STAFFING AND EXPENDITURE BY PROGRAM 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 Carnegie Library for Local History Programs, Events, & Outreach Library Materials Youth Services Library Facility and Asset Maintenance Patron Services Arts Programs BoulderReads Makerspace Capital Improvement Program EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Branch Libraries Resource Services Technology Support Flatirons Library Consortium Performance Measure: In 2021, 3,098 youth participated in the Library’s Summer of Discovery literacy program representing a 335% increase from 2020 and nearly equal to participation levels for the two years prior to the COVID-19 pandemic. Adults and children read 2,088,234 minutes during the program. Surpassing the 500,000-minute goal by 300%. City of Boulder 2022 Approved BudgetPage 131 16.35 FTE Department Funding General Fund 100% Municipal Court Budget 2022 Approved Budget $2,219,372 Department Divisions •Administration •Adjudication •Case Management 2022 Key Initiatives •Take what the Court has learned during the pandemic and incorporate it into the “new normal.” •Focus on succession planning by investing in staff development and updating Court procedures. •Investigate a more equitable system of allocating credit card processing fees. •Appeal to the U.S. Department of Justice to extend the Community Court Grant into 2023 due to delays related to Covid-19. City of Boulder 2022 Approved BudgetPage 132 Municipal Court Budget Department Mission 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 Overview Administration 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. Staffing includes the court administrator, a deputy court administrator, and administrative support for budget preparation, financial transaction processing, accounting/statistical analyses, technology enhancements, web management, including 24/7 online payment options, and various clerical responsibilities. Adjudication Adjudication consists of all Court functions that occur in the courtroom. Judges preside over Court sessions with animal, general, parking, photo radar, photo red light, and traffic violations, as well as selected administrative and civil hearings. Staff manage case flow in and out of the courtroom and set court dates. Case Management Case Management includes a variety of functions that comprise the core work of the Court, including scheduling, payment processing, database management, collections, and other non-compliance actions, as well as interfacing with Department of Motor Vehicles (DMV) and the Colorado Bureau of Investigations (CBI). Court staff consists of front-line employees who interact with the public on the phone, at the counter, and in the courtroom. Probation staff monitor compliance with Court orders regarding municipal violations that most affect the community and process cases for defendants at in-custody sessions at the Boulder County jail. Probation staff seek to leverage the Court’s contact with homeless individuals through a variety of efforts. 2021 Accomplishments • Established a Community Court using funding from the U.S. Department of Justice. • Developed and implemented a robust teleworking model for court staff to protect their health. • Designed and expanded methods for conducting court to ensure the public’s safety and welfare. This includes incorporating video platforms for court appearances. Performance Measure: In 2022, the court will continue to implement key components of its Community Court Model. Currently, Mental Health Programming paid for by grant funds has not yet been implemented. That will occur during 2022. City of Boulder 2022 Approved BudgetPage 133 Municipal Court Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 3.75 373,372$ 2.75 405,093$ 2.75 425,529$ -20,436$ Subtotal 3.75 373,372$ 2.75 405,093$ 2.75 425,529$ -20,436$ Adjudication Adjudication 4.60 572,471$ 3.60 551,834$ 3.60 613,510$ -61,676$ Subtotal 4.60 572,471$ 3.60 551,834$ 3.60 613,510$ -61,676$ Case Management Animal 1.20 115,285$ 1.00 102,473$ 1.00 113,641$ -11,168$ General 1.20 116,728 1.00 106,706 1.00 113,641 -6,936 Parking 1.20 138,940 1.00 156,523 1.00 160,708 -4,185 Photo Enforcement 1.20 109,281 1.00 104,206 1.00 106,408 -2,202 Probation Services 4.00 460,235 5.00 517,106 5.00 572,295 -55,189 Traffic 1.20 115,226 1.00 106,707 1.00 113,641 -6,934 Subtotal 10.00 1,055,694$ 10.00 1,093,719$ 10.00 1,180,333$ -86,615$ Total 18.35 2,001,537$ 16.35 2,050,646$ 16.35 2,219,372$ -168,726$ Personnel 1,588,135$ 1,643,599$ 1,770,325$ 126,726$ Operating 355,684 407,047 387,773 (19,274) Interdepartmental Charges 57,717 - 61,274 61,274 Total 2,001,537$ 2,050,646$ 2,219,372$ 168,726$ General 18.35 2,001,537$ 16.35 2,050,646$ 16.35 2,219,372$ -168,726$ Total 18.35 2,001,537$ 16.35 2,050,646$ 16.35 2,219,372$ -168,726$ STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM Variance 2021 to 2022 2020 Actual 2022 Approved Budget 2021 Approved Budget EXPENDITURE BY CATEGORY Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Municipal Court -$ -42,000$- Restoration of City Services Restore Lease Budget for the Municipal Court with Boulder County - - 33,500 - Partial Restore Operating Budget for Costs of Collections - - 8,500 - Performance Measure: In 2022, the court will continue to implement key components of its Community Court Model. To date, the court has not yet filmed Life Skills videos for people experiencing homelessness, either currently or recently. Life Skills videos will be filmed in 2022. City of Boulder 2022 Approved BudgetPage 134 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 135 127.35 FTE Department Funding Open Space Fund 99%Lottery Fund 1% Open Space & Mountain Parks Budget 2022 Approved Budget $30,990,584 Department Divisions •Office of the Director •Central Services •Resources & Stewardship •Community Connections & Partnerships •Trails & Facilities 2022 Key Initiatives •In 2022, OSMP will continue to steward the Open Space Fund and the open space system during ongoing COVID-19 recovery. Additionally, OSMP will implement top priorities of the Master Plan approved in 2019. Key initiatives will align with focus areas, outcomes and strategies as outlined in the Plan. •Improve soil health, integrate sustainable agricultural practices and resource protection, improve agricultural- related infrastructure, support the next generation of ranchers and farmers, and connect communities to agriculture and food. •Foster connection with nature to improve wellness and reduce stress, continue to grow the Volunteer and Service- Learning program to teach stewardship as a responsible lifestyle, provide opportunities for all, and connect youth and families to nature. •Safeguard large habitat blocks and corridors, maintain and restore grasslands, forests, wetlands and riparian areas, control invasive species, promote biodiversity of plants and animals, maintain soil health, and improve research and monitoring around ecological health. •Use best management practices for recreation/visitor use, maintain and improve trails and visitor infrastructure, support enjoyable recreation opportunities on OSMP lands, assess appropriateness of potential passive recreation activities, protect scenic resources, and address visitation levels and growth where appropriate. •In the focus area of Financial Sustainability, continue to invest in asset management to understand total cost of system management and take care of what we have. The 2022 budget will be the second that fully incorporates the extension of the 0.15 percent sales tax increment that passed through a ballot measure in November 2019. City of Boulder 2022 Approved BudgetPage 136 Open Space & Mountain Parks Budget Department Mission 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 sustain the natural values of the land for current and future generations. Department Overview Office of the Director 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. Central Services 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, trail heads and other access points; office buildings and other structures across the open space system; and the department’s equipment and vehicle assets. 2021 Accomplishments • Throughout COVID-19 response and recovery the OSMP system remained open, ensuring access to passive recreation opportunities to promote physical and mental health and connection with nature during challenging times. The department focused on enhanced regional and interdepartmental collaboration, partnerships, and a volunteer ambassador program to ensure consistency with other land management agencies and to support users of the open space system. Performance Measure: In 2021, 17% of the department’s CIP budget went toward projects identified under the Agriculture Today and Tomorrow Master Plan focus area. The department met their goal to allocate 15-30% of the annual CIP budget to Agriculture Today and Tomorrow projects. City of Boulder 2022 Approved BudgetPage 137 Open Space & Mountain Parks Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Open Space & Mountain Parks -$-1,301,000$ 4.00 Restoration of City Services Restore COVID-19 Personnel and Operating Budget - - 1,301,000 - New/Enhanced Services - - - 3 . 0 0 Convert Prairie Dog, Soil Health, Wildlife Ecology Positions From Fixed-Term to Standard Positions Convert GIS & Human Dimension Positions From Fixed-Term to Standard Positions - - - 1.00 2021 Accomplishments, Continued •Preserved and restored natural resources. OSMP continued to implement top natural resource priorities of Grassland, Forestry, and Trail Study Area plans through integrated site planning and design review teams; investments in ecological funded research topics; and monitoring of important species. Specific projects included mule deer research, removal of invasive plants, and forest thinning operations. •Preserved and enhanced agricultural resources. OSMP continued to implement top priorities of the Agricultural Management Plan, including work with tenants and lessees to accomplish goals; preparing properties for agricultural tenancy; and maintaining and improving agricultural infrastructure. A pilot project around soil health continued in 2021. •Worked to reduce the trail maintenance backlog. Through partnership with youth corps, conservation corps, contracted crews, in-house crews, and volunteers, completed trail maintenance across the OSMP system. •Focused on continuous improvement within the OSMP department. OSMP continued to assess and develop best practices related to OSMP’s scientific approach, data stewardship, planning and design, work plan, and budget management. During pandemic response, the department stewarded the Open Space Fund and focused on phasing and rescaling projects to still accomplish system maintenance across functions and services. Performance Measure: In 2021, 19% of the department’s CIP budget went toward projects identified under the Responsible Recreation, Stewardship and Enjoyment Master Plan focus area. The department continues to work toward their goal of allocating 20-35% of the annual CIP budget to Responsible Recreation, Stewardship and Enjoyment projects. City of Boulder 2022 Approved BudgetPage 138 Open Space & Mountain Parks Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Director's Team 6.00 1,128,409$ 6.00 1,168,848$ 5.00 1,070,966$ (1.00) (97,882)$ 2.00 204,633 2.00 209,008 2.00 259,262 - 50,254 2.00 268,946 2.00 328,353 2.00 384,523 - 56,170 Subtotal 10.00 1,601,989 10.00 1,706,209$ 9.00 1,714,752$ (1.00)8,543$ 8.00 1,221,522$ 9.00 1,326,270$ 8.25 1,473,415$ (0.75) 147,145$ Real Estate Services 4.00 412,050 4.00 424,947 4.00 486,930 - 61,983 Resource Information Services 7.75 1,314,907 7.75 1,474,180 8.75 1,749,074 1.00 274,894 Subtotal 19.75 2,948,479 20.75 3,225,397$ 21.00 3,709,420$ 0.25 484,023$ Education 6.00 660,970$ 5.00 699,216$ 5.00 628,321$ - (70,895)$ Volunteer Service Learning & Partnerships 3.00 468,460 3.00 526,362 3.00 601,198 - 74,836 Junior Rangers 1.00 111,564 1.00 413,850 1.00 506,017 - 92,167 Outreach 2.00 381,559 2.00 409,963 2.00 556,550 - 146,587 Planning Services 5.50 629,199 5.50 704,015 5.50 753,478 - 49,463 Ranger Services 19.05 2,331,668 19.00 2,152,612 19.00 2,326,478 - 173,866 Subtotal 36.55 4,583,419$ 35.50 4,906,018$ 35.50 5,372,041$ - 466,023$ Agricultural Management 5.00 591,607$ 6.00 691,132$ 6.00 735,559$ - 44,427$ Cultural Resources Program 2.00 269,449 2.00 225,868 2.00 256,428 - 30,560 Ecological Services from General Fund 2.00 241,691 - - - - - - Ecological Stewardship 4.05 762,485 4.10 686,138 4.10 721,473 - 35,335 3.50 368,247 3.50 593,525 4.00 664,580 0.50 71,055 Recreation and Cultural Stewardship/Rec Ecology 3.00 364,019 4.00 410,720 4.00 468,946 - 58,226 Human Dimensions 3.00 432,011 3.00 410,223 4.00 471,343 1.00 61,120 2.00 310,065 2.00 334,464 2.00 387,947 - 53,483 Vegetation Management 4.00 506,154 4.00 640,425 4.00 649,786 - 9,361 Water Resource Administration 2.00 560,357 2.00 527,176 2.00 617,847 - 90,671 3.00 435,342 4.00 569,308 4.00 626,372 - 57,064 Subtotal 33.55 4,841,427$ 34.60 5,088,979$ 36.10 5,600,280$ 1.50 511,301$ Equipment and Vehicles 1.00 959,902$ 1.00 1,044,047$ 1.00 1,072,489$ - 28,442$ Facility Management 4.75 1,033,916 5.75 1,144,245 6.00 1,209,224 0.25 64,979 Signs Graphics Display 2.00 366,450 2.00 297,387 2.00 343,172 - 45,785 Trails Stewardship 14.75 1,823,420 13.75 1,981,009 13.75 2,111,706 - 130,697 3.00 676,022 3.00 586,870 3.00 701,273 - 114,403 Subtotal 25.50 4,859,711 25.50 5,053,558$ 25.75 5,437,864$ 0.25 384,306$ Capital Improvement Program - 11,479,857$ - 4,466,705$ - 5,371,000$ - 904,295$ Cost Allocation - 2,121,454 - 2,121,454 - 2,051,446 - (70,008) Debt Service - 1,806,476 - 1,737,880 - 1,733,780 - (4,100) Subtotal - 15,407,787$ - 8,326,039$ - 9,156,226$ - 830,187$ Total 125.35 34,242,811$ 126.35 28,306,200$ 127.35 30,990,584$ 1.00 2,684,384$ Personnel 14,350,479$ 15,091,490$ 16,496,786$ 1,405,296$ Operating 3,361,550 3,615,696 3,964,166 348,470 Interdepartmental Charges 1,122,995 1,272,975 1,373,405 100,430 Capital 11,479,857 4,466,705 5,371,000 904,295 Cost Allocation 2,121,454 2,121,454 2,051,446 (70,008) Debt Service 1,806,476 1,737,880 1,733,780 (4,100) Total 34,242,811$ 28,306,200$ 30,990,584$ 2,684,384$ General 2.00 241,691$ - -$ - -$ - -$ Lottery - 722,995 - 428,000 - 428,000 - - Open Space 123.35 33,278,125 126.35 27,878,200 127.35 30,562,584 1.00 2,684,384 Total 125.35 34,242,811$ 126.35 28,306,200$ 127.35 30,990,584$ 1.00 2,684,384$ Resources and Stewardship Forest Ecology Restoration Plant Ecology Wildlife Ecology Trails and Facilities Trailhead Maintenance Capital Improvement Program, Cost Allocations, and Debt Service EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Community and Partnerships 2020 Actual 2021 Approved Budget Variance 2021 to 2022 STAFFING AND EXPENDITURE BY PROGRAM Office of the Director Community Relations Office Science Office Central Services Business Services 2022 Approved Budget City of Boulder 2022 Approved BudgetPage 139 Open Space & Mountain Parks Budget 2022 Approved Budget $28,289,668 Department Divisions •Operations •Planning & Ecological Services •Business Services •Community Building & Partnerships 2022 Key Initiatives •City Council acceptance of the BPR Master Plan Update and begin implementation. •Continue to restore services impacted by COVID-19 by providing community recreation programming that is youth and senior friendly, innovative, and financially feasible. •Launch construction at the Flatirons Golf Course to modernize and restore golf course facilities destroyed in the 2013 flood. •Complete design and construction of the East Boulder Community Center leisure pool redesign that will include multi-uses for warm water classes and instruction, a kids’ play structure and an outdoor splash pad. •In association with the indoor pool project at East Boulder Community Center, the East Boulder Community Park playground will be renovated. 134.00 FTE Parks & Recreation Budget City of Boulder 2022 Approved BudgetPage 140 Parks & Recreation Budget Department Mission The Parks and Recreation Department promotes the health and well-being of the entire Boulder community by collaboratively providing high-quality parks, facilities, and programs. This 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 Overview Operations The Operations team performs the day-to-day management of facilities and public spaces. This includes maintenance for nearly 1,800 acres of urban parkland, facility operations of recreation centers, outdoor pools, reservoir, and golf course, and programming in aquatics, arts, sports, therapeutic recreation, wellness, camps, and youth outreach. Planning & Ecological Services The Planning and Ecological Services team manages capital project planning, design and construction, urban forestry and natural lands, asset management and park renovation projects, and community engagement related to planning efforts. Business Services The Business Services team functions include finance, marketing, communications, information technology, staff training and development, business planning and process improvement. Community Building & Partnerships 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. 2021 Accomplishments •Completed significant portions of the BPR Master Plan update with multiple opportunities for public engagement from the Boulder Community. •Continuously adapted and restored recreation services over the course of the COVID-19 pandemic with a focus on safety, equity and financial sustainability. •Completed the first full summer of operations at the Visitor Service Center at the Boulder Reservoir and Scott Carpenter Pool with grand opening celebrations for each location. These projects were built through the funding provided by the Community Culture and Safety Tax, Capital Improvement Funds, Permanent Parks and Recreation Funds, .25 Cent Sales Tax Fund and the General Fund along with grants and private donations. Performance Measure: To ensure access for all and address Health Equity, BPR’s Recquity Program provided 22,200 visits to the Recreation Centers at no cost in 2021: a 39% increase over 2020 that accounts for 14.3% of all visitations to the Recreation Centers, up from 12% in 2020. City of Boulder 2022 Approved BudgetPage 141 Parks & Recreation Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Parks & Recreation 705,527$ - 2,071,945$ 8.25 Restoration of City Services Rebuild Revenue Generating Programs for Recreation Activity Fund 62,527 - 534,954 3.25 Restore Urban Parks Funding - - 360,535 1.00 Restore Citywide Forestry Services 18,500 - 176,427 1.00 Restore .25 Sales Tax Maintenance Program and Operating Budget - - 326,284 1.00 Restore Community Events and Reactivate Public Spaces - - 101,225 - Restore Recreation Staffing and Service Levels: EXPAND/Inclusion - - 114,992 1.00 Restore Recreation Sustainability - One-Time Increase to General Fund Subsidy 600,000 - - - New/Enhanced Services Improve Working Conditions for Construction and Natural Lands 18,100 - 4,000 - Improve Maintenance Sustainability - - 253,529 1.00 Stabilize the Non-Standard Workforce - - 200,000 - Add WiFi to P&R Construction Team Office 6,400 - - - 2021 Accomplishments, Continued •Arts in the Park debuted in 2021 to support the reactivation of the city’s vibrant local arts and culture organizations and public spaces. Over 15,000 community members gathered at the historic Glen Huntington Bandshell in Boulder’s Civic Area to reconnect with each other and to celebrate the arts through the 110+ performances from local organizations. •Completed a Recreation Facility Needs Assessment to determine potential enhancements for each of our three recreation centers to ensure they meet the current and future health and wellness needs of the community. •Completed a major renovation of the Chautauqua Park playground, which includes a large climbing boulder, renovated play facilities and accessible play areas. •Completed skate park features at Howard Heuston Park, Scott Carpenter Park and Valmont City Park to provide the first additional skate features in Boulder since the 1990’s. •Completed design at the Flatirons Golf Course to modernize and restore golf course facilities destroyed in the 2013 flood. •Maintained 100%-free financial aid to make sure everyone in the Boulder community has access to healthy recreation opportunities, funded by Boulder’s Health Equity Fund. Arts in the Park debuted in 2021 to support the reactivation of the city’s vibrant local arts and culture organizations and public spaces. Over 15,000 community members gathered at the historic Glen Huntington Bandshell in Boulder’s Civic Area to reconnect with each other and the arts through the 110+ performances and activations from local organizations. City of Boulder 2022 Approved BudgetPage 142 Department Detail Parks & Recreation Budget FTE Amount FTE Amount FTE Amount FTE Amount Business Services Department Administration 2.00 278,311$ 2.00 329,829$ 2.00 334,001$ - 4,172$ Business Services 11.50 1,905,411 11.50 1,379,934 11.50 1,482,778 - 102,845$ Approved .25ST Transfer to RAF - 250,000 - - - - - - Subtotal 13.50 2,433,722$ 13.50 1,709,763$ 13.50 1,816,779$ - 107,016$ Operations 2.50 639,096$ 3.50 1,194,629$ 2.50 1,338,596$ (1.00) 143,967$ Recreation Centers 12.50 1,735,452 12.50 2,570,317 13.50 2,631,310 1.00 60,993$ Recreation Programs 5.00 821,354 5.00 1,197,727 6.00 1,342,887 1.00 145,160$ Aquatics 3.00 872,235 6.75 1,447,937 7.75 1,697,756 1.00 249,820$ Golf 6.00 1,198,209 6.00 1,209,195 6.00 1,396,842 - 187,647$ Reservoir 4.75 719,582 4.75 1,088,347 5.00 1,233,042 0.25 144,695$ Sports 1.00 242,333 1.00 313,526 2.00 383,430 1.00 69,903$ Urban Parks 38.00 4,836,012 38.00 4,849,952 41.00 5,738,287 3.00 888,335$ 3.00 278,289 3.00 345,209 3.00 385,569 - 40,359$ Subtotal 75.75 11,342,563$ 80.50 14,216,839$ 86.75 16,147,718$ 6.25 1,930,879$ Community Building & Partnership Special Events 1.00 146,337$ 1.00 207,342$ 1.00 312,612$ - 105,270$ Community Partnerships & Volunteerism 2.50 373,185 2.50 340,889 2.50 373,103 - 32,214 Access and Inclusion 5.25 558,138 5.25 604,244 6.25 744,452 1.00 140,208 Subtotal 8.75 1,077,660$ 8.75 1,152,475$ 9.75 1,430,167$ 1.00 277,692$ Planning & Ecological Services Planning & Project Management 7.75 779,339$ 7.75 826,081$ 7.75 875,325$ - 49,244$ Construction & Maintenance Management 5.00 539,312 5.00 517,425 5.00 628,995 - 111,570$ Forestry 6.00 1,940,572 6.00 1,032,224 7.00 1,297,369 1.00 265,144$ Natural Lands 4.25 401,474 4.25 437,983 4.25 496,135 - 58,153$ Subtotal 23.00 3,660,697$ 23.00 2,813,713$ 24.00 3,297,824$ 1.00 484,111$ Capital Improvement Program - 10,150,358$ - 8,540,000$ - 4,528,000$ - (4,012,000)$ Capital Refurbishment Program - 73,827 - 350,000 - 400,000 - 50,000$ Cost Allocation - 692,017 - 692,017 - 669,180 - (22,837)$ Subtotal - 10,916,202$ - 9,582,017$ - 5,597,180$ - (3,984,837)$ Total 121.00 29,430,844$ 125.75 29,474,806$ 134.00 28,289,668$ 8.25 (1,185,139)$ Personnel 12,319,471$ 13,275,661$ 15,332,123$ 2,056,462$ Operating 6,268,997 6,967,128 7,760,364 793,236$ Interdepartmental Transfers & Charges 692,017 692,017 669,180 (22,837)$ Capital 10,150,358 8,540,000 4,528,000 (4,012,000)$ Total 29,430,844$ 29,474,806$ 28,289,668$ (1,185,139)$ General 37.50 4,972,526$ 37.50 4,057,219$ 40.50 4,990,874$ 3.00 933,655$ Lottery - 399,978 - 428,000 - 428,000 - -$ .25 Cent Sales Tax 33.25 12,464,406 33.25 7,961,905 34.25 9,286,954 1.00 1,325,049$ Recreation Activity 40.00 6,786,400 44.75 9,625,921 49.00 10,768,314 4.25 1,142,393$ Permanent Park and Recreation 10.25 2,637,767 10.25 6,401,761 10.25 2,715,526 - (3,686,235)$ Capital Development Fund - 2,169,767 - 1,000,000 - 100,000 - (900,000)$ Total 121.00 29,430,844$ 125.75 29,474,806$ 134.00 28,289,668$ 8.25 (1,185,139)$ STAFFING AND EXPENDITURE BY PROGRAM Recreation Administration Valmont City Park Capital Improvement Program, Interdepartmental Charges, and Debt Service EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 The newly enhanced Scott Carpenter Pool and Boulder Reservoir Visitors Center welcomed over 500,000 visits during the 2021 peak season. The pool averaged 23,000 visits per month, a 193% increase over 2018-the last full season of operations prior to the enhancement. City of Boulder 2022 Approved BudgetPage 143 92.36 FTE Department Funding General Fund 6% Planning & Development Services Fund 93% Eviction Prevention and Rental Assistance Services Fund 1% Planning & Development Services Budget 2022 Approved Budget $14,203,911 Department Divisions •Comprehensive Planning •Development Review •Administrative Services •Building Services •Engineering Review and Inspection •Information Resources 2022 Key Initiatives •Complete a comprehensive current & future state assessment of the EnerGov software and implement improvements to optimize and simplify the system and move applications for building permits and land use applications to the online Customer Self-Service (CSS) portal. •Create and implement a new “Process Coordinator” role to act as a single point of contact for P&DS processes. •Digitize Paper Records Archive – P&DS is undertaking a project to purge, digitize, and index the records into the city’s record management system, Laserfiche, for easy access. •Planned Unit Development Simplification: Planned Unit Development (PUD) zoning was used in Boulder since 1962 to enable highly customized land use regulation. Modernizing PUD processes and documentation will create predictability and clarity for landowners, applicants and staff. This project takes two forms: •Accurately mapping and documenting existing PUD’s throughout the city •Eliminating, rezoning and/or simplifying obsolete PUD’s for over 8000 properties. City of Boulder 2022 Approved BudgetPage 144 Planning & Development Services Budget Department Mission The Planning and Development Services Department collaborates with our community to define and implement an inclusive vision for the city’s future while consistently administering codes and policies to ensure the health, safety and well-being of the community. Department Overview Comprehensive Planning 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. Development Review 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. Administrative Services Administrative Services administers 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. Building Services 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. The Code Compliance team in Building Services is responsible for enforcing city regulations involving land use, building code, and residential rental property maintenance. Engineering Review and Inspection Engineering Review is responsible for the 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, including 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. Information Resources Information Resources provides support for 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), analysis services, in addition to records and research. City of Boulder 2022 Approved BudgetPage 145 Planning & Development Services Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Planning & Development Services -$ - 1,359,348$ 11.75 Restoration of City Services Restore Comprehensive Planning Manager - - 167,046 1.00 Restore Customer Service and Intake Team - - 263,369 3.00 Restore Deputy Director - - 190,757 1.00 Restore Civil Engineer II and Planner II positions for Development Review Support - - 259,325 2.00 Restore Software Support Staffing - - 55,260 0.50 New/Enhanced Services Convert Energy Code Coordinator from Fixed-Term to Standard Position - - 79,231 0.75 Convert Land Use Code Update Position from Fixed-Term to Standard Position - - 94,313 1.00 Eviction Prevention and Rental Assistance Services (EPRAS) Administrative Assistant - - 76,050 1.00 P&DS Records Coordinator - - 147,566 1.00 Project Coordinator - - 91,842 1.00 Transfer of Engagement Specialist - Planning & Development Services to Communication & Engagment - - (65,410)(0.50) 2021 Accomplishments •Completed the mid-term update to the Boulder Valley Comprehensive Plan. This plan provides a general statement of the community’s desires for future development and preservation of the Boulder Valley and is used by the city to guide long-range planning and review of development proposals. •In 2021, P&DS implemented a new framework to complete multiple staff-led, process improvement projects, using a methodology that is aligned with P&DS’s cultural anchor of Operational Excellence, which strives to deliver streamlined, efficient and predictable services to customers. The process improvement projects helped to: •Create helpful, easy to access, user-friendly resources •Ensure consistent and accurate messaging to customers •Create a framework for resolving conflicting review comments •Define staff roles and responsibilities •Improve EnerGov system oversight by establishing an Advisory Committee •Enable additional viewing options and functionality in the Customer Self Service portal to provide customers easier access to case information and help them reach the appropriate staff quickly. •Make P&DS’s department’s website more intuitive. •One of the staff-led teams focused on Workplace Transformation, a project designed to create a hybrid workplace that is adaptive and flexible, operationally excellent, meets stakeholder needs, fosters connection, and strengthens a sense of belonging. The team also worked to understand the needs and preferences of P&DS workgroups and external customers with a goal of returning to in-person work better than before. •Completed a 60% recommendation for the East Boulder Subcommunity Plan with a final draft expected before the end of 2021. This plan describes a future vision for East Boulder that is based on community goals and values and will inform decisions in the area for decades. •Completed community discussions and the negotiation with CU of an annexation agreement as outlined by City Council in 2018 to bring forward for City Council’s consideration in Fall of 2021. Performance Measure: In 2021, Planning and Development Services anticipates meeting 91% of service delivery standards for building permits requiring full review. City of Boulder 2022 Approved BudgetPage 146 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Planning & Development Services 27.12 2,226,948$ 18.50 2,072,001$ 24.46 2,952,003$ 5.96 880,001$ Building Services 15.39 1,581,615 14.73 1,706,270 15.39 1,842,452 0.66 136,181 Code Enforcement 7.00 579,857 7.00 624,311 7.00 662,790 - 38,480 Engineering Review 16.36 1,702,798 13.02 1,545,288 14.36 1,803,587 1.34 258,298 Comprehensive Planning 11.15 1,372,038 8.65 1,134,064 8.15 1,205,837 (0.50) 71,773 Development Review 17.00 1,764,441 13.00 1,635,209 15.00 1,917,592 2.00 282,383 Information Resources 17.50 2,336,775 13.50 2,058,799 8.00 1,636,655 (5.50) (422,144) Subtotal 111.52 11,564,472$ 88.40 10,775,943$ 92.36 12,020,916$ 3.96 1,244,973$ Cost Allocation and Transfers Cost Allocation and Transfers - 2,257,491$ - 2,257,491$ - 2,182,995$ - (74,496)$ Subtotal - 2,257,491$ - 2,257,491$ - 2,182,995$ - (74,496)$ Total 111.52 13,821,963 88.40 13,033,434 92.36 14,203,911 3.96 1,170,477 Personnel 9,864,272$ 8,974,102$ 10,207,078$ 1,232,976$ Operating 1,119,481 1,194,404 1,176,176 (18,228) Interdepartmental Charges 580,720 607,437 637,662 30,225 Other Financing 2,257,491 2,257,491 2,182,995 (74,496) Total 13,821,963$ 13,033,434$ 14,203,911$ 1,170,477$ General 11.15 922,437$ 8.05 791,088$ 8.05 846,514$ - 55,426$ Planning & Development Services 100.37 12,899,526 80.35 12,242,346 83.31 13,277,347 2.96 1,035,001$ EPRAS - - - - 1.00 80,050 1.00 80,050$ Total 111.52 13,821,963$ 88.40 13,033,434$ 92.36 14,203,911$ 3.96 1,170,477$ EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Division Management, Support & Customer Service STAFFING AND EXPENDITURE BY PROGRAM 2020 Actual 2021 Approved Budget Variance 2021 to 2022 2022 Approved Budget Planning & Development Services Budget Performance Measure: In 2021, an estimated 3150 building permits were issued, an increase of 17% from 2020 and 30% from 2019. City of Boulder 2022 Approved BudgetPage 147 288.90 FTE Department Funding General Fund > 99% Governmental Capital Fund (tied to General Fund) < 1% Police Budget 2022 Approved Budget $40,406,484 Department Divisions •Administration •Operations •Support & Staff Services 2022 Key Initiatives •Continue the Master Plan and Police Reform processes. •Continue the process of accreditation with the Commission on Accreditation for Law Enforcement Agencies (CALEA) which focuses on policies, procedures and practices that provide greater accountability, risk mitigation and an in-depth review of department operations. •Incorporate the Crisis Intervention Response Team into daily patrol operations to provide better response to those in our community experiencing behavioral health problems. Update the policies associated with behavioral health crisis response. •Continue the implementation of a new Records Management System (RMS). •Continue to be a partner in the multi-departmental pilot effort to address homelessness and encampment issues and complete the hiring and training of officers for this dedicated police unit. City of Boulder 2022 Approved BudgetPage 148 Police Budget Department Mission 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. Department Overview Administration Administration includes the police chief and support staff. This workgroup 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. Operations The Operations Division is responsible for the enforcement and investigative functions of the department. It consists of four primary sections, each of which consists of specific work units. The four Sections are: Traffic and Administration; Watch I (Dayshift Patrol); Watch II & III (Afternoon and Evening Patrol); and Investigations (Detectives). This division provides all the uniformed patrol officers who patrol the city and respond to calls for service, Hill and Mall officers, and detectives who investigate crimes. The Community Services Unit, School Resource Officers, Animal Protection Unit, Homeless Outreach Team, and Code Enforcement Unit also work out of this division. Support & Staff Services The Support and Staff Services division provides all support to Operations, maintains the internal operations of the department, and provides non-enforcement services to the public. This division consists of five primary Sections: Business and Facility Services; Property and Evidence; Records Services; Communications (Dispatch); and Training and Personnel. 2021 Accomplishments • Revised the use of force policy to incorporate national best practices and conform with changes in state law. Trained all officers on the new use of force policy and the Critical Decision-Making Model that governs the use of force. • Revised the Professional Standards/complaint policy and incorporated the Office of the Independent Police Monitor into the complaint investigation and review process. Implemented a Corrective Action and Disciplinary Matrix as part of the policy revision. • Successfully secured grant funding to create a more robust victim advocate program to meet the demand of increased victim services due to the King Soopers mass shooting. • Completed data portals including the external community dashboard and the internal crime analysis dashboard. • Incorporated the HHS Crisis Intervention Response Team into daily patrol operations to provide better response to those in our community experiencing behavioral health problems. Updated the policies associated with behavioral health crisis response. City of Boulder 2022 Approved BudgetPage 149 Police Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Police 30,000$ - 1,367,632$ 2.50 Restoration of City Services Restore Accident Report Specialist - - 96,404 1.00 Restore Property & Evidence Technician - - 80,000 1.00 Restore Greenwood Wildlife Rehab Center Contract - - 24,000 - Restore Process Server for Photo Enforcement Program - - 54,809 0.50 Restore Fleet Replacement Budget - - 866,397 - New/Enhanced Services Tactical Analytics and Leadership Information (TALI) Dashboard - - 4,400 - Axon OSP 7+ Package (Tasers, Body-Worn and In-Car Cameras, Data Storage)-Contractual Increase - - 241,622 - Executive Leadership Training to Address Professional Police Reform 30,000 - - - Performance Measure: Boulder Police responded within the department goal of six minutes on 46 percent of all priority 1 incidents, January through October 2021, resulting in a median response time of six minutes and nineteen seconds. Priority 1 calls are in-progress incidents involving a threat of violence, life safety, or property damage that require immediate response from the closest available units. City of Boulder 2022 Approved BudgetPage 150 Department Detail Police Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 6.00 1,434,917$ 7.85 1,451,042$ 8.65 1,673,321$ 0.80 222,279$ Subtotal 6.00 1,434,917$ 7.85 1,451,042$ 8.65 1,673,321$ 0.80 222,279$ Operations Animal Protection 7.00 558,294$ 5.00 504,307$ 5.00 601,067$ - 96,760$ Code Enforcement 6.00 465,186 6.00 445,295 6.00 476,587 - 31,292 Community Services Programs 10.00 1,280,455 5.00 846,842 5.00 741,257 - (105,584) Crime Analysis 2.00 183,117 1.00 113,245 1.00 137,989 - 24,745 Criminalist 3.00 144,354 2.00 213,070 2.00 238,806 - 25,736 Detectives 31.00 3,964,262 31.00 4,249,327 31.00 4,635,190 - 385,863 Mall Unit/Homeless Outreach Team 9.00 1,369,433 9.00 1,194,747 15.00 1,846,088 6.00 651,341 Narcotics 4.00 571,796 4.00 596,940 4.00 599,712 - 2,772 Off Duty Reim - 477,261 - - - -- - Operations Command 5.00 819,387 5.00 898,935 5.00 941,775 - 42,840 Patrol Watches I, II, III, NIT 104.00 12,347,424 105.00 12,166,819 105.00 12,420,146 - 253,328 Photo Enforcement 6.00 1,137,198 5.50 1,389,330 6.00 1,489,878 0.50 100,548 Traffic Enforcement 19.00 2,144,277 18.00 2,246,116 18.00 2,393,540 - 147,424 Subtotal 206.00 25,462,444$ 196.50 24,864,973$ 203.00 26,522,036$ 6.50 1,657,064$ Support and Staff Services Business Services & Grants 3.00 832,686$ 3.00 738,925$ 3.00 714,815$ - (24,109)$ Facilities 5.50 755,409 5.50 759,018 5.50 791,929 - 32,911 Fleet - 1,418,364 - 508,901 - 1,432,607 - 923,706 Personnel 2.00 374,447 2.00 365,056 2.00 451,350 - 86,293 Police & Fire Communications Center 33.00 3,170,580 32.00 3,212,948 32.00 3,298,527 - 85,580 Property & Evidence 5.00 557,619 4.00 446,086 5.00 548,076 1.00 101,990 Records 21.00 1,226,437 18.00 1,338,320 18.00 1,469,275 - 130,955 Technology 2.00 1,153,762 2.00 1,541,202 2.00 1,823,376 - 282,174 Training 4.00 1,012,584 8.00 1,392,813 8.00 1,412,365 - 19,552 Victim Services 1.75 176,042 1.75 187,568 1.75 204,805 - 17,237 Subtotal 77.25 10,677,930$ 76.25 10,490,837$ 77.25 12,147,126$ 1.00 1,656,290$ Capital Improvement Program Capital Improvement Program - 19,985$ - 80,000$ - 64,000$ - (16,000)$ Subtotal - 19,985$ - 80,000$ - 64,000$ - (16,000)$ Total 289.25 37,595,276$ 280.60 36,886,852$ 288.90 40,406,484$ 8.30 3,519,632$ Personnel 31,874,361$ 31,710,880$ 34,085,141$ 2,374,261$ Operating 3,409,645 3,474,575 3,620,775 146,200 Interdepartmental Charges 2,160,083 1,621,397 2,636,568 1,015,171 Capital 151,187 80,000 64,000 (16,000) Total 37,595,276$ 36,886,852$ 40,406,484$ 3,519,632$ General 289.25 37,575,291$ 280.60 36,806,852$ 288.90 40,342,484$ 8.30 3,535,632$ Governmental Capital - 19,985 - 80,000 - 64,000 - (16,000)$ Total 289.25 37,595,276$ 280.60 36,886,852$ 288.90 40,406,484$ 8.30 3,519,632$ EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 STAFFING AND EXPENDITURE BY PROGRAM City of Boulder 2022 Approved BudgetPage 151 2022 Approved Budget $42,308,410 Department Divisions •Transportation Operations •Transportation Maintenance •Transportation Planning •Capital Project Management •Airport Management 2022 Key Initiatives •Maintain Core Services. •Enhance Maintenance. •Focus on Vision Zero. •Collaborate with other city departments on the Design & Construction Standards (DCS). •Begin Transportation Master Plan update. •Federal/State infrastructure related funding. 81.52 FTE Transportation & Mobility Budget City of Boulder 2022 Approved BudgetPage 152 Transportation & Mobility Budget Department Mission The Transportation & Mobility Department is dedicated to travel safety in and around Boulder as well as maintaining existing infrastructure. These are the top priority for our department. Improving the quality of life in Boulder by planning, maintaining, and managing public investments. Department Overview 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 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 and traffic signals. Capital Project Management Capital Project Management is responsible for managing the implementation of the transportation Capital Improvement Program (CIP) projects. This includes the planning, design, permitting, construction, and public outreach of Transportation-related CIP projects. In addition, the group manages major capital maintenance improvements to the roadway, bridges, bikeways, and pedestrian system. 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 Management 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. Public Works Business Services Division The Public Works Business Services Division is shared by the Transportation and Mobility and Utilities departments and provides core services and systems to support operational excellence in each department, leveraging efficiency and consistency across functions including Financial Processing, Payroll, Administrative Support, Volunteer Programming, GIS and Information Services, and Project Management Support. 2021 Accomplishments • Airport runway reconstruction completion ($6M) and aircraft charging station completely paid for by Federal funds. • Received $2M in grant funds for electrification of 4 HOP buses. • Vision Zero Implementation-20 is plenty initiative completed. • Railroad Quiet Zones project completion. City of Boulder 2022 Approved BudgetPage 153 Transportation & Mobility Budget Transportation & Mobility Budget Through the Vision Zero Innovation Program, Transportation & Mobility staff plans to implement nearly 100 low cost, quick-build treatments throughout the city by the end of 2021 with the with the goals of improving pedestrian and bicyclist crossing comfort at intersections and reducing motor vehicle speeds in neighborhoods. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Transportation & Mobility 50,000$ - 1,439,000$ 1.00 Restoration of City Services Restore Transportation Operating Budget to Accomplish Master Plan Goals - - 244,000 - Restore HOP Service - - 353,000 - Restore Fleet Replacement and Design Construction Standards Citywide Intitiative Funding - - 152,000 - Restore Staff Training/Certification and Funding for Removal of Emerald Ash Borer Affected Trees - - 215,000 - New/Enhanced Services Core Service Program Improvements - Snow Removal and Material Storage 50,000 - 200,000 - Convert Transportation GIS Analyst from Fixed-Term to Standard - - 75,000 1.00 Transportation Operations - Signals Maintenance & Upgrades - - 200,000 - Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Transportation Division Support & Customer Service 6.66 1,679,911$ 6.66 1,764,660$ 9.16 2,570,675$ 2.50 806,015$ Airport Maintenance and Operations 1.00 409,909 1.00 326,756 1.00 347,609 - 20,853 Transportation Planning 6.00 5,651,379 6.00 4,951,017 6.00 5,526,025 - 575,009 Transportation Operations 16.75 4,412,628 16.75 4,393,907 16.75 4,919,388 - 525,481 Project Management 15.83 1,777,798 15.83 2,452,286 15.83 2,668,064 - 215,778 Transportation Maintenance 21.97 3,251,666 21.97 3,740,486 21.97 4,061,757 - 321,271 Chautauqua Access Management Program - 116,994 - 198,248 - 207,535 - 9,287 Capital Improvement Program 9.81 22,843,041 9.81 11,252,469 10.81 19,847,797 1.00 8,595,328 Cost Allocation/Transfers - 2,273,046 - 2,445,269 - 2,159,560 - (285,709) Total 78.02 42,416,372$ 78.02 31,525,098$ 81.52 42,308,410$ 3.50 10,783,312$ Personnel 6,814,863$ 6,636,246$ 7,691,456$ 1,055,210$ Operating 9,923,614 8,667,455 10,319,067 1,651,612 Interdepartmental Charges 1,098,432 1,935,554 2,124,930 189,376 Capital 22,306,417 11,904,147 20,013,397 8,109,250 Other Financing 2,273,046 2,381,696 2,159,560 (222,136) Total 42,416,372$ 31,525,098$ 42,308,410$ 10,783,312$ General 1.50 516,980$ 1.50 471,538$ 1.50 526,250$ - 54,712$ Airport 1.15 5,918,919 1.15 371,990 1.15 391,350 - 19,360 Transportation 75.37 34,835,888 75.37 29,268,767 78.87 35,378,067 3.50 6,109,300 Transportation Development - 1,130,857 - 893,339 - 5,593,289 - 4,699,950 - 11,829 - 19,464 - 19,454 - (10) Boulder Junction Improvement - 1,899 - 500,000 - 400,000 - (100,000) Total 78.02 42,416,372$ 78.02 31,525,098$ 81.52 42,308,410$ 3.50 10,783,312$ STAFFING AND EXPENDITURE BY FUND Transit Pass General Improvement District Actual Budget Budget 2021 to 2022 STAFFING AND EXPENDITURE BY PROGRAM 2020 2021 Approved 2022 Approved Variance EXPENDITURE BY CATEGORY City of Boulder 2022 Approved BudgetPage 154 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 155 178.57 FTE Utilities Budget 2022 Approved Budget $175,037,566 Department Divisions •Planning & Project Management •Distribution and Collection System Maintenance •Water Resources and Hydroelectric •Water Treatment •Wastewater Treatment •Water Quality Environmental Services 2022 Key Initiatives •Water projects in 2022 will focus on addressing aging infrastructure and increasing reliability, resilience, and level of service of water infrastructure. •The 63rd Water Treatment Plant repairs will focus on replacing major power supply and electrical components on the campus, improving their reliability and redundancy, and repairing and replacing the high service pump station. •The Betasso Water Treatment Facility project focuses on improving disinfection capacity and the lime and carbon dioxide chemical feeds systems used for corrosion control. The project will help meet anticipated regulations and provide needed system reliability improvements. •Key wastewater initiatives will focus on installing a new main wastewater pipeline from Valmont Road to the Water Resource Recovery Facility on 75th Street and rehabilitating the existing main wastewater pipeline. •The South Boulder Creek Flood Mitigation Project will continue with completion of the 30% design and initial permit applications through the Army Corps of Engineers and FEMA. •Phase 1 improvements in the Gregory Canyon Creek drainageway are planned from Arapahoe Ave. to Pennsylvania Ave. to provide capacity for a 10-year storm event; final design and property acquisition are planned for 2022 and construction in 2023. City of Boulder 2022 Approved BudgetPage 156 Utilities Budget Department Mission 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 Overview Planning & Project Management Planning and Project Management 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. Distribution & Collection System Maintenance Distribution and Collection System 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 new team will handle the Public Space Reclamation for all Utility corridors including Boulder Creek and adjacent properties. Water Resources & Hydroelectric Water Resources and Hydroelectric 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 is responsible for protection of environmental quality and public health through safe and efficient operation and maintenance of the Water Resource Recovery Facility (WRRF). The WRRF and associated operations are managed in accordance with federal and state regulations, including the Clean Water Act. Water Quality Environmental Services Water Quality Environmental Services 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. City of Boulder 2022 Approved BudgetPage 157 Utilities Budget 2021 Accomplishments •Treated Water System Transmission Study – Staff, working in conjunction with consultants, completed a comprehensive two-year-long evaluation of the city’s treated water transmission system, which is comprised of large-diameter water pipes. The study provided a prioritized plan of projects to address aging infrastructure, hydraulic bottlenecks, and improvements to enhance operational reliability, flexibility, and system resiliency. •Source Water AIM Project – Staff has completed the Source Water Asset Inventory and Maintenance (AIM) Project which will be used as an ongoing tool along with the Master Plans, to prioritize rehabilitation and/or replacement projects for the source water system. The source water assets are presently valued at between $500M and $700M and are essential in maintaining the high integrity of Boulder’s water system. •Utility Bill Assistance – In response to economic hardships resulting from the COVID pandemic, the city ceased water service shutoffs in 2020 as a tangible way to partner with the community during these challenging, unprecedented times. The Utilities team reinstated bill collection protocols to address the growing list of delinquent accounts. For those who continue to experience economic hardships, support in the form of repayment plans, community partner assistance, and funding from the American Rescue Plan Act (ARPA) were implemented. •Drought Plan Update – Staff, working in conjunction with consultants, began updating the city’s drought plan based on recent water supply and demand projections. The update will provide the city the tools to recognize and respond to a drought that will affect the municipal water supply, including measures for reducing customer water use to achieve demand reduction goals at each drought stage and clarifying roles and responsibilities in implementing the drought plan. The drought plan update will be substantially complete in 2021 with any necessary code or rule changes being advanced in 2022. •South Boulder Creek Flood Mitigation Progress – The project team continued to advance the South Boulder Creek Flood Mitigation project, involving the design and construction of a regional detention facility upstream of US36 and on the CU South property. This is proposed and approved in the 2015 South Boulder Creek Flood Mitigation plan. The design must take into consideration the property owner interests and balance those with the flood mitigation needs in the city. The stakeholders include City of Boulder OSMP, Colorado Department of Transportation and University of Colorado-Boulder. Key actions this year included ongoing stakeholder involvement and development of an annexation agreement for the CU South property. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Utilities -$ - 976,910$ 10.00 New/Enhanced Services Convert Four Encampment Clean-Up Positions from Fixed-Term to Standard and Add Program Costs - - 325,572 4.00 Storm Contract Management Increase - - 30,000 - Stormwater, Floodway, and Greenway Restructure and Additional Personnel - - 355,512 3.00 Convert Utilities GIS Analysts from Fixed-Term to Standard Positions - - 265,825 3.00 Performance Measure: In 2021, the Utilities Department jetted 434,140 linear feet in the sewer system, an increase of 18% from 2020, continuing to further the department’s goal of jetting the entire system of 600,000 linear feet every 3-5 years. The department plans to achieve this goal in the next couple years. City of Boulder 2022 Approved BudgetPage 158 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Billing Services 6.00 1,208,994$ 6.00 1,044,171$ 6.00 1,070,637$ - 26,466$ Division Administration 14.15 2,263,592 15.79 2,514,360 19.17 3,000,319 3.38 485,959 Subtotal 20.15 3,472,587$ 21.79 3,558,530$ 25.17 4,070,956$ 3.38 512,425$ Planning and Project Management Planning and Project Management 8.00 1,540,563$ 6.20 2,153,915$ 6.20 2,221,269$ - 67,354$ Subtotal 8.00 1,540,563$ 6.20 2,153,915$ 6.20 2,221,269$ - 67,354$ Collection System Maintenance 13.35 1,351,303$ 13.05 1,644,352$ 13.05 1,713,206$ - 68,854$ Distribution System Maintenance 14.80 2,444,529 13.65 2,408,296 13.65 2,418,317 - 10,021 Flood Channel Maintenance 3.30 445,909 3.50 703,617 10.50 1,409,872 7.00 706,255 Meter Operations 6.00 1,088,704 6.25 1,055,339 6.25 1,066,551 - 11,212 Storm Sewer Maintenance 11.80 1,484,386 11.55 1,588,041 11.55 1,959,505 - 371,464 Subtotal 49.25 6,814,831$ 48.00 7,399,645$ 55.00 8,567,451$ 7.00 1,167,806$ Water Resources and Hydroelectric Hydroelectric Operations 3.00 577,198$ 3.00 544,847$ 3.00 563,238$ - 18,391$ Raw Water Facilities Operations 2.00 396,665 2.00 374,668 2.00 386,766 - 12,098 Water Resources Operations 5.00 1,932,151 5.00 2,134,545 5.00 2,231,046 - 96,500 Water Conservation - 130,063 0.50 330,409 0.50 345,240 - 14,831 Subtotal 10.00 3,036,077$ 10.50 3,384,469$ 10.50 3,526,289$ - 141,820$ Water Treatment Water Treatment Plants Operations 27.00 4,497,979$ 28.00 4,998,204$ 28.00 5,068,537$ - 70,332$ Subtotal 27.00 4,497,979$ 28.00 4,998,204$ 28.00 5,068,537$ - 70,332$ Wastewater Treatment Marshall Landfill Operations - 27,245$ - 45,000$ - 45,000$ - -$ 27.00 4,703,027 26.00 5,076,267 26.00 4,933,502 - (142,766) Subtotal 27.00 4,730,273$ 26.00 5,121,267$ 26.00 4,978,502$ - (142,766)$ - 484,172$ - 342,145$ - 342,145$ - -$ Industrial Pretreatment 3.12 373,851 3.25 400,950 3.25 416,168 - 15,218 Stormwater Permit Compliance 0.95 277,958 - 22,592 - 22,592 - - Stormwater Quality Operations 3.40 401,414 4.45 835,849 4.45 873,779 - 37,931 Wastewater Quality Operations 3.42 574,173 3.75 595,099 3.75 620,862 - 25,762 Water Conservation 0.63 3,887 - - - 393 - 393 Water Quality Operations 7.98 948,575 7.25 1,078,250 7.25 1,073,257 - (4,993) Subtotal 19.50 3,064,029$ 18.70 3,274,884$ 18.70 3,349,196$ - 74,311$ Capital Improvement Program 8.00 29,156,367$ 9.00 37,379,134$ 9.00 120,228,601$ - 82,849,467$ Cost Allocation/ Transfers - 4,164,969 - 4,416,620 - 3,942,975 - (473,645) Debt Service and Windy Gap - 13,941,699 - 14,414,962 - 19,083,791 - 4,668,829 Subtotal 8.00 47,263,035$ 9.00 56,210,716$ 9.00 143,255,367$ - 87,044,651$ Total 168.90 74,419,375$ 168.19 86,101,630$ 178.57 175,037,565$ 10.38 88,935,934$ Distribution and Collection System Maintenance 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 STAFFING AND EXPENDITURE BY PROGRAM Water Resource Recovery Facility (WRRF) Operations Water Quality Environmental Services Hazardous Materials Management Capital Improvement Program, Cost Allocation, Transfers and Capital Payments Utilities Budget City of Boulder 2022 Approved BudgetPage 159 Utilities Budget FTE Amount FTE Amount FTE Amount FTE Amount 2020 Actual 2021 Approved Budget 2022 Approved Budget Variance 2021 to 2022 Personnel 15,708,155$ 16,960,588$ 18,472,526$ 1,511,938$ Operating 16,215,003 12,582,443 11,772,195 (810,248) Interdepartmental Charges 2,195,319 2,127,866 2,168,911 41,045 Capital 23,079,968 36,950,275 120,025,167 83,074,892 Debt Service 13,055,961 13,063,838 18,655,791 5,591,953 Other Financing 4,164,969 4,416,620 3,942,975 (473,645) Total 74,419,375$ 86,101,630$ 175,037,565$ 88,935,934$ Lottery - -$ - 151,067$ - 151,100$ - 33$ Water Utility 80.80 37,635,725 81.98 38,800,169 82.76 81,115,463 0.78 42,315,294 Wastewater Utility 56.77 27,414,860 56.90 30,258,348 58.26 76,105,627 1.36 45,847,279 31.33 9,368,790 29.31 16,892,046 37.55 17,665,375 8.24 773,329 Total 168.9 $ 74,419,375 168.19 86,101,630$ 178.57 175,037,566$ 10.38 88,935,934$ Stormwater/Flood Management Utility EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Utilities Budget Department Detail, Continued The City of Boulder utilizes eight hydroelectric generators to generate energy and break pressure throughout the water system. Combined, the ‘hydros’ produce 40,000,000 kWh of electricity, enough to supply 4,600 homes per year. City of Boulder 2022 Approved BudgetPage 160 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 161 Capital Improvement Program Introduction ..............................................................................................................................165 Funding Summaries...................................................................................................................171 •Funding by Department .........................................................................................................172 •Funding by Project Type .........................................................................................................174 •Funding by Fund .......................................................................................................................176 Department Overviews ...........................................................................................................179 •Citywide .......................................................................................................................................181 •Community Vitality ..................................................................................................................183 •Facilities & Fleet .......................................................................................................................189 •Fire-Rescue ................................................................................................................................197 •Innovation & Technology .......................................................................................................201 •Library & Arts ............................................................................................................................205 •Open Space & Mountain Parks...........................................................................................209 •Parks & Recreation ..................................................................................................................219 •Police ...........................................................................................................................................225 •Transportation ...........................................................................................................................227 •Utilities & Greenways .............................................................................................................233 CEAP (Community & Environmental Assessment Process) ............................................247 City of Boulder 2022 Approved BudgetPage 162 The City of Boulder’s 2022-2027 Capital Improvement Program (CIP) contains information on how the city plans to invest available resources into key infrastructure and facilities between 2022 and 2027. The 2022- 2027 CIP provides the funding plan (amount needed by year) for each CIP project in the document’s summary sections and in each project sheet. This section contains: planned project funding summaries organized by department, project type, and fund; links to maps and detail project sheets illustrating the location of projects throughout the city; and narratives describing the rationale behind project prioritization. The 2022-2027 CIP has four main parts: Introduction Provides an overview of the 2022-2027 CIP including process and highlights. Funding Summaries Contains analysis of how the 2022-2027 CIP allocates dollars among city departments, project types, and funds. Department Overviews Contains highlights of each department’s focus, operating and maintenance impacts, unfunded projects, CEAP projects, board action, 2022-2027 CIP, and a link to that department’s project sheets. CEAP (Community & Environmental Assessment Process) Contains a list of individual projects identified in the annual CIP process that will complete a CEAP. Capital Improvement Program City of Boulder 2022 Approved BudgetPage 163 The funding tables (includes tables in the Funding Summaries section, as well as tables in the Capital Project Overviews section) show the six-year Estimated Total Cost for each project, which includes total approved budget for 2022, and the estimated cost for each year between 2022 through 2027. Funding tables in the Capital Project Overviews section list projects by the following types: •Capital Enhancement •Capital Maintenance •Capital Planning Studies •Land Acquisition •New Facility/Infrastructure Capital Improvement Program Innovation & Technology Estimated Total 2020 Approved Capital Program Total $ 18,113,400 $ 4,390,000 CIP-Capital Enhancement Total $ 550,000 $ 550,000 $ 2021 Pro·ected $ 2022 Pro·ected $ 2023 Pro·ected $ 2024 Pro·ected $ Enterprise CRM $ 300,000 $ 300,000 $ $ $ $ $ General Fund CIP. Replacement of current CRM system, Inquire Boulder. The current system has many deficiencies and has not been updated since its release in 2013. We will add requirements for the new CRM system to our Website Redesign RFP, which will be released in July 2019. We hope to find vendors who may have CRM functionality native to their proposed solution. This solution is an enterprise-level tool. Enterprise Data Warehouse $ 250,000 $ 250,000 $ - $ - $ - $ -$ General Fund CIP. The siloed nature of various departments throughout the city makes sharing of internal information and data relatively difficult, as often it is unknown what data exists, what form it exists in, and whether it is compatible with data collected in another department. Having a citywide centralized system will allow departments to integrate data from multiple sources and applications into one location. A data warehouse would improve data quality and consistency throughout the City. This initial phase of the project is funding for consulting and cloud hosting services. An increase in the CRF of $30,000/year has already been built into the FY2020 rates for continued support of this solution. CIP-Capital Maintenance Total Data Backup and Disaster Recovery $ $ 10,063,400 $ 140,000 $ 2,340,000 $ -$ 1,310,600 $ $ 432,800 $ 140,000 $ 5,680,000 $ - $ -$ 300,000 - $ The project reflects the hardware, software and support needed to ensure reliable high speed backup of files, databases and applications stored on the city's enterprise servers and data storage sub systems. Note that these systems are required not only for disaster preparedness and recovery purposes, but to meet legal records retention requirements. Example Innovation & Technology Estimated Total 2020 Cost Approved AMiffi44UUMlul&ffi A ·Mi=MilllM ·MHIIIM CIP-Capital Enhancement Total $ 550,000 $ 550,000 $ 2021 2022 Projected Projected UdiIIM M=HIIM . $ $ 2023 Projected MllfllM $ 2024 Projected • $ Enterprise CRM $ 300,000 $ 300,000 $ •$ • $ • $ • $ 2025 Projected General Fund CIP. Replacement of curre, t CRM system, Inquire Boulder. The current system has many deficiencies and has not been updated since its release in 2013. We will add requirements for the new CRM system to our Website Redesign RFP, which will be released in July 2019. We hope to find vendors who may have CRM functionality native to their proposed solution. This solution is an enterprise-level tool. Enterprise Data Warehouse $ 250,000 $ 250,000 $ • $ • $ • $ • $ General Fund CIP. The siloed nature of various departments throughout the city makes sharing of internal information and data relatively difficult, as often it is unknown what data exists, what form it exists in, and whether it is compatible with data collected in another department. Having a citywide centralized system will allow departments to integrate data from multiple sources and applications into one location. A data warehouse would improve data quality and consistency throughout the City. This initial phase of the project is funding for consulting and cloud hosting services. An increase in the CRF of $30,000/year has ?lready been built into the FY2020 rates for continued support of this solution. CIP-Capital Maintenance Total Data Backup and Disaster Recove1 $ $ 10,063,400 $ 140,000 $ 2,340,000 $ • $ 1,310,600 $ $ 432,800 $ 140,000 $ 5,680,000 $ • $ • $ 300,000 • $ The project reflects the hardware, softw&. , and support needed to ensure reliable high speed backup of files, databases and applications stored on the city's enterprise servers and data storage sub systems. Note that these systems are required not only for disaster preparedness and recovery purposes, but to meet legal records retention requirements. Example City of Boulder 2022 Approved BudgetPage 164 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 165 Approved 2022-2027 Capital Improvement Program (CIP) The 2022-2027 CIP is based upon an improved revenue picture as the Boulder economy has shown signs of recovery from the COVID-19 Pandemic. With that, the 2022-2027 CIP has $158 million approved for 2022, and approximately $684 million is approved for years 2022-2027. It is important to remember that, unlike an operating budget, the capital budget may significantly fluctuate between years due to timing of projects and availability of funding. The city is spending the majority, about 82%, of its 2022-2027 capital funds on capital maintenance and enhancement of its existing assets. The CIP focuses on taking care of what the city already owns with an emphasis on making improvements to its core service areas. Capital enhancements involve upgrades to existing facilities that may include upgraded technologies, materials, and equipment that can be more efficient, effective and less costly to operate over time. Several Large 2022 Capital Projects Include: •Aquatic Facility Enhancements ($1.6M) •Alpine Balsam Flood Mitigation ($3.0M) •South Boulder Creek Flood Mitigation ($2M) •Gregory Creek Flood Mitigation ($3.0M) •Pavement Management Program ($4.85M) •28th Street Multi-modal Enhancements Project ($4.7M) •Main Sewer Improvements ($44.5M) Background on the Capital Improvement Program (CIP) The City of Boulder’s Capital Improvement Program (CIP) is a comprehensive, six-year plan for capital investment in maintaining and enhancing public infrastructure. The CIP provides a forecast of funds available for capital projects and identifies all planned capital improvement projects and their estimated costs over the six-year period. A community’s CIP is a guide that lays out the framework for achieving the current and future goals related to the physical assets of the community. Boulder invests in facilities and infrastructure and provides a high-level of municipal services. The city owns and maintains 385 buildings and structures (including three recreation centers, five library facilities, eight fire stations, and five parking structures), 1,800 acres of parkland, 71.2 acres of Open Space & Mountain Parks, 305 centerline miles of streets, 159 centerline miles of bike facilities, 80 underpasses, two water treatment facilities, one wastewater treatment facility, 11 dams, and over 800 miles of water and wastewater piping. The city funds the construction and maintenance of these assets using a wide range of sources, including tax revenues, bond proceeds, and fees and continues to look for ways to leverage its funding, through federal, state, and local grants and reimbursements, to maximize funding for CIP projects. The CIP development process prioritizes the city’s numerous needs across multiple departments and services with attention to the limits of each funding source, progress on ongoing CIP projects, funding commitments made by prior CIPs, and ongoing work. introduction City of Boulder 2022 Approved BudgetPage 166 Planning Context: The Boulder community has long been a leader in collaborative strategic planning and proactive longterm financial planning. The city utilizes the Community Sustainability + Resilience Framework and Boulder Valley Comprehensive Plan (BVCP) to guide all decisions. The BVCP sets the stage for more detailed planning for parts of the Boulder Valley and for implementation. More detailed planning puts the vision of this plan into practice through the steps described below and as shown in the figure below. Community Sustainability & Resilience Framework The Community Sustainability + Resilience Framework helps provide common language for the Boulder Valley, community and City Council goals and priorities. It assists in the alignment of the BVCP, master plans, decision-making and budgeting process. The City of Boulder continuously works to provide service excellence for an inspired future. This framework guides budgeting and planning processes by providing consistent goals necessary to achieve Boulder’s vision of a great community and the actions required to achieve them. Boulder Valley Comprehensive Plan (BVCP) The BVCP is the overarching policy to guide development and preservation in the Boulder Valley, including for the city’s capital improvements. Sections within each policy chapter of the BVCP generally coincide with the seven broad categories and outcomes of the Community Sustainability + Resilience Framework. The CIP is one of the key implementation tools to ensure that the city’s capital investments meet the city’s long- term goals and is aligned with the vision set forth in the BVCP. Introduction City of Boulder 2022 Approved BudgetPage 167 Introduction Department Master Plans Most departments have master plans outlining the provision of services and facilities. Master plans include a robust community engagement process and are developed to be consistent with the policies and the growth projections in the BVCP. They include level of service standards needed to meet BVCP goals and policies, more specific policies, and system-wide priorities for scheduling and targeting capital improvements. Master plans play a fundamental role in the identification and eventual implementation of capital projects. In turn, the CIP plays a fundamental role in achieving the visions set forth in department master plans. Subcommunity and Area Plans As defined in the BVCP, subcommunity and area plans (map provided below) provide direction for specific geographic areas. They provide a link between the broad policies of the BVCP and more detailed zoning, development review and capital improvement programming decisions. Like department master plans, subcommunity and area plans play a fundamental role in the identification and eventual implementation of capital projects. In turn, the CIP plays a fundamental role in achieving the visions set forth in subcommunity and area plans. City of Boulder 2022 Approved BudgetPage 168 Capital Planning (department level) The diagram below shows the general steps in the capital planning process. Each department prioritizes and schedules its CIP based on the needs and priorities identified in its master plan, any subcommunity or area plan, industry best practices, opportunities for external funding, estimated cost, projected revenue, urgency of the project, and maintenance schedules. Projects are then scheduled into the six-year CIP, with some design work and financing completed as they approach the budget funding cycle. The diagram to the right also shows the general steps in Boulder’s planning process, but highlights the general expectations for community engagement and the overall level of detail. Master plans include a robust community engagement process that ultimately results in conceptual CIP projects. Additional engagement often happens in Phase 3, especially when there are numerous alternatives to consider. Community engagement during final permitting and construction is limited to informing community members about impacts to their daily lives. City Council, advisory boards/commissions, community members, and others have the highest amount of influence during the master planning process and in the scheduling of years two through six of the CIP. More information on each phase is included on the following page. Introduction City of Boulder 2022 Approved BudgetPage 169 Phase 1: Departmental Master or Strategic Planning •Guided by the Boulder Valley Comprehensive Plan (BVCP) and the Sustainability + Resilience Framework, departmental master plans establish detailed policies, priorities, facility and system needs, and funding plans. •Most master/strategic plans involve significant public participation and often result in CIP projects. •Plans are reviewed by advisory boards/commissions and the Planning Board, and are accepted by City Council. Phase 2: Capital Improvement Program (CIP) and Budget Appropriation •The CIP project prioritization is guided by departmental, subcommunity, and area plans. •The CIP forecasts available funds for capital projects and identifies all planned projects and estimated costs over a six-year period. •First year’s CIP program is adopted by City Council as a counterpart to the operating budget. Phase 3: Project Planning and Design •Evaluates a full range of project alternatives and resulting impacts (not system-wide alternatives). •Identifies an appropriate review process, including the Community and Environmental Assessment Process (CEAP), or a Concept Plan and Site Plan review. CEAPs are reviewed by department advisory boards/commissions, the Planning Board, and finally, City Council. •Includes appropriate community engagement in design alternatives. •Identifies if a project qualifies for public art. Phase 4: Project Engineering and Final Design •Some projects require Technical Document Review and are reviewed internally through the Development Review Committee. Phase 5: Final Permitting •Some projects require building, flood, stormwater discharge, or right-of-way permits. Phase 6: Project Construction and Management •Projects requiring building, right-of-way, or wetlands permitting also require construction and post- construction follow-up. •Once construction is complete, the project is closed out and becomes a city asset. Introduction City of Boulder 2022 Approved BudgetPage 170 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 171 F unding S umm A rie S Funding by Department.......................................................................................................172 Funding by Project Type......................................................................................................174 Funding by Fund..................................................................................................................176 Overview of Funding Summaries The Funding Summaries section provides full detail of the city’s CIP budget needs from 2022 through 2027 by department, project type, and fund. For each of the three funding views, the following information is shown: •Total project cost for 2022 through 2027 •Planned funding allocation in each year 2022-2027 and the six-year total •Prior funded amount The Funding Summaries focus on estimated budget needs for all projects. In practice, as projects are planned, designed, and constructed, during any given year, appropriated project sources almost always differ from project expenditures. In some circumstances, such as a large project that requires many years of accumulated funds before design or construction can commence, expenditures may significantly lag appropriations. All tables and graphs in this section include transfers between departments. These transfers are included in the departments because they will appear in the individual department sections of the overall city budget. City of Boulder 2022 Approved BudgetPage 172 Funding by Department The Public Works Utilities and Transportation divisions have the greatest allocations of resources in the 2022-2027 CIP. Many departments have dedicated revenue sources that keep their CIP funding relatively constant. For example, both Open Space & Mountain Parks and Parks & Recreation have dedicated revenue sources, and their CIP funding remains relatively constant. During the renewal of the Community, Culture, and Safety Tax and the 2018 Budget process, discussions with Council highlighted that the General Fund CIP has been limited, generally to Facilities & Asset Management- related projects, and supplemented through voter-approved capital funding initiatives. With many unfunded capital projects residing in the General Fund, the 2018 Budget, for the first time, included $3.65 million to begin phase one of a formal Capital Improvement Program for the General Fund. The chart on the following page displays the share of total 2022-2027 CIP spending by each department. The following city departments are participating in the 2022-2027 CIP: •Citywide •Community Vitality •Facilities & Fleet •Fire-Rescue •Innovation & Technology •Library & Arts •Open Space & Mountain Parks •Parks & Recreation •Police •Transportation •Utilities Funding Summaries City of Boulder 2022 Approved BudgetPage 173 Funding Summaries 2022-2027 FUNDING SUMMARY BY DEPARTMENT Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Citywide 10,773,440$ 1,339,440$ 1,886,800$ 1,886,800$ 1,886,800$ 1,886,800$ 1,886,800$ Community Vitality 13,902,000 2,047,000 4,410,000 2,095,000 1,100,000 1,750,000 2,500,000 Facilities & Fleet 72,473,046 4,578,841 61,578,841 1,578,841 1,578,841 1,578,841 1,578,841 Fire-Rescue 10,491,560 - 10,491,560 - - - - Innovation & Technology 10,700,800 867,800 5,930,000 575,000 1,455,000 1,360,000 513,000 Open Space & Mountain Parks 19,029,000 5,571,000 4,964,000 4,302,000 3,098,000 1,094,000 - Parks & Recreation 26,058,500 4,528,000 4,180,000 5,177,000 2,436,500 6,092,000 3,645,000 Police 64,000 64,000 - - - - - Stormwater & Flood Utility 136,454,602 8,788,567 16,938,567 96,341,767 4,268,567 4,448,567 5,668,567 Transportation & Mobility 88,538,020 18,630,187 20,874,625 12,460,833 12,617,250 12,158,500 11,796,625 Wastewater Utility 140,456,000 56,635,000 32,178,000 7,580,000 7,255,000 27,623,000 9,185,000 Water Utility 154,700,000 54,805,000 16,000,000 28,055,000 19,260,000 15,600,000 20,980,000 TOTAL 683,640,968$ 157,854,835$ 179,432,393$ 160,052,241$ 54,955,958$ 73,591,708$ 57,753,833$ $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 $200,000,000 2022 2023 2024 2025 2026 2027 2022-2027 Funding by Department Community Vitality Open Space & Mountain Parks Parks & Recreation Facilities & Fleet Other Transportation & Mobility Utilities City of Boulder 2022 Approved BudgetPage 174 Funding by Project Type Each CIP project has been classified as a city investment in one of five project types: Capital Enhancement, Capital Maintenance, Capital Planning Studies, Land Acquisition, and New Facility/Infrastructure. The five project types are defined by the following criteria:1. Capital Enhancement •Construction results in the expansion or significant improvement of an existing facility or asset. •Projects have a discrete start and end date. •Projects are location specific. •Projects are typically over $100,000 in total project cost, but do not have to be. Innovation & Technology projects are typically over $50,000 in total project cost. •Projects result in a durable, long lasting asset, with a useful life of at least 15 years. Innovation & Technology projects may be as short as five years. •Projects may qualify for a percent for art allocation. 2. Capital Maintenance •Project results in the repair, replacement, or renovation of an existing asset. •Projects may or may not have a discrete start and end date. •Projects are location specific or programs that cover a geographic area. •Projects are typically over $100,000 in total project cost. Innovation & Technology projects are typically over $50,000 in total project cost. 3. Capital Planning Studies •Project results in the development of a study or plan which is intended to identify, plan, or prepare for the construction or acquisition of capital assets or a capital program. •Projects have a discrete start and end date. •Projects are typically for studies that are over $100,000 in total cost. 4. Land Acquisition •Project or program results in the acquisition of real property, such as land, mineral or water rights, or permanent easements. •Projects may have discrete start and end dates, or may be programmatic. •Projects or programs may be location specific or citywide. •Projects or programs typically include acquisitions totaling over $100,000. 5. New Facility/Infrastructure •Project results in the construction or acquisition of a new asset. •Construction results in additional square footage of an existing asset. •Projects have a discrete start and end date. •Projects are location specific. •Projects are typically over $100,000 in total project cost, but do not have to be. •Projects result in a durable, long lasting asset, with a useful life of at least 15 years. •Projects may qualify for a percent for art allocation. Funding Summaries City of Boulder 2022 Approved BudgetPage 175 Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected CIP-CAPITAL ENHANCEMENT 335,193,921$ 54,431,011$ 112,935,568$ 117,198,267$ 12,298,817$ 16,066,067$ 22,264,192$ CIP-CAPITAL MAINTENANCE 302,112,730 92,930,377 42,264,289 39,015,641 39,312,141 55,010,641 33,579,641 CIP-CAPITAL PLANNING STUDIES 5,983,333 910,000 2,500,000 1,043,333 1,120,000 410,000 - CIP-LAND ACQUISITION 8,031,056 1,700,704 2,060,352 1,770,000 800,000 830,000 870,000 CIP-NEW FACILITY/INFRASTRUCTURE 32,319,928 7,882,743 19,672,185 1,025,000 1,425,000 1,275,000 1,040,000 Total 683,640,968$ 157,854,835$ 179,432,394$ 160,052,241$ 54,955,958$ 73,591,708$ 57,753,833$ 2022-2027 FUNDING SUMMARY BY TYPE $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 $200,000,000 2022 2023 2024 2025 2026 2027 2022-2027 Funding by Project Type New Facility/Infrastructure Land Acquisition Capital Planning Studies Capital Maintenance Capital Enhancement Funding Summaries City of Boulder 2022 Approved BudgetPage 176 Funding by Fund Detailed descriptions of all of the city’s funds are available in the introduction section of the 2022 Approved Budget. Many of the funds exist to handle dedicated revenues that can only be used for specific types of capital projects. These restrictions provide consistency in planning for project types, but also require the city to allocate resources to a specific category of infrastructure and maintain existing priorities. The Greenways Program is not a fund as defined above, but is used within the CIP to illustrate the funding structure of the Public Works - Greenways workgroup, and to call out the CIP projects associated with the work of Greenways. The following funds qualify for a percent for art allocation: .25 Cent Sales Tax Fund, Facility Renovation & Replacement Fund, Governmental Capital/General Fund, Permanent Park & Recreation Fund, Transportation Fund, and Transportation Development Fund. Similar to the department distributions described earlier in this section, the Transportation and Utility Funds are the largest contributors to the city’s 2022-2027 CIP. The chart shows the distribution of six-year funding by fund. The CIP projects are funded through the following 21 sources. •.25 Cent Sales Tax Fund (for Parks & Recreation) •Airport Fund •Boulder Junction GID - Parking •Capital Development Fund •Community, Culture, & Safety Tax Fund •Computer Replacement Fund •Downtown Commercial District Fund •Equipment Replacement Fund •Facility Renovation & Replacement Fund •Fleet Fund •Governmental Capital Fund (tied to General Fund) •Lottery Fund •Open Space Fund •Permanent Park & Recreation Fund •Planning & Development Services Fund •Stormwater & Flood Management Utility Fund •Transportation Fund •Transportation Development Fund •University Hill Commercial District Fund •Wastewater Utility Fund •Water Utility Fund Funding Summaries City of Boulder 2022 Approved BudgetPage 177 Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected .25 Cent Sales Tax 8,438,000$ 2,888,000$ 500,000$ 500,000$ 600,000$ 2,000,000$ 1,950,000$ Airport 333,333$ -$ -$ 333,333$ -$ -$ -$ Bldr Junction Cap Imprvmt 2,100,000$ -$ 210,000$ 1,890,000$ -$ -$ -$ Bldr Junction GID- Parking 505,125$ 105,125$ 100,000$ 100,000$ 100,000$ 100,000$ -$ Bldr Junction GID-TDM 5,125$ 5,125$ -$ -$ -$-$ -$ Capital Development 3,455,958$ 100,000$ 2,855,958$ 500,000$ -$ -$ -$ Capital Improvement CCS 3,673,199$ 434,000$ 3,239,199$ -$ -$-$ -$ Computer Replacement 4,800,800$ 617,800$ 580,000$ 575,000$ 1,155,000$ 1,360,000$ 513,000$ Downtown Commercial District 10,558,500$ 1,603,500$ 1,810,000$ 1,995,000$ 1,000,000$ 1,650,000$ 2,500,000$ Facility Renovation & Replace 69,473,046$ 1,578,841$ 61,578,841$ 1,578,841$ 1,578,841$ 1,578,841$ 1,578,841$ Governmental Capital Fund 25,256,843$ 4,776,440$ 12,633,203$ 1,886,800$ 2,186,800$ 1,886,800$ 1,886,800$ Lottery 5,002,402$ 1,207,067$ 879,067$ 879,067$ 879,067$ 579,067$ 579,067$ Open Space 17,501,000$ 4,943,000$ 4,664,000$ 4,002,000$ 2,798,000$ 1,094,000$ -$ Permanent Parks & Recreation 11,352,500$ 1,112,000$ 2,042,000$ 1,859,000$ 1,408,500$ 3,664,000$ 1,267,000$ Stormwater & Flood Mgt Utility 135,548,200$ 8,637,500$ 16,787,500$ 96,190,700$ 4,117,500$ 4,297,500$ 5,517,500$ Transportation 79,496,687$ 12,822,187$ 20,424,625$ 11,277,500$ 11,817,250$ 11,358,500$ 11,796,625$ Transportation Development 8,274,000$ 5,374,000$ 450,000$ 850,000$ 800,000$ 800,000$ -$ University Hill Comm Dist 2,710,250$ 210,250$ 2,500,000$ -$ -$-$ -$ Wastewater Utility 140,456,000$ 56,635,000$ 32,178,000$ 7,580,000$ 7,255,000$ 27,623,000$ 9,185,000$ Water Utility 154,700,000$ 54,805,000$ 16,000,000$ 28,055,000$ 19,260,000$ 15,600,000$ 20,980,000$ Total 683,640,968$ 157,854,835$ 179,432,393$ 160,052,241$ 54,955,958$ 73,591,708$ 57,753,833$ 2022-2027 FUNDING SUMMARY BY FUND - 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 140,000,000 160,000,000 180,000,000 200,000,000 2022 2023 2024 2025 2026 2027 2022-2027 Funding by Fund Community Vitality Funds Open Space Fund Parks & Recreation Funds Governmental Capital Fund Transportation Funds Other Utilities Funds Funding Summaries City of Boulder 2022 Approved BudgetPage 178 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 179 depArtment overviewS Citywide...............................................................................................................................181 Community Vitality...............................................................................................................183 Facilities & Fleet..................................................................................................................189 Fire-Rescue.........................................................................................................................197 Innovation & Technology......................................................................................................201 Library & Arts.......................................................................................................................205 Open Space & Mountain Parks...........................................................................................209 Parks & Recreation..............................................................................................................219 Police...................................................................................................................................225 Transportation......................................................................................................................227 Utilities & Greenways...........................................................................................................233 City of Boulder 2022 Approved BudgetPage 180 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 181 Current Focus in the 2022 Capital Budget The goals of the General Fund CIP are to provide a sustainable funding source for essential capital needs; improve resiliency of essential services; and save the city money in the long run by not deferring necessary improvements. Many General Fund CIP projects are found within the corresponding departments. However, there are several projects in 2022 that are true citywide projects and do not have an associated department focus. Projects in 2022 include: Continuing payment support for Hogan Pancost - The Hogan Pancost property is a 22.2-acre parcel in area II contiguous to South East Boulder (see image on next page). After several attempts by developers to annex and develop the property, council decided that it would be in the best interest of the community for the city to purchase the land. Having control of the property will allow for a pause to consider the most appropriate uses. It will remove the incentive to maximize the return on investment. It will also allow time to consider the effects of the South Boulder Creek flood mitigation study and guarantee that the neighboring community has a voice in what ultimately happens on the property. Operating & Maintenance Impacts Operating costs will be included as appropriate. Unfunded Projects & Emerging Needs Many of the city’s unfunded needs reside in the General Fund and include facility backlogs, emerging technology needs, and large, unfunded facility replacements. The goal of this funding source is to address the backlog, critical infrastructure, and technology needs while also recognizing that additional funding sources will be needed to accomplish larger, high-dollar projects such as new facilities. CEAP Projects None Board Action N/A Citywide City of Boulder 2022 Approved BudgetPage 182 2022-2027 Capital Improvement Plan Hogan Pancost Property (Yellow-lined area) Citywide Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 10,773,440$ 1,339,440$ 1,886,800$ 1,886,800$ 1,886,800$ 1,886,800$ 1,886,800$ CIP-Capital Maintenance Total 9,812,384$ 698,736$ 1,566,448$ 1,886,800$ 1,886,800$ 1,886,800$ 1,886,800$ General Fund Capital 9,812,384$ 698,736$ 1,566,448$ 1,886,800$ 1,886,800$ 1,886,800$ 1,886,800$ CIP-Land Acquisition Total 961,056$ 640,704$ 320,352$ -$ -$ -$ -$ Hogan Pancost Land Purchase 961,056$ 640,704$ 320,352$ -$ -$ -$ -$ General Fund Capital dollars transferred to the Governmental Capital Fund to provide a sustainable funding source for essential capital needs; improve resiliency of essential services; and save the city money in the long run by not deferring necessary improvements. Specific projects will be identified during the annual CIP process. The Hogan Pancost property is a 22.2-acre parcel in area II contiguous to South East Boulder. After several attempts by developers to annex and develop the property, council decided that it would be in the best interest of the community for the city to purchase the land. Having control of the property will allow for a pause to consider the most appropriate uses. It will remove the incentive to maximize the return on investment. It will also allow time to consider the effects of the South Boulder Creek flood mitigation study and guarantee that the neighboring community has a voice in what ultimately happens on the property. Citywide Capital City of Boulder 2022 Approved BudgetPage 183 Current Focus in the 2022 Capital Budget In alignment with citywide goals and plans, Community Vitality’s departmental strategic plan focuses on access for people, vision of place, and pursuit of vitality. In the COVID-related economically constrained environment, it was critically important to adhere to community-supported plans for the purposes of prioritization and efficiency. Specific objectives within the CV Strategic Plan guided decisions within the development of the 2022-2027 Capital Improvement Plan (CIP): •Invest in existing infrastructure to enhance and extend life of district- owned assets and develop a strategic asset plan for future opportunities. •Set and achieve customer service enhancements such as: reducing in- person wait times, setting standards for responsiveness to customer issues, and further development of partnerships. •Utilize existing programs to contribute to the city-wide Vision Zero goals; safety enhancements for pedestrians, bikes, and vehicles. •To facilitate a diverse and dynamic economy where residents and businesses grow and succeed together through strategic partnerships (internal and external), policies, and programs. Community Vitality manages several general improvement districts and the district-owned assets. In the Central Area General Improvement District (CAGID), Community Vitality manages five parking structures, two of which have leasable commercial property. Major 2022 projects in the parking structures included work at the Randolph Center to repair persistent water infiltration, structural improvements in the St. Julien Hotel parking structure, and landscaping enhancements on the Hill. The other major 2022 capital project is the completion of the replacement of most of the aging on-street parking pay stations. The 2022-2027 CIP seeks to make strategic investments that enhance the overall customer experience, add to the vibrancy of our commercial areas, and improve the access and accessibility across the city. Implementation of AMPS Strategy The implementation of the Access Management and Parking Strategy, or AMPS, involves improving signage and communications across districts to reflect changes to parking pricing and programs. Complementing the capital work will be the addition of a fixed-term position to guide implementation over the next few years. Community Vitality City of Boulder 2022 Approved BudgetPage 184 Installation of Gateless Technology As a part of COVID-related departmental reductions, Community Vitality’s customer service capacity was significantly impacted in 2020. To address this impact, the department is planning to enhance our overall customer experience through the installation of gateless technology in the downtown parking structures. This technology will simplify current processes and greatly improve upon aging infrastructure and outdated technology. Scoping is taking place in 2022 and the installation will be phased through 2022 and 2023. Capital Planning on University Hill As a part of the Hill Hotel development project, the University Hill General Improvement District (UHGID) sold the Pleasant Street parking lot. The proceeds of the sale are to be directly reinvested into the district in a manner that is consistent with district goals of financial viability, safety, and vibrancy. The initial focus is on redevelopment of the remaining district asset, the 14th Street parking lot. Pre-development costs, such as planning, soil testing, and consultant fees, are anticipated to ensure a positive development in 2022. 2022 Capital Projects •Planning for investment on 14th Street Lot on University Hill •Implementation of Access, Management, and Parking Strategy (AMPS) •Installation of Gateless Technology in downtown parking structures •Wayfinding infrastructure in Boulder Junction Operating and Maintenance Impacts The department retained Orion, Inc., to assist the department with project management through early 2022. This has greatly improved the capacity of the department in executing construction projects. Additionally, the need to refresh 2017 data relative to the overall condition of the parking structures is important and included in the 2022-2027 CIP. The previous 2017 assessment was not updated through a regular maintenance program. The department intends to invest in asset management software and improve the annual maintenance program to make better use of outside data. Community Vitality Capital University Hill City of Boulder 2022 Approved BudgetPage 185 Community Vitality Capital Unfunded Projects and Emerging Needs Unfunded Projects Planning for a future refresh of the Pearl Street Mall and surrounding area is included in the CIP – this project was delayed due to COVID budget reductions. Once properly scoped, this project will require a community conversation and other funding sources than currently identified. The only funding included in the CIP is $65,000 in 2022 as a shared portion of an initial internal planning effort (in conjunction with Parks and Recreation). Emerging Needs The impact of COVID on the business community and the overall local economy will persist throughout 2022 and beyond. As a property owner and key partner with business organizations, Community Vitality will have to monitor the need for investment in district-owned spaces for affordable opportunities and other areas where city investment may be appropriate. Racial Equity Impacts There are several projects and programs within Community Vitality that seek to reduce racial disparities, such as the affordable commercial pilot program in district-owned spaces, specific parking products for second and third shift workers, and small business support programs. The overall mission of improving access to commercial districts is complemented by the district-provided EcoPasses to businesses within UHGID and CAGID, and businesses and residents within Boulder Junction. This ensures that for those without access to a vehicle, there is access to job centers through public transportation. And, parking access and affordability is attainable for those that do not have access to public transportation. CAGID provides several leased spaces to local businesses and seeks to attract local, women, and minority- owned businesses through our commercial brokerage firm. The lease rates are generally below market and there are opportunities for tenant improvement assistance in certain circumstances. Also, specific small business support programs provide financial access to business owners who do not have access to traditional sources of capital. While many of these are represented within the department’s general operations, they complement the implementation of the capital improvement plan. CEAP Projects None Board Action The University Hill Commercial Area Management Commission (UHCAMC) recommended approval of the 2022-2027 Community Vitality Capital Improvement Plan at their July 6, 2021, meeting. The Downtown Management Commission (DMC) recommended approval of the 2022-2027 Community Vitality Capital Improvement Plan at their July 13, 2021, meeting. The Boulder Junction Access District Commissions (Parking & TDM) recommended approval of the 2022- 2027 Community Vitality Capital Improvement Plan at their July 21, 2021, meeting. City of Boulder 2022 Approved BudgetPage 186 Community Vitality Capital Community Vitality Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 13,902,000$ 2,047,000$ 4,410,000$ 2,095,000$ 1,100,000$ 1,750,000$ 2,500,000$ CIP-Capital Enhancement Total 5,830,000$ 905,000$ 3,000,000$ 175,000$ 650,000$ 1,100,000$ -$ 14th St Parking Lot Redevelopment 2,700,000$ 200,000$ 2,500,000$ -$ -$ -$ -$ Affordable Commercial Capital Prog 500,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ -$ AMPS and NPP Study and Implmentation 205,000$ 205,000$ -$ -$ -$ -$ -$ Parking Garage Exterior Brick Rehab 575,000$ -$ -$ 75,000$ 500,000$ -$ -$ Gateless System Installation 800,000$ 400,000$ 400,000$ -$ -$ -$ -$ Parking Product Software Enhancement 1,050,000$ -$ -$ -$ 50,000$ 1,000,000$ -$ CIP-Capital Maintenance Total 7,972,000$ 1,042,000$ 1,410,000$ 1,920,000$ 450,000$ 650,000$ 2,500,000$ Boulder Junction Public Improvements 500,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ -$ Parking Building Doors and Windows 200,000$ -$ -$ 200,000$ -$ -$ -$ Parking Garage Elevator Replacement 250,000$ -$ 250,000$ -$ -$ -$ -$ Parking Garage Fire Supp. Repairs 250,000$ -$ -$ 250,000$ -$ -$ -$ With the pending sale of the Pleasant St. parking lot of the Hill hotel, this project aims to direct those dollars back into the district as an investment in the other district owned lot's redevelopment. This project is to address necessary rehabilitation of the brick structure at the Spruce and Pearl parking structure. This includes replacing necessary bricks and addressing any structural issues that arise during assessment. Some of this work is necessary to address issues that arose out of other construction projects in 2019-2020. Scope reduced in 2024. Budgeting for Resiliency: Important In alignment with the Access and Parking Management Strategy (AMPS), this project is to enhance the customer service through the application of innovative solutions within the parking garages. This technology, currently utilized at Trinity Garage and Boulder Junction, will allow improved customer experience and reduced operating costs. The project was initially scheduled for 2020-2021 and was delayed to 2022 as a budget reduction measure. This will coincide with the timing of the next phase of AMPS implementation. Budgeting for Resiliency: Helpful. In alignment with the City's Goals and Values and Community Vitality's areas of focus, this project seeks to improve customer service through the development and acquisition of of software that enhances the current suite of parking products offered by Community Vitality. The scale and individual products will be developed through a department strategic planning process and the next phase of the AMPS implementation. The overall scope of the project was reduced as a budget savings measure. Budgeting for Resiliency: Helpful. Boulder Junction Parking District is responsible for the maintenance and enhancement of capital assets within the district. Since the establishment of the district, no funds have been set aside for public improvements and other related enhancements to the district. While there is not an individual project identified at this time, there is expected necessary investment within the district, utilizing Boulder Junction Access District (Parking) funds. This was initially planned for 2021. Due to lost revenue, this will be delayed until 2022. A long-term planning effort with the Boulder Junction Commissions will take place in 2022 to help inform future investment. Budgeting for Resiliency: Helpful. This is required capital maintenance on all CAGID assets based on the Farnsworth facility assessment report. Several doors and windows are in need of replacement and/or repair. This will help with the energy efficiency of these buildings. This project is projected to be completed in 2024. Budgeting for Resiliency: Helpful. This project is to address continued work in updating the elevators within the downtown parking garages. Work in replacing elevators at Spruce and Pearl Street garages is being completed in 2020. This project would plan, scope, and bid the next major repair and/or replacement (at the St. Julien) in 2021 and 2022. An assessment of the other garages allowed for an overall reduced scope and cost, $310,000 in savings over three years. Budgeting for Resiliency: Important This project is to address critical repairs within parking structures to the fire suppression and sprinkler systems. An assessment was conducted in 2020 and early information allows for the overall scope of the project to be reduced. Capital work is likely to be completed in 2021. Future work is expected in 2024. Budgeting for Resiliency: Important. This is a pilot program within CAGID-owned spaces to provide affordable commercial space to qualifying businesses. This assistance includes tenant enhancements that are capital in nature. The pilot was delayed in 2020 due to COVID and the program will resume in 2021. Access management and parking study and the implementation of those findings which include changes to the the neighborhood parking program and parking pricing. CIP investment in signage, data collection, and software enhancements. City of Boulder 2022 Approved BudgetPage 187 Community Vitality Capital Community Vitality Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Parking Garage Staircase Replacement 660,000$ -$ 60,000$ 600,000$ -$ -$ -$ HVAC System Repair-Replacement 640,000$ 20,000$ 300,000$ 20,000$ 300,000$ -$ -$ Garage Deck & Structural Capital Maintenance 3,760,000$ 260,000$ 300,000$ 700,000$ -$ -$ 2,500,000$ Randolph Garage Deck Repairs 500,000$ -$ -$ -$ -$ 500,000$ -$ Ceiling and Roof Repair/Replace 375,000$ 25,000$ 350,000$ -$ -$ -$ -$ Storm water system repairs 537,000$ 537,000$ -$ -$ -$ -$ -$ Interior Tenant Space Repairs 300,000$ 100,000$ 50,000$ 50,000$ 50,000$ 50,000$ -$ CIP-Capital Planning Studies Total 100,000$ 100,000$ -$ -$ -$ -$ -$ Capital & Maint Assessment of Asset 100,000$ 100,000$ -$ -$ -$ -$ -$ Evaluation of of CAGID owned parking structures for capital and maintenance needs that will contribute to capital improvement planning and annual maintenance program. Refresh of 2017 Farnsworth Report. CAGID manages retail space for 13 tenants and approximately 16,000SF within the Pearl and Spruce structures. As the owner of the retail spaces, there is annual maintenance within the spaces and sometimes more extensive work required if/when a tenant space turns over. This represents the expected annual amount for more significant repairs. Additional consideration may be given to CAGID businesses impacted by the pandemic and assistance will be determined based on future criteria. Budgeting for Resiliency: Helpful. This project is the planning, scoping, and construction of HVAC systems at Spruce and Pearl garages. This impacts the parking areas, tenant spaces, and offices and represents a phased approach from 2022-2025. Budgeting for Resiliency: Helpful. The 2017 Farnsworth Facilities Assessment identified deferred maintenance to be addressed in all of the CAGID parking structures. Specifically, one the largest in scale was the annual cost of repairing the concrete parking decks and underlying structure that wears down over time. This Capital Maintenance Program seeks to address deferred maintenance by making an annual investment of $400,000 into various projects, with a focus on the concrete parking decks and underlying structure. The amount was reduced and reallocated in 2020 -2022 to focus on specific projects and reduce overall budget impact. Budgeting for Resiliency: Important. CAGID is a 50% owner of the Randolph Center at 1100 Walnut. The facility has experienced persistent water penetration, leading to some infiltration into the tenant spaces below and adjacent to the parking structure. After an engineering report confirmed that the leaking is occurring due to poor sealing in the parking structure, immediate repairs are necessary. The estimated total amount of immediate repair is $465,000. Through the Condo Association, additional assessment took place in 2020. This prioritized work to be completed in 2020. However, additional work will be necessary in 2021. Budgeting for Resiliency: Important. Significant patching and replacement of areas of the roof and ceilings within the Pearl and Spruce structures is necessary. Exact scoping for the improvements will occur in 2022 with construction in 2023. Budgeting for Resiliency: Important. After one of the deep freezes in 2021, two storm water systems failed at 1500 Pearl and 1100 Spruce. After immediate repairs, an assessment was conducted of the systems and determined that major repairs are necessary to prevent continued failure and backup into tenant spaces. This project will continue the work to address deferred maintenance in all downtown parking garages. This will prioritize the replacement of staircases at the RTD garage. This work was delayed from 2021 to 2022-2023 to reduce budget. Budgeting for Resilience: Important. City of Boulder 2022 Approved BudgetPage 188 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 189 Current Focus in the 2022 Capital Budget Facilities’ 2022 CIP demonstrates a commitment to providing high-quality, functional, and welcoming spaces for our city staff and the public to enjoy. Through continued investment in our building infrastructure, Facilities is helping to ensure that Boulder’s assets are utilized strategically over the long term. As the “front door” to city services, the Facilities department is here to support other departments manage the maintenance and replacement of city facilities and equipment In 2022, the Facilities Department will focus on three primary areas: (1) planning, designing, and constructing new building infrastructure, (2) maintaining existing infrastructure, and (3) implementing Boulder’s first-ever Facilities Master Plan. New Construction of Building Infrastructure The newly established Facilities & Fleet Department is leading design and construction efforts on two large projects, the new North Boulder (NoBo) Branch Library and the relocation of Fire Station #3. Facilities is also continuing the deconstruction and horizontal infrastructure development at the Alpine-Balsam site which was purchased by the city in December 2015. The first project on the Alpine-Balsam site occurred in 2018 with the renovation of the existing Brenton Building which consolidated the city’s Finance Department into a single building. This was followed by interior deconstruction of the Boulder Community Health (BCH) hospital and Medical Office Pavilion to prepare for major renovation of the Pavilion building. The focus in 2022 will be continuing renovation of the existing building and planning for redevelopment of the site into a centralized Western City Hub that will enable several existing city buildings, which are not geographically constrained, to be consolidated into this one location to better serve the community. Consolidation will help the city achieve many efficiencies through more effective use of physical space, reductions in capital renewal efforts, and economy in operations and maintenance. Importantly, consolidation will also advance the city’s climate goals through the construction of high energy performing buildings. City Council adopted a Climate Action Plan that aims to reduce the city’s greenhouse gas emissions by 80% by 2030, an aggressive yet attainable goal. Consolidation will greatly reduce energy usage within Boulder’s facility portfolio and contribute towards the city’s environmental sustainability Maintenance of Existing Infrastructure The Facilities Department expanded the asset management program to 83 city facilities in 2021. The asset management software assists in prioritizing building system replacement needs and assigns a Facility Facilities & Fleet City of Boulder 2022 Approved BudgetPage 190 Facilities & Fleet Capital Condition Index (FCI) score to each building. The Deferred Facility Maintenance Projects funding will be used on urgent or high priority system repairs or replacements in buildings with the highest (worst) FCI score. Replacements funded with this project include HVAC systems, fire suppression/detection systems, major maintenance, or replacement of roofing systems, etc. The Facilities Master Plan (FMP) will offer a comprehensive model that will be used to prioritize how to maintain existing infrastructure. Major maintenance at fire stations will continue in 2022. The 24/7 occupancy of the city’s eight fire stations and their status as essential facilities requires a higher level of maintenance. This annual CIP project is distributed among the eight Boulder fire stations to improve the quality of kitchen, dining, and living areas. The 2022 project plan is currently being developed in coordination with Boulder Fire-Rescue Department. The Boulder Parks and Recreation (BPR) Aquatics Facility Study (AFS) identified capital renewal needs within BPR facilities. Addressing the needs identified will be a multi-year effort and East Boulder Community Center (EBCC) will continue to be the focus in 2022. Facilities will partner with BPR on a Natatorium Enhancement project that addresses the identified capital renewal needs and improves the user experience. In 2021, funding was used to supplement planning and design for the EBCC Natatorium Enhancement project and in 2022 funding will continue to go toward implementation with the Facilities portion being used to address necessary facility repairs and system replacements. The aquatic centers are an example of buildings with significant environmental impact due to the energy demands and current reliance on natural gas systems to heat the swimming pools; the recreation centers account for about half of the total natural gas usage in city facilities. Funding from the possible extension of the Community, Culture and Safety (CCS) tax could potentially be utilized to further decrease the carbon footprint of the aquatic facilities. Such a project would be instrumental in helping the city achieve its emission reduction goals. Facilities Master Plan Implementation The new Facilities Master Plan (FMP) is a comprehensive assessment of all non-residential, occupied, conditioned spaces - encompassing 83 buildings and structures (it excludes OSMP barns and ranches and Park shelters). Key goals of the first-ever Facilities Master Plan are to identify a common vision and core values across all city facilities and to evaluate facility health and condition using common values as its main criteria. It will also be used to guide a strategic implementation plan and capital investment strategy for near term, within the timeframe of CIP planning and over a long-term horizon. Major milestones for investment strategies align with the city’s Climate Commitment Goals in both 2030 for city buildings and 2050 with community wide goals. A key strategic initiative of the FMP is to develop a consolidation plan for 22 facilities that do not serve a necessary geographic purpose, such as fire stations or recreation centers. There are numerous benefits that can be achieved through consolidation such as operational and maintenance efficiencies, energy efficiency, space economy, increased staff effectiveness and more. Many of these benefits also result in cost savings and most importantly better delivery of essential services to the community. The completion of the FMP will be the focus in 2022 and the implementation strategy as it applies to capital planning will be an ongoing focus of the Facilities Department. 2022 Capital Projects •BCH Hospital Deconstruction •Western City Hub Horizontal Infrastructure Development •New Fire Station 3. More details can be found in BF&R CIP •New North Boulder Library. More details can be found in BPL CIP •Aquatic Facilities Major Maintenance •Fire Stations Major Maintenance •Capital Renewal of Major Building Systems City of Boulder 2022 Approved BudgetPage 191 Facilities & Fleet Capital Facilities & Fleet Capital Operating and Maintenance Impacts Despite delays caused by the COVID-19 pandemic, the groundbreaking for the new North Boulder (NoBo) Library is expected to commence in late 2022 and will continue to be under construction throughout 2023. Boulder Public Libraries are currently leasing a 500 square foot storefront location and the new NoBo Library will be a 10,500 square foot high-performance building owned and maintained by the city. The estimated General Fund budget impact for the new NoBo library is $300,000 annually for operational expenses. This includes $90,000 for custodial and utility expenses and $210,000 in FR&R contributions to fund major maintenance and repair & replacement over the life of the building, consistent with the widely accepted best practice of 2% annual investment into capital renewal. It is being considered whether the library system will become its own independent district; if this action is taken, operating expenses would be funded by its own dedicated revenue source. Although the NoBo Library and Fire Station 3 represent a net increase in total square footage and operating expenses when compared to the buildings that they are replacing, they are designed to be highly energy efficient and will have new building systems that will not require major replacements for at least 5 years after coming online. The Pavilion remodel project will allow for the consolidation of existing decentralized office buildings into a single high-performance building resulting in an overall net reduction in square footage which will lower O&M and Utility expenses for the overall city portfolio. Facilities operating expenses will increase in the short term as NoBo Library, Fire Station 3, and the Pavilion come online, but will start to decrease as buildings that are part of the consolidation are deconstructed, sold, or repurposed by the city. Operating expense reductions are not expected to be realized until 2027 and beyond. O&M expenses for the remainder of the city’s building portfolio are expected to decrease slightly as Boulder implements its plan for the consolidation of decentralized facilities. Canceling the Center Green building lease in October 2020 has saved the city more than $900,000 annually in operational costs; this budget was repurposed to fund ongoing Workplace Transformation efforts in 2021. These operational savings will ultimately go towards paying the debt service for the Western City Hub project after the completion of the project. Critical and high priority building system replacements will reduce the O&M for that specific building system, yet the balance of existing infrastructure will continue to age. The Facilities Master Plan will address the capital funding target for the city building portfolio and the impact to on-going operating and capital budgets will be clearer after the FMP is formally adopted in late 2021. Unfunded Projects and Emerging Needs Unfunded Capital Renewal and Major Maintenance Fire Station #8, opened in 2015, and the Brenton Building, opened in 2018, have not been collecting Facility Renovation & Replacement (FR&R) funding. Best management practice recommends 2% of a facility’s current replacement value (CRV) be collected annually to fund future renovations and replacements to maintain the value of the asset over its life cycle. Fire Station #8 has a $6 million replacement value and the Brenton building is $8 million. In total, $280,000 of annual funding for future replacement needs are not being collected for these buildings. It will be a primary objective of the FMP to develop a funding model that allows not only FS #8 and the Brenton Building to collect 2% of CRV in annual capital renewal funding, but for all other recently constructed or renovated buildings as well. City of Boulder 2022 Approved BudgetPage 192 The Facilities Department recently identified capital renewal needs, previously referred to as deferred maintenance backlog, of $55 million across the city’s portfolio (not including the three Utilities treatment plants) over the next five years. This number aims to project the costs of like-for-like replacements of mechanical equipment such as boilers and rooftop condensing units as well as upgrades to fire suppression systems, roof replacements and other necessary major maintenance to ensure the continued safe operation of city facilities. The necessary replacement of building components represents an opportunity for the city to advance its climate goals by replacing building equipment with highly energy efficient systems that significantly reduce greenhouse gas (GHG) emissions and reduce the city’s carbon footprint. Specifically, mechanical, electrical, and plumbing (MEP) systems account for about 50 percent of these renewal needs over the five-year time horizon. The MEP systems must be switched from their current natural gas-based systems for heating of air and domestic water to electricity-based systems so their energy consumption can be offset by renewables. The 2021 Facilities Master Plan (FMP) will provide a detailed picture of building portfolio condition as a whole, and address needs within buildings in context of their value and meeting city-wide goals. The FMP will provide a strategic investment and implementation plan to address capital renewal needs in city building assets. Horizontal Infrastructure/Flood Mitigation at BCH Site The 2015 purchase of the Alpine-Balsam property, formerly the Boulder Community Health (BCH) Broadway campus, was a strategic investment for the community. The adoption of the Alpine-Balsam Area Plan in 2019 confirmed the vision for the property to be redeveloped, in alignment with community goals, as a mixed-use community hub for affordable housing and the city’s western hub. However, the Alpine-Balsam site is partially located in the 100-year floodplain. As a result, it is necessary to build infrastructure that removes the site from the floodplain to allow for the residential construction and Pavilion renovation to be designed without floodproofing constraints. The city hired engineering firm Anderson Consulting Engineers in 2020 to perform an alternatives analysis to identify the most feasible design options to meet the criteria of the area plan and technical requirements. The analysis concluded that an open-channel greenway that is approximately 60-feet in width and traverses the southern edge of Balsam Avenue would be the preferred design that fully removes the site from the floodplain. The design’s inlet (how it directs water into the channel on the western edge of 9th Street) may require some construction under 9th Street and on the edge of North Boulder Park, though the consultant is still evaluating the engineering feasibility of this option. The inlet will not interfere with the operation or use of North Boulder Park and will be coordinated with Parks & Recreation staff to ensure alignment and community engagement. The design is aligned with the Goose Creek Master Plan (in progress) and the Alpine-Balsam Area Plan. The next step in 2022 is to finalize the design details and complete the conditional letter of map revision (CLOMR) process through FEMA, which is the federal permitting process that allows for construction to occur. The intention is to align the exterior hospital deconstruction with the construction of the flood mitigation channel, which would take advantage of construction efficiencies and potentially utilize soils removed from the channel to assist in filling the hole and grading the site where the hospital was located. Should these efficiencies occur, flood mitigation construction could begin in 2022. In addition to flood mitigation, there is additional horizontal infrastructure work that needs to be performed, including energy infrastructure, construction of some or all roads, pedestrian connections, and utilities construction. Preliminary estimates have suggested this work will cost $3.6 million, bringing the total site development (horizontal infrastructure plus flood mitigation) to $6.6M. Facilities & Fleet Capital City of Boulder 2022 Approved BudgetPage 193 Facilities & Fleet Capital Eastern City Hub Development As part of the FMP and consolidation of city buildings that do not serve a geographic purpose, the potential benefits of an Eastern City Hub are being evaluated in terms of cost and space efficiency. The Eastern City Hub would be located where the Municipal Service Center (MSC) currently resides and would include Transportation, Utilities, and Fleet maintenance (which are current users of the site) and could potentially include Parks & Recreation, OSMP, and Public Safety operations. While the process has not yet entered the design phase, preliminary financial analyses have suggested that the city could see operational savings from such a consolidation in the intermediate future. It is being studied how these operational savings could be harnessed as a financing mechanism. COVID-19 Impacts The COVID-19 pandemic forced the closure of city administrative buildings and city staff who could work remotely were asked to do so for an extended period through 2020 and 2021. As a result, the organization learned that the city can effectively telework and many staff now prefer to maintain some amount of telework permanently in their weekly schedule. Another lesson learned is that in-person engagement and collaboration is also necessary for true success and service excellence. The pandemic also brought to light the requirements for a healthy building, one that lessens the spread of infectious disease and promotes the health of individuals who occupy the spaces. These lessons are being incorporated into all new building projects moving forward and overall should result in reduction of costs per employee – both from physical space reduction as well as reduced health care expense. As a result of the COVID-19 pandemic, construction costs have increased significantly. Prior to the pandemic, cost escalation associated with construction had far outpaced projected inflation, by most measures historically ranging between 0.4% and 0.8% monthly. However, the past year has highlighted an even more drastic situation; the price of construction materials has increased almost 18% over the past 12 months according to the Federal Reserve Bank. With the city’s building portfolio current replacement value of more than $200 million, even “gentle” cost escalation can create substantial budget gaps that cannot be closed using conventional methods. Racial Equity Impacts One of the Facilities Department’s core values as highlighted in the Master Plan is accessibility and equitability within the city’s entire building portfolio. Buildings are in the process of being evaluated by their effectiveness in advancing equity and accessibility. This includes the evaluation of each building’s ADA compliance, its ability to be accessed by multi-modal means (specifically those without access to cars), and whether buildings have multi-lingual signage, among many other criteria. These assessments will be incorporated into a larger more comprehensive approach for creating informed decisions on future facility investment. Through the Capital Improvement Plan, Facilities demonstrates a commitment towards ensuring city services remain accessible to under served community members that may have limited mobility options. The construction of the Nobo Library will expand Library services to an area of Boulder that previously only had access to a 500 square foot corner library. Further investments and renovations to Boulder’s parks and recreation facilities ensures that community members can continue to rely on the city providing high-quality spaces and programs to stay healthy and active. Under-served and marginalized communities may not have access to clean and safe spaces other than what the city provides through public facilities. Continued investment in all city buildings, by keeping systems functional and reducing downtime caused by breakdowns, will ensure that these spaces continue to be available for those who wish to use them. Thus, no Facilities led projects are likely to result in a disparate racial impact, and instead, will likely enhance and improve the experiences of these groups that interface with Boulder’s services. Facilities & Fleet Capital City of Boulder 2022 Approved BudgetPage 194 Facilities & Fleet Capital CEAP Projects None Board Action None Facilities & Fleet Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 72,473,046$ 4,578,841$ 61,578,841$ 1,578,841$ 1,578,841$ 1,578,841$ 1,578,841$ CIP-Capital Enhancement Total 63,300,000$ 3,000,000$ 60,000,000$ 300,000$ -$ -$ -$ BPR Ops Facility Enhancements 300,000$ -$ -$300,000$ -$ -$ -$ Western City Hub Redevelopment 60,000,000$ -$ 60,000,000$ -$ -$ -$ -$ Alpine Balsam Flood Mitigation 3,000,000$ 3,000,000$ -$ -$ -$ -$ -$ CIP-Capital Maintenance Total 8,823,046$ 1,578,841$ 1,578,841$ 1,278,841$ 1,428,841$ 1,378,841$ 1,578,841$ Martin Park Shelter Major Maint 170,000$ -$170,000$ -$ -$ -$ -$ BPR staff have developed a General Maintenance and Management Plan (GMMP) to identify levels of service related to operations and maintenance in the field including the necessary staffing, equipment and facilities to perform these services. In 2023, staff will be updating this plan as well as performing a more in-depth analysis of the department’s facilities and assets related to operations and maintenance teams. This will inform the priorities for any renovation, expansion or retirement of any BPR maintenance facilities. Facilities will take the lead in a renovation of several BPR Operations Facilities, such as maintenance shops and Parks support buildings. Facility enhancements may include the 3,000 square foot Tantra Park Shop building, constructed in 1984, which needs repairs and renovations to major building systems. At this time, no specific scope has been identified for this project planned in 2023. This project is considered ‘Important’ using the Budgeting for Resilience classification in that it could not be cut without a significant impact, or risk of impact, to the city’s basic operation and functioning. Tantra Park is the south zone Parks Operations and Maintenance team’s maintenance shop. Tantra Park is assessed as ‘Important’ rather than ‘Helpful’ because of the building’s role in supporting the daily operations of the team providing the maintenance of all neighborhood and community parks in the south zone. The Alpine-Balsam Area Plan was adopted by Council in the fall of 2019. The plan included the intent to renovate the Medical Office Pavilion for city services and redevelop the eastern portion of the site as a new consolidated Western City Hub. In 2020, a budget of $1.7M was appropriated to begin design work to advance development of the site for this purpose and to prepare the remainder of the site for future housing development. Early design work included development of a city-wide master consolidation program to inform an approach for delivery of city services now and into the future as well as flood mitigation design and other horizontal infrastructure analysis necessary to complete the project. An additional $392,258 in 2021 will bring the total appropriations to $2,100,000 covering most design work required for the project. Construction on the site is anticipated to begin in 2023 and early estimated costs for the city portion of redevelopment work are approximately $60,000,000. This number includes renovation costs of the Pavilion building and site improvements. While this estimate also includes modest cost escalation assuming construction begins in 2023, rapidly increasing construction costs in 2021 may result in this estimate being lower than actuals Design work at this stage is conceptual, and therefore cost estimates on all aspects of the project will be further developed as the project progresses and is refined. A separate and discrete CIP project sheet provides more detail on the flood mitigation needed for the Western City Hub Redevelopment. Funding for the Western Hub Redevelopment project will be through bond proceeds in the General Fund. A portion of debt service for the bond will be offset from lease savings from vacating Center Green city offices. The 2015 purchase of the Alpine-Balsam property, formerly the Boulder Community Health (BCH) Broadway campus, was a strategic investment for the community. The adoption of the Alpine- Balsam Area Plan in 2019 confirmed the vision for the property to be redeveloped, in alignment with community goals, as a mixed-use community hub for affordable housing and the city’s Western Campus. However, the Alpine-Balsam site is partially located in the 100-year floodplain. As a result, it is necessary to build a flood channel on the north side of the site to remove the Pavilion and future residential construction from the floodplain. In 2020, the city completed an alternatives analysis and through collaboration between Facilities, Housing and Utilities, selected a preferred design that achieves the goals and requirements for both redevelopment of the Alpine-Balsam site and the Goose Creek Master Plan (in-progress). Flood mitigation on the site is essential for redevelopment to occur and as such the funding request is predominantly from the Government Capital Fund. Additional enhancements that align the work with the Goose Creek Master Plan will be funded by Utilities. Design work has already been funded and staff have submitted a conditional letter of map revision (CLOMR) to FEMA, for approval of the open flood channel design allowing for construction to proceed. The intention is to align the exterior hospital deconstruction with the construction of the flood mitigation channel, to take advantage of construction efficiencies. Both exterior deconstruction of the hospital and flood channel work are currently planned to proceed in 2022 pending funding of the flood channel work. These construction activities are essential toward the redevelopment of Alpine-Balsam and will be top priority in 2022. The P&R Round 1, Capital Investment Strategy project improved the shelter's exterior to include ADA access to the shelters, lighting upgrades, amenities (benches/tables), bear proof trash/recycling receptacles and concrete flatwork. FR&R funding was not available with 2013/2014 CIS project. This project upgrades the plumbing and fixtures and renews interior and exterior surface finishes of this facility constructed in 1962. Minor cosmetic work totaling $16,000 was last done in 2007. Code upgrades for the electrical systems will also be accomplished as required with any major renovation project. The funding for this project will be combined with Parks & Recreation funding for Neighborhood and Community Park Capital Maintenance to complete the repairs at Martin Park in 2023. This project is considered ‘Helpful’ using the Budgeting for Resilience classification in that it could be cut without significant or immediate impacts to the city’s basic operations and functioning. City of Boulder 2022 Approved BudgetPage 195 Facilities & Fleet Capital Facilities & Fleet Capital Facilities & Fleet Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Fleet - System Repairs/Replacements 300,000$ -$220,000$ -$80,000$ -$ -$ Fire Stations Major Maintenance 900,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ Aquatics Facility Repairs 1,376,000$ 1,123,000$ 253,000$ -$ -$ -$ -$ Deferred Facility Maint Projects 6,077,046$ 305,841$ 785,841$ 1,128,841$ 1,198,841$ 1,228,841$ 1,428,841$ CIP-Capital Planning Studies Total 350,000$ -$ -$ -$150,000$ 200,000$ -$ Facilities Master Plan Updates 350,000$ -$ -$ -$150,000$ 200,000$ -$ This project funds the first city-wide Facilities Master Plan (FMP) which is a comprehensive assessment of all city facilities encompassing more than 80 buildings and structures (it excludes OSMP barns and ranches and BPR shelters). Key goals of the first Facilities Master Plan are to identify a common vision and core values across all city facilities and to measure facility health and condition against these common values to guide a strategic implementation plan and capital investment strategy for near term, within the time frame of CIP planning and over the long term, decades. Major milestones for investment strategies align with the city's Climate Commitment Goals in both 2030 for city buildings and 2050 to align with community wide goals. A key strategic initiative of the FMP is to consolidate 22 facilities that are not otherwise tied to a specific geographic location such as a fire station or recreation center. There are numerous benefits that can be achieved through consolidation such as operational and maintenance efficiencies, energy efficiency, space economy, increased staff effectiveness and more. Many of these benefits also result in cost savings and most importantly better delivery of essential services to the community. This project is considered ‘Helpful’ using the Budgeting for Resilience classification in that it could be cut without significant or immediate impacts to the city’s basic operations and functioning. Funding is already appropriated for the first city-wide Facilities Master Plan (FMP), anticipated to be adopted in 2021. The update to the FMP in 2025 & 2026 will provide an update on progress towards goals identified in the original plan and define the next near term strategic investment plan based on what has been achieved, new opportunities that have arisen and other influences experienced since the first FMP was adopted. The Parks & Recreation (P&R) Aquatics Facility Study (AFS) identified deferred maintenance needs within P&R existing facilities. P&R operates 11 pools within the city including indoor and outdoor leisure pools, lap pools and hot tubs. As part of the Aquatics Facility Study ongoing maintenance and repairs to recreation facilities have been prioritized starting with the three indoor facilities. 2021 funding will be used to supplement planning and design funding for East Boulder Recreation Center (EBRC). 2022 funding will be used to supplement EBRC Natatorium enhancements, with the Facilities portion going to address necessary facility repairs. 2023 funding will go toward funding the remaining Aquatic Facility repairs identified in the Aquatics Feasibility Study. This project is considered ‘Helpful’ using the Budgeting for Resilience classification in that it could be cut without significant or immediate impacts to the city’s basic operations and functioning. The Facilities Department has performed asset reviews for 80 city facilities and loaded that data into an asset management software. Facilities used that software to create building and system priorities. For example, a recreation center is maintained to a higher standard than a maintenance shop, and roofing systems are given a higher priority than interior finishes. The software program allows Facilities to prioritize system replacements based on a buildings Facility Condition Index (FCI). Replacements funded with this project include HVAC systems, boilers, parking lot repairs, and various other building systems. The goal with this funding is to address system replacements in buildings with the lowest FCI to drive to an acceptable FCI for the portfolio over time. This project is considered ‘Essential’ using the Budgeting for Resilience classification in that it could not be cut without a significant and immediate impact, or risk of impact, to the city’s or community’s basic operation and functioning. The Deferred Facility Maintenance Projects CIP is used to fund Urgent and High Priority building system major maintenance or replacement projects for General Fund facilities. The types of projects being funded are essential for providing safe, functioning buildings for city staff and the community. The Fleet Services Building, originally constructed in 1989, has numerous system repairs and upgrades needed including upgrades to the fire alarm panels, mechanical ventilation system replacement and asphalt repair and replacement. Utilizing the Facilities Department's new capital asset planning software system, projects will be prioritized and bundled to efficiently implement. This project is considered ‘Important’ using the Budgeting for Resilience classification in that it could not be cut without a significant impact, or risk of impact, to the city’s basic operation and functioning. This project will fund building infrastructure maintenance required for the life, health, and safety of city staff and visitors. The 24/7 occupancy of the city's eight fire stations and the status as essential facilities requires a higher level of maintenance. This annual CIP project will be distributed among the eight Boulder fire stations to maintain finishes to industry standards, and upgrade kitchen, dining and living areas. Work on Fire Station 3 will be limited due to future replacement scheduled to be complete in 2023. This project is considered ‘Important’ using the Budgeting for Resilience classification in that it could not be cut without a significant impact, or risk of impact, to the city’s basic operation and functioning. Fire Stations are essential, but the types of projects funded out of Fire Stations Major Maintenance are classified as ‘Important’. The types of projects funded include non- infrastructure upgrades to fire stations that support first responder’s ability to perform their job functions. Building infrastructure system repair and replacement projects for Fire Stations (i.e. roof, HVAC, water heater, etc. replacements) are funded through Deferred Facility Maintenance Projects which is classified as ‘Essential’. City of Boulder 2022 Approved BudgetPage 196 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 197 Current Focus in the 2022 Capital Budget 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. There are several key projects to support the accomplishment of this plan that represent priorities in the upcoming year: 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 in addition to 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. The department needs an additional $11.4 million to complete the project due to an increase in construction costs. Currently, inclusion in the CCS tax renewal is being discussed as a potential revenue source. Fire-Rescue City of Boulder 2022 Approved BudgetPage 198 Rolling Capital Stock Replacement (Ongoing) In addition to facility capital projects, Fire-Rescue maintains a capital investment program to achieve the timely replacement of its rolling capital stock of eleven front-line and four reserve fire apparatus. In 2022, Fire-Rescue will be replacing two of its fire engines that will operate out of Fire Station #2 and Fire Station #3. One exciting initiative currently being explored by the department is the potential to refurbish as opposed to replace one of these engines to reduce strain on the apparatus replacement fund and extend the life-span of existing apparatus. 2022 Capital Projects •Fire Station #3 Design and Construction •Replacement of Fire Engines with existing funding Operating and Maintenance Impacts Constructing a new Fire Station #3 will reduce facility maintenance and energy costs relative to the current Station #3 facility that was built in the 1960s. The new station is expected to include administrative office space along with community and shared meeting space that could be used by other city departments as well as community members. Replacement of Stations 2 and 4 are anticipated to have similar impacts to significantly reduce the current operating costs of the department’s capital inventory. The current stations are approximately an average age of 60 years old and have become difficult to maintain and operate. Additionally, the station renovations that were completed in 2020 resulted in system-wide installation of health-compliant laundry facilities which negated the need for separate third-party laundry service generating thousands of dollars in annual operational savings. Fire-Rescue Capital Fire Station 3 Artist Rendering City of Boulder 2022 Approved BudgetPage 199 Fire-Rescue Capital Fire-Rescue Capital Unfunded Projects and Emerging Needs Fire-Rescue’s Master Plan called for a number of capital investments for which sufficient funding has not been identified. As identified here, the Fiscally-Constrained level, the relocation and replacement of Fire Station #3 is falling short of approved funding levels. Depending upon the final design of the station, it is anticipated that an $11.4 million in additional funding will be needed. At the Action-Level, Fire-Rescue’s capital strategy focuses on relocating Fire Station #4 and Fire Station #2, with priority on the latter. In both cases, relocation will remedy the size and functionality deficiencies that currently exist at the outdated stations and likely involve land acquisition. No funding has been identified for either station relocation, though council has discussed options for inclusion in the CCS tax renewal. Fire-Rescue has also identified the potential need to better address maintenance in the near-term and repairs in the long-term at the Boulder County Regional Fire Training Center (FTC). The FTC assets for which current maintenance funding is insufficient and replacement funding does not exist include the teaching and administrative space, the fire ground’s driving pad, and the burn and smoke buildings. Fire-Rescue manages the FTC under an agreement with the FTC’s Board and Boulder County. The City of Boulder is set to take ownership of the facility in 2034 at which point deferred maintenance and replacement will be shouldered solely by the city. In addition to maintenance and replacement, Fire-Rescue intends to eventually pursue phase II of the FTC facility master plan which calls for expansion of the on-site classroom space and adding dormitories to accommodate increased demand. This is identified at the Vision-level within Fire-Rescue’s Master Plan. Racial Equity Impacts The above requests do not reduce any disparities for marginalized or under served groups and Fire-Rescue does not foresee any unintended consequence. In addition, inclusion of community space in the new Fire Station 3 will enhance the department’s ability to conduct outreach to under served populations living in north and central Boulder. CEAP Projects None Board Action N/A Fire-Rescue Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 10,491,560$ -$ 10,491,560$ -$ -$ -$ -$ CIP-New Facility/Infrastructure Total 10,491,560$ -$ 10,491,560$ -$ -$ -$ -$ Fire Station 3 Desn & Construction 10,491,560$ -$ 10,491,560$ -$ -$ -$ -$ Fire Station #3 is being moved north on 30th Street to a location that removes it from a 100-year floodplain, better situates it to serve growing call volumes, and allow Fire-Rescue to build a modern station that can address system-wide capital deficiencies and supports possible service enhancements into fire-based advanced life support. The station’s $12.5 million relocation was originally approved and funded out of the 2017 Community, Culture and Safety Tax with $6.2 million in additional General Fund support. The land acquisition and recent completion of the Fire Master Plan coincided with the design phase of the project and present the city with the ability to help achieve 9 of 22 of Fire’s master plan goals relating to system-wide facility capacity, expansion into ALS, and response improvement depending upon the station’s approved design. Design options showing varying station size or phasing will be carried through the Site Review regulatory process currently planned to continue through 2021. The station’s alternate designs lead to total construction costs ranging from $25.5 million to $31.7 million generating funding shortfalls of $4.9 million to $11.1 million. Construction is being delayed until 2023 to allow time for financial conditions to improve and station design to be fully vetted and finalized. City of Boulder 2022 Approved BudgetPage 200 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 201 Current Focus in the 2022 Capital Budget Typically most of IT’s projects are capital maintenance projects that involve the replacement and upgrade to existing systems and software. However, in the next three years, it is expected that significant departmental efforts will need to focus 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 our workforce will also require attention as we emerge from the pandemic and return to an office environment significantly different from its previous design. This is likely to require investment in both capital and operating dollars. A number of internal and constituent facing technology projects are planned for 2022. Planned completion of the of the Workday (HR/Payroll) project and a continuing phased implementation of the enterprise data platform. Pending voter approval of the CCS tax, the city will also begin a multi-year effort to implement a Constituent Relationship Management system in 2022. Additionally, he city is investing 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. Increasingly technology projects offer opportunities to deliver services to the city organization while at the same time reducing the city’s environmental footprint. For example, cloud delivered services reduce or eliminate the need for on premise hardware and leverage the power of large more efficiently managed data centers. Our cloud infrastructure vendor has pledged to operate with 100% renewable energy by 2025. On a strategic level, the city is currently looking at how to treat capital funding for technology projects recognizing several factors: •A strong shift towards a cloud-first technology posture; •Shorter, more significant technology innovation, and obsolescence, cycles; •Convergence of software and hardware; •Rapidly increasing bandwidth consumption and connected devices; and •Increased focus on mobile technology solutions and hybrid work environments. Innovation & Technology City of Boulder 2022 Approved BudgetPage 202 Innovation & Technology Capital 2022 Capital Projects •Initiate constituent relationship management system implementation; •Replacement of the virtual server and storage system; •Replacement and upgrade of network firewall equipment; •Replacement of the data backup and disaster recovery system; •Phase 1 of broadband backbone construction project •Initiate and begin implementation of Workday human resource & payroll information system; •Redesign of the virtual server and storage system to facilitate the implementation/expansion of data resources to the Azure Cloud; and •Begin implementation of enterprise-wide data platform. Operating and Maintenance Impacts Many of IT’s CIP assets already have established maintenance and operations funding. Each year the Computer Replacement Fund rates are assessed and any significant changes in costs are incorporated into the coming years contribution rates – with a goal to keep those rates as even as possible. Any capital enhancement projects planned will identify projected increased operating costs when the funding request is made. Unfunded Projects and Emerging Needs Unfunded projects and emerging needs fall into three categories: market dynamics, system replacement, and technology transformation. System Replacement Based on the more than 300 applications managed across the city, total system replacement is estimated to be between $8 million and $18 million. The wide range is due to various factors, including opportunities for system/function consolidation, new tech market entrants/consolidation, a changing technology landscape, and increasing cost of contracted IT labor. Technology Transformation IT is changing more quickly than it ever has. A few examples include cybersecurity, software defined infrastructure, preeminence of cloud technologies, expanding data use and needs, hybrid work environment, and the internet of things/connected devices. Market Dynamics Middle market technology firms that traditionally serve local governments are being consolidated and acquired more quickly than in the past. The outcome can be that a vendor chooses to support and continue one application over others from their portfolio of similar products. The impact to the city is that a system with a planned five to seven year lifecycle may only be vendor supported two to four years, and the city must move to a new product. Racial Equity Impacts Early phases of the broadband project will begin to address data connectivity challenges for under served members of the community. Target locations were chosen with input from council members and other city departments who offer direct service to these various communities. The goal is improved quality of data services and increased access to digital resources. City of Boulder 2022 Approved BudgetPage 203 Innovation & Technology Capital Innovation & Technology Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 10,700,800$ 867,800$ 5,930,000$ 575,000$ 1,455,000$ 1,360,000$ 513,000$ CIP-Capital Enhancement Total 500,000$ 250,000$ 250,000$ -$ -$ -$ -$ Enterprise Data Platform 500,000$ 250,000$ 250,000$ -$ -$ -$ -$ CIP-Capital Maintenance Total 10,200,800$ 617,800$ 5,680,000$ 575,000$ 1,455,000$ 1,360,000$ 513,000$ Software Replacement 5,400,000$ -$ 5,100,000$ -$ 300,000$ -$ -$ Network Hardware Replacement 2,925,000$ 460,000$ 280,000$ 500,000$ 900,000$ 460,000$ 325,000$ Server Hardware Replacement 850,000$ -$ -$ -$ -$ 850,000$ -$ Security Administration 240,800$ 17,800$ -$ 75,000$ 105,000$ 25,000$ 18,000$ Data Backup and Disaster Recovery 310,000$ 140,000$ -$ -$ -$ -$ 170,000$ Database Hardware Replacement 475,000$ -$ 300,000$ -$ 150,000$ 25,000$ -$ General Fund CIP. The siloed nature of various departments throughout the city makes sharing of internal information and data relatively difficult, as often it is unknown what data exists, what form it exists in, and whether it is compatible with data collected in another department. Having a citywide centralized system will allow departments to integrate data from multiple sources and applications into one location. A data warehouse would improve data quality and consistency throughout the City. This initial phase of the project is funding for consulting and cloud hosting services. An increase in the Computer Replacement Fund of $30,000/year has already been built into rates for continued support of this solution. Additional funding for latter-phase implementation is pending voter approval of the Community, Culture, Resilicence and Safety tax extension. Hardware and related software necessary to provide and support the computing infrastructure that delivers critical database services. Project includes maintenance and end of life equipment replacement. This project reflects the 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. This is an ongoing 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. Most elements of the network infrastructure have a useful life of six years. This is the maximum lifecycle recommended by the equipment vendor and industry best practices. Hardware and related software necessary to provide and support the computing infrastructure that delivers critical services, including enterprise software applications (e.g. financial, payroll, permitting and licensing, electronic mail, etc.), critical departmental applications (e.g. police and fire records, court case management, recreation registration, etc.) enterprise data storage resources, internal/external web systems, and electronic document management repositories. Project includes maintenance and end of life equipment replacement. Equipment used to provide and support network devices and software needed to ensure the city’s network, server and computing infrastructure are secured against external Cyber-threats such as viruses, malware and hackers in compliance with FBI, CIP (Critical Infrastructure Protection) and PCI (Purchasing Card Industry) security standards. Project includes maintenance and end-of life-equipment replacement. The project reflects the hardware, software and support needed to ensure reliable high speed backup of files, databases and applications stored on the city’s enterprise servers and data storage sub-systems. Note that these systems are required not only for disaster preparedness and recovery purposes, but to meet legal records retention requirements. CEAP Projects None Board Action N/A City of Boulder 2022 Approved BudgetPage 204 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 205 Current Focus in the 2022 Capital Budget Continuing to provide library destinations that welcome diversity, anchor the community, strengthen its identity, and allow staff members to provide service excellence to all community members is the purpose of the library’s capital improvement program. In 2022, the Library in collaboration with the Facilities Department is proceeding with construction of a full-service branch library in North Boulder, a community-requested goal of the Master Plan. Completing this project is the primary focus of the library’s capital program for the next two years. New, currently-unfunded projects will be pursued after the branch library is completed and its operating costs are funded. This will ensure adequate staff capacity is available within the Library and Facilities Department staffs to manage new capital projects. North Boulder Branch Library: The project budget was allocated in 2019/2020 and is funded from Community, Culture, and Safety (CCS) tax for capital improvements revenues, Development Excise Tax (DET) and impact fee revenues collected for the library, a council-initiated, one-time 2019 General Fund contribution, and Library Fund reserves. The total amount of CCS tax revenues for the project is $5 million, $4 million are from DET and impact fee revenues, a $700,000 one-time General Fund contribution, and a generous $500,000 donation from the Boulder Library Foundation. The economic impacts of the COVID-19 pandemic were evident as the final project cost estimates obtained in 2020 were significantly more than the $10.5 million budget. The project scope was reduced by more than $2 million. The full build out of the makerspace was reduced to the building shell and utility rough-ins. The outdoor gardens and playground, and the roof-top photovoltaic panels were removed from the scope. The 2022 project bids were also significantly more than the budget even with the reduced scope. Further changes will be made to the building systems and materials used on the building’s exterior to bring the cost within budget. If additional donor funding is obtained some of the reductions made to the scope may be added back in to the project. Library & Arts City of Boulder 2022 Approved BudgetPage 206 Office of Arts & Culture Community Cultural Plan: The Office of Arts and Culture is nearing the close of phase two of the Community Cultural Plan. The mission of the division is “to facilitate an alignment in the community around the vision for culture: Together, we will craft Boulder’s social, physical, and cultural environment to include creativity as an essential ingredient for the well-being, prosperity, and joy of everyone in the community.” The Public Art Program is the primary capital component in the Cultural Plan, which is also guided by the biennial Public Art Implementation Plan and the Public Art Policy. A “percent for art rule” in the Policy generates much of the funding for new art projects which are tied to, and enhance, the Capital Improvement Projects of other departments. In 2022, The Office of Arts & Culture will coordinate with all city departments to determine the impacts of the Public Art Policy on their upcoming capital projects. It is important to note that, after consultation with project managers in those departments, the outlook for funding will slow considerably. Staff projects that in 2022 the percent for art rule will generate about $45,000 for all public art projects. In looking ahead, this trend continues in four of the next five years. 2022 Capital Projects •None (construction of the North Boulder Branch Library is beginning in 2022, however) Operating and Maintenance Impacts In 2023, the north Boulder branch library will require approximately $1 million in ongoing personnel and operating funds for security, equipment maintenance, courier service, etc. Ongoing building maintenance and utilities costs, which are managed by the Facilities Department, are currently estimated at $300,000, annually. Library & Arts Capital North Boulder Branch Library Artist Rendering City of Boulder 2022 Approved BudgetPage 207 Library & Arts Capital Unfunded Projects and Emerging Needs Library The 2018 Boulder Public Library Master Plan identifies unfunded projects for 2022 and later, such as: opening a Gunbarrel Corner Library; conducting a renovation feasibility study of the Main Library’s north building; renovation of the Main Library’s north building to upgrade and/or reconfigure the Canyon Theater, expand the BLDG 61 makerspace, and make more space for community partners; and Carnegie Library for Local History restoration. Ongoing operating fund for grounds maintenance is an emerging need for the north Boulder branch library project that will need to be addressed through a joint 2023 budget request from the library and the Parks and Recreation Department. Cost estimates for grounds maintenance are forthcoming. As the Library and Arts Department adds staff members to meet master plan goals and reconfigures spaces to support a hybrid (on site/ remote) work environment, there is also an emerging need to modify/add staff workspace. There may be some opportunity to reconfigure and modify current workspaces that may meet the criteria for a capital project. All city-owned library facility building systems will need to be assessed for energy sustainability in the next few years. Office of Arts & Culture: With the waning of the Community Culture and Safety Tax, the percent for art rule is the only source of funding currently identified for public art commissioning. That leaves a gap of approximately $255,000 below the level of funding recommended in the Community Cultural Plan. Also, in 2022 the General Fund allocation for public art maintenance was reduced by a significant amount. This occurred at a time of expanded need: as this collection grows, and as costs for labor and materials balloon, the gap widens making it increasingly expensive to delay maintenance projects. Racial Equity Impacts Library The north Boulder branch library project reduces disparities for marginalized or under served groups by providing convenient, safe access to library programs and services. Site design includes convenient multimodal access to community members who reside in surrounding neighborhoods and a walking path that connects directly to The Meadows manufactured home community property. No part of this project is expected to create a disparate racial impact or other unintended consequence result. Office of Arts & Culture All public art projects follow a process for project initiation and artist selection to evaluate and act on racial and ethnic disparities. This includes public inquiry, staff evaluation, and ultimately discussions by the community public art selection panels and the Arts Commission. Adjustments are made to improve equitable outcomes after these discussions and effect everything from the site, the call for entry, selection criteria, public outreach, and more. The process to evaluate equity runs parallel to discussions of climate impacts. City of Boulder 2022 Approved BudgetPage 208 CEAP Projects None Board Action Library The Library Commission advises on overall priority for new library capital projects. For 2022, the Library Commission recommended not to add any new projects to the library’s capital program nor to request additional city funding to address the north Boulder corner library project’s budget deficit to implement the community’s vision for the branch library. The commission’s favorable recommendation for capital project funding from the Library Fund (required by city charter) and Library Fund reserves (not required) is sought to allocate funds to library projects. Office of Arts & Culture After public outreach, the Arts Commission reviews and ultimately approves a biennial Public Art Implementation Plan which serves as the programmatic workplan. All public art projects then receive review and ultimately approval by community members serving on the public art selection panels followed by the Arts Commission before advancing to the City Manager for approval. The decisions of all these groups is informed by a technical review committee. Library & Arts Capital Untitled Mural by Patrick Maxcy, Office of Arts & Culture’s Creative Neighborhoods Mural Program (photo credit: Lauren Click) City of Boulder 2022 Approved BudgetPage 209 Library & Arts Capital Current Focus in the 2022 Capital Budget The 2022 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 2022 capital budget fully incorporates guidance from the OSMP Master Plan for the second year. Projects will align with the Master Plan focus areas, which serve as departmental work program priorities for 2022: 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. 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 2022, OSMP will continue to invest in asset management and other systems in support of Master Plan objectives. Open Space & Mountain Parks City of Boulder 2022 Approved BudgetPage 210 Like other departments, OSMP has experienced revenue shortfalls related to COVID-19 and has taken steps to steward Open Space Fund dollars during pandemic response and recovery. While the 2022 CIP conservatively accounts for multi-year revenue impacts of COVID-19, a voter-approved extension of the 0.15 percent sales tax through 2039 will allow the department to increase the CIP budget over previous years. During flood recovery, the department experienced higher than usual CIP totals to repair extensive flood damage on OSMP lands. The department then entered an era of changing revenues and constrained CIP totals in 2019 with the end of the General Fund transfer to OSMP and the reduction of a 0.33 percent sales tax to 0.22 percent. Beginning in 2022, the overall CIP budget marks a return to pre-flood averages and is within the normal range of $4.0M to $6.0M for the department CIP based on capacity of staff to execute the work. 2022 Capital Projects • Address Immediate Property Needs After Acquisition • Agricultural Fencing Infrastructure Installation and Maintenance • Chapman Drive Trailhead Design and Construction • Chautauqua Site Plan Design, Construction Documentation, and Permitting for Ranger Cottage Interior, Restrooms, and Site Circulation • Coal Creek Restoration Planning • Equipment Purchase, Repair, and Replacement • Facility Improvements, Equipment and Vehicle Replacement to Reduce Greenhouse Gas Emissions • Facility Repairs and Maintenance • Fencing Installation for Wildlife and Habitat Protection • Fish Passage Design at New Dry Creek Carrier on South Boulder Creek • Fort Chambers/Poor Farm Site Management Plan: Site Evaluation • Gebhard Site Plan Implementation • Gunbarrel Site Plan Implementation: Phase 1 Trail Improvements • Gunbarrel Site Plan Implementation: Wood Brothers Interpretive Trail • Habitat Restoration at Gregory Canyon • Hazard Tree Removal • Hire Youth Corps. and Contracted Crews for Trail Projects • Historic Agriculture Facilities Rehabilitation to Prepare for Tenancy • Irrigation Infrastructure Improvement and Maintenance • Land, Water, and Mineral Acquisitions • Local Food Farm Sites Improvements • Native Vegetation Restoration Along Boulder and South Boulder Creeks • Public Safety Improvements: Cottonwood Grove, Flatirons Industrial, East Park 2 • Recreation Management Plan: Inventory • Red Rocks Trails Complex Improvements • Restoration of Irrigated Agricultural Fields with Prairie Dog Conflict • Restore Wetland and Riparian Priorities in Grassland Management Plan Open Space & Mountain Parks Capital City of Boulder 2022 Approved BudgetPage 211 •Road, Trailhead, and Bridges Safety and Maintenance Repairs •Rocky Mountain Greenway (RMG) Underpass Contribution •Soil Health Improvement and Restoration on Unleased Agricultural Lands •Soil Health Improvement on Leased Properties •South Boulder Creek Instream Flow Initiative •South Mesa Trailhead Refurbishment: Design and Permitting •System-wide Gate Maintenance and Standardization •System-wide Sign and Communication Enhancements •Tall Oatgrass Management •Visitation and Visitor Experience Survey Implementation •Wetlands Restoration on Lower Boulder Creek Operating and Maintenance Impacts During the 2022 budget process, OSMP participated in the citywide requirement to reduce 10% of budget to ensure responsible fund stewardship during economic uncertainty. The 2022 reductions were balanced across expenditure types and included a reduction of $1.8M to the 2022 CIP. The reduced CIP of $4.5M continued to prioritize safety, system maintenance, and implementation of Tier 1 Master Plan projects. The department utilized its work planning system to make reductions based on criteria including maintenance condition, staffing impacts, project connection to Master Plan tiered strategies, and more. Reductions focused on rescaling and rephasing projects to still accomplish system maintenance in 2022 while adhering to physical distancing and other regulations. In 2022, OSMP will continue to focus on facility repairs and maintenance, restoring ecological functioning of riparian, floodplain, and grassland habitat, closing and restoring social trails, improving soil health, and addressing trail maintenance backlogs. The 2022 CIP projects are aimed at reducing deferred maintenance and the department expects minor reductions to ongoing operations and maintenance because of these efforts. For example, soil health improvement projects will increase resiliency to climate extremes, reducing the need for maintenance costs over time. Improving trail sustainability will reduce the need for ongoing maintenance throughout the year. Increases to operations and maintenance will occur where new infrastructure is added, for example, installation of new signs on trails and trailheads. OSMP is confident that any added O&M can be supported by existing operating budget. Unfunded Projects and Emerging Needs The 2022 OSMP CIP partially funds some maintenance and enhancements projects. Maintenance projects are generally scalable and will receive incremental funding when revenues allow. Other 2022 CIP projects are phased over several years and will require funding in out-years to complete, for example the Gunbarrel and Chautauqua Integrated Site Plans, as well as restoration projects at Gregory Canyon and Coal Creek. Additional funding for restoration of wetlands and soil health improvements is an emerging need. Based on strategies implemented in previous and current budget cycles, OSMP feels prepared to develop a 2022 budget that reflects financial realities and upholds the department’s commitment to stewarding the land system. OSMP has maintained contingency reserves at 20% of operating plus debt, ensured strong fund balances, repaid debt in advance of expiring tax increments, de-obligated capital carryover, and improved work planning processes to better understand capital needs. OSMP will be actively monitoring and adapting to revenue projections over the next several years. Open Space & Mountain Parks Capital City of Boulder 2022 Approved BudgetPage 212 Racial Equity Impacts The 2022 OSMP CIP prioritizes projects that maintain what we have and improve infrastructure, allowing for better access to the system and ensuring that all users experience benefits. As an example, the System- wide Sign and Communication Enhancements project seeks to reduce disparities for marginalized or under served groups. Translations and improved visual communications are included in the scope of the project, as well as deployment of mobile hotspots at select trailheads. This will allow for better access to information across the system. With continuing impacts of COVID-19, it is a priority to keep trailheads open to ensure all people, not just neighbors of open space, have access to the system. The system has remained open to support mental health and well-being of all users over the last year. The 2022 CIP will continue to prioritize projects that increase accessibility through maintenance and improvements to infrastructure. CEAP Projects None Board Action The Open Space Board of Trustees unanimously recommended the 2022-2027 CIP on June 9, 2022 after previous review at the April 14 and May 12 business meetings. Open Space & Mountain Parks Capital City of Boulder 2022 Approved BudgetPage 213 Open Space & Mountain Parks Capital Open Space & Mountain Parks Estimated Total 2022 Cost Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total $ 19,029,000 $ 5,571,000 $ 4,964,000 $ 4,302,000 $ 3,098,000 $ 1,094,000 $ • CIP-Capital Enhancement Total Gunbarrel Wood Brothers Inter Trail $ $ 3,535,000 $ 200,000 $ 1,892,000 $ 50,000 $ 880,000 $ 150,000 $ 459,000 $ • $ 304,000 $ • $ • $ • $ (Helpful) This project implements actions called for in the approved Gunbarrel Hill Integrated Site Project (ISP), exploring options to improve nature-based learning and discovery on the Wood Brothers property to develop and foster ecostewards. In partnership with Growing Up Boulder (GUB) and Heatherwood Elementary, OSMP will incorporate youth-generated ideas for the nature discovery in accordance with existing regulations and site needs. The site will likely include a designated dog-walking loop with nature discovery learning pods along the way. This site has lower overall habitat quality and was designated as an appropriate location for nature discovery and dog-walking in the Gunbarrel Hill ISP. The project accomplishes key outcomes of two focus areas the OSMP Master Plan: Community Connections, Education and Inclusion, and Responsible Recreation, Stewardship and Enjoyment. It primarily supports strategies CCEI. 3) Connect children and youth to the greater outdoors, CCEI. 6) Inspire environmental literacy and new involvement in OSMP, and RRSE. 9) Develop a learning laboratory approach to recreation. Public Safety Improvements $ 150,000 $ 50,000 $ 50,000 $ 50,000 $ • $ • $ (Important) Project addresses public safety improvements and natural resource protection regarding encampments at Cottonwood Grove, Flatirons Industrial, and East Park 2. Funding involves removing non-native trees such that visibility is improved and encampments are less likely to establish or re-establish. Encampments are a growing priority for the city due to safety concerns and impacts to natural resources. This project accomplishes key outcomes within three focus areas of the OSMP Master Plan: Ecosystem Health and Resilience, Responsible Recreation, Stewardship, and Enjoyment, and Community Connections, Education, and Inclusion It advances mulliple strategies in the Master Plan, primarily addressing EHR. 1) Preserve and restore important habitat blocks and corridors, RRSE. 1) Assess and manage increased visitation, and CCEI. 2) Enhance communications with visitors. Rocky Mountain Greenway Underpass $ 75,000 $ 75,000 $ • $ • $ • $ • $ (Helpful) This project supports OSMP's payment toward the Rocky Mountain Greenway (RMG) project as part of a Regional Collaboration effort, previously funded in the GIP. RMG is the creation of an underpass beneath Co Hwy 128 connecting the High Plains/Coalton Trail access with the Rocky Flats National Wildlife Refuge (NWR) trails system. There will be a connection at Indiana St. from Rocky Flats to other trail systems south and east to the Rocky Mountain Arsenal NWR. The creation of the trail connections and the designation of a route may also accommodate the Colorado Front Range Trail providing additional benefit. A soil sampling and analysis plan will confirm that radionuclide concentrations are below previous measurements and thresholds for public health as well as onsite monitoring for the presence of radionuclides in the air during construction. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Ecosystem Heallh and Resilience and Responsible Recreation, Stewardship, and Enjoyment. It advances multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors, RRSE.4) Encourage multimodal access to !railheads, and RRSE.6) Support a range of passive recreational experiences. South Mesa Trailhead Refurbishment $ 400,000 $ 50,000 $ 350,000 $ • $ • $ • $ (Important) This project involves rehabilitating South Mesa Trailhead to improve drainage, visitor flow, and communication with visitors. This site needs professional grading and drainage plans to ensure infrastructural improvements will endure. Project includes conceptual designs, schematic plans, design development, construction documents with associated Class C, B, and A cost estimates, and any permitting as needed. OSMP will manage survey contract and oversee existing conditions mapping and base plan. This project accomplishes key outcomes in two focus areas of the OSMP Master Plan: Responsible Recreation, Stewardship and Enjoyment, and Community Connections, Education, and Inclusion. The project primarily addresses RRSE. 1) Assess and manage increased visitation, CCEI. 2) Enhance communications with visitors, and CCEI. 1) Welcome diverse backgrounds and abilities. Gunbarrel Hill Trail Management $ 730,000 $ 730,000 $ • $ -$ • $ -$ (Helpful) This project will design and construct "Loop f>;' and reconstruct and resurface 1.5 miles of road from the water tower east to N 95th Street as defined by the Integrated Site Plan (ISP) for Gunbarrel Hill that was completed in 2020. OSMP will designate the Loop A trail and close undesignated social trails that are impacting native grassland habitat. Separate but related 2021 and 2022 GIP projects will accomplish other ISP action items including habitat restoration and development of an interpretive trail at Wood Brothers. This trail project will improve ecological systems by increasing habitat block size while enhancing the visitor experience on a designated, more sustainable trail system. Closure of undesignated trails is expected to better protect one of the best breeding populations of Grasshopper Sparrows in Boulder County. This species is a grassland-dependent songbird of conservation concern considered an indicator for overall grassland ecosystem heallh. This project accomplishes key outcomes of two focus areas of the OSMP Master Plan: Ecosystem Health and Resilience, and Responsible Recreation, Stewardship, and Enjoyment. It links to multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and closures, EHR.4) Reduce undesignated social trails, RRSE. 2) Reduce Trail Maintenance Backlog and RRSE.7) Build new trails as guided by past and future plans. Fencing Installation for Wildlife $ 100,000 $ 50,000 $ • $ • $ 50,000 $ • $ (Important) This project addresses fencing to protect sensitive species habitats, retrofitting existing fences to meet wildlife friendly specifications, and providing enforcement of visitation closures related to wildlife or wildlife habitat. Increasing visitor use, proliferation of social trails, and ongoing maintenance needs make new fencing projects necessary to protect sensitive natural resources. Often these are emergent needs that are identified and require a rapid response before usage patterns become well established. Each year, high priority projects are planned to protect wetland or riparian wildlife habitats, but most projects address emergent needs across the system. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Ecosystem Heallh and Resilience and Responsible Recreation, Stewardship, and Enjoyment. It advances multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors and RRSE.1) Assess and Manage Increased Visitation. Fish Passage Design: New Dry Creek $ 65,000 $ 65,000 $ • $ -$ • $ -$ (Helpful) OSMP will create fish passage at the New Dry Creek Carrier ditch. The project will create a fishway at the ditch diversion on South Boulder Creek that will be more easily navigable for native and sport fish, including several species of state concern. Irrigation diversion dams create barriers to the movement of aquatic organisms in rivers. Dams have been shown to disrupt spawning, fragment habitat, and isolate populations of native and sport fish. Creating fish passage will connect aquatic habitat that is currently fragmented. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Ecosystem Health and Resilience and Agriculture Today and Tomorrow. It advances mulliple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors, ATT.4) Protect water resources in a warmer future, and ATT.6) Support the success of ranchers and farmers. Soil Health Imp on Leased Prop $ 383,000 $ 85,000 $ 97,000 $ 99,000 $ 102,000 $ • $ (Important) This project will improve soil health and increase resilience to climate extremes on leased agricultural properties. Funding will support systematic implementation of soil heatth 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 agricuttural literature and through consultation with colleagues at partner agencies. The work to monitor, restore, and disseminate OSMP's efforts in land regeneration and carbon sequestration creates opportunities for increasing resilience to climate change, reversing agricuttural productivity declines, and increasing biodiversity. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow and Ecosystem Health and Resilience. It advances mulliple strategies in the Master Plan, primarily addressing ATT.2) Increase soil health and resilience, ATT.6) Support the success of ranchers and farmers, and EHR.3) Address the global climate crisis here and now. South Boulder Creek lnstream Flow $ 120,000 $ 60,000 $ • $ 60,000 $ • $ • $ (Helpful) This project supports installation of additional flow monitors on South Boulder Creek. Flow monitors and an instream flow program will assist the city in mitigating impacts to South Boulder Creek stemming from expansion of Gross Reservoir. Funding additionally supports legal and engineering services for the filing of a junior water right in Gross Reservoir and acquisition analysis for water rights to fill the Gross Environmental Pool. OSMP will assist in developing a Stream Management Plan to the extent it improves ecological heallh of South Boulder Creek and in-stream flow. These actions deliver on commitments made in intergovernmental agreements relating to the Gross Reservoir project. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Agricullure Today and Tomorrow and Ecosystem Health and Resilience. It advances multiple strategies in the Master Plan, primarily addressing ATT.4) Protect water resources in a warmer future, ATT.7) Integrate native ecosystems and agriculture, and EHR.1) Preserve and restore important habitat blocks and corridors. City of Boulder 2022 Approved BudgetPage 214 Open Space & Mountain Parks Capital Open Space & Mountain Parks Estimated Total 2022 2023 2024 2025 2026 2027 Cost Approved Projected Projected Projected Projected Projected Greenhouse Gas Emissions Reduction $ 200,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ -$ (Important) This project will reduce OSMP greenhouse gas emissions and implement improvements that will help the City of Boulder achieve the goal of carbon neutrality by 2035. OSMP will work towards eliminating natural gas consumption, enhanced solar energy and soil carbon sequestration, and building upgrades to improve efficiency. The fleet will also be looked at and this project may support incremental funding needed (beyond the fleet replacement fund in the operating budget) to convert to electric vehicles and equipment. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Ecosystem Health and Resilience and Financial Sustainability. It advances multiple strategies in the Master Plan, primarily addressing EHR.3) Address the global climate crisis here and now, EHR.9) Reduce and offset OSMP's greenhouse gas emissions, and FS.4) Take care of what we have. Red Rocks Trails Improvements $ 50,000 $ 50,000 $ -$ -$ -$ -$ (Helpful) This GIP project will create trail and undesignated trail plans for Red Rocks Complex. OSMP will develop and implement a holistic trail plan that improves trails contributing to substantial deferred maintenance and closes and restores undesignated trails. This aligns with the West Trail Study Area Plan guidance to improve the Red Rocks area through trail repairs and small reroutes. This will also take care of undesignated trail concerns throughout the complex. This work will enhance visitor experience and reduce visitor impacts on the ecosystem. Construction plans will be carefully developed for incremental implementation. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Responsible Recreation, Stewardship, and Enjoyment and Ecosystem Health & Resilience. It advances multiple strategies in the Master Plan, primarily addressing RRSE.1) Assess and manage increasing visitation, RRSE.2) Reduce Trail Maintenance Backlog, and EHR.4) Reduce undesignated trails. Chapman Drive Trailhead Design and Construction $ 350,000 $ 350,000 $ -$ -$ -$ -$ (Helpful) This project will design, permit, and construct a multi-modal Chapman Drive Trailhead that accommodates parking for passive recreational opportunities and anticipates and mitigates environmental impacts. OSMP will utilize design guidelines and standards to create a sustainable and functional !railhead that best serves the planned public uses in the West Trail Study Area Plan. A short term !railhead was built in 2011 to accommodate parking when Chapman Drive Trail was completed. It is anticipated that demand for use in this area will re-establish and may increase after improvements to the Boulder Canyon Bike Path and completion of the Boulder Canyon Trail, and that 2022 will be the best time to shift from a short-term to a long-term !railhead solution that improves the existing layout. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Community Connections, Education, and Inclusion, and Responsible Recreation, Stewardship, and Enjoyment. It advances multiple strategies in the Master Plan, primarily addressing CCEl.1) Welcome diverse backgrounds and abilities, RRSE.1) Assess and manage increasing visitation, and RRSE.8) Provide welcoming and inspiring visitor facilities and services. Gate Maintenance & Standardization $ 60,000 $ 60,000 $ -$ -$ -$ -$ (Helpful) This project streamlines maintenance by standardizing and improving gates and hardware across the system. This includes new self-closing design and potential removal of unnecessary gates. No design guidelines currently exist regarding the width of gates, the design of turning radii, and other trail features that can restrict or facilitate trail use by those requiring the use of wheelchairs or other mobility devices. This project would reduce gate maintenance and complaints from the public and standardize materials, limiting wasted trips into the field to investigate prior to initiating a repair. It also allows implementation of the updated standard to use a D tube gate in which wasps are not able to nest. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Responsible Recreation, Stewardship, and Enjoyment and Agriculture Today and Tomorrow. It advances multiple strategies in the Master Plan, primarily addressing RRSE.2) Reduce Trail Maintenance Backlog, RRSE.8) Provide welcoming and inspiring visitor facilities and services, and ATT.1) Reduce the maintenance backlog for agriculture and water infrastructure. System-wide Sign and Communication $ 652,000 $ 167,000 $ 183,000 $ 200,000 $ 102,000 $ -$ (Helpful) This GIP supports sign and communication enhancements that will replace and improve signs as called for in department plans. Signs will align with design guidelines and national standards, ensuring unified graphics for dog regulation signs system wide, signage for undesignated trails to inform users when they are leaving the system, updated maps for better wayfinding and increased crowd control at busy locations, and adding suggested routes based on difficulty as well as map destinations to cater to varying ability levels. Interpretive signs will be added at two locations to educate around natural, cultural, and agricultural history. Mobile hotspots for a pay by phone mobile app with be installed in our parking fee areas, which will decrease cash handling by staff and increase parking compliance. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Communily Connections, Education, and Inclusion, and Responsible Recreation, Stewardship, and Enjoyment. It links to multiple strategies in the MP primarily addressing CCEl.2) Enhance communication with visitors and RRSE.8) Provide welcoming and inspiring visitor facilities and services. CIP-Capital Maintenance Total $ 10,964,000 $ 2,919,000 $ 2,684,000 $ 2,193,000 $ 2,074,000 $ 1,094,000 $ Historic Ag Facilities Rehab $ 1,300,000 $ 400,000 $ 300,000 $ 300,000 $ 300,000 $ -$ (Helpful) In accordance with the city's Agricultural Resources Management Plan, this project aims to recover historic structures for their intended purpose preserving the working landscape and its cultural resources. The Agricultural Resources Management Plan identified nine properties for their potential for development of a diversified vegetable and pastured livestock farm or micro-dairy for local food production. Each year, OSMP aims to completes at least one major renovation to an identified site, including remodeling the historic farmhouses to prepare them for agricultural tenancy. In 2022, project dollars will support renovations and upgrades to the Lewis House. The Lewis House is an historic structure on an OSMP agricultural property that has been vacant for many years. The rehabilitation work will make the house livable for agriculture tenants. This project accomplishes key outcomes of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow and Community Connections, Education, and Inclusion. It links to multiple strategies in the Master Plan, primarily addressing ATT.1) Reduce maintenance backlog for agriculture and water infrastructure, ATT.5) Encourage diverse and innovative agricultural operations, and CCEl.9) Preserve and protect Boulder's cultural heritage. Local Food Farm Sites Improvements $ 775,000 $ 125,000 $ 310,000 $ 210,000 $ 130,000 $ -$ (Important) This project supports construction of new or significant enhancement of existing infrastructure on irrigated and grazing land. Infrastructure to be constructed includes irrigation ponds and/or cisterns and necessary pumps, and out-building construction or modifications to support these operations. Infrastructure improvement and enhancement projects will take place at Hunter-Kolb loafing sheds, Hartnagle pond construction and outbuildings for washing/cooling/sanitation, Lewis milk processing room, Ertl corral and outbuilding, and Lousberg barn/shop space. All properties are included among nine sites identified for potential diversified agricultural operations in the Agricultural Resources Management Plan. This project accomplishes key outcomes of three focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, Ecosystem Health and Resilience, and Financial Sustainability. It links to multiple strategies in the Master Plan, primarily addressing ATT.5) Encourage diverse and innovative agricultural operations, and ATT.6) Support the success of ranchers and farmers, and FS.4) Take care of what we have. Agricultural Fencing Maintenance $ 436,000 $ 90,000 $ 90,000 $ 84,000 $ 86,000 $ 86,000 $ (Important) This project will address deferred capital maintenance to internal and boundary fencing to allow continued leasing services to the agricultural community. The project also mitigates risk of encroachments onto OSMP leased lands if boundaries are not prope�y maintained. Each year, OSMP strives to maintain or replace 15,000-20,000 linear feet of fence based on priority needs across the system. Infrastructure to be maintained includes barbed wire and high tensile fences, livestock handling corrals, and vehicle access gates. Livestock grazing is the predominant use of OSMP land leased for agriculture, and fencing has been designed to reduce impacts to wildlife movements. Fencing also protects grassland habitats supported by grazing on agricultural properties. This project accomplishes outcomes of the Agriculture Today and Tomorrow focus area of the OSMP Master Plan. It links to multiple strategies in the Master Plan, addressing ATT.1) Reduce maintenance backlog for agriculture and water infrastructure, ATT.6) Support the success of ranchers and farmers, and ATT.9) Enhance enjoyment and protection of working landscapes. Improve Soil Health and Agroecology $ 520,000 $ 87,000 $ 85,000 $ 83,000 $ 80,000 $ 185,000 $ (Important) This project will improve soil health and restore unleased agricultural properties to prepare them for eventual leasing while enhancing ecosystem services including soil health and carbon sequestration. Restoration of soil health and subsequent growth of resilient plant communities will increase compliance with the Colorado Noxious Weed Act through eradication and suppression of noxious weeds. Methods will include compost application, keyline plowing, seeding, invasive plant species management, prairie dog barrier fence installation, field irrigation infrastructure maintenance, and staff-run irrigation. Tasks associated with this project address goals in the Grassland Plan and Agricultural Resource Management Plan as related to promoting local agricultural production on OSMP managed lands. This project accomplishes outcomes of the Agriculture Today and Tomorrow focus area of the OSMP Master Plan. It advances multiple strategies in the Master Plan, primarily addressing ATT.1) Reduce the maintenance backlog for agriculture and water infrastructure, ATT.2) Increase soil health and resilience, and ATT.7) Integrate native ecosystems and agriculture. City of Boulder 2022 Approved BudgetPage 215 Open Space & Mountain Parks Capital Open Space & Mountain Parks Irrigation Infrastructure Maintenance Estimated Total Cost $ 598,000 2022 Approved $ 117,000 $ 2023 Projected 119,000 $ 2024 Projected 121,000 $ 2025 Projected 123,000 $ 2026 Projected 118,000 $ 2027 Projected (Important) OSMP has invested heavily in agricultural water rights as part of its acquisition strategy and to support agricultural operations and enhanced vegetation and habitat condition. This project replaces or improves existing irrigation structures and infrastructure to deliver these water rights on priority agricultural leased and unleased lands, induding diversion structures, irrigation ditches, laterals, wells, and measuring devices. Where appropriate, OSMP will add telemetry or measuring infrastructure. A well maintained and functioning water delivery infrastructure is critical to OSMP irrigated properties. In some cases, novel ecosystems of value have developed that are dependent on the continued delivery of these water rights. Maintenance priorities are established on a three-year basis and implemented annually based on conversations with the agriculture and water community. This project accomplishes key outcomes of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. It primarily supports strategy ATT.1) Reduce maintenance backlog for agriculture and water infrastructure, ATT.4) Protect water resources in a warmer future, and ATT.6) Support the success of ranchers and farmers. Restoration of Irrigated Agricultural Fields: Prairie Dog $ 780,000 $ 440,000 $ 340,000 $ -$ -$ -$ (Important) An expedited review of prairie dog management and policy alternatives was accepted by OSBT and Council in 2020. This project will implement strategies over multiple years to reduce the impact of prairie dogs on irrigated agricultural land and agricultural tenants. Prairie dogs will be relocated or otherwise removed from strategic irrigated agricultural land to restore agricultural production. There are approximately 1,000 acres of irrigated agricultural land occupied by prairie dogs in the project area. These lands represent some of the best opportunities for sustainable agricultural operations on OSMP. Some of these lands are no longer able to be leased or be productive for agricultural uses due to the presence of prairie dogs. These properties will be restored to agricultural production after prairie dog removal. This project accomplishes key outcomes of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. It advances multiple strategies in the Master Plan, primarily addressing ATT.2) Increase soil health and resilience, ATT.3) Address conflicts between agriculture and prairie dogs, and ATT.6) Support the success of ranchers and farmers. Wetland Restoration: Lower Boulder Creek $ 335,000 $ 235,000 $ 100,000 $ -$ -$ -$ (Helpful) In accordance with the City Charter, the department will improve ecological functioning of lower Boulder Creek from 75th Street to Hwy 287. Improvements will restore riparian and floodplain wetlands that existed along Boulder Creek prior to gravel mining, converting formerly mined gravel pits (gravel ponds) to habitat that will support northern leopard frogs (a Colorado Tier 1 Species of Greatest Conservation Need), converting non-native grasslands and riparian areas to native species communities, and creating aquatic habitat to support several native fish species of concern. Heavy equipment will recontour the site and redistribute the numerous waste piles left over from mining operations. Seeding, planting and weed management will take place following earth work. The project will also help integrate ecological systems with agricultural management as called for in the OSMP Agricultural Resources Management Plan. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Ecosystem Health and Resilience and Agriculture Today and Tomorrow. It advances multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors, EHR.6) Control invasive species, and ATT.5) Encourage diverse and innovative agricultural operations. Native Vegetation Restoration $ 700,000 $ 140,000 $ 140,000 $ 140,000 $ 140,000 $ 140,000 $ (Helpful) This project will support the restoration of native vegetation along Boulder and South Boulder Creeks. Restoration indudes large non-native tree removal projects, contracted herbaceous weed spraying and removal, seeding, planting, soil stabilization, maintenance mowing, native plantings, fencing, and other tasks related to restoring and enhancing native ecosystems in priority habitat areas. These project areas are largely riparian and wetland areas that received the lowest indicator ratings in the 201 O Grassland Ecosystem Management Plan (GMAP) and were further heavily damaged by flooding in 2013. This project accomplishes outcomes of the Ecosystem Health and Resilience focus area of the OSMP Master Plan. It advances multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors and EHR.6) Control invasive species. Tall Oatgrass Management $ 375,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ (Important) This project implements action items from the 2018 Tall Oatgrass Ecological Impact Study. The project supports mapping, containment, eradication, and early detection of the aggressive non native tall oatgrass on OSMP lands with collaboration across the county and the Colorado Front Range. Actions include mowing, grazing, mechanical and herbicide treatments, research related to treatment efficacy, and monitoring in the eradication zones. Dollars may support fencing and water infrastructure to support cattle browsing to inhibit tall oatgrass. Tall oatgrass invasion poses an immediate threat to native ecosystems, decreases overall plant and animal species diversity, has the potential to change fuel loads and fire behavior, and has dramatically expanded its ex1ent on OSMP lands in the past 5-1 O years. This project accomplishes key outcomes of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. It advances multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore importance habitat blocks and corridors and EHR.6) Control invasive species. Gebhard Site Plan Implementation $ 50,000 $ 50,000 $ -$ -$ -$ -$ (Helpful) This project focuses on the implementation of tasks identified in the Gebhard Integrated Site Project (ISP), including restoration of trails and bridges as a result of new use patterns. Work identified in the Gebhard ISP is part of a larger ongoing restoration effort for South Boulder Creek. The undesignated social trails that have developed along the west side of South Boulder Creek impact habitat for native wildlife species and vegetation. Restoration tasks may indude fence construction, seeding, and non-native vegetation management. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Ecosystem Health and Resilience and Responsible Recreation, Stewardship, and Enjoyment. It advances multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors and RRSE.1) Assess and Manage Increased Visitation. Habitat Restoration: Gregory Canyon $ 50,000 $ 50,000 $ -$ -$ -$ -$ (Helpful) This project will reestablish a stable channel bed at Gregory Canyon using a regenerative stream restoration technique. In the 2013 flood, approximately 3,000 linear feet of the channel at Upper Gregory and Lower Long Canyon was severely eroded and downcut, lowering the local water table that supports riparian vegetation. This regenerative stream restoration technique uses minimally invasive restoration methods to raise the channel bed by installing small check-type dams at intervals along the channel. These dams catch sediment and raise the water table, eventually restoring the channel to its pre-disturbance elevations. OSMP will seek partnership grant funding from the Urban Drainage & Flood Control District (UDFCD). This project accomplishes outcomes of the Ecosystem Health and Resilience focus area of the OSMP Master Plan. It advances a key strategy in the Master Plan, addressing EHR.1) Preserve and restore important habitat blocks and corridors. Hazard Tree Removal $ 50,000 $ 50,000 $ -$ -$ -$ -$ (Important) This project focuses on hazard tree removal and emergent vegetation-related issues that arise across the open space system. Projects are identified through issues reported by the public, neighbors, and other City of Boulder departments. These issues can indude hazard trees, noxious weeds, road right of ways, and sight lines. In most cases, these are maintenance issues and do not fall under OSMP's identified ecological priorities. A large emerging piece of this project addresses green ash trees impacted by Emerald ash borers, which are beginning to die and may pose a risk for trail users. This project accomplishes outcomes of the Ecosystem Health and Resilience focus area of the OSMP Master Plan. It advances multiple strategies in the Master Plan, primarily addressing EHR.6) Control invasive species. Wetland and Riparian Restoration $ 400,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ -$ (Helpful) This project implements priorities identified in the Grassland Ecosystem Management Plan, specifically in wetland and riparian areas. Approved by the Open Space Board of Trustees in 2009 and accepted by City Council in 201 O, the Grassland Ecosystem Management Plan proposes specific on-the-ground management actions, public policies, and lands and water acquisition priorities to conserve the ecological values of OSMP's grasslands and ensure ongoing agricultural production. Projects vary in scale and scope and are dependent on best opportunities for restoration, need, and staffing capacity. Restoration activities in this GIP project will focus on removal of non-native vegetation to encourage native vegetation growth and habitat improvement. This project accomplishes outcomes of the Ecosystem Health and Resilience focus area of the OSMP Master Plan. It advances multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors and EHR.6) Control invasive species. City of Boulder 2022 Approved BudgetPage 216 Open Space & Mountain Parks Capital Open Space & Mountain Parks Estimated Total 2022 2023 2024 2025 2026 2027 Cost Approved Projected Projected Projected Projected Projected Facilities Assessment Repairs $ 2,330,000 $ 400,000 $ 470,000 $ 480,000 $ 490,000 $ 490,000 $ (Important) In 2016 OSMP completed an inventory and assessment of structures and facilities across the open space land system. The assessment outlined current asset condition, specific annual actions needed to maintain the facilities, prioritization of the facilities, and estimated immediate and long-term maintenance and repair costs. This information was adopted as the OSMP Facilities Assessment and is used to prioritize facility maintenance to prevent deterioration of assets. This GIP funds the deferred facilities maintenance outlined in the assessment. Facilities maintenance supports outcomes across all focus areas of the Master Plan. In 2022, projects will primarily advance strategies ATT.1) Reduce the maintenance backlog for agriculture and water infrastructure, FS.4) Take care of what we have, and RRSE.8) Provide welcoming and inspiring visitor facilities and services. Road, Trailhead, and Bridges Repair $ 550,000 $ 100,000 $ 150,000 $ 150,000 $ 150,000 $ -$ (Important) This project supports cyclical inspection and maintenance of vehicle, pedestrian, and equestrian bridges including inventory and load rating compliance. Additionally, dollars support deferred road and engineered trail maintenance across roads and vehicle accessible trails owned by OSMP. Both the public and staff benefit from better maintained roads and it reduces future costs. This project accomplishes outcomes of two focus areas of the OSMP Master Plan: Responsible Recreation, Stewardship, and Enjoyment and Financial Sustainability. It advances multiple strategies in the Master Plan, primarily addressing RRSE.2) Reduce Trail Maintenance Backlog, RRSE.8) Provide welcoming and inspiring visitor facilities and services, and FS.4) Take care of what we have. Equip Purchase, Repair & Replace $ 350,000 $ 50,000 $ 100,000 $ 100,000 $ 100,000 $ -$ (Important) This GIP will support replacing, maintaining, and adding OSMP equipment. This is vital to ensure required equipment is provided and in good working condition to keep staff safe and productive. This project is ongoing as needed to replace equipment that fails, is damaged, lost, or as new needs are identified. OSMP will seek to replace equipment with more energy efficient options with lower emissions. This project accomplishes outcomes of three focus areas of the OSMP Master Plan: Financial Sustainability, Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. It advances multiple strategies in the Master Plan, primarily addressing FS.9) Invest in workforce development and operational needs, ATT.1) Reduce the maintenance backlog for agriculture and water infrastructure, and EHR.9) Reduce and offset OSMP's greenhouse gas emissions. Address Immediate Property Needs $ 255,000 $ 155,000 $ 50,000 $ 50,000 $ • $ • $ (Helpful) The OSMP Charter indicates that land may not be improved after acquisition unless such improvements are necessary to protect or maintain the land or to provide for identified charter purposes. This GIP project includes funds for immediate property needs after OSMP acquisitions. Funding will ensure the property is properly stabilized to enable smooth and efficient integration into the OSMP land system and minimize deferred maintenance. Addressing immediate property needs ensures strong short-term stewardship of the property while longer-term planning occurs. This project accomplishes key outcomes of the Financial Sustainability focus area of the OSMP Master Plan, primarily addressing FS.4) Take care of what we have. Youth Corps and Contracted Crews $ 1,110,000 $ 255,000 $ 255,000 $ 300,000 $ 300,000 $ • $ (Helpful) This project supports annual hiring of contracted trail crews and youth corps to augment and accelerate work of inhouse trail crews and accomplish deferred trail maintenance. Annual contracts are scalable based on available crew weeks and trail maintenance needs. Corps members benefit from exposure to a variety of hard skills, career development, and an increased understanding of land use management. In 2020, 30% of our standard and temporary trails staff previously worked with an organization we partner with for conservation corps, and 66% of our standard and temporary trails staff have been part of a conservation corps. The annual work plan is determined based on trail condition assessment results from 2019. In 2022, work will continue on Ml. Sanitas, undesignated trail restoration, Red Rocks, Range View/Ute, Saddle Rock, and other general deferred maintenance. This project accomplishes key outcomes of two focus areas of the OSMP Master Plan: Community Connections, Education, and Inclusion and Responsible Recreation, Stewardship and Enjoyment. It links to multiple strategies in the Master Plan, primarily addressing RRSE.2) Reduce trail maintenance backlog, CCEl.3) Connect children and youth to the great outdoors, and CCEI. 7) Cultivate leaders in stewardship. CIP-CAPITAL PLANNING STUDIES $ 2,180,000 $ 410,000 $ 400,000 $ 650,000 $ 720,000 $ -$ Fort Chambers/Poor Farm Site Manage $ 340,000 $ 20,000 $ 250,000 $ 70,000 $ -$ -$ (Important) This project will assist with identifying short and long-term management actions at the Fort Chambers/Poor Farm property purchased by OSMP in 2018. This planning project will assess future needs, purposes, and functions around the farm fields, irrigation infrastructure, residence, associated outbuildings and the surrounding agricultural, natural, and cultural landscape. The plan will identify the best approach for the future management of the site and designations. This project will support citywide engagement with recognized tribes and indigenous peoples and will result in a fiscally constrained management approach for the buildings and property. The project accomplishes key outcomes of three focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, Community Connections, Education, and Inclusion, and Financial Sustainability. It advances multiple strategies in the Master Plan, primarily addressing ATT. 7) Integrate native ecosystems and agriculture, CCEl.4) Support citywide engagement with federally recognized American Indian Tribes and indigenous peoples, and FS.3) Understand total cost of system management. Visitor Use Management Planning $ 130,000 $ • $ 50,000 $ 80,000 $ • $ • $ (Helpful) This project will continue department work to implement and adapt visitor management strategies guided by the 2005 Visitor Master Plan (VMP). Incorporating findings from visitor use studies and land management best practices OSMP will assess and update the types and specifications of in-use or potential visitor management practices the department may consider and deploy to manage visitor use and build a monitoring strategy to inform site-specific management decisions. OSMP will develop a toolkit of visitor use management strategies to consider in relation to other aspects of service delivery. Through this project, specific coordination work will occur on the systemwide !railhead shuttle feasibilily study and regional visitor management coordination including efforts such as the NOCO 2050 project. This project accomplishes key objectives of the Master Plan in the Responsible Recreation, Stewardship, and Enjoyment focus area. The project primarily supports the strategy RRSE.1) assess and manage increasing visitation but also works towards RRSE.4) Encourage multimodal access to !railheads and RRSE.5) Manage passive recreation activities requiring an OSMP permit. Chautauqua Ranger Cottage Site Plan $ 1,270,000 $ 150,000 $ • $ 400,000 $ 720,000 $ • $ (Helpful) This site plan for the Chautauqua Ranger Cottage area will explore options for improving visitor flow and orientation, interpretive signs, interpretive exhibits, restrooms, and visitor amenities. Out year work will explore programming, maintenance, and enforcement opportunities to help achieve desired outcomes. This project would include a phased approach to designing site improvements as well as costing that considers resource concerns, visitor experience, perceived crowding, and neighborhood impacts. This project accomplishes key outcomes of three focus areas of the OSMP Master Plan: Community Connections, Education, and Inclusion, Ecosystem Health and Resilience, and Responsible Recreation, Stewardship, and Enjoyment. It links to multiple strategies in the Master Plan, primarily addressing CCEl.2) Enhance communications with visitors, EHR.3) Address the global climate crisis here and now, and RRSE.8) Provide welcoming and inspiring visitor facilities and services. Coal Creek Restoration Planning $ 50,000 $ 50,000 $ -$ -$ -$ -$ (Helpful) This project includes initial planning, scoping, and design efforts for riparian restoration activities at Coal Creek. Work under this project will identify best opportunities and designs for implementation of restoration activities in future years. OSMP anticipates future GIP projects to focus on enhancements at Coal Creek based on the findings and recommendations during the planning process. This project accomplishes outcomes of the Ecosystem Health and Resilience focus area of the OSMP Master Plan. It advances multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors. City of Boulder 2022 Approved BudgetPage 217 OSMP Ranger with Cattle dogs Open Space & Mountain Parks Recreation Management Plan Estimated Total 2022 $ Cost Approved 240,000 $ 40,000 2023 Projected $ 100,000 2024 Projected $ 100,000 2025 2026 2027 Projected Projected Projected $ -$ -$ (Helpful) This project will replace the Visitor Use Master Plan by defining recreation activities broadly to include visitor recreation activities, interpretive opportunities, youth engagement, volunteering, outreach, ranger initiatives, visitor contacts, accessibility, equity, and permit programs. It will also confirm or establish systemwide investment priorities for recreation facilities across the system including trails and !railheads, parking, amenities, interpretive facilities, and transportation that will result in a set of coordinated, fiscally constrained and feasible implementation projects and programs. The plan will also look at visitation across the system and in specific geographic areas considering best practices to manage for positive experiences and mitigate resource impacts. This project accomplishes key outcomes in two focus areas of the OSMP Master Plan: Responsible Recreation, Stewardship, and Enjoyment and Community Connections, Education, and Inclusion. It advances multiple strategies in the Master Plan, primarily addressing RRSE.1) Assess and manage increased visitation, CCEl.1) Welcome diverse backgrounds and abilities, and CCEl.2) Enhance communications with visitors. Visitation and Visitor Exp Survey $ 150,000 $ 150,000 $ - $ - $ - $ -$ (Helpful) This project occurs on a systematic basis every five years to deliver a statistically valid 12-month visitor survey. The survey is conducted at OSMP exit points to understand, update, and trend information about the visitor population. This project combines the previously separate visitor, and resident recreation surveys for efficiency. General themes of the survey include visitor attributes and demographics, trip characteristics, ratings of OSMP services and facilities, and perceptions of interactions with other visitors, policy development, information preferences, potential management strategies, and other hot topic items. Updated and current visitor information is necessary to successfully manage operations, infrastructure planning, staffing allocation, amenity provision, and public process and decision making for recreation management. This project accomplishes key outcomes of the Responsible Recreation, Stewardship, and Enjoyment (RRSE) focus area of the OSMP Master Plan. It advances multiple strategies in the Master Plan, primarily addressing RRSE.1) Assess and manage increasing visitation, RRSE.6) Support a range of passive recreation experiences, and RRSE.9) Develop a learning laboratory approach to recreation. CIP-Land Acquisition Total Land, Water & Mineral Acquisition $ $ 2,350,000 $ 2,350,000 $ 350,000 $ 350,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ -$ -$ -$ - $ (Important) In accordance with the City Charter and OSMP Master Plan, the department will acquire, maintain, preserve, and manage open space lands including water and mineral rights for ecological conservation, agriculture, passive recreation, urban shaping, and scenic beauty. OSMP will identify, assess, and acquire high priority properties and water and mineral rights as a means of expanding stewardship, restoration, recreation, agriculture, wildlife/ecological preservation, and scenic view protection opportunities. A separate but related project funds immediate stabilization and emergency maintenance of acquired properties. Acquisitions support the accomplishment of Master Plan outcomes across all focus areas but are tracked as investments under the Financial Sustainability focus area. The department anticipates that 2022 acquisitions will primarily support the strategy FS.5) Prioritize acquisitions in Boulder Valley's rural preservation area. Open Space & Mountain Parks Capital City of Boulder 2022 Approved BudgetPage 218 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 219 Current Focus in the 2022 Capital Budget The comprehensive approach to the department’s 2022 capital program is founded on implementing the key themes of the BPR Master Plan, primarily on taking care of existing assets that provide core services to the community while strategically enhancing key parks and facilities outlined within the department’s capital investment strategy. In 2022, staff started the five-year update to the master plan as adopted within the current CIP to refine the goals and strategies to guide the next several years. Staff have consistently prioritized funding on specific projects that meet several criteria related to safety, usage, efficiencies, and revenue generation. Staff have identified options for reducing spending strategically as a standard practice for this fiscal environment and especially as it applies to the CIP. For both 2022 as well as the full 6-year CIP, staff have performed careful analysis and projections for all funds that make up the department CIP and adjusted the spending accordingly to remain within funding projections while still maintaining a healthy fund balance for reserves. Staff will continue to monitor and adjust spending as necessary with new fund projections and revenue information are available related to COVID-19. Staff have also been innovative in partnering when possible to leverage capital funding that align with many key themes identified in the BPR Master Plan, including: Community Health and Wellness Parks and facilities are being improved with capital maintenance and enhancements to the Flatirons Golf Course Facility, Boulder Reservoir, and many outdoor facilities such as courts, playgrounds and ballfields. The amenities are critical to the department’s core services and outlined in recent plans and studies. Taking Care of Existing Facilities Through implementation of the Asset Management Software, improvements such as the East Boulder Community Park, sports fields, and East Boulder Community Center will extend the useful life of priority facilities and increase the condition of many assets. Parks & Recreation City of Boulder 2022 Approved BudgetPage 220 Building Community Relationships BPR continues to address the Emerald Ash Borer epidemic in Boulder and maintain as much tree canopy as possible. With help from the Tree Trust, developed by the PLAY Boulder Foundation, staff are making progress in fighting the pest and planting replacement trees through capital funding. Youth Activity and Engagement: Many youth sports facilities and play areas will be enhanced and renovated through the 2022 projects that will continue to allow the department to focus on youth and provide opportunities for children in the community. 2022 Capital Projects •Aquatics Facility Capital Enhancements •Athletic Field Capital Enhancements •Columbia Cemetery Capital Maintenance •Capital Infrastructure Enhancements and Partnership Opportunities •Parks and Recreation Strategic Planning Initiatives •Natural Lands Management •Boulder Reservoir South Shore Capital Enhancements •Urban Forest Management •Flatirons Golf Course Capital Enhancements •Neighborhood and Community Park Capital Maintenance •Recreation Facility Capital Maintenance Parks & Recreation Capital Boulder Flyers at the North Boulder Recreation Center City of Boulder 2022 Approved BudgetPage 221 Parks & Recreation Capital Operating and Maintenance Impacts The department prioritizes capital projects based on maintaining existing assets and decreasing the maintenance backlog of the department’s portfolio of parks and facilities. Therefore, most projects included in the department’s Capital Improvement Program will not have an impact on maintenance costs due to replacement of aging infrastructure and efficiencies associated with new and improved facilities and systems. However, as the department fulfills commitments relative to long-term planning needs such as the increase in facilities at Scott Carpenter Park, future phases of Valmont City Park, Boulder Junction Park, or Violet Neighborhood Park, the department will need to carefully design enhancements in sensitivity to the department’s O&M funding and not overburden funds with maintenance of these new facilities. Staff are also carefully planning future facilities and current renovations to include energy efficiency and opportunities for reducing short-term and long-term O&M needs. This not only reduces maintenance costs and ongoing expenses but meets the city’s climate goals by reducing emissions and achieving environmental sustainability objectives. As an example, irrigation systems are much more efficient now using digital systems, rain sensors, and other technology to not over water. Also, building systems include efficient lighting, pumps, and filters for pools and sustainable materials. Unfunded Projects and Emerging Needs In the long-term, additional funding will need to be secured to develop any new major facilities, as well as improve service standards for maintenance operations and to fund deferred maintenance. The department’s master plan includes a list of priority items to complete based on various funding levels (fiscally constrained, action and vision). The department’s 2016 Capital Investment Strategy identified investments of $104 million with available funding of only $64 million over the next 10 years. Staff continue to evaluate deferred maintenance needs, including park sites and recreation facility needs, and have implemented an Asset Management Plan (AMP) to assist in capital planning and day-to-day operations. The current maintenance and facility improvements backlog, including major repairs and replacements, is significant. The department anticipates that this backlog will continue until funding levels reach appropriate amounts to accommodate life-cycle projections for the department’s assets. The current budget reflects an economic reality that is not predicted to shift anytime soon, and it is within this reality that the department must plan. With maintenance backlog estimated at over $20 million on approximately $298 million in assets, the department faces difficult trade-off decisions about how to manage and operate its facilities and provide its programs. City guidelines regarding capital improvement prioritize the maintenance of current assets over the development of new facilities, and through the master planning process, the community has indicated strong support for this concept. Even with the .25 cent sales tax renewal, the department must focus on maintaining and improving all deteriorating assets. Simultaneously, the department must respond to the community’s shifting values related to new facilities by providing adequate facilities to meet those needs and by making them accessible to the entire community. Key Unfunded Projects Include: • Boulder Reservoir South Shore enhancements to accommodate increased use and visitation as well as basic amenities to support the regional destination as outlined in the Boulder Reservoir Master Plan and currently evaluated through the Concept Plan and Capital Strategy. • The Recreation Facility Strategic Plan projected a total of $4.5 million in deferred maintenance and an additional $3 million over the next ten years in the three recreation centers. This funding need will also be refined and updated with the upcoming master plan related to the Recreation Facilities Needs Assessment. • Increased capacity and additional facilities for youth and adult sports fields. City of Boulder 2022 Approved BudgetPage 222 • Expansion and enhancement of recreation centers and aquatics facilities that accommodate increased demand for lap swimming, fitness equipment and multi-use classroom space that could be expanded. • To mitigate the impacts of limited funding, staff is: • Working collaboratively with Facilities staff to prioritize funding for deferred major and ongoing facility maintenance. • Deferring low-priority improvements and new capital projects that cannot be funded operationally. • Completing projects to achieve energy efficiencies at recreation facilities; and • Developing long-term partnerships and non-traditional funding sources to support desired new facilities and enhancements to existing facilities. Racial Equity Impacts Most of the department’s CIP projects provide many benefits relating to racial equity and serving all members of our community. The department’s key themes from the master plan outline community health and wellness as well as youth activity and engagement and building community and relationships. Each of these themes are woven into the department’s capital planning and provide outcomes that allow all residents of Boulder to enjoy and access our many parks, facilities and programs. By focusing on the neighborhood and community parks, staff continue to strive to provide a neighborhood park within a half mile of every resident and a playground within a quarter mile to reduce the barriers of transportation for access. By upgrading and renovating rec facilities, the staff are providing more flexible and multiple use spaces that can continue to support programs that serve a broad section of the residents and reduce barriers related to costs of programs or times of day that programs are delivered. By focusing on our natural resources and specifically the urban forest, trees continue to provide many benefits to neighborhoods that might lack adequate shade or greenspace. CEAP Projects • Violet Neighborhood Park • East Mapleton Ballfield Renovations Board Action The Parks & Recreation Board (PRAB) unanimously approved the following two resolutions in support of the BPR 2022-2027 CIP at the June 28, 2022, meeting: a motion to approve the 2022 recommended expenditures from the Permanent Parks & Recreation Fund and a motion to approve the Draft 2022–2027 Parks & Recreation Department Capital Improvement Program. Parks & Recreation Capital Boulder Civic Area City of Boulder 2022 Approved BudgetPage 223 Parks & Recreation Capital Parks & Recreation Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 26,058,500$ 4,528,000$ 4,180,000$ 5,177,000$ 2,436,500$ 6,092,000$ 3,645,000$ CIP-Capital Enhancement Total 11,228,000$ 2,438,000$ 1,210,000$ 2,830,000$ 100,000$ 4,000,000$ 650,000$ Aquatic Facility Enhancements 3,188,000$ 1,638,000$ -$ -$100,000$ 1,000,000$ 450,000$ Valmont City Park - Phase 2 3,240,000$ -$ -$240,000$ -$ 3,000,000$ -$ Flatirons Golf Course Enhancement 1,100,000$ 700,000$ -$ 200,000$ -$ -$200,000$ Capital Infrastructure Enhancements 1,600,000$ 100,000$ 1,000,000$ 500,000$ -$ -$ -$ East Mapleton Ballfield Enhancement 2,100,000$ -$ 210,000$ 1,890,000$ -$ -$ -$ CIP-Capital Maintenance Total 14,340,500$ 1,940,000$ 2,870,000$ 2,287,000$ 2,216,500$ 2,032,000$ 2,995,000$ General Park Improvements 5,400,000$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ Urban Forest Management 2,800,000$ 300,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ Based on recommendations of the 2015 Boulder Aquatics Feasibility Plan, this project provides implementation of priority indoor and outdoor pool enhancements for Boulder's aquatics programs. In 2021, the East Boulder Community Center leisure pool will be redesigned with community input to determine a new and improved family aquatics experience. This work will include a new multi-use leisure pool for warm water classes and instruction, a new kids play structure and an outdoor splash pad will be completed in 2022 in partnership with Facilities & Fleet funding necessary facility repairs. Finally, in 2025, funding is provided to partner with City Transportation to begin the design of the 30th street improvements along Scott Carpenter park to remain in compliance with necessary infrastructure required through the city's regulatory planning and development review process for Scott Carpenter Pool enhancements. The construction of the 30th street improvements is anticipated to be approximately $1M and is required to be complete by 2026. This project is categorized as "helpful". This project provides for the development of the next major phase of Valmont City Park, south of Valmont Road. Potential amenities to be built include adventure playground elements, community garden space, a splash pad, skate elements, an event pavilion and additional parking. Final plans will be completed in 2023 to determine amenities for development as well as available funding. Final design and permitting will occur in 2024 with construction to commence in 2026. This project also allows for increased park service to the surrounding areas of east Boulder as well as the entire Boulder community. This project is categorized as helpful. This project will provide capital funding to implement enhancements at parks and facilities throughout the system. Currently undeveloped park sites such as Violet Park in north Boulder and Eaton Park in Gunbarrel have planned amenities that need to be implemented to meet service levels of surrounding neighborhoods. Other properties have seen a dramatic shift in land use adjacent to the park and warranting a redevelopment option to serve more residents such as Mapleton Ballfields. Additionally, this project will provide implementation of planned amenities at developed park sites that haven't been constructed such as restrooms, ballfields, additional sport courts and play areas. The Recreation Facility Needs Assessment completed in 2021 will also outline future priorities that will be funded through this project that will enhance the existing recreation facilities. In 2022, funding is provided to finalize the design of the undeveloped portions of Violet Park and Eaton Park that have been a priority for several years to extend the service areas of parks to adjacent neighborhoods. The Flatirons Golf Course is the only public course in Boulder and provides a highly desired recreation amenity while also contributing to funding sources through revenue generation. The golf course has many planned enhancements to ensure playability and provide necessary visitor amenities. This project will provide design and construction of a new pro shop, clubhouse and staff office to replace the former events center that was demolished as a result of the 2013 flood. The design of the replacement facility will occur in 2019, permitting in 2020 and construction to begin in 2021. In 2024, funding is provided to allow for various course improvements including tee boxes, cart paths, turf and irrigation maintenance. This project is categorized as amenity. This project provides funding for asset maintenance throughout the system as well as a complete renovation of one neighborhood park annually to meet the goals outlined within the BPR Master Plan and Capital Investment Strategy. The renovations typically include playground replacement, irrigation renovation, forestry maintenance, ADA compliance and shelter repairs. The current list of parks within the CIP include: 2021 -North Boulder Park 2022 - East Boulder Community Park 2023 - Martin Park 2024 - Parkside Park 2025 - Shanahan Ridge Park 2026 - Elmer's Two-Mile Park This project is categorized as important. Trees are important assets to the community and provide many benefits to Boulder. In September 2013, Forestry staff discovered an Emerald Ash Borer (EAB) infestation within the city. The subsequent delimitation survey showed that EAB was well established within a corridor in central Boulder. Over the next 15 years, EAB management, including tree removal, tree replacement, wood disposal and pesticide treatments will have a significant direct budgetary impact to the city and private residents. The loss of tree canopy will have considerable economic, social, and environmental impacts for decades. In September of 2015, an Information Item detailing the Emerald Ash Borer management plan was presented to City Council. As a result of the recent discovery of the Emerald Ash Borer (EAB), a response plan has been developed to slow the spread of the pest and maintain a safe community from the potential hazards of multiple dead and dying trees within the urban core of the community. This project will provide funding to educate the community on safe EAB treatment, hire contractors for removal and replacement of the trees affected by the EAB to re-establish streetscapes and park areas that contribute to many of the sustainability goals of the city. This project will include renovation of parking areas, streetscapes, park areas and other sites to remove and replace the trees. The recent Urban Forest Strategic Plan outlined the need to increase annual tree plantings from 400 to 600 to maintain the existing canopy given the decline from EAB. This project provides plantings across the city on locations throughout Parks and Recreation properties. This project is categorized as important. As a result of the implementation of the Boulder Junction area along 30th street near Mapleton, the area has increased in residential units resulting in more demand for community park and recreation amenities such as playgrounds, dog parks, open lawn areas and other multi-use amenities. The original area plan indicated a goal of providing park and recreation amenities to this new residential area as development occurs. This project will result in the addition of new amenities at the existing East Mapleton Ballfield site that is in close proximity to Boulder Junction connected by the underpass along Goose Creek. A community planning project will be completed to determine the final design and priorities for construction. Any reduction in ballfields will be replaced at other sports complexes as indicated in the department's Athletic Field Study completed in 2015. City of Boulder 2022 Approved BudgetPage 224 Parks & Recreation Capital Parks & Recreation Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Recreation Facility Capital Maint 2,000,000$ 500,000$ -$ -$ -$500,000$ 1,000,000$ Athletic Field Improvements 189,000$ -$ 63,000$ -$ 63,000$ -$ 63,000$ Boulder Reservoir South Shore 2,976,500$ -$ 1,300,000$ 355,000$ 721,500$ 100,000$ 500,000$ Flatirons Golf Course Forestry Mgmt 150,000$ 150,000$ -$ -$ -$ -$ -$ Columbia Cemetery Capital Maintenan 200,000$ 40,000$ 32,000$ 32,000$ 32,000$ 32,000$ 32,000$ Natural Lands Management 625,000$ 50,000$ 75,000$ 500,000$ -$ -$ -$ CIP-Capital Planning Studies Total 490,000$ 150,000$ 100,000$ 60,000$ 120,000$ 60,000$ -$ Parks and Recreation Strategic Plan 490,000$ 150,000$ 100,000$ 60,000$ 120,000$ 60,000$ -$ One of the many qualities that makes the Flatirons Golf Course so desirable is the many mature trees throughout the course. In fact, 10% of all the trees that are within our parks are at the golf course and many are large mature trees that are in need of pruning and/or removal to ensure safety of the players. The median size of the trees is a 30" diameter trunk which is very large and costly to prune or remove and 45% of the trees are high-risk species such as Cottonwood and Willow that tend to break easily. This project will allow enough work to be completed to address the backlog of work and continue on a regular pruning rotation to ensure vibrant and safe trees for the future of the course. The cemetery is a designated landmark and requires ongoing maintenance to meet the preservation requirements associated with all the infrastructure ranging from headstones, markers, ornamental fencing and grounds maintenance. This project will provide necessary funding to complete projects as well as local match for leveraging state grant funds. This project is categorized as a helpful project. As illustrated in the Boulder Parks and Recreation Master Plan, the department must consistently review the many programs, services and facilities to ensure alignment with the community expectations, best practices in the industry and strategic focus to meet the many goals of the master plan. This is achieved through ongoing planning and studies that are funded through the CIP. These various plans identify policy direction, budget priorities, operational adjustments and capital needs. The specific projects planned for each year include: 2022 – Reservoir Strategic Plan Update and regional multi-modal feasibility study 2023 – General Maintenance and Management Plan Update / Ops Maintenance Facility Assessment 2024 - Natural Lands Strategic Plan 2025 - Water Assets Strategic Plan 2026 - Facilities and Aquatics Plan update Continuing to implement the 2012 Master Plan and recent Concept Plan and Capital Strategy, this project will provide key improvements to the south shore recreation area and various visitor amenities to serve the region. Funding is planned through 2027 to continue key enhancement priorities that are outlined each year in the recently approved Concept Plan and Capital Strategy. Projects include a variety of amenities including but not limited to signage, dock repairs, trail connections, pavilions, facility maintenance, road repair, landscaping, and parking lot repair. This project is categorized as helpful. Based on recommendations of the 2016 Facility Strategic Plan and upcoming Recreation Needs Assessment, this program will provide annual capital funding for implementation of key facility repairs and renovations at the city's three recreation centers to ensure acceptable facility conditions and continue cost-effectively meeting the needs of health and wellness opportunities within Boulder. This project is combined with funding from the Facilities & Fleet Department. In 2022, facility maintenance will be focused on the East Boulder Community Center in conjunction with the planned improvements to the leisure pool. This project is categorized as helpful. Based on key recommendations of the Athletic Field Study, this program will allow implementation of field repairs and enhancements including turf, field renovations and expansion to accommodate additional capacity for sports uses. Average cost for a complete renovation of an irrigation system is $63K which is necessary to ensure preventative maintenance of the systems. System failures can lead to field closures and loss of revenue from field use. This project is categorized as "helpful". The department's natural lands team manages over 1,000 acres of wildlife and vegetation conservation areas to support the region's vulnerable ecosystems within urban areas. Capital funding helps support planning and implementation of critical conservation measures and management strategies on the properties. In 2022, funding will allow for the replacement of a trail bridge at Coot Lake Natural Area that is in disrepair and in danger of failure if not replaced within the next year. In 2023, funding will allow the department to complete and inventory and prioritization of the department's populations of prairie dogs across the system to better manage the colonies aligned with the department's goals. In 2024, funding will allow the department to begin relocation of the prairie dogs at Valmont Park to allow for the next phase of planned improvements. This project is categorized as "Important". City of Boulder 2022 Approved BudgetPage 225 Parks & Recreation Capital Current Focus in the 2022 Capital Budget The 2022 capital needs for the Boulder Police Department (BPD) focus on maintaining core services and improving the core services we provide. The department requests funding for the following projects: Public Safety Building 1st Floor Tile Replacement The tile floor on the first floor of the Public Safety Building is over 30 years old, dated-looking and is showing much wear and tear. Not only is the floor showing wear, some tiles are cracked while some are coming up and need to be replaced. Replacing the first-floor tiles will require less ongoing maintenance and give the first floor a consistent and more updated look. Approximate cost of this replacement is $64,000. 2022 Capital Projects •Public Safety Building 1st Floor Tile Replacement Operating and Maintenance Impacts The only operating impact is the ongoing replacement amounts needed for future bomb suit replacement. $16,800 annually. Unfunded Projects and Emerging Needs In the future, BPD will incorporate new initiatives into the planning and budget processes as city resources allow. Examples include: upgrading technology to improve response times and increase efficiency; and expanding the Public Safety Building to better accommodate staffing and technology needs. Public Safety Building Expansion and Renovation Construct a 25,000 square-foot expansion for Police functions, along with associated renovations to the existing facility. The renovation would focus on net zero, generating its required energy from an on-site solar system. This will provide many opportunities to leverage financial incentives such as rebates, production incentives for the solar system, or even tax credits (captured by a partner with tax liability and passed through Police City of Boulder 2022 Approved BudgetPage 226 Police Capital to the city). These financial incentives can cover as much as 50% of the incremental cost that is required to go above the minimum energy code requirements. Estimated cost $25 million to $30 million. Explosives Ordinance/Tactical Robots The current robots were purchased in 2012. The current replacement fund has approximately $100,000 towards the replacement. The actual costs for replacement will fall between $400,000 and $635,000. This is an underfunded project. Although generally referred to as ‘bomb’ robots, these robots perform many other life-saving tasks such as searching buildings and confined spaces for subjects which improves safety for both officers and subjects. For example, a robot was used to successfully disarm a person armed with a handgun. Racial Equity Impacts The above requests do not reduce any disparities for marginalized or under served groups and the BPD does not foresee any unintended consequence. CEAP Projects None Board Action N/A Police Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 428,500$ 1,492,500$ -$ -$ -$ -$ -$ CIP-Capital Enhancement Total 105,000$ 428,500$ -$ -$ -$ -$ -$ Bomb Dog Program Start-up Costs 105,000$ 105,000$ -$ -$ -$ -$ -$ Five Hybrid Police Vehicles 323,500$ 323,500$ -$-$-$-$-$ CIP-Capital Maintenance Total 1,064,000$ 1,064,000$ -$-$-$-$-$ PS Bldg 1st Floor Tile Replacement 64,000$ 64,000$ -$-$-$-$-$ PD & FIre Incident Command Vehicle 1,000,000$ 1,000,000$ -$-$-$-$-$ The Boulder Police Department requests $105,000 in funding for capital startup and $41,200 in operational ongoing funding to create a dog bomb program. Startup costs include the purchase of a dog, purchase of a police vehicle with special retrofits for canine safety, and other infrastructure and equipment to launch this very important program. Ongoing costs include training, academy, handler costs, canine vehicle replacement cost, dog food, vet, and other miscellaneous costs required as part of the program. BFCR Category: Helpful. The purpose of this project is to replace the tile flooring on the first floor of the Public Safety Building. The tile floor on the first floor of the Public Safety Building is over 30 years old, dated-looking and is beginning to show much wear and tear. Not only is the floor showing wear, some of the tiles are cracked while some are coming up and need to be replaced. Although we do have some replacement tiles on hand, the tiles are from different dye lots and there is a slight color difference. Some areas of the 1st floor have been replaced with different tiles altogether. Not only will replacing the first-floor tiles require less ongoing maintenance of fixing tiles but it will also give the first floor a consistent and more updated look. As a shared asset, the Incident Command Vehicle (ICV) is used for critical incidents within the City of Boulder and regionally. The ICV is used as the command center for Police and Fire-Rescue to strategize their response during critical incidents such as fires, floods, riots or other emergencies. It is used regionally with other public safety organizations in coordination with their command posts in response to multi-jurisdictional incidents as an effective means for coordinating and managing major public safety incidents. The city’s ICV is one of several in the County and they often set up in different areas across the County when County-wide coverage is needed in emergencies such as fires and floods. It is also used during large events such as the Bolder Boulder and University of Colorado events where Police provide coverage. The city’s current ICV is beyond its lifespan at approximately 20 years old. It has many mechanical issues which have resulted in not being available at a moment’s notice, such as the King Soopers mass shooting incident in March 2021. The Police Department has $250,000 in replacement funding The Boulder Police Department requests $323,500 in capital funding and $64,700 operational ongoing funding to purchase five new police vehicles for its Patrol unit. Keeping in line with the city’s climate and sustainability goals, all vehicles purchased will be hybrids. City of Boulder 2022 Approved BudgetPage 227 Current Focus in the 2022 Capital Budget The projects that have been included in the Transportation Capital Improvement Program were selected and developed to implement Transportation Master Plan (TMP) investment policies and principles identified under Initiative 10 of the 2019 TMP Update “Funding the Transportation System”. The key investment principles include the following: •Maintain and operate the existing, valuable multi-modal system, including investments in safety •As additions are made to the system, address ongoing operation and maintenance needs •Continue to advance innovations in the design, construction, operation, and maintenance of the system •Strategically enhance the Complete Street network, prioritizing projects that have maximum impact improving safety, mobility, and efficiency •Advance corridor studies integrating the city’s Sustainability Framework and resiliency strategy •Leverage external funds extending the ability of local dollars to implement city goals. Continuously strive for efficiency and effectiveness in how work is accomplished Assure budget decisions are sustainable over time •Keep in mind the goal of identifying long-term, sustainable funding that is tied to vehicle use The 2019 TMP Update also identified the need to prioritize investment in the existing transportation system to preserve existing infrastructure as well as safety. A key area of focus within the TMP continues to be Low-Stress Walk/Bike Network, which consists of vertically separated bike infrastructure, buffered bike infrastructure and neighborhood green streets. Other key focus areas within the CIP include maintenance and enhancements to pedestrian infrastructure consistent with the 2019 Pedestrian Plan and a focus on Vision Zero enhancements and implementation. Consistent with the 2019 TMP, the goal of each CIP project and program is to improve safety for all users of the transportation system, including pedestrians, cyclists, transit users, and vehicles. Each of these components are a focus within the individual CIP projects as well as multi-modal CIP programs. One example of this in Transportation City of Boulder 2022 Approved BudgetPage 228 the program portion of the CIP includes the Neighborhood Speed Management Program (NSMP), which was a renewed focus area beginning in 2017, and continues as part of the 2022-2027 portfolio. Additionally, CIP line items that were created in the 2020 CIP will carry forward in the 2022-2027 program which include capital funding for implementation of the Low-Stress Walk/Bike network (aka neighborhood greenstreets), intersection and crossing safety improvements as part of Vision Zero, and transit infrastructure improvements in fulfillment of the Renewed Vision for Transit. 2022 Capital Projects •HSIP/VZ Traffic Signal Reconstruction •30th Street Bikelanes •Pavement Management Program •Downtown Boulder Transit Station Improvements •Arapahoe Multi-Use Path/Transit Enhancements •Major Capital Reconstruction •Safer Signals •Sidewalk Maintenance •Camera & Signal Enhancements •47TH/BNSF Sidewalk Crossing Operating and Maintenance Impacts The projects included in the current Transportation CIP will improve operational and/or maintenance conditions and needs. For example, the HSIP/VZ Traffic Signal Reconstruction project will improve operations, safety and reduce maintenance demands on staff because the infrastructure and technology will be new. Also, the Pavement Management Program repaves miles of city streets each year, which reduces the need to fill potholes by city maintenance crews. Major portions of CIP expenditures are focused on preservation of the system, which reduces costly total replacements of facilities and extends infrastructure service life at optimal timing intervals Unfunded Projects and Emerging Needs The Transportation division has a number of unfunded projects identified in the Transportation Master Plan (TMP). These projects range from reconstructing existing underpasses and bridges, reconstructing aging streets, completing missing links of sidewalks and multi-use paths. Transportation has historically used an opportunistic approach to fund major rehabilitation, reconstruction, and enhancement projects by taking advantage of external grant funding opportunities. Transportation will continue to use an asset management/ prioritization approach to taking on capital projects. This includes optimizing investments in the system in a manner that is fiscally prudent and consistent with the TMP. Transportation funding is limited and highly dependent on sales tax. Transportation’s dedicated sales tax revenue is not keeping up with inflation, resulting in declining purchasing power. Even with 78 percent of our expenditures going to essential operations and maintenance, we are still deferring maintenance, which is more costly over time. Outside of local funding, the city is facing increased competition for regional, state and federal funding. A 2019 needs assessment evaluated all areas of transportation’s essential services in the community, including capital maintenance and the Capital Improvement Program (CIP). This assessment identified $20.8 million in one-time capital expenditures. Transportation Capital City of Boulder 2022 Approved BudgetPage 229 Transportation Capital Key Unfunded Projects Include: •Large portions of the Low/Stress Walk and Bike Network •A number of segments from the 30th Street and Colorado Avenue Corridor Complete Street Plan. •The East Arapahoe Transportation Plan has identified key improvements for investment that should be prioritized in coming years. Racial Equity Impacts As the Low-Stress Walk/Bike Network and other key TMP initiatives are implemented, the Transportation and Mobility Department will factor in racial equity, to make sure that under served areas and populations are being considered equitably in the prioritization of projects and programs. A specific projects that will reduce disparities for marginalized or under served groups include the 30th Street Protected Bikelanes which will improve travel choices for residents and travelers accessing CU-East and the major employment centers along Arapahoe and 30th. An example of a capital maintenance program that serves marginalized groups is the pavement management program, that improves ADA ramps on every street it touches, which improves accessibility and mobility for under served residents. CEAP Projects Downtown Boulder Transit Station Improvements This project will expand the number of bays along Canyon Boulevard and 14th Street and adjacent to the Downtown Boulder Transit Station. This project is in fulfillment of the Renewed Vision for Transit goals and is funded in part by federal grant funds. Arapahoe Multi-Use Path/Transit Enhancements This project will upgrade existing and missing sidewalk sections to a multi-use along Arapahoe between Foothills and Cherryvale. It will also enhance existing transit stops and access along the corridor. This project is consistent with the Transportation Master Plan and the East Arapahoe Transportation Plan goals and is funded in part by federal grant funds. Board Action The Transportation Advisory Board (TAB) recommended approval of the draft 2022-2027 Capital Improvement Program on July 12, 2022. Downtown Boulder Transit Station City of Boulder 2022 Approved BudgetPage 230 Transportation Capital Transportation Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 88,538,020$ 18,630,187$ 20,874,625$ 12,460,833$ 12,617,250$ 12,158,500$ 11,796,625$ CIP-Capital Enhancement Total 54,138,319$ 8,717,444$ 9,414,000$ 8,772,500$ 9,291,250$ 8,822,500$ 9,120,625$ Misc Development Coordination 250,000$ 50,000$50,000$ 50,000$ 50,000$ 50,000$ -$ TIP Local Match/TMP Implementation 15,166,000$ 2,414,000$ 602,000$ 3,000,000$ 2,900,000$ 3,000,000$ 3,250,000$ Pavement Management Program 29,978,125$ 4,850,000$ 4,850,000$ 4,900,000$ 5,000,000$ 5,125,000$ 5,253,125$ Ped Facs Enh Missing Links Crossing 815,000$ 115,000$ 125,000$ 125,000$ 135,000$ 150,000$ 165,000$ Neighborhood Speed Management Progr 1,580,000$ 250,000$ 275,000$ 275,000$ 275,000$ 275,000$ 230,000$ Downtown Boulder Transit Station Im 755,031$ -$ 755,031$ -$ -$ -$ -$ Arapahoe Multi-Use Path/Transit Enh 1,612,000$ 287,000$ 1,325,000$ -$ -$ -$ -$ 47TH/BNSF Sidewalk 636,250$ -$ 127,500$ -$ 508,750$ -$ -$ Traffic Signal Broadband Fiber 400,000$ -$ -$ 200,000$ 200,000$ -$ -$ HSIP/VZ Traffic Signal Reconstruction 1,024,670$ 102,467$ 922,203$ -$ -$ -$ -$ This ongoing funding is intended to construct infrastructure improvements in coordination with or prompted by potential private development. Throughout the year, situations arise where infrastructure improvements required in the vicinity of a proposed development should be made at the same time as the development, and for which a developer cannot be required to construct. Improvements that are typically included are bike and pedestrian, functional efficiency, safety, system preservation, and transit system improvements. This project is growth related because it addresses needs from new development. A major goal in the Transportation Master Plan is to create an integrated multimodal system and one that is supportive of land use patterns. In the near term, the money will be used for issues that arise during the year that are small items required to be constructed as a result of development or to coordinate with a development project. The projects are not known at this time. Resilience Classification: Important This ongoing funding is for the implementation of capital enhancement projects identified in the Transportation Master Plan that will be prioritized in the current update to the master plan. This money will also be used as local match to leverage potential federal and state funding for project submitted in future years’ DRCOG TIP submittal process or other funding match opportunities, developing conceptual plans for projects prior to submitting for possible external funding or for smaller high priority projects identified through the TMP process. If the city succeeds in acquiring external project funds, this money will become the city’s funding match. And, in this case, new projects will be created in the CIP that will include the external funding and the city’s match. This budget item allows flexibility to be ready to implement high priority projects that are identified through the TMP update that was completed in 2019. The highest priority projects identified in the TMP that best meet the DRCOG scoring criteria are submitted to compete for federal funding. Prior to finalizing the list of projects to submit for DRCOG TIP funding, staff will work with TAB to identify the best projects and then submit the project list to council for their review prior to submitting for potential funding. Resilience Classification: Important The Pedestrian Facilities budget is an ongoing funding program that includes the installation of missing sidewalk links and pedestrian crossing/safety treatments and potentially social paths and sidewalk widening improvements. The list of identified missing sidewalk links has been prioritized for construction. Crossing treatment improvements are prioritized citywide and include median refuge islands, crosswalk lighting, flashing signs, neck-downs, signing, lighting and/or pedestrian signals. This program meets the Transportation Master Plan goal of creating an integrated, multimodal transportation system emphasizing the role of the pedestrian mode as the primary mode of travel as it is the beginning and end of every travel trip. Resilience Classification: Essential The focus of the Neighborhood Speed Management Program (NSMP) is to reduce speeding traffic on neighborhood streets. This can improve safety and the quality of life in Boulder’s neighborhoods. Resilience Classification: Essential This project will expand the number of transit bays along Canyon Boulevard and 14th Street and adjacent to the Downtown Boulder Transit Station. This project is in fulfillment of Renewed Vision for Transit goals and is funded in part by federal grant funds. Resilience Classification: Important The City of Boulder’s budget priorities for transportation funding are the safety and preservation of the transportation system, including maintaining all streets in a good and safe condition. The Transportation Division has established a Pavement Management Program (PMP) for Boulder’s 300-mile street system, which includes inspecting and rating all streets on a three-year interval to maintain awareness of existing conditions and guide where pavement repairs will be made in future years. The purpose of the Pavement Management Program is to provide the optimal level of funding, timing, and renewal strategies that will keep the citywide street pavement network at or above a “Good” OCI rating. The end result is that the best strategy may be to defer a costly reconstruction on one street in order to complete less expensive treatments on other streets to minimize its deterioration into a more costly type of treatment, such as reconstruction. Street treatments that may take place under this program include mill/overlay, chip-seal, and crack-fill/seal. Resilience Classification: Essential This project will upgrade existing and missing sidewalk sections to a Multi-Use Path along Arapahoe between Foothills and Cherryvale. It will also enhance existing transit stops and access along the corridor. This project is consistent with the Transportation Master Plan and the East Arapahoe Transportation Plan goals and is funded in part by federal grant funds. Resilience Classification: Important This project will construct infrastructure to connect city traffic signal equipment with the Broadband backbone network being installed by the IT Department. Resilience Classification: Important Project:Traffic Signal Reconstruction projects to facilitate goals of Vision Zero and overall safety. Intersection locations include: Baseline/Broadway, Baseline/Mohawk, and Folsom/Pine. Resilience Classification: Essential Project includes pedestrian improvements Resilience Classification: Important City of Boulder 2022 Approved BudgetPage 231 Transportation Capital Transportation Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected HSIP/VZ Baseline/Canyon 192,243$ 17,477$174,766$ -$ -$ -$ -$ Low Stress Walk/Bike - Neighborhood 450,000$ 75,000$75,000$ 75,000$ 75,000$ 75,000$ 75,000$ Renewed Transit Vision - Capital El 260,000$ 25,000$35,000$ 50,000$ 50,000$ 50,000$ 50,000$ Greenways Program Transportation 585,000$ 97,500$97,500$ 97,500$ 97,500$ 97,500$ 97,500$ Fourmile Canyon Creek CCS 434,000$ 434,000$ -$ -$ -$ -$ -$ CIP-Capital Maintenance Total 14,428,000$ 2,280,000$ 2,480,000$ 2,530,000$ 2,351,000$ 2,361,000$ 2,426,000$ Signal Maintenance & Upgrade 400,000$ -$ 200,000$ 200,000$ -$ -$ -$ Major Capital Reconstruction 5,300,000$ 850,000$ 850,000$ 900,000$ 900,000$ 900,000$ 900,000$ Multiuse Path Capital Maintenance 2,595,000$ 425,000$ 425,000$ 425,000$ 435,000$ 435,000$ 450,000$ Sidewalk Maintenance 1,506,000$ 251,000$ 251,000$ 251,000$ 251,000$ 251,000$ 251,000$ Vision Zero Capital Projects 300,000$ 50,000$50,000$ 50,000$ 50,000$ 50,000$ 50,000$ VISION ZERO - PMP INTEGRATION 450,000$ 75,000$75,000$ 75,000$ 75,000$ 75,000$ 75,000$ Ped Facilities Repair, Replace, ADA 3,877,000$ 629,000$ 629,000$ 629,000$ 640,000$ 650,000$ 700,000$ CIP-Capital Planning Studies Total 333,333$ -$ -$ 333,333$ -$ -$ -$ Airport Master Plan 333,333$ -$ -$ 333,333$ -$ -$ -$ This ongoing program allows for repair, replacement and construction of existing and new sidewalks and construction of access ramps. Sidewalk repair priorities have been established in the Sidewalk Repair Program and yearly funding is spent accordingly. Compliance with ADA is resulting in additional expenditures for access ramps and driveway modifications. This program meets the Transportation Master Plan (TMP) goal of creating an integrated, multimodal transportation system, emphasizing the role of the pedestrian mode as the primary mode of travel as it is in the beginning and end of every travel trip. The program also meets federal ADA requirements of working towards bringing sidewalks and access ramps up to the current federal standards. And, the TMP investment policies identify maintenance as the highest priority item to find. Resilience Classification: Essential The Signal Maintenance and Upgrade project is an on-going program that is used for the installation of new traffic signals and signal upgrades. Budgeting as a capital project at $400,000 every four years. Improvement to existing Baseline and Canyon Creek pedestrian crossing to align with Vision Zero goals. Resilience Classification: Essential This program will integrate vision zero improvements and enhancements in locations that overlay with the Pavement Management Program to leverage limited resources and take advantage of mobilized contractor resources. Construction of a multi-use path underpass at 19th Street and path connections along Fourmile Canyon Creek. This project replaces a structurally deficient bridge and provides safer access to Crest View Elementary School for pedestrians and bicyclists. It also provides improved vehicular access on 19th Street, which is an emergency access route, during a major storm event. Capital tax funding is for non-flood improvements. This project is categorized as “Essential” using the Budgeting for Resilience framework. This program will provide funding toward implementation of the low-stress walk/bike network including Neighborhood Green Streets. Resilience Classification: Important This program will provide capital maintenance and upgrades to transit facilities within the city transportation network. Resilience Classification: Important This project will provide Transportation’s contribution to the overall greenways program. Funding will be opportunistic and prioritized with the other funding in the Greenways CIP. These funds will be combined with funding from the Transportation and Utilities Fund. This project is for an ongoing funding program. The Major Capital Reconstruction project provides funding to repair existing transportation assets that are close to or at the end of their useful life. Repairs could be for roadway, bikeway, pedestrian or transit capital assets. This funding is primarily focused on improving the health of minor structures and bridges. This funding will provide the ability to complete the capital repairs that are not eligible for grant funding or to be used as leveraged funds for this type of project as opportunities arise. Resilience Classification: Essential The City of Boulder’s budget priorities for transportation funding are the safety and preservation of the transportation system, including maintaining all multi-modal corridors in a good and safe condition. The Transportation Division is charged with providing major maintenance to the off-street multi-use path network. This budget addresses activities such as replacing panels of concrete, flood proofing underpasses and re-decking pedestrian overpasses. Resilience Classification: Essential The City of Boulder’s budget priorities for transportation funding are the safety and preservation of the transportation system, including maintaining all pedestrian corridors and sidewalks in a good and safe condition. The Sidewalk Maintenance budget funds the Miscellaneous Sidewalk Repair Program which shares in sidewalk repairs anywhere in the city with property owners paying for half of the repair costs for sidewalks adjacent to their property, with no out of pocket maximum for residential property owners. Resilience Classification: Essential This program will implement safety measures and mitigation to address hazardous intersections and crossings. Resilience Classification: Important Airport Master Plan for 2024 Community Resilience Classification: Important City of Boulder 2022 Approved BudgetPage 232 Transportation Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected CIP-New Facility/Infrastructure Total 19,638,368$ 7,632,743$ 8,980,625$ 825,000$ 975,000$ 975,000$ 250,000$ TIP Local Match TMP Implementation 2,924,000$ 624,000$ 200,000$ 600,000$ 750,000$ 750,000$ -$ 28th-Colorado Intersection 2,630,000$ 126,000$ 2,504,000$ -$ -$ -$ -$ Safer Signals 544,743$ 544,743$ -$ -$ -$ -$ -$ 30th Street Protected Bike Lanes 5,788,000$ 1,023,000$ 4,765,000$ -$ -$ -$ -$ RTOT CAM-Sign Enhancements 1,686,625$ 400,000$ 1,286,625$ -$ -$ -$ -$ Multiuse Path - Enhancements 1,365,000$ 215,000$ 225,000$ 225,000$ 225,000$ 225,000$ 250,000$ 28th St Valmont to Iris 4,700,000$ 4,700,000$ -$ -$ -$ -$ -$ This ongoing funding is for the implementation of capital enhancement projects identified in the Transportation Master Plan that will be prioritized in the current update to the master plan. This money will also be used as local match to leverage potential federal and state funding for project submitted in future years’ DRCOG TIP submittal process or other funding match opportunities, developing conceptual plans for projects prior to submitting for possible external funding or for smaller high priority projects identified through the TMP process. If the city succeeds in acquiring external project funds, this money will become the city’s funding match. And, in this case, new projects will be created in the CIP that will include the external funding and the city’s match. This budget item allows flexibility to be ready to implement high priority projects that are identified through the TMP update that was completed in 2019. The highest priority projects identified in the TMP that best meet the DRCOG scoring criteria are submitted to compete for federal funding. Prior to finalizing the list of projects to submit for DRCOG TIP funding, staff will work with TAB to identify the best projects and then submit the project list to council for their review prior to submitting for potential funding. Resilience Classification: Important This project will construct protected bicycle lanes from the north limits of the 30th/Colorado Underpass project to the south approach at the intersection with Arapahoe. Resilience Classification: Important The Regional Transportation Operations and Technology grant (RTOT) project will leverage local investment by installing equipment to connect controller/cabinets/peripheral equipment to the city’s fiberoptic backbone. The RTOT project will connect priority segments of the city’s 2040 MVRTP Regional Roadway System including Foothills Parkway (S.H. 157), 28th Street (S.H. 119/U.S. 36), Arapahoe Avenue (S.H. 7), Broadway (S.H. 93), etc. The fiberoptic network will provide a stable high capacity communication network and support the project installation of automated traffic signal performance measures (ATSPM) with the installation of main street advance detection, and CCTV. This funding is an ongoing program for expanding and improving the off-street multiuse path network. The construction of multiuse path facilities is included in almost all other transportation CIP projects. This program provides additional funding for small-scope multiuse path projects and/or projects not specifically associated with other capital projects. Projects constructed with this funding meet the Transportation Master Plan goal of developing an integrated multimodal transportation system. Projects will be consistent with the current bike, pedestrian, and transit modal plans as well as the TMP, and the projects are prioritized yearly. Funds will be spent on implementing the confluence are park connections, including Airport to Andrus as the first connection, Valmont road as second connection priority, and 61st St as a third priority. Resilience Classification: Important This is a continuation of an existing project for which we have been awarded $4,700,000 in external grant funds to be awarded in the year 2021. This is for the 28th Street Multi-Modal Enhancements Project. Resilience Classification: Important This project will add protected bike lane elements along Colorado Avenue between Regent Drive to east of 28th Street (US 36) intersection. Improvements also include rebuilding pedestrian refuge islands, new crosswalk and bike lane markings, new southbound left turn lane on Colorado Avenue and traffic signal modifications. Resilience Classification: Important This project will improve ten intersections with high safety concerns because of high bicycle and foot traffic Improvements inc lude better signage and signals for left turns including converting the signalization from a green ball to a left turn flashing yellow arrow and converting the phasing from permitted to protected. Locations include Arapahoe and 15th, Broadway and Alpine, Broadway and Balsam, Baseline and Manhattan/Crescent, Pearl and 26th, Baseline and 55th, 28th and Kalmia, Arapahoe and 48th, Broadway and 20th/Regent and 30th and Aurora. Resilience Classification: Important Transportation Capital City of Boulder 2022 Approved BudgetPage 233 Current Focus in the 2022 Capital Budget The City of Boulder Public Works (PW) Department is dedicated to maintaining and improving the quality of life in Boulder by planning for future needs, promoting environmental quality, building and maintaining municipal infrastructure, managing public investments, and protecting health and safety (PW Mission Statement). The Utilities department helps meet this goal by ensuring the city’s utility system is planned, engineered, built, operated, and maintained according to industry best practices. The city wishes to ensure infrastructure functioning to meet Boulder Valley Comprehensive Plan goals, city level of service goals, and to support other citywide efforts. Water Utility The City of Boulder is responsible for a very large and complex treated source and treated water system valued at over $2.3B. The capital improvements program focus for the Water Utility continues to be on rehabilitation and replacement of existing aging assets and addresses a combination of source water and treated water needs. The source water needs will include several large capital projects like the Barker Gravity Line rehabilitation. The Barker Supply system represents one of two major water supply pipelines to the Betasso Water Treatment facility. This project involves the rehabilitation of approximately 12 miles of raw water pipeline between Barker Reservoir and Kossler Reservoir and is estimated to be completed over a 12-year period. Additional source water projects include Albion Dam, and the Barker Dam Outlets works. The capital improvements focus for the treated water system is on aging infrastructure rehabilitation. The plan also identifies new projects to meet the city’s vision published in Boulder Valley Comprehensive Plan, regulatory drivers, and improvements for overall system reliability. Top priorities exist at both of the city’s water treatment facilities (WTFs). Both WTFs have undergone various expansion and improvement projects to maintain service and the ability to meet increasingly more stringent regulations. Overall, these facilities have provided high-level service to city water customers. However, findings from the city’s 2019 Asset Inventory & Maintenance (2019 AIM) project highlighted various aging and critical components that need capital Repair & Replacement (R&R), regular repairs, and various improvements. The 63rd WTF project is called the 63rd WTF Campus Electrical and High Service Pump Station Replacement project. This project includes the replacement of campus-wide medium voltage electrical components that are at the end of Utilities & Greenways City of Boulder 2022 Approved BudgetPage 234 their useful life. The project also includes the replacement of the facility’s six high service pumps which pump treated water into the city’s water distribution system. Reinvestment at the BWTF is the city’s next priority and focuses on addressing aging infrastructure and enhancing reliability within the treated water infrastructure system. These improvements include the bifurcation of the BWTF into two parallel treatment trains. That way, if any single capital asset on campus is out of service for regular maintenance or emergency scenarios, the combined system of BWTF and the 63rd St. WTF could still meet summer season demand now through buildout. Further, these improvements will address: 1) disinfection efficacy which is currently less than originally estimated; 2) Upgrades to provide disinfection under challenging water quality conditions, and 3) disinfection reliability and redundancy to allow one process tank at a time to be offline, for regular maintenance or emergency scenarios. The water transmission and distribution systems are the large and small diameter pipes that represent the city’s water delivery system. The water distribution system (12-inch diameter & smaller) is comprised of approximately 400 miles of pipe. This program has been replacing about 4 miles of pipe (1% of the system) annually in recent years to address aging steel, cast iron, and ductile iron pipe. This program is funded in alternating years and will next focus on replacement along 4th Avenue from Mapleton to near Linden. In 2020, Utilities staff began a comprehensive evaluation of the water transmission system which is comprised of 65 miles of the system’s larger (14-inch diameter & larger) pipes. This analysis will be completed in 2022. The purpose of the evaluation is to review the city’s water transmission system operation, and to identify recommended improvements and additions to ensure the city can reliably meet identified level of service goals for water delivery and fire protection. The study will identify high priority projects to be included in the treated water Utility CIP. Utilities staff has included several placeholders in the CIP funded at $10M each for projects to be located throughout the community. To fund these large projects, Utilities staff is recommending the water distribution system program funding be reduced from annual to semi-annual to accommodate funding needs for the water transmission system projects. The current CIP represents alternate year funding for both the water distribution and water transmission system projects. Utilities & Greenways Capital Betasso Water Treatment Facility City of Boulder 2022 Approved BudgetPage 235 Utilities & Greenways Capital Wastewater Utility The capital improvements focus for the Wastewater Utility continues to be on rehabilitation and replacement of existing assets as well as meeting current regulatory requirements. The Wastewater Utility priorities address a combination of wastewater collection system needs as well as capital projects at the Water Resource Recovery Facility (WRRF). The 2017 Wastewater Collection System Master Plan (WWCSMP) identified four high priority (Tier 1) projects that were recommended to address larger diameter sewers with hydraulic limitations. Three of the four projects have funding identified in the six-year CIP. The largest of these projects is the realignment of the city’s main interceptor sewer between Valmont Road and the WRRF. The Main Sewer Improvements Project, which is estimated at $45-$50 million has been identified for a revenue bond in 2022. Other high priority WWCSMP projects include the Goose Creek Trunk Sewer Project, the Baseline & Foothills Trunk Sewer Project (funded in 2022), and the Arapahoe Trunk Sewer Project. The wastewater collection system rehabilitation program will continue with a focus on trenchless sewer lining with the goal of rehabilitating all non-plastic sewer pipe. Sewer lining improves system hydraulics, provides structural stability, and reduces inflow and infiltration of rainwater into the collection system. Informed by an extensive inspection program, the 2022 – 2027 rehabilitation program will expand sanitary manhole rehabilitation, ramping up to an ultimate goal of $2,000,000 per year that would be sufficient to address known deficiencies in 20 years and account for the ongoing maintenance requirements of the system. The largest WRRF capital project identified in the six-year CIP is a regulation-driven project to address effluent phosphorus limits that will be included in the new discharge permit. It is anticipated that Utilities will bond approximately $20-$25 million in 2023 for the project’s construction phase. Other WRRF projects are driven by asset management, including a digester cover replacement, electrical and process automation system improvements, HVAC improvements, clarifier rehabilitation, and pump replacements. Stormwater & Flood Management Utility The capital improvements focus for the Stormwater & Flood Management Utility will address a combination of flood mitigation projects as well as storm sewer improvement projects. Major flood mitigation projects identified in the six-year CIP include Gregory Canyon Creek, Fourmile Canyon Creek, and South Boulder Creek. The Gregory Canyon Creek Improvements project will include two phases with the first in design this year and 2022. Gregory Canyon Creek Phase I construction funding is identified in the six-year CIP in 2023 at approximately $12 million. This project, which will provide drainageway improvements to convey flood flows associated with the 10-year storm event. This phase will provide improvements between Arapahoe Avenue and Pennsylvania Avenue. The project’s second phase is identified outside the 6-yr CIP. The Fourmile Canyon Creek project will involve improvements at various locations. Utilities staff is coordinating with Transportation staff on the design and construction funding for these projects. The South Boulder Creek Phase I flood mitigation improvements are identified in the six-year CIP in 2024 at an estimated cost of $66M. This project will involve the construction of a detention facility on the south side of Hwy US 36 to prevent flood waters overtopping the highway and will provide the protection of approximately 1,900 structures located downstream. The South Boulder Creek Mitigation Plan was completed in 2015. In 2020, City Council provided direction for city staff to proceed with the project’s preliminary design to address flood protection associated with the 100-year storm event. Funding has been identified for the project’s final design and construction phases in the 6-year CIP. City of Boulder 2022 Approved BudgetPage 236 Flood mitigation plans are anticipated to be completed in 2022 for Upper Goose Creek, Twomile Creek, Skunk Creek, King’s Gulch, and Bluebell Creek. These plans will help identify future flood mitigation projects. Capital improvements for the stormwater collection system will focus on expansion of the system into under served areas and capacity improvements to address hydraulic limitations identified in the 2017 Stormwater Master Plan (SMP). Specific projects will include an expansion of storm sewer system in the vicinity of Pearl Street from 17th Street to 21st Street. The six-year CIP includes approximately $4 million in 2022 for this project. Another high priority project involves drainageway improvements and the expansion of the storm sewer system in the Upper Goose Creek basin. Open channel improvements have been identified for the reach between 19th Street and Folsom Avenue for an existing section of unimproved channel located behind the homes along Edgewood Drive. The 2017 SMP identified the Upper Goose Creek basin as the highest Tier 1 priority. This project would involve construction of new storm sewers and the upsizing of existing storm sewers located between 4th Street and 19th Street. The open channel and storm sewer components will be combined into a single project to address localized flooding in the area. The Upper Goose Creek storm sewer and flood management project is funded in 2024 at $25 million. Utilities & Greenways Capital Proposed Rate Changes 2022 2023 2024 Water 7%6%6% Wastewater 5%5%5% Stormwater/Flood 12%12%12% 2021 Rates 2022 Rates Monthly Difference Water $45.06 $48.21 $3.15 Wastewater $39.32 $41.29 $1.97 Stormwater/Flood $19.64 $22.00 $2.36 Total $104.02 $111.50 $7.48 Approved Utility Rates for 2022 Single-Family Residential Monthly Bill Impact City of Boulder 2022 Approved BudgetPage 237 Utilities & Greenways Capital Greenways The primary focus of the 2022-2027 Greenways CIP is on flood mitigation, bicycle and pedestrian multi-use paths, and habitat and water quality improvements along Fourmile Canyon Creek, Gregory Canyon, Skunk, and Twomile Canyon Creeks in anticipation of future major drainageway improvements along these corridors. For more information about the timing and details of these projects, please see the Utilities -Stormwater/ Flood web page: https://bouldercolorado.gov/creeks-of-boulder. A secondary focus for the 2022-2027 Greenways CIP is for habitat restoration and streambank stabilization projects along the Greenways corridors. Many streambank areas are degraded, eroding, and in need of restoration. The loss of ash trees, due to Emerald Ash Borer (EAB), has exacerbated this situation. Restoring the degraded streambanks also improves water quality, helps restore the urban tree canopy and supports pollinators and other native species. Funding is also being allocated in the 6-year CIP for a stream and habitat health assessment and updated operating plan. 2022 Capital Projects Water Utility • Barker Gravity Line Rehabilitation • Barker Dam Outlet Works Rehabilitation • Albion Dam Rehabilitation • 63rd Street Electrical Upgrades & High Service Pump Station Replacement • Betasso Disinfection & Corrosion Control Improvements • Betasso Supply & Backwash System Improvements • Large Meter & Vault Replacement project • Water Distribution System Replacement • Water Transmission System Replacement Wastewater Utility • Main Sewer Improvements • Baseline & Foothills Trunk Sewer • Lower Goose Creek Trunk Sewer Replacement • WRRF Low Voltage Electrical Upgrades • WRRF Digester Arapahoe Trunk Sewer • Sanitary Sewer Annual Rehab • Sanitary Sewer Manhole Rehab • Water Resource Recovery Facility (WRRF) Phosphorus Upgrades • Cover Replacement Stormwater & Flood Management Utility • Gregory Canyon Creek Phase I Improvements • Fourmile Canyon Creek Improvements (Broadway, 19th Street) • South Boulder Creek Phase I Improvements • Stormwater Drainage Improvements City of Boulder 2022 Approved BudgetPage 238 Operating and Maintenance Impacts The Utilities CIP identifies numerous projects and programs over a moving six-year period. The CIP projects and programs typically have a minimum estimated cost of $50,000. There are typically corresponding operational and maintenance (O&M) costs associated with new infrastructure, however, many of projects also result in a reduced maintenance burden that can offset the increased maintenance of other projects. An example of this is the sanitary sewer rehabilitation program, where rehabilitated sewers reduce the O&M burden of root removal. Greenways habitat maintenance is routinely coordinated with Parks and Open Space maintenance staff. Major drainageway improvements are maintained by the flood maintenance staff and multi-use paths and underpasses are maintained by either Transportation or Parks maintenance, depending upon jurisdiction. Unfunded Projects and Emerging Needs The city’s Water, Wastewater, and Stormwater & Flood Management Utilities are enterprise funds that are funded by the rate payers who are provided city services. Enterprise funds are specifically dedicated to those services and cannot be used for other city needs. This is a different funding mechanism than the General Fund, which relies on city sales and use taxes, to fund other city departments. For this reason, Utilities may utilize a slightly different approach in explaining “unfunded projects and emerging needs”. Utilities staff prioritize all capital project needs in the various funds through the master plan process and other more detailed evaluations. Projects are scheduled in the CIP based on their level of priority and can be postponed several years to minimize rate increases in a given year. Large capital projects that are funded through revenue bonds may require larger rate increases to cover the bond’s debt service. All the projects in the Utilities six-year CIPs are funded if the projected future rate increases are enacted. Utilities & Greenways Capital Water Resource Recovery Facility City of Boulder 2022 Approved BudgetPage 239 Utilities & Greenways Capital There are many factors currently impacting the health and condition of the Greenways system, such as tree loss due to Emerald Ash Borer, pollinator and native species decline, spread of noxious weeds, contamination from pesticide use, and soil erosion. Significant environmental changes are taking place due to climate change compounding these factors and impacting natural ecosystems. Staff believe a collaborative approach across the city and community is needed to better face these challenges. The Greenways Program will continue to partner on projects funded through other departments and incorporating the objectives of the Greenways Program. CEAP Projects None Board Action The preliminary 2022 Utilities budget and the 2022-2027 CIP was presented to the WRAB on June 21, 2022 and at their July 19, 2022 meeting. The WRAB voted 4-0 to recommend the CIP and rates. The following language was included in the motion: The Water Resources Advisory Board (WRAB) recommends approval of the 2022-2027 CIP for the Water, Wastewater, and Stormwater & Flood Management Utilities including proposed rate adjustments to support 2022 revenue increases of 7% in the Water Utility, 5% in the Wastewater Utility, and 12% in the Stormwater & Flood Management Utility, understanding that the costs in future years are subject to revision with the CU South costs as a notable example. Further, WRAB recommends additional outreach to the general public to convey the necessity for these rate increases. A Greenways Advisory Committee meeting was held on July 26 to review the 2022-2027 Greenways Program CIP and provide a recommendation to City Council. The Greenways Advisory Committee approved the list of CIP projects. Goose Creek & Twomile Canyon Creek Flood Mitigation City of Boulder 2022 Approved BudgetPage 240 Utilities & Greenways Capital Water Utility Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 154,700,000$ 54,805,000$ 16,000,000$ 28,055,000$ 19,260,000$ 15,600,000$ 20,980,000$ CIP-Capital Enhancement Total 47,330,000$ 28,750,000$ 1,055,000$ 9,895,000$ 250,000$ 150,000$ 7,230,000$ Barker Dam Outlet 10,750,000$ -$980,000$ 9,770,000$ -$ -$ -$ Green Lake 2 Dam 6,930,000$ -$ 75,000$ 25,000$ 250,000$ -$ 6,580,000$ Wittemyer Ponds 750,000$ -$ -$100,000$ -$ -$650,000$ Lakewood Hydroelectric/PRV 150,000$ -$ -$ -$ -$150,000$ -$ 63rd WTF Campus Electrical & HSPS 17,900,000$ 17,900,000$ -$ -$ -$ -$ -$ BWTF Disinfection & Corrosion 10,850,000$ 10,850,000$ -$ -$ -$ -$ -$ CIP-Capital Maintenance Total 103,650,000$ 25,555,000$ 13,745,000$ 17,960,000$ 18,430,000$ 15,000,000$ 12,960,000$ Barker Gravity Pipeline Repair 29,250,000$ 6,020,000$ 6,040,000$ 4,820,000$ 3,970,000$ 4,120,000$ 4,280,000$ Transmission System R&R Program 21,500,000$ 1,500,000$ -$ 10,000,000$ 10,000,000$ -$ -$ BCH Penstock Repair 6,720,000$ 1,010,000$ 1,050,000$ 1,100,000$ 1,140,000$ 1,190,000$ 1,230,000$ Kossler Dam 2,650,000$ 1,500,000$ 300,000$ 100,000$ 750,000$ -$ -$ Orodell Hydro/PRV Facility 275,000$ -$ 75,000$ -$200,000$ -$ -$ The City owns and operates two potable water treatment facilities that supply water to customers. The vast majority of water is supplied to the City via the Betasso Water Treatment Facility (BWTF). Initial construction of the BWTF took place in 1964. Since then various expansion and improvement projects have been constructed to maintain service and the ability to meet more stringent regulations. The next phase of priority repair and replacement (R&R) focuses on two main items: 1) Disinfection capacity and 2) the lime and carbon dioxide chemical feeds systems used for corrosion control. Because these two aspects of the treatment process interact and work together they are being addressed in a single combined project. Currently regulatory driven disinfection occurs in two tanks known as clearwells. Clearwell #1 is baffled and performs most of the disinfection. Clearwell #2 is not baffled and therefore has limited capacity. Major repairs are required for Clearwell #1 in the next 5 years to repair corroded structural members and replace its interior and exterior coatings. This project focuses on baffling Clearwell #2 or adding disinfection capacity. This will help meet anticipated regulations, will add redundancy to allow for timely repairs to Clearwell #1, and provides needed system reliability improvements to meet level of service goals now through buildout. The project will also address priority repair and replacement (R&R) for the lime and carbon dioxide chemical feeds systems. These critical systems are used for conditioning treated water to prevent corrosion of pipes in the distribution system and to control of lead and copper levels for regulatory compliance. This project involves several CIP phases typical of a large-scale project: Alternatives Analysis, Preliminary Design, Final Design, Colorado Department of Public Health and Environment (CDPHE) The Barker Gravity line is 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 repr The BCH Penstock is a pressure pipeline that delivers water from Kossler Reservoir to Boulder Canyon Hydro. This project is categorized as Essential using the Budgeting for Resilience framework.This project will provide funds for analysis and targeted repairs for areas discovered in the inspection in 2019. An analysis will be performed on approximate remaining operational life including recommendations from metallurgical and corrosion experts. The rehabilitation project is scheduled for 12 years at approximately 850 feet per year. This project is categorized as Essential using the Budgeting for Resilience framework. Kossler Dam Face Rehabilitation Project was completed in 2015. Temporary repairs were constructed to the Kossler Reservoir Inlet Structure in 2017. Both the Inlet Structure and the Outlet Structure will require full rehabilitation/replacement within 10 years and is presently scheduled for 2025. Gate analysis in 2021 and replacement in 2022/2023. A bypass system is to be designed and implemented in 2022/2023. This project is categorized as Essential using the Budgeting for Resilience framework.The Orodell facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project is inspection of the Generator System and gen-set upgrades and updates to the electrical system/panel. The City owns, operates, and maintains an extensive, 65-mile potable water transmission system (i.e., pipes greater than 12-inches in diameter). This system has a replacement value of $350M or about 20 percent of the value of the treated water system overall. The transmission system is of high importance because it supplies the vast majority of water to the system and has limited valving to isolate segments for repairs and/or emergency response. Historically, the City water transmission replacement program has been very limited as this portion the system has been relatively high functioning with few pipe breaks. Overall, the transmission pipe system has provided acceptable service to City customers but is at a point where reinvestment is needed to address aging infrastructure and to prevent and minimize pipe breaks and/or emergency scenarios. Furthermore, over the past 10-20 years City water demands have “grown into” the capacity of the system that previously could be used for redundancy. A formal Water Transmission Study is ongoing at this time recognizing the transmission system is aging and in need of a prioritized plan for reinvestment. The study is evaluating various key components of the transmission system to maintain high-quality service and flexibility for operations, maintenance, and emergency scenarios now through buildout. Funding is established in this budget cycle to launch and maintain a replacement program to stay on top of aging infrastructure issues. This project is categorized as Essential using the Budgeting for Resilience framework.This project will provide funds for the rehabilitation/replacement of the existing outlet works system of Barker Dam. The Barker Dam outlet facilities are over 100-years old and in need of significant rehabilitation. The current configuration of the outlet gates requires that Barker Reservoir be nearly emptied to perform a thorough inspection once every 5-10 years. Reconfiguration of the outlet facilities would potentially eliminate the need to empty the reservoir for gate inspection. As currently envisioned, the project would require construction of a vertical shaft near the north embankment, inlet tunnels and one outlet tunnel, an outlet distribution facility, a pipeline to Barker Gravity Line, and valve house. The outlet facilities would provide the opportunity to develop a hydroelectric generation facility as well. Information regarding the alternative approaches will be provided as part of the Community & Environmental Assessment Process (CEAP). This project is categorized as Essential using the Budgeting for Resilience framework.This project will provide funds for the evaluation of alternatives and design of the rehabilitation of Green Lake 2 Dam. Green Lake 2 Dam needs extensive rehabilitation to allow continued full storage of water. This project is categorized as Essential using the Budgeting for Resilience framework.Wittemyer Ponds consists of multiple reservoirs planned for potential use to facilitate city water exchanges. Alternatives for improving the ponds to reservoirs will be considered for final implementation. This project is categorized as Essential using the Budgeting for Resilience framework. The Lakewood Hydroelectric station is located on the raw water transmission system near Betasso Water Treatment Facility. This project provides ongoing enhancements of hydro-electric equipment at this location as systems age or need to be replaced. 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. Initial construction of the 63rdWTF took place in 1969 to provide critical backup supply during times when BWTF is offline for repairs or emergencies. In addition, the facility is required for use of critical water rights from the western slope. Since the 63rdWTF construction, various expansion and improvement projects have been constructed to maintain service and the ability to meet more stringent regulations. Overall, the facility has provided high-level service to City water customers but is aging and needs repairs. 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. The project also contemplates converting the existing power supply of the station to a lower voltage that is less hazardous and more easily maintained. City of Boulder 2022 Approved BudgetPage 241 Utilities & Greenways Capital Water Utility Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Sunshine Campus R&R & Improvements 3,200,000$ 3,200,000$ -$ -$ -$ -$ -$ Water Mains In-House R&R Program 2,400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ Distribution Waterline Replacement 13,100,000$ 500,000$ 4,200,000$ -$ -$ 4,200,000$ 4,200,000$ Meter Replacement Program 3,000,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ Large Meter Improvements Phase 1 425,000$ 425,000$ -$ -$ -$ -$ -$ Watershed Improvements 90,000$ 30,000$ 30,000$ 30,000$ -$ -$ -$ Instream Flow Structures and Gaging 100,000$ 10,000$ 50,000$ 10,000$ 10,000$ 10,000$ 10,000$ Source Systems Condition Assessment 430,000$ -$ -$ -$430,000$ -$ -$ Silver Lake Dam 4,350,000$ -$ -$ -$400,000$ 3,950,000$ -$ Albion Dam 9,870,000$ 9,870,000$ -$ -$ -$ -$ -$ Lakewood Pipeline 380,000$ -$ -$380,000$ -$ -$ -$ Source Water Rehabilitation Program 1,210,000$ 180,000$ 190,000$ 200,000$ 210,000$ 210,000$ 220,000$ Silver Lake Dam is a critical storage reservoir and the largest reservoir in the North Boulder Creek system. This project will rehabilitate and/or replace the aging valve and piping system critical for water releases of the entire NBC supply system Albion Dam is one of several high elevation dams located in the North Boulder Creek Watershed, which is located to the west of Boulder in Indian Peaks Wilderness. The North Boulder Creek watershed is one of three watersheds that provide raw water to the city of Boulder. Albion Dam has a storage capacity of approximately 1,000 acre-feet (AF) which is about 1/12 the size of the This project provides funding for periodic inspection and maintenance on the Lakewood Pipeline. This project is categorized as Essential using the Budgeting for Resilience framework.Funding for capital maintenance for the critical source water facilities, hydroelectric, pressure reducing, and reversible pump-generator system components not identified as individual capital projects. This project is categorized as Essential using the Budgeting for Resilience framework.An assessment of the components that make up the City’s source water system including a detailed inventory of all asset to determine the type of asset, structural and maintenance condition, redundancy, remaining useful life, and approximate replacement or rehabilitation costs. The City’s potable water system includes two mountain-to-town pipelines and two hydroelectric stations. These facilities serve the primary purpose of controlling pressure and transferring water to the City in a cost-efficient and safe manner. The most critical of these sites is located in Sunshine Canyon and is referred to as the Sunshine Hydroelectric Facility. This campus conveys nearly 50 The City of Boulder Public Works (PW) Department is dedicated to maintaining and improving the quality of life in Boulder by planning for future needs, promoting environmental quality, building and maintaining municipal infrastructure, managing public investments, and protecting health and safety (PW Mission Statement). The utilities division helps meet this goal by ensuring our utility system is engineered, built, operated, and maintained according to industry best practices. One key component is ongoing replacement of treated water pipes in the system that are at the end of their useful life. Timely replacement of old piping helps limit the number and frequency of pipe breaks in the system and the risks they impart on public health, the environment, customer service and cost efficiency of utility services. The City’s program replaces about four to five miles of pipe per year, which is approximately a 100-yr replacement frequency. This project focuses on the components of these efforts most effectively performed by in-house City crews. Projects are prioritized through a comprehensive approach that considers overall utility reliability and redundancy, improvements required to serve the City Comprehensive Plan, City Council priorities, safety of the public and operations staff, regulations, available budget and revenues, timing of other PW projects, timing with other City department projects, and pavement management projects. The City of Boulder Public Works (PW) Department is dedicated to maintaining and improving the quality of life in Boulder by planning for future needs, promoting environmental quality, building and maintaining municipal infrastructure, managing public investments, and protecting health and safety (PW Mission Statement). The utilities division helps meet this goal by ensuring our utility system is engineered, built, operated, and maintained according to industry best practices. One key component is ongoing replacement of treated water pipes in the system that are at the end of their useful life. Timely replacement of old piping helps limit the number and frequency of pipe breaks in the system and the risks they impart on public health, the environment, customer service and cost efficiency of utility services. The City’s program replaces about four to five miles of pipe per year, which is approximately a 100-yr replacement frequency. Overall, the success of this program is demonstrated by the reduction of water main breaks from historic levels of >100 breaks per year to current levels of <40 breaks per year. Projects are prioritized through a comprehensive approach that considers overall utility reliability and redundancy, improvements required to serve the City Comprehensive Plan, City Council priorities, safety of the public and operations staff, regulations, available budget and revenues, timing of other PW projects, timing with other City department projects, and pavement management projects. The next phase of work will target pipeline replacement in 4th Avenue from Mapleton to about Linden. Potable water customers are billed for their water use based a network of nearly 30,000 water meters. Meters in the system are tested by the City in accordance with AWWA best practices and overall provide reliable service to City customers and Utility Billing. However, many cohorts of meters are at the end of predicted lifespan and require replacement. The majority of these meters can be replaced via in-house crews to streamline schedule and save costs. Potable water customers are billed for their water use based a network of nearly 30,000 water meters. Meters in the system are tested by the City in accordance with best practices and overall provide reliable service to City customers and Utility Billing. However, many cohorts of meters are at the end of predicted lifespan and require replacement. The majority of these meters can be replaced via in-house crews to streamline schedule and save costs. However, some of the meters are located in vaults that need to be replaced due to issues related to age, safe access for operations and maintenance, and space required for modern meter equipment. The top priority vault is contemplated with this project phase at Broadway & Pennsylvania (CU Large Meter). This project is categorized as Essential using the Budgeting for Resilience framework.General Watershed improvements for critical as recommended in the 2009 Source Water Master Plan. This project funds ongoing improvements to facilitate continued reliable operation of the watershed source water storage and delivery system. Fund augmentation needs will be assessed at the end of 2019. This project is categorized as Essential using the Budgeting for Resilience framework.Boulder will install a stream gauge on Boulder Creek downstream of the Rural Ditch headgate and improve flow measurement along the reach. The stream gage will be used to measure instream flow water that Boulder is leasing to users below the headgate. Funding ongoing annual upgrades. City of Boulder 2022 Approved BudgetPage 242 Utilities & Greenways Capital Water Utility Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Hydro Facilities Rehab Program 400,000$ 60,000$ 60,000$ 70,000$ 70,000$ 70,000$ 70,000$ 63rd WTF Chemical Feed Systems 1,700,000$ -$ -$ -$ -$ -$ 1,700,000$ Treated Water Misc. R&R 2,100,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ Silver Lake Hydroelectric/PRV 250,000$ -$ 250,000$ -$ -$ -$ -$ Boulder Canyon Hydro 250,000$ -$ 250,000$ -$ -$ -$ -$ CIP - CAPITAL PLANNING STUDIES 1,530,000$ 250,000$ 1,000,000$ -$ 130,000$ 150,000$ -$ Maxwell Hydro/PRV Facility 50,000$ -$ -$ -$ 50,000$ -$ -$ Sunshine Hydroelectric/PRV Facility 300,000$ 150,000$ -$ -$ -$ 150,000$ -$ Kohler Hydro/PRV Facility 180,000$ 100,000$ -$ -$ 80,000$ -$ -$ Water System Master Plan & COS 1,000,000$ -$ 1,000,000$ -$ -$ -$ -$ CIP-New Facility/Infrastructure Total 2,190,000$ 250,000$ 200,000$ 200,000$ 450,000$ 300,000$ 790,000$ NCWCD Conv - Boulder Feeder Canal 1,200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ Barker Dam Hydroelectric 740,000$ 50,000$ -$ -$ -$ 100,000$ 590,000$ Carter Lake Hydroelectric 250,000$ -$ -$ -$ 250,000$ -$ -$ NCWCD Conv - Boulder Feeder Canal point source drainage inflow improvements on a priority basis. This project is categorized as Essential using the Budgeting for Resilience framework.Analysis and develop hydroelectric potential if preferred as recommended in the Source Water Master Plan, MWH, 2008/2009. Analyze potential for hydroelectric facility on the city's portion of the Carter Lake Pipeline and then design and build if preferred.This project is categorized as Essential using the Budgeting for Resilience framework. This project is categorized as Essential using the Budgeting for Resilience framework.The Kohler facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project is an update to the complete overhaul of the pump valves (2019/2020) which includes: disassembly, inspection, repair and reassembly. Utilities Engineering (UE) implements long-term utility planning processes to develop and prioritize projects within the Capital Improvement Program (capital projects), identify and plan utility improvements needed now and through buildout of the Boulder Valley Comprehensive Plan, and document implications for utility rates. As part of this planning process, the UE team periodically executes holistic, long-range master plans to catalogue infrastructure and funding needs anticipated in the water system (source water to customer meters) now and through buildout. The City’s current master plan dates back to 2011 and an update is necessary. The purpose of this project is to update the master plan for the water fund as a hole (both source water and treated water systems) and to integrate a Cost of Service study (COS) to confirm appropriate revenue and rate needs near- and long-term as required for financial sustainability of the utility. This project is categorized as Essential using the Budgeting for Resilience framework.Hydro maintenance for all facilities. Misc minor items/repairs/upgrades not included in specific CIP budgets. 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. Initial construction of the 63rdWTF took place in 1969 to provide critical backup supply during times when BWTF is offline for repairs or emergencies. In addition, the facility is required for use of critical water rights from the western slope. Since the 63rdWTF construction, various expansion and improvement projects have been constructed to maintain service and the ability to meet more stringent regulations. Overall, the facility has provided high-level service to City water customers but is aging and needs repairs. The focus of this project is to repair, rehabilitate, replace, and improve several campus chemical feeds systems to meet potable water needs now through buildout as defined by the Boulder Valley Comprehensive Plan. The City of Boulder owns and operates a complex treated water utility system valued at approximately $1.7 billion. Overall, these facilities provide high-level service to City water customers, but various components of the system need ongoing repairs and miscellaneous other improvements to address aging infrastructure, equipment obsolescence, and safe/reliable operations. The purpose of this project is to repair or replace miscellaneous capital assets or components within the treated water system as needed throughout the year. This project primarily involves selection and purchase of equipment per typical City purchasing policies. Where applicable for large-scale items, purchases may involve phasing such as alternatives analysis, design, permitting, and construction. The Silver Lake Hydroelectric station is located on the raw water transmission system near the Lakewood Reservoir. This project provides ongoing enhancements of hydro-electric equipment at this location as systems age or need to be replaced. A short term Programmable Logic Controller (PLC), which monitors input devices and provides output based on custom programming controls, was completed in 2016. In 2017, an alternatives analysis for permanent PLC upgrades will be conducted. The 2019 project funded the replacement of the needles/seats. This project is categorized as Essential using the Budgeting for Resilience framework.The Maxwell facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project is to completely replace the pump control valve. The Sunshine facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project will inspect and rebuild the turbine. Boulder Canyon Hydroelectric – Maintenance and Inspection of the installed replacement unit (commercial operation started in 2013) and control systems.This project is categorized as Essential using the Budgeting for Resilience framework. City of Boulder 2022 Approved BudgetPage 243 Utilities & Greenways Capital Wastewater Utility Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 140,456,000$ 56,635,000$ 32,178,000$ 7,580,000$ 7,255,000$ 27,623,000$ 9,185,000$ CIP-Capital Enhancement Total 28,398,000$ 1,990,000$ 22,598,000$ 955,000$ 75,000$ 305,000$ 2,475,000$ Lower Goose Creek Trunk Sewer Repl 3,300,000$ -$ 3,300,000$ -$ -$ -$ -$ S. Boulder Trunk Sewer Replacement 500,000$ -$ -$ 500,000$ -$ -$ -$ Meter Replacement Program 515,000$ 140,000$75,000$ 75,000$ 75,000$ 75,000$ 75,000$ Water Resource Recovery Pumps 1,350,000$ 150,000$-$ 150,000$ -$ 150,000$ 900,000$ WRRF Permit Improvements 1,780,000$ 1,700,000$ -$ -$ -$ 80,000$ -$ WRRF Activated Sludge 1,730,000$ -$ -$ 230,000$ -$ -$ 1,500,000$ WRRF Permit Improvements - Proj. Bo 19,223,000$ -$ 19,223,000$ -$ -$ -$ -$ CIP-Capital Maintenance Total 111,058,000$ 54,645,000$ 8,580,000$ 6,625,000$ 7,180,000$ 27,318,000$ 6,710,000$ Sanitary Sewer Rehabilitation 23,100,000$ 3,500,000$ 3,600,000$ 3,800,000$ 3,900,000$ 4,100,000$ 4,200,000$ Arapahoe Trunk Sewer Replacement 21,978,000$ -$ -$ 990,000$ 990,000$ 19,998,000$ -$ Sanitary Sewer Manhole Rehab 5,750,000$ 500,000$750,000$ 750,000$ 1,000,000$ 1,250,000$ 1,500,000$ Collection System Monitoring 750,000$ 75,000$150,000$ 75,000$ 150,000$ 150,000$ 150,000$ Condition Assessment Program 3,390,000$ 890,000$460,000$ 480,000$ 500,000$ 520,000$ 540,000$ The Wastewater Utility Condition Assessment Program is intended to provide an ongoing comprehensive cleaning and assessment of the city's sanitary sewer collection system. There are approximately 370 miles of sanitary sewer pipe in the collection system. One of four Tier One (highest priority) projects identified in the 2016 Wastewater Collection System Master Plan Update, the Goose Creek Trunk Sewer Replacement Project will address structurally deteriorated sections of trunk sewer and improve the ability of this sewer to handle wet weather flows. The South Boulder Trunk Sewer Replacement Project is one of seven Tier 2 (medium priority) projects identified in the 2016 Wastewater Collection System Master Plan Update. The project will upsize 2.5 miles of local /collector lines and 1.7 miles of collector/interceptor lines in order to improve the sanitary sewer service to the customers in the area. The project is generally along Table Mesa and South Boulder Road, with connecting lines south into adjacent neighborhoods. This project is for replacing aging water meters that are used for customer billing and usage information. There are currently over 28,000 meters in the system, and most of them are reaching the end of their useful life at 15 – 20 years old. This project provides funding for a large meter (greater than 2 inch) replacement on an ongoing basis. These meters are tested annually and will be repaired or replaced as needed. The small meter (less than 2 inch) program will begin in 2022 and aim to replace all small meters within 10 years. The existing pumps at the Boulder Water Resource Recovery Facility require rehabilitation. This project will fund the upgrade of those pumps on a recurring basis. The highest priority assets will be funded each cycle. [This is the design portion (non-bonded) portion of this project. The bonded construction dollars are in project 610WW69900.] 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. The source of the vast majority of phosphorus in the city’s wastewater is human waste, so controlling phosphorus from commercial and industrial dischargers would not be an effective compliance strategy. A wastewater process engineering study, slated for early 2021, will take a hard look at recent industry advances in biological phosphorus removal and evaluate these alternatives against chemical phosphorus removal with the objective of selecting an alternative to proceed to preliminary design. The current CIP budget line item is escalated from a similar study in 2012, which recommended a chemical phosphorus removal alternative. This project will fund the scheduled rehabilitation of the Boulder Water Resource Recovery Facility's mechanical aeration system, which is a critical system supporting the microbiological process. Specifically, this money is for a preventative maintenance service through a qualified third-party. The typical agreements are 5-years and we pay in advance for annual services. 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 This project provides for the rehabilitation and improvement to the existing sanitary sewer piping of the city's wastewater collection system. The program is funded at approximately $2,500,000 per year (2014) escalated at 4% annually in order to rehabilitate the entire system in approximately 20 years. The objectives of rehabilitation are to prevent pipe failure, improve system hydraulics, reduce infiltration of groundwater, and reduce ongoing maintenance needs. The Arapahoe Trunk Sewer Replacement Project is one of four Tier 1 (highest priority) projects identified in the 2016 Wastewater Collection System Master Plan Update. It will include replacement and u This project provides for the rehabilitation and improvement to the existing wastewater manholes that are part of the city's wastewater collection system. The program was funded at $200,000 per year (2018) escalated by an inflation index; however, the asset condition assessment shows the need for increased funding to meet system needs. The project will be ramped up over the course of the 6-year CIP to eventually reach the recommended funding level of $2,000,000 per year. This project provides funds for monitoring of the City's wastewater collection system. Flow monitoring informs capital project design and provides useful information about the impact of rainfall events on sanitary sewer flows. City of Boulder 2022 Approved BudgetPage 244 Utilities & Greenways Capital Wastewater Utility Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Main Sewer Improvements 44,500,000$ 44,500,000$ -$ -$ -$ -$ -$ Inverted Siphon Replacement 4,300,000$ 4,300,000$ -$ -$ -$ -$ -$ WRRF Primary Clarifiers 770,000$ 70,000$700,000$ -$ -$ -$ -$ WRRF Secondary Clarifiers 550,000$ 50,000$500,000$ -$ -$ -$ -$ WRRF Hot Water Loop Replacement 1,900,000$ -$ 1,900,000$ -$ -$ -$ -$ WRRF Rehabilitation 1,970,000$ 510,000$270,000$ 280,000$ 290,000$ 300,000$ 320,000$ WRRF Instrumentation/Control 1,100,000$ -$ -$ -$ 100,000$ 1,000,000$ -$ WRRF Electrical 1,000,000$ 250,000$250,000$ 250,000$ 250,000$ -$ -$ CIP-Capital Planning Studies Total 1,000,000$ -$ 1,000,000$ -$ -$ -$ -$ Wastewater Utility Master Plan 1,000,000$ -$ 1,000,000$ -$ -$ -$ -$ Of the 370 miles of sanitary sewer in the city's wastewater collection system, there exists only one inverted siphon. This feature conveys wastewater flow from the majority of Gunbarrel underneath Boulder Creek on the property of the Boulder Water Resource Recovery Facility. The Water Resource Recovery Facility's primary clarifiers are concrete circular settling tanks with rotating steel mechanisms to separate solids from the water. They are located after the headworks and before the aeration basins (biological process). The mid-term rehabilitation in 2023 will recoat the rotating mechanisms. The long-term replacment in 2029 will replace mechanisms, drives, walkway bridges, and effluent weirs, baffles, and launders. Secondary clarification is an essential unit process of the overall treatment system at the Boulder WRRF. Similar to the primary clarifiers, the internal componentry is submerged in wastewater and needs repair and rehabilitation periodically, and eventual replacement. This project is to repair the internal mechanism to provide full-utilization of the asset. Four buildings on the WRRF campus are heated by an underground hot water loop that is at the end of its useful life. This project will abandon portions of the line where conventional HVAC is favorable The Wastewater Utility Asset Management Planning Tool identified miscellaneous rehabilitation projects not identified in master plan documents. This funding could be for one project or several smaller projects. This project will fund the rehabilitation of various existing electrical systems at the Boulder Water Resource Recovery Facility. Maintaining the facility's electrical infrastructure is a critical component to ensure adequate treatment. This project will include the replacement of numerous major electrical components, including Motor Control Centers and Load Centers. The Wastewater Utility Master Plan is supported by three primary planning documents for the wastewater Utility: the Wastewater Collection System Master Plan (WWCSMP), the Water Resource Recovery Facil This project will fund the rehabilitation and/or replacement of instrumentation & control (I&C) facilities at the Boulder Water Resource Recovery Facility. These recommendations are based on the 2013 Process Automation System (PAS) Strategic Plan. The PAS Strategic Plan identified $6,000,000 worth of I&C improvements to be completed over 10 years. The city’s Wastewater Collection System Master Plan (WWCSMP) concluded that the city’s sanitary sewer system performs very well under dry weather conditions. This means that the collection system has adequate capacity to convey the city’s daily wastewater flow of approximately 10 million gallons per (mgd) day to the WRRF. The master plan identified that the system becomes overwhelmed in some locations when significant rainfall induced inflow & infiltration (I&I) enters the system and takes up conveyance capacity intended for the base sanitary sewer flow. Inflow and infiltration represents extraneous water that enters the sanitary sewer system, but the I&I volume can vary tremendously depending on the age and quality of the system. The WWCSMP identified four Tier 1 (high priority) projects to be completed to address collection system capacity related issues throughout the city. The 42-inch diameter Interceptor sewer realignment project is the largest of the four capacity driven projects. The existing pipeline is over 50 years old and at the end of its useful life. 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. The Boulder County 1041 Permit process was completed in 2020 with acceptance from both the Boulder County Planning Commission and Boulder County Commissioners in. Preliminary design kicked off late 2020 and final design will be completed in 2022, with construction starting in 2022. City of Boulder 2022 Approved BudgetPage 245 Utilities & Greenways Capital Stormwater & Flood Management Utility Estimated Total Cost 2022 Approved 2023 Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected Capital Program Total 136,454,602$ 8,788,567$ 16,938,567$ 96,341,767$ 4,268,567$ 4,448,567$ 5,668,567$ CIP-Capital Enhancement Total 120,934,602$ 6,488,567$ 14,528,567$ 93,811,767$ 1,628,567$ 1,688,567$ 2,788,567$ Upper Goose Creek 26,233,200$ -$ -$ 26,233,200$ -$ -$ -$ South Boulder Crk Flood Mitigation 71,000,000$ 2,000,000$ 3,000,000$ 66,000,000$ -$ -$ -$ Gregory Creek Flood Mitigation 14,040,000$ 3,000,000$ 10,000,000$ -$ -$ -$ 1,040,000$ Greenways Program - Flood fund 585,000$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ Greenways Program-Lottery Fund 906,402$ 151,067$ 151,067$ 151,067$ 151,067$ 151,067$ 151,067$ Local Drainage Improvements 6,810,000$ 1,030,000$ 1,070,000$ 1,110,000$ 1,150,000$ 1,200,000$ 1,250,000$ Stormwater Quality Improvements 1,360,000$ 210,000$ 210,000$ 220,000$ 230,000$ 240,000$ 250,000$ CIP-Capital Maintenance Total 10,800,000$ 1,590,000$ 1,670,000$ 1,760,000$ 1,840,000$ 1,930,000$ 2,010,000$ Drainageway Maintenance/Enhancement 1,740,000$ 230,000$ 250,000$ 280,000$ 300,000$ 330,000$ 350,000$ Storm Sewer Rehabilitation 4,530,000$ 680,000$ 710,000$ 740,000$ 770,000$ 800,000$ 830,000$ Transportation Coordination 4,530,000$ 680,000$ 710,000$ 740,000$ 770,000$ 800,000$ 830,000$ CIP-Land Acquisition Total 4,720,000$ 710,000$ 740,000$ 770,000$ 800,000$ 830,000$ 870,000$ Preflood Property Acquisition 4,720,000$ 710,000$ 740,000$ 770,000$ 800,000$ 830,000$ 870,000$ A flood mitigation plan for Gregory Canyon Creek was approved by City Council in December 2015. The plan identified various improvements, primarily involving replacement of culverts to increase the conveyance capacity of the channel to carry a 10-year storm event. This project is categorized as “Essential” using the Budgeting for Resilience framework. https://bouldercolorado.gov/flood/gregory-canyon-creek-flood-mitigation-study The South Boulder Creek (SBC) flood mitigation project is the largest proposed CIP project in the city’s Stormwater & Flood Management Utility. The 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 to be located along 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 2017 Stormwater Master Plan (SMP) provided a comprehensive analysis of the city’s stormwater conveyance infrastructure. The master plan identified several Tier 1 (high priority) projects to address new storm sewer improvements throughout the community. The Upper Goose Creek improvements project represents the highest priority project identified in the master plan. This project has two major components. The first component will involve drainageway improvements between 19th Street and Folsom Avenue. This is an unimproved section of drainageway with significant growth that has limited capacity to convey flood flows. Utilities staff will evaluate the potential of improving the channel capacity to convey flows associated with the 10-yr storm event through this section. The second component of the project will involve new storm sewer infrastructure improvements between 6th street and 19th street. Some of these storm sewer improvements will represent new piped infrastructure and some improvements will represent increasing the capacity of existing piped infrastructure. This program will fund the reconstruction of existing storm sewers, the construction of new storm sewers and water quality improvements as part of on-going Transportation Division improvement projects. This project is for an ongoing funding program. This project provides on-going funding for the purchase of properties from willing sellers in areas prone to flooding especially the city's high hazard regulatory area. The city periodically updates its flood mapping to reflect changing conditions and improvements in flood modeling. The highest risk properties are identified and prioritized for purchase, based on updated mapping for each of the drainageways. This project is categorized as “Important” using the Budgeting for Resilience framework. The project is for an ongoing funding program. Funding has been escalated to reflect inflation. The Drainageway Maintenance/Enhancement fund is intended to provide for larger maintenance related projects along the city’s 16 major drainageways. This funding will address ongoing sediment removal efforts as well as large scale vegetation removal along the drainageways including efforts relating to the city’s Emerald Ash Bore (EAB) removal program. This work will be performed by qualified private contractors. This project is categorized as “Essential” using the Budgeting for Resilience framework. The program provides funds for the rehabilitation or replacement of existing storm sewers that have reached the end of their useful life. This funding will provide Utilities contributions to the overall Greenways Program. Funding will be prioritized with other funding in the Greenways CIP. These funds will be combined with funding from the Transportation Fund. This project is for an ongoing funding program. This project is categorized as “Important” using the Budgeting for Resilience framework. https://bouldercolorado.gov/water/greenways-program The funding will provide Lottery funds contributions to the overall greenways program. Funding will be opportunistic and prioritized with the other funding in the Greenways CIP. These funds will be combined with funding from the Transportation and Utilities Fund. This project is for an ongoing funding program. https://bouldercolorado.gov/water/greenways-program This capital project provides funds to improve local drainage problems which are small enough to be outside of the scope of a master planning effort. Most work funded by this program is intended to address system deficiencies highlighted through customer complaints. Funding is also used to supplement the storm sewer rehabilitation program. This program will fund stormwater quality projects as identified in the Stormwater Master Plan and the stormwater quality engineering staff to improve water quality in Boulder Creek and its tributaries. This funding can be used for multiple efforts such as infrastructure maintenance, installation and planning studies. City of Boulder 2022 Approved BudgetPage 246 [This page intentionally left blank] City of Boulder 2022 Approved BudgetPage 247 CEAP Project planning and design for major capital projects takes a project outlined in a master plan and provides more detailed assessment to determine location, function, and design alternatives and preferred approaches. The process for review and approval of individual projects is identified in the annual CIP and budget approval process. At this time, various processes may be identified for a specific project. •Concept Plan and Site Review: Concept Plans and Site Plans are reviewed by the interdepartmental staff Development Review Committee, departmental Advisory Boards, Planning Board, and City Council (call-up option). •Community and Environmental Assessment Process (CEAP): The CEAP provides a framework for balanced and thoughtful consideration of environmental and social issues in the preliminary planning and design of capital projects. It also provides a forum for public discussion of broad level project issues relative to master plans and overall community goals. It is a tool to aid in the development and refinement of project design and impact mitigation options. •Project-Specific Community Process and Design: Many projects are not required to go through concept and site review and would not benefit from a CEAP process. These typically have a project-specific design and public process to efficiently and appropriately identify community needs, concerns, and preferences. Many projects have been assessed through facility studies, area or facility planning processes, mitigation plans, or other studies. The processes are collaborative with multiple city and/or county departments. City of Boulder 2022 Approved BudgetPage 248 CEAP Projects Recommended for CEAP The Appendix to Title 2 of the Boulder Revised Code instructs that major capital improvement projects should be handled in accordance with the City Plans and Projects Handbook, dated November 2007. As such, a list of projects identified to undergo a CEAP is provided with the annual capital budget. CEAP reviews are prepared when projects are in the site location and facility design phase. The primary purpose of the CEAP is to encourage the consideration of potential social and environmental impacts in planning and decision-making and, ultimately, to arrive at actions that achieve the objectives of the project with the fewest impacts. The intent of the CEAP is to make project planning more efficient by considering issues in advance of implementation. CEAP findings are submitted by departments to their respective advisory board for review as part of CIP project approval. For those departments that do not have an advisory board, the Planning Board is responsible for reviewing CEAP findings as part of project approval. Council has the opportunity to call up projects for their review and approval. For those departments that do not have an advisory board, Planning Board is responsible for reviewing CEAP findings as part of project approval. The following capital improvement projects included in the 2020-2025 CIP were recommended to complete a Community and Environmental Assessment Process (CEAP). Transportation Downtown Boulder Transit Station Improvements This project will expand the number of bays along Canyon Boulevard and 14th Street, adjacent to the Downtown Boulder Transit Station. This project is in fulfillment of the Renewed Vision for Transit goals and is funded in part by federal grant funds. Arapahoe Multi-Use Path/Transit Enhancements This project will upgrade existing and missing sidewalk sections to multi-use along Arapahoe between Foothills and Cherryvale. It will also enhance existing transit stops and access along the corridor. This project is consistent with the Transportation Master Plan and the East Arapahoe Transportation Plan goals and is funded in part by federal grant funds. Parks & Recreation Violet Neighborhood Park This project will provide capital funding to implement enhancements at Violet Park in north Boulder that need to be realized to meet service levels of surrounding neighborhoods. In 2022, funding is provided to finalize the design of the undeveloped portions of Violet Park that have been a priority for several years. East Mapleton Ballfield Renovations As a result of the implementation of the Boulder Junction area along 30th street near Mapleton, the area has increased in residential units resulting in more demand for community park and recreation amenities such as playgrounds, dog parks, open lawn areas and other multi-use amenities. A community planning project will be completed to determine the final design and priorities for construction. Any reduction in ballfields will be replaced at other sports complexes as indicated in the department’s Athletic Field Study completed in 2015. City of Boulder 2022 Approved BudgetPage 249 Fund Financials •General Fund ................................................................................................................................250 •Governmental Capital Fund (tied to General Fund) ........................................................252 •.25 Cent Sales Tax Fund .............................................................................................................253 •Affordable Housing Fund ..........................................................................................................254 •Airport Fund ..................................................................................................................................255 •Boulder Junction Access GID - Parking Fund ...................................................................256 •Boulder Junction Access GID - TDM Fund .........................................................................257 •Boulder Junction Improvement Fund ..................................................................................258 •Boulder Municipal Property Authority Fund ......................................................................259 •Capital Development Fund ......................................................................................................260 •Capital Improvement - Community, Culture, Safety Tax Fund .....................................261 •Climate Action Plan Fund.........................................................................................................262 •Community Development Block Grant Fund ....................................................................263 •Community Housing Assistance Program Fund ..............................................................264 •Compensated Absences Fund ...............................................................................................265 •Computer Replacement Fund ................................................................................................266 •Dental Self Insurance Fund .....................................................................................................267 •Downtown Commercial District Fund .................................................................................268 •Equipment Replacement Fund ...............................................................................................269 •Eviction Prevention & Rental Assistance Service (EPRAS) Fund ...............................270 •Facility Renovation & Replacement Fund ............................................................................271 •Fleet Operations & Replacement Fund ...............................................................................272 •HOME Investment Partnership Grant Fund .......................................................................273 •Library Fund ..................................................................................................................................274 •Lottery Fund ..................................................................................................................................275 •Medical Self-Insurance Fund...................................................................................................276 •Open Space Fund ........................................................................................................................277 •Permanent Park & Recreation Fund .....................................................................................278 •Planning & Development Services Fund .............................................................................289 •Property & Casualty Insurance Fund....................................................................................280 •Recreation Activity Fund ..........................................................................................................281 •Stormwater/Flood Management Utility Fund ...................................................................283 •Sugar-Sweetened Beverage Distribution Tax Fund .........................................................285 •Telecommunications Fund.......................................................................................................285 •Transit Pass GID (Forest Glen) Fund .....................................................................................287 •Transportation Fund ...................................................................................................................288 •Transportation Development Fund ......................................................................................290 •University Hill General Improvement District Fund ........................................................291 •Wastewater Utility Fund............................................................................................................292 •Water Utility Fund .......................................................................................................................294 •Workers’ Compensation Insurance Fund ...........................................................................296 City of Boulder 2022 Approved BudgetPage 250GENERAL FUND 2022 FUND FINANCIAL20202021202220232024202520262027ActualRevisedApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance50,842,985$ 41,148,788$ 39,609,665$ 41,554,665$ 40,534,697$ 42,921,240$ 36,172,654$ 32,989,936$ Sources of FundsSales and Use Taxes62,980,305$ 65,920,565$ 71,435,566$ 74,351,802$ 76,812,605$ 72,841,617$ 75,335,875$ 77,557,179$ Property Taxes39,406,479 39,642,661 41,794,512 42,630,402 45,188,226 46,091,990 47,013,830 47,954,107 Accomodation/Admission Taxes4,007,047 7,928,162 8,838,844 9,088,956 9,346,254 9,610,948 9,883,253 10,163,389 Occupation Taxes7,756,454 8,078,992 7,523,923 7,534,367 7,545,059 7,556,002 7,567,201 7,578,662 UOT2,076,181 2,076,181 2,076,181 2,076,181 2,076,181 2,076,181 - - Ownership Taxes2,336,151 2,476,320 2,624,900 2,677,398 2,730,946 2,785,564 2,841,276 2,898,101 Sales of Goods617,396 326,500 328,030 329,591 331,182 332,806 334,462 336,151 License, Permits, and Fines6,415,215 8,202,196 10,405,307 10,631,642 10,773,706 10,833,907 10,895,449 10,958,363 Fees1,366,626 1,488,344 1,511,018 1,506,116 1,501,313 1,496,605 1,491,992 1,487,471 Recreational Marijuana4,360,564 4,573,019 4,697,760 4,783,115 4,877,354 4,980,634 5,093,134 5,215,048 Intergovernmental2,313,520 1,397,087 1,344,011 1,343,752 1,343,493 1,343,235 1,342,977 1,342,719 Interest and Investment Earnings843,817 900,000 900,000 900,000 900,000 900,000 900,000 900,000 Leases, Rents, and Royalties117,389 175,000 180,250 185,658 191,227 196,964 202,873 208,959 Other Revenue2,089,757 2,875,079 1,893,054 1,793,666 1,894,290 1,651,593 1,352,243 1,352,905 Cost Allocation11,425,826 11,425,826 11,048,774 11,590,237 11,937,944 12,296,083 12,664,965 13,044,914 Total Sources of Funds $ 148,112,727 $ 157,485,934 $ 166,602,129 $ 171,422,882 $ 177,449,781 $ 174,994,131 $ 176,919,530 $ 180,997,970 Uses of FundsCity Council350,039$ 409,250$ 462,034$ 478,078$ 494,680$ 511,858$ 529,632$ 548,024$ City Manager's Office2,343,002 1,841,306 2,548,392 2,570,819 2,643,230 2,717,681 2,794,229 2,872,933 City Clerk401,639 667,855 899,048 948,640 974,318 1,000,690 1,027,776 1,055,595 Communications1,837,433 2,273,241 2,915,794 3,047,609 3,131,741 3,218,256 3,307,221 3,398,707 General Government3,423,093 1,533,217 3,264,091 3,273,387 3,282,738 3,292,145 3,301,608 3,311,127 City Attorney's Office3,316,806 3,618,074 3,773,097 3,861,519 3,983,687 4,109,720 4,239,741 4,373,875 Municipal Court2,001,537 2,050,647 2,219,372 2,354,346 2,422,387 2,492,394 2,564,424 2,638,536 Climate Initiatives1,945,810 1,654,963 3,813,778 3,854,861 3,896,894 3,939,899 1,946,718 1,991,735 Energy Strategy3,726,728 2,071,985 - - - - - - Human Resources2,810,499 4,417,549 3,692,004 3,943,867 4,027,586 4,113,202 4,200,759 4,290,300 Finance5,926,296 5,107,151 5,861,887 6,029,382 6,187,507 6,349,876 6,516,601 6,687,799 Innovation & Technology5,697,199 5,652,167 7,487,945 7,699,630 7,917,299 8,141,121 8,371,271 8,607,927 Police37,575,291 36,670,853 40,342,484 41,797,972 43,029,983 44,299,634 45,608,075 46,956,490 Fire22,783,772 21,311,117 22,481,169 23,020,649 23,752,120 24,506,846 25,285,568 26,089,048 Police/Fire Pensions414,283 974,083 767,059 771,033 775,028 779,044 783,080 787,138 Development Services243,070 260,162 278,732 284,479 290,413 296,542 302,872 309,409 Planning2,963,659 2,249,505 2,583,251 2,659,051 2,737,105 2,817,480 2,900,244 2,985,469 Facilities & Fleet5,753,635 4,916,278 5,211,380 5,674,477 5,779,482 5,886,430 5,995,357 6,106,300 City of Boulder 2022 Approved BudgetPage 251GENERAL FUND 2022 FUND FINANCIAL20202021202220232024202520262027ActualRevisedApprovedProjected Projected Projected Projected ProjectedCONTINUEDTransportation & Mobility516,980 273,290 526,250 331,013 334,051 337,117 340,211 343,334 Housing & Human Services9,039,875 8,323,752 9,439,898 9,686,706 9,846,661 10,009,257 10,174,538 10,342,549 Library6,456,595 6,351,435 7,735,794 10,136,252 9,196,560 9,459,157 9,729,253 10,007,061 Arts1,474,354 1,335,477 1,592,210 1,526,599 1,548,114 1,569,932 1,592,058 1,614,496 Parks and Recreation6,521,992 5,603,173 7,136,828 7,338,188 7,536,032 7,739,210 7,947,867 8,162,148 Open Space and Mountain Parks241,691 - - - - - - - Community Vitality2,750,845 2,776,790 3,191,830 2,661,744 2,717,814 2,775,066 2,833,524 2,893,213 Citywide8,467,453 6,944,843 8,607,129 8,650,165 8,693,415 8,736,883 8,780,567 8,824,470 Capital11,142,223 10,532,242 12,964,021 11,317,636 11,317,636 11,237,952 11,237,952 11,237,953 Debt4,837,629 1,844,765 1,724,089 4,085,612 4,106,040 4,126,571 4,147,204 4,167,940 Dedicated Expenses- 3,754,719 - - - - - - One Time Expenses- 1,203,249 -1,300,000 1,300,000 4,936,449 1,300,000 1,300,000 Transfers2,843,496 314,526 3,137,563 3,139,136 3,140,717 2,342,305 2,343,901 2,345,506 Mid Year Adjustment to Base- 12,087,395 - - - - - - Total Uses of Funds 157,806,924$ 159,025,057$ 164,657,129$ 172,442,850$ 175,063,238$ 181,742,716$ 180,102,248$ 184,249,077$ Ending Fund Balance Before Reserves 41,148,788$ 39,609,665$ 41,554,665$ 40,534,697$ 42,921,240$ 36,172,654$ 32,989,936$ 29,738,829$ ReservesLegally Restricted Fund Balance3,172,085$ 2,546,301$ 2,005,597$ 1,785,246$ 1,885,246$ 1,985,246$ 2,085,246$ 2,185,246$ Restricted by Management Fund Balance5,697,727 1,618,129 2,813,129 1,618,129 1,618,129 1,618,129 1,618,129 1,618,129 Pay Period 272,970,945 3,137,321 3,303,697 3,470,073 3,636,449 166,376 332,752 332,752 Reserves26,992,234 30,338,443 31,436,944 32,180,944 32,945,873 33,732,340 34,540,971 35,577,201 Total Reserves38,832,991$ 37,640,194$ 39,559,367$ 39,054,393$ 40,085,698$ 37,502,091$ 38,577,099$ 39,713,328$ Ending Fund Balance After Reserves 2,315,796$ 1,969,469$ 1,995,295$ 1,480,302$ 2,835,540$ (1,329,439)$ (5,587,165)$ (9,974,501)$ City of Boulder 2022 Approved BudgetPage 252GOVERNMENTAL CAPITAL 2022 FUND FINANCIAL2020202120232024202520262027ActualRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance37,232,863$ 37,761,197$ 9,818,360$ 10,796,205$ 1,719,366$ 2,643,346$ 3,567,506$ 4,301,666$ Sources of FundsGeneral Fund - Capital Funding Transfer4,744,720$ 5,292,080$ 6,860,960$ 6,860,960$ 6,860,960$ 6,860,960$ 6,860,960$ 6,860,960$ General Fund One-Time3,663,7262,596,3852,676,06979,68479,684---CRF One-Time Transfer-2,000,000------GF - IT Annual Funding 1,064,9361,064,9361,064,9361,064,9361,064,9361,064,9361,064,9361,064,936Fire - Apparatus Transfer-930,237939,342939,342939,342939,342939,342939,342Facilities and Fleet Transfer1,668,8411,578,8411,422,7141,422,7141,422,7141,422,7141,422,7141,422,714Transfer from F&F - Centergreen $---950,000950,000950,000950,000950,000BCH Lease Income38,904-------Interest82,386-------ATB w/revenue-169,791------Total Sources of Funds11,263,513$ 13,632,270$ 12,964,021$ 11,317,636$ 11,317,636$ 11,237,952$ 11,237,952$ 11,237,952$ Uses of FundsIT - Broadband Debt Service332,450$ 1,500,000$ 1,307,000$ 1,309,000$ 1,310,000$ 1,310,000$ 1,500,000$ 1,500,000$ IT - Broadband Backbone2,818,71815,897,174------IT - Enterprise Data Warehouse-415,780250,000250,000----IT - Enterprise Constituent Relationship Mgmt-300,000------IT - Website Software Enhancement32,7451,441,527------IT - HRIS-4,750,000------IT - Data Center-358,543------IT - Software Replacement -100,0001,064,9365,100,0001,064,9361,064,9361,064,9361,064,936IT - Axon--400,000-----Contingency--1,250,000-----Citywide - Hogan Pancost640,703640,704640,704320,352----Citywide - Electronic Signatures and Petitioning100,000-------Citywide - General Fund Capital--298,7361,886,8001,886,8001,886,8001,886,8001,886,800Community Vitality - AMPS Implementation--68,880-----Police - Bomb Truck Replacement19,985-79,86479,86479,864---Police - Bomb Squad Suits-80,000------Police - Public Safety Building tile replacement--64,000-----Police RMS-150,000------F&F - Pavilion Debt Service---3,600,0003,600,0003,600,0003,600,0003,600,000F&F- Boulder Hospital Deconstruction4,355,93910,007,678------F&F- Pavilion Remodel Design-2,000,000------F&F- Alpine Balsam Garage383,942-------F&F- Facilities Maintenance1,168,8411,186,5831,422,7141,512,7141,512,7141,512,7141,512,7141,512,714F&F-Alpine Balsam Flood Mitigation--3,000,000-----F&F BCH Soil Testing-19,791------Library - NoBo Construction-1,797,0001,200,000-----Fire - Apparatus Replacement-930,327939,342939,342939,342939,342939,342939,342Fire - Fire Station #3---5,396,403---- Total Uses of Funds10,735,179$ 41,575,107$ 11,986,176$ 20,394,475$ 10,393,656$ 10,313,792$ 10,503,792$ 10,503,792$ Ending Fund Balance Before Reserves37,761,197$ 9,818,360$ 10,796,205$ 1,719,366$ 2,643,346$ 3,567,506$ 4,301,666$ 5,035,826$ ReservesSoftware Replacement Reserve3,280,351$ 4,245,287$ 4,245,287$ 210,223$ 210,223$ 210,223$ 210,223$ 210,223$ Fire Station #3 Reserve2,251,6832,251,6835,396,403-----Total Reserves5,532,034$ 6,496,970$ 9,641,690$ 210,223$ 210,223$ 210,223$ 210,223$ 210,223$ Ending Fund Balance After Reserves32,229,163$ 3,321,390$ 1,154,515$ 1,509,143$ 2,433,123$ 3,357,283$ 4,091,443$ 4,825,603$ Note: Fund created in 2019. City of Boulder 2022 Approved BudgetPage 253.25 CENT SALES TAX 2022 FUND FINANCIAL2020 2021202220232024202520262027Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance8,829,188$ 5,326,425$ 3,708,740$ 3,814,079$ 6,288,679$ 8,859,754$ 11,427,445$ 12,708,527$ Sources of FundsSales Tax8,622,703$ 7,983,329$ 9,719,354$ 10,121,905$ 10,460,427$ 10,808,027$ 11,182,266$ 11,514,496$ Interest152,309 32,255 42,383 21,740 35,845 50,501 65,136 72,439 Valmont City Park 64,552 60,000 65,000 65,000 65,000 65,000 65,000 65,000 Grants and Donations287,745 - - - --- -Other Revenue172,747 56,000 44,000 45,320 46,680 48,080 49,522 51,008 Total Sources of Funds 9,300,057$ $ 8,131,584 $ 9,870,737 10,253,965$ 10,607,952$ 10,971,608$ 11,361,925$ 11,702,943$ Uses of FundsBusiness Services & Marketing1,445,701$ 890,245$ 877,909$ 966,489$ 1,002,732$ 1,040,335$ 1,079,347$ 1,119,823$ Urban Parks 2,166,753 2,248,011 2,528,810 2,623,640 2,722,027 2,824,103 2,930,007 3,039,882 Valmont City Park Operations278,289 356,823 385,569 400,028 415,029 430,592 446,739 463,492 Special Events 146,337 207,342 312,612 324,335 336,497 349,116 362,208 375,790 Community Partnerships & Volunteerism 313,045 303,712 332,327 344,789 357,719 371,133 385,051 399,490 Planning and Project Management273,191 216,439 224,274 232,684 241,410 250,463 259,855 269,600 Forestry435,466 778,998 495,618 514,204 533,487 553,493 574,248 595,783 Natural Lands401,474 450,338 496,135 514,740 534,043 554,070 574,847 596,404 FAM - Ongoing and Major Maintenance338,414 461,555 478,443 496,385 515,000 534,312 554,349 575,137 Capital Improvement Program6,117,731 2,967,172 2,888,000 500,000 500,000 600,000 2,000,000 1,950,000 Capital Refurbishment Projects72,095 304,311 200,000 300,000 300,000 300,000 300,000 300,000 Cost Allocation 564,323 564,323 545,700 562,071 578,933 596,301 614,190 632,616 One Time Use- RAF250,000 - - ---- - Total Uses of Funds12,802,820$ 9,749,269$ 9,765,397$ 7,779,366$ 8,036,877$ 8,403,917$ 10,080,842$ 10,318,017$ Ending Fund Balance Before Reserves 5,326,425$ $ 3,708,740 $ 3,814,079 6,288,679$ 8,859,754$ 11,427,445$ 12,708,527$ 14,093,453$ ReservesOperating Reserve914,501$ 948,081$ 1,279,791$ 1,356,596$ 1,404,375$ 1,453,921$ 1,505,299$ 1,558,576$ FEMA De-obligation Reserve33,766 33,766 33,766 33,766 33,766 33,766 33,766 33,766 Pay Period 27 Reserve93,846 96,635 114,048 134,250 154,452 20,202 40,404 60,606 Sick/Vacation/Bonus Reserve10,535 10,851 18,747 19,309 19,889 20,485 21,100 21,733 Total Reserves 1,052,648$ 1,089,333$ 1,446,352$ 1,543,921$ 1,612,482$ 1,528,374$ 1,600,569$ 1,674,681$ Ending Fund Balance After Reserves 4,273,777$ $ 2,619,407 $ 2,367,728 4,744,758$ 7,247,272$ 9,899,070$ 11,107,959$ 12,418,772$ City of Boulder 2022 Approved BudgetPage 254AFFORDABLE HOUSING 2022 FUND FINANCIAL20202024202520262027Actual2021 2022 2023 Revised Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance6,911,825$ 6,404,749$ 6,576,826$ 12,367,398$ 14,454,842$ 15,930,924$ 16,725,879$ 16,980,567$ Sources of FundsCash In Lieu of Affordable Units1,362,027$ 3,303,443$ 4,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ Transfer from General Fund221,741 221,741 221,741 221,741 221,741 221,741 221,741 221,741 Transfer from Short-Term Rental Revenue915,000 784,218 784,218 799,902 815,900 832,218 848,863 865,840 Miscellaneous Revenues44,860 - --- - - - Linkage Fee2,951,031 525,000 3,525,000 3,172,500 2,855,250 2,569,725 2,312,753 2,081,477 Interest122,880 20,000 100,000 20,000 20,000 20,000 20,000 20,000 Real Estate Sales7,200,063 - --- - - - Ponderosa Moble Home Park325,957 220,000 250,000 195,000 137,000 - - - Other - ATB1 revenues-9,006,064 - -- - - - Total Sources of Funds 14,144,619$ $ 14,080,466 8,880,959$ 5,409,143$ 5,049,891$ 4,643,684$ 4,403,356$ 4,189,058$ Uses of FundsProgram Management685,548$ 791,926$ 967,852$ 996,888$ 1,026,794$ 1,057,598$ 1,089,326$ 1,122,006$ Cost Allocation146,272 146,272 141,445 145,688 150,059 154,561 159,198 163,974 Impact Fee Administration1,058 1,090 1,090 1,1231,156 1,191 1,227 1,264 Acquisition, Rehabilitation and Construction10,049,027 1,980,000 1,980,000 2,178,000 2,395,800 2,635,380 2,898,918 3,188,810 Ponderosa Mobile Home Park3,769,791 - --- - - - Project Carryover and Encumbrances- 10,989,102 - -- - - - Total Uses of Funds 14,651,695$ 13,908,390$ 3,090,387$ 3,321,699$ 3,573,810$ 3,848,730$ 4,148,668$ 4,476,053$ Ending Fund Balance Before Reserves 6,404,749$ $ 6,576,826 12,367,398$ 14,454,842$ 15,930,924$ 16,725,879$ 16,980,567$ 16,693,572$ ReservesPay Period 2717,319$ 20,693$ 22,864$ 25,035$ 27,206$ 2,171$ 4,342$ 6,513$ Total Reserves17,319$ 20,693$ 22,864$ 25,035$ 27,206$ 2,171$ 4,342$ 6,513$ Ending Fund Balance After Reserves 6,387,430$ $ 6,556,133 12,344,534$ 14,429,807$ 15,903,718$ 16,723,708$ 16,976,225$ 16,687,059$ Notes: There is no requirement for a designated reserve as funds will only be allocated after they have been collected rather than based upon revenue projections. City of Boulder 2022 Approved BudgetPage 25520202021202220232024202520262027 Actuals RevisedApproved Projected Projected Projected Projected Projected Beginning Fund Balance2,143,303$ 1,975,428$ 1,048,765$ 1,384,234$ 1,710,448$ 2,025,211$ 2,361,772$ 2,703,357$ Sources of FundsAirport Rental554,803$ 645,342$ 658,249$ 671,414$ 684,842$ 698,539$ 712,510$ 712,510$ Fuel Flowage Fees39,70222,580 50,00050,00050,00050,00050,00050,000Federal Grant5,112,847 - - - 300,000- - - State Grant- - - - 16,666- - - Interest on Investments43,69225,452 18,5705,9787,8909,75011,54413,462Total Sources of Funds5,751,044$ 693,374$ 726,819$ 727,392$ 1,059,398$ 758,288$ 774,053$ 775,972$ Uses of FundsAirport Management369,253$ 324,281$ 304,632$ 313,771$ 323,184$ 332,880$ 342,866$ 353,152$ Transportation Administration20,65621,275 22,97723,66624,37625,10825,86126,637R&M Capital Infrastructure- 292,570 - - - - - - Cost Allocation45,23445,234 43,74143,74143,74143,74143,74143,741Loan Repayment- -- - - - - - Capital Improvement Program5,463,776 - - - 333,333- - - Facility Building Reserves20,00020,000 20,00020,00020,00020,00020,00020,000Encumbrances, Carryovers & Adjustments- 916,677 - - - - - - Total Uses of Funds 5,918,919$ 1,620,037$ 391,350$ 401,178$ 744,634$ 421,728$ 432,468$ 443,530$ Ending Fund Balance Before Reserves $ 1,975,428 $ 1,048,765 $ 1,384,234 $ 1,710,448 $ 2,025,211 $ 2,361,772 $ 2,703,357 $ 3,035,799 ReservesDesignated100,205$ 98,771$ 52,438$69,212$85,522$101,261$ 118,089$ 135,168$ Sick/Vacation Accrual16,79617,300 17,30017,30017,30017,30017,30017,300Pay Period 276,4586,458 7,1307,4057,680275550825Total Reserves143,287$ 147,492$ 151,817$ 156,266$ 160,844$ 160,844$ 160,844$ 160,844$ Ending Fund Balance After Reserves $ 1,798,033 $ 901,274 $ 1,232,417 $ 1,554,181 $ 1,864,367 $ 2,200,928 $ 2,542,513 $ 2,874,956 AIRPORT 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 256BOULDER JUNCTION ACCESS DISTRICT (BJAD) PARKING 2022 FUND FINANCIAL2020202120232024202520262027ActualsRevised2022ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance53,786$ 187,040$ 364,578$ 440,549$ 452,419$ 772,773$ 1,004,660$ 1,550,156$ Sources of FundsProperty Tax337,703$ 389,574$ 484,900$ 494,538$ 729,888$ 744,356$ 762,965$ 782,039$ Ownership Tax15,02815,13415,28615,43915,59315,74916,14316,546Interest on Investment1,213-195-----Long Term Garage Parking Revenue54,05148,33050,26352,27354,36456,53957,95259,401Short Term Garage Parking Revenue135,95025,12039,72040,51441,32542,15143,20544,285Miscellaneous Revenue-252525252525-Operating Transfer from BJAD-TDM175,000-------Total Sources of Funds718,945$ 478,184$ 590,388$ 602,790$ 841,195$ 858,820$ 880,290$ 902,273$ Uses of FundsParking Garage operations - Contract72,727$ 85,500$ 88,065$ 90,707$ 93,428$ 96,231$ 99,118$ 102,091$ BJAD - GID/Parking - Personnel46,55552,25960,67663,10365,62768,25270,98273,821BJGID/Admin Non-Personnel18,49131,63731,92732,56633,21733,88134,55935,250Capital Improvement Program - Projects--105,740100,000100,000100,000100,000-Cost Allocation28,96528,96528,00929,54428,56928,56930,13529,141Reimbursement of BJAD-TDM for Operating Transfer---175,000----Lease Purchase Payment: Pederson Development416,667-------Payment to CAGID for Operating Loan2,2852,285------Payback to City of Boulder for Loan Gap-100,000200,000100,000200,000300,000-- Total Uses of Funds585,691$ 300,646$ 514,417$ 590,920$ 520,841$ 626,933$ 334,794$ 240,303$ Ending Fund Balance Before Reserves187,040$ 364,578$ 440,549$ 452,419$ 772,773$ 1,004,660$ 1,550,156$ 2,212,125$ ReservesOperating58,569$ 50,208$ 85,908$ 98,684$ 86,980$ 104,698$ 55,911$ 40,131$ Pay Period 27-156541,3011,9446431,2871,930Total Reserves58,569$ 50,223$ 86,562$ 99,985$ 88,924$ 105,341$ 57,198$ 42,061$ Ending Fund Balance After Reserves128,471$ 314,355$ 353,988$ 352,435$ 683,849$ 899,319$ 1,492,958$ 2,170,065$ City of Boulder 2022 Approved BudgetPage 257BOULDER JUNCTION ACCESS DISTRICT (BJAD) - TRAVEL DEMAND MANAGEMENT (TDM) 2022 FUND FINANCIAL2020202120232024202520262027ActualsRevised2022ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance462,799$442,398$713,931$1,054,849$1,526,148$1,754,864$2,021,174$2,276,274$Sources of FundsProperty Tax289,906$312,353$569,779295,795 596,053 631,816 647,611 663,801Ownership Tax14,34615,61815,01528,92330,25632,07232,87433,696Payments In Lieu of Taxes 42,882298,908399,144136,07255,55155,55135,551-Interest on Investment1,9996,4462,0452,0572,0722,0882,1032,119Transfer from BJAD-Parking (Reimbursement)---175,000----Total Sources of Funds349,134$633,325$$712,000911,831$683,932$721,527$718,139$699,616$Operating Uses of FundsTDM Admin Personnel32,896$36,320$42,601$44,305$46,077$46,077$47,920$47,920$TDM Admin NPE11,21115,25113,31513,58113,85313,85314,13014,130TDM Programs144,983304,776304,776377,222389,701389,701395,236400,937Cost Allocation5,4455,4455,2655,4235,5865,5865,7535,753Transfers175,000-------Capital Improvement Program--5,125----- Total Uses of Funds369,535$361,792$371,082$440,531$455,216$455,216$463,039$468,740$Ending Fund Balance Before Reserves442,398$713,931$1,054,849$1,526,148$1,754,864$2,021,174$2,276,274$2,507,151$ReservesOperating32,487$60,419$61,115$73,569$76,021$76,021$77,327$78,280$Pay Period 27 Reserves-154709251,3804559111,366Total Reserves32,487$60,434$61,585$74,494$77,401$76,476$78,238$79,646$Ending Fund Balance After Reserves409,910$653,496$993,264$1,451,654$1,677,463$1,944,698$2,198,036$2,427,505$$$$$$$$$$$$$ City of Boulder 2022 Approved BudgetPage 25820202021202220232024202520262027Actuals RevisedApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance6,122,669$ 6,938,102$ 7,638,098$ 7,804,897$ 8,017,384$ 6,513,284$ 6,856,589$ 7,171,234$ Sources of FundsTransportation DET153,311$ 349,795$ 250,000$ 225,000$ 202,500$ 182,250$ 164,025$ 147,623$ Transportation Use Tax-20,000 20,000 18,000 16,200 14,580 13,122 11,810 General Fund Construction Use Tax463,862 150,000 150,000 135,000 121,500 109,350 98,415 88,574 Parks Impact Fees76,528 555,000 75,000 - - - - - Interest on Investments123,631 125,201 71,798 44,488 45,699 37,126 39,083 40,876 Total Sources of Funds 817,332$ $ 1,199,996 $ 566,798 422,488$ 385,899$ 343,306$ 314,645$ 288,882$ Uses of FundsAdopted Key Public Improvements:Development Coordination1,899$ -$ -$ -$ -$ -$ -$ -$ Traffic Signals- -400,000 - - - - - Mapleton Enhancements- - -210,000 1,890,000 - - - Boulder Slough Project-500,000 - - - - - - Total Uses of Funds1,899$ $ 500,000 $ 400,000 210,000$ 1,890,000$ -$ -$ -$ Ending Fund Balance Before Reserves 6,938,102$ $ 7,638,098 $ 7,804,897 8,017,384$ 6,513,284$ 6,856,589$ 7,171,234$ 7,460,116$ ReservesPay Period 273,000$ 3,000$ 3,031$ 3,031$ 3,031$ 433$ 866$ 1,299$ Total Reserves3,000$ 3,000$ 3,031$ 3,031$ 3,031$ 433$ 866$ 1,299$ Ending Fund Balance After Reserves 6,935,102$ $ 7,635,098 $ 7,801,866 8,014,353$ 6,510,253$ 6,856,156$ 7,170,368$ 7,458,817$ BOULDER JUNCTION IMPROVEMENT 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 259202020212024202520262027Actual Revised 2022 2023 Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance458,334$ 457,749$ 457,749$ 457,749$ 457,749$ 457,749$ 457,749$ 457,749$ Sources of FundsLeases, Rents, Royalties5,283,387$ 3,909,408$ 5,212,873$ 5,214,736$ 4,621,304$ 4,623,993$ 4,622,067$ 4,622,693$ Interest Earnings5,199 6,000 6,000 6,000 6,000 6,000 6,000 6,000 2020 Bond Proceeds- -- -- -- -Total Sources of Funds5,288,586$ 3,915,408$ 5,218,873$ 5,220,736$ 4,627,304$ 4,629,993$ 4,628,067$ 4,628,693$ Uses of FundsBMPA Base Rentals-Principal3,158,704$ 2,428,553$ 3,325,329$ 3,427,998$ 2,937,935$ 3,028,188$ 3,118,799$ 3,214,782$ BMPA Base Rentals-Interest2,124,783 1,480,855 1,887,544 1,786,738 1,683,369 1,595,805 1,503,268 1,407,911 Administrative Fee5,684 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Transfer to Govt Cap Fund- -- -- -- -Underwriter Fees- -- -- -- - Total Uses of Funds5,289,171$ 3,915,408$ 5,218,873$ 5,220,736$ 4,627,304$ 4,629,993$ 4,628,067$ 4,628,693$ Ending Fund Balance457,749$ 457,749$ 457,749$ 457,749$ 457,749$ 457,749$ 457,749$ 457,749$ BOULDER MUNICIPAL PROPERTY AUTHORITY 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 260CAPITAL DEVELOPMENT 2022 FUND FINANCIAL202020212024202520262027Actual Revised20222023 Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance13,234,490$ 13,301,363$ 13,699,851$ 15,160,351$ 9,792,808$ 10,779,078$ 12,270,306$ 13,769,348$ Sources of FundsInterest - Excise Taxes47,101 43,658$ 29,724$ 18,193$ 6,474$ 6,511$ 6,548$ 6,586$ Impact Fees1,999,268 1,452,592 1,452,592 1,452,592 1,452,592 1,452,592 1,452,592 1,452,592 Interest - Impact Fees209,943 142,561 99,055 68,221 49,345 54,930 63,392 71,900 Total Sources of Funds 2,256,311 1,638,811 1,581,371 1,539,006 1,508,411 1,514,033 1,522,533 1,531,077 Uses of FundsExcise Tax Administration19,672$ 20,262$ 20,870$ 21,496$ 22,141$ 22,805$ 23,490$ 24,194$ Capital Improvement Program- Excise Tax- - - 2,074,194 - - - - Capital Improvement Program- Impact Fees2,169,767 1,000,000 100,000 4,810,859 500,000 - - - Encumbrances, Carryovers & Adjustments-220,061 - - - - - - Total Uses of Funds2,189,439$ 1,240,323$ 120,870$ 6,906,549$ 522,141$ 22,805$ 23,490$ 24,194$ Ending Fund Balance Before Reserves 13,301,363$ 13,699,851$ 15,160,351$ 9,792,808$ 10,779,078$ 12,270,306$ 13,769,348$ 15,276,232$ ReservesRestricted Balance - Excise Tax3,118,458$ 3,162,117$ 3,191,840$ 1,135,840$ 1,142,314$ 1,148,825$ 1,155,374$ 1,161,959$ Restricted Balance - Impact Fee10,182,904 10,537,734 11,968,511 8,656,968 9,636,764 11,121,480 12,613,975 14,114,272 Total Reserves 13,301,363$ 13,699,851$ 15,160,351$ 9,792,808$ 10,779,078$ 12,270,306$ 13,769,348$ 15,276,232$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ City of Boulder 2022 Approved BudgetPage 26120202021202420252026 2027Actual Revised 2022 2023 Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance9,625,679$ 14,755,616$ 7,216,589$ 1,849,520$ 1,849,520$ 1,849,520$ 1,849,520$ 1,849,520$ Sources of FundsSales and Use Tax (CCS2)10,650,551$ 10,792,619 - - - - - - Total Sources of Funds 10,650,551$ 10,792,619$ -$ -$ -$ -$ -$ -$ Uses of FundsCCS1Encumbered c/o and Actual395,646$ -$ -$ -$ -$ -$ -$ -$ CCS2Citywide Radio Infrastructure1,306,802 - - - - - -- North Boulder Branch Library793,223 - - - - - -- Fire Station #3144,161 - 2,749,000 - - - -- Public Art159,395 - -- - - -- Fourmile Canyon Creek213,507 1,752,000 434,000 - - - -- Resource Central325,000 1,000,000 - - - - - - BMOCA-500,000 - - - - - - Debt Service2,182,880 2,183,466 2,184,069 - - - -- Appropr. from ATBs, Carryovers-12,896,180 - - - - - - Total Uses of Funds 5,520,613$ 18,331,646$ 5,367,069$ -$ -$ -$ -$ -$ Ending Fund Balance Before Reserves 14,755,616$ 7,216,589$ 1,849,520$ 1,849,520$ 1,849,520$ 1,849,520$ 1,849,520$ 1,849,520$ ReservesAdministrative Contingency500,000$ 500,000$ -$ -$ -$ -$ -$ -$ Pay Period 272,788 5,576 8,363 - - - -- Total Reserves502,788$ 505,576$ 8,363$ -$ -$ -$ -$ -$ Ending Fund Balance After Reserves 14,252,828$ 6,711,013$ 1,841,157$ 1,849,520$ 1,849,520$ 1,849,520$ 1,849,520$ 1,849,520$ Note:Temporary tax ends December 31, 2021.CAPITAL IMPROVEMENT - COMMUNITY, CULTURE, SAFETY TAX 2022 FUND FINANCIAL$ $ $ $ $ $ $ City of Boulder 2022 Approved BudgetPage 26220202021202220232024*2025*2026*2027*ActualsRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance2,431,012$2,552,234$668,221$165,916$162,510$163,208$167,917$176,539$Sources of FundsClimate Action Plan Tax 1,811,474$1,705,649$1,700,6491,695,649$-$-$-$-$ CAP Tax Extension*----1,690,6491,685,6491,680,6491,675,649Interest22,21835,7316,2819469269309571,006Energy Impact Offset Fund327,915400,000350,000300,000200,000150,000150,000150,000Total Sources of Funds2,161,607$2,141,380$2,056,930$1,996,595$1,891,575$1,836,579$1,831,606$1,826,655$Uses of FundsCAP Administration$56,114 $75,298107,046$107,046$107,046$107,046$107,046$107,046$CAP Communications52,54082,22356,09756,09756,09756,09756,09756,097Program Tracking & Evaluation53,28261,42184,82484,82484,82484,82484,82484,824Boulder's Energy Future85,45285,911118,145118,145118,145118,145118,145118,145Market Innovation172,276207,364168,029168,029168,029168,029168,029168,029Commercial Energy747,780860,371834,689824,689814,689804,689794,689794,689Residential Energy238,237228,412214,936211,936208,936205,936202,936202,936Energy Impact Offset Fund507,453300,000850,000300,000200,000150,000150,000150,000Special Projects/Grants(2,500)-------Cost Allocation 129,752129,752125,471129,235133,112137,106141,219141,219Encumbrances, Carryovers & Adjustments-2,226,641------Program Reductions-(232,000)------ Total Uses of Funds2,040,385$4,025,393$2,559,236$2,000,000$1,890,877$1,831,871$1,822,984$1,822,984$Ending Fund Balance Before Reserves2,552,234$668,221$165,916$162,510$163,208$167,917$176,539$180,211$ReservesPay Period 2723,132$ 23,132$24,803$26,475$28,146$1,671$3,343$5,014$Emergency Reserve50,00050,00050,00050,00050,00050,00050,00050,000Total Reserves73,132$ 73,132$74,803$76,475$78,146$51,671$53,343$55,014$Ending Fund Balance After Reserves2,479,102$595,089$91,113$86,035$85,062$116,246$123,196$125,197$*CAP Tax sunsets in March of 2023CLIMATE ACTION PLAN 2022 FUND FINANCIAL$ City of Boulder 2022 Approved BudgetPage 263COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 2022 FUND FINANCIAL20202021202220232024202520262027Actual RevisedApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance-$-$-$-$-$-$ -$ -$ Sources of FundsCurrent Year Federal Grant855,396$ 824,551$ 844,606$ 844,606$ 844,606$ 844,606$ 844,606$ 844,606$ Available Prior Years Grant Balances-1,294,885 ---- - - Total Sources of Funds $ 855,396 2,119,436$ 844,606$ 844,606$ 844,606$ 844,606$ 844,606$ 844,606$ Uses of FundsProgram Management115,315$ 138,292$ 143,181$ 148,192$ 153,379$ 158,747$ 164,303$ 170,054$ Cost Allocation26,618 26,618 25,740 26,770 27,840 28,954 30,112 31,317 Community Development & Housing Activities713,463 659,641 675,685 669,644 663,387 656,905 650,190 643,235 Encumbrances, Carryovers & Adjustments-1,294,885 ---- - - Total Uses of Funds $ 855,396 2,119,436$ 844,606$ 844,606$ 844,606$ 844,606$ 844,606$ 844,606$ Ending Fund Balance-$-$-$-$-$-$ -$ -$ Note: This fund may not have designated reserves as expenditures are funded only on a reimbursement basis by the Department of Housing and Urban Development. City of Boulder 2022 Approved BudgetPage 264COMMUNITY HOUSING ASSISTANCE PROGRAM 2022 FUND FINANCIAL20202021202220232024202520262027Actual RevisedApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance1,450,240$ 1,844,758$ 15,491$ 15,491$ 15,491$ 15,491$ 2,213$ 4,426$ Sources of FundsProperty Tax3,164,649$ 3,166,147$ 3,361,171$ 3,394,783$ 3,564,522$ 3,600,167$ 3,780,176$ 3,817,978$ Interest27,5791471551551551552244Loan repayment244,098 - - - - - - - Housing Application Fees6,9874,5614,5614,5614,5614,5614,5614,561Proceeds from Sale of Units119,034 - - - - - - - Total Sources of Funds 3,562,347$ 3,170,855$ 3,365,887$ 3,399,499$ 3,569,238$ 3,604,883$ 3,784,759$ 3,822,583$ Uses of FundsProgram Management368,503$ 408,247 444,524$ 462,305$ 480,797$ 500,029$ 520,030$ 540,831$ Cost Allocation106,080 106,080 102,580 106,683 110,951 115,389 120,004 124,804 Housing Project Grants/Funding: Acquisition, Rehabilitation & Construction2,693,247 2,538,301 2,818,783 2,830,511 2,977,490 3,002,743 3,142,512 3,154,735 Encumbrances, Carryovers & Adjustments- 1,947,493- - - - - - Total Uses of Funds 3,167,829$ 5,000,121$ 3,365,887$ 3,399,499$ 3,569,238$ 3,618,161$ 3,782,546$ 3,820,370$ Ending Fund Balance Before Reserves 1,844,758$ 15,491$ 15,491$ 15,491$ 15,491$ 2,213$ 4,426$ 6,639$ ReservesPay Period 2714,301$ 15,491$ 15,491$ 15,491$ 15,491$ 2,213$4,426$6,639$Total Reserves14,301$ 15,491$ 15,491$ 15,491$ 15,491$ 2,213$ 4,426$ 6,639$ Ending Fund Balance After Reserves $ 1,830,457 $--$ -$ -$ -$ -$ -$ Note: There is no requirement for a designated reserve as the CHAP allocation process allows the Housing Project Funding to function as a reserve.$ City of Boulder 2022 Approved BudgetPage 265COMPENSATED ABSENCES 2022 FUND FINANCIAL202020212024202520262027Actual Revised 2022 2023 Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance2,900,088$ 1,545,154$ 1,684,498$ 1,821,215$ 2,031,380$ 2,247,292$ 2,466,254$ 2,688,283$ Sources of Funds1% Transfer from the General Fund-$855,287$ 864,000$ 950,810$ 960,318$ 969,921$ 979,620$ 989,416$ Interest on Investments 55,911 27,717 15,834 10,381 14,626 16,180 17,757 19,356 Total Sources of Funds55,911$ 883,004$ 879,834$ 961,191$ 974,944$ 986,101$ 997,377$ 1,008,772$ Uses of FundsRetirement and Termination Payout1,394,385$ 727,200$ 727,200$ 734,472$ 741,817$ 749,235$ 756,727$ 764,295$ Cost Allocation16,460 16,460 15,917 16,554 17,216 17,904 18,621 19,365 Total Uses of Funds 1,410,845$ 743,660$ 743,117$ 751,026$ 759,033$ 767,139$ 775,348$ 783,660$ Ending Fund Balance 1,545,154$ 1,684,498$ 1,821,215$ 2,031,380$ 2,247,292$ 2,466,254$ 2,688,283$ 2,913,395$ Note:Based on health of the fund, temporary suspension of contributions in 2020. City of Boulder 2022 Approved BudgetPage 26620202021202220232024202520262027Actual RevisedApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance8,963,661$ 9,846,634$ 7,208,297$ 7,207,461$ 7,146,609$ 7,157,382$ 6,402,363$ 5,341,544$ Sources of FundsTransfer In - Worksation Contributions2,867,284$ 2,180,789$ 2,299,978$ 2,322,978$ 2,357,822$ 2,381,401$ 2,405,215$ 2,429,267$ Department Hardware rugged LT replacement deposits- 94,500 94,500 95,445 96,399 97,363 98,337 99,320 Data Center Virtual Server Charges- 110,411 110,331 110,442 110,552 110,663 110,773 110,884 Office 365 Collections- 657,000 663,570 670,206 676,908 683,677 690,514 697,419 Misc Used Equipment Sales2,507 - - - - - - - Interest181,631 104,084 71,900 51,894 107,199 107,361 128,047 106,831 Total Sources of Funds $ 3,051,421 3,146,784$ 3,240,279$ 3,250,964$ 3,348,881$ 3,380,464$ 3,432,886$ 3,443,721$ Uses of FundsTransfer to Government Capital Fund for HRIS-$2,000,000$ -$ -$ -$ -$ -$ -$ Microsoft License Expense523,358 657,000 663,570 670,206 676,908 683,677 690,514 697,419 Computer Replacements 540,830 685,500 750,000 750,000 750,000 750,000 750,000 750,000 City-Wide Replacements1,051,363 2,199,723 1,576,893 1,629,959 1,638,031 2,416,577 2,755,328 2,340,427 Telecommunications expenses- 190,000 199,501 209,476 219,950 230,947 242,495 254,619 Cost Allocation52,898 52,898 51,152 52,175 53,219 54,283 55,369 56,476 Total Uses of Funds $ 2,168,449 5,785,121$ 3,241,116$ 3,311,816$ 3,338,107$ 4,135,484$ 4,493,705$ 4,098,941$ Ending Fund Balance Before Reserves $ 9,846,634 7,208,297$ 7,207,461$ 7,146,609$ 7,157,382$ 6,402,363$ 5,341,544$ 4,686,323$ ReservesReplacement ReserveBeginning Reserve Requirement -$2,937,026$ 2,716,722$ 2,986,702$ 3,397,418$ 4,026,908$ 4,086,149$ 4,036,016$ Enterprise Software Replacement Reserve- -100,000 200,000 300,000 400,000 500,000 600,000 Pay Period 27- 1,281 1,293 1,304 1,315 1,326 1,338 1,349 Annual Increase to Replacement Reserve- 833,657 834,025 859,046 884,817 911,361 966,436 995,430 Decrease for Replacement Purchases- (1,055,241) (665,338) (649,634) (556,642) (1,253,446) (1,517,907) (956,919)Total Reserves-$2,716,722$ 2,986,702$ 3,397,418$ 4,026,908$ 4,086,149$ 4,036,016$ 4,675,876$ Ending Fund Balance After Reserves $ 9,846,634 4,491,575$ 4,220,759$ 3,749,191$ 3,130,475$ 2,316,214$ 1,305,527$ 10,448$ COMPUTER REPLACEMENT 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 267DENTAL SELF INSURANCE 2022 FUND FINANCIAL20202021202420252026 2027Actual Revised 2022 2023 Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance-$251,596$ 517,796$ 633,282$ 727,675$ 800,096$ 849,639$ 875,366$ Sources of FundsCharges to Departments1,215,729$ 1,152,000$ 1,227,886$ 1,240,165$ 1,252,567$ 1,265,092$ 1,277,743$ 1,290,521$ Total Sources of Funds 1,215,729$ 1,152,000$ 1,227,886$ 1,240,165$ 1,252,567$ 1,265,092$ 1,277,743$ 1,290,521$ Uses of Funds3rd Party Claims Administration964,133$ 885,800$ 1,112,400$ 1,145,772$ 1,180,145$ 1,215,550$ 1,252,016$ 1,289,576$ Total Uses of Funds 964,133$ 885,800$ 1,112,400$ 1,145,772$ 1,180,145$ 1,215,550$ 1,252,016$ 1,289,576$ Ending Fund Balance Before Reserves 251,596$ 517,796$ 633,282$ 727,675$ 800,096$ 849,639$ 875,366$ 876,310$ ReservesYear-end Estimated Liabilities48,207$ 44,290$ 55,620$ 57,289$ 59,007$ 60,777$ 62,601$ 64,479$ Total Reserves48,207$ 44,290$ 55,620$ 57,289$ 59,007$ 60,777$ 62,601$ 64,479$ Ending Fund Balance After Reserves 203,389$ 473,506$ 577,662$ 670,386$ 741,089$ 788,862$ 812,765$ 811,832$ Note: This fund was created in 2020. City of Boulder 2022 Approved BudgetPage 268DOWNTOWN COMMERCIAL DISTRICT 2022 FUND FINANCIAL2020202120232024202520262027ActualsRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance14,894,148$ 14,650,058$ 14,473,564$ 15,220,212$ 15,363,239$ 16,346,832$ 18,198,270$ 19,386,879$ Sources of FundsProperty/Ownership Tax1,357,621$ 1,427,610$ 1,526,294$ 1,557,451$ 1,589,162$ 1,589,162$ 1,589,162$ 1,685,141$ Short-Term Parking Revenue781,9081,274,4551,299,9441,494,9361,532,3091,532,3091,532,3091,570,617Long-Term Parking Revenue3,401,6683,347,9514,168,5324,376,9594,595,8074,595,8074,595,8074,641,765Punch Cards & Other Parking Product Revenue161,762398,029389,886394,797399,930399,930399,930406,317Rental Income-400,242500,000515,000530,450530,450530,450546,364Miscellaneous Revenue84,14131,46031,46031,46031,46031,46031,46041,460Interest221,845169,804227,065228,359230,072230,072230,072231,798General Fund Transfer to CAGID1,143,819968,819968,819968,819968,819968,819968,819968,819BJAD-Parking Fund Transfer to CAGID2,2852,285------Total Sources of Funds7,155,050$ 8,020,655$ 9,112,000$ 9,567,781$ 9,878,009$ 9,878,009$ 9,878,009$ 10,092,280$ Uses of FundsAdministration678,811$ 680,385$ 787,141$ 810,756$ 835,078$ 860,131$ 860,131$ 885,935$ Access/Parking/Customer Service470,219435,233425,131437,885451,021464,552464,552478,488Maintenance 453,308525,996513,282528,681544,541560,877560,877577,704General Operations388,965668,305633,335649,168665,398682,033682,033699,083Access/Parking/Customer Service297,692309,162271,432278,218285,173292,303292,303299,610Asset Management (Maintenance)410,527380,053380,185389,690399,432409,418409,418419,653Eco-Pass Program1,216,6981,216,4261,758,1772,527,8142,565,7312,604,2172,617,0462,656,301District Vitality Activities53,604707,100165,000169,950175,049175,049175,049180,300Financial Services Fees170,357315,000315,000315,000315,000315,000315,000315,000Capital Improvement Program - Projects1,759,1251,460,2461,626,4401,810,0001,995,0001,000,0001,650,0002,500,000Capital Replacement Reserve Contribution327,775327,775327,775327,775327,775327,775327,775327,775Debt Series 1998(8,082)-------Debt Series 2003 (10th and Walnut)844,921836,250838,300844,600----Cost Allocation 335,218335,218324,155335,218335,218335,218335,218335,218Total Uses of Funds7,399,139$ 8,197,149$ 8,365,353$ 9,424,753$ 8,894,416$ 8,026,571$ 8,689,400$ 9,675,067$ Ending Fund Balance Before Reserves14,650,058$ 14,473,564$ 15,220,212$ 15,363,239$ 16,346,832$ 18,198,270$ 19,386,879$ 19,804,091$ ReservesOperating Reserve1,235,656$ 1,368,924$ 1,397,014$ 1,573,934$ 1,485,367$ 1,340,437$ 1,451,130$ 1,615,736$ PERA Legislative Contingency1,4021,4021,4021,4021,4021,4021,4031,403Pay Period 2768,72769,05768,18768,18768,1879,74119,84229,233Sick/Vacation Accrual41,21542,45133,84534,86135,90636,98438,09339,236Total Reserves1,347,000$ 1,481,834$ 1,500,448$ 1,678,384$ 1,590,862$ 1,388,564$ 1,510,468$ 1,685,608$ Ending Fund Balance After Reserves13,303,058$ 12,991,730$ 13,719,764$ 13,684,855$ 14,755,970$ 16,809,705$ 17,876,411$ 18,118,483$ City of Boulder 2022 Approved BudgetPage 269EQUIPMENT REPLACEMENT 2022 FUND FINANCIAL2020202120232024202520262027Actual Revised2022 ApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance6,843,663$ 7,500,978$ 7,033,218$ 7,777,137$ 9,101,424$ 10,282,609$ 11,451,416$ 12,254,469$ Sources of FundsDepartment Contributions1,195,356$ 1,838,335$ 1,862,659$ 1,862,659$ 1,862,659$ 1,862,659$ 1,862,659$ 1,862,659$ Interest Earnings149,820 105,014 66,112 44,330 51,878 58,611 65,273 69,850 Total Sources of Funds1,345,176$ 1,943,349$ 1,928,771$ 1,906,989$ 1,914,537$ 1,921,270$ 1,927,932$ 1,932,509$ Uses of FundsEquipment Purchases662,238$ 606,102$ 1,133,908$ 530,739$ 680,350$ 698,401$ 1,069,735$ 604,424$ Support Services18,629 41,146 44,182 45,066 45,967 46,886 47,824 48,780 Cost Allocation6,994 6,994 6,763 6,898 7,036 7,177 7,320 7,467 Encumbrances, Carryovers & Adjustments-1,756,868- - - - - - Total Uses of Funds687,861$ 2,411,110$ 1,184,853$ 582,703$ 733,353$ 752,464$ 1,124,879$ 660,671$ Ending Fund Balance Before Reserves7,500,978$ 7,033,217$ 7,777,136$ 9,101,423$ 10,282,608$ 11,451,415$ 12,254,468$ 13,526,308$ ReservesPay Period 271,933$ 1,933$ 1,933$ 1,933$ 1,933$ 276$ 552$ 828$ Department Balances7,499,045 7,031,285 7,775,204 9,099,491 10,280,676 11,451,140 12,253,917 13,525,481 Total Reserves7,500,978$ 7,033,218$ 7,777,137$ 9,101,424$ 10,282,609$ 11,451,416$ 12,254,469$ 13,526,309$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ City of Boulder 2022 Approved BudgetPage 2702020202120232024202520262027ActualsRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance-$ -$211,170$ 433,672$ 641,108$ 843,338$ 1,383,555$ 1,918,278$ Sources of FundsLoan from General Fund-$ 1,030,000$ -$ -$-$-$-$-$Revenues collected--1,500,0001,500,0001,500,0001,500,0001,500,0001,500,000Total Sources of Funds-$ 1,030,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ Uses of FundsRepayment to General Fund-$ -$343,333$ 343,333$ 343,334$ -$ -$-$PD&S Oversight--80,05082,45284,92587,47390,09792,800Human Services Oversight-71,300106,585109,250111,981114,780117,650120,591Advisory Committee-7,5307,5307,5307,5307,5307,5307,530Rental Assistance-540,000540,000540,000540,000540,000540,000540,000Legal Assistance-200,000200,000200,000200,000200,000200,000200,000Cost Allocation---10,00010,00010,00010,00010,000 Total Uses of Funds-$ 818,830$ 1,277,498$ 1,292,564$ 1,297,770$ 959,783$ 965,277$ 970,921$ Ending Fund Balance Before Reserves-$ 211,170$ 433,672$ 641,108$ 843,338$ 1,383,555$ 1,918,278$ 2,447,357$ ReservesPay Period 27-$ -$2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 2,000$ Total Reserves-$ -$2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 2,000$ Ending Fund Balance After Reserves-$ 211,170$ 431,672$ 639,108$ 841,338$ 1,381,555$ 1,916,278$ 2,445,357$ Note: This Fund has received a General Fund loan in 2021 with expected repayments beginning in 2022. EVICTION PREVENTION AND RENTAL ASSISTANCE SERVICES (EPRAS) 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 271FACILITY RENOVATION & REPLACEMENT 2022 FUND FINANCIAL2020202120232024202520262027Actual Revised2022 ApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance9,136,063$ 8,344,139$ 6,329,099$ 5,638,510$ 5,424,131$ 5,317,125$ 5,167,783$ 5,521,654$ Sources of FundsDepartment Contributions610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ General Fund Contribution1,168,841 1,186,583 1,422,714 1,422,714 1,422,714 1,422,714 1,422,714 1,422,714 Energy Performance Contract952,897 952,897 952,897 952,897 952,897 952,897 952,897 952,897 Interest Earnings219,355 116,818 59,494 32,139 30,918 30,308 29,456 31,473 Other Revenues150,280 140,000 140,000 140,000 140,000 140,000 140,000 140,000 Total Sources of Funds 3,101,569$ 3,006,494$ 3,185,300 3,157,946$ 3,156,724$ 3,156,114$ 3,155,263$ 3,157,280$ Uses of FundsOperating Project Expenses259,549$ 390,287$ 448,836$ 457,813$ 466,969$ 476,308$ 485,834$ 495,551$ Support Services14,903 32,076 34,472 35,161 35,864 36,581 37,313 38,059 Cost Allocation50,201 205,879 48,544 49,515 50,505 51,515 52,545 53,596 Energy Efficiency Lease995,962 1,029,674 1,065,001 1,102,024 982,581 1,013,240 497,889 248,072 Capital Improvements Program2,572,878 1,821,892 2,279,037 1,727,812 1,727,812 1,727,812 1,727,812 1,727,812 Encumbrances, Carryovers & Adjustments-1,541,725- - - - - - Total Uses of Funds 3,893,493$ 5,021,533$ 3,875,890$ 3,372,325$ 3,263,731$ 3,305,456$ 2,801,393$ 2,563,090$ Ending Fund Balance Before Reserves 8,344,139$ 6,329,099$ 5,638,510$ 5,424,131$ 5,317,125$ 5,167,783$ 5,521,654$ 6,115,844$ ReservesPay Period 277,013$ 7,628$ 9,190$ 10,753$ 12,315$ 1,562$ 3,124$ 4,686$ Departmental Balances6,779,946 4,909,890 4,260,086 4,085,221 4,016,497 3,916,558 4,306,356 4,935,349 Dushanbe Teahouse Maintenance Balance286,602 278,004 269,664 261,574 253,727 246,115 238,732 231,570 Valmont Butte Balance1,270,576 1,133,576 1,099,569 1,066,582 1,034,585 1,003,547 973,441 944,238 Total Reserves 8,344,139$ 6,329,099$ 5,638,510$ 5,424,131$ 5,317,125$ 5,167,783$ 5,521,654$ 6,115,844$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ City of Boulder 2022 Approved BudgetPage 272202020212024202520262027Actual Revised 2022 2023 Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance20,328,581$ 21,590,297$ 22,662,284$ 23,268,902$ 23,014,036$ 23,213,138$ 25,063,798$ 23,311,116$ Sources of FundsVehicle Charges2,607,131$ 2,826,952$ 2,839,204$ 2,895,988$ 2,953,908$ 3,012,986$ 3,073,246$ 3,134,711$ Vehicle Acquisition Charges83,013 363,224 279,402 322,758 286,231 149,448 431,137 433,251 Fleet Replacement Charges4,101,782 4,546,130 5,423,597 5,372,155 5,384,899 5,327,162 5,341,241 5,598,463 Sale of Assets486,416 973,199 634,354 741,792 670,950 405,668 951,988 956,086 Interest Earnings458,940 302,264 213,025 132,633 131,180 132,315 142,864 132,873 Transfer from General Fund145,151 145,151 ------Other Revenues281,056 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Total Sources of Funds 8,163,490$ 9,356,920$ 9,589,582$ 9,665,326$ 9,627,168$ 9,227,579$ 10,140,475$ 10,455,385$ Uses of FundsOperating Expenditures2,948,769$ 3,014,951$ 3,269,637$ 3,335,029$ 3,401,730$ 3,469,765$ 3,539,160$ 3,609,943$ Fleet Purchases3,417,473 3,424,476 5,161,656 6,023,943 5,455,375 3,326,258 7,762,968 7,755,883 Building Replacement74,210 74,210 74,210 74,210 74,210 74,210 74,210 74,210 Support Services137,992 218,821 164,801 168,097 171,459 174,888 178,386 181,954 Cost Allocation323,330 323,330 312,661 318,914 325,292 331,798 338,434 345,203 Encumbrances, Carryovers & Adjustments-1,229,146 ------ Total Uses of Funds 6,901,773$ 8,284,934$ 8,982,964$ 9,920,193$ 9,428,066$ 7,376,919$ 11,893,158$ 11,967,193$ Ending Fund Balance Before Reserves 21,590,297$ 22,662,284$ 23,268,902$ 23,014,036$ 23,213,138$ 25,063,798$ 23,311,116$ 21,799,308$ ReservesPay Period 2746,186$ 46,949$ 48,094$ 49,238$ 50,382$ 1,144$ 2,288$ 3,433$ Sick/Vacation Accrual8,441 8,694 13,433 13,836 14,251 14,679 15,119 15,573 Operating/Fleet Replacement21,535,670 22,606,641 23,207,375 22,950,962 23,148,505 25,047,975 23,293,709 21,780,302 Total Reserves 21,590,297$ 22,662,284$ 23,268,902$ 23,014,036$ 23,213,138$ 25,063,798$ 23,311,116$ 21,799,308$ Ending Fund Balance -$-$-$-$-$-$-$-$Note: Minimum Fund Balance: 10% Value of Fleet = $4.4 millionFLEET OPERATIONS & REPLACEMENT 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 2732020202120232024202520262027ActualRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance-$-$-$-$-$-$-$-$ Sources of FundsCurrent Year Federal Grant1,992,525$1,186,669$1,174,519$1,174,519$1,174,519$1,174,519$1,174,519$1,174,519$Available Prior Years Grant Balances-1,322,840------Total Sources of Funds $ 1,992,525 2,509,509$1,174,519$1,174,519$1,174,519$1,174,519$1,174,519$1,174,519$Uses of FundsOperatingProgram Management75,214$107,462$106,616$83,221$82,770$82,301$81,813$81,306$Cost Allocation11,20511,20510,83611,26911,72012,18912,67713,184HOME Consortium to Other Communities935,590557,200551,495551,495551,495551,495551,495551,495Housing Activities970,516510,802505,572528,534528,534528,534528,534528,534Encumbrances, Carryovers & Adjustments-1,322,840------ Total Uses of Funds $ 1,992,525 2,509,509$1,174,519$1,174,519$1,174,519$1,174,519$1,174,519$1,174,519$Ending Fund Balance$--$-$-$-$-$-$-$ Note: This fund may not have designated reserves as expenditures are funded only on a reimbursement basis by the Department of Housing and Urban Development. HOME INVESTMENT PARTNERSHIP GRANT 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 274LIBRARY 2022 FUND FINANCIAL2020202120232024202520262027ActualRevised2022ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance961,610$ 1,312,525$ 1,210,069$ 1,455,451$ 1,710,811$ 2,037,561$ 2,380,105$ 2,798,347$ Sources of FundsProperty Tax1,327,776$ 1,317,993 $1,399,088$ 1,408,106$ 1,478,512$ 1,493,297$ 1,567,962$ 1,642,626$ Interest on Investment1,0451,0461,0481,0491,0511,0521,0531,055Grants, Gifts and Third-Party Revenues328,139250,000250,000250,000250,000250,000250,000250,000Grant-Funded Position - MROHP31,59232,38238,34939,30840,29041,29842,33043,388Additional Grant Funding/Donations-519,520------Total Sources of Funds$1,678,769$2,130,7241,688,485$ 1,698,463$ 1,769,853$ 1,785,647$ 1,861,345$ 1,937,069$ Uses of FundsLibrary Materials1,032,113$ 1,084,767$ 1,093,103$ 1,093,103$ 1,093,103$ 1,093,103$ 1,093,103$ 1,093,103$ Service/Materials Enhancement39,887100,000100,000100,000100,000100,000100,000100,000Grant Directed Programming255,854250,000250,000250,000250,000250,000250,000250,0002021 Adjustment to Base-798,413------ Total Uses of Funds1,327,854$ 2,233,180$ 1,443,103$ 1,443,103$ 1,443,103$ 1,443,103$ 1,443,103$ 1,443,103$ Ending Fund Balance Before Reserves1,312,525$ 1,210,069$ 1,455,451$ 1,710,811$ 2,037,561$ 2,380,105$ 2,798,347$ 3,292,313$ ReservesOperating Reserve131,904$ 132,882$ 140,014$ 140,916$ 147,956$ 149,435$ 156,902$ 164,368$ Pay Period 2738038380380380316293Total Reserves132,284$ 132,920$ 140,394$ 141,296$ 148,336$ 149,466$ 156,964$ 164,461$ Ending Fund Balance After Reserves1,180,241$ 1,077,149$ 1,315,057$ 1,569,516$ 1,889,225$ 2,230,639$ 2,641,384$ 3,127,852$ Note: Operating reserve equal 10% of Library fund revenues excluding Gifts, Grants and Third-Party Revenues. City of Boulder 2022 Approved BudgetPage 275LOTTERY 2022 FUND FINANCIAL2020202120242025 2026 2027Actual Revised 2022 2023 Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance3,168,684$ $ 242,012 3,199,529 $ 242,024$ 242,036$ 242,048$ 242,060$ 242,072$ Sources of FundsIntergovernmental Revenues1,099,384$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ Interest Income54,434 7,975 7,975 7,975 7,975 7,975 7,975 7,975 Total Sources of Funds 1,153,818$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,114$ Uses of FundsCapitalCapital Projects - P & R399,978$ 753,963$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ Tributary Greenways - Public Works- 1,896,028 151,100 151,100 151,100 151,100 151,100 151,100 Capital Projects - OSMP722,995 1,283,794 428,000 428,000 428,000 428,000 428,000 428,000 Total Capital Improvement Program 1,122,973$ 3,933,785$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,101$ Total Uses of Funds 1,122,973$ 3,933,785$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,102$ Ending Fund Balance 3,199,529$ 242,012$ 242,024$ 242,036$ 242,048$ 242,060$ 242,072$ 242,084$ City of Boulder 2022 Approved BudgetPage 276MEDICAL SELF-INSURANCE 2022 FUND FINANCIAL20202021202420252026 2027Actual Revised 2022 2023 Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance-$ -$ -$832,267$ 1,664,858$ 2,497,774$ 2,531,019$ 2,564,596$ Sources of FundsCharges to Departments-$ -$ 16,677,616$ 16,844,393$ 17,012,837$ 17,182,965$ 17,354,795$ 17,528,343$ Transfer from General Fund- -800,000 800,000 800,000 - --Total Sources of Funds-$ -$ 17,477,616$ 17,644,393$ 17,812,837$ 17,182,965$ 17,354,795$ 17,528,343$ Uses of Funds3rd Party Claims Administration-$ -$ 16,645,349$ 16,811,802$ 16,979,921$ 17,149,720$ 17,321,217$ 17,494,429$ Total Uses of Funds-$ -$ 16,645,349$ 16,811,802$ 16,979,921$ 17,149,720$ 17,321,217$ 17,494,429$ Ending Fund Balance Before Reserves-$ -$832,267$ 1,664,858$ 2,497,774$ 2,531,019$ 2,564,596$ 2,598,510$ ReservesYear-end Estimated Liabilities-$ -$832,267$ 840,590$ 848,996$ 857,486$ 866,061$ 874,721$ Total Reserves-$ -$832,267$ 840,590$ 848,996$ 857,486$ 866,061$ 874,721$ Ending Fund Balance After Reserves-$ -$ -$824,267$ 1,648,778$ 1,673,533$ 1,698,536$ 1,723,788$ Note: This fund is new for 2022. City of Boulder 2022 Approved BudgetPage 277OPEN SPACE 2022 FUND FINANCIAL2020202120232024202520262027ActualRevised2022ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance26,506,903$ 23,330,576$ 10,114,239$ 10,782,524$ 8,996,106$ 9,612,625$ 10,539,626$ 11,825,315$ Sources of FundsNet Sales Tax Revenue26,761,654$ 27,349,365$ 29,773,148$ 31,005,976$ 32,042,789$ 33,107,402$ 34,253,583$ 35,271,164$ Agricultural and Caretaker Leases434,170463,455468,090472,771477,499482,274487,096491,967Investment Income449,019372,954375,639379,395383,189387,021390,891394,800Miscellaneous Revenue70,44471,14871,86072,57873,30474,03774,77875,525Real Estate Sales and Pass Through1,991,250245,384245,384245,384245,384245,384245,384245,384Special Activity Charges, Permits, Fees367,261293,809296,747299,714302,711305,738308,796311,884Grants28,000-------Total Sources of Funds30,101,798$ 28,796,115$ 31,230,868$ 32,475,819$ 33,524,877$ 34,601,857$ 35,987,529$ 37,017,725$ Uses of FundsOffice of the Director1,601,989$ 1,723,031$ 1,714,752$ 1,800,490$ 1,854,504$ 1,910,139$ 1,986,545$ 2,066,007$ Central Services2,948,4793,364,3913,709,4213,894,8924,011,7394,132,0914,297,3754,469,270Community Connections & Partnerships4,583,4195,042,8955,372,0415,640,6445,809,8635,984,1596,223,5256,472,466Resources & Stewardship4,599,7355,366,6205,600,2805,880,2946,056,7026,238,4036,487,9406,747,457Trails & Facilities4,859,7115,226,4735,437,8635,709,7565,881,0496,057,4816,299,7806,551,771Carryover/ATB Operating-13,391,004------Cost Allocation2,121,4542,121,4542,051,4462,102,7322,155,3002,209,1832,264,4132,321,023Capital Improvement Program10,756,8614,038,7054,943,0007,500,0006,000,0006,000,0006,000,0006,000,000Transfer to BMPA1,153,7901,084,4241,084,4241,084,424490,769490,769490,769490,769Debt Service - Bonds & Notes652,686653,456649,356649,006648,431652,631651,494654,500 Total Uses of Funds33,278,125$ 42,012,453$ 30,562,583$ 34,262,237$ 32,908,358$ 33,674,856$ 34,701,839$ 35,773,262$ Ending Fund Balance Before Reserves23,330,576$ 10,114,239$ 10,782,524$ 8,996,106$ 9,612,625$ 10,539,626$ 11,825,315$ 13,069,778$ ReservesOSMP Contingency Reserve4,504,253$ 4,916,549$ 5,123,917$ 5,084,825$ 5,112,588$ 5,534,971$ 5,740,368$ 5,954,652$ OSMP High Priority Investments--1,000,0001,000,0001,500,0002,000,0002,500,0002,500,000Pay Period 27 Reserve330,119377,063429,152481,242533,33152,090104,179156,269Sick/Vacation/Bonus Reserve48,54249,99944,89146,23847,62549,05450,52652,041FEMA De-obligation Reserve383,488383,488383,488383,488383,488383,488383,488383,488Total Reserves5,266,402$ 5,727,099$ 6,981,448$ 6,995,793$ 7,577,032$ 8,019,603$ 8,778,561$ 9,446,450$ Ending Fund Balance After Reserves18,064,175$ 4,387,141$ 3,801,076$ 2,000,313$ 2,035,593$ 2,520,023$ 3,046,754$ 3,623,327$ City of Boulder 2022 Approved BudgetPage 278PERMANENT PARK & RECREATION 2022 FUND FINANCIAL2020202120232024202520262027Actual Revised2022 ApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance2,913,837$ 3,952,788$ 258,852$ 1,327,293$ 1,453,557$ 1,897,432$ 2,775,128$ 1,543,194$ Sources of FundsProperty Tax3,601,159$ 3,588,584$ 3,781,318$ 3,819,131$ 4,010,087$ 4,050,188$ 4,252,698$ 4,295,225$ Interest93,899 36,477 2,649 7,566 8,285 10,815 15,818 8,796 Other Revenues(18,340) 118,162 - - - - - - Total Sources of Funds3,676,718$ 3,743,223$ 3,783,967$ 3,826,697$ 4,018,372$ 4,061,003$ 4,268,516$ 4,304,021$ Uses of FundsPlanning and Project Management506,147$ 612,912$ 651,051$ 677,093$ 704,176$ 732,343$ 761,637$ 792,103$ Construction and Maintenance Management539,312 527,541 628,995 654,155 680,321 707,534 735,835 765,269 Capital Refurbishment Projects1,732 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Cost Allocation127,694 127,694 123,480 127,184 131,000 134,930 138,978 143,147 Capital Improvement Program1,462,882 5,969,012 1,112,000 2,042,000 1,859,000 1,408,500 3,664,000 1,267,000 Total Uses of Funds 2,637,767$ 7,437,159$ 2,715,526$ 3,700,432$ 3,574,498$ 3,183,307$ 5,500,450$ 3,167,519$ Ending Fund Balance Before Reserves 3,952,788$ 258,852$ 1,327,293$ 1,453,557$ 1,897,432$ 2,775,128$ 1,543,194$ 2,679,696$ ReservesPay Period 27 Reserve26,695$ 30,840$ 32,285$ 34,716$ 37,148$ 2,432$ 4,863$ 7,295$ Sick/Vacation/Bonus Reserve10,035 10,336 10,646 10,966 11,295 11,633 11,982 11,982 Total Reserves 36,730$ 41,176$ 42,931$ 45,682$ 48,443$ 14,065$ 16,845$ 19,277$ Ending Fund Balance After Reserves 3,916,058$ 217,676$ 1,284,362$ 1,407,875$ 1,848,989$ 2,761,063$ 1,526,349$ 2,660,419$ City of Boulder 2022 Approved BudgetPage 279PLANNING & DEVELOPMENT SERVICES 2022 FUND FINANCIAL2020202120232024202520262027ActualsRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance10,920,990$ 11,699,163$ 11,456,320$ 10,395,618$ 9,492,856$ 8,880,335$ 8,579,749$ 8,464,902$ Sources of FundsGeneral Fund Transfer 2,284,292$ 1,961,097$ 2,015,469$ 2,275,933$ 2,544,211$ 2,820,537$ 2,905,153$ 2,992,308$ Restricted Funds' Transfers (Public Works)1,372,7021,776,3181,180,7341,216,1551,252,6411,290,2201,328,9261,368,794Restricted Funds' Transfers (Excise Tax Admin)29,28430,16331,03431,99932,95933,94834,96736,016Grants5,000-------State Historic Tax Credit3,500-------Fees & Permits 9,716,9398,400,0008,703,0009,085,4409,448,8589,826,81210,219,88410,628,680Interest on Investments265,982174,700286,408260,716238,147222,834215,320212,448Total Sources of Funds13,677,699$ 12,342,278$ 12,216,646$ 12,870,243$ 13,516,816$ 14,194,351$ 14,704,250$ 15,238,246$ Uses of FundsAdmin, Financial & Communications Services2,110,499$ 1,954,700$ 2,679,582$ 2,746,571$ 2,815,235$ 2,885,616$ 2,957,757$ 3,031,701$ Information Resources 2,336,7752,058,7981,636,6551,677,5711,719,5111,762,4981,806,5611,851,725Comprehensive Planning 849,226686,194812,584832,899853,721875,064896,941919,364Land Use Review1,691,2021,635,2091,899,6381,947,1291,995,8072,045,7022,096,8452,149,266Engineering Review1,654,0511,632,0151,930,8011,979,0712,028,5482,079,2612,131,2432,184,524Bldg Construction, Inspection & Enforcement 2,000,2822,017,9382,135,0922,188,4702,243,1812,299,2612,356,7432,415,661Cost Allocation/Transfers2,257,4912,257,4912,182,9952,401,2952,473,3332,547,5332,573,0092,650,199Encumbrances, Carryovers & Adjustments-342,775------ Total Uses of Funds12,899,526$ 12,585,121$ 13,277,347$ 13,773,005$ 14,129,337$ 14,494,937$ 14,819,098$ 15,202,440$ Ending Fund Balance Before Reserves11,699,163$ 11,456,320$ 10,395,618$ 9,492,856$ 8,880,335$ 8,579,749$ 8,464,902$ 8,500,707$ ReservesOperating971,694$ 627,581$ 873,600$ 908,544$ 944,886$ 982,681$ 1,021,988$ 1,062,868$ State Historic Tax Credit Fund13,54013,54013,54013,54013,54013,54013,54013,540Pay Period 27296,913318,433322,703348,493374,28425,79051,58177,371Sick/Vacation Accrual66,43068,42377,20979,52681,91284,36986,90089,507Total Reserves1,348,577$ $1,027,977$1,287,0521,350,103$ 1,414,622$ 1,106,380$ 1,174,009$ 1,243,286$ Ending Fund Balance After Reserves10,350,586$ 10,428,342$ 9,108,566$ 8,142,753$ 7,465,713$ 7,473,369$ 7,290,892$ 7,257,421$ City of Boulder 2022 Approved BudgetPage 280PROPERTY & CASUALTY INSURANCE 2022 FUND FINANCIAL202020212024202520262027Actual Revised2022 2023 Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance4,959,966$ 4,074,889$ 3,366,177$ 2,711,694$ 2,192,329$ 1,880,240$ 1,913,638$ 2,046,666$ Sources of Funds0.050.060.050.050.050.050.05Charges to Departments2,213,502$ 2,318,643$ 2,952,321$ 3,247,553$ 3,604,784$ 4,109,454$ 4,314,926$ 4,530,673$ Interest on Investments 124,032 56,057 31,642 15,457 15,785 13,538 13,778 14,736 Total Sources of Funds 2,337,534$ 2,374,700$ 2,983,963$ 3,263,010$ 3,620,569$ 4,122,991$ 4,328,705$ 4,545,409$ Uses of Funds0.05Insurance Premiums:Airport5,575$ 7,826$ 8,217$ 8,628$ 9,059$ 9,512$ 9,988$ 10,487$ Liability452,822 586,973 966,321 1,014,637 1,065,369 1,118,637 1,174,569 1,233,298 Crime9,61613,500 14,175 14,884 15,628 16,409 17,230 18,091 Boiler44,206 44,700 46,935 49,282 51,746 54,333 57,050 59,902 Property746,594 817,789 858,678 901,612 946,692 994,027 1,043,728 1,095,915 Flood296,299 323,338 339,505 356,480 374,304 393,019 412,670 433,304 Actuarial Valuation Expense and Consulting30,669 117,323 119,669 122,062 124,504 126,994 122,110 123,068 Claims Administration and Payment937,374 669,566 692,836 706,692 720,826 735,243 749,948 764,947 CAO - Internal Legal Consulting147,253 150,574 155,091 159,744 164,536 169,472 174,556 179,793 External Legal Consultation339,992 100,572 177,583 181,135 184,757 188,453 166,500 179,685 Program Administration212,212 251,252 259,436 267,219 275,236 283,493 267,327 270,542 Total Uses of Funds 3,222,611$ 3,083,412$ 3,638,446$ 3,782,375$ 3,932,658$ 4,089,593$ 4,195,677$ 4,369,033$ Ending Fund Balance Before Reserves 4,074,889$ 3,366,177$ 2,711,694$ 2,192,329$ 1,880,240$ 1,913,638$ 2,046,666$ 2,223,042$ ReservesYear-end Estimated Liabilities1,145,059$ 1,145,059$ 1,161,237$ 1,190,049$ 1,248,636$ 1,286,095$ 1,324,678$ 1,364,418$ City Reserve Policy (@ 80% risk margin)517,567 517,567 524,879 537,902 564,383 581,315 598,754 616,717 Pay Period 27 Reserve11,762 11,762 11,762 11,762 11,762 ---Total Reserves 1,674,388$ 1,674,388$ 1,697,878$ 1,739,713$ 1,824,781$ 1,867,410$ 1,923,432$ 1,981,135$ Ending Fund Balance After Reserves 2,400,502$ 1,691,790$ 1,013,816$ 452,616$ 55,458$ 46,228$ 123,234$ 241,907$ City of Boulder 2022 Approved BudgetPage 281202020212024202520262027ActualRevised 2022 2023Approved ProjectedProjected Projected Projected ProjectedBeginning Fund Balance1,379,911$ 1,310,318$ 1,491,343$ 649,843$ 86,221$ (149,486)$ (206,836)$ (55,560)$ Sources of FundsRecreation Centers832,269$2,927,722$ 2,046,670$ 2,763,005$ 3,039,305$ 3,191,270$ 3,350,834$ 3,518,376$ Recreation Programs388,645 1,215,707 1,210,342 1,694,479 1,813,092 1,940,009 2,075,809 2,221,116 Aquatics428,670 966,618 944,849 1,039,333 1,112,087 1,189,933 1,273,228 1,362,354 Access and Inclusion261,656 75,350 83,000 85,490 88,055 90,696 92,510 94,360 Golf Revenue1,402,431 1,321,950 1,385,054 1,468,158 1,541,566 1,587,813 1,635,447 1,684,510 Reservoir Revenue896,588 1,135,000 1,283,870 1,309,547 1,348,834 1,375,810 1,417,085 1,459,597 Sports388,810 972,481 808,075 888,883 933,327 979,993 1,028,993 1,080,442 Misc. Recreation Revenue305,2706,0006,0006,0006,0006,0006,0006,000Transfers - General Fund 1,418,609 1,430,954 2,030,954 1,473,883 1,518,099 1,563,642 1,610,551 1,658,868 Transfers - Health and Wellness from GF130,857 115,000 115,000 130,857 130,857 130,857 130,857 130,857 Transfer from the .25 Cent Sales Tax Fund 250,000-------Transfers - Transportation Fund13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 Total Sources of Funds6,716,806$ 10,179,782$ 9,926,814$ 10,872,634$ 11,544,221$ 12,069,023$ 12,634,314$ 13,229,481$ Uses of FundsMarketing & Communications31,730$176,947$ 108,720$ 111,982$ 115,341$ 118,801$ 122,365$ 126,036$ Recreation Administration607,365 1,139,401 1,229,876 1,356,623 1,390,538 1,425,302 1,460,935 1,497,458Recreation Centers1,735,452 2,755,238 2,631,310 2,789,189 2,872,864 2,959,050 3,047,822 3,139,256Recreation Programs821,354 1,205,428 1,342,887 1,410,031 1,452,332 1,495,902 1,540,779 1,587,003Aquatics872,235 1,464,652 1,697,756 1,799,622 1,853,610 1,909,219 1,966,495 2,025,490Access and Inclusion558,138 626,744 744,452 826,341 851,132 876,666 902,966 930,055Golf1,198,209 1,222,015 1,396,842 1,473,668 1,525,246 1,571,004 1,618,134 1,666,678Reservoir719,582 1,088,448 1,233,042 1,270,033 1,308,134 1,347,378 1,387,799 1,429,433Sports242,333 319,885 383,430 398,767 410,730 423,052 435,743 457,531 Total Uses of Funds9,998,757$ 6,786,400 $ 10,768,314$ 11,436,255$ 11,779,928$ 12,126,373$ 12,483,038$ 12,858,939$ Ending Fund Balance Before Reserves1,310,318$ 1,491,343$ 649,843$ 86,221$ (149,486)$ (206,836)$ (55,560)$ 314,982$ ReservesPay Period 27 Reserve278,096$ 278,096$ 278,096$ 278,096$ 278,096$ 39,728$ 79,456$ 119,184$ Operating Reserve 678,640 999,876 753,782 914,900 1,060,194 1,212,637 1,248,304 1,285,894 Sick/Vacation Annual Reserve45,920 47,298 51,845 53,400 55,002 56,652 58,352 60,102 Total Reserves1,002,656$ 1,325,270$ 1,083,723$ 1,246,396$ 1,393,292$ 1,309,018$ 1,386,112$ 1,465,180$ RECREATION ACTIVITY 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 282202020212024202520262027ActualRevised2022 2023Approved ProjectedProjected Projected Projected ProjectedRECREATION ACTIVITY 2022 FUND FINANCIALCONTINUEDEnding Fund Balance After Reserves307,662$ 166,073$ (433,880)$ (1,160,175)$ (1,542,777)$ (1,515,854)$ (1,441,671)$ (1,150,198)$ Proposed ARPA Funding Proposed ARPA Funding-$ 600,000$ 1,200,000$ -$ -$ -$ -$ -$ Total Proposed ARPA Funding-$600,000$ 1,200,000$ -$ -$ -$ -$ -$ Ending Fund Balance Before Reserves With Proposed APRA Funding 1,310,318$ 2,091,343$ 2,449,843$ 1,886,221$ 1,650,514$ 1,593,164$ 1,744,440$ 2,114,982$ Ending Fund Balance After Reserves With Proposed ARPA Funding 307,662$ 766,073$ 1,366,120$ 639,825$ 257,223$ 284,146$ 358,329$ 649,802$ City of Boulder 2022 Approved BudgetPage 2832020202120232024202520262027ActualRevised2022ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance34,708,211$ 40,593,754$ 18,231,204$ 18,441,218$13,907,873$ 14,124,809$15,106,689$16,898,274$Sources of FundsService Charge Fees13,223,145$ 13,083,700$ 14,683,050$ 16,477,907$18,492,167$ 20,752,649$21,833,862$22,971,406$Projected Rate Increases-1,570,0441,761,9661,977,3492,219,0601,037,6321,091,6931,148,570Plant Investment Fees1,364,035300,000250,000350,000350,000350,000350,000350,000Mile High Flood District-1,200,0001,000,0002,000,000400,000400,000400,000400,000Interest on Investments655,274236,758171,373221,295208,618211,872226,600253,474Rent and other miscellaneous revenue11,8809,0009,00012,00012,36012,73113,11313,506Projected Bonds----92,233,200---Total Sources of Funds15,254,333$ 16,399,502$ 17,875,390$ 21,038,551$113,915,405$22,764,885$23,915,268$25,136,957$Uses of FundsOperatingAdministration723,092$ 753,747$ 960,173$ 979,376$ 998,964$ 1,028,932$ 1,059,800$ 1,091,594$ Planning and Project Management717,3651,013,9071,060,9401,082,1581,103,8011,136,9161,171,0231,206,154Stormwater Contract Management118,16796,775126,775129,311131,897135,854139,929144,127Stormwater Quality and Education921,1661,024,5351,062,4651,083,7151,105,3891,138,5511,172,7071,207,888System Maintenance1,930,2952,291,6583,043,8052,713,2432,767,5082,795,1832,823,1352,851,366Public Space Reclamation--325,572333,712340,386347,194354,138361,220Total Operating Uses of Funds4,410,085$ 5,180,621$ 6,579,730$ 6,321,514$ 6,447,944$ 6,582,629$ 6,720,732$ 6,862,350$ DebtWonderland Creek 2015 Revenue Bond1,589,163$ 1,591,688$ 1,590,188$ 1,588,088$ 1,590,088$ 1,591,038$ 1,590,938$ 1,589,788$ Projected Bond - South Boulder Creek/Goose Creek 2024----8,577,6888,577,6888,577,6888,577,688 Total Debt Services1,589,163$ 1,591,688$ 1,590,188$ 1,588,088$ 10,167,776$ 10,168,726$10,168,626$10,167,476$TransfersCost Allocation 447,648$ 453,648$ 432,875$ 437,204$ 441,576$ 450,407$ 459,415$ 468,604$ Planning & Development Services210,105523,917416,933429,441442,324455,594469,262483,340Transportation - Admin Support 8,1498,1498,1498,1498,1498,1498,1498,149985,714Total Transfers Out 665,902 $857,957$ 874,794$ 892,049$ 914,150$ 936,826$ 960,092$ STORMWATER/FLOOD MANAGEMENT UTILITY 2022 FUND FINANCIAL$$ City of Boulder 2022 Approved BudgetPage 28420202021202320242025 2026 2027Actual Revised2022 ApprovedProjected Projected Projected Projected ProjectedSTORMWATER/FLOOD MANAGEMENT UTILITY 2022 FUND FINANCIALCONTINUEDCapital2,703,640$ 9,136,717$ 8,637,500$ 16,787,500$ 3,957,500$ 4,117,500$ 4,297,500$ 5,517,500$ Projected Bond - South Boulder Creek- - --91,320,000 ---Projected Bond Issuance Costs- ---913,200 ---Encumbrances, Carryover and Adjustments to Base- 21,867,312 ------ Total Uses of Funds 9,368,790$ 38,762,052$ 17,665,375$ 25,571,896$ 113,698,469$ 21,783,005$ 22,123,684$ 23,507,418$ Ending Fund Balance Before Reserves 40,593,754$ 18,231,204$ 18,441,218$ 13,907,873$ 14,124,809$ 15,106,689$ 16,898,274$ 18,527,813$ ReservesBond Reserves1,987,568$ 1,987,568$ 1,987,568$ 1,987,568$ 10,565,256$ 10,565,256$ 10,565,256$ 10,565,256$ Post Flood Property Acquisition1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 FEMA Deobligation Reserve41,750 41,750 41,750 41,750 41,750 41,750 41,750 41,750 Sick/Vacation/Bonus Reserve11,060 11,392 15,791 16,265 16,753 17,256 17,773 18,307 Pay Period 27 Reserve86,946 89,727 97,637 109,478 109,478 11,840 23,680 35,520 Operating Reserve1,268,997 1,541,584 1,859,422 1,799,077 1,834,998 1,874,195 1,914,390 1,955,611 Capital Reserve 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Total Reserves 4,646,321$ 4,922,021$ 5,252,168$ 5,204,138$ 13,818,235$ 13,760,296$ 13,812,848$ 13,866,443$ Ending Fund Balance After Reserves 35,947,433$ 13,309,183$ 13,189,051$ 8,703,735$ 306,574$ 1,346,393$ 3,085,426$ 4,661,370$ City of Boulder 2022 Approved BudgetPage 2852020202120232024202520262027ActualRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance4,573,429$1,160,607$38,016$38,016$38,016$38,016$38,016$38,016$Sources of FundsSugar Sweetened Beverage Tax3,748,243$3,800,000$3,800,000$3,800,000$3,800,000$3,800,000$3,800,000$3,800,000$Contributions & Donations10,250-------Boulder County reimb for CRC207,760-------Total Sources of Funds3,966,253$3,800,000$3,800,000$3,800,000$3,800,000$3,800,000$3,800,000$3,800,000$Uses of FundsFinance Oversight48,981$60,556$60,827$62,652$64,531$66,467$68,461$70,515$Human Services Oversight101,888267,425260,557268,374276,425284,718293,259302,057Community Funding and Grants6,894,3433,452,9593,460,1853,448,9743,439,0443,428,8153,418,2793,407,428COVID & CRC operations314,802-------Carryover remaining fund balance-1,122,591------Cost Allocation19,06019,06018,43120,00020,00020,00020,00020,000 Total Uses of Funds7,379,074$4,922,591$3,800,000$3,800,000$3,800,000$3,800,000$3,800,000$3,800,000$Ending Fund Balance Before Reserves1,160,607$38,016$38,016$38,016$38,016$38,016$38,016$38,016$ReservesPay Period 27-$897$ 3,766$6,635$9,504$2,869$5,738$8,607$Total Reserves-$897$ 3,766$6,635$9,504$2,869$5,738$8,607$Ending Fund Balance After Reserves1,160,607$37,119$34,250$31,381$28,512$35,147$32,278$-$ SUGAR SWEETENED BEVERAGE DISTRIBUTION TAX 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 2862020202120232024202520262027Actual Revised2022 ApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance2,587,217$ 2,570,348$ 2,667,562$ 2,561,280$ 2,551,955$ 2,541,175$ 2,528,859$ 2,514,924$ Sources of FundsTelecom Phone System User Charges524,611$ 391,300$ -$ -$-$-$-$-$Leased Fiber Maint Payments - Outside Entity3,105 -- -----BRAN Maintenance86,250 86,250 86,250 86,250 86,250 86,250 86,250 86,250 Interest31,442 34,027 33,878 18,441 18,374 18,296 18,208 18,107 Total Sources of Funds $ 645,408 511,577$ 120,128$ 104,691$ 104,624$ 104,546$ 104,458$ 104,357$ Uses of FundsOperating Expenses467,695$ 186,000$ $ - $- $- $-- $City Telephone Personnel Expense108,854 113,199 113,715----Telecommunications Fiber Locations & Repair-1,568 --- $----BRAN Maintenance (Locate & Repair Services)58,381 86,250 86,250 86,250 86,250 86,250 86,250 86,250 Cost Allocation27,346 27,346 26,444 27,766 29,155 30,612 32,143 33,750 Total Uses of Funds $ 662,276 414,364$ 226,409$ 114,016$ 115,405$ 116,862$ 118,393$ 120,000$ Ending Fund Balance Before Reserves $ 2,570,348 2,667,562$ 2,561,280$ 2,551,955$ 2,541,175$ 2,528,859$ 2,514,924$ 2,499,281$ ReservesOperating2,565,976$ 2,663,490$ 2,556,977$ 2,547,420$ 2,536,409$ 2,523,871$ 2,514,692$ 2,498,818$ PP 274,372 4,072 4,3034,535 4,766 4,988 232 463 Total Reserves2,570,348$ 2,667,562$ 2,561,280$ 2,551,955$ 2,541,175$ 2,528,859$ 2,514,924$ 2,499,281$ Ending Fund Balance After Reserves $--$-$ -$-$-$-$-$TELECOMMUNICATIONS 2022 FUND FINANCIAL- City of Boulder 2022 Approved BudgetPage 28720202023 2024 2025 2026 2027Actual20212022 2023 Revised Approved ProjectedProjected Projected Projected Projected ProjectedBeginning Fund Balance27,473$ 36,148$ 40,268$ 41,962$ 43,385$ 44,652$ 45,819$ 46,882$ 47,839$ Sources of FundsProperty Tax14,962$ 15,411$ 15,583$ 16,050$ 16,532$ 17,028$ 17,539$ 18,065$ 18,607$ Specific Ownership Tax435 435 435435 435 448 461 475 490 City of Boulder - ECO Pass Subsidy5,105 7,710 5,092 4,944 4,944 4,944 4,944 4,944 4,944 Interest on Investments2 27 3831 25 25 26 27 27 Total Sources of Funds20,504$ 23,583$ 21,148$ 21,461$ 21,936$ 22,445$ 22,970$ 23,511$ 24,068$ Uses of FundsRTD ECO Pass Cost11,532$ 19,167$ 19,167$ 19,742$ 20,334$ 20,944$ 21,572$ 22,219$ 22,886$ Annual Administration Cost297 297 287296 335 335 335 335 335 Total Uses of Funds11,829$ 19,464$ 19,454$ 20,037$ 20,669$ 21,279$ 21,907$ 22,554$ 23,221$ Ending Fund Balance 36,148$ 40,268$ 41,962$ 43,385$ 44,652$ 45,819$ 46,882$ 47,839$ 48,685$ TRANSIT PASS GENERAL IMPROVEMENT DISTRICT 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 2882020202120232024202520262027ActualRevised2022 ApprovedProjected Projected Projected Projected ProjectedBeginning Fund Balance 26,004,524 24,025,414 14,530,014 16,394,839 19,218,795 21,581,772 23,497,494 25,473,393Sources of FundsSales Tax25,941,869 23,846,965 29,372,039 30,586,063 31,609,421 32,660,324 33,791,202 34,534,608Highway User's Tax2,218,837 2,747,486 2,802,436 2,886,509 2,973,104 3,062,297 3,154,166 3,248,791 City-Auto Registrations264,746 253,012260,602 268,420 276,473 284,767 293,310 302,110 County Road & Bridge365,961 346,550353,480 360,550 367,761 375,116 382,618 390,270 St. Traffic Control & Hwy Maint. & Landscape86,928 389,508389,508 389,508 389,508 389,508 389,508 389,508 Reimbursements116,587 110,000110,000 110,000 110,000 110,000 110,000 110,000 External Funding2,976,322 789,3691,971,237 7,240,711 - 407,000- - Interest on Investments541,187 330,257225,839 82,82193,451 109,547 123,016 133,936 Lease Revenue - BTV66,000 75,00075,000 75,00075,00075,00075,00075,000Other Miscellaneous258,376 170,000200,000 200,000 200,000 200,000 200,000 200,000 Transfers from Other Funds40,750 40,75040,750 40,75040,75040,75040,75040,750Estimated Revenue from ATB's & Carryover-9,988,777- - - - - - HOP Reimbursement (RTD)-987,0001,442,000 1,485,260 1,529,818 1,575,712 1,622,984 1,671,673 Total Sources of Funds40,074,675$ 32,877,563 $ 37,242,891$ 43,725,592$ 37,665,285$ 39,290,022$ 40,182,554$ 41,096,646$ Uses of FundsOperating1.041.030.10.040.040.040.040.04Transportation Planning9,659,499$ 9,052,169$ 10,107,530$ 10,612,907$ 11,143,552$ 11,700,729$ 12,285,766$ 12,900,054$ Project Management407,343 584,150720,948 756,995 794,845 834,587 876,317 920,133 Transportation Maintenance4,725,385 5,774,223 6,174,484 6,483,208 6,807,369 7,147,737 7,505,124 7,880,380 Transportation Administration1,679,911 1,714,661 1,937,437 2,034,309 2,136,024 2,242,826 2,354,967 2,472,715 Other Programs-50,000633,228 664,889 698,134 733,041 769,693 808,177 Pay Period 27 Expense--- - - - - - Subtotal Operating Uses of Funds17,175,203$ 16,472,138 $ 19,573,627$ 20,552,308$ 21,579,924$ 22,658,920$ 23,791,866$ 24,981,459$ Transfers0.0150.070.050.050.050.050.050.05Cost Allocation1,705,683$ 1,790,967$ 1,649,395$ 1,731,865$ 1,818,458$ 1,909,381$ 2,004,850$ 2,105,092$ Forest Glen GID5,092 5,0925,092 5,2455,4025,5645,7315,903Parks & Recreation28,000 28,00047,687 47,68747,68747,68747,68747,687HHS13,000 13,00013,000 13,00013,00013,00013,00013,000Planning & Development Services Fund457,954 629,921382,069 393,531 405,337 417,497 430,022 442,923 Subtotal Transfers to Other Funds2,209,730$ 2,466,980$ 2,097,243$ 2,191,328$ 2,289,884$ 2,393,129$ 2,501,290$ 2,614,605$ TRANSPORTATION 2022 FUND FINANCIAL$$$$$$$ $ $ $ $ $ $ $ $ $ City of Boulder 2022 Approved BudgetPage 2892020202120232024202520262027ActualRevised2022 ApprovedProjected Projected Projected Projected ProjectedTRANSPORTATION 2022 FUND FINANCIALCONTINUEDCapital Improvements Program16,174,805$ 10,056,869$ 13,707,197$ 18,158,000$ 11,432,500$ 12,322,250$ 11,913,500$ 11,953,625$ Encumbrances, Carryovers & Adjustments-19,871,022- - - - - - Total Uses of Funds$ 34,856,673$ 49,570,074$ 35,378,067$ 40,901,636 $ 35,302,308$ 37,374,299$ 38,206,656$ 39,549,689Ending Fund Balance Before Reserves 24,025,414$ $ 14,530,01419,218,795$ 16,394,839 $ 21,581,772$ 23,497,494$ 25,473,393$ 27,020,350$ ReservesSick & Vacation Liability Reserve 22,939 23,628 68,742 70,804 72,928 75,116 77,369 79,690Operating Reserve2,802,280 2,946,327 3,250,631 3,411,545 3,580,471 3,757,807 3,943,973 4,139,410 Pay Period 27 Reserve290,761 290,761292,548 294,336 296,123 1,7873,5755,362FEMA Reserve65,242 65,24265,242 65,24265,24265,24265,24265,242PERA Contingency- - - - - - - - Total Reserves3,181,222$ 3,325,958$ 3,677,163$ 3,841,927$ 4,014,764$ 3,899,952$ 4,090,159$ 4,289,704$ Ending Fund Balance After Reserves 20,844,191$ 11,204,055$ 12,717,676$ 15,376,867$ 17,567,008$ 19,597,542$ 21,383,233$ 22,730,646$ $$ $$ $$ $$ $$ $$ $$ $ City of Boulder 2022 Approved BudgetPage 2902020202120232024202520262027ActualRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance6,207,816$ 6,577,396$ 2,278,731$ 2,401,306$ 2,449,823$ 2,532,337$ 2,599,032$ 2,649,810$ Sources of Funds2.32.32.32.3Transportation Excise Tax1,275,750$ 945,219$ 935,219$ 925,219$ 915,219$ 905,219$ 895,219$ 885,219$ Transportation Impact Fee85,97552,59454,17248,17242,17236,17230,17224,172Interest Income138,71221,60521,47313,68713,96414,43414,81415,104External Funding--4,700,000-----Reimbursements-10,0005,0005,0005,0005,0005,0005,000Total Sources of Funds1,500,437$ 1,029,418$ 5,715,864$ 992,078$ 976,355$ 960,825$ 945,205$ 929,495$ Uses of FundsOperating Expenditures45,945$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ Cost Allocation9,5299,5299,2149,2149,2149,2149,2149,214Excise Tax Administration8,5548,8109,0759,3479,6279,91610,21410,520Capital Improvement Program1,066,829800,0005,500,000850,000800,000800,000800,000800,000Appropriations from ATBs & Carryover-4,434,744------Total Uses of Funds1,130,857$ 5,328,083$ 5,593,289$ 943,561$ 893,841$ 894,130$ 894,428$ 894,734$ Ending Fund Balance Before Reserves6,577,396$ 2,278,731$ 2,401,306$ 2,449,823$ 2,532,337$ 2,599,032$ 2,649,810$ 2,684,570$ ReservesDesignated Reserve310,391$ 328,870$ 113,937$ 120,065$ 122,491$ 126,617$ 129,952$ 132,490$ No. Boulder Undergrounding112,860112,860112,860112,860112,860112,860112,860112,860Pay Period 27 Reserve - 20248,7268,7268,7268,7268,7261,2472,4933,740Total Reserves431,977$ 450,456$ 235,523$ 241,651$ 244,077$ 240,724$ 245,305$ 249,090$ Ending Fund Balance After Reserves6,145,419$ 1,828,275$ 2,165,783$ 2,208,172$ 2,288,260$ 2,358,308$ 2,404,505$ 2,435,480$ TRANSPORTATION DEVELOPMENT 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 291UNIVERSITY HILL GENERAL IMPROVEMENT DISTRICT 2022 FUND FINANCIAL2020202120232024202520262027ActualRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance1,036,361$ 998,252$ 3,565,717$ 3,275,971$ 684,726$ 562,489$ 439,373$ 315,370$ Sources of FundsProperty Tax32,763$ 37,520$ 38,646$ 39,805$ 40,999$ 40,999$ 40,999$ 42,229$ Ownership Tax1,6211,5241,5541,5861,6171,6171,6171,650Short-Term Parking Revenue89,09685,00060,00060,60061,20661,20661,20661,818Long-Term Parking Revenue33,35237,7092,5002,5252,5502,5502,5502,576Other Parking Products-Meterhoods/Tokens125-------Interest17,30311,17817,64423,5874,9304,0503,1632,271Proceeds from Pleasant St. Land Sale-2,740,000------General Fund Transfer to UHGID325,000250,000270,000270,000270,000270,000270,000270,000Total Sources of Funds499,260$ 3,162,931$ 390,345$ 398,103$ 381,303$ 380,422$ 379,536$ 380,543$ Uses of FundsAdministration49,583$ 52,519$ 61,250$ 63,088$ 64,980$ 64,980$ 64,980$ 66,930$ Access/Parking/Customer Service16,93219,61521,43022,07322,73622,73622,73623,418Maintenance 89,85795,63693,32496,12499,00899,00899,008101,978Access/Parking/Administration44,95076,63678,43680,78983,21383,21383,21385,709Asset Management (Maintenance)31,59378,488103,167106,262109,450109,450109,450112,733District Vitality Activities34,54624,10020,00020,60021,21821,21821,21821,855EcoPass Program35,64040,74043,49042,87443,94143,94143,94144,814Capital Improvement Program - Projects176,536150,000202,8702,500,000----Capital Replacement Reserve9,0009,0009,0009,0009,0009,0009,0009,000Cost Allocation 48,73248,73247,12448,53849,99449,99449,99451,494Total Uses of Funds537,369$ 595,466$ 680,092$ 2,989,348$ 503,539$ 503,539$ 503,539$ 517,930$ Ending Fund Balance Before Reserves998,252$ 3,565,717$ 3,275,971$ 684,726$ 562,489$ 439,373$ 315,370$ 177,984$ ReservesOperating89,741$ 99,443$ 113,575$ 81,721$ 84,091$ 84,091$ 84,091$ 86,494$ Pay Period 27 --12,38712,38712,3871,7703,5395,309Sick/Vacation Accrual1,6991,750-----1,970Total Reserves91,440$ 101,193$ 125,962$ 94,108$ 96,478$ 85,861$ 87,630$ 93,773$ Ending Fund Balance After Reserves906,813$ 3,464,525$ 3,150,008$ 590,618$ 466,011$ 353,512$ 227,740$ 84,211$ City of Boulder 2022 Approved BudgetPage 2922020202120232024202520262027ActualRevised2022ApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance29,872,000$ 26,070,637$ 8,664,464$ 9,751,153$ 7,705,246$ 6,273,145$ 5,639,372$ 7,510,709$ Sources of FundsOperatingSewer Charges to General Customers21,511,465$ 22,764,188$ 23,543,861$ 24,350,238$ 25,184,234$ 26,046,794$ 26,938,897$ 27,861,554$ Projected Rate Increase -1,138,2091,177,1931,217,5121,259,2121,302,3401,346,9451,393,078Surcharge/ Pretreatment Fees204,154142,353142,353142,353142,353142,353142,353142,353Plant Investment Fees1,229,9241,000,000900,000800,000800,000800,000800,000800,000Connection Charges19,30110,00010,00010,00010,00010,00010,00010,000Special Assessments-25,00025,00025,00025,00025,00025,00025,000Interest on Investments623,155553,034363,908409,548323,620263,472236,854315,450Rent and other miscellaneous revenue20,04430,00030,00030,00030,00030,00030,00030,000Sale of fuel5,454800,000500,000500,000500,000500,000500,000500,000Bond Proceeds--50,500,00024,423,000--20,998,000-Total Sources of Funds23,613,496$ 26,462,784$ 77,192,315$ 51,907,652$ 28,274,419$ 29,119,959$ 51,028,048$ 31,077,435$ Uses of FundsOperatingAdministration1,043,082$ 1,082,627$ 1,246,030$ 1,283,411$ 1,321,913$ 1,361,571$ 1,402,418$ 1,444,490$ Planning and Project Management450,021415,794422,364435,035448,086461,528475,374489,635Wastewater Quality & Environmental Svcs1,190,4021,172,1001,213,0801,249,4731,286,9571,325,5661,365,3331,406,293System Maintenance1,425,4091,683,2621,753,7601,806,3731,860,5641,916,3811,973,8722,033,088Wastewater Treatment4,730,2735,121,2674,978,5025,127,8575,281,6925,440,1435,603,3475,771,448 Total Operating Uses of Funds8,839,187$ 9,475,050$ 9,613,736$ 9,902,148$ 10,199,212$ 10,505,188$ 10,820,344$ 11,144,954$ Debt2012 Refunding of the WRRF 2005 Revenue Bond 3,142,250$ 3,124,750$ 3,127,250$ 3,128,500$ 3,128,500$ 3,128,500$ -$-$ WRRF UV, Digester, Headworks Imp 2010 Rev Bond730,395551,077549,890553,100551,170554,170552,030549,820Sanitary Sewer Rehabilitation Bond 2015676,131677,631678,932680,581676,781677,681678,131678,131Foothills Baseline Sewer Bond 2018241,306240,891241,278241,063241,190241,181241,035241,208Anticipated Bond - Interceptor Replacement 2022--4,040,0004,040,0004,040,0004,040,0004,040,0004,040,000WRRF Nutrient Compliance and Sanitary Sewer Bond 2023---1,953,8401,953,8401,953,8401,953,8401,953,840Arapahoe Trunk Sewer Bond 2026------1,784,8301,784,830 Total Debt Service4,790,082$ 4,594,349$ 8,637,350$ 10,597,084$ 10,591,481$ 10,595,372$ 9,249,866$ 9,247,829$ TransfersCost Allocation1,060,744$ 1,050,4441,009,9771,060,4761,113,5001,169,1751,227,6341,289,016Planning & Development Services350,952306,763193,264199,062205,034211,185217,521224,047Transportation - Admin Support -16,30016,30016,78917,29317,81218,34618,896 Total Transfers Out1,373,507$ 1,411,696 $ 1,219,541$ 1,276,327$ 1,335,827$ 1,398,172$ 1,463,501$ 1,531,959$ WASTEWATER UTILITY 2022 FUND FINANCIAL$$$$$$$ City of Boulder 2022 Approved BudgetPage 2932020202120232024202520262027ActualRevised2022ApprovedProjectedProjectedProjectedProjectedProjectedWASTEWATER UTILITY 2022 FUND FINANCIALCONTINUEDCapital Improvement Program12,373,894$ 14,694,831$ 6,135,000$ 7,755,000$ 7,580,000$ 7,255,0006,625,0009,185,000Projected Bond-Interceptor/Siphon--50,000,000-----WRRF Permit and Sanitary Sewer Improvements---24,200,000----Arapahoe Trunk Sewer------20,800,000-Bond Issuance Costs--500,000223,000--198,000-Carryover, Encumbrances and Adjustments to Base-13,731,219------ Total Uses of Funds27,414,860$ 43,868,957$ 76,105,627$ 53,953,558$ 29,706,520$ 29,753,732$ 49,156,711$ 31,109,743$ Ending Fund Balance Before Reserves26,070,637$ 8,664,464$ 9,751,153$ 7,705,246$ 6,273,145$ 5,639,372$ 7,510,709$ 7,478,401$ ReservesBond Reserves670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ FEMA Deobligation Reserve36,44536,44536,44536,44536,44536,44536,44536,445Sick/Vacation/Bonus Reserve62,00463,86422,85423,54024,24624,97425,72326,494Pay Period 27 Reserve226,024226,024226,024226,024226,02432,28964,57896,867Operating Reserve 2,562,7212,712,1392,708,3192,794,6192,883,7602,975,8403,070,9613,169,228Capital Reserve 500,000500,000500,000500,000500,000500,000500,000500,000Total Reserves4,057,333$ 4,208,611$ 4,163,781$ 4,250,767$ 4,340,614$ 4,239,687$ 4,367,846$ 4,499,173$ Ending Fund Balance After Reserves22,013,304$ 4,455,853$ 5,587,371$ 3,454,480$ 1,932,532$ 1,399,685$ 3,142,863$ 2,979,228$ Note:Operating reserve levels are based on industry standards and are maintained for revenue bonds, revenue fluctuations (weather and water usage impacts) and the capital intensive nature of the utility.$$$ City of Boulder 2022 Approved BudgetPage 2942020202120232024202520262027ActualRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedBeginning of Year Fund Balance42,153,750$ 46,555,821$ 32,405,008$ 33,459,709$ 32,974,325$ 21,617,134$ 20,194,763$ 23,837,894$ Sources of FundsSale of Water to General Cust31,423,961$ 30,610,336$ 32,729,651$ 34,671,599$ 36,385,456$ 38,183,978$ 40,071,346$ 42,051,951$ Bulk/Irrigation Water Sales520,583143,051143,050143,050143,050143,050143,050143,050Hydroelectric Revenue1,793,8811,750,8501,790,0001,843,5491,898,7061,955,5172,014,0332,074,304Miscellaneous Operating Revenues -5,0005,0005,0005,0005,000--Plant Investment Fees5,462,2092,500,0002,500,0002,500,0002,500,0002,500,0002,500,0002,500,000Connection Charges322,275130,000130,000130,000130,000130,000130,000130,000Interest on Investments744,840567,791648,101669,194659,487432,343403,895476,758Rent, assessments and other misc revenues1,677,26220,50020,50020,50020,50020,50020,50020,500Transfer from General Fund - Fire Training Center92,78592,78592,78592,785----Projected Bond Proceeds--41,820,000-----Total Sources of Funds42,037,796$ 38,269,139$ 82,170,162$ 42,155,974$ 43,925,326$ 45,661,426$ 47,687,105$ 49,078,640$ 5,628,887.66Uses of FundsOperatingAdministration1,707,316$ 1,722,157$ 1,864,755$ 1,920,697$ 1,978,318$ 2,037,668$ 2,098,798$ 2,161,762$ Planning and Project Management1,314,664724,215737,966760,105782,908806,395830,587855,504Water Resources and Hydroelectric Operations2,917,9103,287,6943,399,5143,501,5003,606,5453,714,7413,826,1833,940,969Water Treatment1,014,5984,998,2045,068,5375,220,5935,377,2115,538,5275,704,6835,875,823Water Quality and Environmental Svcs4,508,9531,078,2501,073,6501,105,8591,139,0351,173,2061,208,4021,244,655System Maintenance2,444,5293,424,7243,444,3133,547,6423,654,0713,763,6943,876,6043,992,903Windy Gap Payment818,2821,351,124428,000206,000212,180218,545225,102231,855Total Operating Uses of Funds14,726,252$ 16,586,368$ 16,016,734$ 16,262,396$ 16,750,268$ 17,252,776$ 17,770,359$ 18,303,470$ DebtLakewood 2001 Rev Bond; Refunded in 20122,076,544$ 2,095,600$ -$-$-$-$-$-$Betasso WTP Improvements - 20152,260,6812,259,9812,258,6812,256,7812,259,2812,256,0812,257,2812,258,469Carter Lake Pipeline - 20182,406,0442,401,9092,405,7712,403,7262,405,9992,404,9082,403,4652,405,192Projected Bond - Barker/Albian Dam - 2022--3,763,8003,763,8003,763,8003,763,8003,763,8003,763,800Total Debt Service6,743,269$ 6,757,490$ 8,428,252$ 8,424,307$ 8,429,080$ 8,424,789$ 8,424,546$ 8,427,461$ TransfersCost Allocation1,717,381$ 1,735,381$ 1,660,708$ 1,743,743$ 1,830,931$ 1,922,477$ 2,018,601$ 2,119,531$ Planning & Development Services353,691305,717188,468194,122199,946205,944212,122218,486Transportation - Admin Support 16,30016,30016,30016,78917,29317,81118,34618,896Total Transfers Out 2,087,372$ 2,057,398$ 1,865,476$ 1,954,654$ 2,048,169$ 2,146,233$ 2,249,069$ 2,356,913$ WATER UTILITY 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 2952020202120232024202520262027ActualRevised2022 ApprovedProjectedProjectedProjectedProjectedProjectedWATER UTILITY 2022 FUND FINANCIALCONTINUEDCapital14,027,622$ 13,399,207$ 12,985,000$ 16,000,000$ 28,055,000$ 19,260,000$ 15,600,000$ 20,980,000$ Projected Bond - Betasso WTP IMP51,211-------Projected Bond - Albion Dam; WTP Imp; Meter Vault--41,420,000-----Projected Bond - Issuance Costs--400,000-----Encumbrances, Carryover and Adjustments to Base-13,619,489------ Total Uses of Funds37,635,725$ 52,419,952$ 81,115,462$ 42,641,357$ 55,282,517$ 47,083,798$ 44,043,974$ 50,067,844$ Ending Fund Balance Before Reserves46,555,821$ 32,405,008$ 33,459,709$ 32,974,325$ 21,617,134$ 20,194,763$ 23,837,894$ 22,848,691$ ReservesBond Reserve2,081,429$ 2,081,429$ -$-$-$-$-$-$Lakewood Pipeline Remediation Reserve17,851,86715,400,00015,400,00010,000,00010,000,00010,000,00010,000,00010,000,000Carter Lake Pipeline Reserve1,530,6971,530,697------FEMA Deobligation Reserve87,95187,95187,95187,95187,95187,95187,95187,951Sick/Vacation/Bonus Reserve65,04066,99164,66166,60068,59870,65672,77674,959Pay Period 27 Reserve288,249289,195298,845302,831306,8183,9877,97311,960Operating Reserve 4,203,4064,660,9424,470,5534,554,2634,699,6094,849,7525,004,8575,165,096Capital Reserve 2,000,0002,000,0002,000,0002,000,0002,000,0002,000,0002,000,0002,000,000Total Reserves28,323,330$ 26,117,205$ 22,322,010$ 17,011,645$ 17,162,976$ 17,012,346$ 17,173,557$ 17,339,966$ Ending Fund Balance After Reserves18,232,491$ 6,287,804$ 11,137,699$ 15,962,680$ 4,454,158$ 3,182,417$ 6,664,337$ 5,508,725$ Note:Operating reserve levels are based on industry standards and are maintained for revenue bonds, revenue fluctuations (weather and water usage impacts) and the capital intensive nature of the utility. City of Boulder 2022 Approved BudgetPage 29620202021202220232024202520262027ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance2,710,002$ 2,976,911$ 3,374,026$ 3,465,950$ 3,602,264$ 3,535,703$ 3,584,041$ 3,741,475$ Sources of Funds0.030.030.030.080.010.010.010.01Charges to Departments 2,469,693$ 2,538,150$ 2,437,708$ 2,632,725$ 2,659,052$ 2,685,642$ 2,712,499$ 2,739,624$ Interest Earnings79,44530,20130,48530,65930,87931,10231,32631,551Total Sources of Funds2,549,138$ 2,568,351$ 2,468,193$ 2,663,383$ 2,689,931$ 2,716,744$ 2,743,824$ 2,771,175$ Uses of FundsInsurance Premiums & Consultations186,254$ 185,578$ 220,578$ 229,401$ 238,577$ 248,120$ 258,045$ 268,367$ 3rd Party Claims Administration1,763,2761,653,3241,814,7271,944,8152,155,2272,047,4661,945,0921,847,838Program Administration 272,815261,011271,293279,432287,815296,450305,343314,503Cost Allocation50,07350,07348,42148,42149,87451,37052,91154,498Risk Prevention Programs9,81121,25021,25025,00025,00025,00025,00025,000 Total Uses of Funds2,282,229$ 2,171,236$ 2,376,269$ 2,527,069$ 2,756,493$ 2,668,405$ 2,586,391$ 2,510,206$ 1,470,410.00 Ending Fund Balance Before Reserves 2,976,911$ 3,374,026$ 3,465,950$ 3,602,264$ $ 3,535,703 3,584,041$ 3,741,475$ 4,002,444$ Reserves0.2123469980.020.020.020.020.020.020.02Year-end Estimated Liabilities2,796,185$ 3,006,257$ 3,240,521$ 3,490,246$ 3,315,734$ 3,149,947$ 2,992,450$ 2,842,827$ Pay Period 27 Reserve10,98010,98010,98010,98010,980---Total Reserves2,807,165$ 3,017,237$ 3,251,501$ 3,501,226$ 3,326,714$ 3,149,947$ 2,992,450$ 2,842,827$ Ending Fund Balance After Reserves169,746$ 356,789$ 214,449$ 101,038$ 208,989$ 434,094$ 749,025$ 1,159,616$ WORKERS' COMPENSATION INSURANCE 2022 FUND FINANCIAL City of Boulder 2022 Approved BudgetPage 297 Appendix Budget Terms ...........................................................................................................................298 Fund Definitions .......................................................................................................................301 •Governmental Funds ..............................................................................................................301 •Proprietary Funds ....................................................................................................................303 •Fiduciary Funds ........................................................................................................................304 Codified Fees, Rates, & Charges ...........................................................................................305 •Climate Initiatives ...................................................................................................................306 •Community Vitality .................................................................................................................307 •Finance - Tax & License .........................................................................................................308 •Fire-Rescue ................................................................................................................................310 •Planning & Development Services .....................................................................................312 •Utilities .........................................................................................................................................314 Budget Policies .........................................................................................................................316 •Financial & Management Policies .....................................................................................316 •Reserve Targets ........................................................................................................................323 Debt Service .............................................................................................................................325 Ordinance No. 8505 ................................................................................................................333 Adopted Budget Reconciliation ............................................................................................337 City of Boulder 2022 Approved BudgetPage 298 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. For 2020, property was appraised at the 2019 actual value. As provided by state law, the residential rate was 7.15% of its actual 2019 value, and other property was assessed at 29%. 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 - Financial plan outlining an estimate of adopted expenditures for a given period and the adopted 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 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 - A 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. Budget Terms City of Boulder 2022 Approved BudgetPage 299 Budget Terms 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 employees 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 repayment. 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 Internal 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. The current mill levy is 11.981 mills. 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. City of Boulder 2022 Approved BudgetPage 300 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. 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. Budget Terms City of Boulder 2022 Approved BudgetPage 301 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 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. 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. Fund Definitions City of Boulder 2022 Approved BudgetPage 302 Fund Definitions 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, & Safety 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. City of Boulder 2022 Approved BudgetPage 303 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 exiting 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. Fund Definitions City of Boulder 2022 Approved BudgetPage 304 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. Fund Definitions City of Boulder 2022 Approved BudgetPage 305 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 six departments/divisions: Climate Initiatives Community Vitality Finance - Tax & License Fire-Rescue Planning & Development Services Utilities The information in this section includes what the city charges in 2021, approved 2022 fees, and the % change in the fees, which are effective January 1, 2022 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 2022 Approved BudgetPage 306 CLIMATE INITIATIVES Boulder’s marijuana industry accounts for 2% of the community’s total energy use and results in more than 14,000 metric tons of greenhouse gas (GHG) emissions annually. In an effort to mitigate the environmental impact that this new industry would have on the community’s ability to achieve its GHG goals, Boulder Municipal Code sections 6-14-8(i) and 6-16-8(i) were adopted with requirement that cultivation facilities directly offset 100% of their electricity consumption either through on-site solar, subscriptions to solar gardens or an equivalent that is subject to approval by the city. Where they cannot meet this requirement with on-site solar or participation in a solar garden, license holders pay a per kWh fee to the city for energy impact offset. The city intends to use the fees to catalyze projects that reduce and/or offset the marijuana industry’s greenhouse gas emissions. Based on the actual city administrative costs incurred to administer the Construction and Demolition ordinance and permit program, an applicant for a building or demolition permit which requires a deposit under section 3601.2.3 of the City of Boulder Building code or section R328.2.3 of the City of Boulder Residential Code shall pay an administrative fee of $219.00. The previous fee was based on an estimate. The revised fee reflects the actual costs incurred by the City of Boulder in the continued development and on- going administration of the program. CLIMATE INITIATIVES FEES, RATES, & CHARGES 2021 Approved 2022 Approved Units Percent Change B.R.C. Section Energy Impact Offset Fee Annual fee of $0.0185 per kWh per license 10,000.00$ 9,300.00$ per year -7.0% 4-20-64 4-20-67 Construction and Demolition Administrative Fee Administrative fee for building or demolition permit 100.00$ 219.00$ per year 119.0% 4-20-72 FEE PAID BY TYPICAL APPLICANTS 2021 Approved 2022 Approved Percent Change Climate Initiatives Energy Impact Offset Fee 400,000$ 350,000$ -12.5% Construction and Demolition Administration Fee 11,000 11,000 0.0% Total 411,000$ 361,000$ -12.5% DEPARTMENT REVENUE IMPACT Codified Fees, Rates & Charges City of Boulder 2022 Approved BudgetPage 307 COMMUNITY VITALITY FEES, RATES, & CHARGES 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 2022, Downtown garage permits will increase from $465 per quarter to $480 per quarter and downtown surface lots will increase from $270 per quarter to $278 per quarter. This adjustment brings the garage permits in line with the surrounding area businesses and reflects the changes to CPI in 2020 and 2021. University Hill permit costs will not change for 2022. FEE PAID BY TYPICAL BUSINESS / INDIVIDUAL 2021 Approved 2022 Approved Units Percent Change B.R.C. Section Long-Term Parking Permit Fees Downtown Garages 465.00$ 480.00$ per quarter 3.2% Downtown Surface Lots 270.00 278.00 per quarter 3.0% Mall Permits/Fees Mobile Vending Carts 2,370.00$ 2,445.00$ per year 3.2% 4-20-11 Ambulatory Vendor Permit (May-Sep)120.00 123.50 per month 2.9% 4-20-11 Ambulatory Vendor Permit (Oct-Apr)60.00 62.00 per month 3.3% 4-20-11 Electricity Event Fee 21.00 21.50 per day 2.4% 4-20-11 Entertainment Vending Permit 17.00 17.50 per month 2.9% 4-20-11 Personal Services Vending Permit (May-Sep)120.00 124.00 per month 3.3% 4-20-11 Personal Services Vending Permit (Oct-Apr)60.00 62.00 per month 3.3% 4-20-11 2021 Approved 2022 Approved Percent Change Community Vitality Mobile Vending Carts 29,966$ 30,914$ 3.2% Mall Kiosk Advertising 4,928.63 5,072.38 2.9% Ambulatory/Personal Service Permit 4,218.91 4,339.45 2.9% Electricity Event Fee 525.31 537.82 2.4% Entertainment Vending Permit 106.09 109.21 2.9% Personal Services Vending Permit 1,539.00 1,590.30 3.3% Downtown garage long term parking permit 3,781,113.84 3,903,085.25 3.2% Downtown lot long term parking permit 257,807.00 265,445.73 3.0% Total 4,080,205$ 4,211,094$ 3.21% DEPARTMENT REVENUE IMPACT Codified Fees, Rates & Charges City of Boulder 2022 Approved BudgetPage 308 FINANCE - TAX & LICENSE DIVISION 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, are set to increase by the CPI, rounded up to the nearest whole dollar. For Hemp licenses and Tobacco licenses, it is recommended to keep the license fees the same for the first year of processing to add predictability for license applicants and city staff. 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 now completes the background check work, 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 $7 fee for each employee of the applicant business subject to an on-line background check through the Colorado Bureau of Investigation (CBI), to review for assessment of criminal operation concerns. In addition, City Licensing coordinates Medical and Recreational Marijuana Business licensing, in collaboration with Police, Fire, Planning Code Enforcement, and the City Attorney’s Office, collecting and reviewing citywide expenditures, to allow for determination of reasoned and concrete rationale before suggesting any changes to those license fees. Liquor Licensing fees are set and capped by the State Liquor Code and State Rules. Codified Fees, Rates & Charges City of Boulder 2022 Approved BudgetPage 309 Codified Fees, Rates & Charges FINANCE - TAX & LICENSE DIVISION FEES, RATES & CHARGES 2021 Approved 2022 Approved Units Percent Change B.R.C. Section Auctioneer License Fee Annual fee with license issued each event 93.00$ 95.00$ per year 2.2%4-20-3 Total including background checks1 107.00 109.00 per year 1.9%4-20-3 Circus, Carnival, & Menagerie License Fee Cost per event day 480.00$ 490.00$ per day 2.1%4-20-5 Itinerant Merchant License Fee Annual license fee 64.00$ 66.00$ per year 3.1%4-20-10 Total including background checks2 106.00 108.00 per year 1.9%4-20-10 Secondhand Dealer & Pawnbroker License Fee Secondhand Calendar/Renewal 128.00$ 131.00$ per year 2.3%4-20-17 Total including background checks2 170.00 173.00 per year 1.8%4-20-17 Pawn Calendar/Renewal3 128.00 131.00 per year 2.3%4-20-17 Total including background checks2 170.00 173.00 per year 1.8%4-20-17 Mobile Food Vehicle License Fees MFV License fee 268.00$ 274.00$ per year 2.2%4-20-66 MFV Renewal fee 268.00 274.00 per year 2.2%4-20-66 Tobacco and ESD Retailer License Fees3 TOB License Fee 370.00$ 370.00$ per year 0.0%4-20-75 and CM Rule TOB Renewal Fee 280.00 280.00 per year 0.0%4-20-75 and CM Rule Hemp Business License Fees4 HMP License Fee (Registration and License)1,600.00$ 1,600.00$ per year 0.0%4-20-73 Hemp Renewal Fee 1,100.00 1,100.00 per year 0.0%4-20-73 Notes: 1Assumes that two people would require background checks at $7 each for a typical license. 2Assumes that six people would require background checks at $7 each for a typical license. FEE PAID BY TYPICAL APPLICANTS 3City Licensing would recommend keeping both the license and renewal fee the same for Tobacco and ESD Retailer licenses as this is the first full year of this license program. 4City Licensing would recommend keeping both the license and renewal fee the same for Hemp Business license as this is the first full year of this license program. 2021 Approved 2022 Approved Percent Change Finance - Tax and License Auctioneer License Fees 214$ 218$ 1.9% Circus, Carnival, & Menagerie License Fee 960 980 2.1% Itinerant Merchant License Fee 424 432 1.9% Second Hand Dealer/ Pawnbroker License Fee 850 865 1.8% Mobile Food Vehicle License/Renewal Fees 13,400 13,700 2.2% Tobacco and ESD License/Renewal Fees 18,760 18,760 0.0% Hemp Business License/Renewal Fees 9,900 9,900 0.0% Total 44,508$ 44,855$ 0.8% DEPARTMENT REVENUE IMPACT City of Boulder 2022 Approved BudgetPage 310 FIRE-RESCUE Fire inspections are conducted on all commercial buildings within the City of Boulder. Depending on building use, the inspection may occur every year, every other year or every three years. An example would be an office type building with fire sprinklers which is considered low risk and would be inspected every three years. A business which uses or produces hazardous materials is considered a higher risk and is inspected annually by Boulder Fire-Rescue (BFR). The initial inspection is conducted by on-duty fire crews. All inspections are to ensure compliance with the city’s adopted fire code, the 2018 International Fire Code (IFC). If the business is in violation of a section(s) of the IFC the business owner is notified with a “violation” notice sent to them via E-mail. Most often, a 30- day time allowance is given to correct the violation. After the 30 days, a re-inspection occurs to verify the violation(s) have been corrected. This re-inspection (considered the first re-inspection) is done by a Fire Code Inspector within the Community Risk Reduction Division of BFR. If the violation(s) are not corrected at that time, additional time may be granted. That time typically ranges from 15 to 30 days. A second re- inspection would occur by the Fire Code Inspector to once again verify they have corrected and complied with the violations noted from the original inspection. At this time, the business has had between 45 and 60 days to correct the originally noted violation(s). The second re-inspection would be the third trip that Boulder Fire-Rescue has been on site to inspect and re-inspect to ensure the business is compliant with fire code. It is not until the second re-inspection (or third t r ip to the business) that BFR are able to assess a fee for the inspections. The fee is a means to encourage compliance without issuing a court summons. Codified Fees, Rates & Charges City of Boulder 2022 Approved BudgetPage 311 Codified Fees, Rates & Charges FIRE-RESCUE FEES, RATES, & CHARGES 2021 Approved 2022 Approved Units Percent Change B.R.C. Section Commercial/Business Inspections Commercial/Business 2nd Re-inspection 100.00$ 100.00$ per inspection 0.0% 4-20-52 Commercial/Business 3rd plus Re-inspection 250.00 250.00 per inspection 0.0% 4-20-52 Fire Protection System Inspections Fire Inspection Failure to Show 250.00$ 250.00$ per inspection 0.0% 4-20-52 Above Ground Hydrostatic Sprinkler Test 1 -First Re-inspection 94.00 94.00 per inspection 0.0% 4-20-52 -Second Re-inspection 94.00 94.00 per inspection 0.0% 4-20-52 -Each Subsequent Re-inspection 94.00 94.00 per inspection 0.0% 4-20-52 Sprinkler System Final Pump Test1 -First Re-inspection 94.00 94.00 per inspection 0.0% 4-20-52 -Second Re-inspection 94.00 94.00 per inspection 0.0% 4-20-52 -Each Subsequent Re-inspection 94.00 94.00 per inspection 0.0% 4-20-52 Fire Protection and Alarm System Installation1 -First Re-inspection 94.00 94.00 per inspection 0.0% 4-20-52 -Each Subsequent Re-inspection 94.00 94.00 per inspection 0.0% 4-20-52 False Fire Alarm Fees Third False Alarm 150.00$ 150.00$ per alarm 0.0% 4-20-52 Fourth False Alarm 300.00 300.00 per alarm 0.0% 4-20-52 Fifth False Alarm 600.00 600.00 per alarm 0.0% 4-20-52 Sixth and Subsequent False Alarm 1,200.00 1,200.00 per alarm 0.0% 4-20-52 FEE PAID BY TYPICAL APPLICANTS 2021 Approved 2022 Approved Percent Change Commercial/Business Inspections 1,250$ 1,250$ 0.0% Fire Protection System Inspections 1,750 1,750 0.0% False Alarm Fees 6,000 6,000 0.0% Total 9,000$ 9,000$ 0.0% DEPARTMENT REVENUE IMPACT City of Boulder 2022 Approved BudgetPage 312 PLANNING & 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 2022, 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 will be increased by an inflationary factor like other impact fees. Qualified non-profits and developments with affordable commercial space are eligible for reduced rates. Codified Fees, Rates & Charges City of Boulder 2022 Approved BudgetPage 313 Codified Fees, Rates & Charges PLANNING & DEVELOPMENT SERVICES FEES, RATES, & CHARGES 2021 Approved 2022 Approved Units Percent Change B.R.C. Section Single Family Residential (3,000 sq. ft) Capital Facility Impact Fees 10,302.00$ 10,456.53$ per application 1.5%4-20-62 Transportation Excise Taxes 3,910.31 3,988.52 per application 2.0%3-8-3 Multifamily Residential (10 units) Capital Facility Impact Fees 67,755.00$ 68,771.33$ per application 1.5%4-20-62 Transportation Excise Taxes 28,370.00 28,937.40 per application 2.0%3-8-3 Non-residential (7,500 sq. ft. retail) Capital Facility Impact Fees 17,925.00$ 18,193.88$ per application 1.5%4-20-62 Affordable Housing Linkage Fee 150,000.00 152,250.00 per application 1.5%4-20-62 Transportation Excise Taxes1 18,600.00 18,600.00 per application 0.0%3-8-3 Leases for Point-to-Point Telecommunications Conduit Crossings 18.44$ 18.81$ per lineal foot 2.0%4-20-20 Notes: ·A 3,000 square foot single family residential project ·A 10 unit multifamily project in which five units are 1,000 square feet in size, and five units are 1,500 square feet in size ·A 7,500 square foot retail project 1The non-residential Transportation Excise Tax rate is at its maximum. The above table demonstrates the impact that the inflationary changes would have on three types of development scenarios: FEE PAID BY TYPICAL PROJECT 2021 Approved 2022 Approved Percent Change Planning & Development Services Capital Facility Impact Fees 578,708$ 1,452,592$ 151.0% Affordable Housing Linkage Fee 525,000 3,525,000 571.4% Transportation Excise Taxes 945,219 935,219 -1.1% Transportation Impact Fee 52,594 54,172 3.0% Leases for Point-to-Point Telecommunications Conduit Crossings 1,600 1,600 0.0% Total 2,103,121$ 5,968,583$ 183.8% DEPARTMENT REVENUE IMPACT City of Boulder 2022 Approved BudgetPage 314 UTILITIES DEPARTMENT 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. 2021 Approved 2022 Approved Units Percent Change B.R.C. Section Water Utility Bill Residential Use 45.06$ 48.21$ per month 7.0%4-20-25 Commercial Use - Restaurant 140.98 150.85 per month 7.0%4-20-25 Commercial Use - Hotel 1,334.72 1,428.15 per month 7.0%4-20-25 Wastewater Utility Bill Residential Use 39.32$ 41.29$ per month 5.0%4-20-28 Commercial Use - Restaurant 243.65 255.84 per month 5.0%4-20-28 Commercial Use - Hotel 1,894.10 1,988.80 per month 5.0%4-20-28 Stormwater/Flood Management Utility Bill Residential Use 19.64$ 22.00$ per month 12.0%4-20-45 Commercial Use - Restaurant 38.35 42.95 per month 12.0%4-20-45 Commercial Use - Hotel 834.09 934.18 per month 12.0%4-20-45 UTILITY BILL FOR TYPICAL ACCOUNT Codified Fees, Rates & Charges City of Boulder 2022 Approved BudgetPage 315 Codified Fees, Rates & Charges UTILITIES, CONTINUED 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. UTILITIES FEES, RATES, & CHARGES 2021 Approved 2022 Approved Units Percent Change B.R.C. Section Utility Specific Service Charges Meter Installation - 3/4 inch meter 344.00$ 417.00$per occurrence 21.2% 4-20-23 Meter Installation - 2 inch meter 1,206.00 1,061.00 per occurrence -12.0% 4-20-23 Water Tap Fee - 3/4 inch tap 248.00 178.00 per occurrence -28.2% 4-20-23 Water Tap Fee - 2 inch tap 392.00 342.00 per occurrence -12.8% 4-20-23 Wastewater Tap Fee - 4 inch tap 173.00 189.00 per occurrence 9.2% 4-20-27 CHARGE FOR TYPICAL CUSTOMER 2021 Approved 2022 Approved Units Percent Change B.R.C. Section Water Plant Investment Fee (PIF) Single Family Residential Outdoor (first 5,000 sq. ft. of irrigable area)2.98$ 3.02$per sq. ft. irrigated area 1.5% 4-20-26 Single Family Residential Indoor 12,769.93 12,961.48 single unit dwelling 1.5% 4-20-26 Wastewater Plant Investment Fee (PIF)4,980.81$ 5,055.52$single unit dwelling 1.5% 4-20-29 Stormwater / Flood Management Plant Investment Fee (PIF)2.29$ 2.32$ per sq. ft. impervious area 1.5% 4-20-46 PLANT INVESTMENT FEES DEPARTMENT REVENUE IMPACT 2021 Approved 2022 Approved Percent Change Public Works - Utilities Water Utility Rates1 32,951,163$ 34,912,727$ 6.0% Wastewater Utility Rates1 23,902,397 24,721,054 3.4% Stormwater / Flood Management Utility Rates 14,653,744 16,445,017 12.2% Water Utility Specific Service Charges 251,050 251,050 0.0% Wastewater Utility Specific Service Charges 10,000 10,000 0.0% Total 71,768,354$ 76,339,848$ 6.4% 1Billed usage revenue is dependent on multiple factors including indoor usage efficiencies and weather affection outdoor watering. In 2021, Water and Wastewater revenue is adjusted for decreased usage. City of Boulder 2022 Approved BudgetPage 316 Budget Policies FINANCIAL & MANAGEMENT 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 & 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. 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 adopted budget, the budget preparation process is not prescribed. The preparation process is developed by the City Manager with input from the City Council. City of Boulder 2022 Approved BudgetPage 317 •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 & 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 five 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 is 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 three to five 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”). Budget Policies City of Boulder 2022 Approved BudgetPage 318 •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 adopted 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; and promotion of customer confidence in and acceptance of the accuracy, reasonableness, and fairness of the charges they incur. Budget Policies City of Boulder 2022 Approved BudgetPage 319 •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. 3.3 Administrative Charges (Continued) •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% 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. Budget Policies City of Boulder 2022 Approved BudgetPage 320 •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 supports 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 thirty days prior to the date for submission of the City Manager’s adopted 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 adopted 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. Budget Policies City of Boulder 2022 Approved BudgetPage 321 Budget Policies 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 3% 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); and •Insurance stabilization reserve. Restricted funds (only for emergency purposes within the function of each fund): •Emergency/stabilization reserves; and •Various replacement reserves. City of Boulder 2022 Approved BudgetPage 322 SECTION 8: CASH MANAGEMENT & 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. Budget Policies City of Boulder 2022 Approved BudgetPage 323 Purpose Current Reserve Target 2022 Projected Amount Reserve Target Met (Yes/No) Percent of Reserve 160,994,960$ Reserve is to provide a cushion for revenue shortfalls, emergencies, and for expenditure opportunities. Reserve goal is to hold an amount equal to 19.5% of estimated following year ongoing expenditures $31,394,017 Yes 19.5% 6,152,321$ This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. Established 15% reserve of Fund's operating budget (including transfers). $1,279,791 Yes 21% 1,048,765$ This is an unappropriated reserve for operating, capital emergencies, and revenue shortfalls. 5% of Fund's beginning balance. $52,438 Yes 5% 408,677$ This is an unappropriated reserve for operating emergencies and/or revenue shortfalls.16.7% of Fund’s total uses.$85,908 Yes 21.0% 371,082$ This is an unappropriated reserve for operating emergencies and/or revenue shortfalls.16.7% of Fund’s total uses.$61,115 Yes 16.5% 120,870$ Reserve was established to cover emergencies and revenue fluctuations. Current reserve policy designates $500,000 to cover the purposes of the fund. $500,000 Yes N/A 2,056,930$ Reserve is to provide a cushion for revenue shortfalls, emergencies, and for expenditure opportunities. Reserve is currently set at $50,000. $50,000 Yes N/A 8,365,353$ This is an unappropriated reserve to fund unanticipated operating emergencies. Also included within this reserve are funds intended to meet the 3% of Funding Sources Reserve Requirements of TABOR. 16.7% of Fund’s total uses.$1,397,014 Yes 16.7% 1,399,088$ Reserve was established to cover emergencies. Current reserve policy designates 10% of annual Library property tax revenues for emergencies. $140,014 Yes 10%Emergency/ Stabilization Uses of Funds per Reserve Target LIBRARY Uses of Funds per Reserve Target Emergency/ Stabilization Category RESERVE TARGETS Emergency/ Stabilization Emergency/ Stabilization BOULDER JUNCTION GENERAL IMPROVEMENT DISTRICT - PARKING AIRPORT BOULDER JUNCTION GENERAL IMPROVEMENT DISTRICT - TDM Emergency/ Stabilization GENERAL Uses of Funds per Reserve Target Emergency/ Stabilization CLIMATE ACTION PLAN .25 CENT SALES TAX Emergency/ Stabilization Uses of Funds per Reserve Target Emergency/ Stabilization Uses of Funds per Reserve Target CAPITAL DEVELOPMENT Uses of Funds per Reserve Target Uses of Funds per Reserve Target DOWNTOWN COMMERCIAL DISTRICT Emergency/ Stabilization Uses of Funds per Reserve Target Uses of Funds per Reserve Target Budget Policies City of Boulder 2022 Approved BudgetPage 324 Budget Policies Purpose Current Reserve Target 2022 Projected Amount Reserve Target Met (Yes/No) Percent of ReserveCategory RESERVE TARGETS 25,619,583$ Reserve was established to cover revenue fluctuations which might impact the Fund’s ability to make debt service payments, as well as emergencies related to acquisitions. Reserve per OSBT is to cover an amount based on 20% of operating budget plus outstanding General Obligation and BMPA debt totals supported by sales tax revenues. $5,123,917 Yes 20% 8,703,033$ This is an unappropriated reserve which was established to cover revenue fluctuations and operating emergencies. 10% of the operating budget that is funded by fees and permit revenue. $873,600 Yes 10% 10,768,314$ Reserve is to provide a cushion for revenue shortfalls, emergencies, and for expenditure opportunities. Target is to allow a rolling fund balance to provide stability to annual operations that may otherwise be affected by shortfalls in revenue. $753,782 Yes 7% 7,437,687$ This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).$1,859,422 Yes 25% 21,670,870 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. Reserve is set at 15% of Fund's operating budget.$3,250,631 Yes 15% 2,278,731 This is an unappropriated reserve for operating and capital emergencies and revenue shortfalls. 5% of Fund's beginning balance. $113,937 Yes 5% 680,092$ This is an unappropriated reserve to fund unanticipated operating emergencies. Also included within this reserve are funds intended to meet the 3% of Funding Sources Reserve Requirements of TABOR. 16.7% of Fund’s total uses.$113,575 Yes 16.7% 10,833,277$ This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).$2,708,319 Yes 25% 18,217,050$ This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).$4,554,263 Yes 25%Emergency/ Stabilization UNIVERSITY HILL COMMERCIAL DISTRICT Uses of Funds per Reserve Target TRANSPORTATION DEVELOPMENT Emergency/ Stabilization Emergency/ Stabilization WATER UTILITY Uses of Funds per Reserve Target WASTEWATER UTILITY Uses of Funds per Reserve Target Emergency/ Stabilization Uses of Funds per Reserve Target Emergency/ Stabilization Uses of Funds per Reserve Target Emergency/ Stabilization Uses of Funds per Reserve Target PLANNING AND DEVELOPMENT SERVICES Emergency/ Stabilization RECREATION ACTIVITY Uses of Funds per Reserve Target STORMWATER/FLOOD MANAGEMENT UTILITY Uses of Funds per Reserve Target Emergency/ Stabilization Emergency/ Stabilization TRANSPORTATION Uses of Funds per Reserve Target OPEN SPACE City of Boulder 2022 Approved BudgetPage 325 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, 2020. 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. Government Business Total General obligations bonds 7,501$ 2,426$ 9,927$ Revenue bonds - 107,457 107,457 Capital improvement notes 31,242 - 31,242 Certificates of Participation 53,371 - 53,371 Lease purchase revenue notes 8,144 - 8,144 Notes payable 5,651 - 5,651 Direct purchase notes 8,630 5,100 13,730 Capital lease purchase agreements 5,389 - 5,389 Subtotal 119,928$ 114,983$ 234,911$ Compensated absences 11,104$ 1,194$ 12,298$ Estimated claims payable 3,755 - 3,755 Total 134,787$ 116,177$ 250,964$ SUMMARY OF OUTSTANDING DEBT (in $1,000s) City of Boulder 2022 Approved BudgetPage 326 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%. Debt Service City of Boulder 2022 Approved BudgetPage 327 Debt Service 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%. City of Boulder 2022 Approved BudgetPage 328 Debt Service 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 $4.59 million an interest rate of 2.65%. City of Boulder 2022 Approved BudgetPage 329 Debt Service 2021 2023 2024 2025 2026 2027 Actual 2022 Approved Projected Projected Projected Projected Projected Bonds Principal 325$ 335$ 340$ 345$ 355$ 360$ 370$ Interest 64 57 51 44 37 30 23 Subtotal 389$ 392$ 391$ 389$ 392$ 390$ 393$ Principal 500$ 515$ 525$ 535$ 540$ 550$ 555$ Interest 94 82 73 65 56 47 38 Subtotal 594$ 597$ 598$ 600$ 596$ 597$ 593$ Principal 440$ 345$ 2,745$ 2,785$ 2,815$ 2,855$ 2,890$ Interest 291 390 325 291 256 221 185 Subtotal 731$ 735$ 3,070$ 3,076$ 3,071$ 3,076$ 3,075$ Principal 565$ 599$ 313$ -$ -$ -$ Interest 76 41 7 - - - Subtotal 641$ 640$ 320$ -$ -$ -$ -$ Total 2,355$ 2,364$ 4,379$ 4,065$ 4,059$ 4,063$ 4,061$ Note Principal 2,055$ 2,119$ -$ -$ -$ -$ -$ Interest 128 65 - - - - - Subtotal 2,183$ 2,184$ -$ -$ -$ -$ -$ Total 2,183$ 2,184$ -$-$ -$ -$ -$ Bond Principal 455$ 460$ 470$ 480$ 495$ 505$ 520$ Interest 198 189 179 168 158 146 135 Subtotal 653$ 649$ 649$ 648$ 653$ 651$ 655$ Total 653$ 649$ 649$ 648$ 653$ 651$ 655$ Fund/Debt Issues 2021-2027 DEBT SERVICE (in $1,000s) General Fund Open Space Fund Capital Improvement - Community, Culture, Safety Tax Fund CCS Sales and Use Tax Rev. Notes - Capital Improvement Projects - Series 2019 - final payment occurs in 2022 General Fund Bonds - Hogan-Pancost Land Acquisition (A + B) - Bond Series 2018 - final payment occurs in 2023 General Fund Bonds - Refunding Note - Capital Improvement Projects, issed 1/19/2021 - final payment occurs in 2031 Taxable Pension Obligation - Refunding Notes, issued 9/16/2020 - final payment occurs in 2030 General Obligation Waste Reduction Notes, issued 1/16/2020 - final payment occurs in 2029 Open Space Acquisition Bonds Series 2014 - final payment occurs in 2034 City of Boulder 2022 Approved BudgetPage 330 Debt Service 2021 2023 2024 2025 2026 2027 Actual 2022 Approved Projected Projected Projected Projected ProjectedFund/Debt Issues 2021-2027 DEBT SERVICE (in $1,000s) Bonds Water and Sewer Revenue Refunding Bonds - Series 2011 - final payment occurs in 2021 Principal 2,015$ -$ -$ -$ -$ -$ -$ Interest 81 - - - - - - Subtotal 2,096$ -$ -$ -$ -$ -$ -$ Principal 1,565$ 1,595$ 1,625$ 1,660$ 1,690$ 1,725$ 1,765$ Interest 695 664 632 599 566 532 493 Subtotal 2,260$ 2,259$ 2,257$ 2,259$ 2,256$ 2,257$ 2,258$ Principal 1,386$ 1,431$ 1,472$ 1,518$ 1,563$ 1,609$ 1,659$ Interest 1,016 975 931 887 842 795 747 Subtotal 2,402$ 2,406$ 2,403$ 2,405$ 2,405$ 2,404$ 2,406$ Total 6,758$ 4,665$ 4,660$ 4,664$ 4,661$ 4,661$ 4,664$ Bonds Principal 465$ 485$ 495$ 500$ 510$ 515$ 520$ Interest 86 65 58 51 44 37 30 Subtotal 551$ 550$ 553$ 551$ 554$ 552$ 550$ Principal 2,450$ 2,575$ 2,705$ 2,820$ 2,945$ -$ -$ Interest 675 552 423 288 147 - - Subtotal 3,125$ 3,127$ 3,128$ 3,108$ 3,092$ -$ -$ Principal 435$ 445$ 460$ 470$ 485$ 500$ 500$ Interest 243 234 221 207 193 178 178 Subtotal 678$ 679$ 681$ 677$ 678$ 678$ 678$ Principal 139$ 143$ 148$ 152$ 157$ 161$ 166$ Interest 102 98 93 89 84 80 75 Subtotal 241$ 241$ 241$ 241$ 241$ 241$ 241$ Total 4,595$ 4,597$ 4,603$ 4,577$ 4,565$ 1,471$ 1,469$ Bonds Principal 1,040$ 1,070$ 1,100$ 1,135$ 1,170$ 1,205$ 1,240$ Interest 551 520 488 455 421 386 350 Total 1,591$ 1,590$ 1,588$ 1,590$ 1,591$ 1,591$ 1,590$ Water and Sewer Revenue Bonds - Series 2018 - final payment occurs in 2038 Water and Sewer Revenue Bonds - Series 2015 - final payment occurs in 2035 Water and Sewer Revenue Bonds - Series 2016 - final payment occurs in 2035 Water and Sewer Revenue Refunding Bonds - Series 2012 - final payment occurs in 2025 Water and Sewer Notes, issued 9/17/2020 - final payment occurs in 2030 Water and Sewer Revenue Bonds - Series 2018 - final payment occurs in 2038 Wastewater Utility Fund Storm Water & Flood Revenue - Bonds Series 2015 - final payment occurs in 2035 Stormwater/Flood Management Utility Fund Water Utility Fund City of Boulder 2022 Approved BudgetPage 331 Debt Service 2021 2023 2024 2025 2026 2027 Actual 2022 Approved Projected Projected Projected Projected ProjectedFund/Debt Issues 2021-2027 DEBT SERVICE (in $1,000s) Bonds Principal 765$ 790$ 820$ -$ -$ -$ -$ Interest 71 48 25 - - - - Total 836$ 838$ 845$ -$-$ -$ -$ Lease Purchase Revenue Notes This debt is paid with base rentals transferred from various funds as indicated in the above debt service schedules. Principal 539$ 557$ 575$ -$ -$ -$ -$ Interest 54 37 19 - - - - 593$ 594$ 594$ -$ -$ -$ -$ Principal 264$ 274$ 283$ 293$ 303$ 314$ 325$ Interest 227 217 208 198 188 177 166 491$ 491$ 491$ 491$ 491$ 491$ 491$ Certificates of Participation Principal 1,625$ 1,670$ 1,725$ 1,780$ 1,840$ 1,900$ 1,960$ Interest 1,200 1,151 1,097 1,041 983 923 861 2,825$ 2,821$ 2,822$ 2,821$ 2,823$ 2,823$ 2,821$ Principal 810$ 825$ 845$ 865$ 885$ 905$ 930$ Interest 500 482 464 445 425 403 380 1,310$ 1,307$ 1,309$ 1,310$ 1,310$ 1,308$ 1,310$ Total 5,219$ 5,213$ 5,216$ 4,622$ 4,624$ 4,622$ 4,622$ Capital Leases Principal 139$ 146$ 153$ -$ -$ -$ -$ Interest 19 12 5 - - - - 158$ 158$ 158$ -$ -$ -$ -$ Energy Efficiency Improvement Project - Phases II and III with Suntrust Equipment Finance & Leasing Corp. Principal 721$ 780$ 843$ 910$ 970$ 482$ 245$ Interest 150 127 101 73 43 16 3 871$ 907$ 944$ 983$ 1,013$ 498$ 248$ Total 1,029$ 1,065$ 1,102$ 983$ 1,013$ 498$ 248$ Subtotal Subtotal Energy Efficiency Improvement Project - Phase I with Banc of America Leasing and Capital, LLC Broadband - Taxable Certificates of Participation - Series 2019 - final payment in 2039 2018 Lippencott Property Taxable Certificates of Participation - Series 2015 - final payment in 2035 E.R.T.L. - final payment occurs in 2023 Facility Renovation & Replacement Fund 2013A Subtotal Subtotal Subtotal Subtotal CAGID Refunding - Bonds Series 2012 - final payment occurs in 2023 Downtown Commercial District Fund Boulder Municipal Property Authority (BMPA) Fund City of Boulder 2022 Approved BudgetPage 332 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 $ 2,498,114 $ 2,500,706 $ 2,567,475 $ 2,599,362 $ 3,146,952 $ 3,667,034 $ 3,659,653 $ 4,028,404 $ 4,038,453 $4,287,208 74,943$ 75,021$ 77,024$ 77,981$ 94,409$ 110,011$ 109,790$ 120,852$ 121,154$ $128,616 Amount of Debt Applicable to Debt Margin Total bonded debt 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ 18,557$ 16,477$ Less deductions allowed by charter: Self-supporting GO bonds 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ 18,557$ 16,477$ Total Deductions 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ 18,557$ 16,477$ Debt Applied to Debt Margin -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Legal Debt Margin $74,943 $75,021 $77,024 $77,981 $94,409 $110,011 $109,790 $120,852 $121,154 $128,616 Note: The total indebtedness of the City, payable solely from the proceeds of ad valorem taxes, shall not exceed 3% of assessed value of taxable property in the municipality. Indebtedness payable in whole or in part from other revenue sources, or is subject to annual appropriations by the Boulder City Council, is not included in this limitation. (Charter of the City of Boulder, Sec. 97) Debt Limit - 3% of Total Assessed Value COMPUTATION OF LEGAL DEBT MARGIN FOR THE LAST TEN YEARS (in $1,000s) Total Assessed Value (Prior Year Assessed Value for Current Year Collections - Estimated) Debt Service City of Boulder 2022 Approved BudgetPage 333 STATE OF COLORADO ) ) COUNTY OF BOULDER ) SS: ) CITY OF BOULDER ) ORDINANCE NO. 8505 I, Elesha Johnson, City Clerk of Boulder, Colorado, do hereby certify that the attached document is a true and correct copy of Ordinance 8505, “AN ORDINANCE ADOPTING A BUDGET FOR THE CITY OF BOULDER, COLORADO, FOR FISCAL YEAR 2022 AND SETTING FORTH RELATED DETAILS”, passed and adopted by the Boulder City Council on the 19th day of October 2021. I further certify that the original is on file with the City Clerk’s Office, 1777 Broadway, Boulder, Colorado 80302. Dated this 7th day of December 2021. _________________________________ Elesha Johnson City Clerk City of Boulder 2022 Approved BudgetPage 334 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 ORDINANCE 8505 AN ORDINANCE ADOPTING A BUDGET FOR THE CITY OF BOULDER, COLORADO, FOR FISCAL YEAR 2022 AND SETTING FORTH RELATED DETAILS. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF BOULDER, COLORADO, that: Section 1. That estimated expenditures for fiscal year 2022 are as follows (excludes carryover and the General Improvement Districts): General Fund $ 164,657,129 Governmental Capital 11,986,176 .25 Cent Sales Tax Fund 9,765,397 Affordable Housing Fund 3,090,387 Airport Fund 391,350 Boulder Junction Improvement Fund 400,000 Capital Development Fund 120,870 Capital Improvement - Community, Culture, Safety Tax Fund 5,367,069 Climate Action Plan Tax Fund 2,559,236 Community Development Block Grant Fund 844,606 Community Housing Assistance Program Fund 3,365,887 Compensated Absences Fund 743,117 Computer Replacement Fund 3,241,116 Dental Self Insurance Fund 1,112,400 Equipment Replacement Fund 1,184,853 Eviction Prevention & Rental Assistance Fund 1,277,498 Facility Renovation and Replacement Fund 3,875,890 Fleet Operations and Replacement Fund 8,982,964 HOME Investment Partnership Grant Fund 1,174,519 Library Fund 1,443,103 City of Boulder 2022 Approved BudgetPage 335 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Lottery Fund 1,007,100 Medical Self-Insurance Fund 16,645,349 Open Space Fund 30,562,582 Permanent Park and Recreation Fund 2,715,526 Planning and Development Services Fund 13,277,347 Property and Casualty Insurance Fund 3,638,446 Recreation Activity Fund 10,768,314 Stormwater/Flood Management Utility Fund 17,665,375 Sugar-Sweetened Beverage Distribution Tax Fund 3,800,000 Telecommunications Fund 226,409 Transportation Fund 35,378,067 Transportation Development Fund 5,593,289 Wastewater Utility Fund 76,105,627 Water Utility Fund 81,115,462 Worker's Compensation Insurance Fund 2,376,269 TOTAL $ 526,458,729 Section 2. That the proposed budget as submitted with the expenditures as summarized above be adopted as the budget of the City of Boulder, Colorado, for the 2022 fiscal year. Section 3. This ordinance is necessary to protect the public health, safety, and welfare of the residents of the city, and covers matters of local concern. City of Boulder 2022 Approved BudgetPage 336 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 INTRODUCED, READ ON FIRST READING, AND ORDERED PUBLISHED BY TITLE ONLY this 28th day of September 2021. ______________________________ Mayor Attest: ____________________________________ City Clerk READ ON SECOND READING, PASSED AND ADOPTED, this 19th day of October 2021. ______________________________ Mayor Attest: _________________________________ City Clerk City of Boulder 2022 Approved BudgetPage 337 Adopted Budget Reconciliation The Boulder City Council deliberated the City Manager’s 2022 Recommended Budget of $462.5 million during two readings on September 28, 2021 and on October 19, 2021. The Council unanimously approved the 2022 Recommended Budget on final reading, October 19, 2021, without changes. Therefore, no budgetary items required reconciliation between the 2022 Recommended Budget and the 2022 Approved Budget. 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