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2020 Approved BudgetFISCAL YEAR2020APPROVED BUDGE T Service Excellence for an Inspired Future. 2020 Approved Budget City of Boulder 2020 Approved BudgetPage 2 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Boulder, Colorado for its annual budget for the fiscal year beginning January 1, 2019. 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. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Boulder 2020 Approved BudgetPage 3 City of Boulder 2020 Approved BudgetPage 4 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 5 Council Member Mirabai Kuk Nagle Council Member Mary D. Young Council Member Aaron Brockett Mayor Pro Tem Sam Weaver Council Member Lisa Morzel Council Member Bob Yates Mayor Suzanne Jones Council Member Cindy Carlisle City of BoulderCity Council City of Boulder 2020 Approved BudgetPage 6 City of Boulder2020 Organizational Chart Community City Council CITY MANAGER Jane Brautigam POLICY ADVISOR Carl Castillo CHIEF FINANCIAL ADVISOR Bob Eichem DIRECTOR OF OPEN SPACE & MOUNTAIN PARKS Dan Burke DIRECTOR OF COMMUNITY VITALITY/ PARKS & RECREATION Yvette Bowden DIRECTOR OF HOUSING & HUMAN SERVICES Kurt Firnhaber INTERIM POLICE CHIEF Carey Weinheimer ASSISTANT CITY MANAGER/ INTERIM DIRECTOR OF PLANNNG Chris Meschuk DEPUTY CITY MANAGER Tanya Ange INTERIM CO- DIRECTORS OF PUBLIC WORKS- TRANSPORTATION Kathleen Bracke Bill Cowern INTERIM DIRECTOR OF PUBLIC WORKS- UTILITIES Joe Taddeucci DEPUTY CITY MANAGER/ INTERIM EXECUTIVE DIRECTOR OF PUBLIC WORKS Mary Ann Weideman FIRE CHIEF Michael Calderazzo CITY CLERK Lynnette Beck DIRECTOR OF LIBRARY & ARTS David Farnan MUNICIPAL COURT ADMINISTRATOR James Cho DIRECTOR OF COMMUNICATION Patrick von Keyserling DIRECTOR OF HUMAN RESOURCES Abbie Poniatowski CHIEF FINANCIAL OFFICER Cheryl Pattelli DIRECTOR OF INNOVATION & TECHNOLOGY Julia Richman MUNICIPAL JUDGE Linda Cooke CITY ATTORNEY Tom Carr DIRECTOR OF CLIMATE INITIATIVES Steve Catanach City of Boulder 2020 Approved BudgetPage 7 City of BoulderLeadership Staff City Manager............................................................................................................................................................................................Jane S. Brautigam City Attorney....................................................................................................................................................................................................................Tom Carr Municipal Judge..............................................................................................................................................................................................Linda P. Cooke Deputy City Manager / Interim Executive Director of Public Works...........................................................Mary Ann Weideman Deputy City Manager.........................................................................................................................................................................................Tanya Ange Assistant City Manager / Interim Planning Director............................................................................................................Chris Meschuk Chief Financial Advisor....................................................................................................................................................................................Bob Eichem Chief Financial Officer.................................................................................................................................................................................Cheryl Pattelli City Clerk...............................................................................................................................................................................................................Lynnette Beck Director of Communication.................................................................................................................................................Patrick von Keyserling Director of Community Vitality / Parks & Recreation..........................................................................................................Yvette Bowden Director of Climate Initiatives...........................................................................................................................................................Steve Catanach Fire Chief..................................................................................................................................................................................................Michael Calderazzo Director of Human Resources....................................................................................................................................................Abbie Poniatowski Director of Housing & Human Services.........................................................................................................................................Kurt Firnhaber Director of Innovation & Technology..................................................................................................................................................Julia Richman Director of Library & Arts............................................................................................................................................................................David Farnan Municipal Court Administrator.....................................................................................................................................................................James Cho Director of Open Space & Mountain Parks..........................................................................................................................................Dan Burke Interim Police Chief..............................................................................................................................................................................Carey Weinheimer Interim Co-Directors of Public Works for Transportation...............................................................Kathleen Bracke & Bill Cowern Interim Director of Public Works for Utilities...............................................................................................................................Joe Taddeucci City of Boulder 2020 Approved BudgetPage 8 City of BoulderBudget Staff Central Budget Staff Executive Budget Officer……………………........................................................................………………………...........................………… Kady Doelling Senior Budget Analyst…………….......................................................................................………………………......................…………………Gina Coluzzi Senior Budget Analyst…………………............................................................………………......................….........................……………..Sam McQueen Budget Analyst………………………..........................……………................................………..........................…….............................…………Rachel Deckert Budget Analyst……………………...........................……………................................………..........................…..............................……………….Phillip Pappas Budget/Accounting Financial Analyst.................................................................................................................................Pierre Tremblay Department Analysts City Attorney’s Office………………………............................……………........................................................................……………….Heather Hayward City Clerk’s Office/City Council……………....................................................…………......................................……………………...Dianne Marshall City Manager’s Office……………………............................…………….....................……….................. ....................Ann Large & Amy McMahon Communication..………………………….........................……………………..................................................................................……………………Karl Watkins Community Vitality……………………….........................……………...….....................................................……..........Elliott Labonte & Mark Woulf Climate Initiatives...................................................………….............................................................................................………………………..Heidi Joyce Fire-Rescue…………….......................................…………………………………….......................................................................………………..Devin Billingsley Human Resources…………………..................................………………………....................................…..............................…………………….Mike Giansanti Housing & Human Services…………...……………......................................................................................................……..Tip-arpar Karasudhi Innovation & Technology…………...……..……………...................................................................................................……………………………Beth Lemur Library & Arts.........................................................................................................................................................................................Pierre Tremblay Municipal Court……………………………………….........................................................................................…….......................………………………….Jean Grill Open Space & Mountain Parks…………...…………..................................................................................Lauren Kilcoyne & Cole Moffatt Parks & Recreation…………...……………………….........................................................................................Jackson Hite & Stacie Hoffmann Police……………………………………………….............................….................................………….............……............................................………Bridget Pankow Public Works - Support Services....................................…................................................................................…………………………….Maria Diaz Public Works - Transportation / Public Works - Development / Planning...........………............………………….Graham Clark Public Works - Utilities…………...………………..........................……...........................................................................Ken Baird & Justin Greene City of Boulder 2020 Approved BudgetPage 9 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 10 Table of Contents 1 | CITY MANAGER’S MESSAGE……………............................................................………………………...........................…..……15 • 2020 Budget Changes by Type and by Department.............................................................................................................…………19 2 | CITYWIDE CONTEXT……………...............………........................................................................................................…...……25 • About Boulder..................................................………...................…….…………...........................……….........................................................................26 • Budget Philosophy & Process.................………...................…….…………..................................................................................................……..30 • Strategic & Long-Term Planning............………...................…….…………...................................................................................................……..35 3 | SOURCES & USES……………........………....................................................................................………...........................…….37 • Citywide Summary of Sources & Uses..................…........................................................................................………............................…38 • Citywide Sources (Revenues)..........................…...........…..........................................................................................…...........................….….43 • Citywide Uses (Expenditures).................................…………......................................................................................................................….….53 4 | DEPARTMENT OVERVIEWS…………..............................…….........................................................…...........................…….59 • City Attorney’s Office...................................................…………….……...............................................................................................................…...61 • City Clerk’s Office...........................................................…………….…………..............................................................................................................65 • City Council.......................................................................…………….…………..........................................................................................................…....67 • City Manager’s Office...................................................…………….…………........................................................................................................…..69 • Climate Intiatives.....................................................…………….…………...............................................................................................................…....73 • Communication...............................................................…………….…………........................................................................................................…....77 • Community Vitality......................................................…………….………….........................................................................................................……..81 • Finance...............................................................................…………….……….............................................................................................................……..85 • Fire-Rescue.......................................................................…………….………...…..........................................................................................................…89 • General Governance....................................................…………….…………....................................................................................................……….93 • Housing & Human Services............................................…………….…………...............................................................................................…….95 • Human Resources..........................................................…………….………….......................................................................................................…...101 • Innovation & Technology............................................…………….………….............................................................................................................105 • Library & Arts................................................…………….…………....................................................................................................................................111 • Municipal Court............................................…………….………….................................................................................................................................115 • Open Space & Mountain Parks.......................…….………...............................................................................................….............................119 • Parks & Recreation......................................…………….…………...............................................................................................................................123 • Planning..............................................................…………….………….............................................................................................................................…127 • Police.................................................................…………….…………....................................................................................................................................131 • Public Works..................................................…………….…………..................................................................................................................................135 5 | CAPITAL IMPROVEMENT PROGRAM............…………….…....…...............................................................................……143 • Introduction.................................................…………….....…….......................................................................................................................................147 • Funding Summaries........................................................….....……........................................................................................................................153 • Capital Project Overviews...........................................….....……....................................................................................................................….161 • CEAP (Community & Environmental Assessment Process)................................................................................................….217 6 | FUND FINANCIALS………………....................…………….......................................................................................................219 • General Fund..................................................................…………….………….........................................................................................................…...220 • Governmental Capital Fund (tied to General Fund).……...........................................................................................................…..222 • .25 Cent Sales Tax Fund..............................................…………….…..............................................................................………..........................…223 • Affordable Housing Fund...........................................……………..............................................................................…………..........................….224 • Airport Fund..................................................................…………….…….................................................................................…….........................…….225 • Boulder Junction Access GID - Parking Fund......……….....................................................................…….………….........................….226 • Boulder Junction Access GID - TDM Fund..............……….....................................................................…….………….........................…227 • Boulder Junction Improvement Fund.....................………….......................................................................….……...............................…..228 • Boulder Municipal Property Authority Fund.......................................................................................................................................229 City of Boulder 2020 Approved BudgetPage 11 Table of Contents • Capital Development Fund.........................................……………............................................................................……...............................…..230 • Capital Improvement - Community, Culture, Safety Tax Fund............................................................................................….231 • Climate Action Plan Fund............................................…………….……............................................................................................................….232 • Community Development Block Grant Fund.......…………….…….....................................................................................................….233 • Community Housing Assistance Program Fund...........…….……..................................................................................................…234 • Compensated Absences Fund....................................…………....................................................................................................................235 • Computer Replacement Fund....................................…...........................................................................................................................….236 • Downtown Commercial District Fund......................…………...............................................................................................................….238 • Equipment Replacement Fund...................................…………….……........................................................................................................….240 • Facility Renovation & Replacement Fund..............…………....................................................................................................................241 • Fleet Operations & Replacement Fund...................…....................................................................................................................……..242 • HOME Investment Partnership Grant Fund...........…………...........................................................................................................…….243 • Library Fund.....................................................................…………….……................................................................................................................…..244 • Lottery Fund...................................................................…………….……................................................................................................................……245 • Open Space Fund...........................................................…………….…….............................................................................................................….246 • Permanent Park & Recreation Fund.......................…….........................................................................................................................…247 • Planning & Development Services Fund................……………............................................................................................................…248 • Property & Casualty Insurance Fund.....................…………….…...........................................................................................................….249 • Recreation Activity Fund.............................................…………….……...........................................................................................................……250 • Stormwater/Flood Management Utility Fund....…………...…….......................................................................................................…..252 • Sugar-Sweetened Beverage Distribution Tax Fund......….……..................................................................................................….254 • Telecommunications Fund...........................................…………….…..............................................................................…...........................….255 • Transit Pass GID (Forest Glen) Fund......................................................................................................................…............................….256 • Transportation Fund.....................................................…………….....…..............................................................................…............................…258 • Transportation Development Fund..........................…………….............................................................................……...........................….260 • University Hill Commercial District Fund................………......................................................................…....….……...........................….261 • Wastewater Utility Fund.............................................…………....….................................................................................…….............................262 • Water Utility Fund..........................................................…………....…..............................................................................……............................……264 • Workers’ Compensation Insurance Fund..............…………..................................................................….....……...........................….….266 7 | APPENDIX………………..............................................................................................................…....….............................…...267 • Budget Terms.................................................…………….....................................................................................................…….............................….268 • Fund Definitions............................................……………....................................................................................................…….............................…..271 • Codified Fees, Rates, & Charges......................................................................................................…………….....……............................….275 • Budget Policies..............................................................................................................................................…………….....……............................….286 • Debt Service...................................................….................................................................................................………….....……............................….295 • Budget Appropriation Ordinance....….................................................................................................………….....……............................….301 City of Boulder 2020 Approved BudgetPage 12 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 13 How to Use This Document The City of Boulder’s 2020 Approved Budget contains a detailed description of how the city plans to invest available resources into city operations in 2020. The 2020 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 2020 Approved Budget. The transmittal letter includes a comprehensive list of 2020 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 2020 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, 2019 accomplishments, and 2020 key initiatives for each of the city’s individual departments. It includes details on significant changes between the 2019 and 2020 operating budgets, as well as the detailed program budget for each department. 5 | Capital Improvement Program The City of Boulder’s 2020-2025 Capital Improvement Program (CIP) contains information on how the city plans to invest available resources into key infrastructure and facilities between 2020 and 2025. The 2020-2025 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 38 funds, for 2018 actual, 2019 revised, 2020 Approved, and 2021-2025 projected amounts. 7 | Appendix The Appendix section contains supplemental information to the 2020 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 2020 to 2025, provides a combined schedule of long-term debt, and provides computation of the legal debt margin for the last 10 years; and • Budget Appropriation Ordinance. City of Boulder 2020 Approved BudgetPage 14 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 15 City Manager’s Message Dear City Council Members and Boulder Community, The 2020 Approved Budget aligns resources with council and community priorities and is guided by the Boulder Valley Comprehensive Plan and the Community Sustainability + Resilience Framework. In addition, over the past several years, the city focused on recognizing the importance of the essential services we provide, identifying opportunities for collaboration across the organization and within the community, and reducing risks - including risks that could result in physical (to persons or property) or financial harm. The Approved Budget is also informed by department master/strategic plans and resident feedback from surveys, online engagement tools, open houses, and public meetings conducted throughout the year. I am pleased to present the City Manager’s 2020 Approved Budget for review and consideration. The total Approved Budget is $369.7 million, which is a 4.6% increase over 2019 (excluding transfers/internal service funds). The 2020 Approved Budget balances ongoing expenses with ongoing revenues and limits new expenses. It also revisits and executes past recommendations that create efficiencies and eliminate redundancies across departments. The operating budget of $288.9 million represents a modest 2.3% increase compared to 2019. This operating budget includes important, strategic investments in the community and essential services, outlined in more detail below. These important investments are, in part, possible through structural efficiencies and reallocations. The Capital Improvement Program (CIP) is a six-year plan to maintain and improve the city’s infrastructure. In the 2020-2025 CIP, $85.6 million is budgeted for 2020, and approximately $564.9 million is budgeted for project allocations for years 2020-2025, including internal service funds. The 2020 CIP is lower than anticipated at this time last year based on timing of large utility projects that are now planned for in 2022. Therefore, the CIP is relatively in line with the 2019 CIP ($70.6 million). Approximately 84% of the six-year CIP is allocated to repair, rehabilitation and enhancements for existing public facilities. $- $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 2019 2020 2021 2022 2023 2024 2025 2019-2025 Funding by Project Type New Facility/Infrastructure Land Acquisition Capital Planning Studies Capital Maintenance Capital Enhancement City of Boulder 2020 Approved BudgetPage 16 City Manager’s Message These capital investments are prioritized, and funds are set aside over time, to directly cover the costs of planned projects. Capital spending changes based on maintenance schedules, needed upgrades, and timing of new projects. These spending variances impact the total city budget in any given year. For these reasons, the operating budget often better depicts year-to-year trends. The 2020 Approved Budget for the General Fund increased 2.1%, or $3.3 million, more than the 2019 budget and includes key ongoing investments in: • Shifting cultural grants for large organizations from a pilot to ongoing • Piloting electronic signatures and petitioning software • Continuing and increasing the Living Wage • Adding new critical positions including: »Expanding Language Access »Data Scientist (primary focus on Police data) »Cyber Security Administration • Continuing homeless encampment response • Shifting some fixed-term positions to ongoing recognizing the ongoing need. Financial Context This budget addresses community needs and priorities within the context of current and projected city revenues. There are reasons to proceed cautiously. Economists are predicting a softening economy over the next 18 months to two years. Retail sales tax, which is three-fourths of total Sales and Use Tax revenue, grew at 3.1% through August over this time last year. The 2020 Approved Budget projects retail sales tax will continue to grow, at a slower rate, and assumes a 2.1% increase above the 2019 end-of year projection of 1.9% growth over 2018. Through August 2019, use tax revenues are down over 2018. Most notably, construction use tax is down 9.1% and business use tax is down 6.4%. It is important to remember that use tax is volatile and therefore we budget conservatively and assume only a base amount for use tax. Local governments often seek to diversify their revenue sources to meet several public policy goals including revenue stability. Revenue stability is important as local government budgets, including the City of Boulder’s General Fund budget, are largely dedicated to funding ongoing essential service needs. For 2020, the city’s portion of property tax is estimated to increase approximately 10.5% or $4.5 million citywide ($3.4 million in the General Fund). This increase in property tax revenue will help compensate for the slower growth in sales and use tax revenue. Boulder’s diverse tax structure is designed to accommodate shifts in revenue growth to continue the delivery of essential services. While Boulder’s financial foundation remains strong, the city faces several challenges that the Approved Budget seeks to address. The primary challenge is Boulder’s limited ability to accommodate increased costs and remain balanced with projected revenues. The second challenge is the rising cost of labor. The Boulder Metropolitan Statistical Area (MSA) is experiencing historically low unemployment rates resulting in a competitive job market and a workforce shortage that makes it difficult to hire and retain employees. Boulder’s unemployment level of 2.4% in August 2019, compared to 3.0% in August 2018, is stable and lower than the state unemployment rate of 2.8%. These challenges are not Boulder’s alone – cities across the nation are experiencing similar challenges of cost pressures and slowing growth of some local tax revenues. City of Boulder 2020 Approved BudgetPage 17 City Manager’s Message Boulder’s conservative fiscal approach and its philosophy of “taking care of what we have” first has the community well-prepared to meet the fiscal needs of 2020. The Approved Budget addresses essential services and key council priorities while focusing on citywide benefit, risk mitigation, and good governance to ensure Boulder remains a fiscally sustainable community. 2020 Approved Budget Highlights The 2020 Approved Budget continues the goal of increasing General Fund reserves to 19.5% of ongoing expenditures and includes funding for the following key initiatives as identified by City Council: • Electronic Signatures and Petitioning - Measure 2G authorized the council to allow for on-line signing or endorsement of initiative petitions. This project aims to identify the requirements needed in order to achieve the goals of this measure, which the electors voted in favor of on Nov 6, 2018, and to implement an appropriate solution that meets those requirements. • Library Master Plan - The 2020 budget continues to invest in priorities outlined in the Library’s Master Plan and expands funding into the Meet Community Demand Level by adding a new Bilingual Youth Services Specialist, a new Volunteer Services Specialist, George Reynolds Branch Library Collection and Public Space Reconfiguration as well as planned investment in the North Boulder (NoBo) Library operating expenses, beginning in 2021. Additionally, City Council committed $700,000 toward the anticipated North Boulder Library construction budget shortfall. • Transportation Essential Services - Safety and providing essential services are the highest priority within the city’s Transportation Master Plan (TMP). Transportation-related essential services such as snow and ice removal, pothole filling, and street repair as well as median maintenance provide travel safety, multi-modal access, and protect the investment in our existing infrastructure. This investment focuses on ensuring adequate funding to provide these services that the community and City Council expect to occur on the city’s multi-modal transportation corridors and infrastructure. Over $1.4 million dollars will be added to the 2020 budget. • Tribal Consultation - The City of Boulder was deeply appreciative of the opportunity to listen to and learn from 14 American Indian Tribes who participated in a government-to-government consultation with the city in 2019. Based on that effort, the team agreed to hold future consultations in 2020 and beyond to continue the work to update four Memorandum of Understanding agreements from the late 1990s and the early 2000s. The goal of future consultations is to update existing and outdated agreements and rebuild relationships with the people who are indigenous to the Boulder region. • Housing Opportunities for People Experiencing Homelessness (Housing Voucher Program) - This funding includes direct voucher financial assistance and case management support for permanent supportive housing units and an allocation for rapid-re-housing for navigation clients. This funding is part of an overall coordinated housing response from the Homeless Solutions for Boulder County (HSBC) Executive Board and is aligned with the goal of providing 200+ permanent supportive housing (PSH) resources in Boulder County as well as the adoption of the Homeless Solutions for Boulder County Year One Recommendations, as approved by City Council on March 19, 2019. • Prairie Dog Working Group Recommendation Implementation - In 2019, the Open Space Board of Trustees and City Council made recommendations around increased support for prairie dog management and soil health upon review of Prairie Dog Working Group recommendations. Through budget reallocation, Open Space & Mountain Parks (OSMP) will dedicate $200 thousand annually for the next three years in non- personnel budget towards these efforts. Additional CIP funding will be determined annually ($381 thousand in 2020, captured in the 2020 CIP budget request for OSMP). Also in 2019, the General Fund began funding two employees managed by OSMP to support this program, with the funding source to be reassessed in 2020. City of Boulder 2020 Approved BudgetPage 18 City Manager’s Message 2020 Approved Budget Highlights, Continued • Language Access Specialist - A language access specialist will support the city’s efforts to identify and implement best practices to support inclusive and meaningful communication and engagement. Specifically, the individual will spearhead the creation of a language access plan, which will chart short-, mid- and long-term goals and strategies for when and how the city will offer Spanish translation and interpretation services. In addition to overseeing the plan creation, this bilingual colleague will provide strategic counsel related to language access, vet outside translators and interpreters, and back-translate city documents to ensure consistency and quality. • Living Wage - Council opted in 2003 to adopt Resolution 926 that directed the city manager to recommend annual budget appropriations necessary to pay its standard, full-time employees no less than 120% of the federal poverty guidelines. In 2015, the methodology was updated to reflect the Colorado Self Sufficiency Scale (SSS), a better predictor of regional living costs. Council agreed with the staff recommendation to make appropriate future adjustments in the context of updates to the SSS, salary and market data, and as budget resources and priorities allow. The 2020 budget increases the minimum living wage to $17.42/hour. • Cyber Security - This position will be supporting the cyber security program, as well as supporting server administration tasks with a security or resilience component as identified in the Innovation & Technology department’s strategic assessment. This includes supporting the identity management system (Active Directory), digital communication systems (Office 365), network firewalls, and enterprise security tools. This position will also provide support when auditing the credit card processing systems (point of sale computers, payment processing websites, and black box card readers) for compliance. • Cultural Grants Large Organizations Support - This funding will respond to the recommendations of City Council and the Arts Commission to make the one-time increase to grant funding, targeted to facilities- based cultural organizations, an ongoing grant category. There are many expected positive outcomes described in the Community Cultural Plan. However, the primary impact will be in contribution to closing the gap of inadequate government grant funding to the city’s largest cultural destinations. A full list of 2020 budget changes can be found in the succeeding pages. Conclusion City departments worked collaboratively on the 2020 Budget that reflects Boulder’s vision for a sustainable future. As a result, the 2020 Approved Budget represents a conservative spending plan that supports council priorities and essential services while aligning expenditures with projected revenues to ensure the city is able to meet future community needs. Respectfully submitted, Jane S. Brautigam City Manager City of Boulder 2020 Approved BudgetPage 19 2020 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE New/Enhanced Program 4,286,470$ 4.00 3,933,962$ 12.50 City Attorney’s Office Assistant City Attorney for Marijuana Board and Enforcement 4,500 - 146,500 1.00 City Clerk Electronic Signatures and Petitioning Software 400,000 - 40,000 - Citywide Old Hire Police and Fire Pension Minimum Annual Payment Increase - - 37,946 - Suspend Compensated Absences Transfer for One Year (900,000) - - - Climate Initiatives Energy Impact Offset (EIO) Program Implementation - - 400,000 - Communication Digital Content Specialist 92,000 1.00 - - Language Access Specialist 142,200 1.00 - - Community Vitality Pay Station Replacement Project (General Fund Portion Only, total $1.225M)225,000 - - - Finance Americans with Disabilities Act (ADA) – Self-Evaluation and Transition Plan 125,000 - - - Citywide Amazon Prime Subscription - - 4,000 - License Specialist to Support Marijuana Advisory/Licensing Board 2,400 86,824 1.00 Purchasing Card Data Analysis - - 5,000 - Revenue Software System Replacement Final Implementation (total $1.1M)185,000 - - - Risk Management Specialist 800 - 81,174 - Samba Safety Driver License Monitoring - - 36,000 - General Governance Big Ideas 2020 25,000 - - - Reduce City Manager Contingency for One Year (200,000) - - - Tribal Consultation - - 75,000 - Housing & Human Services Community Relations/Human Rights Specialist (from 0.75 FTE to 1.0 FTE)- - 21,854 0.25 Housing Opportunities for People Experiencing Homelessness (Housing Voucher Program)- - 558,687 - Human Resources Classification & Compensation Phase I (total cost TBD)- - 350,000 - Human Resources Information System (HRIS) Phase I 250,000 - - Innovation & Technology Broadband and Network Connectivity 125,000 - 90,000 - Centralized Data System 250,000 - - - Council Chambers Technology 118,285 - 23,657 - Data Scientist (primarily for Police data)- - 107,202 1.00 Enterprise Constituent Relationship Management (CRM)300,000 - - - Security Systems Administrator I - - 107,202 1.00 Library & Arts Bilingual Youth Services Specialist - - 57,000 1.00 Creative Neighborhoods Program Launch - - 15,000 - George Reynolds Branch Library Collection and Public Space Reconfiguration 100,000 - - - North Boulder Branch Library Manager Regrade - - 20,800 - North Boulder Branch Construction Cost Escalation 700,000 - - - Shift Cultural Grants for Large Organizations from One-Time to Ongoing - - 250,000 - Volunteer Services Specialist (from 0.50 FTE to 1.0 FTE)- - 28,400 0.50 Open Space & Mountain Parks Prairie Dog Working Group Recommendation Implementation - - 200,000 - Parks & Recreation Seasonal Lifeguards Conversion to Standard Employees - - - 3.25 Surface Go Tablets 10,000 - 5,214 - Police Bomb Truck Replacement 360,000 - 24,000 - Public Works Alpine-Balsam Pavilion Design (total $2M over two years)1,107,742 - - - Fuel Management Software Consolidation 57,122 - 2,002 - GIS Technician 66,421 1.00 - - Transportation Safety Initiatives 700,000 - - - Radio System Program Manager 40,000 - 178,500 1.00 Three Year Fixed-Term Facility Coordinator III - 1.00 - - Transportation Planner (from 0.50 FTE to 1.0 FTE)- - 40,000 0.50 Transportation Planner I – Transit Planner - - 120,000 1.00 Vision Zero Transportation Engineer - - 130,000 1.00 Windy Gap Source Water Payment - - 692,000 - City of Boulder 2020 Approved BudgetPage 20 2020 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Continuation of One-Time Program 1,811,657$ 12.00 215,599$ 2.00 Communication Communication Specialist II - Climate Initiatives 79,720 1.00 - - Community Newsletter & 1.0 FTE 112,500 - 79,531 1.00 Finance Extend Collections Agent 76,274 1.00 - - Housing & Human Services Lease of 2691 30th Street (from Homelessness Reserve)101,975 - - - Severe Weather Shelter (from Homelessness Reserve)184,000 - - - Severe Weather Shelter Capital Improvement (from Homelessness Reserve)300,000 - - - Innovation & Technology Innovation and Analytics Manager (Conversion to Ongoing)- - 136,068 1.00 Planning Extension of Administrative Specialist 69,750 1.00 - - Extension of Comprehensive Planner 87,500 1.00 - - Extension of Land Use Code Planner 75,400 1.00 - - Extension of Landscape Plans Reviewer 92,150 1.00 - - Public Works Extension of Civil Engineer 95,440 1.00 - - Extension of Project Specialist 107,710 1.00 - - Extension of Records and Research Planning Technician 68,500 1.00 - - Extension of the Energy Code Coordinator 124,000 1.00 - - Extension of GIS Technician 136,738 2.00 - - Civic Area Access Parking Management for City Employees 100,000 - - - Cost Escalation of Existing Service 25,000$ - 2,033,524$ 1.00 City Attorney’s Office Legal Consultant Funds - - 50,000 - City Clerk Agenda Management Software - - 2,500 - City Manager's Office Growing up Boulder Partnership - - 12,444 - Citywide Old Hire Police and Fire Pension Plan Bi-Annual 2% Increase - - 51,992 - Climate Initiatives Community Engagement for Resilience/Better Together - - 7,500 - Community Vitality EcoPass Program within University Hill District - - 39,770 - Finance Mail Room - Courier Funding - - 18,900 - Munis Training and Additional Modules for Version 2019 10,000 - - - Employee Training and Dues - - 10,000 - Tax Audit Services - - 13,000 - General Governance Office of Emergency Management (moved from Fire Department)- - 75,000 - Citywide Memberships - - 5,792 - Housing & Human Services Case Management System User Licenses - - 25,000 - Innovation & Technology GIS Mapping 15,000 - - - Parks & Recreation Recreation Activity Fund - Increase to Health and Wellness Transfer - - 15,857 - Park Operations & Maintenance - - 34,181 - EXPAND Program Subsidy (due to loss of Medicaid Funding)- - 60,000 - Police Code Enforcement Abatements - - 20,000 - Negotiator Vehicle Replacement/SWAT Command Post Replacement Funding - - 34,000 - Peace Officer Standards Training (POST)- - 128,000 - Ongoing Technology at Public Safety Building - - 9,588 - Public Works Acetic Acid for the Water Resource Recovery Facility - - 100,000 - Encampment Response Program - - 230,000 1.00 Stormwater Collection System Maintenance - - 490,000 - Essential Services – Pavement Management, Potholes, Medians, Snow Removal - - 600,000 - City of Boulder 2020 Approved BudgetPage 21 2020 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Attorney’s Office 4,500$ - 196,500$ 1.00 New/Enhanced Program Assistant City Attorney for Marijuana Board and Enforcement 4,500 - 146,500 1.00 Cost Escalation of Existing Service Legal Consultant Funds - - 50,000 - City Clerk 400,000$ - 42,500$ - New/Enhanced Program Electronic Signatures and Petitioning Software 400,000 - 40,000 - Cost Escalation of Existing Service Agenda Management Software - - 2,500 - City Manager's Office -$ - 12,444$ - Cost Escalation of Existing Service Growing up Boulder Partnership - - 12,444 - Citywide (900,000)$ - 89,938$ - New/Enhanced Program Old Hire Police and Fire Pension Minimum Annual Payment Increase - - 37,946 - Suspend Compensated Absences Transfer for One Year (900,000) - - - Cost Escalation of Existing Service Old Hire Police and Fire Pension Plan Bi-Annual 2% Increase - - 51,992 - Climate Initiatives -$ - 407,500$ - New/Enhanced Program Energy Impact Offset (EIO) Program Implementation - - 400,000 - Cost Escalation of Existing Service Community Engagement for Resilience/Better Together - - 7,500 - Communication 426,420$ 3.00 79,531$ 1.00 New/Enhanced Program Digital Content Specialist 92,000 1.00 - - Language Access Specialist 142,200 1.00 - - Continuation of One-Time Programs Communication Specialist II - Climate Initiatives 79,720 1.00 - - Community Newsletter & 1.0 FTE 112,500 - 79,531 1.00 Community Vitality 225,000$ - 39,770$ - New/Enhanced Program Pay Station Replacement Project (General Fund Portion Only, total $1.225M)225,000 - - - Cost Escalation of Existing Service EcoPass Program within University Hill District - - 39,770 - Finance 399,474$ 1.00 254,898$ 1.00 New/Enhanced Program Citywide Amazon Prime Subscription - - 4,000 - License Specialist to Support Marijuana Advisory/Licensing Board 2,400 - 86,824 1.00 Samba Safety Driver License Monitoring - - 36,000 - Revenue Software System Replacement Final Implementation (total $1.1M)185,000 - - - Americans with Disabilities Act (ADA) – Self-Evaluation and Transition Plan 125,000 - - - Purchasing Card Data Analysis - - 5,000 - Risk Management Specialist 800 - 81,174 - Continuation of One-Time Program Extension of Collections Agent 76,274 1.00 - - Cost Escalation of Existing Service Mail Room - Courier Funding - - 18,900 - Munis Training and Additional Modules for Version 2019 10,000 - - - Employee Training and Dues - - 10,000 - Tax Audit Services - - 13,000 - City of Boulder 2020 Approved BudgetPage 22 2020 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE General Governance (175,000)$ - 155,792$ - New/Enhanced Program Big Ideas 2020 25,000 - - - Reduce City Manager Contingency for One Year (200,000) - - - Tribal Consultation - - 75,000 - Cost Escalation of Existing Service Office of Emergency Management (moved from Fire Department)- - 75,000 - Citywide Memberships - - 5,792 - Housing & Human Services 585,975$ - 605,541$ 0.25 New/Enhanced Program Housing Opportunities for People Experiencing Homelessness (Voucher Program)- - 558,687 - Community Relations/Human Rights Specialist (from 0.75 FTE to 1.0 FTE)- - 21,854 0.25 Continuation of One-Time Program Lease of 2691 30th Street (from Homelessness Reserve)101,975 - - - Severe Weather Shelter (from Homelessness Reserve)184,000 - - - Severe Weather Shelter Capital Improvement (from Homelessness Reserve)300,000 - - - Cost Escalation of Existing Service Case Management System User Licenses - - 25,000 - Human Resources 250,000$ - 350,000$ - New/Enhanced Program Classification & Compensation Phase I (total cost TBD)- - 350,000 - Human Resources Information System (HRIS) Phase I 250,000 - - - Innovation & Technology 808,285$ - 464,129$ 3.00 New/Enhanced Program Data Scientist (primarily for Police data)- - 107,202 1.00 Security Systems Administrator I - - 107,202 1.00 Broadband and Network Connectivity 125,000 - 90,000 - Council Chambers Technology 118,285 - 23,657 - Enterprise Constituent Relationship Management (CRM)300,000 - - - Unified System for Reporting and Data Analysis 250,000 - - - Continuation of One-Time Program Innovation and Analytics Manager (Conversion to Ongoing)- - 136,068 1.00 Cost Escalation of Existing Service GIS Mapping 15,000 - - - Library & Arts 800,000$ - 371,200$ 1.50 New/Enhanced Program George Reynolds Branch Library Collection and Public Space Reconfiguration 100,000 - - - North Boulder Branch Library Manager Regrade - - 20,800 - Bilingual Youth Services Specialist - - 57,000 1.00 Volunteer Services Specialist (from 0.50 FTE to 1.0 FTE)- - 28,400 0.50 North Boulder Branch Construction Cost Escalation 700,000 - - - Creative Neighborhoods Program Launch - - 15,000 - Shift Cultural Grants for Large Organizations from One-Time to Ongoing - - 250,000 - Open Space & Mountain Parks -$ - 200,000$ - New/Enhanced Program Prairie Dog Working Group Recommendation Implementation - - 200,000 - Parks & Recreation 10,000$ - 115,252$ 3.25 New/Enhanced Program Surface Go Tablets 10,000 - 5,214 - Seasonal Lifeguards Conversion to Standard Employees - - - 3.25 Cost Escalation of Existing Service EXPAND Program Subsidy (due to loss of Medicaid Funding)- - 60,000 - Recreation Activity Fund - Increase to Health and Wellness Transfer - - 15,857 - Park Operations & Maintenance - - 34,181 - City of Boulder 2020 Approved BudgetPage 23 2020 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Police 360,000$ - 215,588$ - New/Enhanced Program Bomb Truck Replacement 360,000 - 24,000 - Cost Escalation of Existing Service Code Enforcement Abatements - - 20,000 - Negotiator Vehicle Replacement/SWAT Command Post Replacement Funding - - 34,000 - Peace Officer Standards Training (POST)- - 128,000 - Ongoing Technology at Public Safety Building - - 9,588 - Planning 324,800$ 4.00 -$ - Continuation of One-Time Program Extension of Administrative Specialist 69,750 1.00 - - Extension of Comprehensive Planner 87,500 1.00 - - Extension of Land Use Code Planner 75,400 1.00 - - Extension of Landscape Plans Reviewer 92,150 1.00 - - Public Works 2,603,673$ 8.00 2,582,502$ 4.50 New/Enhanced Program GIS Technician 66,421 1.00 - - Alpine-Balsam Pavilion Design (total $2M over two years)1,107,742 - - - Transportation Safety Initiatives 700,000 - - - Radio System Program Manager 40,000 - 178,500 1.00 Three Year Fixed-Term Facility Coordinator III (reallocation from Temporary Salaries)- 1.00 - - Fuel Management Software Consolidation 57,122 - 2,002 - Transportation Planner I – Transit Planner - - 120,000 1.00 Vision Zero Transportation Engineer - - 130,000 1.00 Transportation Planner (from 0.5 FTE to 1.0 FTE)- - 40,000 0.50 Windy Gap Source Water Payment - - 692,000 - Continuation of One-Time Program Extension of Civil Engineer 95,440 1.00 - - Extension of Project Specialist 107,710 1.00 - - Extension of Records and Research Planning Technician 68,500 1.00 - - Extension of the Energy Code Coordinator 124,000 1.00 - - Extension of GIS Technician 136,738 2.00 - - Civic Area Access Parking Management for City Employees 100,000 - - - Cost Escalation of Existing Service Essential Services – Pavement Management, Potholes, Medians, Snow Removal - - 600,000 - Encampment Response Program - - 230,000 1.00 Acetic Acid for the Water Resource Recovery Facility - - 100,000 - Stormwater Collection System Maintenance - - 490,000 - City of Boulder 2020 Approved BudgetPage 24 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 25 Citywide Context About Boulder..............................................................................................................................................26 • History of Boulder & City Government...............................................................................................................26 • Boulder Government Today........................................................................................................................................28 • What Makes Boulder, Boulder?................................................................................................................................28 Budget Philosophy & Process................................................................................................................30 • Budget Philosophy.............................................................................................................................................................30 • Budget Basis..........................................................................................................................................................................31 • Budget Process....................................................................................................................................................................31 • Schedule of Budget Process by Month..............................................................................................................32 • Budget Amendments......................................................................................................................................................33 • Fund Accounting.................................................................................................................................................................33 Strategic & Long-Term Planning............................................................................................................35 • Strategic Planning.............................................................................................................................................................35 • Long-Term Financial Planning....................................................................................................................................35 City of Boulder 2020 Approved BudgetPage 26 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 1861 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 miners equipment, housing, transportation, and gambling/drinking establishments. 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, east 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 as 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 2020 Approved BudgetPage 27 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 December 30 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 toprotect 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% 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 global warming. In 2011, voters approved ballot initiatives to authorize and fund exploration of the potential creation of a municipal electric utility. 2000s City of Boulder 2020 Approved BudgetPage 28 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 the 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. The area’s unemployment rate trends lower than the state and national rates and local real estate values remained relatively stable during most of the national housing market downturn. 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 2020 Approved BudgetPage 29 About Boulder The city has received numerous and varied awards including, but not limited to: Best Small Cities in the U.S. (National Geographic Traveler 2018), Beer City to Watch (Food & Wine 2018), Top Tech Towns (Comp TIA 2018), Happiest Cities in the U.S. for Software Engineers (No. 1) (Codementor 2018), Top Destinations on the Rise (Expedia 2018), America’s Most Artistic Towns (Expedia 2018), Most Underrated Cities in America (Jetsetter 2018), Top 13 Cycling Cities in the U.S. (Travel Channel 2018), The Happiest City in the U.S. (National Geographic 2017), #1 - Top 10 Fittest Cities in the U.S. (Self 2017), #1 - 2017 Bloomberg Brain Concentration Index (Bloomberg 2017), Most Breweries Per Capita (Datafiniti 2017), and 12 Most Dog-Friendly Towns in the West (Sunset 2017). Demographic Characteristics Population 108,707 (1) Median Age 28.5 (2) Median Education 73% with Bachelor's degree or +(2) Median Family Income $113,391 (2) Median Household Income $70,158 (1) Per Capita Income $40,037 (2) Median Sales Price - Detatched Home $860,000 (1) Median Rent $1,313 (2) % of Population in Poverty 22.0%(2) Unemployment Rate 2.7%(3) (1) City of Boulder Community Profile (2) American Community Survey (3) Bureau of Labor Statistics (May 2017) City of Boulder 2020 Approved BudgetPage 30 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 hopes that this new, innovative approach to budgeting will replace former tools and allow for better performance metrics, higher level 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 a majority 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. Between September 2018 and July 2019, the city and the selected consultant inventoried and compiled data on services and programs, and developed key performance indicators to help inform how the city allocates resources to contribute to community resilience. Deliverables include: • Functional set of key performance indicators/measures or evaluation criteria for use in budget decision making and service delivery optimization that considers the city’s Sustainability + Resilience Framework objectives - summarized in a short public facing document; City of Boulder 2020 Approved BudgetPage 31 Budget Philosophy & Process • Documented process/guidebook for developing key performance indicators/measures so that the process can be replicable for other cities and the city of Boulder’s other services/programs/funds; • Recommended approach(es) to using performance indicators/measures to prioritize funding decisions or make service delivery choices; and • Recommended approach(es) to monitoring near-term effectiveness of key performance indicators/ measures or evaluation criteria. Budgeting for Community Reslience Example 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 2020 Approved BudgetPage 32 Budget Philosophy & Process The City of Boulder Charter establishes the budget process timeline. The 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 Recommended 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 Recommended 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. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec * * ** * * ** SCHEDULE OF BUDGET PROCESS BY MONTH Council Budget Study Session and Revenue Update Departments Submit Budget Requests First Budget Supplemental Council Budget Hearings and Public Input Statutory Deadline for Adopting the Annual Budget Second Budget Supplemental City Projects and Refines Revenue Budget Strategy and Guidelines Developed Executive Budget Team Meetings and Budget Decisions Council Budget Study Session City of Boulder 2020 Approved BudgetPage 33 Budget Philosophy & Process 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. City of Boulder 2020 Approved BudgetPage 34 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 Community Housing Assistance Program Recreation Activity Community, Culture, Safety Tax Downtown Commercial District Computer Replacement Police Pension Airport HOME Investment Partnership Grant Sugar Sweetened Beverage Distribution Tax Governmental Capital Stormwater/Flood Management Utility Equipment Replacement Boulder Junction Access GID TDM Library Transit Pass GID Permanent Park & Recreation University Hill Commercial District Facility Renovation & Replacement Boulder Municipal Property Authority Lottery Transportation Wastewater Utility Fleet Operations & Replacement Capital Development Open Space Transportation Development Water Utility Property & Casualty Insurance Climate Action Plan Telecommunication Workers' Compensation Insurance Proprietary Funds City of Boulder Fund Accounting Governmental Funds Special Revenue Funds City of Boulder 2020 Approved BudgetPage 35 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, Fire-Rescue, and Facilities, with Police and Parks & Recreation beginning in 2020. 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 of 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 2020 Approved BudgetPage 36 Strategic & 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 without a sunset; • Implement new taxes dedicated to high-priority capital needs and projects (such as the formation of a municipal electric utility); and • 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. • Implemented a new, market-based, compensation structure for management/non-union employees. • Strategically redesigned employee benefits plans, with an increased emphasis on employee wellness and employee cost sharing. • Conducted a full-cost allocation study to ensure enterprise funds and special revenue funds pay the full- cost of service and to increase transparency of the full-costs of specific services. • 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 2020 Approved BudgetPage 37 Sources & Uses Citywide Summary of Sources & Uses...............................................................................................38 • Funds Summary..................................................................................................................................................................39 • Combined Budget Summary......................................................................................................................................40 • Key Budget Assumptions.............................................................................................................................................41 • Historical Staffing Levels..............................................................................................................................................41 • Staffing Levels by Department...................................................................................................................................42 Citywide Sources (Revenues).................................................................................................................43 • Citywide Revenues............................................................................................................................................................43 • General Fund Revenues.................................................................................................................................................45 • Sales & Use Tax Revenue.............................................................................................................................................46 • Property Tax Revenue......................................................................................................................................................50 Citywide Uses (Expenditures).................................................................................................................53 • Citywide Expenditures....................................................................................................................................................53 • General Fund Expenditures........................................................................................................................................55 • Interfund Transfers............................................................................................................................................................56 City of Boulder 2020 Approved BudgetPage 38 Citywide Summary of Sources & Uses Citywide Summary of Sources & Uses The 2020 Approved Budget totals $369.7 million and represents a 4.6% increase over the 2019 Budget for all funds, including Governmental, Enterprise, Internal Service, and Capital Improvement funds. The primary factor in this $15.0 million budget increase over 2019 is capital spending over. The adopted operating budget of $288.9 million represents a modest 2.3% increase compared to 2019, mainly due to inflationary increases. 2020 Approved Budget (excluding transfers and internal services) The funds summary table on the following page provides an executive summary of the city’s funds, drawing from projected January 1, 2020 beginning and December 31, 2020 ending balances. Most funds that are using fund balance have purposely set aside money to fund capital projects, as seen on the far right column. It is important to note that the total appropriations and the next page differ from the total budget above because the above total does not include internal services funds and transfers between funds (which accounts for $60.4 million). These are removed in order to avoid double counting expenditures in originating and receiving funds. However, the budget appropriation for the year does need to include this amount, which can be found on the following page. Total Budget $369,717,595 Operating Budget $288,949,901 General Fund $132,257,455 Dedicated Funds $156,692,446 Capital Budget $80,767,694 Governmental Capital Fund $10,408,446 Dedicated Funds $70,359,248 City of Boulder 2020 Approved BudgetPage 39 Citywide Summary of Sources & Uses Further information about these specific funds can be found in the Fund Financials section of this document, which shows a six-year projection for each fund, in addition to 2018 actual and 2019 revised budget amounts. Moreover, each fund’s emergency reserve policy and current balances are summarized in the Appendix section of this document. As of 1/1/2020 Estimated Sources Uses As of 12/31/2020 (Draw From)/ Contribution To Fund Balance General 47,309,646$ 157,395,466$ 161,502,756$ 43,202,356$ (4,107,290)$ Governmental Capital 3,846,826 11,142,223 11,577,287 3,411,762 (435,064) .25 Cent Sales Tax 2,957,974 8,988,685 9,431,080 2,515,579 (442,395) Affordable Housing 3,759,540 5,193,821 3,166,088 5,787,273 2,027,733 Airport 2,155,887 5,835,761 5,806,876 2,184,772 28,885 Boulder Junction GID Parking 67,563 603,093 605,417 65,239 (2,324) Boulder Junction Access GID TDM 444,302 583,437 491,989 535,750 91,448 Boulder Junction Improvement 3,450,583 1,111,639 2,500,000 2,062,222 (1,388,361) Boulder Municipal Property Authority 444,488 5,386,915 5,386,915 444,488 - Capital Development 9,133,676 722,630 3,419,672 6,436,634 (2,697,042) Climate Action Plan 254,797 2,113,834 2,153,002 215,629 (39,168) Community, Culture & Safety Tax 1,774,097 10,644,598 10,576,703 1,841,992 67,895 Community Development Block Grant (CDBG)- 732,101 732,101 - - Community Housing Assistance Program 14,732 3,177,696 3,176,937 15,491 759 Compensated Absences 2,689,648 17,483 736,460 1,970,671 (718,977) Computer Replacement 7,936,979 3,111,887 3,238,343 7,810,523 (126,456) Downtown Commercial District 12,306,759 10,443,064 7,815,915 14,933,908 2,627,149 Equipment Replacement 6,472,323 1,268,200 1,839,713 5,900,810 (571,513) Facility Renovation and Replacement 4,206,117 3,113,216 4,178,940 3,140,393 (1,065,724) Fleet Operations and Replacement 20,775,417 8,445,292 8,576,339 20,644,370 (131,047) HOME Investment Partnership Grant - 1,094,553 1,094,553 - - Library 945,511 1,611,566 1,560,905 996,172 50,661 Lottery 53,972 1,007,112 1,007,067 54,017 45 Open Space 16,758,060 24,304,426 27,662,570 13,399,916 (3,358,144) Permanent Park and Recreation 1,012,562 3,593,609 3,040,246 1,565,925 553,363 Planning and Development Services 7,371,255 12,755,040 14,513,690 5,612,605 (1,758,650) Property and Casualty Insurance 4,883,523 2,246,710 2,792,749 4,337,484 (546,039) Recreation Activity 1,384,547 11,781,744 11,647,328 1,518,963 134,416 Stormwater/Flood Management Utility 16,919,877 13,932,681 14,489,672 16,362,886 (556,991) Sugar Sweetened Beverage Distribution Tax - 3,800,000 3,800,000 - - Telecommunications 2,463,342 669,968 568,036 2,565,274 101,932 Transit Pass GID (Forest Glen)27,469 17,318 11,829 32,958 5,489 Transportation 11,054,639 33,464,153 34,047,372 10,471,420 (583,219) Transportation Development 1,217,791 987,782 893,708 1,311,865 94,074 University Hill Commercial District 1,122,191 558,375 632,343 1,048,223 (73,968) Wastewater Utility 5,435,433 24,501,512 25,551,300 4,385,645 (1,049,788) Water Utility 28,706,673 37,748,908 37,720,602 28,734,979 28,306 Worker's Compensation Insurance 2,619,078 2,433,183 2,152,092 2,900,169 281,091 Totals 231,977,277$ 416,539,681$ 430,098,596$ 218,418,362$ (13,558,915)$ FUNDS SUMMARY Fund Note: The table above reflects the impact of the 2020 budget, including estimated revenues (with transfers in) and appropriations (with transfers out), on projected unreserved fund balance. Projected Fund Balance 2020 Approved Budget City of Boulder 2020 Approved BudgetPage 40 Citywide Summary of Sources & Uses COMBINED BUDGET SUMMARY Sources 2018 Actual 2019 Approved 2020 Approved Sales and Use Taxes 147,214,292$ 136,326,566$ 137,718,268$ Charges for Services 80,071,861 85,225,213 89,721,914 Property Tax 45,256,125 47,656,431 49,968,985 Intergovernmental Revenues 8,588,559 17,193,621 8,801,575 Franchise Taxes 16,537,438 16,022,358 12,887,401 Licenses, Permits & Fines 15,672,839 12,971,777 13,944,641 Development & Impact Fees 15,366,708 10,455,436 9,736,635 Accommodation-Admission Taxes 10,023,767 9,633,075 10,658,680 Debt Issuance Proceeds 38,776,337 4,200,000 - Other Revenues 6,449,350 4,052,962 3,558,863 Specific Ownership & Tobacco Tax 2,539,568 2,771,211 2,504,248 Leases, Rents & Royalties 6,930,973 6,249,104 8,871,603 Interest & Investment Earnings 4,509,196 2,720,958 4,364,765 Development Excise Taxes 1,321,913 2,397,016 2,209,692 Grant Revenues 3,530,075 2,340,329 8,175,866 Misc Sales of Materials & Goods 2,222,903 2,289,929 2,520,467 Intragovernmental Charges 20,905,187 21,288,896 19,984,666 Interfund Transfers, Cost Allocation 21,221,620 21,374,392 30,911,415 Total Sources 447,138,711$ 405,169,274$ 416,539,684$ Uses 2018 Actual 2019 Approved 2020 Approved Personnel 147,051,723$ 151,253,074$ 161,910,552$ Operating 110,217,583 110,532,801 98,702,524 Capital 67,329,889 66,313,947 80,767,694 Debt Service 35,512,368 25,476,650 28,336,825 Subtotal 360,111,563 353,576,472 369,717,595 Transfers 24,811,901 24,860,548 36,298,330 Internal Services 22,851,561 23,266,629 24,082,673 Total Uses 407,775,025$ 401,703,649$ 430,098,598$ The above represents 100% of all city revenues and expenditures including internal service funds and interfund transfers. City of Boulder 2020 Approved BudgetPage 41 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 2020 Approved Budget includes a citywide staffing level of 1,475.36 FTE. As can be 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 2.10% Property Tax 10.50% Water Rates 7.00% Wastewater Rates 5.00% Stormwater/Flood Management Rates 7.00% Most Codified Fees for Service CPI Expenses Non-Personnel Budgets, Rate of Increase 1.00-3.00% Management/Non-union Employees*3.00% Boulder Municipal Employees Association*3.25% Fire Union Employees**3.25% Police Union Employees**3.50% * Average increase; actual based on salary and annual performance. ** As stipulated in each bargaining unit agreement. KEY ASSUMPTIONS - 300 600 900 1,200 1,500 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20Full Time Equivalent (FTE) City of Boulder 2020 Approved BudgetPage 42 Citywide Summary of Sources & Uses Staffing Levels by Department The 2020 Approved Budget proposes a total city staffing level of 1,475.36 FTE. This represents 15.0 new ongoing positions and the extension or addition of 16.25 fixed-term positions. In 2019, several positions were added off-cycle to address high priority needs including the addition of planning and development staff to address the council workplan and provide additional capacity, a new Council Assistant position, several new positions to address the increased workload of enforcing and licensing recreational marijuana, and two new positions to address soil health and prairie dog management. Therefore, revised 2019 staffing levels are presented in this document to reflect a more accurate year- over- year comparison. Also included for 2020 is the full time equivalent of the city’s nonstandard staffing. Nonstandard staff, more commonly referred to as seasonal employees, provide a needed supplement to standard staff on a seasonal basis, largely in the summer. STAFFING LEVELS BY DEPARTMENT 2019 Revised Staffing 2020 Standard New/ Reallocation 2020 Fixed-Term New/ Extensions 2020 Approved Staffing 2020 Approved Non-Standard Staffing* City Attorney's Office 28.00 28.00 1.25 City Clerk 4.00 4.00 City Council 1.00 1.00 City Manager's Office 14.00 1.00 15.00 Communication 14.25 1.00 1.00 16.25 Community Vitality 48.01 48.01 Climate Initiatives 19.75 1.25 21.00 2.90 Finance 44.00 2.00 1.00 47.00 Fire-Rescue 124.00 124.00 General Governance 1.00 (1.00)0.00 Human Resources 24.00 (1.00)23.00 Housing & Human Services 48.50 0.25 48.75 2.20 Innovation & Technology 41.00 3.00 44.00 Library & Arts 78.75 1.50 80.25 3.25 Municipal Court 18.35 18.35 Open Space & Mountain Parks 125.35 125.35 70.60 Parks & Recreation 141.50 3.75 145.25 94.75 Planning 40.03 4.00 44.03 Police 289.25 289.25 Public Works 339.37 4.50 9.00 352.87 16.00 Totals 1,444.11 15.00 16.25 1,475.36 190.95 * Calculated based on average of $15/hour. City of Boulder 2020 Approved BudgetPage 43 Citywide Sources (Revenues) Citywide Sources (Revenues) The 2020 Approved Budget is based on projected citywide revenues of $360.3 million, representing a 0.35% increase over the total revenues projected for the 2019 budget. This is mainly due to an increase in utility rates and the city’s portion of property tax revenue, offset by a cyclical decrease in federal and state grant funding for transportation programs. The three largest revenue sources for the city are sales and use taxes, utility rate charges, and property taxes. These three funding sources represent roughly 71% of the total sources of city funds. CITYWIDE SOURCES (REVENUES) FOR 2020 TOTAL = $360,262,688 Sales and Use Tax $137,718,268 38% Utility Rates $69,414,557 19% Property Tax $49,968,985 14% Other $45,791,925 13% Other Taxes $28,260,021 8% Charges for Services $20,307,357 6% Intergovernmental Revenues $8,801,575 2% Licenses, Permits & Fines – 4% Development & Impact Fees – 3% Grant Revenues – 2% Interest & Investment Earnings – 1% Leases, Rents & Royalties – 1% Misc. Sales of Materials & Goods – 1% Other Revenues – 1% Franchise Taxes – 4% Accommodation-Admission Taxes – 3 % Specific Ownership & Tobacco Tax – <1% Development Excise Taxes – <1% City of Boulder 2020 Approved BudgetPage 44 Citywide Sources (Revenues) Citywide Sources, Excluding Utilities The figure below represents citywide revenue sources without Water, Wastewater, or Stormwater/Flood Management Utilities. Utility fees are based on use of the systems and are not reflective of economic conditions. CITYWIDE SOURCES (REVENUES) FOR 2020, EXCLUDING UTILITIES TOTAL = $284,172,372 Sales and Use Tax $137,718,268 48% Property Tax $49,968,985 18% Other $39,528,464 14% Other Taxes $28,260,021 10% Charges for Services $20,307,357 7% Intergovernmental Revenues $8,389,277 3% Franchise Taxes – 5% Accommodation/Admission Taxes – 4 % Specific Ownership & Tobacco Tax – <1% Development Excise Taxes – <1% Licenses, Permits & Fines – 5% Development & Impact Fees – 2% Grant Revenues – 3% Interest & Investment Earnings – 1% Leases, Rents & Royalties – 1% Misc. Sales of Materials & Goods – 1% Other Revenues – 1% City of Boulder 2020 Approved BudgetPage 45 Citywide Sources (Revenues) General Fund Sources (Revenues) The 2020 Approved Budget is based on projected General Fund revenues of $157.4 million, which represents a 3.14% increase over the total revenues projected for the 2019 budget. This increase is largely due to an increase in the city’s portion of property tax revenues (2020 property taxes are based on the 2019 assessment year) and a slight projected increase in retail sales tax. GENERAL FUND SOURCES (REVENUES) FOR 2020 TOTAL = $157,395,466 Sales and Use Taxes $66,076,087 42% Property Tax $39,456,106 25% Other Taxes $25,194,290 16% Cost Allocation/Transfers $11,453,826 7% Other $10,448,750 7% Charges for Services $4,766,409 3% Licenses, Permits & Fines – 4% Intergovernmental Revenues – < 1% Grant Revenues – <1% Interest & Investment Earnings – <1% Leases, Rents & Royalties – <1% Misc. Sales of Materials & Goods – < 1% Other Revenues – <1% Franchise Taxes – 7% Accommodation-Admission Taxes – 7 % Specific Ownership & Tobacco Tax – 2% Rec. Marijuana Excise Taxes – <1% City of Boulder 2020 Approved BudgetPage 46 Citywide Sources (Revenues) Sales & Use Tax Revenue Sales and use taxes comprise 38% 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 43 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: 7¢ 43¢ City of Boulder: 43¢ State of Colorado: 33¢ RTD/ Cultural: 13¢ Boulder County: 11¢ For every retail tax $ collected in Boulder: Community, Culture, and Safety Capital Tax: 3¢ City of Boulder 2020 Approved BudgetPage 47 Citywide Sources (Revenues) Sales & Use Tax Revenue, Continued Retail sales tax, which is three-fourths of total sales and use tax revenue, grew at 3.1% through August over this time last year. The 2020 Approved Budget projects retail sales tax will continue to grow, at a slower rate, and assumes a 2.1% increase above the 2019 end-of year projection of 1.9% growth over 2018. Through August 2019, use tax revenues are down over 2018. Most notably, construction use tax is down 9.1% and business use tax is down 6.4%. It is important to remember that use tax is volatile and therefore the city budgets conservatively and assumes only a base amount for use tax. SALES TAX REVENUES 2016-2020 (in 1,000s) $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 2016 Actual 2017 Actual 2018 Actual 2019 Budget 2020 Projected Community, Culture, and Safety Tax Fund Open Space Fund Transportation Fund .25 Cent Sales Tax Fund (Parks & Recreation) General Fund City of Boulder 2020 Approved BudgetPage 48 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 Community, Culture, and Safety Tax Fund 0.30%January 1, 2015 January 1, 2018 December 31, 2021 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 Subtotal 0.62% 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% 2020 Total 3.71% Rate Start Date Last Renewed Date Expiration Date Recreational Marijuana Sales and Use Tax 3.50%January 1, 2014 N/A None Food Service Tax [6]0.15%January 1, 1987 N/A None SALES & USE TAX COMPONENTS IN 2020 [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. [6] All revenue collected by the Food Service Tax is transferred to the Boulder Visitors and Convention Bureau. ADDITIONAL SALES & USE TAX [1] The 0.38% Sales and Use Tax component was extended indefinitely and debruced by voters in 2008. [5] A temporary Sales and Use Tax for Transportation was approved by voters in 2013 to bridge the gap of sales tax until 2020 at which point it expires. At the same time, in 2013, voters approved the extension of this 0.15% Sales and Use Tax for Open Space until 2019 at which point it would shift to Transportation from 2020 through 2029, and then to be used for General Fund purposes from 2030 to 2039, 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. City of Boulder 2020 Approved BudgetPage 49 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: 2019: Portion of open space tax shifted to General Fund. 2020: Overall sales and use tax rate declines due to expiration of a portion of transportation tax and a portion of open space tax shifts to Transportation Fund. 2022: Overall sales and use tax rate declines due to expiration of the community, culture, and safety 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 0.25 cent tax supporting Parks & Recreation. 2036: Portion of open space tax shifts to General Fund. 2019 2020-2021 2022-2024 2025-2029 2030-2034 2035 2036-2039 Transportation 0.75% 0.75% 0.75% 0.75% 0.60% 0.60% 0.60% Open Space 0.77% 0.62% 0.62% 0.62% 0.62% 0.50% 0.50% Parks and Recreation 0.25% 0.25% 0.25% 0.25% 0.25% 0.25% Community Culture & Safety Tax 0.30% 0.30% General Fund 1.79% 1.79% 1.79% 1.64% 1.79% 1.91% 1.91% 1.79% 1.79% 1.79%1.64%1.79%1.91% 1.91% 0.30% 0.30% 0.25% 0.25% 0.25%0.25%0.25%0.25% 0.77%0.62% 0.62%0.62%0.62%0.50% 0.50% 0.75%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% CITY OF BOULDER SALES & USE TAX RATE 2019-2039 City of Boulder 2020 Approved BudgetPage 50 Citywide Sources (Revenues) Property Tax Revenue 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. Property tax revenue estimates for 2020 used the city’s mill levy and current citywide assessed value. In 2019, residential property values increased relative to non-residential property across the state. As such, the state changed the assessment percentages for residential property to maintain compliance with the Gallagher Amendment, which fixes residential property tax collections at 45% of total statewide collections, while fixing the assessment rate for commercial property at 29%. Changes to conform to the requirements of the Gallagher Amendment decreased the residential assessment rate from 7.20% to 7.15%. As a result, even though property values have increased, residential property taxes did not go up at the full rate of the increase in 2019. The calculation of property tax is: Market Value of Property x Assessment Rate x Mill Levy = Property Tax For example, for every $100,000 of home value, homeowners pay $85.66 in taxes to the City of Boulder ($100,000 multiplied by the assessment rate (7.15%) and the multiplier for the mill levy for the City of Boulder (0.011981)). For every $100,000 in commercial value, business owners are subject to the same formula, but are taxed on 29% of the property’s value, or $29,000 for a total tax liability of $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, 10 cents go to general city operations, 2 cents go to Public Safety, 1 cent goes to Parks & Recreation, and less than 1 cent goes to the Library. Boulder County Schools: 56¢ Boulder County: 28¢ 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 2020 Approved BudgetPage 51 Citywide Sources (Revenues) Property Tax Revenue, Continued 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 2019 2020 Taxing Entity Mill Levy Projected Temporary Credit Projected Adjusted Mill Levy 2020 Projected Revenue General Citywide 11.981 - 11.981 47,519,460$ Downtown District (CAGID)*9.990 6.530 3.460 1,342,021$ University Hill District (UHGID)*4.984 3.265 1.719 33,556$ Boulder Junction - Parking 10.000 - 10.000 326,174$ Boulder Junction - Transportation**5.000 - 5.000 560,613$ Forest Glen 2.310 0.927 1.383 15,000$ * These districts are still under TABOR requirements for retaining revenue. ** This estimate includes payment in lieu of property taxes. MILL LEVY & PROJECTED REVENUE City of Boulder 2020 Approved BudgetPage 52 Citywide Sources (Revenues) Property Tax Revenue, Continued The approved citywide mill levy rate for 2020 is the same as in 2019. The property tax chart below shows the past five years of actual revenue collected. PROPERTY TAX REVENUES 2016-2020 (in 1,000s) $‐ $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 2016 Actual 2017 Actual 2018 Actual 2019 Budget 2020 Projected Library Fund Community Housing Assistance Fund Permanent Park and Recreation Fund General Fund City of Boulder 2020 Approved BudgetPage 53 Citywide Uses (Expenditures) Citywide Uses (Expenditures) The 2020 Approved Budget is based on projected citywide expenditures of $369.7 million, representing a 4.6%increase over the total expenditures in the 2019 Budget. This is mainly due to an increase in capital spending. CITYWIDE USES (EXPENDITURES) FOR 2020 TOTAL = $369,717,595 Climate Initiatives $6,376,516 2% Community Vitality $12,112,069 3% General Governance $18,322,707 5% Housing & Human Services $21,635,946 6% Internal Services $29,044,004 8% Library & Arts $11,304,966 3% Open Space & Mountain Parks $28,275,231 7% Parks & Recreation $28,783,746 8% Planning $6,203,135 2% Public Safety $62,318,437 17% Public Works $145,340,839 39% Electric Utility Development – 1% Sustainability – 1% Police – 10% Fire-Rescue – 6% Municipal Court –1% Citywide Debt – 1% City Attorney, Clerk, Council – 1% City Manager’s Office – 1% General Government – 1% Communication – 1% Fundwide/Citywide – 2% Innovation & Technology – 3% Finance – 2% Human Resources – 1% Police/Fire Pensions - <1% Development - 2% Support Services - 4% Transportation - 12% Utilities - 21% City of Boulder 2020 Approved BudgetPage 54 Citywide Uses (Expenditures) Citywide Uses (Expenditures), Excluding Utilities The figure below represents citywide expenditures without Water, Wastewater, or Stormwater/Flood Management Utilities, which are supported through user fees. CITYWIDE USES (EXPENDITURES) FOR 2020, EXCLUDING UTILITIES TOTAL = $292,911,518 Climate Initiatives $6,376,516 2% Community Vitality $12,112,069 4% General Governance $18,322,707 6% Housing & Human Services $21,635,946 7% Internal Services $29,044,004 10% Library & Arts $11,304,966 4% Open Space & Mountain Parks $28,275,231 10% Parks & Recreation $28,783,746 10%Planning $6,203,135 2% Public Safety $62,318,437 21% Public Works $68,534,761 24% Electric Utility Development – 1% Sustainability – 1% Fundwide/Citywide – 2% Innovation & Technology – 3% Finance – 3% Human Resources – 2% Police/Fire Pensions - <1% Development - 3% Support Services - 6% Transportation - 15% Police – 13% Fire-Rescue – 7% Municipal Court –1% Citywide Debt – 2% City Attorney, Clerk, Council – 1% City Manager’s Office – 1% General Government – 1% Communication – 1% City of Boulder 2020 Approved BudgetPage 55 Citywide Uses (Expenditures) General Fund Uses (Expenditures) The 2020 Approved Budget is based on projected General Fund expenditures of $161.5 million, representing a 2.1% increase over total General Fund expenditures in the 2019 Budget. The majority of this increase is due to an increase in transfers to the new Governmental Capital Fund for General Fund funded projects, an increase for transportation safety initiatives, offset by a decrease in the Electric Utility Development project. The decrease in this project is due to the timing of funding with a large portion of it funded in 2019. GENERAL FUND USES (EXPENDITURES) FOR 2020 TOTAL = $161,502,758 Climate Initiatives $4,223,514 3% Community Vitality $2,518,690 2% General Governance $18,322,707 11% Housing & Human Services $9,731,932 6% Internal Services $25,402,816 16% Library & Arts $9,044,061 6% Open Space & Mountain Parks $184,661 0% Parks & Recreation $4,687,353 3% Planning $837,767 0% Public Safety $62,218,437 38% Public Works $6,511,343 4% Transfers Out $17,819,477 11%Electric Utility Development – 2% Sustainability – 1% Development - < 1% Support Services – 3% Transportation - 1% Fundwide/Citywide – 4% Innovation & Technology – 4% Finance – 5% Human Resources – 3% Police/Fire Pensions - <1% Citywide Debt – 3% City Attorney, Clerk, Council – 3% City Manager’s Office – 2% General Government – 2% Communication – 1% Police – 24% Fire-Rescue – 13% Municipal Court –1% City of Boulder 2020 Approved BudgetPage 56 Citywide Uses (Expenditures) INTERFUND TRANSFERS Receiving Fund Purpose 2018 Actual 2019 Approved 2020 Approved $ 8,574,860 $ 8,730,049 $ 17,819,477 Planning and Development Services Subsidy 2,304,175$ 2,210,018$ 2,284,292$ Affordable Housing Subsidy 1,083,362 1,201,792 1,136,741 Governmental Capital Fund General Capital Funding - - 11,142,223 Recreation Activity Subsidy 1,633,366 1,407,210 1,549,466 Open Space and Mountain Parks Subsidy 1,080,529 990,123 - Water Utility Wells Property 92,785 92,785 92,785 Downtown Commercial District Parking Meter Revenue 1,713,609 1,611,000 1,143,819 University Hill Commercial District Parking Meter Revenue 425,000 350,000 325,000 Fleet Replacement Fund Pay off Hogan Pancost Loan - 721,970 - Fleet Replacement Fund Valmont Butte Loan Repayment 145,151 145,151 145,151 Equipment Replacement Fund For Fire Dept. Equip. Replacement Fund 96,883 - - $ 502,145 $ 555,983 $ 564,323 General Cost Allocation 502,145$ 555,983$ 564,323$ $ 92,962 $ 145,137 $ 147,330 General Cost Allocation 92,962$ 144,110$ 146,272$ Planning and Development Services Impact Fee Administration - 1,027 1,058 $ 44,386 $ 44,565 $ 45,234 General Cost Allocation 44,386$ 44,565$ 45,234$ $ 28,552 $ 30,822 $ 31,250 General Cost Allocation 26,267$ 28,537$ 28,965$ Downtown Commercial District (CAGID)Loan repayment 2,285 2,285 2,285 $ 3,528 $ 5,364 $ 180,445 General Cost Allocation 3,528$ 5,364$ 5,445$ Boulder Junction GID-Parking Operating Transfer - - 175,000 $ 39,030 $ - $ - Permanent Parks Development Excise Tax Surplus 39,030$ -$ -$ $ 6,901 $ 19,099 $ 19,672 Planning and Development Services Excise Tax Collection Costs 6,901$ 19,099$ 19,672$ $ 139,323 $ 127,835 $ 129,752 General Cost Allocation 139,323$ 127,835$ 129,752$ $ 128,616 $ 104,513 $ 106,080 General Cost Allocation 121,715$ 104,513$ 106,080$ Planning and Development Services Excise Tax Collection Costs 6,901 - - $ 25,777 $ 26,225 $ 26,618 General Cost Allocation 25,777$ 26,225$ 26,618$ $ 19,191 $ 16,216 $ 16,460 General Cost Allocation 19,191$ 16,216$ 16,460$ $ 40,858 $ 52,116 $ 52,898 General Cost Allocation 40,858$ 52,116$ 52,898$ Originating Fund General Fund Total Airport Fund Total .25 Cent Sales Tax Fund Total Affordable Housing Fund Total 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 Boulder Junction Improvement Fund Total City of Boulder 2020 Approved BudgetPage 57 Citywide Uses (Expenditures) INTERFUND TRANSFERS Receiving Fund Purpose 2018 Actual 2019 Approved 2020 Approved Originating Fund Downtown Commercial District Fund Total $ 314,102 $ 330,541 $ 335,218 General Cost Allocation 314,102$ 330,541$ 335,218$ $ 5,798 $ 6,890 $ 6,994 General Cost Allocation 5,798$ 6,890$ 6,994$ $ 29,115 $ 49,459 $ 50,201 General Cost Allocation 29,115$ 49,459$ 50,201$ $ 1,043,524 $ 318,551 $ 323,330 General Cost Allocation 321,554$ 318,551$ 323,330$ General Hogan Pancost Loan 721,970 - - $ 12,271 $ 11,040 $ 11,205 General Cost Allocation 12,271$ 11,040$ 11,205$ $ 1,960,444 $ 2,090,102 $ 2,121,454 General Cost Allocation 1,960,444$ 2,090,102$ 2,121,454$ $ 112,025 $ 125,806 $ 127,694 General Cost Allocation 105,124$ 125,806$ 127,694$ Planning and Development Services Excise Tax Admin 6,901 - - $ 2,250,770 $ 2,224,130 $ 2,257,491 General Cost Allocation 2,250,770$ 2,224,130$ 2,257,491$ $ 543,133 $ 640,560 $ 665,902 General Cost Allocation 349,424$ 441,284$ 447,648$ Planning and Development Services Subsidy 185,560 191,127 210,105 Transportation Departmental Cost Allocation 8,149 8,149 8,149 $ - $ 18,779 $ 19,060 General Cost Allocation -$ 18,779$ 19,060$ $ 28,923 $ 26,942 $ 27,346 General Cost Allocation 28,923$ 26,942$ 27,346$ $ 318 $ 292 $ 297 General Cost Allocation 318$ 292$ 297$ $ 2,008,650 $ 2,171,036 $ 2,209,729 General Cost Allocation 1,531,040$ 1,680,476$ 1,705,683$ General Human Services and Housing 13,000 13,000 13,000 Planning and Development Services Subsidy 431,666 444,616 457,954 Recreation Activity Expand Program 28,000 28,000 28,000 Transit Pass General Improvement District Subsidy 4,944 4,944 5,092 $ 10,967 $ 17,693 $ 18,083 General Cost Allocation 4,066$ 9,388$ 9,529$ Planning and Development Services Excise Tax Admin 6,901 8,305 8,554 $ 48,925 $ 48,012 $ 48,732 General Cost Allocation 48,925$ 48,012$ 48,732$ Transit Pass GID Fund Total Transportation Fund Total Transportation Development Fund Total University Hill Commercial District Fund Total 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 Equipment Replacement Fund Total Facility Renovation and Replacement Fund Total Fleet Operations and Replacement Fund Total HOME Investment Partnership Grant Fund Total City of Boulder 2020 Approved BudgetPage 58 Citywide Uses (Expenditures) INTERFUND TRANSFERS Receiving Fund Purpose 2018 Actual 2019 Approved 2020 Approved Originating Fund $ 1,272,976 $ 1,360,573 $ 1,411,696 General Cost Allocation 950,838$ 1,029,260$ 1,044,444$ Planning and Development Services Subsidy 305,838 315,013 350,952 Transportation Departmental Cost Allocation 16,300 16,300 16,300 $ 1,887,757 $ 2,026,729 $ 2,087,371 General Cost Allocation 1,563,038$ 1,692,757$ 1,717,380$ Planning and Development Services Subsidy 308,419 317,672 353,691 Transportation Departmental Cost Allocation 16,300 16,300 16,300 $ 45,794 $ 49,333 $ 50,073 General Cost Allocation 45,794$ 49,333$ 50,073$ Totals 21,221,621$ 21,374,392$ 30,911,415$ Worker's Compensation Insurance Fund Total Wastewater Utility Fund Total Water Utility Fund Total City of Boulder 2020 Approved BudgetPage 59 Department Overviews • City Attorney’s Office.......................................................................................................................................................61 • City Clerk’s Office...............................................................................................................................................................65 • City Council.............................................................................................................................................................................67 • City Manager’s Office.....................................................................................................................................................69 • Climate Initiatives................................................................................................................................................................73 • Communication....................................................................................................................................................................77 • Community Vitality.............................................................................................................................................................81 • Finance......................................................................................................................................................................................85 • Fire-Rescue............................................................................................................................................................................89 • General Governance........................................................................................................................................................93 • Housing & Human Services.......................................................................................................................................95 • Human Resources............................................................................................................................................................101 • Innovation & Technology..............................................................................................................................................105 • Library & Arts.........................................................................................................................................................................111 • Municipal Court...................................................................................................................................................................115 • Open Space & Mountain Parks................................................................................................................................119 • Parks & Recreation...........................................................................................................................................................123 • Planning....................................................................................................................................................................................127 • Police..........................................................................................................................................................................................131 • Public Works.........................................................................................................................................................................135 City of Boulder 2020 Approved BudgetPage 60 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 61 2020 Approved Budget $3,916,930 Department Divisions • Administration • Consultation & Advisory • Prosecution & Civil Litigation • Central Records 2020 Key Initiatives • Continue to provide legal support and direction for the Boulder Energy Future project. • Continue to support the City Council’s initiatives. • Support city working groups. • Defend various litigation. • Support city boards and commissions. City Attorney’s Office Budget Department Funding General Fund 96% Property & Casualty Insurance Fund 4% 28.00 FTE Tulips Bloom on Pearl Street Mall City of Boulder 2020 Approved BudgetPage 62 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. 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. Department Overview Administration Administration provides supervisory, administrative, and budget support for the Consultation & Advisory Services area and the Prosecution & Civil Litigation Service area, including file maintenance and reporting, updating the municipal code, and development of the department budget. This area also funds required continuing legal education for staff attorneys, all equipment replacement, and law library and electronic legal research resources. Consultation & Advisory 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 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 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. Central Records The Central Records office oversees records management for the city, including online access, retention, and destruction. The office establishes and trains on best industry practices and assists both internal and external customers with researching current and archived documents of the City Council. Additionally, the office receives, advises, and coordinates Colorado Open Records Act requests. 2019 Accomplishments • Supported the Boulder Energy Future project, serving on the executive team, leading the acquisition team, representing the city before the Public Utilities Commission, and working with outside counsel before the Federal Energy Regulatory Commission. • Prosecuted municipal code violations, including new violations of the bear trash ordinance and the short- term rental ordinance. • Provided support to city boards and commissions, including providing attorney staffing at City Council, Planning Board, Landmarks Board, the Beverage Licensing Authority, and the Board of Zoning Adjustments on a regular basis and as needed at the Open Space Board of Trustees, the Parks and Recreation Advisory Board, the Human Relations Commission, and the Transportation Advisory Board. • Coordinated responses to Colorado Open Records Act requests. • Represented the city in a wide range of litigation, including defense of the assault weapons ban, personal injury claims against the city, and civil rights litigation. City of Boulder 2020 Approved BudgetPage 63 City Attorney’s Office Budget Department Detail Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Attorney’s Office 4,500$ - 196,500$ 1.00 New/Enhanced Program Assistant City Attorney for Marijuana Board and Enforcement 4,500 - 146,500 1.00 Cost Escalation of Existing Service Legal Consultant Funds - - 50,000 - FTE Amount FTE Amount FTE Amount FTE Amount Administration 1.50 395,751$ 1.50 435,925$ 1.50 495,506$ - 59,581$ City Records Management 2.50 248,368 2.50 250,394 2.50 262,843 - 12,449 Consultation and Advisory 16.30 1,967,138 16.25 2,212,608 16.25 2,352,108 - 139,500 7.35 796,614 7.75 786,235 7.75 806,473 - 20,238 Total 27.65 3,407,871$ 28.00 3,685,161$ 28.00 3,916,930$ - 231,769$ Personnel 3,116,450$ 3,375,399$ 3,551,118$ 175,719$ Operating 225,620 240,183 291,069 50,886 Interdepartmental Charges 65,800 69,579 74,743 5,164 Total 3,407,871$ 3,685,161$ 3,916,930$ 231,769$ General 26.65 3,273,253$ 27.00 3,546,776$ 27.00 3,769,991$ - 223,215$ Property and Casualty Insurance 1.00 134,618 1.00 138,385 1.00 146,939 - 8,554 Total 27.65 3,407,871$ 28.00 3,685,161$ 28.00 3,916,930$ - 231,769$ Note: 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. STAFFING AND EXPENDITURE BY PROGRAM Prosecution and Civil Litigation1 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 City of Boulder 2020 Approved BudgetPage 64 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 65 2020 Approved Budget $1,002,251 Department Divisions • Administration • Elections • City Council Support • Boards & Commissions • Sister Cities 2020 Key Initiatives • Implement online petitioning. • Oversee annual City Council retreat and successful onboarding for new council members. • Oversee annual board and commission recruitment. • Implement strategic plan. City Clerk’s Office Budget 4.00 FTE Department Funding General Fund 100% Sunset Over the Flatirons City of Boulder 2020 Approved BudgetPage 66 City Clerk’s Office Budget Department Mission The City Clerk’s Office provides excellent service in support of the City Council; assists customers in accessing information to foster more informed, open and user-friendly access to participatory government; and supports residents’ direct legislation efforts through the initiative petition process. Department Overview The City Clerk’s Office administers municipal elections and supports City Council through the development of meeting agenda materials, action summaries, and minutes. This information is made accessible to the public electronically in real time. 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 10 local sister city organizations. 2019 Accomplishments • Adopted and implemented new campaign finance and enforcement codes. • Implemented voter-approved amendments to the direct legislation portions of the City Charter. • Conducted public information sessions and training for potential City Council candidates and election committees. • Conducted successful special election for the Knollwood subdivision annexation. Department Detail Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Clerk 400,000$ - 42,500$ - New/Enhanced Program Electronic Signatures and Petitioning Software 400,000 - 40,000 - Cost Escalation of Existing Service Agenda Management Software - - 2,500 - FTE Amount FTE Amount FTE Amount FTE Amount City Clerk and Support Services 0.30 143,607$ 0.30 274,921$ 0.30 143,294$ - (131,627)$ 0.20 30,643 0.20 21,198 0.20 37,762 - 16,564 General Administration 3.40 336,315 3.40 375,545 3.40 410,529 - 34,984 Sister City Administration 0.10 17,095 0.10 10,666 0.10 10,666 - - Electronic Signatures & Petitioning Software - - - - - 400,000 - 400,000 Total 4.00 527,660$ 4.00 682,330$ 4.00 1,002,251$ - 319,921$ Personnel 386,040$ 408,280$ 426,649$ 18,369$ Operating 126,803 265,051 164,800 (100,251) Interdepartmental Charges 14,817 8,999 10,802 1,803 Capital - - 400,000 400,000 Total 527,660$ 682,330$ 1,002,251$ 319,921$ General 4.00 527,660$ 4.00 682,330$ 4.00 602,251$ - 319,921$ Governmental Capital - - - - - 400,000 - 400,000 Total 4.00 527,660$ 4.00 682,330$ 4.00 1,002,251$ - 319,921$ Board and Commission Administration STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY PROGRAM Conduct of Elections Incl. Campaign Finance Reform/Matching Funds Admin. Variance 2019 to 2020 2018 Actual 2020 Approved Budget 2019 Approved Budget City of Boulder 2020 Approved BudgetPage 67 City Clerk’s Office Budget 2020 Approved Budget $451,266 Council-Manager Form of Government: • City of Boulder voters elect city council members • City Council selects the mayor and mayor pro tem, and hire the city manager, city attorney, and municipal judge • City Manager hires directors of city departments, who carry out policy The 2019 Council Action Guide outlines priorities, projects, and enhancements to essential services that have been identified by City Council: • Vision Zero; • Housing Advisory Board; • Manufactured Housing Strategy; • Shared Equity Middle Income Program; • Alpine-Balsam Area Plan; • Commercial Linkage Fees; • Community Benefit; • Large Homes & Lots; • Open Space & Mountain Parks Plan; • Subcommunity Planning; • Use Tables & Site Review Criteria Summary; • Transportation Master Plan; • Broadband; • Boulder Electric Utility; and • Climate Commitment. City Council Budget 1.00 FTE Department Funding General Fund 100% Boulder Civic Area Playground, Completed in 2017 City of Boulder 2020 Approved BudgetPage 68 City Council Budget City Council Overview The City Council consists of nine members including the mayor and mayor pro tem who are selected by the council members. Council members are elected at-large and may serve three terms in a lifetime. City Council serves as the governing body for the City of Boulder, providing policy direction and leadership to the city organization. City Council Mayor Suzanne Jones Elected: November 3, 2015 Term Expires: November 19, 2019 Mayor Pro Tem Sam Weaver Elected: November 7, 2017 Term Expires: November 16, 2021 Council Member Aaron Brockett Elected: November 3, 2015 Term Expires: November 19, 2019 Council Member Bob Yates Elected: November 3, 2015 Term Expires: November 19, 2019 Council Member Cindy Carlisle Elected: November 7, 2017 Term Expires: November 19, 2019 Former Council Member Jill Alder Grano Elected: November 7, 2017 Term Expires: November 16, 2021 - Resigned January 4, 2019. Vacancy to be filled at November 5, 2019 election Council Member Lisa Morzel Elected: November 3, 2015 Term Expires: November 19, 2019 Council Member Mary D. Young Elected: November 7, 2017 Term Expires: November 16, 2021 Council Member Mirabai Kuk Nagle Elected: November 7, 2017 Term Expires: November 16, 2021 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount City Council - 208,676$ - 246,843$ 1.00 451,266$ 1.00 204,423$ Total - 208,676$ - 246,843$ 1.00 451,266$ 1.00 204,423$ Personnel 121,116$ 120,313$ 324,736$ 204,423$ Operating 83,558 118,248 122,124 3,876 Interdepartmental Charges 4,002 8,282 4,406 (3,876) Total 208,676$ 246,843$ 451,266$ 204,423$ General - 208,676$ - 246,843$ 1.00 451,266$ 1.00 204,423$ Total - 208,676$ - 246,843$ 1.00 451,266$ 1.00 204,423$ Note: In 2019, City Council approved a City Council assistant pilot program. The budget for this position resides within City Council, but the position is managed by the City Manager's Office. STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 City of Boulder 2020 Approved BudgetPage 69 City Council Budget 2020 Approved Budget $3,129,325 Department Divisions • Administration • Policy Advisor / Intergovernmental Relations • Community Engagement • Neighborhood Services • Volunteer Services • Equity 2020 Key Initiatives • Provide mandatory training titled Advancing Racial Equity: The Role of Government for all city supervisors and new council members, in addition to all staff receiving bias and microaggression training. The Equity team will assist departments with performing a racial equity assessment of their departments to better understand how to apply a racial equity lens and instrument to programs, policies and budget decisions. CMO will continue community engagement to create and then implement a City of Boulder racial equity plan to ensure alignment with equity concerns already expressed by the community. • Onboard the Assistant to the City Council in August 2019. This position supports the work of the council, including as it relates to engagement and policy. The position will continue to be defined in 2020. • Implement the city’s 2020 regional, state, and federal policy agenda. • Provide varying levels of engagement support to the East Boulder Subcommunity Plan, the Climate Mobilization Action Plan, Racial Equity, and Master Plan updates for the Parks and Recreation and Police departments. CMO will also continue an emphasis on neighborhood connections and capacity building, internal best practices training, and creative council engagement. Continue the development and implementation of a comprehensive and effective Community Response, Recovery, and Resilience program, which includes and builds on Better Together training. • Continue to enhance a community of service through implementing the Volunteer Cooperative’s Count Me In with boards and commissions. Celebrate volunteers through an annual volunteer appreciation event open to all volunteers and assist departments with building capacity and implementing systems to use volunteers during times of disaster recovery. City Manager’s Office Budget 15.00 FTE Department Funding General Fund 100% City of Boulder 2020 Approved BudgetPage 70 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 Administration 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. Policy Advisor / Intergovernmental Relations 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 Intergovernmental Relations program ensures that the city’s interests are furthered through the development of strategic alliances and informed engagement with other local, regional, state and federal governmental entities. The Policy Advisor works in close coordination with City Council members, the City Manager, and city departments to develop and communicate official city positions on intergovernmental matters by overseeing the development and implementation of the city’s regional, state, and federal policy agenda including all related coalition building, collaborations, and advocacy necessary to advance the stated positions. Community Engagement The Community Engagement program fosters more inclusive and meaningful public participation and relationship building. The Engagement Manager and Engagement Specialist 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 Neighborhood 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. 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 residents 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. While this is an interdepartmental strategy, the program and its project manager are housed in the City Manager’s Office. City of Boulder 2020 Approved BudgetPage 71 City Manager’s Office Budget City Manager’s Office Budget Equity In 2018, the city made the commitment to advance racial equity by partnering with the Government Alliance on Race and Equity (GARE). The focus on equity is intended to ensure all Boulder residents, business owners, and visitors enjoy high levels of physical and mental well-being and 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 race does not negatively impact any community member’s experience. 2019 Accomplishments • In conjunction with the city’s partnership with the Government Alliance on Race and Equity (GARE), Equity has been moved from the Human Resources Department to the City Manager’s Office. Almost 60 city staff from all city departments participated on the GARE Core Team for Phase I trainings with GARE. Staff participants worked to understand institutional and structural racism and the role government plays in creating racial inequities. Additionally, staff worked to build a racial equity instrument and draft a racial equity work plan. CMO staff, with support from other city staff and City Council, presented workshops detailing the organization’s racial equity work at two CU Diversity summits: fall 2018 and spring 2019. • The city reinitiated and hosted a successful Tribal Consultation with 14 Native American tribes. The city’s goal is to continue consultations to build relationships and update outdated Memoranda of Understanding with tribal input. • CMO is revising the Intergovernmental Agreement (IGA) with the Boulder County Office of Emergency Management. This includes a strong focus on disaster planning and preparedness across the organization. • CMO helped draft and/or pass state legislation furthering all four of the city’s 2019 state legislative priorities, relating to minimum wage, PERA, electric vehicle tax credits, and greenhouse gas reductions. • With strong support from council, CMO continued to focus on the engagement strategy. This varied from direct engagement support to serving as an advisor to departments. Since the first engagement strategic framework was adopted by council in 2017, the city’s engagement efforts continue to improve and normalize. The What’s Up Boulder Community event had about 450 community members in attendance. In its first full year of use, the Be Heard Boulder engagement platform had 2,400 contributors for 24 projects across 12 departments. Also, in addition to the Chat with Council, Walks with Council also started this year. In partnership with an interdepartmental team and using remaining Bloomberg funds, the City Manager’s Office launched City Text Boulder, a pilot texting project designed to engage and communicate more effectively with residents from less connected communities. • In 2019, Neighborhood Services built capacity and connections with an estimated 3,800 community members through block party support and Neighborhood Connection grants and programs such as Building Bridges; Inside an HOA; Coalition of Manufactured Homeowners in Boulder (C-MOB); San Juan del Centro Together; Neighborhood Office Hours; and Build Your Community. • The Volunteer Management Software (VMS) was successfully launched as Count Me In Boulder in May 2019. Since the launch, more than 300 users have registered and are utilizing the system to help support a community of service and engagement. City of Boulder 2020 Approved BudgetPage 72 Department Detail City Manager’s Office Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Manager's Office -$ - 12,444$ - Cost Escalation of Existing Service Growing up Boulder Partnership - - 12,444 - Did you know the city isn’t just looking at its own processes to improve engagement? This year, eight community members collaborated with the CMO and CU to evaluate input from 310 Boulder community members around what makes for productive civic conversation. This work, called Building Bridges, has resulted in a vision that describes 10 aspects that support positive interaction and 24 enduring issues that make our culture around communication challenging. FTE Amount FTE Amount FTE Amount FTE Amount 9.00 1,355,339$ 8.00 1,380,803$ 8.00 1,489,063$ - 108,260$ Resilience1 1.00 153,588 - - - - - - Citywide Projects 1.00 177,396 1.00 126,727 1.00 235,959 - 109,232 1.00 247,098 1.00 252,151 1.00 266,189 - 14,038 Neighborhood Services 1.88 254,328 1.00 220,654 1.00 227,780 - 7,126 Volunteer Services 1.00 171,854 1.00 175,415 1.00 231,029 - 55,614 Community Engagement 2.00 285,594 2.00 463,719 2.00 449,412 - (14,307) - 35,608 - - 1.00 229,892 1.00 229,892 Total 16.88 2,680,805$ 14.00 2,619,469$ 15.00 3,129,325$ 1.00 509,856$ Personnel 2,223,759$ 2,061,421$ 2,471,333$ 409,912$ Operating 421,365 508,856 610,041 101,185 Interdepartmental Charges 35,680 49,192 47,951 (1,241) Total 2,680,805$ 2,619,469$ 3,129,325$ 509,856$ General 16.88 2,680,805$ 14.00 2,619,469$ 15.00 3,129,325$ 1.00 509,856$ Total 16.88 2,680,805$ 14.00 2,619,469$ 15.00 3,129,325$ 1.00 509,856$ Note: 2Equity moved from Human Resources in mid 2019. City Administration / Operations STAFFING AND EXPENDITURE BY PROGRAM Variance 2019 to 2020 2018 Actual 2020 Approved Budget 2019 Approved Budget EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND 1Resilience became part of Climate Initiatives in mid 2018. Equity2 Policy Advisor / Intergovernmental Relations City of Boulder 2020 Approved BudgetPage 73 2020 Approved Budget $6,376,516 Department Divisions • Administration • Communication & Engagement • Local Power - Electric Utility Development (Utility Occupation Tax) • Climate, Sustainability, & Resilience • Zero Waste 2020 Key Initiatives • Continue development of Climate Mobilization Action Plan through community and collaborator engagement efforts. • Develop a framework for Climate Action that integrates Zero Waste work with consumption-based assessments, ecosystem-related work, and circular economy targets. • Complete the condemnation process to determine the cost of acquiring the electrical system. • Continue to facilitate the development of local solar projects and deployment of electric vehicle support infrastructure. • Develop local community solar gardens to serve low income customers and cannabis businesses. Climate Initiatives Budget 21.00 FTE Department Funding General Fund 66% Climate Action Plan Fund 34% Zero Waste Receptacles outside Alfalfa’s Market City of Boulder 2020 Approved BudgetPage 74 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 Boulder community has long been committed to climate action resulting in meaningful reductions to harmful greenhouse gas emissions and pollution. In November 2018, the city created the Department of Climate Initiatives, combining the Local Power - Electric Utility Development Project with the Climate, Sustainability , & Resilience division that was formerly in the Planning Department. Efforts of the newly formed department are focused on achieving deep reductions in local carbon emissions, guided by the long-term goal of 80% reduction in emissions (from 2005) by 2050. To date, the city has achieved a 16.2% reduction. Climate Initiatives’ efforts increase the city’s effectiveness in sustainability throughout the community and the region through partnerships with groups such as the Colorado Communities for Climate Action (CC4CA), University of Colorado, Boulder Valley School District (BVSD), Boulder County, other cities, and state and federal agencies and legislators. Regional efforts help to set the city’s state and federal policy agenda related to sustainability and work to change legislation and regulation that conflict with the city’s climate commitment. The department’s accomplishments are multiplied through collaboration, coordination and partnerships with organizations such as the Carbon Neutral Cities Alliance, the Urban Sustainability Directors Network, the University of Colorado, Boulder County, other cities, state and federal agencies and legislators, Eco-Cycle, and other area nonprofits. Finally, this workgroup coordinates the resilience work across the organization and leads the cross-departmental Resilience Project Team. Beginning in 2019 and continuing into 2020, Climate Initiatives will be working with the community to develop a revised set of climate action goals and strategies—a Climate Mobilization Action Plan—to address the accelerated climate emergency, as declared by City Council in July 2018. These efforts align with current state legislation and will enhance the role of equity and resilience in the climate action planning effort. Local Power - Electric Utility Development (Utility Occupation Tax) Since 2010, the city has focused on changing its energy supply, which continues to rely on fossil fuels as the primary source of energy. To draw from renewable sources while keeping rates and reliability comparable to offerings through the current provider, the city has pursued a strategy of creating a locally owned and controlled electric utility. Current financial analysis supports the feasibility of creating a local electric utility. Staff is currently working to refine the estimated costs of starting the utility, including the costs to purchase the facilities, separate the existing system into two independent systems, start up the utility operations, and pay for purchased power. The Local Power Initiative has been, and is currently, funded by the utility occupation tax (UOT). The UOT was first approved by voters in 2011 to fund the electric utility development effort and originally expired on December 31, 2017. A ballot measure to extend the UOT was approved by Boulder voters in November 2017 and will be collected through December 31, 2022. The UOT allows the city to continue to work on key initiatives to form a Boulder- owned municipal electric utility and develop future energy strategies. Climate, Sustainability, & Resilience Sustainability, Sustainability, & 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 regulations. Climate, Sustainability, & Resilience also responds to the challenge of climate change and develops strategies to adapt to climate change and become more resilient. Climate, Sustainability, & Resilience efforts are primarily funded through the CAP tax, which the city implemented in 2006. The CAP tax is schedule to sunset in 2023. City of Boulder 2020 Approved BudgetPage 75 Climate Initiatives Budget Climate Initiatives Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Climate Initiatives -$ - 407,500$ - New/Enhanced Program Energy Impact Offset (EIO) Program Implementation - - 400,000 - Cost Escalation of Existing Service Community Engagement for Resilience/Better Together - - 7,500 - Zero Waste Zero Waste works with key partners, the Boulder community and city departments to reduce the generation of waste and divert reusable resources to the maximum extent possible. This is done through a combination of policy development, education, incentives, investments in Zero Waste facilities, technical assistance and regulations. In addition, in 2019 and 2020, the Zero Waste team is conducting an urban metabolism study that will quantify materials flowing into and out of the Boulder region. This will help develop a strategy for moving toward a more circular materials economy, looking at all the impacts of consumption and addressing upstream materials use in addition to waste management. The city has a goal to divert 85% of the waste stream away from landfill and direct it toward reuse, recycling, and composting, so that only 15% of the waste generated would be trash. Current communitywide diversion is 57%. Zero Waste 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 increased (by council action) to the voter-approved maximum in 2009. 2019 Accomplishments • Received results for indicative pricing, which show high percentages of renewable energy at a low cost. • Finalized contracts for almost three megawatts of solar on city facilities. • Reviewed 18 climate-related bills, actively lobbied 14, provided committee testimony on 11, and directly drafted or influenced the final language of nine bills during the 2018-2019 Legislative Session. • Created a construction and demolition waste recycling deposit program designed to institute tracking and accountability for residential and commercial construction projects within the city. • Designed site expansion of the city’s reuse and recycling center at 6400 Arapahoe. There are 405 restaurants and grocery stores in the City of Boulder that are now diverting waste from the landfill by composting and recycling. City of Boulder 2020 Approved BudgetPage 76 Department Detail Climate Initiatives Budget FTE Amount FTE Amount FTE Amount FTE Amount 6.50 2,853,612$ 6.50 8,834,202$ 6.80 2,470,522$ 0.30 (6,363,680)$ Subtotal 6.50 2,853,612$ 6.50 8,834,202$ 6.80 2,470,522$ 0.30 (6,363,680)$ 2.25 571,778$ 2.05 345,943$ 2.15 381,733$ 0.10 35,791$ 4.75 1,542,116 4.95 2,326,250 5.05 2,023,250 0.10 (303,000) 7.45 1,898,819 6.70 1,380,494 7.00 1,371,258 0.30 (9,236) Subtotal 14.45 4,012,713$ 13.70 4,052,687$ 14.20 3,776,242$ 0.50 (276,445)$ Cost Allocation Cost Allocation 139,323$ 127,835$ 129,752$ 1,917$ Subtotal 139,323$ 127,835$ 129,752$ 1,917$ Total 20.95 7,005,647$ 20.20 13,014,724$ 21.00 6,376,516$ 0.80 (6,638,208)$ Personnel 3,224,783$ 2,655,810$ 2,702,290$ 46,480$ Operating 3,780,865 10,358,914 3,674,226 (6,684,688) Total 7,005,647$ 13,014,724$ 6,376,516$ (6,638,208)$ General Fund 16.20 5,324,208$ 15.25 10,560,639$ 15.95 4,223,513$ 0.70 (6,337,125)$ Climate Action Plan Tax 4.75 1,681,439 4.95 2,454,085 5.05 2,153,002 0.10 (301,083) Total 20.95 7,005,647$ 20.20 13,014,724$ 21.00 6,376,516$ 0.80 (6,638,208)$ STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY Zero Waste Climate, Sustainability, & Resilience Local Power - Electric Utility Development Administration, Regional Sustainability Local Power - Electric Utility Development Climate, Sustainability, and Resilience STAFFING AND EXPENDITURE BY PROGRAM 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 City of Boulder 2020 Approved BudgetPage 77 2020 Approved Budget $2,190,198 Department Divisions • Media / External Communication • Video Services / Channel 8 • Internal Communication • Web Content / Social Media 2020 Key Initiatives • Develop a language access strategy and standards for reaching non-English speakers. • Develop a new city website and content management standards. • Develop enhanced crisis communication training with FEMA communication focus. • Support master plans. • Supplement printed community newsletter frequency with electronic newsletters and enhanced digital newsroom. Communication Budget 16.25 FTE Department Funding General Fund 100% Winter View of the Flatirons City of Boulder 2020 Approved BudgetPage 78 Communication Budget Department Mission The Communication Department gathers and shares information to support and encourage open, participatory government and an informed community. Department Overview Media / External Communication Media/External Communication ensures the public receives timely and accurate information related to city operations, projects, and policies; council action; crisis/disaster communications; economic vitality initiatives; and awareness campaigns through traditional media, social media, and the internet. Video Services / Channel 8 Video Services/Channel 8 provides coverage of meetings for City Council, boards and commissions. The station also produces original Boulder programming for Comcast cable Channels 8 and 880, social media, and the city website to explain issues facing the community, increase awareness of items under consideration by council and council action, provide public service announcements, deliver weekly City of Boulder news, create annual programming such as the State of the City presentation, and produce internal organization videos. Internal Communication Internal Communication conveys organizational information to all City of Boulder employees through bi- monthly employee newsletters and streamed all-staff meetings, as well as weekly information from specific departments to the city organization. Topics include changes in employee benefits, city compensation systems, significant city projects, staff development and training, city policies, and updates on council work plans. Web Content / Social Media Web Content/Social Media leads department liaison teams and oversees content standards and social media guidelines to best leverage digital forms of communication, which include allowing for 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. 2019 Accomplishments • Created a Spanish Hub on the city website for translation and interpretation services. • Developed Channel 8 Amazon App to reach new audiences. • Received six awards in statewide, national, and international competitions for print, digital, video, and strategic communications from Telly Awards, Public Relations Society of America Awards, and Hermes Creative Awards. • Began livestreaming Housing Advisory Board meetings in addition to continued live coverage of City Council, Open Space Board of Trustees, Planning Board, and other community events. • Developed new Internal Communication Plan for HR/Organization, which includes reduction of All-Staff meetings, adding monthly employee news update video, and leveraging community e-newsletter for staff. • Supported council priority projects, community, culture, and safety tax projects, master plans, and reputation management (approval of radio towers, Open Space Master Plan, Transportation Master Plan, Vision Zero). • Supported priority planning projects, including CU South, land use code changes and East Boulder Subcommunity Plan, Library district polling and outreach, Fire-Rescue Master Plan, and Alpine-Balsam and hospital deconstruction. City of Boulder 2020 Approved BudgetPage 79 Communication Budget Department Detail Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Communication 426,420$ 3.00 79,531$ 1.00 New/Enhanced Program Digital Content Specialist 92,000 1.00 - - Language Access Specialist 142,200 1.00 - - Continuation of One-Time Programs Communication Specialist II - Climate Initiatives 79,720 1.00 - - Community Newsletter & 1.0 FTE 112,500 - 79,531 1.00 Boulder is ranked #1 in Colorado for municipal government on Twitter and Instagram. FTE Amount FTE Amount FTE Amount FTE Amount Media/External Communication 7.75 1,018,581$ 8.25 1,179,259$ 9.25 1,414,175$ 1.00 234,916$ Internal Communication 1.00 97,121 1.00 104,488 1.00 126,948 - 22,460 Video Services / Channel 8 5.00 503,881 5.00 593,873 5.00 579,813 - (14,061) Communication Admin 1.00 69,170 1.00 71,725 1.00 69,261 - (2,464) Total 14.75 1,688,753$ 15.25 1,949,346$ 16.25 2,190,198$ 1.00 240,852$ Personnel 1,447,146$ 1,528,991$ 1,718,343$ 189,352$ Operating 131,025 319,355 342,126 22,771 Interdepartmental Charges 110,582 101,000 129,729 28,729 Total 1,688,753$ 1,949,346$ 2,190,198$ 240,852$ General 14.75 1,688,753$ 15.25 1,949,346$ 16.25 2,190,198$ 1.00 240,852$ Total 14.75 1,688,753$ 15.25 1,949,346$ 16.25 2,190,198$ 1.00 240,852$ EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Note: The 2020 budget represents 16.25 FTE employees and associated non-personnel costs budgeted within the Communications Department. There are an additional 9.5 Communication FTEs and associated non-personnel costs budgeted in the following departments: Public Works, Planning, Community Vitality, Parks and Recreation, Open Space and Mountain Parks, Climate Initiatives, Housing and Human Services, and Police and Fire. STAFFING AND EXPENDITURE BY PROGRAM 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 City of Boulder 2020 Approved BudgetPage 80 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 81 2020 Approved Budget $12,289,351 Department Divisions • Administration • Business Services • Access & Parking • Economic Vitality • District Management & Placemaking 2020 Key Initiatives • Determine and implement key action steps informed by the citywide retail study. • Install 155 new pay stations throughout the city for on-street parking that will enhance the customer experience. • Partner with the Transportation Division to make changes to the Neighborhood Parking Program and scope and plan for a community conversation about parking product pricing. • Enhance the customer experience, revenue tracking, and reporting through continued implementation of new and emerging technology and new products to reflect community demand. • Make commercial area lighting enhancements on University Hill. Community Vitality Budget 48.01 FTE Department Funding General Fund 20% Governmental Capital Fund (tied to General Fund) 2% Downtown Commercial District Fund 64% University Hill Commercial District Fund 5% Boulder Junction Access GID - Parking Fund 5% Boulder Junction Access GID - TDM Fund 4% Beautifying the University Hill Commercial Area City of Boulder 2020 Approved BudgetPage 82 Community Vitality Budget Department Mission As of August 2018, the department shares leadership with the Department of Parks and Recreation. Community Vitality will continue its core work focused on economic vitality, parking and access, district management, and placemaking. In addition, the department will continue to serve the Downtown, University Hill, Boulder Junction Districts, and beyond by providing quality programs, parking, enforcement, maintenance, and diversified mobility choice with the highest level of customer service, efficient management, and effective problem-solving. Department Overview Administration Provides administrative oversight and support, and strategic direction to the department and partnerships with 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. 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. Access & Parking Maintains and operates downtown, Boulder Junction, University Hill, and citywide public 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 for the on-street parking and Neighborhood Parking Program (10 current neighborhood zones). 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 12 Neighborhood Parking Permit (NPP) zones, and citywide. Economic Vitality Supports and coordinates efforts throughout the city organization and with partner groups in the community to nurture and enhance the entrepreneurial spirit of the community; support long-term economic sustainability through strategic initiatives; support Boulder businesses with assistance services, retention and outreach efforts, and incentive programs; and support targeted efforts in the downtown, Boulder Junction, and University Hill commercial areas. District Management & Placemaking Manages the public space on University Hill, downtown, and Boulder Junction, including the Pearl Street Mall; coordinate with business organizations; plan for and coordinate public space capital improvements within commercial districts; and manage street-related special events permitting in the downtown and on University Hill. 2019 Accomplishments • Analyzed all funds and determined true cost of operating services, setting foundation for General Fund savings and long-term fund health for all general improvement districts. • Successfully completed the citywide retail study and developed process for strategy determination. • Successfully implemented new point of sale software system and online customer portal for Neighborhood Parking Permit renewals and enhanced parking-related lobby services City of Boulder 2020 Approved BudgetPage 83 Community Vitality Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Community Vitality 225,000$ - 39,770$ - New/Enhanced Program Pay Station Replacement Project (General Fund Portion Only, total $1.225M)225,000 - - - Cost Escalation of Existing Service EcoPass Program within University Hill District - - 39,770 - 2019 Accomplishments, Continued • Hosted and participated in public engagement to solicit feedback and input for the project scoping of the replacement of the pay stations (on-street meters). • Created the first department-wide Capital Improvement Plan to address deferred maintenance and responsibly plan for other future public improvements within all general improvement districts. Based on the most recent numbers from RTD (2017), the CAGID EcoPass Program annually issues approximately 6,900 EcoPasses, generating over 328,000 individual annual rides. This results in improved access to the downtown and reduces the downtown workforce’s carbon footprint. City of Boulder 2020 Approved BudgetPage 84 Department Detail Community Vitality Budget FTE Amount FTE Amount FTE Amount FTE Amount 8.95 1,502,960$ 7.95 1,716,472$ 8.25 1,747,624$ 0.30 31,152$ Subtotal 8.95 1,502,960$ 7.95 1,716,472$ 8.25 1,747,624$ 0.30 31,152$ District Management/Placemaking - 109,952$ - 86,341$ - 115,000$ - 28,659$ 0.50 143,909 0.50 161,909 0.50 127,873 - (34,036) Civic Area Planning - - - - - - - - Subtotal 0.50 253,861$ 0.50 248,250$ 0.50 242,873$ - (5,377)$ Economic Vitality (EV) Business Incentive Programs - 239,696$ - 150,000$ - 150,000$ - -$ 1.00 434,080 1.00 441,662 1.00 323,997 - (117,665) City Vitality Operations & Management 1.00 - 1.00 - 1.00 177,246 - 177,246 Subtotal 2.00 673,776$ 2.00 591,662$ 2.00 651,243$ - 59,580$ 0.50 1,308,429$ 0.50 1,887,930$ 1.00 1,764,837$ 0.50 (123,093)$ 3.00 600,924 3.00 786,587 2.85 745,708 (0.15) (40,879) 7.00 638,207 7.00 753,791 7.45 782,059 0.45 28,268 10.50 1,850,904 10.50 1,872,508 10.50 1,106,613 - (765,895) Neighborhood Parking Program 4.50 115,058 4.50 93,868 4.70 351,686 0.20 257,818 2.74 248,192 2.74 293,141 2.20 260,686 (0.54) (32,455) 8.56 435,587 8.56 575,033 8.56 922,485 - 347,452 CAGID Parking Refunds - 5,476 - 16,000 - 16,000 - - Chautauqua Area Management / NPP - 191,101 - - - - - - Subtotal 36.80 5,393,878$ 36.80 6,278,858$ 37.26 5,950,074$ 0.46 (328,784)$ - 799,129$ - 947,040$ - 1,515,000$ - 567,960$ Cost Allocation and Transfers - 395,107 - 564,739 - 930,135 - 365,396 - 1,849,826 - 1,251,717 - 1,252,402 - 685 Subtotal - 3,044,062$ - 2,763,496$ - 3,697,537$ - 934,041$ Total 48.25 10,868,537$ 47.25 11,598,738$ 48.01 12,289,351$ 0.76 690,613$ Personnel 3,088,053$ 3,381,614$ 3,703,209$ 321,595$ Operating 4,736,423 5,603,627 5,227,665 (375,962) Capital 799,129 947,040 1,515,000 567,960 Debt Service 1,849,826 1,251,717 1,250,117 (1,600) Cost Allocation and Transfers 395,107 414,739 593,360 178,621 Total 10,868,537$ 11,598,738$ 12,289,351$ 690,613$ General 18.78 2,274,639$ 19.10 2,441,822$ 18.60 2,518,690$ (0.50) 76,868$ Governmental Capital - - - - - 225,000 - 225,000 25.39 7,720,409 24.25 7,321,938 26.12 7,815,914 1.87 493,976 4.03 521,380 3.55 596,158 2.22 632,342 (1.33) 36,184 0.03 115,583 0.18 575,404 0.69 605,416 0.52 30,012 0.03 236,526 0.18 663,416 0.38 491,989 0.21 (171,427) Total 48.25 10,868,537$ 47.25 11,598,738$ 48.01 12,289,351$ 0.76 690,613$ 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 STAFFING AND EXPENDITURE BY PROGRAM Programs/Sponsorship - BID/DBP Public Space Enhancements & Special Events Administration Department Administration 2018 Actual EV Program and Sponsorships Parking and Access: Operations, Maintenance, and Enforcement On Street Meters Operations and Maintenance On Street Meters - Enforcement Facility & Garage Maintenance TDM & Eco Pass Program Boulder Junction Access GID-Parking Boulder Junction Access GID-TDM Special Event and Other Enforcement Customer Service and Service Contracts & 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 City of Boulder 2020 Approved BudgetPage 85 2020 Approved Budget $11,845,680 Department Divisions • Administration • Accounting & Treasury • Budget • Payroll & Accounts Payable / Receivable • Purchasing • Revenue, Tax Audit, & Licensing • Risk Management 2020 Key Initiatives • Onboard and train new employees to support risk management and licensing functions to address workload, improve customer service, mitigate risks, and increase strategic focus. • Continue with internal control audits and consultations. • Continue implementation of purchasing assessment recommendations, including maturing the purchasing liaison program. • Launch new sales tax system, complete an upgrade of city’s financial system (Munis), implement Budgeting for Community Resilience grant recommendations, and support implementation of citywide Retail Strategy. • Continue to host and provide trainings; provide advice, expertise and support as the city stands up the new Marijuana Licensing Authority. Finance Budget 47.00 FTE Department Funding General Fund 59.5% Sugar-Sweetened Beverage Distribution Tax Fund < 1% Property & Casualty Insurance Fund 22% Workers Compensation Insurance Fund 18% Entryway of the Brenton Building, Completed in 2018 City of Boulder 2020 Approved BudgetPage 86 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 (ERP) system; special projects; and flood recovery grants. Accounting & Treasury The Accounting & Treasury division includes general accounting functions, external financial reporting, internal audit, daily cash management, debt management, bond disclosure, and other compliance requirements. 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 citywide 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 & Accounts Payable/Receivable division performs payroll functions, including processing of paychecks and W2s; accounts payable and accounts receivable functions including vendor tax documentation; and other functions such as financial document imaging, records retention, and centralized mail coordination. 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. Revenue, Tax Audit, & Licensing The Revenue, Tax Audit, & Licensing division provides business licensing (sales tax licensing), tax collection, reporting, education, and enforcement functions for sales and use taxes, accommodation taxes, admission taxes, and other city transactional taxes. The regulatory licensing function of the division includes compliance and issuances or renewal of regulatory licenses such as liquor licenses, medical and recreational marijuana business licenses, and special event 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. City of Boulder 2020 Approved BudgetPage 87 Finance Budget Finance Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Finance 399,474$ 1.00 254,898$ 1.00 New/Enhanced Program Citywide Amazon Prime Subscription - - 4,000 - License Specialist to Support Marijuana Advisory/Licensing Board 2,400 - 86,824 1.00 Samba Safety Driver License Monitoring - - 36,000 - Revenue Software System Replacement Final Implementation (total $1.1M)185,000 - - - Americans with Disabilities Act (ADA) – Self-Evaluation and Transition Plan 125,000 - - - Purchasing Card Data Analysis - - 5,000 - Risk Management Specialist 800 - 81,174 - Continuation of One-Time Program Extension of Collections Agent 76,274 1.00 - - Cost Escalation of Existing Service Mail Room - Courier Funding - - 18,900 - Munis Training and Additional Modules for Version 2019 10,000 - - - Employee Training and Dues - - 10,000 - Tax Audit Services - - 13,000 - 2019 Accomplishments • Focused on employee professional development, encouraged training, and continued cross training efforts. • As a result of a purchasing card audit and purchasing operational assessment, implemented more consistent and best practices, which included mandatory trainings and a purchasing liaison program. • Completed substantial progress on the implementation of a new sales tax system that will have a state-of- the-art online customer interface and will allow for significantly improved customer service, data analysis, and reporting. The system is scheduled to go live in February 2020. • Completed a Budgeting for Community Resilience grant-funded study to develop a more rigorous, data driven approach to budgeting to be more resilient to changing environmental and economic conditions. • Implemented additional financial system (Munis ERP) modules, hosted and provided trainings, including fraud training, purchasing training, and risk 101 training; provided analytic and technical expertise support to citywide initiatives including Local Energy, Hill Hotel, Broadband, and the Marijuana Advisory Panel. The Finance Department annually answers over 10,000 sales tax customer emails and process over 60,000 tax transactions. City of Boulder 2020 Approved BudgetPage 88 Department Detail Finance Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration #5.00 795,313$ 4.00 842,847$ 5.00 1,027,792$ 1.00 184,945$ Flood Recovery 2.50 204,899 - - - - - - Subtotal 7.50 1,000,212$ 4.00 842,847$ 5.00 1,027,792$ 1.00 184,945$ Accounting and Treasury#Financial Reporting 4.50 677,310$ 5.00 777,728$ 5.00 869,992$ - 92,264$ #Portfolio and Debt Management 0.50 52,334 0.50 41,408 0.50 43,673 - 2,265 Subtotal 5.00 729,644$ 5.50 819,136$ 5.50 913,664$ - 94,528$ Budget 701010; 701021 6.00 646,506$ 5.50 751,606$ 5.50 725,539$ - (26,067)$ Subtotal 6.00 646,506$ 5.50 751,606$ 5.50 725,539$ - (26,067)$ Payroll and Accounts Payable/Receivable Payroll 4.00 344,089$ 4.00 354,669$ 4.00 372,517$ - 17,848$ #Payment and Receipt Processing 2.00 167,978 2.00 147,034 2.00 153,224 - 6,190 #Centralized Mail Services 0.50 76,181 - 38,700 - 62,711 - 24,011 Subtotal 6.50 588,248$ 6.00 540,403$ 6.00 588,451$ - 48,048$ Purchasing Purchasing Management and Compliance 4.00 396,548$ 4.00 373,571$ 4.00 429,437$ - 55,866$ Subtotal 4.00 396,548$ 4.00 373,571$ 4.00 429,437$ - 55,866$ Revenue, Tax Audit, and Licensing#0.50 42,311$ 0.50 48,024$ - -$ (0.50) (48,024)$ #Green Tag Licensing 0.25 4,424 0.25 18,488 - - (0.25) (18,488) #Liquor Licensing 1.57 199,071 1.50 182,140 1.50 202,419 - 20,279 Medical Marijuana Licensing 1.12 101,136 1.10 102,643 1.60 148,549 0.50 45,906 Recreational Marijuana Licensing 1.72 160,793 1.70 177,486 3.20 314,223 1.50 136,737 703041, 42, 43Other Licensing 0.45 32,322 0.45 33,678 0.20 17,583 (0.25) (16,095) #Tax Audit 5.50 410,682 4.50 406,928 4.50 446,657 - 39,729 #4.00 349,898 5.00 1,007,041 6.00 2,233,463 1.00 1,226,421 Subtotal 15.11 1,300,637$ 15.00 1,976,427$ 17.00 3,362,894$ 2.00 1,386,466$ Risk Management 7*53//Property and Casualty Insurance 2.00 2,117,436$ 2.00 2,397,113$ 2.00 2,645,810$ - 248,697$ #Worker's Compensation Insurance 2.00 1,470,410 2.00 2,729,434 2.00 2,152,092 - (577,342) Subtotal 4.00 3,587,846$ 4.00 5,126,547$ 4.00 4,797,902$ - (328,645)$ Total 48.12 8,249,640$ 44.00 10,430,537$ 47.00 11,845,680$ 3.00 1,415,144$ Personnel 4,126,942$ 4,454,744$ 4,995,157$ 540,413$ Operating 3,957,479 5,822,257 6,695,396 873,139 Interdepartmental Charges 119,425 104,202 105,054 852 Cost Allocation 45,794 49,333 50,073 740 Total 8,249,640$ 10,430,537$ 11,845,680$ 1,415,144$ General 43.62 4,623,907$ 39.50 5,260,258$ 42.50 7,002,232$ 3.00 1,741,975$ Sugar Sweetened Beverage Distribution Tax 0.50 37,887 0.50 43,733 0.50 45,547 - 1,814 Property and Casualty Insurance 2.00 2,117,436 2.00 2,397,113 2.00 2,645,810 - 248,697 Worker's Compensation Insurance 2.00 1,470,410 2.00 2,729,434 2.00 2,152,092 - (577,342) Total 48.12 8,249,640$ 44.00 10,430,537$ 47.00 11,845,680$ 3.00 1,415,144$ 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 STAFFING AND EXPENDITURE BY PROGRAM Department Administration, ERP, and Special Projects EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Dog Licensing Sales Tax Licensing Budget Development, Forecasting, and Policy Analysis City of Boulder 2020 Approved BudgetPage 89 2020 Approved Budget $22,988,881 Department Divisions • Administration • Community Risk Reduction • Emergency Services • Internal Support 2020 Key Initiatives • Achieve fire service accreditation through the Center for Public Safety Excellence. • Complete design and planning and begin construction of Fire Station No. 3. • Complete year one of Master Plan implementation with a focus on foundational modifications and/ or enhancements to achieve alignment with stated community goals. • Complete labor negotiations with International Association of Fire Fighters (IAFF) Local 900 with a focus on making organizational advancements for firefighter health and safety, workforce development, and succession planning. Fire-Rescue Budget 124.00 FTE Department Funding General Fund 94% Capital Improvement - Community, Culture, Safety Tax Fund 6% Boulder Fire Training Center City of Boulder 2020 Approved BudgetPage 90 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 Department Master Plan. These services include responding to structure fires, wildland fire mitigation and response, 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 fire-fighting and life-saving certifications based on national standards. 2019 Accomplishments • Completed Master Plan update, incorporating Standards of Cover, Community Risk Assessment, and community input. • Continued to enhance Emergency Medical Services delivery to include a “pit crew” response model across the department for cardiac events to improve patient outcomes. • Completed purchase of 1.85 acres of land at 2751 and 2875 30th Street for the relocation of Fire Station No.3 to meet community needs in alignment with community, culture, and safety tax. • Fully implemented a performance-based program management model with internal and external dashboarding to tie outcomes to the utilization of department resources. City of Boulder 2020 Approved BudgetPage 91 Fire-Rescue Budget Fire-Rescue Budget Department Detail The original Boulder city councilors (trustees as they were originally known) were the town’s fire wardens. Besides directing fire extinguishing activities, the fire wardens were responsible for carrying out fire inspections in the city. FTE Amount FTE Amount FTE Amount FTE Amount Emergency Operations Fire-Rescue 24.25 4,010,747$ 24.25 3,944,105$ 24.25 4,086,761$ - 142,656$ Wildland Response 8.00 1,007,245 8.00 978,364 8.00 1,039,189 - 60,825 Water Rescue 24.25 3,241,620 24.25 3,178,323 24.25 3,313,043 - 134,720 Hazardous Materials 24.25 3,383,800 24.25 3,325,213 24.25 3,450,433 - 125,220 Emergency Medical Services 24.25 4,029,053 24.25 3,823,773 24.25 4,251,835 - 428,062 Subtotal 105.00 15,672,465$ 105.00 15,249,778$ 105.00 16,141,261$ - 891,483$ Community Risk Reduction Public Education 2.67 304,897$ 2.67 297,086$ 2.67 298,699$ - 1,613$ Code Enforcement 4.17 462,885 3.17 414,050 4.17 496,848 1.00 82,798 Investigations 1.16 202,565 1.16 166,834 1.16 234,271 - 67,437 Subtotal 8.00 970,346$ 7.00 877,970$ 8.00 1,029,818$ 1.00 151,848$ Internal Support Facilities (Stations)0.45 972,491$ 0.45 672,422$ 0.45 1,713,876$ - 1,041,454$ Fleet 0.45 1,131,761 0.45 1,273,685 0.45 1,345,600 - 71,915 Supplies & Equipment 0.45 227,539 0.45 129,402 0.45 437,908 - 308,506 Technology 1.13 398,138 1.13 412,744 1.13 520,035 - 107,291 Safety Equipment 0.63 341,279 0.63 502,699 0.63 249,017 - (253,682) Human Resources 0.13 45,844 0.13 73,884 0.13 25,052 - (48,832) Occupational Health 0.63 186,308 0.63 210,280 0.63 220,704 - 10,424 Training 3.13 548,984 3.13 625,754 3.13 642,238 - 16,484 Subtotal 7.00 3,852,344$ 7.00 3,900,870$ 7.00 5,154,430$ - 1,253,560$ Administration Strategic Planning 2.00 412,898$ 2.00 323,092$ 2.00 348,062$ - 24,970$ Finance 2.00 290,354 2.00 235,483 2.00 238,457 - 2,974 Collaborating Agency Relationships - 218,402 - 311,600 76,853 - (234,747) Subtotal 4.00 921,654$ 4.00 870,175$ 4.00 663,372$ - (206,803)$ Total 124.00 21,416,809$ 123.00 20,898,793$ 124.00 22,988,881$ 1.00 2,090,088$ Personnel 17,385,058$ 16,905,289$ 17,765,823$ 860,534$ Operating 2,020,069 1,674,658 1,819,453 144,795 Interdepartmental Charges 2,011,682 2,018,846 2,052,605 33,759 Capital - 300,000 1,351,000 1,051,000 Total 21,416,809$ 20,898,793$ 22,988,881$ 2,090,088$ General 123.22 21,292,000$ 123.00 20,598,793$ 124.00 21,637,881$ 1.00 1,039,088$ Open Space 0.78 124,809 - - - - - - Community, Culture, & Safety Tax - - - 300,000 - 1,351,000 - 1,051,000 Total 124.00 21,416,809$ 123.00 20,898,793$ 124.00 22,988,881$ 1.00 2,090,088$ Variance 2019 to 2020 2018 Actual 2020 Approved Budget 2019 Approved Budget STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY PROGRAM City of Boulder 2020 Approved BudgetPage 92 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 93 2020 Approved Budget $3,738,076 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. General Governance Budget Department Funding General Fund 100% Autumn View of the Flatirons City of Boulder 2020 Approved BudgetPage 94 General Governance Budget Department Detail Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE General Governance (175,000)$ - 155,792$ - New/Enhanced Program Big Ideas 2020 25,000 - - - Reduce City Manager Contingency for One Year (200,000) - - - Tribal Consultation - - 75,000 - Cost Escalation of Existing Service Office of Emergency Management (moved from Fire Department)- - 75,000 - Citywide Memberships - - 5,792 - Variance 2019 to 2020 Amount Amount Amount Amount City Manager's Contingency Extraordinary Personnel -$ 119,916$ 119,916$ -$ Manager's Contingency 80,060 336,166 136,166 (200,000) Subtotal 80,060$ 456,082$ 256,082$ (200,000)$ Non-Departmental Contracts Convention and Visitors Bureau 2,054,942$ 2,175,014$ 2,329,300$ 154,286$ Humane Society Building Loan 60,000 60,000 60,000 - Office of Emergency Management - - 285,000 285,000 Tribal Consultation - - 37,500 37,500 Negotiations Support 19,644 46,393 46,393 - 60,179 - - - Subtotal 2,194,765$ 2,281,407$ 2,758,193$ 476,786$ Citywide Memberships 43,300$ 46,872$ 49,543$ 2,671$ Colorado Municipal League 78,033 81,177 85,783 4,606 Metro Mayors Caucus 8,623 9,871 8,686 (1,185) National League of Cities 7,816 8,989 8,689 (300) 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 - Colorado Climate Future Coalition 30,000 30,000 30,000 - Mayor's Innovation Alliance 2,000 2,300 2,300 - Subtotal 178,422$ 194,259$ 200,051$ 5,792$ Citywide Programs West Nile Virus / IPM 257,566$ 258,750$ 258,750$ -$ Citywide Special Events / Coordinator 131,040 126,000 126,000 - Training and Technology 11,995 - 13,000 13,000 Event Support and Sponsorships 98,036 93,000 80,000 (13,000) 34,335 21,000 21,000 - Big Ideas Conference Host - - 25,000 25,000 Subtotal 532,972$ 498,750$ 523,750$ 25,000$ Total 2,986,219$ 3,430,498$ 3,738,076$ 307,578$ Operating 2,986,219$ 3,430,498$ 3,738,076$ 307,578$ Total 2,986,219$ 3,430,498$ 3,738,076$ 307,578$ General 2,986,219$ 3,430,498$ 3,738,076$ 307,578$ Total 2,986,219$ 3,430,498$ 3,738,076$ 307,578$ Note: 2020 Approved Budget 2019 Approved Budget Community Survey Denver Regional Council of Governments 2018 Actual 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 Channel 22 City of Boulder 2020 Approved BudgetPage 95 General Governance Budget 2020 Approved Budget $21,655,671 Department Divisions • Administration • Community Relations • Policy & Planning • Housing Asset Management • Community Investment • Family Services • Senior Services 2020 Key Initiatives • Continue implementation of the Homelessness Strategy, including achieving housing goals, fully implementing integrated data for improved outcome tracking, and refining a new adult homeless service system. • Continue investing city’s housing and human services financial resources, aligning direct services with expanding partnerships to achieve outcome- driven goals as identified in the Human Services Strategy, Health Equity initiative, Housing Strategy, the Economic Sustainability Strategy, Resilience Strategy, and the Boulder Valley Comprehensive Plan (BVCP). • Pursue identification of Boulder as a Lifelong Colorado community, removing barriers and implementing strategies to ensure Boulder is a livable community for all ages and abilities. • Further the development of key affordable housing development and preservation projects in the city. The completion of various projects will add approximately 380 additional units in 2020. • 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. Housing & Human Services Budget 48.75 FTE Sparkwest Housing Development in Boulder Junction Department Funding General Fund 45% Sugar-Sweetened Beverage Distribution Tax Fund 17% Affordable Housing Fund 15% Community Housing Assistance Program (CHAP) Fund 15% Community Development Block Grant (CDBG) Fund 3% HOME Investment Partnership Grant Fund 5% City of Boulder 2020 Approved BudgetPage 96 Housing & Human Services Budget Department Mission The Housing and Human Services Department creates a healthy, socially thriving, and inclusive community by supporting human services programming and creating diverse housing options serving Boulder residents. Department Overview Administration Oversees department operations including finance, budget, and communications. Provides direction to work programs and policy development in pursuit of housing, human hervices, and homelessness strategies and goals. Serves as a leader in regional partnership development and coordination. Community Relations Community Relations consists of the Human Relations Commission (HRC), the Community Mediation Service (CMS), and Office of Human Rights (OHR). 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. The HRC allocates funding to the community for cultural events and diversity and inclusion programs. CMS provides community conflict resolution services for city residents, and in some instances, organizations and businesses, including landlord-tenant and neighborhood disputes and restorative justice. OHR enforces the Human Rights and Failure to Pay Wages Ordinances. Community Relations also coordinates annual community-wide events and celebrations, such as Martin Luther King, Jr. Day, Immigrant Heritage Month, and Indigenous Peoples Day. 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; and development of effective policies and programs. The division identifies and creates 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. This group establishes and monitors appropriate metrics to measure program success and effectiveness. Team also staffs the Housing Advisory Board. Housing Asset Management Serves the community by promoting and implementing the City of Boulder’s Affordable Homeownership Program. Asset Management also protects the integrity of the city’s affordable housing programs by ensuring compliance with state, federal, and city rules and regulations. Community Investment Community Investment invests financial resources and provides technical assistance to housing partners and community-serving agencies. Local and federal housing funds create and preserve affordable housing; federal community development funding improves community facilities and supports programs serving low- and moderate-income persons; Human services funding supports the operations of community nonprofits; health equity funding furthers health promotion, wellness programs, and chronic disease prevention to address health equity; and the Substance Education and Awareness grant funds community education and prevention programs for children, youth, and families related to substance and recreational marijuana use and impacts. 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. City of Boulder 2020 Approved BudgetPage 97 Housing & Human Services Budget Housing & Human Services Budget Family Services Family Services includes the Child Care Subsidy Program, financial assistance to support low- and lower- middle-income families in paying for quality, affordable child care, and Family Resource Schools, 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 engagement through the Youth Opportunities Program and the City Manager-appointed Youth Opportunities Advisory Board (YOAB), which advises the city on youth- related issues in the community and distributes grants to local nonprofits, organizations, and individual youth for social, educational, and cultural activities with an emphasis on low-income youth. Senior Services Senior Services provides programs and services for older adults at the East and West Senior Centers, including enrichment programs, resource seminars and support groups, wellness programs, day trips, resource and referral for community services, and short-term case management for vulnerable older adults. Senior Services administers the city’s food tax rebate program for families, individuals with disabilities, and older adults with lower incomes. The division collaborates with Boulder County and community agencies to plan, coordinate, and evaluate services for older adults, including the Age Well Boulder County Strategic Plan, and staffs the City Manager- appointed Senior Community Advisory Committee (SCAC). The committee provides consultation and expertise to city staff on policy and programs related to older adults and serves as city liaison to the Boulder Seniors Foundation. 2019 Accomplishments • Expanded the city’s affordable housing goal from 10% to 15% of all residential properties as permanently affordable, of which 1,000 need to be deed-restricted middle-income homes. The 15% goal has a target completion date by 2035. • Added 37 low/moderate income affordable homes in August 2019 with another 98 anticipated by the end of the year. • Reported that 7.9% of homes in the city are permanently affordable. • Community Relations, at the suggestion of OUT Boulder, worked to update municipal ordinance language to become more gender inclusive, particularly in respect to being more inclusive and respectful of transgender individuals. • Progressed on development projects furthering the city’s commitment to creating and preserving diverse housing options in Boulder. In partnership with Boulder Housing Partners, the city is progressing on the development of 30Pearl, a mixed-use development offering a total of 166 new housing opportunities that include 120 low/moderate and 20 middle-income permanently affordable homes. Ponderosa Community Stabilization continued its entitlement path, including annexation into the city, preparation for infrastructure replacement and improvements, and design of housing options serving the residents of the community. • Adopted a Manufactured Housing Strategy that identifies guiding principles and a prioritized list of actions by the city, park residents, and park owners to further BVCP policies. • Through coordinated efforts aligned with the Homelessness Strategy, helped 211 adults exit homelessness through June, including the provision of housing for 121 people, family reunification services for 66 people, and participation opportunities in other programs for 24 people. City of Boulder 2020 Approved BudgetPage 98 Housing & Human Services Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Housing & Human Services 585,975$ - 605,541$ 0.25 New/Enhanced Program Housing Opportunities for People Experiencing Homelessness (Voucher Program)- - 558,687 - Community Relations/Human Rights Specialist (from 0.75 FTE to 1.0 FTE)- - 21,854 0.25 Continuation of One-Time Program Lease of 2691 30th Street (from Homelessness Reserve)101,975 - - - Severe Weather Shelter (from Homelessness Reserve)184,000 - - - Severe Weather Shelter Capital Improvement (from Homelessness Reserve)300,000 - - - Cost Escalation of Existing Service Case Management System User Licenses - - 25,000 - Since its inception in 2017, $7.5 million of health equity funding has been used for programs aimed at decreasing health disparities and increasing health equity in Boulder. City of Boulder 2020 Approved BudgetPage 99 Department Detail Housing & Human Services Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 9.85 1,583,921$ 7.85 1,349,804$ 8.50 1,372,025$ 0.65 22,221$ Subtotal 9.85 1,583,921$ 7.85 1,349,804$ 8.50 1,372,025$ 0.65 22,221$ Family Services 0.29 142,378$ 0.29 239,906$ 0.28 239,580$ (0.01) (326)$ Family Resource Schools 6.77 878,267 6.77 881,746 5.32 770,987 (1.45) (110,759) Prevention and Intervention - 146,167 - 148,430 - 148,430 - - Youth Opportunities Program - - - - 1.15 314,438 1.15 314,438 Subtotal 7.06 1,166,812$ 7.06 1,270,082$ 6.75 1,473,435$ (0.31) 203,353$ 1.30 200,397$ 1.30 208,958$ 1.50 253,272$ 0.20 44,314$ Office of Human Rights 0.98 90,361 0.98 96,929 1.00 95,071 0.02 (1,858) Youth Opportunities Program 1.30 330,420 1.30 314,054 - - (1.30) (314,054) Community Mediation 2.61 244,536 2.61 252,305 2.00 199,423 (0.61) (52,882) Subtotal 6.19 865,714$ 6.19 872,246$ 4.50 547,766$ (1.69) (324,480)$ Community Funding & Planning 3.50 5,644,446$ 3.50 7,196,544$ 3.00 7,181,145$ (0.50) (15,399)$ 5.00 1,579,086 3.00 1,295,142 4.00 2,389,361 1.00 1,094,219 Subtotal 8.50 7,223,532$ 6.50 8,491,686$ 7.00 9,570,506$ 0.50 1,078,820$ Senior Services Food Tax Rebate Program 0.28 25,978$ 0.28 24,734$ 0.42 36,504$ 0.14 11,770$ Senior Centers 4.44 361,751 4.44 408,121 3.84 344,361 (0.60) (63,760) Senior Resources 2.85 345,016 2.85 277,710 2.79 294,304 (0.06) 16,594 Senior Health & Wellness 0.82 155,091 0.82 130,651 1.19 178,812 0.37 48,161 Senior Social Programs 1.08 106,661 1.08 134,126 1.26 149,537 0.18 15,411 Subtotal 9.47 994,497$ 9.47 975,342$ 9.50 1,003,518$ 0.03 28,176$ Housing 4.00 16,833,130$ 4.00 9,073,395$ 3.00 5,932,084$ (1.00) (3,141,311)$ Asset Management 3.00 615,022 3.00 684,575 5.00 925,715 2.00 241,140 Planning and Policy 4.50 488,405 4.50 501,267 4.50 520,329 - 19,062 Subtotal 11.50 17,936,557$ 11.50 10,259,237$ 12.50 7,378,128$ 1.00 (2,881,109)$ Cost Allocation and Transfers Cost Allocation and Transfers 259,626$ 286,915$ 310,293$ 23,378$ Subtotal 259,626$ 286,915$ 310,293$ 23,378$ Total 52.57 30,030,659$ 48.57 23,505,312$ 48.75 21,655,671$ 0.18 (1,849,641)$ Personnel 4,695,740$ 4,843,256$ 5,060,274$ 217,018$ Operating 24,434,477 18,217,934 16,101,715 (2,116,219) Interdepartmental Charges 180,256 157,207 183,389 26,182 Capital 460,560 - - - Cost Allocation 259,626 286,915 310,293 23,378 Total 30,030,659$ 23,505,312$ 21,655,671$ (1,849,641)$ General Fund 32.83 8,740,067$ 28.83 8,384,541$ 29.42 9,486,932$ 0.59 1,102,391$ Grants (General Fund)2.54 236,198 2.51 245,000 2.23 245,000 (0.28) - Sugar Sweetened Beverage Distribution Tax 1.00 2,362,136 1.00 3,737,488 1.00 3,754,453 - 16,965 Affordable Housing 7.88 11,617,175 7.88 6,346,889 7.84 3,166,090 (0.04) (3,180,799) Community Housing Assistance Program 4.97 4,531,562 4.97 2,964,740 5.00 3,176,937 0.03 212,197 Community Development Block Grant 2.35 586,227 2.38 732,101 2.26 732,101 (0.12) - HOME Investment Partnership Grant 1.00 1,957,294 1.00 1,094,553 1.00 1,094,158 - (395) Total 52.57 30,030,659$ 48.57 23,505,312$ 48.75 21,655,671$ 0.18 (1,849,641)$ Variance 2019 to 2020 2018 Actual 2019 Approved Budget 2020 Approved Budget Community Relations STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY Community Relations and Human Relations Commission Community Funding Planning Early Childhood Programs Community Investment City of Boulder 2020 Approved BudgetPage 100 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 101 2020 Approved Budget $4,609,646 Department Divisions • Administration • Business Partnership & Labor Relations • Learning • Organizational Effectiveness • Talent Acquisition • Total Rewards (Benefits, Compensation, & Well-Being) 2020 Key Initiatives • Conduct Human Resources (HR) Strategic Services Assessment and implement recommendations. • Plan, solicit, and contract for HR Information System and develop people-analytics program. • Deploy Organizational Effectiveness strategies. • Guide new classification and compensation structure decision(s) and implement results. • Continue to focus on approaching recruitment, retention, employee development, total rewards, and learning through a racial and gender equity lens. Human Resources Budget 23.00 FTE Department Funding General Fund 100% Staff Participate in Leadership Philosophy Employee Forum City of Boulder 2020 Approved BudgetPage 102 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 Administration HR Administration, inclusive of the department’s Director and Deputy Director, collaborates across the city organization to lead the strategic vision of Human Resources. The Administration team provides business services related to building a thoughtful HR customer experience and managing the department’s operations and budget. It also deploys business tools to plan and monitor the status of strategic initiatives, core services, and budget. Administration manages the department’s technology portfolio, provides people-analytics services, and partners with Innovation & Technology to best enable HR services with technology. Business Partnership & Labor Relations HR Business Partners (HRBPs) work collaboratively with the city’s workforce to provide people-oriented solutions based on expertise in human resources and broad-based knowledge of 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. Learning The Learning function designs and delivers high-quality training solutions to all city employees. The learning program is aligned to the city’s organizational effectiveness framework and administered via in-person and digital platforms. Organizational Effectiveness Organizational Effectiveness provides tools and resources that promote citywide talent development, leadership, and a high-performance culture. It oversees employee engagement, retention efforts, and the city’s performance development strategy. This work is integrated across the enterprise and executed around seven core organizational effectiveness strategies: build leaders throughout the organization; empower performance and career development; advance equity, inclusion, and diversity; facilitate sustainable organizational change; activate employee engagement; enable innovation and risk-taking; and foster a culture of balance, health, and well-being. 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 establishing strong employer brand awareness. City of Boulder 2020 Approved BudgetPage 103 Human Resources Budget Human Resources Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Human Resources 250,000$ - 350,000$ - New/Enhanced Program Classification & Compensation Phase I (total cost TBD)- - 350,000 - Human Resources Information System (HRIS) Phase I 250,000 - - - Total Rewards (Benefits, Compensation, & Well-Being) Benefits manages the City of Boulder employee benefits program. This includes benefits selection and renewal strategies, open enrollment administration, and benefits management for medical, dental, vision, life, other supplemental insurance, and voluntary products. It also provides benefits outreach, retirement consulting, and ensures compliance with the Family and Medical Leave and Affordable Care acts. Compensation oversees the city’s compensation and classification strategies and policies, and conducts market studies to provide fair and competitive compensation. 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 the Well-Being Coordinator and supported by staff wellness champions from city departments across the organization. 2019 Accomplishments • Completed citywide job classification and compensation analysis and adopted recommendations for future year compensation structure. • Implemented a talent acquisition function to drive citywide recruitment of top talent. • Continued growth of in-house HR subject matter expertise (including staff that bring skills related to HR strategy and operations, talent acquisition, business partnership, compensation, learning, customer experience). • Implemented working-parent benefits including infant-at-work and expanded parental leave. • Enhanced employee tools (learning management system, onboarding, performance development, benefits enrollment). The city hired 497 new staff in the first half of 2019 (52% of whom are seasonal staff). City of Boulder 2020 Approved BudgetPage 104 Department Detail Human Resources Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration Strategy 3.00 484,842$ 3.00 547,317$ 2.00 374,638$ (1.00) (172,679)$ Business & Technology Services 2.63 326,878 3.00 336,041 3.00 558,814 - 222,773 Diversity, Equity, and Inclusion1 1.00 35,124 1.00 221,556 - - (1.00) (221,556) Other Administration - 98,125 - 145,621 - 150,000 - 4,379 Class & Comp Project Implementation - - - - - 750,000 - 750,000 Subtotal 6.63 944,968$ 7.00 1,250,535$ 5.00 1,833,451$ (2.00) 582,917$ Business Partnership & Labor Relations Business Partnership & Labor Relations 8.00 650,386$ 8.00 1,400,635$ 6.00 901,252$ (2.00) (499,383)$ Subtotal 8.00 650,386$ 8.00 1,400,635$ 6.00 901,252$ (2.00) (499,383)$ Learning2 Learning 3.00 761,182$ 3.00 468,512$ 2.00 327,191$ (1.00) (141,321)$ Subtotal 3.00 761,182$ 3.00 468,512$ 2.00 327,191$ (1.00) (141,321)$ Organizational Effectiveness2 Organizational Effectiveness - -$ - -$ 1.00 152,320$ 1.00 152,320$ Subtotal - -$ - -$ 1.00 152,320$ 1.00 152,320$ Talent Acquisition3 Talent Acquisition - -$ - -$ 2.00 300,945$ 2.00 300,945$ Subtotal - -$ - -$ 2.00 300,945$ 2.00 300,945$ Benefits Administration 5.00 579,392$ 4.00 452,235$ 5.00 578,286$ 1.00 126,051$ Compensation4 - - - - 1.00 156,688 1.00 156,688 Well-Being Programs & Administration 1.00 314,809 1.00 475,247 1.00 359,513 - (115,734) Subtotal 6.00 894,201$ 5.00 927,482$ 7.00 1,094,487$ 2.00 167,005$ Total 23.63 3,250,737$ 23.00 4,047,164$ 23.00 4,609,646$ - 562,482$ Personnel 2,638,829$ 2,656,524$ 2,701,506$ 44,982$ Operating 547,958 1,316,319 1,848,825 532,506 Interdepartmental Charges 63,950 74,320 59,315 (15,005) Total 3,250,737$ 4,047,164$ 4,609,646$ 562,482$ General 23.63 3,250,737$ 23.00 4,047,164$ 23.00 4,609,646$ - 562,482$ Total 23.63 3,250,737$ 23.00 4,047,164$ 23.00 4,609,646$ - 562,482$ Note: 1Diversity, Equity, and Inclusion work moved to the City Manager's office in mid 2019. 2Beginning in 2020, Learning will be managed separately from Organizational Effectiveness. 3Talent Acquisition is a new function. 2018 actuals and 2019 budgeted are included in Business Partnerships. 4Compensation is a new function. 2018 acutals and 2019 budgeted are included in Business Partnerships. Total Rewards EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 STAFFING AND EXPENDITURE BY PROGRAM City of Boulder 2020 Approved BudgetPage 105 2020 Approved Budget $13,946,478 Department Divisions • Administration • Capital, Non-IT, & Citywide Items • Infrastructure Services • Application Services • Project Management Office • Customer Engagement • Innovation & Analytics • Technology Security Services 2020 Key Initiatives • Complete a significant amount of the construction of the broadband backbone. • Replace the citywide Constituent Relationship Management system and implement a new citywide website. • Evaluate shared data files on city systems and move relevant content to SharePoint to leverage cloud storage. • Implement a new data management strategy and related infrastructure in support of smart cities work. • Implement on-line endorsement of initiative petitions, as authorized by Measure 2G. Innovation & Technology Budget 44.00 FTE Children Play on Pearl Street Mall Department Funding General Fund 49% Governmental Capital Fund (tied to General Fund) 24% Telecommunications Fund 4% Computer Replacement Fund 23% City of Boulder 2020 Approved BudgetPage 106 Innovation & Technology Budget Department Mission The Innovation and Technology (IT) Department enables impactful, efficient, and high-quality services for constituents through operational effectiveness, innovation, and technology systems. Our services include technology leadership, citywide IT administration, and procurement support; support for over 1,600 employees and thousands of end user computing devices, keeping the city connected and available via critical infrastructure, including nearly 200 miles of fiber optic network, hundreds of servers, and two data centers; managing and providing constituent facing and business critical applications; integrating, analyzing, and managing our city’s data, improving business processes, implementing technology projects and systems; keeping our constituents, employees, data, and systems secure from cyber threats; engaging and training city employees in technology; and driving innovation and transformation in Boulder’s operations through experimentation, training, and culture change. Department Overview Administration The IT Administrative division provides overall leadership, strategic planning, and management support to the other divisions of IT, including financial management and administration of citywide technology funds. Capital, Non-IT, & Citywide Items The Capital, Non-IT, & Citywide Items group includes partial funding for major citywide technology initiatives. The most notable item in this category is the funding for the IT Capital Improvement Plan, which supports broadband project activities. 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, e-mail, Web, 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. Application Services The Application Services division 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, maintenance, 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 technologies to integrate systems and provide new, online services and digital information. Project Management Office The IT Project Management Office (PMO) delivers management and consulting services for numerous city initiatives. 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, IT resource management, and procurement related activities such as contracting and request for proposal (RFP) processes. Customer Engagement The Customer Engagement division is made up of the IT Service Desk, IT Training, and IT Communications workgroups. The IT Service Desk team provides phone and email-based technical support to all city staff members with a focus on first-call resolution whenever possible. If issues cannot be resolved at the Service Desk, they are triaged to the appropriate team. The IT Training team facilitates a wide variety of modern, custom City of Boulder 2020 Approved BudgetPage 107 Innovation & Technology Budget Innovation & Technology Budget Customer Engagement, Continued training approaches for several technology tools used in the city by leveraging instructor-led training, user guides, videos, eLearning, media communications, drop-in sessions, and more. IT Communications manages connections with IT users, focusing on important changes and information in our technology environment. Innovation & Analytics The Innovation and Analytics division works as a citywide partner to improve overall city effectiveness. Division efforts are achieved through programs and initiatives focused on five key areas: 1) High Performance Government: Using process-driven continuous improvement to measure and manage city performance and better serve our constituents, as well as building and managing tools that improve transparency and accountability; 2) Data-driven Decision Making: Understanding, collaborating with, and leveraging city information assets for effective program outcomes; 3) Operational Efficiency: Mirroring innovative policies with shared, efficient, and transparent internal operations practices; 4) A Culture of Innovation: Seeking value-added changes, creative thinking and collaboration, and engaging our highly talented staff in problem-solving for the benefit of our entire community; 5) The Community as Resource: Seeking new solutions to our most pressing community challenges through new mechanisms for direct engagement with Boulder’s highly talented community members. Technology Security Services The Technology Security Services division provides cyber protection, security incident handling and recovery services, vendor and application risk assessments, technology and process hardening, enterprise security safeguards, business continuity planning, policy development, and staff education. The Technology Security Services division 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 to all city departments, city employees, and persons associated with the city such as volunteers, boards and commissions members, and City Council members. 2019 Accomplishments • Built approximately 60 miles of citywide 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. • Since 2017, the city has embarked on an ambitious program to transform the way the city manages, uses, and invests in IT through a program called IT transformation. The city has five programmatic areas of focus—Governance, Finance, Talent, Services, and Technology. IT is working to implement 15 significant improvements across five areas and have made progress against 13 of these improvements. • Revised, improved, and automated nearly all the processes in the department in 2019, reducing ticket resolution times by more than 50%, improving and standardizing service delivery, and bringing more information to the hands of city staff to empower them with technology. • Completed implementation of the city’s innovation strategy, shifting into ongoing operations. The 2019 innovation results include transforming the strategic outlook for data in the city; bringing high-priority and visible data online to constituents, including police stop data, employee salary data and city spend data; enhanced data-driven decision making through development and use of metrics throughout the city; building a smart city framework; and building many effective partnerships with start-ups who are helping the city reach residents in new and creative ways. • Enhanced the accessibility of city services to residents, including a move from the paper-based election petitioning process to an online system in which residents can access and sign voter-initiated petitions, referendums, and recalls from anywhere; piloted text-based communications with constituents; initiated transformation of the city website; and piloted the use of Alexa skills to support modern engagement in city activities. City of Boulder 2020 Approved BudgetPage 108 Innovation & Technology Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Innovation & Technology 808,285$ - 464,129$ 3.00 New/Enhanced Program Data Scientist (primarily for Police data)- - 107,202 1.00 Security Systems Administrator I - - 107,202 1.00 Broadband and Network Connectivity 125,000 - 90,000 - Council Chambers Technology 118,285 - 23,657 - Enterprise Constituent Relationship Management (CRM)300,000 - - - Unified System for Reporting and Data Analysis 250,000 - - - Continuation of One-Time Program Innovation and Analytics Manager (Conversion to Ongoing)- - 136,068 1.00 Cost Escalation of Existing Service GIS Mapping 15,000 - - - The managed print program streamlined the city’s print operations, reducing the number of print vendors from six to one, and reducing the number of unique copier models in use from 40 to just 15. City of Boulder 2020 Approved BudgetPage 109 Innovation & Technology Budget Innovation & Technology Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 3.00 577,032$ 3.00 599,401$ 3.00 494,768$ - (104,633)$ Subtotal 3.00 577,032$ 3.00 599,401$ 3.00 494,768$ - (104,633)$ Customer Experience 1.30 279,179$ 2.50 353,168$ 2.35 246,986$ (0.15) (106,181)$ 1.00 174,051 1.50 164,943 1.20 144,601 (0.30) (20,342) Subtotal 2.30 453,230$ 4.00 518,111$ 3.55 391,588$ (0.45) (126,523)$ Strategy and Innovation Innovation 2.00 257,424$ 2.00 373,277$ 3.00 451,633$ 1.00 78,356$ Subtotal 2.00 257,424$ 2.00 373,277$ 3.00 451,633$ 1.00 78,356$ Application Services 16.75 2,489,596$ 15.62 2,234,738$ 10.82 1,753,264$ (4.80) (481,474)$ Database Administration 1.00 150,285 1.13 176,107 1.13 181,304 - 5,197 Subtotal 17.75 2,639,881$ 16.75 2,410,845$ 11.95 1,934,568$ (4.80) (476,277)$ Project Management Office - -$ - -$ 5.00 663,710$ 5.00 663,710$ Subtotal - -$ - -$ 5.00 663,710$ 5.00 663,710$ Infrastructure Services 2.30 368,984$ 2.20 348,580$ 2.15 364,916$ (0.05) 16,336$ Server Administration 3.35 447,807 2.85 451,037 4.20 598,271 1.35 147,235 8.65 961,726 7.45 916,790 7.40 929,353 (0.05) 12,563 Subtotal 14.30 1,778,518$ 12.50 1,716,406$ 13.75 1,892,540$ 1.25 176,134$ Security Services Security Administration 1.40 252,868$ 1.50 351,214$ 2.75 486,604$ 1.25 135,390$ Subtotal 1.40 252,868$ 1.50 351,214$ 2.75 486,604$ 1.25 135,390$ Citywide IT (non-departmental) - -$ - 1,264,936$ - -$ - (1,264,936)$ - 112,081 1.00 98,264 1.00 439,688 - 341,424 1.00 2,430,720 1.00 2,281,006 - 2,898,908 (1.00) 617,902 Subtotal 1.00 2,542,801$ 2.00 3,644,206$ 1.00 3,338,596$ (1.00) (305,610)$ Capital Improvement Program - 375,014$ - 1,851,200$ - 4,292,472$ - 2,441,272$ Subtotal - 375,014$ - 1,851,200$ - 4,292,472$ - 2,441,272$ Total 41.75 8,876,767$ 41.75 11,464,660$ 44.00 13,946,478$ 2.25 2,481,818$ Personnel 5,124,832$ 5,160,773$ 5,495,501$ 334,728$ Operating 3,429,903 3,771,618 3,847,604 75,986 Interdepartmental Charges 131,140 192,314 209,846 17,532 Capital 121,110 2,260,897 4,313,284 2,052,387 Other Financing Uses 69,781 79,058 80,244 1,186 Total 8,876,767$ 11,464,660$ 13,946,478$ 2,481,818$ General 40.75 6,071,033$ 40.75 7,332,455$ 43.00 6,755,098$ 2.25 (577,357)$ Governmental Capital - - - - - 3,385,000 - 3,385,000 Telecommunications 1.00 479,841 1.00 513,476 1.00 568,036 - 54,560 Computer Replacement - 2,325,893 - 3,618,729 - 3,238,343 - (380,386) Total 41.75 8,876,767$ 41.75 11,464,660$ 44.00 13,946,478$ 2.25 2,481,818$ STAFFING AND EXPENDITURE BY PROGRAM Network Administration Applications & Related Support Service Desk Training Variance 2019 to 2020 2018 Actual 2020 Approved Budget 2019 Approved Budget Project Management EXPENDITURE BY CATEGORY Capital Improvement Program End-User Device and Office Automation Administration and Tier 2 Support STAFFING AND EXPENDITURE BY FUND Citywide Telecommunications & Computer Replacement Programs - Non CIP IT Capital Money Telecom Connectivity City of Boulder 2020 Approved BudgetPage 110 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 111 2020 Approved Budget $18,333,789 Department Divisions • Administration • Public Services • eServices • Community Engagement & Enrichment • Office of Arts & Culture 2020 Key Initiatives • Continue planning of the North Boulder Branch Library project and associated public art. • Implement facility floorplan and furnishing enhancements to improve patron access at the George Reynolds Branch Library. • Partner with the Boulder Valley School District to increase access to educational databases for students and teachers. • Building on the 2018 success, offer a new round of Neighborhood Murals to community members as part of the launch of the Creative Neighborhoods program. • In collaboration with the Boulder Arts Commission, begin an initiative to define and create strategy for a statement of principles for the role of culture in the climate crisis. Library & Arts Budget 80.25 FTE Summertime Outside Boulder Public Library Department Funding General Fund 51% Library Fund 9% Governmental Captial Fund 4% Capital Development Fund 17% Capital Improvement - Community, Culture, Safety Tax Fund 23% City of Boulder 2020 Approved BudgetPage 112 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 & Culture facilitates the success of this alignment in the creative 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. Department Overview Administration Administration is comprised of the Office of the Director and administrative roles, including project/contract management and long-range planning, budget and accounts payable functions, public information, 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, materials handling, and maintenance of the automated materials handling systems. 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 public computer reservation and printing system, computer technology support, the library website, the public meeting room A/V equipment, library maker spaces, and resource services (receiving, processing, and cataloging library materials and resources). Community Engagement & Enrichment Community Engagement & Enrichment connects with the community through events and programs and provides literacy and learning for patrons of all ages. It also comprises collection development and the curation of library materials (books, music, movies, and more) and electronic resources (ebooks, informational databases, and streaming/downloadable content), outreach, and management of the Canyon Theater and Gallery exhibits. This division includes Youth Services, Collection Development, Programs, Events, Outreach, and the BoulderReads adult literacy program. Office of Arts & Culture Includes administration and oversight, cultural grants, creative sector programs, public art, support for cultural nonprofits, 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. 2019 Accomplishments • Eliminated overdue fines on library materials for all patrons. • Renovated Main Library public restrooms to be more inclusive for all library users. • Launched inclusivity campaign, including an interactive art display about inclusive restrooms, Conversations in English program expansion, civic dialog and discourse engagement events, and media spotlights on immigrants who have gained skills and community at the library. City of Boulder 2020 Approved BudgetPage 113 Library & Arts Budget Library & Arts Budget Significant Changes 2019 Accomplishments, Continued • Provided support to four community groups offering donations of public artwork to the city, including Pearl Street and the Civic Area locations. • On advice from City Council, facilitated the process for the Boulder Arts Commission to incorporate a special facilities grant into the 2019 cultural grants cycle, distributing $250,000 to nonprofits to leverage their venues for increased benefit of the community. The BLDG 61 Makerspace Space Camp program participants launched and collected data from a weather balloon that ascended to a record 103,400 feet. SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Library & Arts 800,000$ - 371,200$ 1.50 New/Enhanced Program George Reynolds Branch Library Collection and Public Space Reconfiguration 100,000 - - - North Boulder Branch Library Manager Regrade - - 20,800 - Bilingual Youth Services Specialist - - 57,000 1.00 Volunteer Services Specialist (from 0.50 FTE to 1.0 FTE)- - 28,400 0.50 North Boulder Branch Construction Cost Escalation 700,000 - - - Creative Neighborhoods Program Launch - - 15,000 - Shift Cultural Grants for Large Organizations from One-Time to Ongoing - - 250,000 - City of Boulder 2020 Approved BudgetPage 114 Library & Arts Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Library Administration 4.00 816,450$ 4.00 1,140,604$ 4.00 894,553$ - (246,051)$ - 154,890 - 305,320 - 300,585 - (4,735) Volunteer Services 1.00 94,714 1.00 94,089 1.50 132,455 0.50 38,366 Grant Programs 0.50 304,612 - 350,000 - 450,000 - 100,000 Subtotal 5.50 1,370,666$ 5.00 1,890,013$ 5.50 1,777,593$ 0.50 (112,420)$ Arts and Culture Arts Administration 3.00 490,229$ 3.00 465,759$ 3.00 494,859$ - 29,100$ Arts Grants - 660,437 - 925,000 - 925,000 - - 0.50 28,259 0.50 27,578 0.50 44,986 - 17,408 Public Art Maintenance - 74,266 - 30,000 - 30,000 - - Subtotal 3.50 1,253,191$ 3.50 1,448,337$ 3.50 1,494,845$ - 46,508$ Community Engagement and Enrichment 2.25 176,215$ 2.25 187,004$ 2.25 192,429$ - 5,425$ 2.50 214,935 2.50 233,385 2.50 250,249 - 16,864 5.25 525,084 5.50 526,442 5.25 468,767 (0.25) (57,675) 5.50 1,513,128 5.25 1,571,795 5.50 1,608,586 0.25 36,791 6.00 347,419 6.00 359,103 7.00 534,947 1.00 175,844 Subtotal 21.50 2,776,781$ 21.50 2,877,729$ 22.50 3,054,978$ 1.00 177,249$ Public Services 21.50 1,293,693$ 21.25 1,318,826$ 21.25 1,366,194$ - 47,368$ 14.00 899,205 14.50 887,680 15.50 1,024,294 1.00 136,614 Subtotal 35.50 2,192,898$ 35.75 2,206,506$ 36.75 2,390,488$ 1.00 183,982$ eServices 6.00 446,455$ 6.00 476,478$ 6.00 490,088$ - 13,610$ 2.50 754,595 3.00 932,957 3.00 898,452 - (34,505) - 143,896 - 176,500 - 176,500 - - 3.00 303,681 3.00 335,807 3.00 322,022 - (13,785) Subtotal 11.50 1,648,627$ 12.00 1,921,742$ 12.00 1,887,062$ - (34,680)$ Capital Improvement Program - -$ - 1,021,176$ - 7,728,823$ - 6,707,647 Subtotal - -$ - 1,021,176$ - 7,728,823$ - 6,707,647$ Total 77.50 9,242,163$ 77.75 11,365,503$ 80.25 18,333,789$ 2.50 6,968,286$ Personnel 5,665,476$ 6,082,054$ 6,407,693$ 325,639$ Operating 3,200,515 3,784,806 3,722,082 (62,724) Interdepartmental Charges 376,172 477,467 475,191 (2,276) Capital - 1,021,176 7,728,823 6,707,647 Total 9,242,163$ 11,365,503$ 18,333,789$ 6,968,286$ General 77.00 7,911,588$ 77.25 8,884,665$ 79.75 9,044,061$ 2.50 159,396$ Library 0.50 1,330,575 0.50 1,459,662 0.50 1,560,905 - 101,243 Governmental Captial - - - - - 700,000 - 700,000 Capital Development - - - - - 3,000,000 - 3,000,000 Capital Improvement CCS - - - 1,021,176 - 4,028,823 - 3,007,647 Fund 6 - Total 77.50 9,242,163$ 77.75 11,365,503$ 80.25 18,333,789$ 2.50 6,968,286$ STAFFING AND EXPENDITURE BY PROGRAM 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 Library Facility and Asset Maintenance Patron Services Arts Programs BoulderReads Carnegie Library for Local History Programs, Events, & Outreach Library Materials Youth Services Makerspace Capital Improvement Program EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Branch Libraries Resource Services Technology Support Flatirons Library Consortium City of Boulder 2020 Approved BudgetPage 115 2020 Approved Budget $2,311,474 Department Divisions • Administration • Adjudication • Case Management 2020 Key Initiatives • Create and promote a robust teleworking model for court staff. • Develop and broaden automated processes to replace manual processes. • Adopt the citywide transition of files to SharePoint with more use of apps. Municipal Court Budget 18.35 FTE Department Funding General Fund 100% Boulder Justice Center City of Boulder 2020 Approved BudgetPage 116 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. Adjudication includes the Presiding Judge’s involvement with various external collaborators, including the campus-community alcohol coalition, Acting on Alcohol Concerns Together, and Boulder County Public Health’s Substance Abuse Implementation Team. 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. 2019 Accomplishments • Received a technical assistance grant from the Center for Court Innovation to explore implementing a community court. The grant expires in November 2019, but the court should be well-positioned to have a community court in 2020. • Collaborated with judges and court administrators from across the country to facilitate the launch of the National Association of Municipal Courts under the umbrella of the National League of Cities. This work will continue into 2020 as the association matures and the membership grows. • Experimented with warrant reduction strategies along with the prosecutor’s office to reduce failure-to- appear warrants; including dismissing some low-level cases and utilizing alternative sentencing options to reduce the number of people who are arrested and booked at the jail. • Started using more aggressive reminder mechanisms to proactively have people address their court cases. City of Boulder 2020 Approved BudgetPage 117 Municipal Court Budget Department Detail Court administrators stay around for a long time at the court. In fact, more people have walked on the moon than have been Boulder Municipal Court administrators. FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 3.75 401,373$ 3.75 461,417$ 3.75 528,356$ - 66,940$ Subtotal 3.75 401,373$ 3.75 461,417$ 3.75 528,356$ - 66,940$ Adjudication Adjudication 4.60 604,426$ 4.60 620,357$ 4.60 655,393$ - 35,036$ Subtotal 4.60 604,426$ 4.60 620,357$ 4.60 655,393$ - 35,036$ Case Management Animal 1.40 128,818$ 1.20 131,667$ 1.20 130,005$ - (1,662)$ General 1.40 129,262 1.20 131,643 1.20 130,004 - (1,639) Parking 1.40 176,086 1.20 164,193 1.20 181,039 - 16,846 Photo Enforcement 1.40 120,787 1.20 116,443 1.20 121,088 - 4,645 Probation Services 4.00 400,066 4.00 414,113 4.00 435,581 - 21,468 Traffic 1.40 128,781 1.20 131,643 1.20 130,006 - (1,637) Subtotal 11.00 1,083,800$ 10.00 1,089,703$ 10.00 1,127,725$ - 38,022$ Total 19.35 2,089,599$ 18.35 2,171,477$ 18.35 2,311,474$ - 139,997$ Personnel 1,707,229$ 1,696,447$ 1,817,340$ 120,893$ Operating 328,062 412,560 436,417 23,857 Interdepartmental Charges 54,308 62,471 57,717 (4,754) Total 2,089,599$ 2,171,477$ 2,311,474$ 139,997$ General 19.35 2,089,599$ 18.35 2,171,477$ 18.35 2,311,474$ - 139,997$ Total 19.35 2,089,599$ 18.35 2,171,477$ 18.35 2,311,474$ - 139,997$ STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM Variance 2019 to 2020 2018 Actual 2020 Approved Budget 2019 Approved Budget EXPENDITURE BY CATEGORY City of Boulder 2020 Approved BudgetPage 118 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 119 2020 Approved Budget $28,275,231 Department Divisions • Office of the Director • Central Services • Community Connections & Partnerships • Resources & Stewardship • Trails & Facilities2020 Key Initiatives • In 2020, Open Space & Mountain Parks (OSMP) will begin to 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. • To better equip staff to efficiently and effectively carry out the work of OSMP, make strategic department-wide capital investments. In 2020, continue to invest in asset management and other systems to understand total cost of system management in support of objectives in the Financial Sustainability focus area of the Master Plan. Open Space & Mountain Parks Budget 125.35 FTE Department Funding General Fund < 1% Lottery Fund < 2% Open Space Fund 98% Placard Informing Hikers at Chautauqua of OSMP’s Master Plan City of Boulder 2020 Approved BudgetPage 120 Open Space & Mountain Parks Budget Department Mission The Open Space & Mountain Parks (OSMP) Department 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 Interim Director, the Interim Deputy 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 & 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 & 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 & Facilities workgroup supports the design, construction, and maintenance of OSMP’s physical assets. This service area is responsible for maintaining OSMP’s trails, trailheads and other access points; office buildings and other structures across the Open Space system; and the department’s equipment and vehicle assets. 2019 Accomplishments • Completed the Open Space and Mountain Parks Master Plan. The plan established focus areas, outcomes, and strategies that help shape the City of Boulder’s approach to future stewardship questions, such as how to sustain ecosystem health at a time of increasing population growth and visitation and amid changing environmental conditions. From a budget perspective, the Master Plan also included three financial plans (fiscally constrained, action, and vision levels of investment). • 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. City of Boulder 2020 Approved BudgetPage 121 Open Space & Mountain Parks Budget Open Space & Mountain Parks Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Open Space & Mountain Parks -$ - 200,000$ - New/Enhanced Program Prairie Dog Working Group Recommendation Implementation - - 200,000 - 2019 Accomplishments, Continued • 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 was developed and will continue in 2020. • Engaged in regional collaboration. Partnered with other agencies to leverage OSMP’s interests through strategic property acquisition, coordination of joint programs and projects, and other avenues as needed (e.g. research grants, roundtables, and regional trail efforts including Rocky Mountain Greenway and the Boulder Creek Path extension). • 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. In 2019, OSMP completed its assessment of undesignated trails, implemented a new work planning system, and worked citywide to identify and plan for a new asset management system. OSMP recently completed a visitation study that shows that OSMP lands receive 6.25 million visits per year. Hiking, walking dogs, running, and biking were reported as the top primary activities of visitors. City of Boulder 2020 Approved BudgetPage 122 Open Space & Mountain Parks Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Director's Team 6.00 1,239,675$ 6.00 1,083,448$ 6.00 1,187,859 - 104,410$ 2.00 246,044 2.00 200,173 2.00 218,035 - 17,862 2.00 320,008 2.00 352,106 2.00 340,212 - (11,894) Subtotal 10.00 1,805,728$ 10.00 1,635,727$ 10.00 1,746,106$ - 110,379$ 4.50 287,357$ 4.00 485,350$ 4.00 368,420$ - (116,930)$ Customer Service 5.00 595,291 4.00 386,769 4.00 998,546 - 611,777 Real Estate Services 4.75 529,977 5.00 537,887 5.00 560,057 - 22,170 Resource Information Services 7.55 1,300,293 7.75 1,307,780 7.75 1,355,842 - 48,062 Subtotal 21.80 2,712,919$ 20.75 2,717,786$ 20.75 3,282,866$ - 565,080$ Community Engagement 8.25 1,146,191$ 8.50 1,100,290$ 8.50 1,238,657$ - 138,367$ Junior Rangers 1.00 339,875 1.00 440,601 1.00 436,371 - (4,230) Outreach 2.00 434,313 2.00 379,304 2.00 431,814 - 52,510 Planning Services 5.00 697,219 6.00 659,816 6.00 807,349 - 147,533 Ranger Services 21.05 2,266,367 19.05 2,041,965 19.05 2,106,618 - 64,653 Subtotal 37.30 4,883,965$ 36.55 4,621,975$ 36.55 5,020,809$ - 398,833$ Agricultural Management 3.00 358,074$ 5.00 370,023$ 5.00 585,506$ - 215,483$ Cultural Resources Program 2.00 207,718 2.00 213,839 2.00 236,808 - 22,969 Ecological Services from General Fund - - - - 2.00 184,661 2.00 184,661 Ecological Stewardship 5.05 621,614 5.05 601,403 5.05 762,485 - 161,082 4.25 619,462 3.50 545,897 3.50 547,685 - 1,789 Recreation and Cultural Stewardship 4.75 626,450 4.00 648,055 4.00 823,810 - 175,755 1.75 376,247 2.00 311,857 2.00 343,707 - 31,850 Vegetation Management 3.50 625,095 4.00 661,138 4.00 644,782 - (16,356) Water Rights Administration 2.00 494,151 2.00 489,811 2.00 522,382 - 32,571 3.00 639,626 3.00 478,597 3.00 493,449 - 14,852 Subtotal 29.30 4,568,437$ 30.55 4,320,622$ 32.55 5,145,276$ 2.00 824,654$ Engineering Project Management 8.25 994,081$ 7.25 945,954$ 7.25 1,091,269$ - 145,315$ Equipment and Vehicles 1.00 1,127,967 1.00 1,025,087 1.00 1,013,546 - (11,541) Facility Management 4.00 848,799 4.00 1,536,572 4.00 929,715 - (606,857) Signs Graphics Display 2.00 241,890 2.00 262,177 2.00 301,949 - 39,772 Trails Stewardship 9.00 1,151,282 8.25 1,218,233 8.25 1,165,684 - (52,548) 2.75 588,809 3.00 514,120 3.00 612,137 - 98,017 Subtotal 27.00 4,952,828$ 25.50 5,502,141$ 25.50 5,114,299$ - (387,842)$ Capital Improvement Program - 25,997,689$ - 5,408,000$ - 4,038,275$ - (1,369,725)$ Cost Allocation - 1,960,444 - 2,090,102 - 2,121,454 - 31,352 Debt Service - 5,239,224 - 3,344,410 - 1,806,146 - (1,538,264) Subtotal - 33,197,357$ - 10,842,512$ - 7,965,875$ - (2,876,637)$ Total 125.40 52,121,233 123.35 29,640,763 125.35 28,275,231 2.00 (1,365,532)$ Personnel 14,464,072$ 14,038,215$ 15,424,854$ 1,386,640$ Operating 3,320,369 3,632,273 3,727,273 95,000 Interdepartmental Charges 1,139,435 1,127,763 1,157,228 29,465 Capital 25,997,689 5,408,000 4,038,275 (1,369,725) Cost Allocation 1,960,444 2,090,102 2,121,454 31,352 Debt Service 5,239,224 3,344,410 1,806,146 (1,538,264) Total 52,121,233$ 29,640,763$ 28,275,231$ (1,365,532)$ General 0.27 26,352$ - -$ 2.00 184,661$ 2.00 184,661$ Lottery - 1,445,501 - 428,000 - 428,000 - - Open Space 125.13 50,649,380 123.35 29,212,763 123.35 27,662,570 - (1,550,193) Total 125.40 52,121,233$ 123.35 29,640,763$ 125.35 28,275,231$ 2.00 (1,365,532)$ Community and Partnerships 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 STAFFING AND EXPENDITURE BY PROGRAM Office of the Director Community Relations Office Science Office Central Services Business Operations 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 City of Boulder 2020 Approved BudgetPage 123 2020 Approved Budget $29,634,008 Department Divisions • Operations • Planning & Ecological Services • Business Services • Community Building & Volunteerism 2020 Key Initiatives • Kick off the Boulder Parks & Recreation Department Master Plan Update, which will ensure alignment of departmental programs, fund health, services, and facilities to meet the needs and goals of the community. • Open and operate Scott Carpenter Pool and Boulder Reservoir Visitor’s Services Center, which were funded through General Fund and community, culture, and safety tax. • Complete a Recreation Facility Needs Assessment to determine the potential enhancements for each of our three recreation centers to ensure they meet the current and future health and wellness needs of the community. • Design replacement for golf facilities formerly housed in the flood-destroyed Flatirons Events Center. Parks & Recreation Budget 145.25 FTE Kayakers Enjoying East Boulder Community Park City of Boulder 2020 Approved BudgetPage 124 Parks & Recreation Budget Department Mission The Parks & 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 creative leadership, environmentally sustainable practices, and the responsible use of available resources. Department Overview Operations The Operations team performs the day-to-day management of facilities and public spaces. This includes landscaping, grounds 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, youth outreach, and partner-delivered programming services. Planning & Ecological Services The Planning & Ecological Services team manages capital project planning, design and construction, forestry and natural lands, asset management and park renovation projects, and community engagement related to planning efforts. Business Services The Business Services function includes business and finance, marketing, communications, information technology, staff training and development, process improvement, and liaison work to the Parks & Recreation Advisory Board (PRAB) and City Council. Community Building & Volunteerism The Community Building & Volunteerism team coordinates system-wide volunteer efforts and facilitates private gifting towards asset enhancements and program underwriting. This work also includes the exploration of public/private partnerships to enhance visitor experiences and the sustainability of resources. 2019 Accomplishments • Constructed a majority of the Scott Carpenter Pool Replacement Project and Boulder Reservoir Visitor’s Services Center. Both facilities are planned to open for the 2020 season. Completed operational business plans for each facility to forecast annual operating, including the ongoing maintenance of the new facilities. • In collaboration with the Parks & Recreation Advisory Board, analyzed and adopted level of service and fee practices at location-based facilities proposing sustainability of services, pricing package simplicity, and continuing service reach/access priorities (financial aid and subsidy for seniors, youth, and underserved populations). • Implemented Beehive Asset Management Software to foster data-driven stewardship of public resources and facilitate improved financial planning for Parks & Recreation assets. • Hosted over 100 special events throughout the parks system, with a focus on programming in the Civic Area. • Implemented a base $12 per hour wage for all employees, one year ahead of the state’s minimum wage timeline. • Formalized a Memorandum of Understanding with PLAY Boulder to help support the department’s goals in developing key partnerships and sustainability of programs. City of Boulder 2020 Approved BudgetPage 125 Parks & Recreation Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Parks & Recreation 10,000$ - 115,252$ 3.25 New/Enhanced Program Surface Go Tablets 10,000 - 5,214 - Seasonal Lifeguards Conversion to Standard Employees - - - 3.25 Cost Escalation of Existing Service EXPAND Program Subsidy (due to loss of Medicaid Funding)- - 60,000 - Recreation Activity Fund - Increase to Health and Wellness Transfer - - 15,857 - Park Operations & Maintenance - - 34,181 - Over 2,000 volunteers donate more than 20,000 hours of their time each year toward the upkeep and enhancement of city parks. City of Boulder 2020 Approved BudgetPage 126 Department Detail Parks & Recreation Budget FTE Amount FTE Amount FTE Amount FTE Amount Business Services Department Administration 2.00 193,204$ 2.00 443,853$ 2.00 333,294$ - (110,559)$ Business Services & Marketing 16.37 1,613,740 12.50 1,443,906 14.25 1,848,452 1.75 404,546 Subtotal 18.37 1,806,944$ 14.50 1,887,759$ 16.25 2,181,746$ 1.75 293,987$ Operations 3.00 1,052,095$ 4.00 1,033,282$ 2.50 904,538$ (1.50) (128,744)$ Recreation Centers 16.75 2,571,682 17.25 2,658,227 16.00 2,762,740 (1.25) 104,513 Recreation Programs 9.00 1,687,982 7.00 1,410,790 8.00 1,800,354 1.00 389,564 Aquatics 5.00 1,440,197 5.00 1,408,880 9.50 1,929,989 4.50 521,109 Access and Inclusion 8.25 1,130,236 9.25 1,012,074 8.25 995,823 (1.00) (16,251) Golf 7.00 1,327,668 7.00 1,333,969 7.00 1,418,162 - 84,193 Reservoir 5.50 988,847 4.75 1,042,204 4.75 1,067,297 - 25,093 Sports 4.00 677,179 3.00 857,830 3.00 623,425 - (234,405) Urban Parks 40.00 5,237,813 40.00 5,240,940 40.00 5,510,509 - 269,569 3.00 421,484 3.00 431,196 3.00 426,073 - (5,123) Subtotal 101.50 16,535,183$ 100.25 16,429,392$ 102.00 17,438,911$ 1.75 1,009,519$ Community Building & Volunteerism Special Events 1.00 262,725$ 1.00 251,799$ 1.00 262,974$ - 11,174$ Community Partnerships & Volunteerism 2.00 126,273 2.50 264,991 2.50 318,709 - 53,718 Subtotal 3.00 388,998$ 3.50 516,790$ 3.50 581,682$ - 64,892$ Planning & Ecological Services Planning & Project Management 7.50 712,992$ 7.00 834,008$ 7.25 837,125$ 0.25 3,117$ Construction & Maintenance Management 5.00 378,684 5.00 339,716 5.00 446,067 - 106,351 Forestry 7.00 1,230,268 7.00 1,139,459 7.00 1,264,040 - 124,581 Natural Lands 4.00 378,218 4.25 440,783 4.25 444,158 - 3,375 Subtotal 23.50 2,700,162$ 23.25 2,753,966$ 23.50 2,991,389$ 0.25 237,423$ Capital Improvement Program 2,285,822$ 7,099,333$ 4,898,000$ (2,201,333)$ Capital Refurbishment Program 167,601 200,000 400,000 200,000 Cost Allocation 607,269 681,789 692,017 10,228 Interdepartmental Charges 459,205 - 450,262 450,262 Interdepartmental Transfers 6,901 - - - Subtotal 3,526,797$ 7,981,122$ 6,440,279$ (1,540,843)$ Total 146.37 24,958,085$ 141.50 29,569,029$ 145.25 29,634,008$ 3.75 64,979$ Personnel 14,393,997$ 14,694,780$ 15,899,244$ 1,204,464$ Operating 7,204,891 7,093,127 7,694,485 601,358 Interdepartmental Transfers & Charges 1,073,375 681,789 1,142,279 460,490 Capital 2,285,822 7,099,333 4,898,000 (2,201,333) Total 24,958,085$ 29,569,029$ 29,634,008$ 64,979$ General 40.50 4,924,311$ 40.00 4,474,930$ 40.50 4,687,353$ 0.50 212,423$ Lottery - 283,932 - 428,000 - 428,000 - - .25 Cent Sales Tax 37.12 7,541,144 36.00 7,123,339 36.50 9,431,080 0.50 2,307,741 Recreation Activity 59.50 10,875,866 56.25 10,757,257 59.00 11,647,328 2.75 890,071 Permanent Park and Recreation 9.25 1,301,910 9.25 4,042,170 9.25 3,040,246 - (1,001,924) Boulder Junction Improvement - - - 350,000 - - - (350,000) Capital Development Fund - 30,922 - - - 400,000 - 400,000 Community, Culture, & Safety Tax - - - 2,393,333 - - - (2,393,333) Total 146.37 24,958,085$ 141.50 29,569,029$ 145.25 29,634,008$ 3.75 64,979$ 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 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 City of Boulder 2020 Approved BudgetPage 127 2020 Approved Budget $6,203,135 Department Divisions • Comprehensive Planning • Development Review • Administrative Services 2020 Key Initiatives • In collaboration with multiple city departments, the community, intergovernmental agencies, and area nonprofits, maximize completeness and accuracy in the 2020 United States Decennial Census. • Make significant progress toward City Council priority initiatives, including East Boulder Subcommunity Plan, mid-term update to the Boulder Valley Comprehensive Plan, and additional land use code changes. • Implement the recommendations of the Planning & Development Services Strategic Plan, including service and process improvements for the community and customers. Planning Budget 44.03 FTE Department Funding General Fund 14% Planning & Development Services Fund 86% Bike Path Along the Denver-Boulder Turnpike City of Boulder 2020 Approved BudgetPage 128 Planning Budget Department Mission The Planning Department collaborates with the community and colleagues to create a truly great and sustainable city, worthy of its setting. The department does this by working with the Boulder community to articulate a shared vision for the city’s future; promoting long-term sustainability, resilience, and community quality through comprehensive, strategic planning, and application of the community’s values and sustainability principles in guiding new development and redevelopment in the city; engaging the community to promote education and action for community sustainability and resilience; and supporting others in the city organization and community to carry out their mission in service of the community’s planning and sustainability goals. 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 provides project review and zoning administration for the community and customers. Collaborating with other workgroups of the Planning & Development Services Center, the Development Review team ensures consistent application of city regulations and policies in both “by right” and discretionary review projects. The group also coordinates regular updates to the city’s land use code and development regulations and oversees annexation processes. Administrative Services Administrative Services administers Planning & Development Services Center operations, including customer service, reception, and permit support. It also administers the licensing program, including contractor licensing, rental licensing, and short-term rental licensing. The division also provides support to four advisory boards and general administrative support to the department. 2019 Accomplishments • Implemented the Boulder Valley Comprehensive Plan (BVCP) through near-term actions identified in the Action Plan and prioritized by City Council at its January 2018 retreat. This includes developing the Alpine- Balsam Area Plan; amending Land Use Code with respect to Community Benefit, Use Tables and Standards, and Large Homes & Lots; developing a program for subcommunity planning and beginning the East Boulder Subcommunity Plan process; and supporting integrated planning with other departments through master plan processes. • Completed code changes regarding the Mixed Use 3 (MU-3), Business Community (BC-1/BC-2) zones, and short-term rental affidavits. • Supported additional council priorities and issues, including CU-South Annexation, Opportunity Zone moratorium, and Wireless regulations/5G. City of Boulder 2020 Approved BudgetPage 129 Planning Budget Department Detail Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Planning 324,800$ 4.00 -$ - Continuation of One-Time Program Extension of Administrative Specialist 69,750 1.00 - - Extension of Comprehensive Planner 87,500 1.00 - - Extension of Land Use Code Planner 75,400 1.00 - - Extension of Landscape Plans Reviewer 92,150 1.00 - - The Planning Department currently and continues to meet a goal of a three-day turnaround time for development review track changes and rental licensing application processing changes which hasn’t been met in 10 years! FTE Amount FTE Amount FTE Amount FTE Amount Planning 1.85 1,349,871$ 12.17 1,153,209$ 11.63 1,314,833$ (0.54) 161,624$ Comprehensive Planning 15.02 1,150,433 11.15 1,471,963 11.15 1,447,104 0.00 (24,859) Development Review 19.39 1,817,171 16.00 1,757,533 17.00 1,969,599 1.00 212,065 Information Resources 4.33 799,177 3.57 628,600 4.25 704,052 0.68 75,452 Subtotal 40.59 5,116,652$ 42.89 5,011,306$ 44.03 5,435,588$ 1.14 424,281$ Cost Allocation and Transfers Cost Allocation and Transfers - 765,262$ - 756,204$ - 767,547$ - 11,343$ Subtotal - 765,262$ - 756,204$ - 767,547$ - 11,343$ Total 40.59 5,881,914$ 42.89 5,767,510$ 44.03 6,203,135$ 1.14 435,624$ Personnel 3,884,796$ 4,286,828$ 4,690,594$ 403,766$ Operating 1,100,846 515,746 557,870 42,123 Interdepartmental Charges 113,242 208,732 187,124 (21,608) Other Financing 783,029 756,204 767,547 11,343 Total 5,881,914$ 5,767,510$ 6,203,135$ 435,624$ General 3.98 818,150$ 7.80 688,061$ 7.55 837,767$ (0.25) 149,706$ Planning & Development Services 36.61 5,063,764 35.09 5,079,450 36.48 5,365,368 1.39 285,918 Total 40.59 5,881,914$ 42.89 5,767,510$ 44.03 6,203,135$ 1.14 435,624$ 2018 Actual 2019 Approved Budget 2020 Approved Budget Variance 2019 to 2020 STAFFING AND EXPENDITURE BY PROGRAM Division Management, Support & Customer Service EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND City of Boulder 2020 Approved BudgetPage 130 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 131 2020 Approved Budget $38,629,082 Department Divisions • Administration • Operations • Support & Staff Services 2020 Key Initiatives • Update the 2013 Master Plan to support public safety services by building on the department’s strengths, address existing deficiencies, and help define the future course of the department. • Implement a new e-ticket writer system in the traffic unit to help the city with the Vision Zero Initiative. • Purchase and upgrade the bomb truck to accommodate the three-person bomb team and associated equipment, such as the bomb robots. Police Budget 289.25 FTE Department Funding General Fund 100% Governmental Capital Fund (tied to General Fund) < 1% Boulder Police Driving in Boulder’s Foothills City of Boulder 2020 Approved BudgetPage 132 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, manages the budget, coordinates planning and department initiatives, and works with staff to set the vision, values, and philosophy of the department. 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, University Hill and Pearl Street 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 & 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: Financial and Facility Services; Property and Evidence; Records Services; Communications (Dispatch); and Training and Personnel. 2019 Accomplishments • Released the department’s first Stop-Data report and six data presentations to the community and key stakeholders. • Hired new officers on a faster timeline to bring a more diverse group of candidates into the department. • Updated the CopLogic online reporting system to make it easier for the community to report some crimes that do not require an officer’s presence. This leaves officers available to answer other emergency calls. • Purchased the Incident Command Vehicle (ICV) that will be used as the command center for Police and Fire to strategize their response during critical incidents, such as fires and floods. • Upgraded the Negotiator/SWAT Van to run operations during difficult and life-threatening situations so that the officers can observe and strategize from a safe location. City of Boulder 2020 Approved BudgetPage 133 Police Budget Police Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Police 360,000$ - 215,588$ - New/Enhanced Program Bomb Truck Replacement 360,000 - 24,000 - Cost Escalation of Existing Service Code Enforcement Abatements - - 20,000 - Negotiator Vehicle Replacement/SWAT Command Post Replacement Funding - - 34,000 - Peace Officer Standards Training (POST)- - 128,000 - Ongoing Technology at Public Safety Building - - 9,588 - The Police Department drone was deployed over 28 times since it was activated to help at crime scenes and assist in locating missing people. City of Boulder 2020 Approved BudgetPage 134 Department Detail Police Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 6.00 1,249,548$ 6.00 1,177,365$ 6.00 1,236,233$ - 58,868$ Subtotal 6.00 1,249,548$ 6.00 1,177,365$ 6.00 1,236,233$ - 58,868$ Operations Accident Report Specialists 4.25 415,588$ 4.25 453,756$ 4.25 471,906$ - 18,150$ Animal Control 6.00 654,454 6.00 646,485 6.00 726,791 - 80,306 Code Enforcement 6.00 584,758 6.00 509,219 6.00 648,171 - 138,952 Community Police Center 2.25 245,786 2.25 288,078 2.25 337,289 - 49,211 Crime Analysis Unit 2.00 205,068 2.00 190,789 2.00 223,040 - 32,251 Crime Lab 3.00 307,602 3.00 351,980 3.00 364,299 - 12,319 Crime Prevention 3.25 492,439 3.25 507,212 3.25 524,964 - 17,752 DUI Enforcement 1.00 109,238 1.00 144,637 1.00 153,315 - 8,678 General Investigations 8.75 1,795,875 8.75 1,272,544 8.75 1,348,897 - 76,353 Hill Unit 7.25 901,277 7.25 823,612 7.25 874,966 - 51,354 Major Crimes Unit 10.25 2,044,618 10.25 1,567,500 10.25 1,645,875 - 78,375 Mall Unit 8.50 1,056,669 8.50 949,350 8.50 1,025,823 - 76,473 Narcotics 4.00 588,634 4.00 593,390 4.00 628,993 - 35,603 Patrol Watches I, II, and III 95.25 11,534,959 96.25 11,476,401 96.25 11,956,772 - 480,371 Photo Enforcement 8.00 1,054,191 6.50 1,203,215 6.50 1,215,423 - 12,208 School Resource Officers 5.75 628,119 5.75 721,903 5.75 747,169 - 25,266 Special Enforcement Unit 2.00 218,476 2.00 252,844 3.00 352,868 1.00 100,024 Special Events Response 0.75 141,043 0.75 128,273 0.75 149,906 - 21,633 Specialized Investigations 9.00 922,806 9.00 1,278,751 9.00 1,323,507 - 44,756 Target Crime Team 4.00 410,136 4.00 618,201 4.00 639,838 - 21,637 Traffic Enforcement 15.75 1,570,823 15.75 1,894,025 15.75 1,960,316 - 66,291 Subtotal 207.00 25,882,559$ 206.50 25,872,165$ 207.50 27,320,128$ 1.00 1,447,963$ Support and Staff Services 34.00 3,150,491$ 33.00 3,227,356$ 33.00 3,259,427$ - 32,071$ Facility and Building Maintenance 7.00 870,175 6.00 947,171 6.00 980,322 - 33,151 Financial Services 4.00 1,883,176 4.00 1,712,644 4.00 1,749,042 - 36,398 Personnel 1.75 339,465 1.75 342,860 1.75 346,289 - 3,429 Property and Evidence 5.25 821,858 5.25 802,255 5.25 864,085 - 61,830 Records Management 21.75 1,034,508 21.75 1,614,149 21.75 1,646,432 - 32,283 Training 3.25 486,895 2.25 591,464 2.25 684,660 - 93,196 Victim Services 1.75 161,019 1.75 169,212 1.75 182,464 - 13,252 Subtotal 78.75 8,747,587$ 75.75 9,407,111$ 75.75 9,712,721$ - 305,610$ Capital Improvement Program Capital Improvement Program - -$ - -$ - 360,000$ - 360,000$ Subtotal - -$ - -$ - 360,000$ - 360,000$ Total 291.75 35,879,694$ 288.25 36,456,641$ 289.25 38,629,082$ 1.00 2,172,441$ Personnel 30,419,373$ 30,971,394$ 32,765,952$ 1,794,558$ Operating 2,965,683 3,030,515 3,065,243 34,728 Interdepartmental Charges 2,494,638 2,454,732 2,437,887 (16,845) Capital - - 360,000 360,000 Total 35,879,694$ 36,456,641$ 38,629,082$ 2,172,441$ General 291.75 35,879,694$ 288.25 36,456,641$ 289.25 38,269,082$ 1.00 1,812,441$ Governmental Capital - - - - - 100,000 - 100,000 Fleet Replacement - - - - - 260,000 - 260,000 Total 291.75 35,879,694$ 288.25 36,456,641$ 289.25 38,629,082$ 1.00 2,172,441$ STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM Variance 2019 to 2020 2018 Actual 2020 Approved Budget 2019 Approved Budget EXPENDITURE BY CATEGORY Police and Fire Communications Center City of Boulder 2020 Approved BudgetPage 135 2020 Approved Budget $157,763,601 Department Divisions • Development Services • Support Services • Transportation • Utilities 2020 Key Initiatives • Begin construction of the new North Boulder Branch Library, which was identified as a need in the Library Master Plan in the 1990s. • Complete the first-ever, citywide Facilities Master Plan that will provide a 50-year vision of where to locate city services. • At the Water Resource Recovery Facility, complete a project that will redefine beneficial use and resource recovery of biogas, by converting wastewater- derived biogas into a renewable natural gas (RNG) for vehicle fuel. The new RNG end-use will replace the legacy combined-heat-and-power cogeneration system, and will be used to supplement vehicles providing solid waste, recycling, and composting service within the Boulder community. • Complete construction on the Carter Lake Pipeline project. The Boulder Reservoir Water Treatment Plant will begin treating water year-round from the 21-mile long buried steel pipeline that will deliver water from Carter Lake Reservoir. • Implement recommendations of the Planning and Development Services Strategic Plan, including service and process improvements for the community and customers. • Within Development Services, meet 80% on-time service delivery, utilizing a dashboard to track progress. • Expand local HOP service to serve more people and jobs in North and East Boulder. Public Works Budget 352.87 FTE Water Treatment Plant City of Boulder 2020 Approved BudgetPage 136 Public Works Budget Department Mission The Public Works 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. Department Overview Development 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. Code Enforcement is responsible for enforcing city regulations involving land use, building code, and residential rental property maintenance. Standards for service include the prompt response to code violations, effective and timely notification and communication with residents, business owners, property owners, and property managers to increase awareness and voluntary compliance. 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. This responsibility involves city-maintained infrastructure including domestic water, wastewater, stormwater, transportation and improvements maintained by private service providers for electric, telecommunications, and natural gas. This workgroup is also responsible for administration of floodplain and wetland protection ordinances for both public and private projects. Information Resources provides services to leverage technology and support business functions in the Public Works and Planning Departments. This includes the administration and management of land management, permitting, licensing, asset management, and geographic information systems (GIS) in addition to records, research, and reporting services. Support Services Support Services includes billing services, project coordination, financial and administrative support, and the department safety program. The organizational management of these services is provided under the Support Services division, and the corresponding appropriations are distributed across all Public Works divisions. Facilities & Asset Management (FAM) provides new construction, major maintenance, renovation and replacement, and operations and maintenance services in accordance with industry standards for the city- owned buildings and structures it maintains. FAM manages the Capital Development, Facility Renovation & Replacement, and Equipment Replacement funds. FAM manages Energy Performance Contracts, and along with Fleet Services, collaborates citywide to implement Boulder’s Climate Commitment. FAM is also involved with environmental remediation projects. Fleet Services maintains all vehicles and 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 alternatively fueled and provide a variety of fuel types for the city’s fleet. Radio Services provides corrective maintenance on all mobile and stationary communications equipment, and in coordination with FAM, is building out the infrastructure for the new city-owned and operated radio communication system. City of Boulder 2020 Approved BudgetPage 137 Public Works Budget Public Works Budget Transportation Planning and Operations ensures a safe and efficient multi-modal transportation system. This includes the planning, program, and policy work of GO Boulder to design and encourage the use of a multi-modal system, as well as the operations work of determining, operating, and maintaining appropriate infrastructure and traffic control. This workgroup also oversees the city’s progress toward meeting the goals of the Transportation Master Plan. 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 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. 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. Utilities The Planning and Project Management group provides strategic planning, permitting, public engagement, engineering, construction, and asset management for the water, wastewater, and stormwater/flood management utilities. Utilities Maintenance operates, maintains, and provides emergency response for the water distribution, wastewater collection, flood control facilities, and stormwater collection systems of the city. This workgroup also performs all water meter reading, maintenance, and repair. The Water Resources group 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 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 operates the two water treatment plants responsible for providing the Boulder community with potable water for public health and fire response. This unit is responsible for compliance with federal and state regulations and with the Safe Drinking Water Act. The Wastewater Treatment group is responsible for protection of environmental quality and public health through safe and efficient operation and maintenance of the Water Resource Recovery Facility (WRRF). Operations are managed to follow federal and state regulations, including the Clean Water Act. Water Quality and Environmental Services serves as a technical resource and provides regulatory support for the Utilities division and other city departments. Services include implementation of and support for regulatory permits, monitoring to meet regulations, evaluating performance of wastewater treatment and drinking water treatment processes, and implementation of programs to protect the health of natural systems. The group also provides project management services in support of integrating water quality enhancement and regulatory compliance into the city’s CIP. City of Boulder 2020 Approved BudgetPage 138 Public Works Budget 2019 Accomplishments • Completed the new radio system infrastructure project, which will provide a redundant and modern radio system for emergency response and other critical service responses. This $6 million upgrade was funded by the community, culture, and safety tax. • Completed an electric vehicle analysis of 96 city light duty vehicles, including actual driving, idling, and parking data using GPS systems. This study provided recommendations on the suitability of replacing a current vehicle with an electric vehicle, its charging infrastructure needs, and opportunities to right-size the city fleet. • Completed the Betasso Improvements capital project in early 2019, which allowed staff to focus on optimization of the plant process improvements. Thus far, there has been a 20% improvement in filter efficiencies, reduced chemical usage, and successful ongoing management and disposal of the water treatment residuals. • Installed solar panels at the Boulder Reservoir Water Treatment Plant in 2019, bringing the total generation at the site to 1.92 megawatts, which is approximately 75% of the electrical use of the facility. • Worked on several projects between the Public Works Development Review and Planning, including site review at Foot of the Mountain Motel/Nuzem Gardens and 2150 Folsom (Multifamily); use review at Chautauqua Galey Cottage Conversion; annexations at 1179 Cherryvale, Knollwood neighborhood by election, and 5469 South Boulder Road; code changes for BC Zones – Ground Floor Uses and OZ Zone Use Tables; and concept plans for Shining Mountain Waldorf School, 1810 30th Street (adopted hotel), 1580 Canyon (Liquor Mart), and 4540 Broadway (NoBo Library). • Adopted the 2018 Building Codes published by the International Code Council (ICC), developed and adopted the 2019 City of Boulder Energy Conservation Code, and completed an update to the Design and Construction Standards. • Ordered four new electric buses in partnership with Via services. This is in alignment with the city goal to be 100% electric by the year 2030. • Updated the city’s Transportation Master Plan in collaboration with Boulder County and other surrounding communities. City of Boulder 2020 Approved BudgetPage 139 Public Works Budget Significant Changes The Water Resources Recovery Facility receives and treats on average 13 million gallons of wastewater each day and returns the recovered water to Boulder Creek. This amount is approximately 20% less than the volume of wastewater handled 20 years ago due to water conservation and use trends, as well as pipe and manhole rehabilitation. SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Public Works 2,603,673$ 8.00 2,582,502$ 4.50 New/Enhanced Program GIS Technician 66,421 1.00 - - Alpine-Balsam Pavilion Design (total $2M over two years)1,107,742 - - - Transportation Safety Initiatives 700,000 - - - Radio System Program Manager 40,000 - 178,500 1.00 Three Year Fixed-Term Facility Coordinator III (reallocation from Temporary Salaries)- 1.00 - - Fuel Management Software Consolidation 57,122 - 2,002 - Transportation Planner I – Transit Planner - - 120,000 1.00 Vision Zero Transportation Engineer - - 130,000 1.00 Transportation Planner (from 0.5 FTE to 1.0 FTE)- - 40,000 0.50 Windy Gap Source Water Payment - - 692,000 - Continuation of One-Time Program Extension of Civil Engineer 95,440 1.00 - - Extension of Project Specialist 107,710 1.00 - - Extension of Records and Research Planning Technician 68,500 1.00 - - Extension of the Energy Code Coordinator 124,000 1.00 - - Extension of GIS Technician 136,738 2.00 - - Civic Area Access Parking Management for City Employees 100,000 - - - Cost Escalation of Existing Service Essential Services – Pavement Management, Potholes, Medians, Snow Removal - - 600,000 - Encampment Response Program - - 230,000 1.00 Acetic Acid for the Water Resource Recovery Facility - - 100,000 - Stormwater Collection System Maintenance - - 490,000 - City of Boulder 2020 Approved BudgetPage 140 Department Detail Public Works Budget FTE Amount FTE Amount FTE Amount FTE Amount Transportation Division Support & Customer Service 5.80 1,248,394$ 5.80 1,085,052$ 6.11 1,016,557$ 0.31 (68,495)$ Airport Maintenance and Operations 1.00 460,431 1.00 390,997 1.00 333,892 - (57,105) Planning & Operations 25.25 11,115,859 24.25 10,956,314 26.75 $11,732,834 2.50 776,520 Project Management 15.72 2,927,660 15.58 2,837,255 15.58 2,858,575 - 21,320 Transportation Maintenance 17.29 3,619,322 17.97 3,648,790 20.97 4,534,039 3.00 885,249 Chautauqua Access Management Program - - - 198,248 - 198,248 - - Subtotal 65.06 19,371,666$ 64.60 19,116,656$ 70.41 20,674,145$ 5.81 1,557,489$ Utilities Division Support & Customer Service 13.99 2,531,484$ 13.99 2,802,046$ 14.33 2,878,022$ 0.34 75,977$ Water Treatment 28.76 4,728,252 28.18 4,991,529 29.23 5,151,839 1.05 160,311 Wastewater Treatment 28.18 4,706,064 28.18 5,185,922 27.14 5,221,280 (1.04) 35,358 Water Quality Services 20.35 2,855,809 20.35 3,899,280 20.36 3,925,080 0.00 25,801 Water Resources 10.44 3,198,219 10.44 3,038,048 10.44 3,101,948 0.00 63,900 Project Engineering 8.35 1,936,041 8.35 2,358,026 7.62 2,324,430 (0.73) (33,596) Utility Maintenance 51.41 7,379,106 51.41 6,948,586 51.42 7,575,245 0.01 626,659 Subtotal 161.48 27,334,974$ 160.90 29,223,436$ 160.54 30,177,844$ (0.36) 954,409$ Development Services Division Support & Customer Service 3.44 675,511$ 3.44 670,495$ 5.10 833,037$ 1.66 162,542$ Building Services 24.18 2,686,731 17.77 1,975,643 26.64 2,802,358 8.87 826,715 Code Enforcement 6.50 495,619 7.02 506,035 7.50 725,644 0.48 219,608 Engineering Review 12.33 1,310,443 15.66 1,702,274 15.00 1,758,902 (0.66) 56,628 Information Resources 10.93 1,930,000 13.16 1,791,450 13.25 1,798,764 0.09 7,314 Subtotal 57.38 7,098,305$ 57.05 6,645,898$ 67.49 7,918,705$ 10.44 1,272,807$ Support Services Division Support & Customer Service 1.40 357,582$ 2.27 266,599$ 2.67 409,893$ 0.40 143,295$ Fleet Operations 10.25 3,032,829 9.74 2,913,510 9.65 3,050,677 (0.09) 137,167 Fleet Replacement 0.93 3,993,620 0.89 3,394,294 1.05 4,953,188 0.16 1,558,894 Radio Shop 2.42 187,296 2.12 284,728 2.10 181,205 (0.02) (103,523) 12.51 2,856,014 13.01 3,685,290 12.00 2,477,453 (1.01) (1,207,837) 1.97 4,044,378 1.19 4,168,346 2.30 3,752,086 1.11 (416,260) 0.25 1,560,600 0.25 1,127,856 0.50 1,832,719 0.25 704,863 2.72 2,268,954 2.95 937,919 4.15 469,779 1.20 (468,140) Subtotal 32.45 18,301,273$ 32.42 16,778,542$ 34.42 17,127,000$ 2.00 348,458$ Capital Improvement Program 18.16 76,749,034$ 19.31 48,423,393$ 20.01 58,166,356$ 0.70 9,742,963$ Cost Allocation/Transfers - 8,283,362 - 8,284,074 - 8,319,602 - 35,529 - 15,200,566 - 17,185,994 - 15,379,949 - (1,806,045) Subtotal 18.16 100,232,962$ 19.31 73,893,461$ 20.01 81,865,907$ 0.70 7,972,446$ Total 334.53 172,339,179$ 334.28 145,657,993$ 352.87 157,763,601$ 18.59 12,105,608$ Variance 2019 to 2020 2018 Actual 2020 Approved Budget 2019 Approved Budget STAFFING AND EXPENDITURE BY PROGRAM Debt Service Facility Operations and Maintenance (Projects < $3000) Facility Major Maintenance (Projects > $3,000) Equipment Replacement (non-Fleet) Facility Renovation and Replacement Capital Improvement Program, Cost Allocation, and Debt Service City of Boulder 2020 Approved BudgetPage 141 Public Works Budget Department Detail, Continued FTE Amount FTE Amount FTE Amount FTE Amount Variance 2019 to 2020 2018 Actual 2020 Approved Budget 2019 Approved Budget Personnel 30,887,721$ 32,342,215$ 34,721,334$ 2,379,119$ Operating 35,069,789 31,852,714 30,553,185 (1,299,528) Interdepartmental Charges 5,021,917 4,900,642 4,979,116 78,474 Capital 78,862,169 54,540,876 65,117,422 10,576,547 Debt Service 14,214,221 13,916,158 14,072,949 156,791 Cost Allocation and Transfers 8,283,362 8,105,389 8,319,594 214,206 Total 172,339,179$ 145,657,993$ 157,763,601$ 12,105,608$ General 19.07 9,002,389$ 19.04 7,962,484$ 21.89 6,511,344$ 2.85 (1,451,140)$ Capital Development - 237,812 - 19,099 - 19,672 - 573 .25 Cent Sales Tax - 459,205 - 450,262 - 450,262 - - Planning & Development Services 54.63 8,419,617 54.30 7,981,568 63.89 9,148,321 9.59 1,166,753 Airport 1.20 507,317 1.15 455,320 1.15 5,806,876 - 5,351,556 Transportation 73.33 30,576,344 74.26 41,579,450 79.07 34,047,372 4.81 (7,532,078) Transportation Development 0.20 461,800 - 843,318 - 893,708 - 50,390 - 11,188 - 17,265 - 11,829 - (5,436) Boulder Junction Improvement - 1,297,967 - 350,000 - 2,500,000 - 2,150,000 Lottery - 449 - 151,067 - 151,067 - - Water Utility 81.88 75,503,708 80.80 35,870,146 82.35 37,720,603 1.55 1,850,458 Wastewater Utility 56.02 19,408,662 56.77 27,092,205 56.70 25,551,300 (0.07) (1,540,906) Stormwater/Flood Management Utility 31.58 13,441,647 31.33 9,916,915 30.19 14,489,672 (1.14) 4,572,757 Fleet 13.68 8,257,269 13.43 7,012,978 12.98 8,316,339 (0.45) 1,303,361 Equipment Replacement 0.25 1,566,398 0.25 1,134,746 0.50 1,839,713 0.25 704,967 2.70 3,187,407 2.95 4,821,169 4.15 4,178,940 1.20 (642,229) Governmental Capital - - - - - 6,126,583 - 6,126,583 Total 334.53 172,339,179$ 334.28 145,657,993$ 352.87 157,763,601$ 18.59 12,105,608$ Facility Renovation and Replacement STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY Transit Pass General Improvement District City of Boulder 2020 Approved BudgetPage 142 [This page intentionally left blank] City of Boulder Page 143City of Boulder Page 143 2020-2025 Approved CIP Capital Improvement Program Introduction.................................................................................................................................................147 Funding Summaries..................................................................................................................................153 • Funding by Department...............................................................................................................................................154 • Funding by Project Type...............................................................................................................................................156 • Funding by Fund.................................................................................................................................................................158 Capital Project Overviews......................................................................................................................161 • Citywide...................................................................................................................................................................................163 • Community Vitality...........................................................................................................................................................165 • Facilities & Asset Management..............................................................................................................................169 • Fire-Rescue............................................................................................................................................................................173 • Innovation & Technology..............................................................................................................................................175 • Library & Arts........................................................................................................................................................................179 • Open Space & Mountain Parks...............................................................................................................................185 • Parks & Recreation...........................................................................................................................................................191 • Police..........................................................................................................................................................................................197 • Transportation....................................................................................................................................................................199 • Utilities & Greenways....................................................................................................................................................205 CEAP (Community & Environmental Assessment Process).......................................................217 City of Boulder Page 144City of Boulder Page 144 2020-2025 Approved CIP The City of Boulder’s 2020-2025 Capital Improvement Program (CIP) contains information on how the city plans to invest available resources into key infrastructure and facilities between 2020 and 2025. The 2020-2025 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 2020-2025 CIP has four main parts: Introduction Provides an overview of the 2020-2025 CIP including process and highlights. Funding Summaries Contains analysis of how the 2020-2025 CIP allocates dollars among city departments, project types, and funds. Capital Project Overviews Contains highlights of each department’s focus, operating and maintenance impacts, unfunded projects, CEAP projects, board action, 2020-2025 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 Detailed Project Sheets Click on this icon to view detailed project sheets for the 2020-2025 CIP. A link to individual department projects sheets is also available in each department overview. CLICK HERE for detailed Project Sheets! City of Boulder Page 145City of Boulder Page 145 2020-2025 Approved CIP 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 2020, and the estimated cost for each year between 2021 through 2025. Funding tables in the Capital Project Overviews section list projects by the following types: 1. Capital Enhancement, 2. Capital Maintenance, 3. Capital Planning Studies, 4. Land Acquisition, or 5. 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 2020-2025 Approved CIPPage 146 [This page intentionally left blank] City of Boulder Page 147City of Boulder Page 147 2020-2025 Approved CIP INTRODUCTION 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. City of Boulder Page 148City of Boulder Page 148 2020-2025 Approved CIP Introduction City of Boulder Page 149City of Boulder Page 149 2020-2025 Approved CIP How Boulder Plans for Capital Improvements The Capital Improvement Program is one component of the city’s planning and review of capital projects. These phases represent a continuous process of planning, funding, and implementation (see graphic on previous page). 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, sub-community, 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 Page 150City of Boulder Page 150 2020-2025 Approved CIP Opportunities for Community Influence The graphic on this page shows the general steps in Boulder’s planning process, along with the general expectations for community engagement and the level of detail in construction plans. Master plans include a robust community engagement process that ultimately results in conceptual CIP projects. These conceptual projects are then scheduled into the six-year CIP, with some design work and financing completed as they approach the budget funding cycle. 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. Introduction City of Boulder Page 151City of Boulder Page 151 2020-2025 Approved CIP Current & Upcoming Master Plans Several departmental master plan updates are underway (or will soon begin) and will inform future capital planning. These include: • Open Space & Mountain Parks (2019) • Transportation (2019) • Fire-Rescue (2020) • Facilities (2020) • Police (2021) • Parks & Recreation (2021) 2020-2025 Capital Improvement Program The 2020-2025 CIP includes $564.9 million for 185 items. This includes discrete projects as well as categories of funding for ongoing needs (e.g. local drainage improvements, major trail maintenance). The city is spending the majority, about 82%, of its 2020 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. In the approved 2020-2025 CIP, over $85.6 million is included for project allocation in 2020. The 2020 CIP budget is slightly higher than 2019. The next significant CIP budget year is anticipated for 2022. 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. While the overall allocation is lower, the 2020-2025 CIP includes several large projects including: • North Boulder Branch Library: $6.8 million ($8.5 million total estimated project cost) • Airport Runway Rehabilitation: $5.4 million • Pavement Management Program: $4.8 million • Hospital Deconstruction: $3.4 million ($16.0 million total estimated project cost) • Pay Station Replacement: $1.2 million Introduction City of Boulder 2020-2025 Approved CIPPage 152 [This page intentionally left blank] City of Boulder Page 153City of Boulder Page 153 2020-2025 Approved CIP FUNDING SUMMARIES Funding by Department.........................................................................................................................154 Funding by Project Type.........................................................................................................................156 Funding by Fund.........................................................................................................................................158 Overview of Funding Summaries The Funding Summaries section provides full detail of the city’s CIP budget needs from 2020 through 2025 by department, project type, and fund. For each of the three funding views, the following information is shown: • Total project cost for 2020 through 2025 • Planned funding allocation in each year 2020-2025 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 Page 154City of Boulder Page 154 2020-2025 Approved CIP Funding by Department The Public Works Utilities and Transportation divisions have the greatest allocations of resources in the 2020- 2025 CIP. Major renovations to stormwater, water, and wastewater facilities are primarily responsible for the large spikes in allocations during 2020 and 2025. 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 2018 budget dedicated 3% of General Fund expenses to be used for capital needs, with a future target of 5% annually for capital. The guidelines for the General Fund propose to build to the 5% target by 2022. General Fund capital dollars are included in the 2020-2025 CIP and can be found both within the corresponding departments or in the Citywide department section if they are not directly tied to a single department. The chart on the following page displays the share of total 2020-2025 CIP spending by each department. The following city departments are participating in the 2020-2025 CIP: • Citywide • Community Vitality • Facilities & Asset Management • Fire-Rescue • Innovation & Technology • Library & Arts • Open Space & Mountain Parks • Parks & Recreation • Police • Transportation • Utilities & Greenways Funding Summaries City of Boulder Page 155City of Boulder Page 155 2020-2025 Approved CIP Funding Summaries a word $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 2020 2021 2022 2023 2024 2025 2020-2025 Funding by Department Community Vitality Open Space & Mountain Parks Parks & Recreation Library & Arts PW/Facilities & Asset Management Other PW/Transportation PW/Utilities 2020-2025 FUNDING SUMMARY BY DEPARTMENT Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Citywide 23,181,248$ 2,740,704$ 1,440,704$ 4,339,440$ 4,886,800$ 4,886,800$ 4,886,800$ Community Vitality 10,005,000 2,515,000 1,820,000 2,485,000 1,465,000 1,720,000 - Fire-Rescue 8,551,376 1,351,000 7,200,376 - - - - Innovation & Technology 18,113,400 4,390,000 2,810,600 1,932,800 7,180,000 1,500,000 300,000 Library & Arts 7,728,823 7,728,823 - - - - - Open Space & Mountain Parks 22,538,275 4,038,275 3,700,000 3,700,000 3,700,000 3,700,000 3,700,000 Parks & Recreation 27,800,300 4,898,000 5,823,300 3,760,000 4,450,000 4,434,500 4,434,500 Police 360,000 360,000 - - - - - PW/Facilities & Asset Management 16,424,364 7,620,742 1,828,258 1,668,841 1,888,841 1,668,841 1,748,841 PW/Stormwater & Flood Utility 109,799,915 8,415,648 9,974,891 53,229,078 28,932,720 4,440,758 4,806,821 PW/Transportation 86,608,732 19,455,749 16,381,819 11,819,500 14,363,331 12,385,833 12,202,500 PW/Wastewater Utility 85,738,240 9,737,389 29,145,493 28,904,683 5,704,957 6,006,461 6,239,260 PW/Water Utility 148,007,584 12,346,837 16,285,354 54,644,136 14,848,265 16,525,399 33,357,592 TOTAL 564,857,257$ 85,598,166$ 96,410,794$ 166,483,477$ 87,419,913$ 57,268,593$ 71,676,314$ City of Boulder Page 156City of Boulder Page 156 2020-2025 Approved CIP 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 Page 157City of Boulder Page 157 2020-2025 Approved CIP Funding Summaries $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 2020 2021 2022 2023 2024 2025 2020-2025 Funding by Project Type New Facility/Infrastructure Land Acquisition Capital Planning Studies Capital Maintenance Capital Enhancement Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected CIP-Capital Enhancement 223,785,906$ 32,488,556$ 23,459,960$ 71,773,734$ 42,997,475$ 18,326,566$ 34,739,615$ CIP-Capital Maintenance 250,289,049 37,034,083 55,950,470 49,822,384 39,876,964 34,053,966 33,551,183 CIP-Capital Planning Studies 1,178,333 355,000 140,000 - - 483,333 200,000 CIP-Land Acquisition 12,308,770 2,000,704 2,324,989 2,352,360 2,060,474 1,769,727 1,800,516 CIP-New Facility/Infrastructure 77,295,199 13,719,823 14,535,376 42,535,000 2,485,000 2,635,000 1,385,000 Total 564,857,257$ 85,598,166$ 96,410,794$ 166,483,477$ 87,419,913$ 57,268,593$ 71,676,314$ 2020-2025 FUNDING SUMMARY BY TYPE City of Boulder Page 158City of Boulder Page 158 2020-2025 Approved CIP Funding by Fund Detailed descriptions of all of the city’s funds are available in the introduction section of the 2020 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: 0.25 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 2020-2025 CIP. The following 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 Page 159City of Boulder Page 159 2020-2025 Approved CIP Funding Summaries $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 2020 2021 2022 2023 2024 2025 2020-2025 Funding by Fund Community Vitality Funds Open Space Fund Parks & Recreation Funds Governmental Capital Fund PW/Transportation Funds Other PW/Utilities Funds Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected .25 Cent Sales Tax 10,317,000$ 2,347,000$ 1,232,000$ 3,072,000$ 972,000$ 1,472,000$ 1,222,000$ Airport 5,761,112 5,427,779 - - - 333,333 - Bldr Junction GID- Parking 375,000 - 75,000 100,000 100,000 100,000 - Boulder Junction Capital Improvement 2,500,000 2,500,000 - - - - - Capital Development 5,493,300 3,400,000 2,093,300 - - - - Community, Culture, and Safety Tax 14,128,824 8,393,823 5,301,000 434,000 - - - Computer Replacement 3,130,872 907,472 1,210,600 432,800 580,000 - - Downtown Commercial District 7,910,000 1,105,000 1,615,000 2,295,000 1,275,000 1,620,000 - Equipment Replacement 1,000,000 1,000,000 - - - - - Facility Renovation & Replacement 11,074,364 2,663,000 1,436,000 1,668,841 1,888,841 1,668,841 1,748,841 Fleet 260,000 260,000 - - - - - Governmental Capital 45,092,624 10,408,446 5,784,338 5,839,440 11,486,800 6,386,800 5,186,800 Lottery 3,902,435 1,007,100 579,067 579,067 579,067 579,067 579,067 Open Space 22,110,275 3,610,275 3,700,000 3,700,000 3,700,000 3,700,000 3,700,000 Permanent Parks & Recreation 13,722,000 1,723,000 3,370,000 260,000 3,050,000 2,534,500 2,784,500 Planning and Development Services 19,099 19,099 - - - - - Stormwater & Flood Management Utility 105,393,480 6,950,548 8,071,824 52,644,011 28,781,653 4,289,691 4,655,754 Transportation 68,826,049 10,806,399 10,881,819 10,969,500 13,513,331 11,252,500 11,402,500 Transportation Development 9,600,000 800,000 5,500,000 850,000 850,000 800,000 800,000 University Hill Comm District 495,000 185,000 130,000 90,000 90,000 - - Wastewater Utility 85,738,240 9,737,389 29,145,492 28,904,683 5,704,957 6,006,461 6,239,260 Water Utility 148,007,584 12,346,837 16,285,354 54,644,136 14,848,265 16,525,399 33,357,592 Total 564,857,257$ 85,598,166$ 96,410,794$ 166,483,477$ 87,419,913$ 57,268,593$ 71,676,314$ 2020-2025 FUNDING SUMMARY BY FUND City of Boulder 2020-2025 Approved CIPPage 160 [This page intentionally left blank] City of Boulder Page 161City of Boulder Page 161 2020-2025 Approved CIP CAPITAL PROJECT OVERVIEWS Citywide......................................................................................................................................................163 Community Vitality................................................................................................................................165 Facilities & Asset Management.....................................................................................................169 Fire-Rescue...............................................................................................................................................173 Innovation & Technology....................................................................................................................175 Library & Arts...........................................................................................................................................179 Open Space & Mountain Parks......................................................................................................185 Parks & Recreation...............................................................................................................................191 Police...........................................................................................................................................................197 Transportation.......................................................................................................................................199 Utilities & Greenways........................................................................................................................205 CLICK HERE for detailed Project Sheets! City of Boulder 2020-2025 Approved CIPPage 162 [This page intentionally left blank] City of Boulder Page 163City of Boulder Page 163 2020-2025 Approved CIP Operating & Maintenance Impacts Operating costs will be included as appropriate. Currently, the electronic signature and petitioning project has ongoing expenses, incorporated into the City Clerk’s operating budget, beginning in 2021. 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 N/A Board Action N/A Citywide Capital Current Focus for Capital Planning & Projects in the 2020 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 2020 that are true citywide projects and do not have an associated department focus. Projects in 2020 include: Electronic Signature & Petitioning - Measure 2G in 2018 authorized the council to allow for online signing or endorsement of initiative petitions. This project aims to identify the requirements needed in order to achieve the goals of this measure, which the electors voted in favor of on November 6, 2018 and to implement an appropriate solution that meets those requirements. The costs identified in this request are estimates to build a custom system for the City of Boulder and associated ongoing support costs. 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. Additionally, citywide projects include Nonprofit Support outlined within the 2017 community, culture, and safety tax approved by voters. Projects in 2020 include: • Renovation of the Boulder Museum of Contemporary Art (BMoCA); • Expansion and renovation of the KGNU Radio facility; and • Improve facilities at Resource Central to expand recycling and reuse efforts. City of Boulder Page 164City of Boulder Page 164 2020-2025 Approved CIP CLICK HERE for detailed Project Sheets! Citywide Capital 2020-2025 Capital Improvement Plan Hogan Pancost Property (Yellow-lined area) Citywide Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 23,181,248$ 2,740,704$ 1,440,704$ 4,339,440$ 4,886,800$ 4,886,800$ 4,886,800$ CIP-Capital Enhancement Total 14,900,000$ 2,100,000$ 800,000$ 3,000,000$ 3,000,000$ 3,000,000$ 3,000,000$ Electronic Signatures & Petitioning 400,000$ 400,000$ -$ -$ -$ -$ -$ Pavilion Debt Service 12,000,000$ -$ -$ 3,000,000$ 3,000,000$ 3,000,000$ 3,000,000$ CCS Agreements - BMOCA 750,000$ 250,000$ 500,000$ -$ -$ -$ -$ CCS Agreements - KGNU Radio 350,000$ 350,000$ -$ -$ -$ -$ -$ CCS Agreements - Resource Central 1,400,000$ 1,100,000$ 300,000$ -$ -$ -$ -$ CIP-Capital Maintenance Total 6,038,784$ -$ -$ 698,736$ 1,566,448$ 1,886,800$ 1,886,800$ General Fund Capital 6,038,784$ -$ -$ 698,736$ 1,566,448$ 1,886,800$ 1,886,800$ CIP-Land Acquisition Total 2,242,464$ 640,704$ 640,704$ 640,704$ 320,352$ -$ -$ Hogan Pancost Land Purchase 2,242,464$ 640,704$ 640,704$ 640,704$ 320,352$ -$ -$ General Fund CIP. Measure 2G authorized the council to allow for on-line signing or endorsement of initiative petitions. This project aims to identify the requirements needed in order to achieve the goals of this measure, which the electors voted in favor of on Nov 6, 2018 and to implement an appropriate solution that meets those requirements. The costs identified in this request are estimates to build a custom system for the City of Boulder and associated ongoing support costs. Debt service payments will continue in the out-years, in the event Pavilion reuse is approved by council. 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. BMoCA will renovate the current facility, which is necessary for the organization to sustain its current levels of growth and provide the best service for the community. Location: 1750 13th St KGNU will expand and modernize the current facility into a 21st century, energy efficient, permanent media training and multicultural Community Media Center. Location: 4700 Walnut St Zero Waste Community Center will improve facilities to expand recycling and reuse efforts, including a covered retail area, warehouse with offices, a lumber de-nailing area and improved drop off areas. Location: 6400 Arapahoe Ave City of Boulder Page 165City of Boulder Page 165 2020-2025 Approved CIP Operating & Maintenance Impacts There have been significant changes to the budget for ongoing operating maintenance and capital projects. Not only will these capital improvements reduce maintenance needs, they will allow Community Vitality to more accurately reflect the true cost of maintenance in the department’s operating budget. Another impact to operations is the pace in which a project can be completed based on project management capacity within the department. With the addition of a project and program manager (added in 2019), departmental capacity to lead projects will increase over time. This allows Community Vitality to plan for addressing deferred maintenance in a more realistic manner by relying on in-house expertise. Additionally, operations in portions of garages may be temporarily disrupted at times during the project work. Current Focus for Capital Planning & Projects in the 2020 Capital Budget In 2019-2020, Community Vitality is focusing on customer service, employee engagement, and good governance. As a part of good governance, it is critically important to adequately maintain existing assets and plan well for a future in all areas that Community Vitality is responsible. In 2020, the CIP continues to address deferred maintenance in our parking structures. This is broken down in more detail than in previous years by identifying the specific projects within the CIP. One of the initiatives within the CIP to provide consistency for project funding is a capital program for major concrete repair within the garages. One of the large ticket items in 2020 is the On-Street Meter Replacement project. This work is beginning in 2019; however, the main expenditure will be in 2020 for all pay stations across the city. This is a necessary upgrade to a piece of aging infrastructure. This program is essential for maintaining healthy commercial areas, and generates significant General Fund revenue. The project will be mostly paid for by funds set aside in the Facilities and Maintenance Equipment Replacement Fund (ERF). While previous Community Vitality CIPs focused on the parking structures, it is a key role of district funds to provide for the overall vitality of each district and to plan for participation in citywide efforts. To that end, several projects are included in the CIP that indicate the use of funds for other district and citywide priorities. For example, two priorities on the Hill is included in the CIP; funded through operating reductions in UHGID. Also, the CIP contemplates the future of Boulder Junction and participation in public improvements. Last, there are other service enhancements and community priorities that are addressed in the CIP. There is a community conversation around retail and the role of the city in ensuring a successful and vibrant retail environment. Currently, CAGID owns and manages several spaces that contribute to the retail environment. While it is uncertain how a program may be managed, funding will be necessary to offset costs for tenants. Funding is also included for customer service enhancements for parking products, including the continued effort to move towards more gateless systems at all parking structures. Community Vitality Capital City of Boulder Page 166City of Boulder Page 166 2020-2025 Approved CIP Unfunded Projects & Emerging Needs The Farnsworth Assessment identifies over $12 million of parking structure facilities capital projects and repair and replacement suggested over a period of 10 years based on current conditions and urgency of attention. The 2020-2025 Community Vitality CIP reflects the top priorities in addressing deferred maintenance but cannot absorb the entire amount identified in the Assessment. Affordable commercial across the city is a priority that is likely to come out of the citywide retail study. The scope of such a program and the funding sources are not currently identified. The only portion of a program funded in the 2020-2025 CIP at this time is for properties owned and managed by CAGID. Additionally, planning for a future refresh of the Pearl Street Mall and surrounding area is prudent. A large project will require a community conversation and other funding sources than currently identified. The only funding included in the CIP is $65,000 in 2020 as a shared portion of an initial internal planning effort (in conjunction with Parks and Recreation). CEAP Projects N/A Board Action The University Hill Commercial Area Management Commission (UHCAMC) recommended approval of the adopted Community Vitality 2020-2025 CIP at their June 4 meeting. The Downtown Management Commission (DMC) recommended approval of the adopted Community Vitality 2020-2025 CIP at their July 9 meeting. The Boulder Junction Access District Commissions (Parking & TDM) recommended approval of the adopted Community Vitality 2020- 2025 at their July 17 meeting. On-Street Pay Station Community Vitality Capital CLICK HERE for detailed Project Sheets! City of Boulder Page 167City of Boulder Page 167 2020-2025 Approved CIP Community Vitality Capital 2020-2025 Capital Improvement Plan Community Vitality Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 10,005,000$ 2,515,000$ 1,820,000$ 2,485,000$ 1,465,000$ 1,720,000$ -$ CIP-Capital Enhancement Total 4,540,000$ 1,790,000$ 545,000$ 990,000$ 265,000$ 950,000$ -$ Affordable Commercial Capital Program 500,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ -$ Gateless System Installation 260,000$ 130,000$ 130,000$ -$ -$ -$ -$ Parking Product Software Enhancement 475,000$ 150,000$ 125,000$ 200,000$ -$ -$ -$ Parking Garage Staircase Replacement 660,000$ -$ 60,000$ 600,000$ -$ -$ -$ Univ Hill Alley Plan Implementation 235,000$ 55,000$ -$ 90,000$ 90,000$ -$ -$ Univ Hill Lighting Improvements 260,000$ 130,000$ 130,000$ -$ -$ -$ -$ Parking Garage Exterior Brick Rehab 925,000$ -$ -$ -$ 75,000$ 850,000$ -$ Parking Pay Station Replacement 1,225,000$ 1,225,000$ -$ -$ -$ -$ -$ CIP-Capital Maintenance Total 5,400,000$ 660,000$ 1,275,000$ 1,495,000$ 1,200,000$ 770,000$ -$ Boulder Junction Public Improvements 375,000$ -$ 75,000$ 100,000$ 100,000$ 100,000$ -$ Parking Garage Fire Supp. Repairs 650,000$ 150,000$ 250,000$ 250,000$ -$ -$ -$ Ceiling and Roof Repair/Replace 375,000$ -$ -$ 25,000$ 350,000$ -$ -$ HVAC System Repair-Replacement 340,000$ -$ -$ 20,000$ 300,000$ 20,000$ -$ 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. General Fund CIP. The total project cost is $1.25M, funded through annual contributions to FAM's Equipment Replacement Fund ($1M) and additional General Fund support in 2020 ($250,000). The On-Street Meter Program is a General Fund program, managed by Community Vitality. This project will replace all on-street pay stations with upgraded kiosks that will allow for a better customer experience. 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 project is to address critical repairs within parking structures to the fire suppression and sprinkler systems. Work on the systems began in 2019 and will continue in phases over the next three years (2020-2022). 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. 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. This project is set to improve and enhance the University Hill commercial area lighting. Several lighting fixtures need to be replaced. Ongoing maintenance of the new fixtures will be taken on by Public Works. All new fixtures will be compliant with relevant city regulations. This is a likely program in 2020 with a portion of the program funded as capital projects in the existing CAGID owned retail spaces. A portion of this project work is funded through the General Fund transfer to CAGID. Council will define program details and scope of capital-related project work later in 2019 or early 2020. 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 two garages in 2020-2021. This technology, currently utilized at the Trinity Garage, will allow the RTD and Randolph garages to improve customer experience and reduce operating costs. 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 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 through the remainder of 2019. This project will continue the work to address deferred maintenance in all downtown parking garages. This will prioritize the replacement of staircases at the Randolph Garage. This project is to implement the University Hill Alley Plan. This project is funded through the University Hill GID, private property owners, and grants to accomplish beautification of the Hill. Future projects include continued investment in new trash enclosures, repaving, graffiti management, and undergrounding of utilities City of Boulder Page 168City of Boulder Page 168 2020-2025 Approved CIP Community Vitality Capital 2020-2025 Capital Improvement Plan Boulder’s Civic Area, North Lawn Community Vitality Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Interior Tenant Space Repairs 400,000$ 50,000$ 50,000$ 200,000$ 50,000$ 50,000$ -$ Parking Building Doors and Windows 200,000$ -$ -$ -$ -$ 200,000$ -$ Parking Garage Deck Cap Maint 2,000,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ -$ Parking Garage Elevator Replacement 1,060,000$ 60,000$ 500,000$ 500,000$ -$ -$ -$ CIP-Capital Planning Studies Total 65,000$ 65,000$ -$ -$ -$ -$ -$ Pearl Street Mall Planning 65,000$ 65,000$ -$ -$ -$ -$ -$ 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. 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 was completed in 2019. This project would plan, scope, and bid the next two major repairs and replacements (at the St. Julien and Randolph garages) in 2020 and construct improvements in 2021 and 2022. This project is for internal planning dollars in support of a collaboration effort between Community Vitality and Parks and Recreation to plan for a future refresh of Pearl Street Mall. This represents half of the estimated amount of the planning effort. This is an initial internal step; public and stakeholder engagement will be mandatory as a part of any future funding beyond the scope of this internal planning process. 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. 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 project is projected to be completed in 2024. City of Boulder Page 169City of Boulder Page 169 2020-2025 Approved CIP Operating & Maintenance Impacts Due to the voter-approved bonds and taxes since 2010, FAM’s area of responsibility has seen an increase of 51% (321,000 square feet added to the original 630,000 square feet). This increase does not include the 350,000 sf of the old Boulder Community Hospital and Pavilion. Staffing and funding for O&M and facility renovation and replacement (FR&R) funding have not kept up with the additional facilities, nor with the increasing costs of goods and services in Boulder. Unfunded Projects & Emerging Needs The new facilities added since 2010 also have not been fully funded for ongoing facility renovation and replacement funding (FR&R), estimated at 2% of the facilities replacement value. The Fire Training facility, while leased to the regional fire district, has not been collecting and reserving adequate FR&R funding. Fire Station #8, opened in 2015, and the Brenton Building, opened in 2018, also have not been collecting FR&R. The Public Safety Building has not been collecting renovation funding, which is 1% of its replacement value. In total $400,000 of annual funding for future replacement needs are not being collected for these buildings. With the maintenance backlog at $15.3 million and an overall facility rating of “poor”, the backlog will continue to grow with the total need growing to $19.5 million to get to the goal of less than $6 million of facility ratings of “good.” Using the $3.6 million from FAM’s Facility Renovation and Repair fund balance, the FAM CIP has an unfunded need of $6.4 million through 2025. The Building Performance Ordinance requirements for 2021 include maximum energy use for exterior and interior lighting for city facilities greater than 5,000 square feet and any energy measure identified to have less than a two-year payback in the 2019 retro-commissioning studies to be implemented. For now, $500,000 is programmed in 2020 and if more work is needed, it may be executed through an Energy Performance Contract. The first-ever 2019 Facilities Master Plan and the 2020 FAM Strategic Plan, an update to the 2005 FAM Master Plan, will guide the city’s future investments. Although identified now as an unfunded and emerging need above, the guidance and direction provided in the plans could significantly change these unfunded needs in 2020. Current Focus for Capital Planning & Projects in the 2020 Capital Budget Sustaining or improving maintenance of existing assets is the focus of Facilities and Asset Management’s (FAM) current CIP. From 2015 to 2017, assessments have quantified the FAM deferred maintenance backlog to $15.3 million for 135 facilities and structures that FAM has responsibility for out of the 380 facilities and structures throughout the city. The FAM deferred maintenance backlog impacts General Fund departments and the services they provide, which includes libraries, recreation centers, fire stations, police, and many administration facilities. FAM’s CIP is nearly all programmed for capital maintenance to reduce the backlog to below $6 million within six years. In accordance with the 2005 FAM Master Plan, the reduction in backlog will bring the overall facilities rating from “poor” to “good.” While many of the large capital projects are not part of FAM’s current funding, FAM has responsibility for planning, design, construction and operations and maintenance (O&M) of new General Fund facilities which have become a significantly larger part of the division’s efforts. In 2020, FAM will be leading the design and construction effort of projects not in FAM’s CIP but funded by the community, culture, and safety tax, such as the new North Boulder Library, the replacement of Fire Station No. 3, and the new Radio Tower Infrastructure. FAM is also coordinating the decommissioning and deconstruction effort of the old Boulder Community Hospital and possibly renovating the Medical Office Pavilion (Pavilion) Building at the Alpine-Balsam site. Facilities & Asset Management Capital City of Boulder Page 170City of Boulder Page 170 2020-2025 Approved CIP CEAP Projects N/A Board Action N/A CLICK HERE for detailed Project Sheets! Municipal Building Lobby Facilities & Asset Management CapitalFacilities & Asset Management Capital City of Boulder Page 171City of Boulder Page 171 2020-2025 Approved CIP 2020-2025 Capital Improvement Plan Facilities & Asset Management Capital Facilities & Asset Management Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 16,424,364$ 7,620,742$ 1,828,258$ 1,668,841$ 1,888,841$ 1,668,841$ 1,748,841$ CIP-Capital Enhancement Total 5,855,000$ 5,462,742$ 392,258$ -$ -$ -$ -$ BCH Hospital Deconstruction 3,350,000$ 3,350,000$ -$ -$ -$ -$ -$ Facility Alteration Projects 150,000$ 150,000$ -$ -$ -$ -$ -$ Teahouse - Entry Alterations 255,000$ 255,000$ -$ -$ -$ -$ -$ Pavilion Renovation 2,100,000$ 1,707,742$ 392,258$ -$ -$ -$ -$ CIP-Capital Maintenance Total 10,069,364$ 2,008,000$ 1,436,000$ 1,668,841$ 1,888,841$ 1,518,841$ 1,548,841$ Aquatics Facility Repairs 1,476,000$ -$ 100,000$ 1,123,000$ 253,000$ -$ -$ Building Perf Energy Requirements 500,000$ 500,000$ -$ -$ -$ -$ -$ Deferred Facility Maint Projects 5,508,364$ 1,263,000$ 1,066,000$ 395,841$ 795,841$ 668,841$ 1,318,841$ On May 16, 2019 City Council voted to proceed with deconstruction of the main hospital to prepare the Alpine-Balsam site for future redevelopment. The full scope of the deconstruction project includes interior deconstruction of the main hospital and Pavilion to prepare the latter building for future renovation. The exterior of the hospital building will be deconstructed and separated from the Pavilion building and the holes in the side of Pavilion where the hospital was once connected will be temporarily patched back until full renovation of that building proceeds. The basement of the hospital building will be excavated and the whole left behind will be filled. The final phase of work necessary to complete the deconstruction project is grading of the site which is being coordinated with future flood mitigation plans so that grading as part of the deconstruction project can work towards achieving those future flood mitigation goals for the site. The total project costs have been estimated between $14M - $16M for the work described above. The first ATB in 2019 appropriated $11,850,000 to the project. This amount reflects what was available from year end balance carryover from 2018 to utilize towards this project. The full $16M was not available to fund in 2019 and so this budget request is for the remainder of funding necessary to complete the project with the exception of soils remediation which is still yet to be determined. Staff are working to minimize the cost of the deconstruction and any reduction in the project cost will be directed towards soils remediation costs should remediation be necessary. Soils testing for potentially hazardous materials will be conducted in the first phase of deconstruction, anticipated sometime in late 2019. Following testing that identifies any material in the soils that require abatement, a voluntary clean-up (VCUP) will be developed and approved by regulatory authorities at which time a cost associated with this work can be identified. The funds appropriated in 2019 will go towards completing interior and exterior deconstruction of the building. The $4,150,000 being requested in this budget request will be to complete the project, including excavation of the basement, patching back of the Pavilion and final site grading which would be designed to achieve progress towards the flood mitigation strategy for future development on the site. In 2017, the city completed a Facilities Vision Plan that provided guiding principles focused on creating welcoming and accessible space for the community and flexible, collaborative and healthy work environments for city staff. In 2020, the city will be completing the Facilities Master Plan that will provide a vision and plan for consolidating city services now decentralized and implementing short term, mid-term and long-term facility investments in city facilities. This budget request will enable small projects to advance across current city buildings to increase equity in community serving spaces as well as staff workspaces. This project will continue the collaboration project with CU Boulder, the tenants of the Teahouse, Huckleberry Foods, and the Dushanbe Sister Cities in working with a Tajikistan artisan to help design and construct an new entry to the Teahouse. The Teahouse entry faces west, which allows the cold, wind and rain to enter the facility with only one set of double doors. An entry vestibule will provide a block from the weather and provide more comfort to staff and customers as well as save energy. This project will also enhance the concrete path leading from the 13th Street sidewalk to the new entry to complement the Teahouse architecture and the adjacent Tajik art on the adjacent multi-use path along the Farmers Ditch. Finally, this project will provide water and sewer to a service station on the patio. With the increased use of the Teahouse, the patio area doubles the serving capacity of the Teahouse. A full service station on the patio will reduce the foot traffic of service staff through the front entry and provide better service to customers. As part of recommendations of the recreation master plan and the recently completed Aquatics Facility Study (AFS) the Parks and Recreation (P&R) department has 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. Pools are an integral component in providing health and wellness programs as well as generating revenues for the city. 2021 funding will address high and medium priority items identified in AFS for East Boulder Recreation Center. 2022 funding will remedy the high and medium priority deficiencies at South Boulder Recreation Center and Spruce Pool. Perform energy assessments and retro commissioning (RCx) to comply with Boulder Building Performance Ordinance (BPO) (Ordinance no. 8071). The RCx requires implementing cost effective RCx measures within two years of the study. FAM will be performing the energy assessments, RCx, and implement cost-effective measures on buildings greater than 5,000 square feet. FAM contracted in 2016 to prepare a Facilities Strategic Plan for 22 essential city facilities (Fire stations, Public Safety Building, Municipal Buildings, Recreation Centers and Libraries). All equipment in the facilities were inspected, documented and imported into an Asset Management software. FAM developed 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 takes that information and produces a prioritized 10 year work plan for the 17 General Fund facilities to work down backlog items and replace building components on schedule. Replacements funded with this project include HVAC systems, boilers, parking lot repairs, and various other building systems. The Alpine-Balsam Area Plan will be finalized in Fall 2019 after community visioning and council direction on the future of the site and surrounding area. A key assumption in the area plan is that the Medical Office Pavilion (Pavilion) will be renovated for city facilities. If the Pavilion renovation occurs, staff recommend beginning the design phase in 2020, as design and permitting will take multiple years. The renovation of the Pavilion building has the potential to accommodate more than 250 staff; provide better services to the community from a centralized location; and make progress toward the city’s Climate Commitment goals. The current estimate to renovate the Pavilion is $49 - $58M, depending if there’s an additional floor constructed. To identify the space allocation and services provided in the Pavilion, the first step is a “programming phase,” followed by initial schematic design which would begin in 2020. City of Boulder Page 172City of Boulder Page 172 2020-2025 Approved CIP 2020-2025 Capital Improvement Plan New All-Gender Bathroom in Boulder Public Library Facilities & Asset Management Capital Facilities & Asset Management Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Fire Stations Major Maintenance 895,000$ 145,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ Fleet - System Repairs/Replacements 400,000$ 100,000$ -$ -$ 220,000$ -$ 80,000$ Martin Park Shelter Major Maint 170,000$ -$ -$ -$ 170,000$ -$ -$ No Boulder Park Shelter Repair 120,000$ -$ 120,000$ -$ -$ -$ -$ Tantra Park Shop Renovation 300,000$ -$ -$ -$ 300,000$ -$ -$ West Senior Center Maj Maint & Rehab 700,000$ -$ -$ -$ -$ 700,000$ -$ CIP-Capital Planning Studies Total 500,000$ 150,000$ -$ -$ -$ 150,000$ 200,000$ Facilities Master Plan Updates 200,000$ -$ -$ -$ -$ -$ 200,000$ FAM Strategic Plan Updates 300,000$ 150,000$ -$ -$ -$ 150,000$ -$ This project funds the study and analysis of facility assets. Visual inspections and sampling of materials are performed in city facilities to have a hazard inventory of any asbestos, lead based paint and other indoor air quality concerns. Code and safety deficiencies in existing facilities are also identified. This type of inventory provides awareness to building occupants, maintenance staff, construction personnel and emergency responders and identifies remediation projects, as needed. This is a multi-year program to complete the inventory of the135 facilities managed by Facilities & Asset Management (FAM). This project funds the study and analysis of facility assets. Visual inspections and sampling of materials are performed in city facilities to have a hazard inventory of any asbestos, lead based paint and other indoor air quality concerns. Code and safety deficiencies in existing facilities are also identified. This type of inventory provides awareness to building occupants, maintenance staff, construction personnel and emergency responders and identifies remediation projects, as needed. This is a multi-year program to complete the inventory of the135 facilities managed by Facilities & Asset Management (FAM). 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 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 potential future replacement. Fleet Services has made significant repairs and investments to their facility, which was constructed in 1989. A 2016 comprehensive facilities assessment identified deferred maintenance backlog that have been programmed into the CIP. In addition, technology changes in the last 20 years have required changes to fleet's service equipment and building systems. For 2019, training requirements will be increased by a new citywide radio system, advanced asset management systems and new vehicle technologies that require fleet mechanic certification. Improvements to the entry are also desired to improve the customer experience and prevent entry of customers into the work bays. 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 P&R Round 1, Capital Investment Strategy project improved the shelter's exterior to included ADA access to the shelters, lighting upgrades, amenities (benches/tables), bear proof trash/recycling receptacles and concrete flatwork. FR&R funding was not available to time with CIS project. This project upgrades the plumbing systems and fixtures and renews interior and exterior surface finishes of the facility built in 1969. Minor concrete work totaling $19,000 was last done in 2007. Electrical code upgrades will also be accomplished as required with major renovation projects. Renovate the Tantra Park Shop for continuing use for Park Operations maintenance staff. The 3,000 square foot facility, constructed in 1984, 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 provides refurbishment and replacement in the building including HVAC, electrical and plumbing systems. It renews all surface finishes including carpet, paint and ceilings. It provides improvements to restrooms and adds a fire sprinkler system, which is currently lacking, to the entire facility as required by B.R.C. 10-8, Fire Prevention Code. It also provides for requirements under which ADA standards and Boulder Energy Codes. Finally, it replaces 1995 roof sections as required. The facilities asset assessments identified the deferred maintenance backlog of $758,000 at the end of 2018. Another $340,000 will come up for replacement from 2019 to 2025. Additional funding from the Facility Deferred Maintenance Projects CIP will be available for the additional backlog. This project was scheduled for 2020, but the majority has been moved to 2024 to coincide with area planning and city facilities planning for Alpine-Balsam and the Civic Area. A portion remains in 2020 for minor maintenance to coincide with a possible consolidation of Human Services into the West Senior Center. City of Boulder Page 173City of Boulder Page 173 2020-2025 Approved CIP Operating & Maintenance Impacts Constructing a new Fire Station No. 3 will reduce facility maintenance and energy costs relative to the current Station No. 3 facility. It is also ancitipcated that new station will include community and shared meeting space that could be used by other city departments as well as community members. Unfunded Projects & Emerging Needs Fire-Rescue has a number of unfunded capital projects. In the near term, Fire-Rescue’s capital strategy is focused on relocationg Fire Station No. 4 and Fire Station No. 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. The relocations of the stations will need to be combined with modifications to at least one other station, likely Station 1, to support the department’s ancitipated shift to fire-based advanced life support (ALS). Fire-Rescue is also facing future space constraints for administrative personnel. A solution could potentially involve co-locating administrative offices with the new fire station(s). 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). 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. Along with deferred maintenance, Fire-Rescue intends to pursue phase II of the FTC Master Plan which includes expanding on-site classroom space and adding dormitories to accommodate increased demand. Wildland Station No. 8 is co-located with the FTC and is also in need of dedicated repair and renovation funding. Station No. 8 is wholly owned and operated by the city. CEAP Projects Fire Station No. 3 Board Action N/A Fire-Rescue Capital Current Focus for Capital Planning & Projects in the 2020 Capital Budget Fire-Rescue is updating its Fire Master Plan in 2019. This update will inform future CIPs as it will incorporate a facility, equipment, and staffing needs assessment for a potential expansion into fire-based advanced life support (paramedicine) and transport. Fire-Rescue moved forward with the relocation of Fire Station No. 3 following the passage of the community, culture, and safety tax in November 2017. Fire Station No. 3, currently located at the southwest corner of Arapahoe and 30th Street, is being moved out of the 100-year floodplain to a new location further north on 30th street that is strategically located to serve an area that has experienced an increase in calls for service. In January 2019, Fire-Rescue acquired a 1.86 acre parcel of located at 2751 and 2875 30th Street. Plan design is currently underway with site preparation and construction slated to begin in 2020. City of Boulder Page 174City of Boulder Page 174 2020-2025 Approved CIP CLICK HERE for detailed Project Sheets! Boulder Fire-Rescue Vehicles Fire-Rescue Capital 2020-2025 Capital Improvement Plan Boulder Fire Station No. 8 and Regional Training Center Fire-Rescue Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 8,551,376$ 1,351,000$ 7,200,376$ -$ -$ -$ -$ CIP-New Facility/Infrastructure Total 8,551,376$ 1,351,000$ 7,200,376$ -$ -$ -$ -$ Fire Station 3 Desn & Construction 8,551,376$ 1,351,000$ 7,200,376$ -$ -$ -$ -$ Fire Station No. 3 is being moved out of the 100-year floodplain to a location that will provide quicker response to more calls for service. This project is the design and construction of the new station. City of Boulder Page 175City of Boulder Page 175 2020-2025 Approved CIP Current Focus for Capital Planning & Projects in the 2020 Capital Budget The city completed an assessment of citywide IT operations in early 2018. The result was 15 different recommendations across five areas: Governance, Finance, Talent, Technology, and Services. Through a program called IT Transformation, the department has made significant progress against 10 of the 15 recommendations with plans to execute against all of them in the next two years. A significant and almost immediate outcome has been improved transparency into the IT needs, gaps, and opportunities in the city. This includes major gaps in IT capital funding and technical debt from legacy systems that still demand resources. The next step in IT Transformation is to enhance and streamline the IT funding model citywide which will likely have impacts on the city’s IT capital management. A number of internal and constituent facing technology projects are planned for 2020 and 2021. From an infrastructure standpoint, the city is investing in upgrades to the existing network infrastructure, redundant backup of critical IT business systems to cloud hosted disaster recovery services, and implementation of a significant network capital project, a 50+ mile dark fiber broadband backbone. On the application side, the city is replacing two core city systems: tax and website. These projects will continue into and beyond 2020. While typically most of IT’s projects are capital maintenance projects that involve the replacement and upgrade to existing systems and software, in the next three years, it is expected that significant departmental efforts will need to focus on transforming technical operations and capacity. This is likely to require investment in both capital and operating dollars. IT Transformation is currently underway, including a redesign of the city’s technology funding. On a tactical level, in 2020 and 2021 the following systems will be refreshed and updated: • Initiation and Replacement of the city’s web platform and constituent relationship management system; • Replacement of the fire record management system, this may also support OSMP rangers; • Replacement of 75% of the network backbone equipment; • Refresh and upgrade to Laserfiche, the city’s document management system; • Replacement of the virtual server and storage system; and • Establish Enterprise wide Data Warehouse. 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; and • Rapidly increasing bandwidth consumption and connected devices. Innovation & Technology Capital City of Boulder Page 176City of Boulder Page 176 2020-2025 Approved CIP Innovation & Technology Capital Operating & Maintenance Impacts Many of IT’s CIP assets already have established maintenance and operations funding. No significant increases are anticipated as the result of near-term projects. Additionally, while device replacement has traditionally been captured in the CIP, the operating model manages this as an ongoing operational expense, and going forward, will be captured in the department Computer Replacement Fund operational budget and no longer included in the CIP. Unfunded Projects & 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 $18 million. The wide range is due to various factors, including opportunities for system/function consolidation, new tech market entrants/consolidation, a changing technology landscape, and increasing cost of contracted IT labor. Technology Transformation: IT is changing more quickly than it ever has. A few examples include cybersecurity, software defined infrastructure, preeminence of cloud technologies, expanding data use and needs, and the internet of things/connected devices. The current capital funding model does not consider these factors in its approach or strategy and will need to be reworked in 2020 and onwards. Market Dynamics: Middle market technology firms that traditionally serve local governments are being consolidated and acquired more quickly than in the past. The outcome can be that a vendor chooses to support and continue one application over others from their portfolio of similar products. The impact to the city is that a system with a planned five to seven year lifecycle may only be vendor supported two to four years, and the city must move to a new product. CEAP Projects N/A Board Action N/A Inside and Outside a Fiber-Vault CLICK HERE for detailed Project Sheets! City of Boulder Page 177City of Boulder Page 177 2020-2025 Approved CIP Innovation & Technology Capital 2020-2025 Capital Improvement Plan Innovation & Technology Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 18,113,400$ 4,390,000$ 2,810,600$ 1,932,800$ 7,180,000$ 1,500,000$ 300,000$ CIP-Capital Enhancement Total 550,000$ 550,000$ -$ -$ -$ -$ -$ Enterprise CRM 300,000$ 300,000$ -$ -$ -$ -$ -$ Enterprise Data Warehouse 250,000$ 250,000$ -$ -$ -$ -$ -$ CIP-Capital Maintenance Total 10,063,400$ 2,340,000$ 1,310,600$ 432,800$ 5,680,000$ -$ 300,000$ Data Backup and Disaster Recovery 140,000$ -$ -$ 140,000$ -$ -$ -$ Database Hardware Replacement 405,600$ 40,000$ 65,600$ -$ 300,000$ -$ -$ Network Hardware Replacement 1,395,000$ 550,000$ 290,000$ 275,000$ 280,000$ -$ -$ Security Administration 297,800$ 250,000$ 30,000$ 17,800$ -$ -$ -$ Server Hardware Replacement 825,000$ -$ 825,000$ -$ -$ -$ -$ Software Replacement 7,000,000$ 1,500,000$ 100,000$ -$ 5,100,000$ -$ 300,000$ CIP-New Facility/Infrastructure Total 7,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ -$ Broadband Fiber Backbone 7,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ -$ Ongoing costs related to the Certificates of Participation for the construction of a fiber backbone in support of the city’s broadband effort. The outcome of the project will be a roughly 90+ mile redundant fiber backbone throughout Boulder to support connectivity for future broadband and smart city efforts. 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. 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. 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. 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. 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 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. 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. 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. City of Boulder 2020-2025 Approved CIPPage 178 [This page intentionally left blank] City of Boulder Page 179City of Boulder Page 179 2020-2025 Approved CIP Library & Arts Capital Current Focus for Capital Planning & Projects in the 2020 Capital Budget Library Boulder Public Library Master Plan -The 10-year vision of 2018 Boulder Public Library Master Plan is for the library to serve as a centerpiece of the community, a destination for human connection, life-long learning, civic engagement, and creative exploration. The plan emphasizes providing inclusive access and supporting diversity in facilities that are intended to inspire and engage the community. In 2019, the capital project to renovate the public restrooms in the Main Library will be completed. The $775,000 investment from Library Fund reserves will provide inclusive access to restroom facilities for all patrons, in addition to updating the infrastructure and upgrading the finishes and fixtures to increase energy-efficiency, durability, and functionality. These improvements are expected to reduce ongoing maintenance and repair costs. Continuing the focus on cultivating diversity and providing service excellence to all community members, the library in collaboration with the Facilities and Asset Management division of Public Works began work on the master plan goal to open a full-service branch library in North Boulder. North Boulder Branch Library -The first phase of the North Boulder Branch Library was completed in 2018 and included site analysis and preliminary planning of what the library space and services might include. In 2019, phase two of the project began which is building and site design. Both phase one and two were informed by extensive community input. The facility design includes sustainable energy systems that address the City’s Climate Commitment and net- zero energy usage requirement. These systems include natural, passive ventilation, radiant heat, and solar panels. The iconic presence of the building will provide a community focal point and connect the surrounding neighborhoods to the Broadway corridor. Library programs and services will include the Boulder Reads Adult Literacy Program, Spanish/English bilingual programs, community meeting spaces, and a makerspace that offers educational opportunities to support lifelong learning. The site review process began in 2019 and will continue into 2020. Construction is anticipated for 2020 through 2021. Funding for phase two in 2020 will come from community, culture, and safety (CCS) tax for capital improvements revenues and development excise tax (DET) and impact fee revenues collected for the library, and Library Fund reserves. The total amount of CCS tax revenues for the library project is $5 million and $3 million from DET and impact fee revenues. Office of Arts & Culture Community Cultural Plan - The Office of Arts & Culture is currently implementing phase two of the Community Cultural Plan. The mission of the division is “to facilitate an alignment in the community around the community’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.” Eight municipal strategies are recommended in the Cultural Plan to realize this vision. In phase one, the division had a focus on foundation programs including cultural grants, programs for artists and creative professionals, and public art. For phase two, 2019 through 2021, those three strategies will be enhanced while new initiatives are launched including support for the NoBo Art District, the Creative Neighborhoods program, and new ways to support cultural venues. City of Boulder Page 180City of Boulder Page 180 2020-2025 Approved CIP Operating & Maintenance Impacts Library North Boulder Branch Library – In 2021, the North Boulder Branch Library will require approximately $830,000 in ongoing personnel (public desk and makerspace staff) and operating funds for security, equipment maintenance, courier service, etc. This is in addition to the current annual personnel allocation for the NoBo Corner Library, as those staff members will be reassigned to the new branch library. Approximately $1.2 million of one-time funds will be required for furniture, fixtures, technology and equipment, and an opening day collection, some of which may be funded from DET and impact fees collected for the library and/or Library Fund reserves. Ongoing building maintenance and utilities costs, which are managed by FAM, are currently estimated at $300,000, annually. Office of Arts & Culture Public Art Maintenance –General maintenance of the public art collection is the responsibility of the host department. Technical maintenance, conservation, restoration, or repair is the responsibility of the Office of Arts & Culture. In 2018, the Office of Arts & Culture received $30,000 of dedicated funding for maintenance of the public art assets, generated through the General Fund. This was a one-time allocation with an anticipated five-year commitment (2018 through 2022). Funds are committed to the maintenance needs of a portion of the existing collection of urban design and public art projects In addition to accomplishments in support for cultural organizations, programs for artists, the creative workforce, and other focus areas, the primary capital component of the Community Cultural Plan is the public art program. Currently, there are 12 public art projects underway in different phases of artist selection, design, and construction. There are also two donation proposals being processed which may result in the acquisition of artworks. The major accomplishments of the past year include the pilot Creative Neighborhood murals program, the installation of temporary artworks in the Civic Area and at CU, and a series of mural installations along pedestrian and bike routes including in Martin Acres and along the Boulder Creek Path. Site-specific murals will be featured in the Main Library public restroom renovations. Public Art Program – The Office of Arts & Culture public art program is the primary capital component in the Community Cultural Plan. Public Art is guided by the Cultural Plan, as well as the Public Art Policy and the biennial Public Art Implementation Plan. The 2020 deployment of approximately $200,000, generated through the CCS tax, is dedicated to public art projects within the city. Introduced to the public art policy in 2018, allocation of a percent for art funding within qualifying CIP projects will thoughtfully integrate public artworks into many CIP projects across departments. These public art allocations are captured in the department project sheets of qualifying CIP projects. Creative Neighborhoods Mural Project – The Creative Neighborhoods Mural Program is planned for a second round of artworks in 2020. The funding provides for new artwork commissions on residential properties, visible from public paths and streets, throughout Boulder. Through open calls, homeowners and professional artists will apply to participate. Selected homeowners will work with the Office of Arts & Culture to partner with regional artists from the City-approved mural artist roster. These homeowner + artist teams develop a design, share it with neighbors, and then paint the murals on homes, garages and fences that can be seen from the public right- of-way. Homeowners commit to maintaining the mural for at least five years. Library & Arts Capital City of Boulder Page 181City of Boulder Page 181 2020-2025 Approved CIP Library & Arts Capital As public art projects increase in volume through the introduction of the percent for art rule, staff demands continue to be stretched. The Office of Arts & Culture has one dedicated Full Time Equivalent (FTE) employee to oversee the public art policy, commissioned projects, public art maintenance, murals and the neighborhood mural program, and donations. An additional public art FTE position is a goal of the Office of Arts & Culture. Unfunded Projects & Emerging Needs Library The 2018 Boulder Public Library Master Plan identifies unfunded projects for 2021 and later, such as: opening a Gunbarrel Corner Library; 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 Branch Library restoration. The library anticipates receiving a capital donation of $1.5 million from the Boulder Library Foundation to bring the North Boulder Branch Library total project budget to $10 million. However, the current capital project cost estimate for the North Boulder Branch Library exceeds the budget by $2.2 million due to construction cost escalation. A revised cost estimate is scheduled to occur after the conclusion of the Site Review process. A connection of 14th Street to the adjacent south private property line was recently identified as a requirement per North Boulder Subcommunity Plan and the Transportation Master Plan. Such connections are typically funded by the adjacent development project, adding to the project cost. A cost estimate for the street connection is forthcoming. Staff are investigating opportunities to reduce project costs and make up the funding gap through a combination of grants, donations, and Library Fund reserves. Ongoing operating fund for grounds maintenance is another emerging need that will need to be addressed through a joint 2021 budget request from the library and the Parks and Recreation Department. Cost estimates for grounds maintenance are forthcoming. As the library adds staff members to meet master plan goals there is also an emerging need for staff workspace. There may be some opportunity to reconfigure and modify current workspaces that may meet the criteria for a capital project. Further, the George Reynolds Branch Library building is more than 50 years old and needs to be assessed for feasibility of continued, long-term use and to determine its remaining service life. All city-owned library facility building systems will need to be assessed for energy sustainability in the next few years. Office of Arts & Culture The city is committed to commissioning a diversity of public artworks that range in duration and media and material, from a breadth of artists. This will be accomplished through a fund mix that financially supports the flexibility needed to reach commissioning goals. Current funding includes a percent for art dedicated from capital parent projects – new capital or capital enhancement projects that qualify for public art allocation – and community, culture, and safety tax. Collectively, these two fund sources are estimated to reach about half of the annual recommended fund mix. Additionally, nearly half of the projects underway are showing a budget gap from construction cost escalation, site variables, permitting reviews, and costs which are impacting direct investment into public art. A strategy for funding gaps in personnel, commissioning, and maintaining assets acquired through the commissioning of public art continues to be a priority as the collection grows. City of Boulder Page 182City of Boulder Page 182 2020-2025 Approved CIP CEAP Projects N/A Board Action Staff will seek the Library Commission’s advice on overall priority for new capital projects. The commission’s favorable recommendation for capital project funding from the Library Fund (required by city charter) and old Library Fund (not required) will be sought. All public art projects receive review and ultimately approval by the Boulder Arts Commission (Arts Commission) before advancing to the City Manager for approval. Additionally, the Arts Commission reviews and ultimately approves Public Art Implementation Plan, which serves as the public art workplan. Library & Arts Capital CLICK HERE for detailed Project Sheets! 2020-2025 Capital Improvement Plan Library & Arts Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 7,728,823$ 7,728,823$ -$ -$ -$ -$ -$ CIP-Capital Enhancement Total 200,000$ 200,000$ -$ -$ -$ -$ -$ CCSV2 Public Art Projects 200,000$ 200,000$ -$ -$ -$ -$ -$ CIP-New Facility/Infrastructure Total 7,528,823$ 7,528,823$ -$ -$ -$ -$ -$ North Boulder Branch Library - CCS 7,528,823$ 7,528,823$ -$ -$ -$ -$ -$ A series of capital projects which includes selection of an artist followed by design, fabrication, and construction of a work of public art. Often, though not necessarily, the public art projects are components of a "parent project": a capital project captured in another division which shares a site, infrastructure, and/or budget with the public art. The projects underway at the beginning of 2019 will be Adam Kuby (Civic Area Signature Public Art), Michelle Sparks (Arapahoe Underpass), and Sharon Dowell (North Broadway) The projects to begin in 2019 include University Hill, North Branch Library, and Scott Carpenter Park. Design and construction of a North Boulder Branch Library to expand library services in the area. Funded by the CCS tax, DET and impact fees collected for the library, and possibly Library FR&R and old Library Fund reserves for contingency and unanticipated project additions. One of the four main goals of the project is for the library to be a showcase facility for meeting Boulder’s Climate Commitment. In 2021, the North Boulder Branch Library will require approximately, $830,000 in personnel (public desk and makerspace staff) and operating funds for security, equipment maintenance, courier service, etc. This is in addition to the current annual personnel allocation for the NoBo Corner Library, as those staff members will be reassigned to the new branch. Ongoing building maintenance and utilities costs which are managed by FAM, are currently estimated at $216,000, annually. Total estimated additional ongoing cost is $1.5 million. City of Boulder Page 183City of Boulder Page 183 2020-2025 Approved CIP Library & Arts Capital North Boulder Branch Library Plans Untitled Mural by Patrick Maxcy, Office of Arts & Culture’s Creative Neighborhoods Mural Program (photo credit: Lauren Click) City of Boulder 2020-2025 Approved CIPPage 184 [This page intentionally left blank] City of Boulder Page 185City of Boulder Page 185 2020-2025 Approved CIP Current Focus for Capital Planning & Projects in the 2020 Capital Budget The 2020 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. OSMP will continue to fund strategic land acquisitions, but at a reduced level in order to prioritize taking care of what we have during a fiscally constrained time. After five years of significant investment in flood recovery, the 2020 CIP represents a return to pre-flood CIP objectives, including completion of projects planned before the flood, and prioritizing capital maintenance over other project types. The department’s 2020 capital budget will align with the following departmental work program priorities for 2020: • Agriculture Today and Tomorrow – “Our legacy and future are based on working landscapes that are in harmony with nature.” Work done within this project primarily aims to improve soil health, integrate sustainable agricultural practices and resource protection, support the next generation of ranchers and farmers, and connect communities to agriculture and food. • Community Connections, Education, and Inclusion – “Together, we build an inclusive community of stewards and seek to find our place in open space”. Projects within this program primarily aim to 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. • Ecosystem Health and Resilience - “Using the best available science, we protect healthy ecosystems and mend those we have impaired.” Work within this project primarily aims to 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. • Responsible Recreation, Stewardship, and Enjoyment - “We are united by our connection to and enjoyment of nature and our obligation to protect it”. Projects within this program primarily aim to 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. • Make Strategic Department-wide Investments – To better equip staff to efficiently and effectively carry out the work of OSMP, make strategic department-wide capital investments. In 2020, continue to invest in asset management and other systems to understand total cost of system management in support of objectives in the Financial Sustainability focus area of the Master Plan. As staff plans for 2020, OSMP recognizes the need to remain flexible considering the community and City Council’s interests, as well as a department that is experiencing change. The 2020 CIP will support business needs while understanding that additional adjustments will be necessary over the coming years as the Master Plan is approved and implementation begins. Open Space & Mountain Parks Capital City of Boulder Page 186City of Boulder Page 186 2020-2025 Approved CIP Operating & Maintenance Impacts In 2020, OSMP will focus on maintaining irrigation and water infrastructure on leased land, restoring ecological functioning of riparian, floodplain, and grassland habitat, closing and restoring social trails, and addressing trail maintenance backlogs. These projects are aimed at reducing deferred maintenance and some savings are expected on operations and maintenance because of these efforts. For example, ecological restoration projects will remove sediment to allow fish passages while reducing maintenance to head gates. Increases to operations and maintenance will occur where new infrastructure is added, for example, around improved agricultural irrigation. OSMP is confident that any added O&M can be supported by existing operating budget. Unfunded Projects & Emerging Needs OSMP has decided to defer a feasibility study of a future OSMP campus for at least two years and repurpose these CIP dollars to other projects. In 2019, OSMP allocated $100,000 to begin feasibility analysis of potential sites for a future, long-term OSMP campus, including the Cherryvale location, with additional funding anticipated in the 2020 CIP. Deferring this project will ensure that OSMP can invest in core services, is responsible to a new fiscal reality, and can maintain current staffing levels. While the bulk of the future OSMP campus planning will be delayed, it is important that staff undertake an internal analysis of the fiscal implications of leasing the current HUB building beyond the five years originally anticipated. It is also important to take a closer look at the existing buildings out at Cherryvale to see how they can best meet department needs in the near-term. Cherryvale North will be the new headquarters for OSMP Rangers and further assessment will be completed around best use of Cherryvale South. (Note: Staff will prepare a written memo for the Open Space Board of Trustees (OSBT) June meeting that will provide more details regarding the status and thoughts on OSMP’s current and future campus.) To note an emerging need, in the first and second quarters of 2019, the OSBT and City Council made recommendations around increased funding to support prairie dog management and soil health. The 2020 OSMP CIP includes early dollars to begin these efforts but staff continues to further scope these programs, estimate costs, and build budgets. Future dollars may be added depending on findings during project scoping. Related to funding, Open Space and Mountain Parks derives approximately 88% of its revenue from sales and use taxes. Over the past two years, OSMP has experienced sunsets of sales tax increments reducing the proportion of city sales tax supporting the Open Space Fund by 30%. As a result, it is critical to the financial health of OSMP to strategically plan how to conservatively set budgets in a period of decreasing revenues. Based on strategies implemented in previous and current budget cycles, OSMP feels prepared to develop a 2020 budget that reflects financial realities and upholds our commitment to stewarding the land system. OSMP has maintained contingency reserves at 20% of operating plus debt, maintained 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. After 2023, the department anticipates a return to annual spending that is aligned with projected annual revenue. OSMP will be actively monitoring and adapting to revenue projections over the next several years. CEAP Projects Four Mile Creek: The Foothills Trail crossing of Four Mile Creek near the Foothills Trailhead changed drastically during the 2013 Flood. This project aims to install an ADA accessible crossing and to rehab the creek bed up and downstream from the bridge location. Board Action The Open Space Board of Trustees unanimously recommended the 2020-2025 CIP on June 12, 2019 after previous review at the April 10 and May 8 business meetings. Open Space & Mountain Parks Capital City of Boulder Page 187City of Boulder Page 187 2020-2025 Approved CIP Chautauqua Meadow Drain Dog Overlooks Eggleston Ditch Flood Recovery OSMP and Fire-Rescue Complete Prescribed Burns Open Space & Mountain Parks Capital CLICK HERE for detailed Project Sheets! City of Boulder Page 188City of Boulder Page 188 2020-2025 Approved CIP 2020-2025 Capital Improvement Plan Open Space & Mountain Parks Capital Open Space & Mountain Parks Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 22,538,275$ 4,038,275$ 3,700,000$ 3,700,000$ 3,700,000$ 3,700,000$ 3,700,000$ CIP-Capital Enhancement Total 1,328,000$ 578,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ Community Connections, Edu. & Incl.660,000$ 110,000$ 110,000$ 110,000$ 110,000$ 110,000$ 110,000$ Emergent Lottery Projects 278,000$ 278,000$ -$ -$ -$ -$ -$ Four Mile Creek 150,000$ 150,000$ -$ -$ -$ -$ -$ RIS CIP 240,000$ 40,000$ 40,000$ 40,000$ 40,000$ 40,000$ 40,000$ CIP-Capital Maintenance Total 15,510,275$ 2,760,275$ 2,550,000$ 2,550,000$ 2,550,000$ 2,550,000$ 2,550,000$ Agriculture Today and Tomorrow 5,274,046$ 1,274,046$ 800,000$ 800,000$ 800,000$ 800,000$ 800,000$ Ecosystem Health and Resiliance 4,556,632$ 556,632$ 800,000$ 800,000$ 800,000$ 800,000$ 800,000$ This project captures investments in priority items from the Council approved “Ecosystem Health and Resilience” (EHR) focus area of the Open Space Master Plan. Projects Include: 1) Implement Tall Oatgrass Operating Plan ($50,000) - Containment, eradication and early detection of the aggressive non-native tall oatgrass. In 2020, expand fencing in the Shanahan Cragmoor area to increase the grazing unit size. 2) - Continued Research of Mule Deer Disease ($10,000) - Leverage partner funding and expertise to collaboratively research mule deer disease, populations, predator relationships, habitat use and movement. (Additional 15k through CIP process). 3) Restore Ecological Functioning of Riparian, Floodplain and Grassland Habitat ($120,000) - Reduce non-native plant species and improve vegetation composition in Best Opportunity Areas identified in the GEMP. In 2020, mobilize invasive plant removal, planting, earthmoving, and fencing actions to restore native vegetation and habitats. 4) Restore Habitat and Ecological Functioning on Lower Boulder Creek ($170,000) - Plan, design and implement improvements to ecological functioning of Lower Boulder Creek from 75th Street to Highway 287. Restoration of riparian and floodplain wetlands, converting formerly mined gravel pits to habitat to support leopard frogs and native fish species, and converting non-native grasslands to native grasslands. 5) Redesign Red Rocks Trail Complex ($50,000) - Create restoration plans upon closing undesignated trails, designate social trails identified in the West TSA and improve sustainability of existing trails. Better define trails with added signage to protect resources and improve visitor experience. 6) Upper Bear Canyon Trail Reroute ($55,000) - In 2020, design and permit for eventual construction of a 1600-foot trail reroute on Bear Canyon Trail aimed at moving the trail further from the Bear Creek riparian area currently being impacted. 7) Anemone Trail Construction ($101,632) - Construction of the West Trail Study Area reroute of the 3-mile Anemone Trail loop and associated closures/restoration of rerouted and undesignated trails. Final construction in 2020 after bid and final design in 2019. (Additional 750k through 2012 CIP and additional 203k through 2020 Lottery Fund). This program captures investments in priority items from the Council approved “Community Connection, Education and Inclusion” (CCEI) focus area of the Open Space Master Plan. Projects Include: 1) Community Engagement Program Evaluation Plan ($45,000) - Development of a program evaluation plan to measure success in meeting goals for Community Engagement programs. 2) Trailhead Kiosk Upgrades ($20,000) - Replace failing old style timber “regulation boards” with mesh kiosk to reduce maintenance needs. This is a continuation of 2018-2019 initiatives to update kiosks across the system. This funding will support 10 kiosk updates. (Additional $55,000 through 2020 Lottery Fund). 3) Gebhard ISP Design ($10,000) - Design of a bridge and redirect neighborhood access to the defined creek crossing. In 2020, develop a design for the crossing and permit the project. (Additional 100k through 2019 CIP process). 4) Gunbarrel Hill ISP Design ($10,000) - Improve habitat for declining ground-nesting birds and the visitor experience, designation of a more sustainable trail, restoration of undesignated trail, and education around nesting bird habitat. (Additional $30,000 through 2019 CIP process). 5) Regional and Local Collaboration ($25,000) - Boulder Creek Path extension, 71st Street Shoulders Project, CO 119 Bus Rapid Transit Study, and Rocky Mountain Greenway. (Additional 160k through 2018/2019 CIP process) This program captures Lottery Fund CIP dollars that support multiple OSMP charter purposes. The annual funding amount is determined by the budget division of the Finance department and OSMP selects appropriate project sites based on criteria for Lottery Fund spending. Capital dollars in 2020 will primarily support completion of multiyear projects. This may include maintenance and/or renovations to trails, facilities, or other infrastructure on the land system. Projects include: 1.) Anemone Trail Construction ($223,000) - Construction of West Trail Study Area reroute of the 3-mile Anemone Trail loop and associated closures/restoration of rerouted and undesignated trails. Final construction in 2020 after bid and final design in 2019. 2.) Major Trailhead Upgrades ($55,000) - Replace failing old style timber "regulation boards" with mesh kiosk to reduce maintenance needs. This is a continuation of the 2018-2019 initiatives to update kiosks across the system. This funding will support 10 kiosk updates. The Foothills Trail crossing of Four Mile Creek near the Foothills Trailhead changed drastically during the 2013 Flood. This non-FEMA flood recovery project aims to install a crossing and to rehab the creek bed up and downstream from the bridge location. Stream restoration is crucial to provide sediment transport through the area, and to re-create the habitat that was lost during the flood. It will be supported by Lottery funding. This project captures investments in priority items from the Council approved “Agriculture Today and Tomorrow” (ATT) focus area of the Open Space Master Plan. Projects include: 1) Improve irrigation infrastructure on OSMP lands ($110,000) - replace 7 to 10 diversion structures and measuring devices necessary to operate adjudicated water rights. 2) Improve farm sites for local food producing ops ($130,000) - improvements to agriculture infrastructure necessary to sustain food producing operations. 3) Rehabilitate ERTL house ($300,000) - includes architectural plans and rehabilitation of the ERTL house to rent out for agricultural tenancy. 4) Support south boulder creek instream flow ($20,000) - install 1-2 gauging stations per year to better understand how the creek functions, junior fill water rights for Gross Reservoir. (Additional 40k through 2019 CIP). 5) Agriculture facility repairs ($254,903) - repair agriculture facilities identified in the 2016 CASE assessment of all OSMP facilities. 6) Improve soil health on irrigated lands ($182,000) - Rehabilitate 100 -150 acres of degraded soil per year with focus on prairie dog effected agriculture lands. 7) Prairie dog work group implementation ($277,143) - costs associated with relocating prairie dogs and building barriers to prevent encroachment. The Resource Information Services Workgroup (RIS) is a service-oriented workgroup that serves all other OSMP workgroups through the information management, technical services, and applications development/support avenues. In 2017, OSMP began an assessment to evaluate the current RIS workgroup and identify opportunities for growth and areas for improvement. This information was delivered to OSMP in 2018 as the RIS Business and Strategic Operations Plan and has been used to prioritize workgroup resources in the interim years before the OSMP Master Plan is approved. Projects include: 1) Beehive Implementation - Implement Beehive, an asset management software that will allow an efficient and consistent way to inventory and assess our assets, produce work orders, track work and materials and provide analytics and reporting. This will be a multiphase project focusing on trails implementation first, followed by other geodatabases. City of Boulder Page 189City of Boulder Page 189 2020-2025 Approved CIP 2020-2025 Capital Improvement Plan OSMP and HistoriCorps Repair Historic Structure Open Space & Mountain Parks Capital Open Space & Mountain Parks Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Facilities Maintenance & Fleet 1,182,689$ 182,689$ 200,000$ 200,000$ 200,000$ 200,000$ 200,000$ Responsible Recreation, Stewardship & Enjoyment 4,496,908$ 746,908$ 750,000$ 750,000$ 750,000$ 750,000$ 750,000$ CIP-Land Acquisition Total 5,700,000$ 700,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ Real Estate, Water, and Mineral Acq 5,700,000$ 700,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ This program supports the facilities maintenance needed to fulfill multiple OSMP charter purposes. In 2017, OSMP began a facilities assessment to inventory all OSMP structures, determine their condition and what is needed to maintain them including the priority of each facility along with estimated maintenance and repair costs both immediate and long term. This information was delivered to OSMP in 2017 as the Facilities Assessment and has been used to prioritize facility maintenance in the interim years before the OSMP Master Plan is approved. This program captures investments in priority items from the Council approved “Responsible Recreation, Stewardship and Enjoyment.” (RRSE) focus area of the Open Space Master Plan. Projects Include: 1) Assess Bridges and Engineered Trails ($25,000) - Inventory and assess condition of vehicle bridge system and schedule ongoing inspections and maintenance. The project will help our partners including ditch companies access bridges safely and use the system appropriately. 2) Develop Trails Standards and Specs ($20,000) - In the second year of project funding, continue to develop a construction and maintenance standards document that will be utilized in managing current and planned constructed trail features. This document will be modeled after other agencies but catered to unique OSMP needs. (Additional 45k through 2019 CIP process). 3) Expand Visitation Count System ($42,500) - Expand visitation count system to the east, including installation of additional permanent trail and vehicle counters. This project will expend coverage by an additional 6 trail counters and 6 vehicle counters for trailheads, providing critical baseline data for visitation management on OSMP. 4) Foothills South Trail Reroute ($2,000) - This project is a continuation of the flood recovery project Foothills South that addresses neighbor requests and implement North Trail Study Area reroute of Foothills South Trail from Wonderland Lake north to the Utica Access (600-800 feet), including restoration/closure of existing route. In 2020, focus will be on project permitting before 2021 construction. (Additional 100k through 2018 CIP process). 5) Youth Corps/Contracted Crews for Trail Projects ($255,000) - Annual contracting with conservation corps and contracted crews to produce quality trail and conservation work to augment the OSMP trail program and support projects prioritized in the work plan. 6) Road Maintenance ($50,000) - Where OSMP has sole responsibility for the maintenance of road, invest in annual road maintenance to benefit internal and external users of the roads. 7) Royal Arch Reroute and Repair ($175,000) - Reroute a 500- foot section of the Royal Arch Trail and perform critical repairs to other sections to improve sustainability. Currently, the retaining walls on steep slopes are undermined, with erosion and deteriorating steps creating safety hazards. 8) Summit Road/Flagstaff Wall Repair ($15,000) - Repair damage that occurred when a citizen-driven vehicle drove off the Summit Road and damaged ballards and the surface of the retaining wall below the road. 9) Visitor Use Infrastructure ($62,408) - repair visitor use infrastructure identified in the 2016 CASE assessment of all OSMP Facilities. 10) Ranger Database and Records Management ($100,000) - Provide Ranger Services with a secure records management system and database for incidents that include sensitive information, summonses, warnings, and patrol log documentation. Utilize data from the system to inform management. Project includes software selection and implementation. The OSMP Charter requires that we acquire, maintain, preserve and manage open space lands including water and mineral rights for ecological conservation, agriculture, passive recreation, urban shaping and scenic beauty. As our open space system matures, the land acquisition phase grows closer to completion with under 10,000 acres remaining to complete the vision of a comprehensive open space system. OSMP is focusing on acquisitions that assist the city in connecting and filling in the system, improving stewardship, support trail linkages or habitat connectivity such as along wildlife and riparian corridors. Acquisition is guided in the interim by the Open Space and Mountain Parks Acquisition Plan Update and further awaits guidance from the OSMP Master Plan to be approved in late 2019. The amount of 2020 CIP project is a one-time decrease from historic levels as OSMP approaches a restrained financial reality and awaits the passage of the Master Plan to give further guidance. City of Boulder 2020-2025 Approved CIPPage 190 [This page intentionally left blank] City of Boulder Page 191City of Boulder Page 191 2020-2025 Approved CIP Parks & Recreation Capital Current Focus for Capital Planning & Projects in the 2020 Capital Budget The department continues to focus 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 fact, next year, staff will begin 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 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 Scott Carpenter Pool, 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 to Chautauqua Park, Boulder Reservoir South Shore, and Columbia Cemetery will extend the useful life of priority facilities and increase the condition of many assets. • 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 2020 projects, including skatepark enhancements that will continue to allow the department to focus on youth and provide opportunities for children in the community. 2020 Capital Project Priorities: • Beginning the BPR Master Plan update; • Completion of Scott Carpenter Pool; • Completion of Boulder Reservoir Visitor’s Center; • Columbia Cemetery capital maintenance; • Urban Forestry Management (EAB Response); • Design for Flatirons Golf Course facility enhancements; • Skatepark enhancements; • Parking lot maintenance and renovation; and • New restroom and pavilion at East Boulder Community Park. City of Boulder Page 192City of Boulder Page 192 2020-2025 Approved CIP Operating & 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 & 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 $16 million on approximately $215 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 Site and Management Plan. • The Recreation Facility Strategic Plan projected a total of $4.5 million in deferred maintenance and an additional $3 million over the next 10 years in the three recreation centers. • Increased capacity and additional facilities for youth and adult sports fields. • Expansion and enhancement of recreation centers and aquatics facilities that accommodate increased demand for lap swimming, fitness equipment, and multi-use space that could be expanded. • Infrastructure associated with future phases of Valmont City Park development including athletic fields and infrastructure investments, and space needs for a potential Park Maintenance Operations relocation. Parks & Recreation Capital City of Boulder Page 193City of Boulder Page 193 2020-2025 Approved CIP • Redevelopment of the Mapleton Ballfields to better serve the changing needs of the surrounding land use, including more residential associated with Boulder Junction. To mitigate the impacts of limited funding, staff is: • Working collaboratively with Facilities & Asset Management (FAM) 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. CEAP Projects N/A Board Action The Parks & Recreation Board (PRAB) unanimously approved the following two resolutions in support of the BPR 2020-2025 CIP at the July 2019 meeting: a motion to approve the 2020 recommended expenditures from the Permanent Parks & Recreation Fund and a motion to approve the Draft 2020–2025 Parks & Recreation Department Capital Improvement Program. Scott Carpenter Pool Construction Parks & Recreation Capital CLICK HERE for detailed Project Sheets! City of Boulder Page 194City of Boulder Page 194 2020-2025 Approved CIP Parks & Recreation Capital 2020-2025 Capital Improvement Plan Parks & Recreation Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 27,800,300$ 4,898,000$ 5,823,300$ 3,760,000$ 4,450,000$ 4,434,500$ 4,434,500$ CIP-Capital Enhancement Total 12,433,800$ 2,403,000$ 1,341,300$ 2,428,000$ 2,008,000$ 1,575,500$ 2,678,000$ Aquatic Facility Enhancements 2,945,000$ 575,000$ 120,000$ 2,000,000$ -$ -$ 250,000$ Capital Infrastructure Enhancements 1,193,300$ 400,000$ 793,300$ -$ -$ -$ -$ Capital Infrastructure Enhancements 2,580,000$ -$ -$ -$ 1,580,000$ 1,000,000$ -$ Flatirons Golf Course Capital Enhancements 1,000,000$ 1,000,000$ -$ -$ -$ -$ -$ General Park Improvements 2,568,000$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ Valmont City Park - Phase 2 2,147,500$ -$ -$ -$ -$ 147,500$ 2,000,000$ CIP-Capital Maintenance Total 15,086,500$ 2,355,000$ 4,342,000$ 1,332,000$ 2,442,000$ 2,859,000$ 1,756,500$ Athletic Field Improvements 286,000$ 160,000$ -$ -$ 63,000$ -$ 63,000$ Boulder Reservoir South Shore 3,111,500$ 100,000$ 515,000$ 120,000$ 1,300,000$ 355,000$ 721,500$ 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 2020, funding will provide the final touches to the new Scott Carpenter pool with infrastructure and equipment to operate the facility. 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 and Asset Management 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. Capital Infrastructure Enhancements and Partnership Opportunities 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 2020 will also outline future priorities that will be funded through this project that will enhance the existing recreation facilities. In 2020, funding is provided to construct a restroom and pavilion at the East Boulder Community Park to serve the park users and many sports teams who use the fields. This is the only community park left without a restroom and has been planned for many years. In 2021, funding is identified to improve portions of Violet Park in north Boulder. Plans will be finalized and prioritized in 2020. Flatirons Golf Course Capital Enhancements 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. 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: 2019 - Chautauqua Park 2020 - Skatepark 2021 -North Boulder Park 2022 - East Boulder Community Park 2023 - Martin Park 2024 - Parkside Park 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 2020 will also outline future priorities that will be funded through this project that will enhance the existing recreation facilities. 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. 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 $63K which is necessary to ensure preventative maintenance of the systems. System failures can lead to field closures and loss of revenue from field use. In 2020, funding is provided for replacement of all the scoreboards at Pleasantview Fields and Gerald Stazio Sports Complex as well as irrigation improvements. These facilities are the two premier revenue generating sports complexes for the city. Continuing to implement the 2012 Master Plan and recent Site Management Plan, this project will provide key improvements to the south shore recreation area and various visitor amenities to serve the region. Funding is planned through 2025 to continue key enhancement priorities that are outlined each year in the site management plan. Projects include a variety of amenities including dock repairs, trail connections, pavilions, facility maintenance, road repair, landscaping, signage and parking lot repair. City of Boulder Page 195City of Boulder Page 195 2020-2025 Approved CIP Parks & Recreation Capital 2020-2025 Capital Improvement Plan Parks & Recreation Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Columbia Cemetery Capital Maintenance 136,000$ 32,000$ -$ 40,000$ 32,000$ 32,000$ -$ Flatiron Golf Course Repairs 4,500,000$ 1,195,000$ 2,805,000$ -$ -$ 500,000$ -$ Natural Lands Management 625,000$ -$ 50,000$ -$ 75,000$ 500,000$ -$ Neighborhood and Com Park Cap Maint 2,092,000$ 132,000$ 472,000$ 72,000$ 472,000$ 472,000$ 472,000$ Parking Lot Maintenance 180,000$ 180,000$ -$ -$ -$ -$ -$ Play Court Capital Maintenance 156,000$ 56,000$ -$ 100,000$ -$ -$ -$ Recreation Facility Repairs 1,000,000$ -$ -$ 500,000$ -$ 500,000$ -$ Urban Forest Management 3,000,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ CIP-Capital Planning Studies Total 280,000$ 140,000$ 140,000$ -$ -$ -$ -$ Master Plan Update 280,000$ 140,000$ 140,000$ -$ -$ -$ -$ This annual funding provides the annual 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. BPR manages approximately 20 different parking lots across the system with a current replacement value of $5.5M. Current backlog of maintenance is estimated at $2M which increases annually due to the deterioration of asphalt in poor condition. This project provides critical funding to renovate and renew existing parking lots to ensure safety of visitors and access to a variety of parks and recreation facilities. Individual parking lot repairs are prioritized through the department's asset management system and identified for construction efficiencies based on locations. Each parking lot repair and renovation will be scoped and opportunities for innovation, efficiency and coordination with other departments will be explored including electric vehicle charging stations as applicable. BPR manages approximately 52 courts supporting basketball, tennis, handball and other uses. Funding must be programmed to maintain the courts to ensure safety and accessibility for the community. In 2020, improvements will be made to the courts behind the North Boulder Recreation Center, striping for pickleball at various locations as well as crack filling and repairs to a variety of courts within the system. In 2022, additional pickleball courts will be developed at the East Boulder Community Park in conjunction with other planned improvements. BPR does not currently have dedicated pickleball courts to serve the growing number of players with the trend of pickleball increasing in popularity. The department's master plan indicates several key themes that relate to health and wellness, youth activity, community engagement and asset management. To continue supporting these key themes, the department will be providing repairs, renovations and upgrades to recreation centers. In 2016, the department completed a strategic plan for all recreation centers that illustrates implementation priority for critical projects. Based upon the outcomes and strategies of the Recreation Facility Strategic Plan, this project will fund the initial implementation projects outlined within the plan. This project is combined with funding from the Facilities and Asset Management (FAM) Division of Public Works that partners in the management of the facilities. This project will provide funding for consultants and staff to complete a 5-year update to the department's master plan to ensure alignment of departmental programs, services and facilities to meet the needs and goals of the community. This project will include various research tools such as a recreation facilities and programs assessment, an updated community survey and outreach to all members of the community to analyze the mission and offerings of the department. A comprehensive historic and cultural plan will be completed in conjunction with this master plan update to provide for goals and recommendations to ensure the sustainability of the departments' historic and cultural assets over time. 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. The department's natural lands team manages over 1,000 acres of wildlife and vegetation conservation areas to support the regions vulnerable ecosystems within urban areas. Capital funding helps support planning and implementation of critical conservation measures and management strategies on the properties. In 2021, funding will provide an opportunity to partner with other department's in developing a comprehensive restoration plan for Boulder Creek to balance recreation and public use with maintaining the streams ecosystem which is critical to Boulder. 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. 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. 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. City of Boulder 2020-2025 Approved CIPPage 196 [This page intentionally left blank] City of Boulder Page 197City of Boulder Page 197 2020-2025 Approved CIP Operating & Maintenance Impacts The bomb team vehicle would have ongoing replacement, operating and maintenance costs of $24,000 per year. This type of vehicle has a projected life of fifteen years and will be capable of using alternative fuel. Unfunded Projects & Emerging Needs IIn 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 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. • Bomb Robots. The current bomb 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. • Bomb Suits. The bomb squad suits are unfunded and will have an estimated replacement cost of $35,000 each. The suits are 13 years old and will need to be replaced, since the life expectancy of a typical suit is 10 years. The department will need two suits. CEAP Projects N/A Board Action N/A Police Capital Current Focus for Capital Planning & Projects in the 2020 Capital Budget The bomb team vehicle is 17 years old and is now undersized for the equipment and robots that it carries. It is also overweight and has maintenance issues when it is deployed. The new vehicle would be able to accommodate the three-person bomb team and their equipment. The vehicle will be alternative fuel capable. The total cost is $360,000 over four years. The Police Department is updating its master plan beginning in 2020. This update will inform future CIPs, as it will incorporate a facility, equipment, and staffing needs assessment within the plan. City of Boulder Page 198City of Boulder Page 198 2020-2025 Approved CIP Police Capital 2020-2025 Capital Improvement Plan Interior of Bomb Team Vehicle CLICK HERE for detailed Project Sheets! Exterior of Bomb Team Vehicle Police Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 360,000$ 360,000$ -$ -$ -$ -$ -$ CIP-Capital Enhancement Total 360,000$ 360,000$ -$ -$ -$ -$ -$ Bomb Team Vehicle 360,000$ 360,000$ -$ -$ -$ -$ -$ General Fund CIP. The current Bomb Truck is undersized for the equipment and robots it carries. It is overweight and having maintenance issues. The new vehicle would have enough room to accommodate the Bomb Squad, robots and the equipment they use. City of Boulder Page 199City of Boulder Page 199 2020-2025 Approved CIP Operating & Maintenance Impacts Each of the projects included in the current Transportation CIP will improve operational and/or maintenance conditions and needs. For example, the Broadway Reconstruction Project will replace aging deteriorated asphalt pavement with concrete pavement, which has a longer service life and eliminates the need for maintenance crews to fill potholes. The Foothills/Colorado Underpass will replace an overpass that is aging and requires increasing maintenance and attention. 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 & 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. Key Unfunded Projects Include: • 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. • Canyon Boulevard Complete Streets investments currently have no identified funding. Current Focus for Capital Planning & Projects in the 2020 Capital Budget The projects in the CIP are selected and developed to implement Transportation Master Plan (TMP) priorities identified in the 2014 TMP Update as well as the forthcoming 2019 TMP Update. The 2014 TMP Update prioritized investment in “complete street” corridors, including Arapahoe Avenue, Canyon Boulevard, 30th Street, and Colorado Avenue. Complete streets not only include the street envelope but also facilities for the associated one-quarter-mile travel shed on either side of the corridor. The current CIP includes projects in these corridors and it is expected investment will continue to occur over several years. Other key focus areas within the CIP include preservation of the existing transportation infrastructure system, travel safety, neighborhood speed management, low-stress walking/biking, and transit enhancements. Consistent with the 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 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 2020-2025 portfolio. Additionally, new line items have been created within the CIP multi-modal programs in response to key focus areas of the 2019 TMP update. These 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. Transportation Capital City of Boulder Page 200City of Boulder Page 200 2020-2025 Approved CIP Transportation Capital CLICK HERE for detailed Project Sheets! 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 2020-2025 Capital Improvement Program on July 8, 2019. Snow Plows on the Streets of Boulder City of Boulder Page 201City of Boulder Page 201 2020-2025 Approved CIP Transportation Capital 2020-2025 Capital Improvement Plan Transportation Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 86,608,732$ 19,455,749$ 16,381,819$ 11,819,500$ 14,363,331$ 12,385,833$ 12,202,500$ CIP-Capital Enhancement Total 56,606,720$ 10,767,020$ 8,521,869$ 8,514,500$ 11,058,331$ 8,797,500$ 8,947,500$ Arapahoe Multi-Use Path/Transit Enhancements 1,900,000$ -$ 288,000$ 287,000$ 1,325,000$ -$ -$ Downtown Boulder Transit Station Improvement 982,000$ -$ 226,969$ -$ 755,031$ -$ -$ Greenways Program Transportation 585,000$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ Intersection Safety Projects 383,400$ 80,520$ 302,880$ -$ -$ -$ -$ Low Stress Walk/Bike - Neighborhood 450,000$ 50,000$ 50,000$ 75,000$ 75,000$ 100,000$ 100,000$ Mesa Elementary Safe Routes to School 392,000$ 50,000$ 342,000$ -$ -$ -$ -$ Misc Development Coordination 300,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ Pavement Management Program 29,214,000$ 4,789,000$ 4,825,000$ 4,850,000$ 4,850,000$ 4,900,000$ 5,000,000$ Renewed Transit Vision - Capital Enhancement 275,000$ -$ 50,000$ 50,000$ 50,000$ 50,000$ 75,000$ Table Mesa Multi-Modal Improvements 5,500,000$ -$ 710,000$ 1,790,000$ 3,000,000$ -$ -$ Traffic Signal Broadband Fiber 500,000$ -$ 100,000$ -$ -$ 200,000$ 200,000$ Junction Place Bridge 2,500,000$ 2,500,000$ -$ -$ -$ -$ -$ 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. 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. 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. https://bouldercolorado.gov/water/greenways-program The Intersection Safety Projects are funded almost entirely by a grant from the Highway Safety Improvement Program (HSIP), a federal grant program for local communities to improve safety at high hazard locations. The City is a recipient of HSIP grant funds to implement safety mitigation treatments at three intersections around the City. These intersection locations are Colorado/Regent, Baseline/29th and Broadway/Rayleigh. The safety treatments to be installed at all three locations will improve safety for vehicles, bicycles and pedestrians. This program will provide funding toward implementation of the low-stress walk/bike network including Neighborhood Green Streets. This project will construct infrastructure to connect city traffic signal equipment with the Broadband backbone network being installed by the IT Department. Junction Place bridge will span boulder slough and provide a continuous transportation connection between Valmont & Walnut This project will improve walking and biking routes to Mesa Elementary School in the Table Mesa neighborhood by improving crossings of Lehigh and constructing a pathway near Bear Creek elementary. This project is funded in part by Safe Routes to School grant funds. 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. 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. This program will provide capital maintenance and upgrades to transit facilities within the city transportation network. This project will upgrade the existing sidewalk along Table Mesa/South Boulder Road bridge over US-36. The sidewalk will be updated to a multi-use path for pedestrians and cyclist to improve mobility between the Park and Ride and transit stop on each side of US36. This project is consistent with Transportation Master Plan goals and is funded in part by federal grant funds. City of Boulder Page 202City of Boulder Page 202 2020-2025 Approved CIP Transportation Capital 2020-2025 Capital Improvement Plan Transportation Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected TIP Local Match/TMP Implementation 11,275,320$ 2,800,000$ 1,104,520$ 915,000$ 455,800$ 3,000,000$ 3,000,000$ Ped Facs Enh Missing Links Crossing 725,000$ 100,000$ 125,000$ 125,000$ 125,000$ 125,000$ 125,000$ Neighborhood Speed Management Program 1,625,000$ 250,000$ 250,000$ 275,000$ 275,000$ 275,000$ 300,000$ CIP-Capital Maintenance Total 19,213,679$ 7,508,729$ 2,184,950$ 2,480,000$ 2,480,000$ 2,280,000$ 2,280,000$ Major Capital Reconstruction 5,265,000$ 810,000$ 855,000$ 900,000$ 900,000$ 900,000$ 900,000$ Ped Facilities Repair, Replace, ADA 3,742,550$ 597,550$ 629,000$ 629,000$ 629,000$ 629,000$ 629,000$ Rehab Runway & Eastern Taxiway 5,427,779$ 5,427,779$ -$ -$ -$ -$ -$ Sidewalk Maintenance 1,493,450$ 238,450$ 251,000$ 251,000$ 251,000$ 251,000$ 251,000$ Signal Maintenance & Upgrade 400,000$ -$ -$ 200,000$ 200,000$ -$ -$ Multiuse Path Capital Maintenance 2,499,900$ 399,950$ 399,950$ 425,000$ 425,000$ 425,000$ 425,000$ Vision Zero Capital Projects 385,000$ 35,000$ 50,000$ 75,000$ 75,000$ 75,000$ 75,000$ 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. 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. Project includes subgrade stabilization, re-paving and re-painting of Runway 8/26 and eastern half of Taxiway Alpha. Design has begun in 2018 and construction is scheduled to begin in 2020. Runway 8/26 is the only runway for powered aircraft and essential for operations at the airport. The runway was last paved in 2001, has an approximate lifespan of 20 years, and this project was included in the 2007 Airport Master Plan CIP schedule. The project is funded 93% by federal and state grant proceeds. 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. The Signal Maintenance and Upgrade project is an ongoing 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 as opposed to budgeting one-quarter of this amount every year is consistent with the project implementation, as this is approximately the cost to signalize or upgrade one intersection. The decision to install a new traffic signal is made on the basis of a signal warrant study, which uses data collected at the study location (peak period traffic volumes and delay, accident history) to determine if the benefits of a traffic signal at that location (potential for reduced side street delay during peak periods, increased pedestrian and cyclist access, potential for reduction in right- angle accidents) outweigh the downsides (increased main street delay, increased side street delay during off-peak periods, increased pedestrian and cyclist delay during off-peak periods, potential for increase in rear-end accidents). Some locations in Boulder that have been identified as potential future signal locations are studied periodically. Other locations are studied based on requests from the community. If there are multiple locations where new signals are desired, they are prioritized based on the magnitude of the identified benefit at each location. Signalized intersections meet the Transportation Master Plan goals of helping to creating a fine-grained, multimodal network of transportation connections that support a bicycle and pedestrian friendly environment by providing better and safer access across busy streets at peak times. This funding could also be used to reconstruct existing traffic signals, to provide operational benefits (such as adding double left-turns), or to address deficiencies (such as aging, corroded poles). This program will implement safety measures and mitigation to address hazardous intersections and crossings. 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. The NSMP is a resident-initiated process with neighbors applying to the city to enter the program. City staff works with several neighborhoods each year to identify the best speed management strategy for each location. For some neighborhoods, education and enforcement are effective tools to address speeding. Some neighborhoods also need traffic calming, which is an active attempt to control vehicle speeds by introducing engineering devices on streets to slow speeding traffic 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. 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. 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 (the next process starts in 2018 with funding available for 2019) 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 2014 and is being updated in 2018. 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. City of Boulder Page 203City of Boulder Page 203 2020-2025 Approved CIP Transportation Capital 2020-2025 Capital Improvement Plan Boulder Creek Path Underpass at Arapahoe and 13th Transportation Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected CIP-Capital Planning Studies Total 333,333$ -$ -$ -$ -$ 333,333$ -$ Airport Master Plan 333,333$ -$ -$ -$ -$ 333,333$ -$ CIP-New Facility/Infrastructure Total 10,455,000$ 1,180,000$ 5,675,000$ 825,000$ 825,000$ 975,000$ 975,000$ 28th St Valmont to Iris Baseline 4,700,000$ -$ 4,700,000$ -$ -$ -$ -$ Multiuse Path - Enhancements 1,555,000$ 430,000$ 225,000$ 225,000$ 225,000$ 225,000$ 225,000$ TIP Local Match TMP Implementation 4,200,000$ 750,000$ 750,000$ 600,000$ 600,000$ 750,000$ 750,000$ 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 in fulfillment of the SH-119 Bus-Rapid Transit Corridor between Longmont and Boulder. 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. This ongoing funding is for the implementation of projects identified in the Transportation Master Plan (TMP) 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’ Denver Regional Council Of Governments (DRCOG) Transportation Improvement Program (TIP) submittal process (the next process starts in 2018 with funding available for 2019/2020) 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. Airport Master Plan for 2024 City of Boulder 2020-2025 Approved CIPPage 204 [This page intentionally left blank] City of Boulder Page 205City of Boulder Page 205 2020-2025 Approved CIP Utilities & Greenways Capital Current Focus for Capital Planning & Projects in the 2020 Capital Budget Water Utility The capital improvements focus for the Water Utility continues to be on rehabilitation and replacement of existing 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, Green lake Dam No. 2, and the Barker Dam Outlets works. The capital improvements focus for the treated water system includes water treatment plant (WTP) needs as well as water distribution system needs. Both the Boulder Reservoir and Betasso treatment plants have major asset management related rehabilitation project needs. As listed above, the Boulder Reservoir Water Treatment Plant has two large capital rehabilitation projects identified in the six-year CIP. These projects include the replacement of the high service pumps, and major electrical upgrades. The Betasso Water Treatment Plant recently underwent major upgrades the past two years to address aging facilities, but additional investment is still required. The six-year CIP includes four major projects to address aging infrastructure and lack of critical treatment process redundancy. These projects will address the disinfection system, the corrosion control system, the backwash system, and the raw water supply system to the facility. The water distribution system needs include the ongoing small diameter water line rehabilitation program which involves the replacement of approximately four miles of pipe (1% of the system) annually. This program is funded at approximately $3.5 million per year. In 2019, Utilities staff will begin a comprehensive evaluation of the water transmission system comprised of the system’s larger pipes. This analysis will provide information on the 65 miles of larger diameter pipe in the system and will include recommendations for future rehabilitation projects. 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 Water Resource Recovery Facility (WRRF) needs as well as wastewater collection system needs. The largest WRRF capital project identified in the six-year CIP involves a nutrient removal project to address effluent phosphorus regulations that are expected to be part of the upcoming CDPHE permit to meet Regulation 85. Other projects include the Process Automation System (PAS) Phase II instrumentation and controls project and a new secondary digester cover. It is anticipated that Utilities will bond approximately $20 million for these projects these three projects in 2022 for construction phase. The focus for the wastewater collection system will be to continue the current sewer rehabilitation program which has the goal of rehabilitating or replacing all vitrified clay pipe (VCP) sewers as well as addressing the system’s hydraulic limitations identified in the 2017 Wastewater Collection System Master Plan (WWCSMP). The rehabilitation effort is in its fourth year of an ongoing program with a projected 20-year duration. The rehabilitation program utilizes a trenchless technology approach to line the sewers before they collapse. Those sewer pipe sections which cannot be lined are replaced by conventional construction through the open cut program. City of Boulder Page 206City of Boulder Page 206 2020-2025 Approved CIP 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 63rd Street and the WRRF. The Interceptor sewer project, which is estimated at $30 million, has cash funding of $10 million and has been identified for a revenue bond in 2021 for an additional $20 million. Stormwater & Flood Management Utility The capital improvements focus for the Stormwater and 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 South Boulder Creek and Gregory Canyon Creek. The South Boulder Creek Phase I flood mitigation improvements are identified in the six-year CIP in 2022 at $40 million. 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. At the February 5, 2019 meeting, City Council provided direction for Utilities staff to begin the project’s preliminary design phase for the Variant 1 500-year alternative. The Gregory Canyon Creek Improvements project is in design this year. Gregory Canyon Creek construction funding is identified in the six-year CIP in 2022 at approximately $8 million. This project, which will provide drainageway improvements to convey the 10-year storm event, is the first of two project phases. This phase will provide improvements between Arapahoe Avenue and Pennsylvania Avenue. Flood mitigation plans are anticipated to be completed in 2020 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 underserved 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 2021 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 unimproved channel section located behind the homes along Edgewood Avenue. 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 and flood project is funded in 2023 at $24 million. Adopted Utility Rates for 2020 RATES 2019 2020 2021 2022 Water 7%7%10%6% Wastewater 5%5%5%5% Stormwater/Flood Management 5%7%7%8% Utilities & Greenways Capital City of Boulder Page 207City of Boulder Page 207 2020-2025 Approved CIP Operating & 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 contracted sanitary sewer condition assessment program, which results in the cleaning and inspection of the entire sewer system, an activity that would otherwise need to be performed by city maintenance staff. 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 & 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. Greenways The primary focus of the Greenways CIP in 2020 is on flood mitigation, bicycle and pedestrian multi-use paths and underpasses, and habitat and water quality improvements along the Fourmile Canyon Creek corridor. These improvements are being coordinated with roadway improvements at Broadway, 19th Street and 26th Street, as well as the development of the North Library site and the Violet Park site. The Greenways program also secured additional funding through the city’s community, culture, and safety tax to help fund these improvements. In 2021-2025, funding is shown for Gregory Canyon, Skunk, Twomile Canyon, and Goose Creek 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/ flood/creek-projects A secondary focus for the 2020-2025 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. Utilities & Greenways Capital City of Boulder Page 208City of Boulder Page 208 2020-2025 Approved CIP 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 Interceptor Sewer Realignment: The city’s main sanitary sewer interceptor is at the end of its useful life and is hydraulically insufficient. The interceptor is an unlined concrete pipe that is corroding and was exposed during the 2013 flood and 2015 rainstorm. This project is for the rehabilitation, reconstruction, or re-alignment of the interceptor sewer and will aim to satisfy three primary goals: structural stability, increased capacity, and address alignment vulnerability. Board Action The preliminary 2020 Utilities budget and 2020-2025 CIP was presented to the WRAB on May 20, 2019 as a discussion item. The WRAB hosted a public hearing and continued their discussion on the 2020-2025 CIP at their June 17, 2019 meeting. A third WRAB meeting to discuss the CIP was held on July 15, 2019 where the WRAB voted to recommend approval of the adopted CIP. The Greenways Advisory Committee meeting will be scheduled in late July/August to review the 2020-2025 Greenways Program CIP and provide a recommendation to City Council. Utilities & Greenways Capital CLICK HERE for detailed Project Sheets! City of Boulder Page 209City of Boulder Page 209 2020-2025 Approved CIP Utilities & Greenways Capital 2020-2025 Capital Improvement Plan Water Utility Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 148,007,584$ 12,346,837$ 16,285,354$ 54,644,136$ 14,848,265$ 16,525,399$ 33,357,592$ CIP-Capital Enhancement Total 45,629,543$ 252,000$ 2,391,395$ 23,329,389$ 133,493$ 1,847,173$ 17,676,094$ 63rd WTF Campus Power Reliability 7,424,102$ -$ 674,918$ 6,749,184$ -$ -$ -$ Barker Dam and Reservoir 100,000$ 100,000$ -$ -$ -$ -$ -$ Barker Dam Outlet 10,341,050$ -$ 903,732$ 9,437,318$ -$ -$ -$ Betasso Backwash System Reliability 5,567,404$ -$ -$ -$ -$ 506,128$ 5,061,276$ BWTF Corrosion Control Systems Improvement 2,227,231$ -$ 202,476$ 2,024,755$ -$ -$ -$ BWTF Disinfection Capacity and Reliability 5,568,077$ -$ 506,189$ 5,061,888$ -$ -$ -$ Green Lake 2 Dam 6,248,083$ -$ -$ -$ 75,000$ 547,553$ 5,625,530$ Lakewood Hydroelectric/PRV 50,000$ -$ 50,000$ -$ -$ -$ -$ Orodell Hydro/PRV Facility 100,000$ 100,000$ -$ -$ -$ -$ -$ Supply System Reliability 6,959,255$ -$ -$ -$ -$ 632,660$ 6,326,595$ Treated Water Equipment Rehab 344,915$ 52,000$ 54,080$ 56,243$ 58,493$ 60,833$ 63,266$ 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 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 replacing major power supply and electrical components on the campus and to improve their reliability and redundancy. This project will fund deficiency corrections at the existing Barker Dam, including security-related improvements. The repairs and improvements are required as part of the agency (SEO) Dam Safety Inspection Evaluations and while they are not an immediate safety concern, they are necessary to eliminate the potential of storage limitations being enforced or regulated. The anchors will need to be investigated and tested. 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). 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). Currently the BWTF relies on a single tank to backwash and clean the facility’s eight water treatment filters. This tank was built in 1976 and has been in continuous service ever since. In the next 5 years the tank requires major repair and replacement of corroded structural members and replacement of its interior coatings. This project focuses on adding a second backwash system and/or tank to provide redundancy to the BWTF and allow for timely repairs to the existing backwash tank. 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. Most recently items of highest priority were repaired in the 2016 capital improvements project. The next phase of priority repair and replacement (R&R) focuses on 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. 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). 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 and will add redundancy to allow for timely repairs to Clearwell #1. 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. 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. A generator overhaul was completed in 2016 and a pressure reducing valve refurbishment is planned for 2019. The Orodell facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project is upgrade the electrical panel. 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). Currently the BWTF relies on a single tank and pipe for supply of water to the facility. This supply system was built in 1968 and, with small exceptions during major BWTF construction in 2016, has been in continuous service ever since. This project focuses on adding a second supply line to provide redundancy to the BWTF. This allows the BWTF to continue operations during planned repairs or emergency failure scenarios on the existing supply system. The City of Boulder owns and operates a complex treated water utility system valued at approximately $1.5 billion. Overall, these facilities provide high-level service to City water customers, but various components of the system need ongoing repairs and miscellaneous other improvements to address aging infrastructure, equipment obsolescence, and safe/reliable operations. The purpose of this project is to repair or replace miscellaneous capital assets or components within the treated water system as-needed throughout the year. City of Boulder Page 210City of Boulder Page 210 2020-2025 Approved CIP Utilities & Greenways Capital 2020-2025 Capital Improvement Plan Water Utility Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Wittemyer Ponds 699,426$ -$ -$ -$ -$ 100,000$ 599,426$ CIP-Capital Maintenance Total 101,118,040$ 11,934,837$ 13,733,959$ 31,104,748$ 14,554,772$ 14,518,226$ 15,271,498$ Albion Dam 10,853,761$ -$ 986,706$ 9,867,055$ -$ -$ -$ Barker Gravity Pipeline Repair 25,240,814$ 3,759,286$ 3,618,892$ 5,337,641$ 4,197,470$ 4,355,369$ 3,972,156$ BCH Penstock Repair 6,215,176$ 637,012$ 1,274,492$ 1,013,472$ 1,054,011$ 1,096,171$ 1,140,018$ Betasso Hydroelectric / PRF 150,000$ 150,000$ -$ -$ -$ -$ -$ Boulder Canyon Hydro 250,000$ -$ -$ -$ 250,000$ -$ -$ Chatauqua Storage Tank 100,000$ -$ -$ -$ 100,000$ -$ -$ Distribution Waterline Replacement 26,017,773$ 3,922,489$ 4,079,389$ 4,242,564$ 4,412,267$ 4,588,757$ 4,772,308$ Hydro Facilities Rehab Program 373,060$ 56,243$ 58,493$ 60,833$ 63,266$ 65,797$ 68,428$ Instream Flow Structures and Gaging 50,000$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ -$ Kohler Hydro/PRV Facility 50,000$ -$ -$ -$ -$ -$ 50,000$ Kossler Dam 1,200,000$ -$ -$ 50,000$ 300,000$ 100,000$ 750,000$ Lakewood Pipeline 384,864$ -$ -$ -$ -$ 384,864$ -$ Maxwell Hydro/PRV Facility 335,000$ 185,000$ 100,000$ -$ -$ -$ 50,000$ Meter Replacement Program 4,841,393$ 255,000$ 255,000$ 1,020,000$ 1,060,800$ 1,103,232$ 1,147,361$ Reservoir High Service Pumps 7,424,102$ -$ 674,918$ 6,749,184$ -$ -$ -$ 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. 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. Boulder Res High Service Pump station. New wire, Motor Control Centers, Motors and variable frequency drives. This project provides funding for periodic inspection and maintenance on the Lakewood Pipeline. In 2016, the reservoir underwent emergency repair at the outlet works. In 2017, a rehabilitation alternative study was issued. This project will fund the dam liner, crest and spillway repair as recommended in the Source Water Master Plan, MWH, 2008. This project will provide funds for ongoing repairs to the Barker Gravity Pipeline. A rehabilitation segment was placed in 2016 and the results updated the 12-year rehabilitation cost estimates forecast for 2017 to 2028. Grout patching repairs will continue in the segments not being rehabilitated in any given year. The BCH Penstock is a pressure pipeline that delivers water from Kossler Reservoir to Boulder Canyon Hydro. 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 will rehabilitate the Betasso Hydroelectric / Pressure Reducing Facility including a required 10 year scheduled maintenance overhaul of the existing turbine-generator equipment, replacement of the Hydraulic Power Unit (HPU) and replacement of the transformer. Boulder Canyon Hydroelectric – Maintenance and Inspection of the installed replacement unit (commercial operation started in 2013) and control systems. Inspect concrete tank bottom and line and repair as needed. The project describes ongoing annual funding for waterline reconstruction in the city's distribution system. Many of the city's existing waterlines are corroded or otherwise deteriorated and must be replaced. The city currently experiences approximately 60-80 main breaks per year and these cause unplanned outages in water service as well as disruption to vehicle travel and damage to public and private property. Although the number of main breaks is not considered excessive, the average age of the city's distribution system is over 40 years and it is anticipated that substantial funds are required to maintain a functioning water distribution system over time. Hydro maintenance for all facilities. Misc minor items/repairs/upgrades not included in specific CIP budgets. Boulder will install a stream gauge on Boulder Creek downstream of the Rural Ditch headgate. The stream gage will be used to measure instream flow water that Boulder is leasing to users below the headgate. The Kohler facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project is for a complete overhaul of the pump valves which includes: disassembly, inspection, repair and reassembly. 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 2022 and replacement in 2023. 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. City of Boulder Page 211City of Boulder Page 211 2020-2025 Approved CIP Utilities & Greenways Capital 2020-2025 Capital Improvement Plan Water Utility Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Silver Lake Dam 200,000$ 200,000$ -$ -$ -$ -$ -$ Silver Lake Hydroelectric/PRV 250,000$ -$ -$ -$ 250,000$ -$ -$ Skyscraper Dam 171,071$ -$ 171,071$ -$ -$ -$ -$ Source Systems Condition Assessment 775,829$ 350,000$ -$ -$ -$ -$ 425,829$ Sunshine Hydroelectric/PRV Facility 150,000$ -$ -$ 150,000$ -$ -$ -$ Utility Billing Computer System 150,000$ -$ -$ -$ 150,000$ -$ -$ Water Treatment Equipment Repl 2,498,838$ 376,730$ 391,799$ 407,471$ 423,769$ 440,720$ 458,349$ Watershed Improvements 150,000$ 30,000$ 30,000$ 30,000$ 30,000$ 30,000$ -$ Zone 1 Transmission Pipes 4,156,229$ 626,601$ 651,665$ 677,732$ 704,841$ 733,035$ 762,356$ Zone 2 Transmission Pipes 6,029,481$ 909,016$ 945,377$ 983,192$ 1,022,519$ 1,063,420$ 1,105,957$ Zone 3 Transmission Pipes 3,100,651$ 467,460$ 486,158$ 505,605$ 525,829$ 546,862$ 568,737$ CIP-New Facility/Infrastructure Total 1,260,000$ 160,000$ 160,000$ 210,000$ 160,000$ 160,000$ 410,000$ Barker Dam Hydroelectric 50,000$ -$ -$ 50,000$ -$ -$ -$ Carter Lake Hydroelectric 250,000$ -$ -$ -$ -$ -$ 250,000$ NCWCD Conv - Boulder Feeder Canal 960,000$ 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ This project provides for the rehabilitation and improvement to the Zone 2 transmission piping of the city's water system. An extensive network of transmission piping exists, some of which is over 50 years old. It is projected this piping will require replacement or other rehabilitation. Funding is in the CIP to develop a program to inspect, prioritize and begin replacement of the transmission pipes, (pipes that are 14" diameter and larger). This project provides for the rehabilitation and improvement to the Zone 3 transmission piping of the city's water system. An extensive network of transmission piping exists, some of which is over 50 years old. It is projected this piping will require replacement or other rehabilitation. Funding is in the CIP to develop a program to inspect, prioritize and begin replacement of the transmission pipes, (pipes that are 14" diameter and larger). 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. NCWCD Conv - Boulder Feeder Canal point source drainage inflow improvements on a priority basis. This project provides for the rehabilitation and improvement to the Zone 1 transmission piping of the city's water system. An extensive network of transmission piping exists, some of which is over 50 years old. It is projected this piping will require replacement or other rehabilitation. Funding is in the CIP to develop a program to inspect, prioritize and begin replacement of the transmission pipes, (pipes that are 14" diameter and larger). To meet State Engineer’s Office Dam Safety requirements, a full outlet system inspection was completed in 2015/2016. Other required dam safety improvements were constructed in 2017. This project funds repairs to outlet valves, valve vault piping, painting and access upgrades. 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 funds the replacement of the needles/seats. Funding is for infrastructure evaluation and gate replacement as recommended in the Source Water Master Plan. 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 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. The existing Utility Billing Computer System is aging and needs updates. This project will upgrade the system. The funding is split between the three Utilities Enterprise Funds (SW, WW, and WA) Equipment replacement fund for both treatment facilities. Administered by plant staff for equipment replacement outside of larger projects. General Watershed improvements 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. City of Boulder Page 212City of Boulder Page 212 2020-2025 Approved CIP Utilities & Greenways Capital 2020-2025 Capital Improvement Plan Wastewater Utility Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 85,738,240$ 9,737,389$ 29,145,492$ 28,904,683$ 5,704,957$ 6,006,461$ 6,239,260$ CIP-Capital Enhancement Total 29,847,444$ 4,055,847$ 1,883,463$ 22,772,992$ 258,366$ 425,606$ 451,170$ Foothills & Baseline Trunk Sewer Replacement 1,422,200$ 1,422,200$ -$ -$ -$ -$ -$ Lower Goose Creek Trunk Sewer Replacement 3,808,358$ -$ -$ 3,808,358$ -$ -$ -$ Water Resource Recovery Pumps 375,000$ 75,000$ -$ 150,000$ -$ -$ 150,000$ WRRF Activated Sludge 230,918$ -$ -$ -$ -$ 230,918$ -$ WRRF Instrumentation/Control 1,693,110$ 1,594,415$ -$ -$ -$ -$ 98,695$ WRRF Permit Improvements 2,828,861$ 919,232$ 1,838,463$ -$ 71,166$ -$ -$ WRRF Permit Improvements - Projected Bond 18,634,634$ -$ -$ 18,634,634$ -$ -$ -$ Meter Replacement Program 854,364$ 45,000$ 45,000$ 180,000$ 187,200$ 194,688$ 202,476$ CIP-Capital Maintenance Total 55,890,796$ 5,681,542$ 27,262,028$ 6,131,690$ 5,446,591$ 5,580,855$ 5,788,089$ Collection System Monitoring 900,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ Condition Assessment Program 5,523,355$ 701,915$ 729,991$ 759,191$ 1,067,484$ 1,110,183$ 1,154,591$ Interceptor Sewer Realignment 20,250,000$ -$ 20,250,000$ -$ -$ -$ -$ Sanitary Sewer Manhole Rehab 1,678,566$ 253,064$ 263,186$ 273,714$ 284,662$ 296,049$ 307,891$ Sanitary Sewer Rehabilitation 21,401,717$ 3,226,564$ 3,355,626$ 3,489,851$ 3,629,445$ 3,774,623$ 3,925,608$ This project provides for the rehabilitation and improvement to the existing collector sewer piping of the city's wastewater collection system. The program is funded at approximately $2,000,000 per year (2015) escalated at 4% annually. Replacement and upsizing of hydraulically under capacity trunk sewers in Foothills south of Baseline and in Baseline from Foothills Hwy to 55th St. Replacement of undersized trunk sanitary sewer and rehabilitation of hydraulically connected structurally deteriorated sewer segments. 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 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. 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 Boulder Water Resource Recovery Facility requires improvements and new facilities as required by Federal and State regulation to improve effluent quality, as identified by the State of Colorado Discharge Permit System (CDPS) Permit. This project addresses necessary improvements to remove phosphorus. The Boulder Water Resource Recovery Facility requires improvements and new facilities as required by Federal and State regulation to improve effluent quality, as identified by the State of Colorado Discharge Permit System (CDPS) Permit. This project addresses necessary improvements to remove phosphorus. This project provides funds for monitoring of the City's wastewater collection system. The Wastewater Utility Condition Assessment Program is intended to provide an ongoing comprehensive assessment of the city's sanitary sewer collection system. There are approximately 360 miles of sanitary sewer pipe in the collection system. The City's existing main sanitary interceptor sewer is at the end of its useful life an hydraulically insufficient. The interceptor is unlined concrete pipe that is corroding and was exposed during the 2013 flood and 2015 rainstorm. This project is for the rehabilitation, reconstruction, or re-alignment of the interceptor sewer and will aim to satisfy three primary goals: structural stability, increased capacity and address alignment vulnerability. Project estimate increased from $20M to $30M based on preliminary design. City bonded for original $10M in 2016 so $20M appears in the 2020 CIP to cover the remainder of project funding. This project provides for the rehabilitation and improvement to the existing wastewater manholes that are part of the city's sewer system. The program is funded at $200,000 per year (2018) escalated by an inflation index for future years. The asset condition assessment shows the need for increased funding to meet system needs. Escalation in program funds begins in 2021. This project is for replacing aging water meters that are used for customer billing and usage information. There are currently over 28,000 meters in the system, and most of them are reaching the end of their useful life at 15 – 20 years old. This project provides funding for a large meter (greater than 2 inch) replacement on an ongoing basis. These meters are tested annually and will be repaired or replaced as needed. The small meter (less than 2 inch) program will begin in 2022 and aim to replace all small meters within 10 years. City of Boulder Page 213City of Boulder Page 213 2020-2025 Approved CIP Utilities & Greenways Capital 2020-2025 Capital Improvement Plan Sanitary Sewer Manhole Replacement - Annual Utilities Infrastructure Renewal Program Sanitary Sewer Replacement on Broadway - Annual Sewer Rehabilitation Program Wastewater Utility Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Utility Billing Computer System 65,000$ -$ -$ -$ 65,000$ -$ -$ WRRF Biogas 1,100,000$ 1,100,000$ -$ -$ -$ -$ -$ WRRF Digester Cleaning 142,331$ -$ 142,331$ -$ -$ -$ -$ WRRF Digester Complex 2,000,000$ -$ 2,000,000$ -$ -$ -$ -$ WRRF Primary Clarifiers 779,828$ -$ 70,893$ 708,934$ -$ -$ -$ WRRF Secondary Clarifiers 550,000$ -$ 50,000$ 500,000$ -$ -$ -$ WWTF Rehabilitation 1,500,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 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. The existing Utility Billing Computer System is outdated and needs updated. This project will update the system. This project was historically used to provide funding for major overhauls of the two cogeneration (electrical power and heat) engines at the Boulder WRRF. $4M 2019 was to implement a new beneficial end-use for biogas, moving away from cogeneration and implementing a renewable natural gas (RNG) solution for vehicle fuel. The new funding is for a gas treatment system to clean the biogas to XCEL pipeline standards, measure and monitor, and then deliver to an offsite end-user via local pipeline. Because of higher-than-anticipated costs, including electrical and mechanical costs, a higher Xcel interconnect fee, and Xcel-mandated insurance costs, $1.1M was added to the 2020 budget. The Boulder Water Resource Recovery Facility has a primary and secondary digester. This project is to provide cleaning on a 10-year cycle. The last time the primary was cleaned was 2012, and the secondary was cleaned in 2014. This project is to replace the Water Resource Recovery Facility secondary digester floating cover. The cover has tipped and failed on several occasions in recent years taking the system offline and limiting its ability to handle gas and interrupting wastewater treatment. The primary clarifiers are concrete circular settling tanks with rotating steel mechanisms to separate solids from the water. They are located after the headworks and before the aeration basins (biological process). The mid-term rehabilitation in 2022 will recoat the rotating mechanisms. The long-term replacement in 2029 will replace mechanisms, drives, walkway bridges, and effluent weirs, baffles, and launders. Secondary clarification is an essential unit process of the overall treatment system at the Boulder WRRF. Similar to the primary clarifiers, the internal componentry is submerged in wastewater and needs repair and rehabilitation periodically, and eventual replacement. This project is to repair the internal mechanism to provide full-utilization of the asset. City of Boulder Page 214City of Boulder Page 214 2020-2025 Approved CIP Utilities & Greenways Capital 2020-2025 Capital Improvement Plan Stormwater & Flood Management Utility Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected Capital Program Total 109,799,915$ 8,415,648$ 9,974,891$ 53,229,078$ 28,932,720$ 4,440,758$ 4,806,821$ CIP-Capital Enhancement Total 51,535,398$ 3,969,948$ 7,434,674$ 10,588,853$ 26,124,286$ 1,580,787$ 1,836,851$ 2017 MP -Wonderland Creek 1 Storm Sewer 636,896$ -$ 386,896$ -$ 250,000$ -$ -$ Bluebell & King's Gulch 990,800$ 540,800$ -$ 450,000$ -$ -$ -$ Fourmile Misc Flood Mitigation 202,775$ -$ -$ -$ -$ -$ 202,775$ Fourmile Canyon Creek CCS 3,500,000$ 1,314,000$ 1,752,000$ 434,000$ -$ -$ -$ Upper Goose Creek 24,344,738$ -$ -$ -$ 24,344,738$ -$ -$ Greenways Program - Flood fund 585,000$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ Greenways Program-Lottery Fund 906,435$ 151,100$ 151,067$ 151,067$ 151,067$ 151,067$ 151,067$ Gregory Creek Flood Mitigation 9,047,031$ 822,457$ -$ 8,224,574$ -$ -$ -$ Local Drainage Improvements 6,199,724$ 854,090$ 986,949$ 1,026,427$ 1,067,484$ 1,110,183$ 1,154,591$ Stormwater Quality Improvements 1,259,127$ 190,000$ 197,390$ 205,285$ 213,497$ 222,037$ 230,918$ SW MGMT - Middle Boulder Creek 3,862,873$ -$ 3,862,873$ -$ -$ -$ -$ The storm sewer system in Broadway between Fourmile Canyon Creek and Wonderland Creek requires improvements. This project expands the storm sewer system in this area to provide a sufficient level of service. A flood mitigation study is being completed to identify feasible mitigation improvements. This project provided funding to add an additional culvert at Broadway in conjunction with the Broadway reconstruction project in 2019. It will be used for general flood mitigation efforts along the drainage in future years. Construction of a multi-use path connection between 19th Street and Broadway and the replacement of two structurally deficient bridges at Violet Avenue and Upland Avenue with bicycle/pedestrian underpasses that also serve a flood benefit. The project provides a missing link in the path system, with safer access to Crest View Elementary School for pedestrians and bicyclists. It also provides improved vehicular access on 19 th Street, which is an emergency access route, during a major storm event. Capital tax funding is for non-flood improvements. This project’s service area affects approximately 21,000 residents. There is extensive localized flooding in the upper Goose Creek basin. This project would enlarge the channel to provide increased capacity between 19th Street and Folsom Street in order to construct storm sewer improvements in the upper basin. This funding will provide Utilities contributions to the overall Greenways Program. Funding will be opportunistic and 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. 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 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. https://bouldercolorado.gov/flood/gregory-canyon-creek-flood-mitigation-study 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. The storm sewer system in Downtown Boulder along Pearl Street from 16th Street to 21st Street requires improvements. The master plan project expands the storm sewer system in this area to provide a sufficient level of service. City of Boulder Page 215City of Boulder Page 215 2020-2025 Approved CIP Utilities & Greenways Capital 2020-2025 Capital Improvement Plan Betasso Water Treatment Plant Stormwater & Flood Management Utility Estimated Total Cost 2020 Approved 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected CIP-Capital Maintenance Total 11,898,211$ 1,785,700$ 1,855,932$ 1,928,569$ 2,068,312$ 2,090,244$ 2,169,454$ Drainageway Maintenance/Enhancement 3,440,000$ 520,000$ 540,000$ 560,000$ 580,000$ 610,000$ 630,000$ Storm Sewer Rehabilitation 4,196,456$ 632,700$ 657,966$ 684,285$ 711,656$ 740,122$ 769,727$ Transportation Coordination 4,196,756$ 633,000$ 657,966$ 684,285$ 711,656$ 740,122$ 769,727$ Utility Billing Computer System 65,000$ -$ -$ -$ 65,000$ -$ -$ CIP-Land Acquisition Total 4,366,306$ 660,000$ 684,285$ 711,656$ 740,122$ 769,727$ 800,516$ Preflood Property Acquisition 4,366,306$ 660,000$ 684,285$ 711,656$ 740,122$ 769,727$ 800,516$ CIP-New Facility/Infrastructure Total 42,000,000$ 2,000,000$ -$ 40,000,000$ -$ -$ -$ South Boulder Creek - Bond Proceeds 40,000,000$ -$ -$ 40,000,000$ -$ -$ -$ South Boulder Creek Phase I 2,000,000$ 2,000,000$ -$ -$ -$ -$ -$ This program will fund the reconstruction of existing storm sewers, the construction of new storm sewers and water quality improvements as part of ongoing Transportation Division improvement projects. This project is for an ongoing funding program. The existing Utility Billing Computer System is outdated and requires an upgrade. This project is for the upgrade of the existing system. This project provides ongoing 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. The project is for an ongoing funding program. Funding has been escalated to reflect inflation. This project is to mitigate flooding in the West Valley from South Boulder Creek based on recommendations in the 2015 South Boulder Creek Flood Mitigation Plan. This project eliminates overtopping of US36 during a 100-year storm event and greatly reduces downstream flood risks. It is anticipated that the project will be designed and constructed in three phases. This project is the first phase and includes construction of a regional flood detention pond located just south of US36. Construction is anticipated to be initiated in 2022, subject to a successful negotiation of land use agreements with OSMP, CU and CDOT. This project is to mitigate flooding in the West Valley from South Boulder Creek based on recommendations in the 2015 South Boulder Creek Flood Mitigation Plan. This project eliminates overtopping of US36 during a 100-year storm event and greatly reduces downstream flood risks. This project is the initial phase and includes construction of a regional flood detention pond located just south of US36. It is anticipated that bond proceeds will be used to fund construction. The Drainageway Maintenance/Enhancement fund is intended to provide for larger maintenance related projects along the city’s 15 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. The program provides funds for the rehabilitation or replacement of existing storm sewers that have reached the end of their useful life. City of Boulder 2020-2025 Approved CIPPage 216 [This page intentionally left blank] City of Boulder Page 217City of Boulder Page 217 2020-2025 Approved CIP 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 Page 218City of Boulder Page 218 2020-2025 Approved CIP CEAP Projects Recommended for a 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). Open Space & Mountain Parks Four Mile Creek: The Foothills Trail crossing of Four Mile Creek near the Foothills Trailhead changed drastically during the 2013 Flood. This project aims to install an ADA accessible crossing and to rehab the creek bed up and downstream from the bridge location. 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. Utilities & Greenways Interceptor Sewer Realignment: The city’s main sanitary sewer interceptor is at the end of its useful life and is hydraulically insufficient. The interceptor is an unlined concrete pipe that is corroding and was exposed during the 2013 flood and 2015 rainstorm. This project is for the rehabilitation, reconstruction, or re-alignment of the interceptor sewer and will aim to satisfy three primary goals: structural stability, increased capacity, and address alignment vulnerability. City of Boulder 2020 Approved BudgetPage 219 Fund Financials • General Fund................................................................................................................................................................…....220 • Governmental Capital Fund (tied to General Fund).……..................................................................…..…222 • .25 Cent Sales Tax Fund..............................................…………….….....................................………..........................…..223 • Affordable Housing Fund...........................................……………............................................……..........................…..224 • Airport Fund....................................................................…………….…….........................................…….........................…….225 • Boulder Junction Access GID - Parking Fund......……….......................................……….........................……226 • Boulder Junction Access GID - TDM Fund..............……….............................…….………….........................….227 • Boulder Junction Improvement Fund.....................…………................................….……...............................…..228 • Boulder Municipal Property Authority Fund.................................................................................................229 • Capital Development Fund.........................................……………....................................……...............................…..230 • Capital Improvement - Community, Culture, Safety Tax Fund....................................................…..231 • Climate Action Plan Fund............................................………..................................................................................….232 • Community Development Block Grant Fund.......…………….……..............................................................….233 • Community Housing Assistance Program Fund...........…….……..........................................................….234 • Compensated Absences Fund....................................………….............................................................................235 • Computer Replacement Fund....................................….....................................................................................…236 • Downtown Commercial District Fund......................………….........................................................................…238 • Equipment Replacement Fund...................................…………….…….................................................................….240 • Facility Renovation & Replacement Fund..............…………............................................................................241 • Fleet Operations & Replacement Fund...................….............................................................................……..242 • HOME Investment Partnership Grant Fund...........…………...................................................................……..243 • Library Fund.....................................................................…………….…….........................................................................…..244 • Lottery Fund.....................................................................…………….…….........................................................................…..245 • Open Space Fund...........................................................…………….……......................................................................…..246 • Permanent Park & Recreation Fund.......................…….................................................................................…..247 • Planning & Development Services Fund................………….......................................................................…..248 • Property & Casualty Insurance Fund.....................…………..........................................................................…..249 • Recreation Activity Fund.............................................……………............................................................................….250 • Stormwater/Flood Management Utility Fund....………............................................................................….252 • Sugar-Sweetened Beverage Distribution Tax Fund...........................................................................….254 • Telecommunications Fund...........................................…………….….......................................…...........................….255 • Transit Pass GID (Forest Glen) Fund..…………….…...........................................................…............................….256 • Transportation Fund.....................................................……………...............................................…............................….258 • Transportation Development Fund..........................………….........................................……...........................….260 • University Hill Commercial District Fund................…….................................…....….……............................….261 • Wastewater Utility Fund.............................................………....................................................……..............................262 • Water Utility Fund..........................................................………….............................................……............................….….264 • Workers’ Compensation Insurance Fund..............………..............................….....……...........................…..…266 City of Boulder 2020 Approved BudgetPage 220GENERAL FUND 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance56,583,526$ 64,250,248$ 47,309,646$ 43,202,356$ 45,006,530$ 47,629,540$ 47,119,588$ 48,022,381$ Sources of FundsSales and Use Taxes61,152,666$ 63,125,876$ 64,154,586$ 65,802,485$ 67,393,953$ 69,139,647$ 70,881,831$ 66,714,692$ Property Taxes35,903,120 36,042,164 39,456,105 39,850,666 41,843,199 42,261,631 44,374,713 44,818,460 Accomodation/Admission Taxes10,023,767 10,458,510 10,658,680 10,963,242 11,276,617 11,599,064 11,930,848 12,272,241 Occupation Taxes7,549,483 7,733,928 7,870,570 8,023,869 8,181,696 8,192,912 8,204,390 8,216,135 Municipalization6,076,181 5,076,181 2,076,181 2,076,181 2,076,181 - - - Ownership Taxes2,165,861 2,100,000 2,100,000 2,142,000 2,184,840 2,228,537 2,273,108 2,318,570 Sales of Goods248,503 325,000 325,000 326,500 328,030 329,591 331,182 332,806 License, Permits, and Fines10,293,428 10,208,203 10,244,203 10,250,664 10,308,403 10,367,452 10,427,841 10,489,602 Fees2,058,507 1,887,000 1,827,976 1,822,817 1,817,760 1,812,805 1,807,949 1,803,190 Recreational Marijuana3,733,212 4,000,000 4,064,900 4,137,343 4,217,442 4,305,328 4,401,151 4,505,077 Intergovernmental1,505,141 1,209,167 1,068,858 1,068,549 1,068,240 1,067,932 1,067,624 1,067,317 Interest and Investment Earnings850,510 850,510 750,000 750,000 750,000 750,000 750,000 750,000 Leases, Rents, and Royalties184,679 250,000 294,580 303,417 312,520 321,896 331,552 341,499 Other Revenue1,887,478 1,522,430 1,078,000 1,179,000 1,280,020 1,181,060 1,282,122 1,383,204 Cost Allocation10,537,696 11,258,508 11,425,826 11,768,601 12,121,659 12,485,309 12,859,868 13,245,664 Total Sources of Funds $ 154,170,230 $ 156,047,476 $ 157,395,466 $ 160,465,332 $ 165,160,562 $ 166,043,165 $ 170,924,179 $ 168,258,457 Uses of FundsCity Council208,676$ 239,438$ 451,266$ 459,027$ 466,921$ 474,950$ 483,118$ 491,427$ City Manager's Office2,681,025 2,433,497 3,129,325 3,209,184 3,291,081 3,375,068 3,461,198 3,549,526 City Clerk503,095 525,140 602,251 615,987 630,036 644,406 659,103 674,136 Communication1,688,753 1,612,492 1,831,142 1,874,624 1,919,138 1,964,709 2,011,363 2,059,124 General Government2,986,219 1,188,719 1,553,776 1,561,545 1,569,353 1,577,199 1,585,085 1,593,011 City Attorney's Office3,273,253 3,437,026 3,765,491 3,869,508 3,976,399 4,086,243 4,199,120 4,315,116 Municipal Court2,089,599 2,128,547 2,311,474 2,367,923 2,425,750 2,484,990 2,545,676 2,607,845 Climate Initiatives- - 1,715,819 1,767,293 1,820,312 1,874,921 1,931,169 1,989,104 Energy Strategy3,033,228 11,260,457 2,470,522 - - - - - Human Resources3,120,370 3,683,249 4,109,646 4,703,000 4,798,476 4,896,120 4,995,982 5,098,113 Finance4,853,720 4,678,244 5,717,098 5,851,433 5,988,923 6,129,644 6,273,672 6,421,084 Innovation & Technology6,071,033 5,584,161 6,423,675 6,736,708 7,016,712 7,172,951 7,332,669 7,495,943 Police35,879,697 33,785,619 38,283,082 39,451,552 40,655,687 41,896,574 43,175,336 44,493,128 Fire21,292,000 19,677,432 21,623,881 22,250,288 22,894,840 23,558,065 24,240,502 24,942,708 Police/Fire Pensions599,683 814,780 950,104 950,104 969,106 969,106 969,106 969,106 Public Works9,002,389 6,240,962 5,373,259 5,432,144 5,491,675 5,551,858 5,612,700 5,674,209 Planning3,792,238 2,583,593 2,920,187 2,980,366 3,041,786 3,104,472 3,168,449 3,233,745 Housing & Human Services8,338,630 7,526,571 9,145,957 9,275,480 9,406,836 9,540,053 9,675,157 9,812,174 Library6,658,398 7,028,938 7,549,216 8,531,864 8,726,029 8,925,034 9,129,000 9,338,051 Arts1,253,190 1,133,287 1,464,844 1,482,027 1,499,411 1,517,000 1,534,794 1,552,798 Parks and Recreation4,924,220 4,340,682 6,231,819 6,375,187 6,521,854 6,671,895 6,825,388 6,982,412 City of Boulder 2020 Approved BudgetPage 221GENERAL FUND 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedCONTINUEDOpen Space and Mountain Parks26,352$ -$ -$ -$ -$ -$ -$ -$ Community Vitality2,274,639 2,281,641 2,518,690 2,567,831 2,617,931 2,669,009 2,721,082 2,774,172 Citywide8,935,289 6,633,089 6,085,736 6,985,736 6,985,736 6,985,736 6,985,736 6,985,736 Capital- 18,623,268 11,142,223 9,220,857 8,573,217 9,120,577 9,120,577 9,120,577 Debt4,442,953 4,442,000 4,441,600 4,441,600 4,441,600 4,441,600 4,441,600 4,441,600 Dedicated Expenses- 5,353,583 5,253,142 5,355,365 5,464,216 5,576,412 5,692,062 5,811,277 One Time Expenses- 8,567,389 4,123,006 30,000 1,030,000 1,030,000 1,030,000 1,030,000 Transfers8,574,860 4,076,905 314,526 314,526 314,526 314,526 221,741 221,741 Mid Year Adjustment to Base- 3,107,369 - - - - - - Total Uses of Funds 146,503,508$ 172,988,078$ 161,502,756$ 158,661,159$ 162,537,551$ 166,553,117$ 170,021,386$ 173,677,862$ Ending Fund Balance Before Reserves 64,250,248$ 47,309,646$ 43,202,356$ 45,006,530$ 47,629,540$ 47,119,588$ 48,022,381$ 42,602,976$ ReservesReserve Policy26,279,201$ 25,614,678$ 28,197,573$ 30,130,898$ 30,915,808$ 31,688,656$ 32,351,120$ 33,050,269$ Reserve Policy - Draw for Municipalization- (3,758,021) (4,152,362) (2,076,181) - - - - Legally Restricted Fund Balance3,196,520 6,485,381 5,844,677 3,458,974 2,858,271 2,577,920 2,617,920 2,657,920 Restricted by Management Fund Balance2,959,645 4,949,854 4,363,879 4,363,879 4,363,879 4,363,879 4,363,879 4,363,879 Pay Period 272,730,978 2,804,569 2,970,945 3,137,321 3,303,697 3,470,073 3,636,449 166,376 Total Reserves35,166,345$ 36,096,461$ 37,224,712$ 39,014,891$ 41,441,655$ 42,100,528$ 42,969,368$ 40,238,444$ Ending Fund Balance After Reserves 29,083,903$ 11,213,186$ 5,977,644$ 5,991,639$ 6,187,885$ 5,019,060$ 5,053,013$ 2,364,531$ Ongoing - Surplus/(Deficit)2,746,594$ (440,702)$ 121,124$ (796,529)$ 556,519$ (5,824,167)$ City of Boulder 2020 Approved BudgetPage 222GOVERNMENTAL CAPITAL 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance-$ -$ 3,846,826$ 3,411,762$ 4,376,698$ 5,441,634$ 1,406,570$ 2,471,506$ Sources of FundsGeneral Fund Transfer-$ 4,197,360$ 4,744,720$ 5,292,080$ 5,839,440$ 6,386,800$ 6,386,800$ 6,386,800$ General Fund One Time- - 3,663,726 - - - - - IT Transfer- 1,064,936 1,064,936 1,064,936 1,064,936 1,064,936 1,064,936 1,064,936 FAM Transfer- - 1,668,841 1,668,841 1,668,841 1,668,841 1,668,841 1,668,841 Adjustment to Base- 16,731,890 - - - - - - Total Sources of Funds-$ 21,994,186$ 11,142,223$ 8,025,857$ 8,573,217$ 9,120,577$ 9,120,577$ 9,120,577$ Uses of FundsIT - Broadband-$ 1,200,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ IT - Enterprise Data Warehouse- - 250,000 - - - - - IT - Enterprise Constituent Relationship Mgmt- - 135,000 - - - - - IT - Software Replacement- 100,000 1,500,000 100,000 - 5,100,000 - 300,000 Citywide - Hogan Pancost- 640,704 640,704 640,704 640,704 320,352 - - Citywide - Electronic Signatures and Petitioning- - 400,000 - - - - - Citywide - General Fund Capital- - - - 698,736 1,566,448 1,886,800 1,886,800 Community Vitality - Pay Station Replacement- - 225,000 - - - - - Police - Bomb Truck Replacement- - 100,000 - - - - - Police - Incident Command Vehicle- 750,000 - - - - - - PW - Pavilion Debt Service- - - - 3,000,000 3,000,000 3,000,000 3,000,000 PW - Boulder Hospital Deconstruction- 11,850,000 3,350,000 - - - - - PW - Pavilion Remodel Design- - 1,607,742 392,258 - - - - PW - Facilities Maintenance- - 1,168,841 1,276,583 1,668,841 1,668,841 1,668,841 1,668,841 Library - NoBo Construction- 500,000 700,000 - - - - - Fire - Fire Station #3- 3,106,656 - 3,151,376 - - - - Total Uses of Funds-$ 18,147,360$ 11,577,287$ 7,060,921$ 7,508,281$ 13,155,641$ 8,055,641$ 8,355,641$ Ending Fund Balance Before Reserves-$ 3,846,826$ 3,411,762$ 4,376,698$ 5,441,634$ 1,406,570$ 2,471,506$ 3,236,442$ ReservesSoftware Replacement Reserve-$ 3,846,826$ 3,411,762$ 4,376,698$ 5,441,634$ 1,406,570$ 2,471,506$ 3,236,442$ Total Reserves-$ 3,846,826$ 3,411,762$ 4,376,698$ 5,441,634$ 1,406,570$ 2,471,506$ 3,236,442$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ Note: Fund created in 2019. City of Boulder 2020 Approved BudgetPage 223.25 CENT SALES TAX 2020 FUND FINANCIAL20182019202020212022202320242025Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance5,517,348$ 7,220,772$ 2,957,974$ 2,515,579$ 3,140,207$ 1,881,119$ 2,641,634$ 2,860,192$ Sources of FundsSales Tax8,990,820$ 8,647,180$ 8,804,581$ 9,030,119$ 9,247,604$ 9,486,434$ 9,724,582$ 9,977,721$ Interest73,438 50,000 70,104 62,889 78,505 47,028 66,041 71,505 Valmont City Park 66,308 60,000 70,000 72,100 74,263 76,491 78,786 81,149 Grants and Donations85,970 - - - - - - - Other Revenue28,031 108,000 44,000 45,320 46,680 48,080 49,522 51,008 Adjustment to Base- 210,959 - - - - - - Total Sources of Funds 9,244,567$ 9,076,139$ 8,988,685$ $ 9,210,428 $ 9,447,052 9,658,033$ 9,918,931$ 10,181,383$ Uses of FundsBusiness Services & Marketing910,531$ 856,241$ 1,050,743$ 1,092,773$ 1,136,484$ 1,181,943$ 1,229,221$ 1,278,390$ Urban Parks 2,222,646 2,632,839 2,586,425 2,689,882 2,797,477 2,909,376 3,025,751 3,146,781 Valmont City Park Operations421,484 431,196 426,073 443,116 460,841 479,275 498,446 518,384 Special Events 262,725 251,800 262,974 273,493 284,432 295,810 307,642 319,948 Community Partnerships & Volunteerism 126,273 223,124 280,420 291,637 303,302 315,434 328,051 341,173 Planning and Project Management211,735 259,040 293,639 305,385 317,600 330,304 343,517 357,257 Forestry257,241 272,333 525,063 546,065 567,908 590,624 614,249 638,819 Natural Lands378,218 440,783 444,158 461,924 480,401 499,617 519,602 540,386 FAM - Ongoing and Major Maintenance459,205 450,262 450,262 468,272 487,003 506,484 526,743 547,813 Capital Improvement Program1,624,758 1,000,000 2,347,000 1,232,000 3,072,000 972,000 1,472,000 1,222,000 Capital Refurbishment Projects164,183 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Cost Allocation 502,145 555,983 564,323 581,253 598,690 616,651 635,151 654,205 Adjustment to Base- 5,765,336 - - - - - - Total Uses of Funds 7,541,144$ 13,338,937$ 9,431,080$ 8,585,800$ 10,706,140$ 8,897,518$ 9,700,373$ 9,765,156$ Ending Fund Balance Before Reserves 7,220,772$ 2,957,974$ 2,515,579$ $ 3,140,207 $ 1,881,119 2,641,634$ 2,860,192$ 3,276,419$ ReservesOperating Reserve873,149$ 918,501$ 995,073$ 1,032,829$ 1,072,070$ 1,112,855$ 1,155,244$ 1,199,302$ FEMA De-obligation Reserve33,766 33,766 33,766 33,766 33,766 33,766 33,766 33,766 PERA Legislative Contingency- 2,972 - - - - - - Pay Period 2787,785 92,709 93,846 104,832 115,818 126,804 137,790 10,986 Sick/Vacation/Bonus Reserve205,634 215,916 10,535 10,851 11,177 11,512 11,858 12,213 Total Reserves 1,200,334$ 1,263,864$ 1,133,220$ 1,182,278$ 1,232,831$ 1,284,937$ 1,338,658$ 1,256,267$ Ending Fund Balance After Reserves 6,020,437$ 1,694,110$ 1,382,359$ $ 1,957,929 $ 648,288 1,356,696$ 1,521,533$ 2,020,153$ City of Boulder 2020 Approved BudgetPage 224AFFORDABLE HOUSING 2020 FUND FINANCIAL20182019202020212022202320242025Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance7,613,273$ 7,902,097$ 3,759,540$ 5,787,273$ 5,182,903$ 4,372,383$ 3,334,644$ 2,046,490$ Sources of FundsCash In Lieu of Affordable Units8,834,478$ 3,000,000$ 3,292,080$ 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 Revenue861,621 980,051 915,000 933,300 951,966 971,005 990,425 1,010,234 Miscellaneous Revenues- 32,000 - - - - - - Linkage Fee427,806 500,000 525,000 551,250 578,813 607,753 638,141 670,048 Interest125,763 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Ponderosa Mobile Home Park468,982 330,000 220,000 - - - - - Grants740,979 - - - - - - - Other224,628 - - - - - - - Total Sources of Funds 11,905,999$ 5,083,792$ $ 5,193,821 $ 2,726,291 2,772,520$ 2,820,499$ 2,870,307$ 2,922,023$ Uses of FundsProgram Management891,642$ 945,262$ 1,038,758$ 1,000,911$ 1,030,938$ 1,061,866$ 1,093,722$ 1,126,534$ Cost Allocation92,962 144,110 146,272 150,660 155,180 159,835 164,630 169,569 Impact Fee Administration- 1,027 1,058 1,090 1,122 1,156 1,191 1,226 Acquisition, Rehabilitation and Construction 10,079,401 1,800,000 1,980,000 2,178,000 2,395,800 2,635,380 2,898,918 3,188,810 Ponderosa Mobile Home Park553,170 3,456,490 - - - - - - Project Carryover and Encumbrances- 2,879,461 - - - - - - Total Uses of Funds 11,617,175$ 9,226,350$ 3,166,088$ 3,330,661$ 3,583,040$ 3,858,238$ 4,158,461$ 4,486,139$ Ending Fund Balance Before Reserves 7,902,097$ 3,759,540$ 5,787,273$ $ 5,182,903 4,372,383$ 3,334,644$ 2,046,490$ 482,374$ ReservesSick/Vacation Accrual11,765$ 12,235$ -$ -$ -$ -$ -$ -$ PERA Legislative Contingency- 1,046 - - - - - - Pay Period 2719,192 17,319 20,693 24,066 27,440 30,813 34,186 3,373 Total Reserves30,957$ 30,600$ 20,693$ 24,066$ 27,440$ 30,813$ 34,186$ 3,373$ Ending Fund Balance After Reserves7,871,141$ 3,728,940$ 5,766,580$ 5,158,837$ 4,344,943$ 3,303,831$ 2,012,304$ 479,001$ Note: 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 2020 Approved BudgetPage 225AIRPORT 2020 FUND FINANCIAL2018 2019 2020 2021 2022 2023 2024 2025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance1,826,776$ 1,989,128$ 2,155,887$ 2,184,772$ 2,378,388$ 2,564,470$ 2,747,750$ 2,910,938$ Updated 5/7Updated 5/7Sources of FundsAirport Rental628,769$ 590,433$ 605,595$ 611,651$ 617,767$ 623,945$ 630,184$ 630,184$ Fuel Flowage Fees17,396 18,000 18,540 19,096 19,669 20,259 20,867 20,867 Federal Grant- - 4,900,000 - - - 300,000 - State Grant- - 250,000 - - - 16,666 16,666 Interest on Investments23,504 32,619 61,626 66,832 67,728 73,730 79,499 85,180 Revenue Carry Over- 360,472 - - - - - - Total Sources of Funds 669,669$ 1,001,524$ 5,835,761$ 697,579$ 705,164$ 717,934$ 1,047,216$ 752,897$ Uses of FundsAirport Management431,800$ 390,997$ 293,206$ 414,809$ 427,253$ 440,071$ 453,273$ 453,273$ Transportation Administration18,906 19,758 20,656 21,275 21,914 22,571 23,248 23,248 Cost Allocation44,386 44,565 45,234 47,279 48,697 50,158 51,663 51,663 Capital Improvement Program12,225 - 5,427,780 - - - 333,333 - Facility Building Reserves- - 20,000 20,600 21,218 21,855 22,510 23,185 Encumbrances, Carryovers & Adjustments- 379,445 - - - - - - Total Uses of Funds 507,317$ 834,765$ 5,806,876$ 503,963$ 519,082$ 534,654$ 884,027$ 551,369$ Ending Fund Balance Before Reserves 1,989,128$ 2,155,887$ 2,184,772$ 2,378,388$ 2,564,470$ 2,747,750$ 2,910,938$ 3,112,466$ ReservesDesignated113,635$ 113,904$ 107,794$ 109,239$ 118,919$ 128,224$ 137,387$ 145,547$ Sick/Vacation Accrual15,832 16,307 14,214 14,641 15,080 15,532 15,998 16,478 Pay Period 278,808 8,989 6,855 7,252 7,648 8,045 8,442 397 Total Reserves 138,275$ 139,200$ 128,863$ 131,132$ 141,647$ 151,801$ 161,827$ 162,422$ Ending Fund Balance After Reserves 1,850,853$ 2,016,687$ 2,055,908$ 2,247,256$ 2,422,823$ 2,595,949$ 2,749,111$ 2,950,044$ City of Boulder 2020 Approved BudgetPage 226BOULDER JUNCTION ACCESS DISTRICT (BJAD) - PARKING 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance436,551$ 262,492$ 67,563$ 65,241$ 191,953$ 291,857$ 301,534$ 644,069$ Sources of FundsProperty Tax246,993$ 252,767$ 326,174$ 390,736$ 486,062$ 495,700$ 731,050$ 745,518$ Ownership Tax12,723 13,104 13,235 13,368 13,501 13,636 13,773 13,910 Interest on Investment6,344 5,512 1,601 1,631 4,799 7,296 7,538 16,102 Long Term Garage Parking Revenue46,471 47,000 48,880 50,835 52,869 54,983 57,183 59,470 Short Term Garage Parking Revenue47,921 37,066 38,178 38,942 39,720 40,515 41,325 42,152 Miscellaneous Revenue25 25 25 25 25 25 25 25 Operating Transfer from BJAD-TDM- 25,000 175,000 - - - - - Total Sources of Funds360,476$ 380,475$ 603,094$ 495,537$ 596,976$ 612,156$ 850,894$ 877,177$ Uses of FundsOperatingParking Garage operations - Contract68,586$ 79,056$ 81,428$ 83,871$ 86,387$ 88,978$ 91,648$ 94,397$ BJAD - GID/Parking - Admin Personnel1,628 21,753 48,426 50,363 52,378 54,473 56,652 58,918 BJGID/Admin Non-Personnel19,102 27,106 27,646 28,199 28,763 29,338 29,925 30,523 Sub-Total Operating89,316$ 127,915$ 157,500$ 162,432$ 167,527$ 172,789$ 178,224$ 183,838$ Capital Improvement PlanAnnual CIP Projects-$ -$ -$ 75,000$ 100,000$ 100,000$ 100,000$ 100,000$ Sub-Total Capital-$ -$ -$ 75,000$ 100,000$ 100,000$ 100,000$ 100,000$ Transfers to Other FundsCost Allocation26,267$ 28,537$ 28,965$ 29,108$ 29,544$ 29,690$ 30,135$ 30,284$ Reimbursement of BJAD-TDM for Operating Transfer- - - - - 200,000 - - Sub-Total Expense Transfers26,267$ 28,537$ 28,965$ 29,108$ 29,544$ 229,690$ 30,135$ 30,284$ DebtLease Purchase Payment: Pederson Development416,667$ 416,667$ 416,667$ -$ -$ -$ -$ -$ Payment to CAGID for Operating Loan2,285 2,285 2,285 2,285- - - - Payback to City of Boulder for Loan Gap- - - 100,000200,000 100,000 200,000 300,000 Sub-Total Debt418,952$ 418,952$ 418,952$ 102,285$ 200,000$ 100,000$ 200,000$ 300,000$ Total Uses of Funds534,535$ 575,404$ 605,416$ 368,825$ 497,071$ 602,479$ 508,359$ 614,122$ Ending Fund Balance Before Reserves262,492$ 67,563$ 65,241$ 191,953$ 291,857$ 301,534$ 644,069$ 907,124$ ReservesOperating54,422$ 57,540$ 60,542$ 61,594$ 83,011$ 100,614$ 84,896$ 102,558$ PERA Legislative Contingency- 26 - - - - - - Total Reserves54,422$ 57,566$ 60,542$ 61,594$ 83,011$ 100,614$ 84,896$ 102,558$ Ending Fund Balance After Reserves208,070$ 9,997$ $ 4,699 $ 130,359 $ 208,846 $ 200,920 $ 559,173 $ 804,566 City of Boulder 2020 Approved BudgetPage 22720182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance202,363$ 426,335$ 444,302$ 535,750$ 743,026$ 894,821$ 1,205,751$ 1,425,596$ Sources of FundsProperty Tax140,023$ 142,824$ 278,764$ 312,353$ 584,062$ 593,471$ 744,580$ 756,920$ Ownership Tax7,393 7,141 13,938 15,618 29,203 29,674 37,229 37,846 Payments In Lieu of Taxes 311,900 48,270 281,849 356,084 105,515 90,032 55,551 35,551 Interest on Investment1,189 8,953 8,886 10,715 14,861 17,896 24,115 28,512 Transfer from BJAD-Parking (Reimbursement)- - - - - 200,000 - - Total Sources of Funds460,505$ 207,188$ 583,437$ 694,770$ 733,641$ 931,073$ 861,475$ 858,829$ Operating Uses of FundsTDM Admin Personnel1,636$ 14,445$ 32,458$ 33,756$ 35,107$ 36,511$ 37,971$ 39,490$ TDM Admin NPE11,448 2,623 6,874 7,011 7,152 7,295 7,441 7,589 TDM Programs223,449 141,789 272,212 441,118 533,810 570,387 590,090 595,748 Cost Allocation- 5,364 5,445 5,608 5,777 5,950 6,128 6,312 Total Operating Uses of Funds236,533$ 164,221$ 316,989$ 487,494$ 581,845$ 620,142$ 641,631$ 649,140$ Transfers to Other FundsOperating Transfer to BJAD-Parking-$ 25,000$ 175,000$ -$ -$ -$ -$ -$ Sub-Total Expense Transfers-$ 25,000$ 175,000$ -$ -$ -$ -$ -$ Total Uses of Funds236,533$ 189,221$ 491,989$ 487,494$ 581,845$ 620,142$ 641,631$ 649,140$ Ending Fund Balance Before Reserves426,335$ 444,302$ 535,750$ 743,026$ 894,821$ 1,205,751$ 1,425,596$ 1,635,284$ ReservesOperating43,026$ 27,425$ 52,937$ 81,412$ 97,168$ 103,564$ 107,152$ 108,406$ Total Reserves43,026$ 27,425$ 52,937$ 81,412$ 97,168$ 103,564$ 107,152$ 108,406$ Ending Fund Balance After Reserves383,309$ 416,877$ 482,813$ 661,615$ 797,653$ 1,102,188$ 1,318,444$ 1,526,878$ BOULDER JUNCTION ACCESS DISTRICT (BJAD) - TRAVEL DEMAND MANAGEMENT (TDM) 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 22820182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance2,145,062$ 3,379,263$ 3,450,583$ 2,062,223$ 3,191,403$ 3,216,259$ 3,241,638$ 3,267,549$ Sources of FundsTransportation DET1,297,360$ 458,979$ 309,795$ 519,795$ -$ -$ -$ -$ Transportation Use Tax- 60,779 60,000 - - - - - General Fund Construction Use Tax789,921 154,987 150,000 - - - - - Parks Impact Fees- 543,083 568,000 585,040 - - - - Parks Use Tax- 25,334 - - - - - - Transfer - Transportation CIP 416,000 - - - - - - - Interest on Investments28,887 23,354 23,844 24,345 24,856 25,378 25,911 26,455 Total Sources of Funds2,532,168$ 1,266,516$ 1,111,639$ $ 1,129,180 $ 24,856 25,378$ 25,911$ 26,455$ Uses of FundsDevelopment Coordination71,038$ 71,038$ -$ -$ -$ -$ -$ -$ Pocket Park- 700,000 - - - - - - Historic Depot39,030 - - - - - - - Rail Plaza 1,187,899 - - - - - - - Boulder Slough Project- - 2,500,000 - - - - - Encumbrances, Carryovers & Adjustments- 424,158 - - - - - - Total Uses of Funds$1,297,9671,195,196$ 2,500,000$ $ - $ - -$ -$ -$ Ending Fund Balance Before Reserves3,379,263$ 3,450,583$ 2,062,223$ $ 3,191,403 $ 3,216,259 3,241,638$ 3,267,549$ 3,294,005$ ReservesPay Period 273,000$ 3,090$ 3,031$ 3,061$ 3,094$ 3,125$ 3,156$ 31$ Total Reserves3,000$ 3,090$ 3,031$ 3,061$ 3,094$ 3,125$ 3,156$ 31$ Ending Fund Balance After Reserves3,376,263$ 3,447,493$ 2,059,192$ $ 3,188,342 $ 3,213,165 3,238,513$ 3,264,393$ 3,293,974$ BOULDER JUNCTION IMPROVEMENT 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 22920182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance434,616$ 444,488$ 444,488$ 444,488$ 444,488$ 444,488$ 444,488$ 444,488$ Sources of FundsLeases, Rents, Royalties3,590,281$ 3,976,923$ 5,380,915$ 5,311,596$ 5,673,898$ 5,311,922$ 4,712,754$ 4,719,767$ Interest Earnings13,449 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Total Sources of Funds $ 3,603,730 3,982,923$ 5,386,915$ 5,317,596$ 5,679,898$ 5,317,922$ 4,718,754$ 4,725,767$ Uses of FundsBMPA Base Rentals-Principal2,134,514$ 2,345,483$ 3,073,704$ 3,193,552$ 3,290,329$ 3,397,998$ 2,907,935$ 3,008,187$ BMPA Base Rentals-Interest1,455,766 1,631,440 2,307,211 2,118,044 2,383,569 1,913,924 1,804,819 1,711,580 Administrative Fee3,578 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Total Uses of Funds3,593,859$ 3,982,923$ 5,386,915$ 5,317,596$ 5,679,898$ 5,317,922$ 4,718,754$ 4,725,767$ Ending Fund Balance444,488$ 444,488$ 444,488$ 444,488$ 444,488$ 444,488$ 444,488$ 444,488$ BOULDER MUNICIPAL PROPERTY AUTHORITY 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 230CAPITAL DEVELOPMENT 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance12,532,264$ 12,996,143$ 9,133,676$ 6,436,634$ 5,068,115$ 5,816,233$ 6,589,267$ 7,388,861$ Sources of FundsInterest - Excise Taxes38,518$ 11,721$ 37,360$ 36,239$ 35,152$ 34,097$ 33,074$ 32,082$ Impact Fees524,905 1,464,653 551,150 578,708 607,643 638,025 669,927 703,423 Interest - Impact Fees138,268 35,163 134,120 130,096 126,193 122,407 118,735 115,173 Total Sources of Funds701,691$ 1,511,537$ 722,630$ 745,043$ 768,988$ 794,529$ 821,736$ 850,678$ Uses of FundsExcise Tax Administration6,901$ 19,099$ 19,672$ 20,262$ 20,870$ 21,496$ 22,141$ 22,805$ Capital Improvement Program - Excise Tax 199,989 - 1,884,533 - - - - - Capital Improvement Program - Impact Fees 30,922 - 1,515,467 2,093,300 - - - - Encumbrances, Carryovers & Adjustments- 5,354,905 - - - - - - Total Uses of Funds237,812$ 5,374,004$ 3,419,672$ 2,113,562$ 20,870$ 21,496$ 22,141$ 22,805$ Ending Fund Balance Before Reserves12,996,143$ 9,133,676$ 6,436,634$ 5,068,115$ 5,816,233$ 6,589,267$ 7,388,861$ 8,216,734$ ReservesRestricted Reserve - Excise Tax500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ Restricted Balance - Excise Tax2,850,912 2,862,633 1,015,460 1,051,699 1,086,851 1,120,948 1,154,022 1,186,104 Restricted Balance - Impact Fee9,645,231 5,771,043 4,921,174 3,516,416 4,229,382 4,968,319 5,734,839 6,530,630 Total Reserves12,996,143$ 9,133,676$ 6,436,634$ 5,068,115$ 5,816,233$ 6,589,267$ 7,388,861$ 8,216,734$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ Note: Excise Tax Minimum Reserve $500,000. City of Boulder 2020 Approved BudgetPage 23120182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance7,682,600$ 9,549,313$ 1,774,097$ 1,841,992$ 5,272,770$ 2,654,701$ 2,654,701$ 2,654,701$ Sources of FundsBond Proceeds (CCS2)-$ 8,100,000$ -$ -$ -$ -$ -$ -$ Sales and Use Tax (CCS2)10,975,987 10,455,718 10,644,598 10,915,244 - - - - Total Sources of Funds10,975,987$ 18,555,718$ 10,644,598$ 10,915,244$ -$ -$ -$ -$ Uses of FundsCCS1Encumbered c/o and Actual5,070,880$ 3,083,289$ -$ -$ -$ -$ -$ -$ CCS2Citywide Radio Infrastructure2,911,154 2,588,846 - - - - - - North Boulder Branch Library108,457 1,062,719 3,828,823 - - - - - Fire Station #3109,228 8,290,772 1,351,000 2,749,000 - - - - Scott Carpenter Pool- 4,200,000 - - - - - - Public Art- 200,000 200,000 - - - - - Fourmile Canyon Creek- - 1,314,000 1,752,000 434,000 - - - Studio Arts- 1,750,000 - - - - - - Resource Central- - 1,100,000 300,000 - - - - Growing Gardens87,000 - - - - - - - Community Cycles822,556 - - - - - - - Meals on Wheels- 1,600,000 - - - - - - KGNU Radio- 1,150,000 350,000 - - - - - BMOCA- 250,000 250,000 500,000 - - - - Debt Service- 2,155,308 2,182,880 2,183,466 2,184,069 - - - Total Uses of Funds9,109,274$ 26,330,934$ 10,576,703$ 7,484,466$ 2,618,069$ -$ -$ -$ Ending Fund Balance Before Reserves 9,549,313$ 1,774,097$ 1,841,992$ 5,272,770$ 2,654,701$ 2,654,701$ 2,654,701$ 2,654,701$ ReservesAdministrative Contingency-$ 1,500,000$ 1,500,000$ 1,500,000$ -$ -$ -$ -$ Pay Period 27- - 2,788 5,576 8,363 11,151 13,939 13,939 PERA Legislative Contingency- 148 - - - - - - Total Reserves-$ 1,500,148$ 1,502,788$ 1,505,576$ 8,363$ 11,151$ 13,939$ 13,939$ Ending Fund Balance After Reserves 9,549,313$ 273,949$ 339,204$ 3,767,194$ 2,646,338$ 2,643,550$ 2,640,762$ 2,640,762$ Note:Temporary tax ends December 31, 2021.CAPITAL IMPROVEMENT - COMMUNITY, CULTURE, SAFETY TAX 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 2322018201920202021202220232024*2025*ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance1,508,352$ 1,619,649$ 254,797$ 215,629$ 178,328$ 144,553$ 114,225$ 87,265$ Sources of FundsClimate Action Plan Tax 1,774,500$ 1,715,649$ 1,710,649$ 1,705,649$ 1,700,649$ 1,695,649$ -$ -$ CAP Tax Extension (Proposed)*- - - - - - 1,690,649 1,685,649 Interest18,236 1,410 3,185 2,695 2,229 1,807 1,428 1,091 Energy Impact Offset Fund- 556,465 400,000 400,000 350,000 300,000 200,000 150,000 Grant Revenue- 15,000 - - - - - - Total Sources of Funds1,792,736$ 2,288,524$ 2,113,834$ 2,108,344$ 2,052,878$ 1,997,456$ 1,892,077$ 1,836,740$ Uses of FundsCAP Administration45,373$ 39,813$ 78,090$ 80,000$ 80,000$ 80,000$ 80,000$ 80,000$ CAP Communications64,005 100,926 82,548 90,000 90,000 90,000 90,000 90,000 Program Tracking & Evaluation37,830 54,704 51,973 50,000 50,000 50,000 50,000 50,000 Boulder's Energy Future70,913 73,439 60,093 64,000 64,000 64,000 64,000 64,000 Market Innovation232,195 225,000 219,172 223,000 223,000 223,000 223,000 223,000 Commercial Energy951,741 900,405 857,028 880,000 870,000 860,000 850,000 840,000 Residential Energy140,059 231,964 224,346 225,000 222,000 219,000 216,000 213,000 Energy Impact Offset Fund- 556,465 400,000 400,000 350,000 300,000 200,000 150,000 Special Projects/ Grants- 15,000 50,000 - - - - - Cost Allocation 139,323 127,835 129,752 133,645 137,654 141,784 146,037 150,418 Encumbrances, Carryovers & Adjustments- 1,327,826 - - - - - - Total Uses of Funds1,681,439$ 3,653,377$ 2,153,002$ 2,145,645$ 2,086,654$ 2,027,784$ 1,919,037$ 1,860,418$ Ending Fund Balance Before Reserves1,619,649$ 254,797$ 215,629$ 178,328$ 144,553$ 114,225$ 87,265$ 63,586$ ReservesPay Period 2723,132$ 23,132$ 23,132$ 23,132$ 23,132$ 23,132$ 23,132$ 3,089$ PERA Legislative Contingency- 525 - - - - - - Emergency Reserve50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Total Reserves73,132$ 73,657$ 73,132$ 73,132$ 73,132$ 73,132$ 73,132$ 53,089$ Ending Fund Balance After Reserves1,546,517$ 181,140$ 142,497$ 105,196$ 71,421$ 41,093$ 14,133$ 10,497$ Note: *CAP Tax sunsets in March 2023. CLIMATE ACTION PLAN 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 233COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance-$ -$ -$ -$ -$ -$ -$ -$ Sources of FundsCurrent Year Federal Grant585,744$ 732,101$ 732,101$ 732,101$ 732,101$ 732,101$ 732,101$ 732,101$ Available Prior Years Grant Balances- 703,789 - - - - - - Total Sources of Funds 585,744$ 1,435,889$ 732,101$ 732,101$ 732,101$ 732,101$ 732,101$ 732,101$ Uses of FundsProgram Management244,281$ 212,881$ 108,362$ 112,155$ 116,080$ 120,143$ 124,348$ 128,700$ Cost Allocation25,777 26,225 26,618 27,683 28,790 29,942 31,139 32,385 Activities316,168 492,995 597,120 592,263 587,230 582,016 576,613 571,015 Encumbrances, Carryovers & Adjustments(483) 703,789 - - - - - - Total Uses of Funds 585,744$ 1,435,889$ 732,101$ 732,101$ 732,101$ 732,101$ 732,101$ 732,101$ 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 2020 Approved BudgetPage 234COMMUNITY HOUSING ASSISTANCE PROGRAM 2020 FUND FINANCIAL20182019202020212022202320242025Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance2,234,616$ 1,021,253$ 14,732$ 15,491$ 16,680$ 17,870$ 19,060$ 20,249$ Sources of FundsProperty Tax2,885,607$ 2,898,445$ 3,172,988$ 3,348,188$ 3,515,598$ 3,550,754$ 3,728,291$ 3,765,574$ Housing Excise Tax55,274 - - - - - - - Interest40,121 486 147 155 167 179 191 202 Housing Application Fees5,459 4,561 4,561 4,561 4,561 4,561 4,561 4,561 Proceeds from Sale of Units328,388 - - - - - - - Grant3,350 - - - - - - - Total Sources of Funds 3,318,199$ 2,903,492$ $ 3,177,696 $ 3,352,904 3,520,326$ 3,555,494$ 3,733,043$ 3,770,337$ Uses of FundsProgram Management466,978$ 529,016$ 512,673$ 533,179$ 554,507$ 576,687$ 599,754$ 623,745$ Cost Allocation128,616 104,513 106,080 110,323 114,736 119,326 124,099 129,063 Housing Project Grants/Funding: Acquisition, Rehabilitation & Construction3,935,967 2,331,211 2,558,184 2,708,212 2,849,893 2,858,291 3,008,001 3,036,589 Encumbrances, Carryovers & Adjustments- 945,274 - - - - - - Total Uses of Funds4,531,562$ 3,910,013$ $ 3,176,937 $ 3,351,715 3,519,136$ 3,554,304$ 3,731,854$ 3,789,396$ Ending Fund Balance Before Reserves1,021,253$ 14,732$ $ 15,491 $ 16,680 17,870$ 19,060$ 20,249$ 1,190$ ReservesSick/Vacation Accrual20,388$ -$ -$ -$ -$ -$ -$ -$ PERA Legislative Contingency- 431 - - - - - - Pay Period 2714,692 14,301 15,491 16,680 17,870 19,060 20,249 1,190 Total Reserves35,080$ 14,732$ 15,491$ 16,680$ 17,870$ 19,060$ 20,249$ 1,190$ Ending Fund Balance After Reserves 986,173$ -$ $ - $ - -$ -$ -$ -$ 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 2020 Approved BudgetPage 235COMPENSATED ABSENCES 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance2,648,223$ 2,689,778$ 2,689,648$ 1,970,671$ 2,171,237$ 2,373,758$ 2,579,001$ 2,786,970$ Sources of Funds1% Transfer from the General Fund847,678$ 884,384$ -$ 932,075$ 941,396$ 950,810$ 960,318$ 969,921$ Interest on Investments 27,494 16,087 17,483 12,809 13,401 14,764 16,14217,537Total Sources of Funds875,172$ 900,471$ 17,483$ 944,884$ 954,797$ 965,574$ 976,460$ 987,458$ Uses of FundsRetirement and Termination Payout814,426$ 884,384$ 720,000$ 727,200$ 734,472$ 741,817$ 749,235$ 756,727$ Cost Allocation19,191 16,216 16,460 17,118 17,803 18,515 19,256 20,026 Total Uses of Funds833,617$ 900,600$ 736,460$ 744,318$ 752,275$ 760,332$ 768,491$ 776,753$ Ending Fund Balance 2,689,778$ 2,689,648$ 1,970,671$ 2,171,237$ 2,373,758$ 2,579,001$ 2,786,970$ 2,997,675$ Note:Based on health of the fund, temporary suspension of contributions in 2020. City of Boulder 2020 Approved BudgetPage 23620182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance8,373,270$ 8,667,269$ 7,936,979$ 7,810,523$ 7,318,482$ 6,141,710$ 5,928,297$ 5,014,082$ Sources of FundsTransfer In - Worksation Contributions2,489,656$ 2,208,262$ 1,643,224$ 2,167,472$ 2,221,659$ 2,227,213$ 2,232,781$ 2,238,363$ Department Hardware Replacement Deposits- - 706,893 - - - - - Data Center Virtual Server Charges- 42,022 95,030 42,442 42,866 43,295 43,728 44,165 Office 365 Collections- 458,576 478,634 467,748 477,103 486,645 496,378 506,305 Misc Used Equipment Sales18,696 - - - - - - - Interest111,540 179,579 188,106 78,105 73,185 61,417 59,283 50,141 Total Sources of Funds $ 2,619,892 2,888,439$ 3,111,887$ 2,755,767$ 2,814,813$ 2,818,570$ 2,832,170$ 2,838,974$ Uses of FundsOffice 365 License Expense499,254$ 458,576$ 576,900$ 467,748$ 477,103$ 486,645$ 496,378$ 506,305$ Computer Replacements 664,212 868,500 774,739 645,200 785,300 348,900 1,004,900 641,850 Citywide Replacements1,121,569 2,239,537 1,833,806 2,080,903 2,674,147 2,140,302 2,187,848 3,744,214 Cost Allocation40,858 52,116 52,898 53,956 55,035 56,136 57,258 58,404 Total Uses of Funds $ 2,325,893 3,618,729$ 3,238,343$ 3,247,807$ 3,991,585$ 3,031,982$ 3,746,385$ 4,950,773$ Ending Fund Balance Before Reserves $ 8,667,269 7,936,979$ 7,810,523$ 7,318,482$ 6,141,710$ 5,928,297$ 5,014,082$ 2,902,283$ ReservesBeginning Reserve Requirement -$ 4,424,602$ 4,038,389$ 3,885,006$ 3,524,133$ 3,822,082$ 3,984,535$ 4,031,210$ Pay Period 27- 1,281 1,293 1,304 1,315 1,326 1,338 1,349 Annual Increase to Replacement Reserve- 866,795 867,933 893,971 920,791 948,414 1,004,853 1,034,999 Decrease for Replacement Purchases- (1,254,289) (1,022,609) (1,256,149) (624,156) (787,287) (959,516) (2,248,631) Total Reserves-$ 4,038,389$ 3,885,006$ 3,524,133$ 3,822,082$ 3,984,535$ 4,031,210$ 2,818,926$ Ending Fund Balance After Reserves $ 8,667,269 3,898,589$ 3,925,516$ 3,794,350$ 2,319,628$ 1,943,762$ 982,872$ 83,357$ COMPUTER REPLACEMENT 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 237 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 23820182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance8,410,585$ 10,938,346$ 12,306,759$ 14,933,908$ 16,229,247$ 16,895,778$ 18,619,509$ 20,908,047$ Sources of FundsProperty/Ownership Tax1,327,798$ 1,301,628$ 1,340,717$ 1,380,970$ 1,422,420$ 1,465,105$ 1,509,060$ 1,554,323$ Short-Term Parking Revenue2,241,348 2,297,382 2,354,816 2,413,687 2,474,029 2,535,880 2,599,277 2,664,259 Long-Term Parking Revenue3,981,860 4,061,497 4,142,727 4,163,441 4,184,258 4,205,179 4,226,205 4,247,336 Punch Cards & Other Parking Product Revenue 595,965 619,219 631,987 645,120 658,626 672,515 686,795 701,940 Meterhoods & Tokens (On-Street Meters)92,330 90,186 - - - - - - Rental Income99,539 193,178 542,052 557,888 574,191 590,974 608,253 626,040 Miscellaneous Revenue64,321 41,460 31,460 31,460 31,460 31,460 31,460 41,460 Interest129,115 225,668 253,200 305,919 332,007 345,523 380,188 426,154 General Fund Transfer to CAGID1,650,000 1,611,000 1,143,819 1,143,819 1,143,819 1,143,819 1,143,819 1,143,819 BJAD-Parking Fund Transfer to CAGID2,285 2,285 2,285 2,285 - - - - Tax Increment Surplus: 10th/Walnut63,609 - - - - - - - Total Sources of Funds 10,248,170$ 10,443,504$ 10,443,063$ 10,644,588$ 10,820,810$ 10,990,455$ 11,185,056$ 11,405,331$ Uses of FundsPersonnel ExpensesAdministration698,320$ 586,628$ 696,386$ 717,278$ 738,796$ 760,960$ 783,789$ 807,302$ Access/Parking/Customer Service433,837 503,264 672,244 692,411 713,184 734,579 756,617 779,315 Maintenance 497,024 446,305 526,941 542,749 559,032 575,803 593,077 610,869 Subtotal Personnel1,629,181$ 1,536,197$ 1,895,571$ 1,952,438$ 2,011,011$ 2,071,342$ 2,133,482$ 2,197,486$ OperatingGeneral Operations549,775$ 742,394$ 674,592$ 721,771$ 708,522$ 694,611$ 680,005$ 664,668$ Access/Parking/Customer Service87,490 244,344 252,350 264,968 278,216 292,127 306,733 322,070 Asset Management (Maintenance)642,846 990,950 374,103 385,326 396,886 408,792 421,056 433,688 Eco-Pass Program1,025,864 1,219,046 1,462,855 2,338,247 2,373,321 2,408,921 2,445,054 2,481,730 District Vitality Activities209,541 291,794 240,000 247,200 254,616 262,254 270,122 278,226 Financial Services Fees328,070 298,000 315,000 315,000 315,000 315,000 315,000 315,000 Subtotal Operating2,843,585$ 3,786,528$ 3,318,900$ 4,272,511$ 4,326,561$ 4,381,705$ 4,437,971$ 4,495,382$ Capital Improvement PlanAnnual CIP Projects799,129$ 2,259,000$ 1,105,000$ 1,615,000$ 2,295,000$ 1,275,000$ 1,620,000$ 850,000$ Capital Replacement Reserve Contribution327,775 327,775 327,775$ 327,775 327,775 327,775 327,775 327,775 Subtotal Capital1,126,904$ 2,586,775$ 1,432,775$ 1,942,775$ 2,622,775$ 1,602,775$ 1,947,775$ 1,177,775$ DOWNTOWN COMMERCIAL DISTRICT 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 23920182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedDOWNTOWN COMMERCIAL DISTRICT 2020 FUND FINANCIALCONTINUEDDebtSeries 1998983,048$ -$ -$ -$ -$ -$ -$ -$ Series 2003 (10th and Walnut)823,589 835,050 833,450 836,250 838,300 844,600 - - Subtotal Debt1,806,637$ 835,050$ 833,450$ 836,250$ 838,300$ 844,600$ -$ -$ TransfersCost Allocation 314,102$ 330,541$ 335,218$ 345,275$ 355,633$ 366,302$ 377,291$ 388,610$ Subtotal Transfers314,102$ 330,541$ 335,218$ 345,275$ 355,633$ 366,302$ 377,291$ 388,610$ Total Uses of Funds7,720,409$ 9,075,091$ 7,815,914$ 9,349,249$ 10,154,280$ 9,266,724$ 8,896,518$ 8,259,253$ Ending Fund Balance Before Reserves10,938,346$ 12,306,759$ 14,933,908$ 16,229,247$ 16,895,778$ 18,619,509$ 20,908,047$ 24,054,125$ ReservesOperating Reserve627,750$ 615,635$ 1,305,258$ 1,561,325$ 1,695,765$ 1,547,543$ 1,485,719$ 1,379,295$ PERA Legislative Contingency- 1,4021,4021,4021,4021,4021,4021,402Pay Period 2779,237 68,397 68,727 69,057 69,387 69,717 70,047 70,047Sick/Vacation Accrual118,964 40,014 41,215 42,451 43,725 45,036 46,388 47,779Total Reserves825,951$ 725,448$ 1,416,602$ 1,674,235$ 1,810,279$ 1,663,698$ 1,603,556$ 1,498,523$ Ending Fund Balance After Reserves10,112,395$ 11,581,311$ 13,517,306$ 14,555,012$ 15,085,499$ 16,955,811$ 19,304,491$ 22,555,602$ City of Boulder 2020 Approved BudgetPage 24020182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance6,787,193$ 6,493,828$ 6,472,323$ 5,900,811$ 6,117,947$ 6,164,479$ 6,416,585$ 6,711,072$ Sources of FundsDepartment Contributions1,077,228$ 1,143,117$ 1,142,220$ 1,142,220$ 1,142,220$ 1,142,220$ 1,142,220$ 1,142,220$ Interest on Investments 98,926 111,310 125,980 125,563 114,476 118,688 119,591 124,482 Transfer from General Fund96,883 - - - - - - - Total Sources of Funds1,273,037$ 1,254,427$ 1,268,200$ 1,267,783$ 1,256,696$ 1,260,908$ 1,261,811$ 1,266,702$ Uses of FundsEquipment Purchases1,525,369$ 1,099,175$ 1,782,915$ 992,146$ 1,149,908$ 946,739$ 903,398$ 974,230$ Support Services35,234 28,681 49,804 51,298 52,837 54,422 56,055 57,736 Cost Allocation5,798 6,890 6,994 7,204 7,420 7,643 7,872 8,108 Encumbrances, Carryovers & Adjustments- 141,188 - - - - - - Total Uses of Funds1,566,401$ 1,275,934$ 1,839,713$ 1,050,648$ 1,210,165$ 1,008,804$ 967,325$ 1,040,074$ Ending Fund Balance Before Reserves6,493,828$ 6,472,323$ 5,900,811$ 6,117,947$ 6,164,479$ 6,416,585$ 6,711,072$ 6,937,700$ ReservesPay Period 27-$ 1,933$ 1,933$ 1,933$ 1,933$ 1,933$ 1,933$ 224$ PERA Legislative Contingency- 25 - - - - - - Department Balances6,493,828 6,470,365 5,898,878 6,116,014 6,162,546 6,414,652 6,709,139 6,937,476 Total Reserves6,493,828$ 6,472,323$ 5,900,811$ 6,117,947$ 6,164,479$ 6,416,585$ 6,711,072$ 6,937,700$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ EQUIPMENT REPLACEMENT 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 241FACILITY RENOVATION & REPLACEMENT 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance10,402,878$ 10,408,683$ 4,206,117$ 3,140,392$ 3,289,177$ 3,612,600$ 3,594,583$ 3,963,662$ Sources of FundsDepartment Contributions610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ General Fund Contribution1,373,841 1,668,841 1,168,841 1,276,583 1,668,841 1,668,841 1,668,841 1,668,841 Energy Performance Contract890,145 953,232 990,633 990,633 990,633 990,633 990,633 990,633 Interest Earnings178,913 105,799 173,546 102,625 168,340 99,546 163,290 96,560 Other Revenues140,117 152,000 170,000 140,000 140,000 140,000 140,000 140,000 Total Sources of Funds3,193,212$ 3,490,068$ 3,113,216$ 3,120,037$ 3,578,010$ 3,509,216$ 3,572,960$ 3,506,230$ Uses of FundsOperating Project Expenses879,620$ 908,822$ 429,935$ 412,833$ 425,218$ 437,975$ 451,114$ 464,647$ Support Services28,958 29,097 39,843 41,038 42,269 43,537 44,843 46,188 Cost Allocation29,115 49,459 50,201 51,707 53,258 54,856 56,502 58,197 Energy Efficiency Lease893,294 963,791 995,962 1,029,674 1,065,001 1,102,024 982,581 1,013,240 Capital Improvements Program1,356,420 2,870,000 2,663,000 1,436,000 1,668,841 1,888,841 1,668,841 1,748,841 Encumbrances, Carryovers & Adjustments- 4,871,465 - - - - - - Total Uses of Funds3,187,407$ 9,692,634$ 4,178,941$ 2,971,252$ 3,254,587$ 3,527,233$ 3,203,881$ 3,331,113$ Ending Fund Balance Before Reserves10,408,683$ 4,206,117$ 3,140,392$ 3,289,177$ 3,612,600$ 3,594,583$ 3,963,662$ 4,138,779$ ReservesPay Period 27-$ 7,013$ 7,628$ 8,244$ 8,860$ 9,475$ 10,091$ 616$ PERA Legislative Contingency- 204 - - - - - - Departmental Balances7,982,287 1,845,296 1,104,767 1,313,776 1,695,598 1,734,209 2,158,199 2,396,652 13th Street Plaza Balance609,116 590,843 573,118 555,924 539,246 523,069 507,377 492,156 Dushanbe Teahouse Maintenance Balance 530,459 514,545 244,109 236,786 229,682 222,792 216,108 209,625 Valmont Butte Balance1,286,821 1,248,216 1,210,770 1,174,447 1,139,214 1,105,038 1,071,887 1,039,730 Total Reserves10,408,683$ 4,206,117$ 3,140,392$ 3,289,177$ 3,612,600$ 3,594,583$ 3,963,662$ 4,138,779$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ City of Boulder 2020 Approved BudgetPage 24220182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance17,167,721$ 19,174,379$ 20,775,417$ 20,644,370$ 21,867,434$ 22,115,230$ 21,334,588$ 20,901,907$ Sources of FundsVehicle Charges3,051,066$ 2,850,227$ 2,697,799$ 2,778,733$ 2,862,095$ 2,947,958$ 3,036,397$ 3,127,489$ Vehicle Acquisition Charges214,848 255,467 157,783 208,403 214,655 221,095 227,728 234,560 Fleet Replacement Charges5,392,826 5,109,346 4,756,252 5,538,628 5,551,167 5,588,765 5,602,299 5,602,299 Sale of Assets814,969 197,804 348,575 338,118 327,974 318,135 308,591 299,333 Interest Earnings271,667 281,551 239,732 243,807 247,952 252,167 256,454 260,814 Transfer from General Fund145,151 867,121 145,151 145,151 - - - - Other Revenues373,400 109,122 100,000 111,867 115,223 118,680 122,240 122,240 Total Sources of Funds10,263,927$ 9,670,638$ 8,445,292$ 9,364,707$ 9,319,067$ 9,446,800$ 9,553,710$ 9,646,736$ Uses of FundsOperating Expenditures3,812,733$ 3,050,285$ 3,130,513$ 3,927,115$ 3,141,794$ 3,224,428$ 3,278,438$ 3,236,048$ Fleet Purchases3,950,075 3,444,432 4,936,034 3,691,669 5,393,157 6,452,831 6,143,491 4,497,801 Building Replacement57,055 57,055 74,210 74,210 74,210 74,210 74,210 74,210 Support Services115,852 142,655 112,252 115,620 119,089 122,662 126,342 130,132 Cost Allocation321,554 318,551 323,330 333,030 343,021 353,312 363,911 374,828 Encumbrances, Carryovers & Adjustments- 1,056,622 - - - - - - Total Uses of Funds8,257,269$ 8,069,600$ 8,576,339$ 8,141,644$ 9,071,271$ 10,227,443$ 9,986,392$ 8,313,019$ Ending Fund Balance Before Reserves19,174,379$ 20,775,417$ 20,644,370$ 21,867,434$ 22,115,230$ 21,334,588$ 20,901,907$ 22,235,624$ ReservesPay Period 27-$ 46,186$ 46,949$ 47,712$ 48,475$ 49,238$ 50,001$ 763$ PERA Legislative Contingency- 954 - - - - - - Sick/Vacation Accrual- 54,508 8,441 8,694 8,955 9,223 9,500 9,785 Operating/Fleet Replacement19,174,379 20,673,769 20,588,980 21,811,028 22,057,800 21,276,127 20,842,406 22,225,076 Total Reserves19,174,379$ 20,775,417$ 20,644,370$ 21,867,434$ 22,115,230$ 21,334,588$ 20,901,907$ 22,235,624$ Ending Fund Balance -$ -$ -$ -$ -$ -$ -$ -$ Note: Minimum Fund Balance equasl 10% value of fleet or $4.4 million.FLEET OPERATIONS & REPLACEMENT 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 24320182019202020212022202320242025Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance-$ -$ -$ -$ -$ -$ -$ -$ Sources of FundsCurrent Year Federal Grant1,957,294$ 1,094,553$ 1,094,553$ 1,094,553$ 1,094,553$ 1,094,553$ 1,094,553$ 1,094,553$ Available Prior Years Grant Balances- 1,707,398 - - - - - - Total Sources of Funds 1,957,294$ $ 2,801,951 $ 1,094,553 1,094,553$ 1,094,553$ 1,094,553$ 1,094,553$ 1,094,553$ Uses of FundsProgram Management70,939$ 103,715$ 108,362$ 76,404$ 75,937$ 75,453$ 74,949$ 74,424$ Cost Allocation12,271 11,040 11,205 11,653 12,119 12,604 13,108 13,633 HOME Consortium to Other Communities57,066 513,947 513,947 513,947 513,947 513,947 513,947 513,947 Housing Activities1,817,018 465,851 461,039 492,549 492,549 492,549 492,549 492,549 Encumbrances, Carryovers & Adjustments- 1,707,398 - - - - - - Total Uses of Funds 1,957,294$ $ 2,801,951 $ 1,094,553 1,094,553$ 1,094,553$ 1,094,553$ 1,094,553$ 1,094,553$ 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 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 244LIBRARY 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance721,299$ 889,202$ 945,511$ 996,172$ 1,219,669$ 1,512,852$ 1,820,671$ 2,202,392$ Sources of FundsProperty Tax1,200,192$ 1,227,045$ 1,320,756$ 1,393,683$ 1,463,368$ 1,478,001$ 1,551,901$ 1,567,420$ Interest on Investment1,564 1,051 1,598 1,600 1,602 1,605 1,607 1,609 Grants, Gifts and Third-Party Revenues296,722 287,876 289,212 290,192 291,197 292,227 293,283 294,365 Total Sources of Funds1,498,478$ 1,515,972$ 1,611,566$ 1,685,476$ 1,756,167$ 1,771,833$ 1,846,790$ 1,863,394$ Uses of FundsLibrary Materials1,025,963$ 1,071,787$ 1,071,787$ 1,071,787$ 1,071,787$ 1,071,787$ 1,071,787$ 1,071,787$ Service/Materials Enhancement25,654 100,000 200,000 100,000 100,000 100,000 100,000 100,000 Grant Directed Programming278,959 287,876 289,118 290,192 291,197 292,227 293,283 294,365 Total Uses of Funds1,330,575$ 1,459,663$ 1,560,905$ 1,461,979$ 1,462,984$ 1,464,014$ 1,465,070$ 1,466,152$ Ending Fund Balance Before Reserves889,202$ 945,511$ 996,172$ 1,219,669$ 1,512,852$ 1,820,671$ 2,202,392$ 2,599,633$ ReservesOperating Reserve120,176$ 122,810$ 132,235$ 139,528$ 146,497$ 147,961$ 155,351$ 156,903$ Pay Period 27- - 380 380 380 380 380 34 PERA Legislative Contingency- 33 - - - - - - Total Reserves120,176$ 122,843$ 132,615$ 139,908$ 146,877$ 148,341$ 155,731$ 156,937$ Ending Fund Balance After Reserves769,026$ 822,668$ 863,557$ 1,079,761$ 1,365,975$ 1,672,330$ 2,046,661$ 2,442,697$ Note: Operating reserve equal 10% of Library fund revenues excluding Gifts, Grants and Third-Party Revenues. City of Boulder 2020 Approved BudgetPage 245LOTTERY 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance3,304,156$ 2,720,716$ 53,972$ 54,017$ 54,062$ 54,074$ 54,086$ 54,098$ Sources of FundsIntergovernmental Revenues1,091,402$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ Interest Income55,039 7,975 7,975 7,975 7,975 7,975 7,975 7,975 Total Sources of Funds1,146,441$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ Uses of FundsCapitalCapital Projects - P & R283,932$ 987,554$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ Tributary Greenways - Public Works449 1,539,460 151,067 151,067 151,100 151,100 151,100 151,100 Capital Projects - OSMP1,445,501 1,146,842 428,000 428,000 428,000 428,000 428,000 428,000 Total Capital Improvement Program 1,729,881$ 3,673,856$ 1,007,067$ 1,007,067$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ Total Uses of Funds1,729,881$ 3,673,856$ 1,007,067$ 1,007,067$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ Ending Fund Balance 2,720,716$ 53,972$ 54,017$ 54,062$ 54,074$ 54,086$ 54,098$ 54,110$ City of Boulder 2020 Approved BudgetPage 246OPEN SPACE 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance42,525,062$ 27,306,101$ 16,758,060$ 13,399,916$ 10,608,901$ 9,207,602$ 7,952,351$ 7,951,748$ Sources of FundsNet Sales Tax Revenue31,906,622$ 26,625,734$ 21,829,255$ 22,388,589$ 22,927,950$ 23,520,245$ 24,110,850$ 24,593,067$ Anticipated FEMA Flood Reimbursement12,478 500,000 500,000 500,000 1,000,000 - - - Investment Income580,892 593,091 607,147 522,325 535,384 548,768 562,487 576,550 Lease and Miscellaneous Revenue1,938,309 1,341,200 1,368,024 1,395,385 1,423,292 1,451,758 1,480,793 1,510,409 General Fund Transfer1,080,529 990,123 - - - - - - Grants62,751 - - - - - - - Total Sources of Funds35,581,580$ 30,050,148$ 24,304,426$ 24,806,299$ 25,886,626$ 25,520,771$ 26,154,131$ 26,680,026$ Uses of FundsOffice of the Director1,804,903$ 1,635,727$ 1,746,106$ 1,594,676$ 1,560,623$ 1,526,229$ 1,531,492$ 1,546,807$ Central Services2,739,055 2,717,786 3,282,866 3,282,109 3,264,930 3,197,579 3,219,555 3,251,750 Community Connections & Partnerships4,883,561 4,621,975 5,020,809 4,852,121 4,704,441 4,539,258 4,481,198 4,526,010 Resources & Stewardship4,567,681 4,320,622 4,960,615 4,985,025 4,872,875 4,621,604 4,617,820 4,663,998 Trails & Facilities4,944,835 5,502,141 5,114,299 5,141,014 5,092,424 5,043,348 4,993,781 5,043,719 Carryover/ATB Operating- 10,894,658 - - - - - - Cost Allocation1,960,444 2,090,102 2,121,454 2,174,490 2,228,853 2,284,574 2,341,688 2,400,230 CIP- Capital Enhancement4,538,980 180,000 150,000 150,000 150,000 150,000 150,000 150,000 CIP- Capital Maintenance2,541,828 2,770,000 2,760,275 2,550,000 2,550,000 2,550,000 2,550,000 2,550,000 CIP- Capital Planning Studies496,142 130,000 - 130,000 130,000 130,000 130,000 130,000 CIP- Land Acquisition17,083,888 1,900,000 700,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Transfer to BMPA767,597 1,153,790 1,153,790 1,084,424 1,084,424 1,084,424 490,769 490,769 Debt Service - Bonds & Notes4,471,627 2,681,388 652,356 653,456 649,356 649,006 648,431 652,631 Total Uses of Funds50,800,541$ 40,598,189$ 27,662,570$ 27,597,314$ 27,287,925$ 26,776,022$ 26,154,734$ 26,405,914$ Ending Fund Balance Before Reserves27,306,101$ 16,758,060$ 13,399,916$ 10,608,901$ 9,207,602$ 7,952,351$ 7,951,748$ 8,225,860$ ReservesOSMP Contingency Reserve5,227,941$ 4,944,706$ 4,810,459$ 4,753,463$ 4,691,585$ 4,589,204$ 4,464,947$ 4,515,183$ OSMP Long-term Office Space- - - 500,000 500,000 500,000 500,000 1,000,000 PERA Legislative Contingency- 10,816 - - - - - - Pay Period 27 Reserve354,440 330,119 377,063 424,007 470,951 517,895 564,838 46,944 Sick/Vacation/Bonus Reserve490,000 490,000 48,542 49,999 51,499 53,044 54,635 56,274 Property and Casualty Reserve400,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 FEMA De-obligation Reserve377,945 383,488 383,488 383,488 383,488 383,488 383,488 383,488 Total Reserves6,850,326$ 6,559,129$ 6,019,552$ 6,510,957$ 6,497,523$ 6,443,631$ 6,367,908$ 6,401,889$ Ending Fund Balance After Reserves20,455,775$ 10,198,931$ 7,380,364$ 4,097,944$ 2,710,079$ 1,508,720$ 1,583,841$ 1,823,971$ City of Boulder 2020 Approved BudgetPage 247PERMANENT PARK & RECREATION 2020 FUND FINANCIAL20182019202020212022202320242025Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance3,209,835$ 5,276,164$ 1,012,562$ 1,565,925$ 479,723$ 2,611,519$ 1,997,590$ 2,026,273$ Sources of FundsProperty Tax3,275,262$ 3,260,751$ 3,569,611$ 3,605,308$ 3,785,573$ 3,823,429$ 4,014,600$ 4,054,746$ Interest53,317 15,000 23,998 39,148 11,993 65,288 49,940 50,657 Other Revenues39,659 - - - - - - - Total Sources of Funds 3,368,238$ 3,275,751$ 3,593,609$ 3,644,456$ 3,797,566$ 3,888,717$ 4,064,540$ 4,105,403$ Uses of FundsPlanning and Project Management461,572$ 574,568$ 543,485$ 565,225$ 587,834$ 611,347$ 635,801$ 661,233$ Construction and Maintenance Management378,684 413,795 446,067 463,909 482,466 501,764 521,835 542,708 Capital Refurbishment Projects3,417 - 200,000 200,000 200,000 200,000 200,000 200,000 Cost Allocation105,124 125,806 127,694 131,525 135,471 139,535 143,721 148,032 Excise Tax Collection6,901 - - - - - - - Capital Improvement Pogram346,212 2,928,000 1,723,000 3,370,000 260,000 3,050,000 2,534,500 2,784,500 Adjustment to Base- 3,497,182 - - - - - - Total Uses of Funds 1,301,910$ 7,539,352$ 3,040,246$ 4,730,659$ 1,665,770$ 4,502,646$ 4,035,856$ 4,336,474$ Ending Fund Balance Before Reserves 5,276,164$ 1,012,562$ 1,565,925$ 479,723$ 2,611,519$ 1,997,590$ $ 2,026,273 $ 1,795,202 ReservesPay Period 27 29,695$ 26,695$ 29,853$ 30,011$ 30,169$ 30,327$ 30,485$ 158$ PERA Legislative Contingency- 748 - - - - - - Sick/Vacation/Bonus Reserve66,922 70,268 10,035 10,336 10,646 10,966 11,295 11,633 Total Reserves96,617$ 97,711$ 39,888$ 40,347$ 40,815$ 41,293$ 41,780$ 11,791$ Ending Fund Balance After Reserves 5,179,546$ 914,851$ 1,526,037$ 439,376$ 2,570,704$ 1,956,297$ 1,984,493$ 1,783,411$ City of Boulder 2020 Approved BudgetPage 24820182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance9,767,974$ 10,493,505$ 7,371,255$ 5,612,606$ 5,042,742$ 4,356,374$ 3,547,415$ 2,609,553$ Sources of FundsGeneral Fund Transfer 2,304,175$ 2,210,018$ 2,284,292$ 2,352,821$ 2,423,405$ 2,496,108$ 2,570,991$ 2,648,120$ Restricted Funds' Transfers (Public Works)1,231,483 1,268,428 1,372,702 1,413,884 1,456,301 1,499,989 1,544,989 1,591,339 Restricted Funds' Transfers (Excise Tax Admin) 27,604 28,431 29,284 30,163 31,067 31,999 32,959 33,948 Grants2,628 - - - - - - - State Historic Tax Credit7,250 - - - - - - - Fees & Permits 10,471,772 8,597,983 8,894,062 8,938,791 9,058,772 9,180,568 9,304,209 9,429,724 Interest on Investments164,000 88,110 174,700 140,315 126,069 108,909 88,685 65,239 Total Sources of Funds14,208,912$ 12,192,970$ 12,755,040$ 12,875,973$ 13,095,614$ 13,317,573$ 13,541,833$ 13,768,371$ Uses of FundsAdmin, Financial & Communications Services 2,611,657$ 2,381,223$ 2,769,071$ 2,540,794$ 2,604,314$ 2,669,422$ 2,736,157$ 2,804,561$ Information Resources 2,729,178 2,197,709 2,521,915 2,110,072 2,162,823 2,216,894 2,272,316 2,329,124 Comprehensive Planning 1,062,795 936,263 870,710 905,538 928,177 951,381 975,166 999,545 Land Use Review1,474,334 1,757,533 1,969,598 1,703,102 1,745,679 1,789,321 1,834,054 1,879,906 Engineering Review1,382,874 1,488,201 1,758,902 1,489,178 1,526,408 1,564,568 1,603,682 1,643,774 Bldg Construction, Inspection & Enforcement 1,971,773 2,095,958 2,366,003 2,349,363 2,408,097 2,468,300 2,530,007 2,593,257 Cost Allocation/Transfers2,250,770 2,224,130 2,257,490 2,347,790 2,406,484 2,466,646 2,528,313 2,591,520 Encumbrances, Carryovers & Adjustments- 2,234,202 - - - - - - Total Uses of Funds13,483,381$ 15,315,220$ 14,513,689$ 13,445,837$ 13,781,982$ 14,126,532$ 14,479,695$ 14,841,688$ Ending Fund Balance Before Reserves10,493,505$ 7,371,255$ 5,612,606$ 5,042,742$ 4,356,374$ 3,547,415$ 2,609,553$ 1,536,236$ ReservesOperating1,047,177$ 859,798$ 889,406$ 893,879$ 905,877$ 918,057$ 930,421$ 942,972$ State Historic Tax Credit Fund13,540 13,540 13,540 13,540 13,540 13,540 13,540 13,540 PERA Legislative Contingency- 9,015 - - - - - - Pay Period 27285,311 275,393 296,913 318,433 339,953 361,472 382,992 21,520 Sick/Vacation Accrual579,556 602,738 66,430 68,423 70,476 72,590 74,768 77,011 Total Reserves1,925,584$ 1,760,484$ 1,266,289$ 1,294,275$ $1,329,8461,365,659$ 1,401,720$ 1,055,043$ Ending Fund Balance After Reserves8,567,921$ 5,610,771$ 4,346,316$ 3,748,467$ 3,026,528$ 2,181,756$ 1,207,832$ 481,193$ PLANNING & DEVELOPMENT SERVICES 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 249PROPERTY & CASUALTY INSURANCE 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance5,186,361$ 5,275,905$ 4,883,523$ 4,337,484$ 3,917,336$ 3,499,618$ 3,085,069$ 2,674,470$ Sources of Funds0.050.050.060.050.050.050.050.05Charges to Departments2,251,373$ 2,113,128$ 2,213,502$ 2,318,643$ 2,428,779$ 2,544,146$ 2,664,992$ 2,791,580$ Interest on Investments 90,224 29,987 33,208 29,495 26,638 23,797 20,978 18,186 Total Sources of Funds2,341,597$ 2,143,115$ 2,246,710$ 2,348,138$ 2,455,416$ 2,567,943$ 2,685,971$ 2,809,766$ Uses of Funds0.050.05Insurance Premiums:Airport2,290$ 4,761$ 4,221$ 4,432$ 4,654$ 4,886$ 5,131$ 5,387$ Liability248,921 350,354 456,709 479,544 503,522 528,698 555,133 582,889 Crime18,867 88,494 13,000 13,650 14,333 15,049 15,802 16,592 Boiler25,315 41,279 42,395 44,515 46,740 49,078 51,531 54,108 Property751,729 540,180 650,000 682,500 716,625 752,456 790,079 829,583 Flood240,157 399,063 307,941 323,338 339,505 356,480 374,304 393,019 Actuarial Valuation Expense and Consulting40,080 17,670 143,023 145,883 148,801 151,777 154,813 148,859 Claims Administration and Payment557,650 614,155 656,438 669,567 682,958 696,617 710,550 724,761 CAO - Internal Legal Consulting134,618 138,385 146,939 151,347 155,887 160,564 165,381 170,342 External Legal Consultation60,278 102,000 98,600 100,572 102,583 104,635 106,728 102,624 Program Administration172,148 239,155 273,483 152,938 157,526 162,252 167,119 182,664 Total Uses of Funds2,252,053$ 2,535,497$ 2,792,749$ 2,768,286$ 2,873,134$ 2,982,492$ 3,096,570$ 2,315,725$ Ending Fund Balance Before Reserves5,275,905$ 4,883,523$ 4,337,484$ 3,917,336$ 3,499,618$ 3,085,069$ 2,674,470$ 3,168,510$ ReservesYear-end Estimated Liabilities765,569$ 1,197,328$ 1,145,059$ 1,161,237$ 1,190,049$ 1,248,636$ 1,286,095$ 1,324,678$ City Reserve Policy (@ 80% risk margin)346,037 419,069 517,567 524,879 537,902 564,383 581,315 598,754 PERA Legislative Contingency- 310 - - - - - - Pay Period 27 Reserve11,762 11,762 11,762 11,762 11,762 11,762 11,762 1,641 Total Reserves1,123,368$ 1,628,469$ 1,674,388$ 1,697,878$ 1,739,713$ 1,824,781$ 1,879,172$ 1,925,073$ Ending Fund Balance After Reserves4,152,537$ 3,255,054$ 2,663,096$ 2,219,458$ 1,759,905$ 1,260,287$ 795,298$ 1,243,437$ City of Boulder 2020 Approved BudgetPage 25020182019202020212022202320242025Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance2,101,651$ 1,667,351$ 1,384,547$ 1,518,963$ 1,596,424$ 1,671,527$ 1,709,119$ 1,743,155$ Sources of FundsRecreation Centers2,710,376$ 2,836,000$ 3,339,150$ 3,405,933$ 3,508,111$ 3,578,273$ 3,685,621$ 3,759,334$ Recreation Programs1,638,820 1,611,501 1,848,863 1,904,329 1,961,459 2,020,303 2,080,912 2,143,339 Aquatics630,075 693,500 1,050,624 1,082,143 1,114,607 1,148,045 1,182,487 1,217,961 Access and Inclusion370,508 141,000 163,200 168,096 173,139 178,333 183,683 189,194 Golf Revenue1,260,757 1,390,000 1,514,000 1,559,420 1,606,203 1,654,389 1,704,020 1,755,141 Reservoir Revenue1,065,727 1,063,000 1,137,000 1,159,740 1,194,532 1,230,368 1,267,279 1,305,298 Sports1,163,309 1,157,000 1,154,200 1,177,284 1,212,603 1,248,981 1,286,450 1,325,044 Misc. Recreation Revenue(44,352) 12,241 12,241 12,241 12,241 12,241 12,241 12,241 Transfers - General Fund 1,518,366 1,292,210 1,418,609 1,461,167 1,505,002 1,550,152 1,596,657 1,644,557 Transfers - Health and Wellness from GF115,000 115,000 130,857 130,857 130,857 130,857 130,857 130,857 Adjustments to Base (ATB)- 509,268 - - - - - - Transfers - Transportation Fund13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 Total Sources of Funds 10,441,586$ 10,833,720$ 11,781,744$ 12,074,210$ 12,431,753$ 12,764,942$ 13,143,207$ 13,495,964$ Uses of FundsMarketing & Communications-$ 136,218$ 145,000$ 149,350$ 153,831$ 158,445$ 163,199$ 168,095$ Recreation Administration1,052,095 897,064 904,538 931,674 959,624 988,413 1,018,065 1,048,607 Recreation Centers2,571,682 2,658,227 2,762,740 2,845,622 2,930,991 3,018,921 3,109,488 3,202,773 Recreation Programs1,687,982 1,648,953 1,800,354 1,854,365 1,909,996 1,967,296 2,026,315 2,087,104 Aquatics1,440,197 1,408,879 1,929,989 1,987,889 2,047,526 2,108,951 2,172,220 2,237,387 Access and Inclusion1,130,236 1,012,073 995,823 1,025,698 1,056,468 1,088,162 1,120,807 1,154,432 Golf1,327,668 1,333,969 1,418,162 1,460,707 1,504,528 1,549,664 1,596,154 1,644,038 Reservoir988,847 1,042,204 1,067,297 1,099,316 1,132,296 1,166,265 1,201,253 1,237,290 Sports677,179 619,669 623,425 642,127 661,391 681,233 701,670 722,720 Adjustments to Base (ATB)- 359,268 - - - - - - Total Uses of Funds 10,875,886$ 11,116,524$ 11,647,328$ 11,996,748$ 12,356,651$ 12,727,350$ 13,109,171$ 13,502,446$ Ending Fund Balance Before Reserves 1,667,351$ 1,384,547$ 1,518,963$ 1,596,424$ 1,671,527$ 1,709,119$ 1,743,155$ 1,736,674$ ReservesPERA Legislative Contingency-$ 4,368$ -$ -$ -$ -$ -$ -$ Pay Period 27 Reserve285,048 265,560 278,096 290,631 303,167 315,702 328,238 12,536 Operating Reserve 1,087,589 1,075,726 1,164,733 1,199,675 1,235,665 1,272,735 1,310,917 1,350,245 Sick/Vacation Annual Reserve- - 45,920 47,298 48,716 50,178 51,683 53,234 Total Reserves 1,372,637$ 1,345,654$ 1,488,749$ 1,537,604$ 1,587,548$ 1,638,615$ 1,690,838$ 1,416,016$ Ending Fund Balance After Reserves 294,714$ 38,894$ 30,214$ 58,821$ 83,979$ 70,504$ 52,317$ 320,658$ RECREATION ACTIVITY 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 251 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 252STORMWATER/FLOOD MANAGEMENT UTILITY 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance33,142,719$ 31,623,875$ 16,919,877$ 16,362,886$ 17,263,893$ 17,394,203$ 15,241,968$ 13,749,094$ Sources of FundsService Charge Fees11,438,641$ 11,599,040$ 12,203,350$ 13,083,700$ 14,027,558$ 15,180,062$ 16,123,048$ 17,124,611$ Projected Rate Increases- 579,952 854,235 915,859 1,122,205 910,804 967,383 856,231 Plant Investment Fees517,829 200,000 200,000 100,000 100,000 100,000 100,000 100,000 Urban Drainage District Funds- 600,000 250,000 2,200,000 1,000,000 400,000 400,000 400,000 State and Federal Grants(571,375) - - - - - - - Interest on Investments493,258 208,817 253,798 245,443 258,958 260,913 228,630 206,236 Intergovernmental Transfers (KICP Program)3,769 157,571 162,298 167,167 172,182 177,348 182,668 188,148 Rent and other miscellaneous revenue40,682 9,000 9,000 9,000 9,000 9,000 9,000 9,000 Projected Bonds- - - - 48,674,574 24,594,738 - - Total Sources of Funds11,922,804$ 13,354,381$ 13,932,681$ 16,721,169$ 65,364,477$ 41,632,865$ 18,010,728$ 18,884,227$ Uses of FundsOperatingAdministration571,149$ 653,093$ 675,325$ 695,585$ 716,452$ 737,946$ 760,084$ 782,887$ Planning and Project Management955,519 1,320,870 1,243,288 1,280,587 1,319,004 1,358,574 1,399,332 1,441,312 Stormwater Contract Management94,722 96,775 96,775 99,678 102,669 105,749 108,921 112,189 Stormwater Quality and Education634,898 1,000,137 1,000,539 1,030,555 1,061,472 1,093,316 1,126,115 1,159,899 System Maintenance1,911,937 1,711,151 2,265,608 2,333,576 2,403,584 2,475,691 2,549,962 2,626,461 Subtotal Operating4,168,224$ 4,782,026$ 5,281,535$ 5,439,981$ 5,603,180$ 5,771,276$ 5,944,414$ 6,122,747$ DebtRefunding of the Goose Creek 1998 Revenue Bond 381,100$ -$ -$ -$ -$ -$ -$ -$ Projected Bond - South Boulder Creek/Gregory 2022- - - - 4,624,084 4,624,084 4,624,084 4,624,084 Wonderland Creek 2015 Revenue Bond1,587,166 1,591,088 1,591,688 1,591,388 1,590,188 1,588,088 1,590,088 1,591,038 Projected Bond - Goose Creek 2023- - - - - 2,213,526 2,213,526 2,213,526 Subtotal Debt1,968,266$ 1,591,088$ 1,591,688$ 1,591,388$ 6,214,272$ 8,425,699$ 8,427,699$ 8,428,649$ TransfersCost Allocation 349,424$ 441,284$ 447,648$ 492,413$ 541,654$ 568,737$ 597,174$ 627,032$ Planning & Development Services185,560 191,127 210,105 216,408 222,900 229,587 236,475 243,569 Transportation - Admin Support 8,149 8,149 8,149 8,149 8,149 8,149 8,149 8,149 Subtotal Transfers543,133$ 640,560$ 665,902$ 716,970$ 772,703$ 806,473$ 841,797$ 878,750$ City of Boulder 2020 Approved BudgetPage 253STORMWATER/FLOOD MANAGEMENT UTILITY 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedCONTINUEDCapital6,762,024$ 3,540,290$ 6,950,548$ 8,071,823$ 3,969,437$ 4,186,915$ 4,289,691$ 4,655,754$ Projected Bond - Goose Creek - - - - - 24,344,738 - - Projected Bond - South Boulder Creek- - - - 48,224,574 - - - Projected Bond Issuance Costs- - - - 450,000 250,000 - - Encumbrances, Carryover and Adjustments to Base- 17,504,415 - - - - - - Total Uses of Funds13,441,647$ 28,058,379$ 14,489,672$ 15,820,162$ 65,234,167$ 43,785,100$ 19,503,602$ 20,085,900$ Ending Fund Balance Before Reserves31,623,875$ 16,919,877$ 16,362,886$ 17,263,893$ 17,394,203$ 15,241,968$ 13,749,094$ 12,547,421$ ReservesBond Reserves1,987,568$ 1,987,568$ 1,987,568$ 1,987,568$ 6,611,652$ 8,825,179$ 8,825,179$ 8,825,179$ 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 PERA Legislative Contingency- 2,672 - - - - - - Sick/Vacation/Bonus Reserve128,912 132,779 11,060 11,392 11,734 12,086 12,448 12,822 Pay Period 27 Reserve81,384 84,165 86,946 89,727 92,508 95,289 98,070 114,070 Operating Reserve1,177,839 1,355,646 1,486,859 1,539,238 1,593,971 1,644,437 1,696,553 1,750,374 Capital Reserve 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Total Reserves4,667,453$ 4,854,581$ 4,864,183$ 4,919,674$ 9,601,615$ 11,868,741$ 11,924,000$ 11,994,195$ Ending Fund Balance After Reserves26,956,422$ 12,065,296$ 11,498,703$ 12,344,219$ 7,792,588$ 3,373,227$ 1,825,094$ 553,226$ City of Boulder 2020 Approved BudgetPage 25420182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance1,719,338$ 4,187,220$ -$ -$ 1,794$ 2,691$ 3,589$ 4,486$ Sources of FundsSugar Sweetened Beverage Tax4,867,905$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ Total Sources of Funds $ 4,867,905 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ Uses of FundsFinance Oversight37,887$ 43,733$ 45,547$ 46,913$ 48,321$ 49,770$ 51,264$ 52,801$ Human Services Oversight109,429 250,399 266,005 273,986 282,205 290,671 299,391 308,373 Community Funding and Grants2,252,707 3,487,089 3,469,388 3,457,769 3,448,649 3,438,333 3,427,714 3,421,680 Carryover remaining fund balance- 4,187,220 - - - - - - Cost Allocation- 18,779 19,060 19,538 19,928 20,327 20,734 20,734 Total Uses of Funds2,400,023$ 7,987,220$ 3,800,000$ 3,798,206$ 3,799,103$ 3,799,102$ 3,799,103$ 3,803,589$ Ending Fund Balance Before Reserves4,187,220$ -$ -$ 1,794$ 2,691$ 3,589$ 4,486$ 897$ ReservesPay Period 27-$ -$ -$ 1,794$ 2,691$ 3,589$ 4,486$ 897$ Total Reserves-$ -$ -$ 1,794$ 2,691$ 3,589$ 4,486$ 897$ Ending Fund Balance After Reserves4,187,220$ -$ -$ -$ -$ -$ -$ -$ SUGAR SWEETENED BEVERAGE DISTRIBUTION TAX 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 25520182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance2,027,667$ 2,283,481$ 2,463,342$ 2,565,274$ 2,680,615$ 2,323,828$ 2,421,623$ 2,511,518$ Sources of FundsTelecom Phone System User Charges628,979$ 605,668$ 530,337$ 540,944$ 551,763$ 562,798$ 574,054$ 585,535$ Telecommunications Planning & Deployment- 25,000 - - - - - - Leased Fiber Maint Payments - Outside Entity8,840 6,000 - - - - - - BRAN Maintenance72,470 77,250 86,250 77,250 77,250 77,250 77,250 77,250 Interest25,366 12,622 53,381 64,132 67,015 58,096 60,541 62,788 Total Sources of Funds $ 735,655 726,540$ 669,968$ 682,326$ 696,028$ 698,144$ 711,844$ 725,573$ Uses of FundsOperating Expenses107,372$ 169,375$ 86,252$ 229,156$ 236,863$ 244,956$ 253,454$ 160,792$ City Telephone Personnel Expense113,841 122,683 118,609 130,035 133,936 134,059 138,081 142,223 Phone System Hardware/Software/Consulting155,480 6,419 49,187 13,437 61,065 14,973 17,599 622,810 Phone Device Hardware/ Software- 119,010 200,393 88,393 513,552 97,454 102,326 102,326 BRAN Maintenance (Locate & Repair Services) 64,917 77,250 86,250 77,250 77,250 77,250 77,250 77,250 Cost Allocation28,923 26,942 27,346 28,713 30,149 31,656 33,239 34,901 Total Uses of Funds $ 479,841 546,679$ 568,036$ 566,984$ 1,052,815$ 600,349$ 621,950$ 1,140,303$ Ending Fund Balance Before Reserves $ 2,283,481 2,463,342$ 2,565,274$ 2,680,615$ 2,323,828$ 2,421,623$ 2,511,518$ 2,096,788$ ReservesOperating2,279,109$ 2,459,270$ 2,560,953$ 2,676,045$ 2,319,010$ 2,416,556$ 2,506,202$ 2,096,564$ Pay Period 274,372 4,072 4,321 4,570 4,818 5,067 5,316 224 Total Reserves2,283,481$ 2,463,342$ 2,565,274$ 2,680,615$ 2,323,828$ 2,421,623$ 2,511,518$ 2,096,788$ Ending Fund Balance After Reserves $ - -$ -$ -$ -$ -$ -$ -$ TELECOMMUNICATIONS 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 25620182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance19,001$ 23,930$ 27,469$ 32,958$ 36,530$ 40,046$ 43,504$ 46,899$ Sources of FundsProperty Tax10,830$ 11,155$ 11,490$ 11,834$ 12,189$ 12,555$ 12,932$ 13,320$ Specific Ownership Tax284 645 645 645 645 645 645 664$ City of Boulder - ECO Pass Subsidy4,944 4,944 5,092 5,092 5,092 5,092 5,092 5,092 Interest on Investments59 90 90 102 113 124 135 145 Total Sources of Funds 16,117$ 16,835$ 17,318$ 17,674$ 18,041$ 18,418$ 18,805$ 19,223$ Uses of FundsRTD EcoPass Cost10,870$ 13,004$ 11,532$ 13,796$ 14,210$ 14,636$ 15,075$ 15,527$ Annual Administration Cost318 292 297 306 315 325 335 335 Total Uses of Funds 11,188$ 13,296$ 11,829$ 14,102$ 14,525$ 14,961$ 15,410$ 15,862$ Ending Fund Balance 23,930$ 27,469$ 32,958$ 36,530$ 40,046$ 43,504$ 46,899$ 50,260$ Note:EcoPass subsidy is 35% per original agreement.TRANSIT PASS GENERAL IMPROVEMENT DISTRICT (FOREST GLEN) 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 257 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 25820182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance18,694,098$ 21,871,471$ 11,054,639$ 10,471,421$ 10,129,237$ 9,697,186$ 8,671,878$ 7,650,530$ Sources of FundsSales Tax26,972,180$ 25,148,284$ 26,413,747$ 27,090,603$ 27,742,800$ 28,459,303$ 29,173,300$ 29,933,900$ Highway User's Tax3,098,438 3,345,711 3,135,149 3,260,555 3,390,977 3,526,616 3,667,681 3,814,388City-Auto Registrations220,660 280,500 280,508 283,313 286,146 289,007 291,897 294,816 County Road & Bridge333,093 256,960 339,755 346,550 353,481 360,551 367,762 375,117 St. Traffic Control & Hwy Maint. & Landscape86,928 389,508 389,508 389,508 389,508 389,508 389,508 389,508 Reimbursements167,494 150,000 175,000 150,000 150,000 150,000 150,000 150,000 External Funding1,256,867 8,152,000 567,100 1,389,369 1,312,000 2,735,831 500,000 500,000Interest on Investments267,550 93,458 458,944 261,995 261,786 253,231 242,430 216,797Assessment Revenues- 20,000- - - - - - Lease Revenue - BTV53,500 75,000 55,000 55,000 55,000 55,000 55,000 55,000Other Miscellaneous250,794 225,000 150,000 175,000 175,000 175,000 175,000 175,000Transfers from Other Funds40,749 40,750 40,750 40,750 40,750 40,750 40,750 40,750 Estimated Revenue from ATB's & Carryover- 6,831,651 - - - - - - HOP Reimbursement (RTD)1,005,462 1,416,207 1,458,693 1,502,454 1,547,528 1,593,954 1,641,772 1,691,025 Total Sources of Funds 33,753,715$ 46,425,029$ 33,464,154$ 34,945,097$ 35,704,975$ 38,028,751$ 36,695,100$ 37,636,301$ Uses of FundsOperating1.03 1.04 1.03 0.04 0.04 0.04 0.04 Transportation Planning10,936,338$ 10,386,315$ 10,825,205$ 11,149,961$ 11,484,460$ 11,828,994$ 12,183,864$ 12,549,380$ Project Management764,461 811,552 835,352 $860,413 886,225 921,674 958,541 996,883 Transportation Maintenance5,317,533 5,299,493 6,171,524 $6,356,670 6,547,370 6,743,791 6,946,105 7,154,488 Transportation Administration1,248,395 1,478,500 1,425,249 $1,468,006 1,512,047 1,557,408 1,604,130 1,652,254 Other Programs173,126 535,992 375,000 375,000 375,000 375,000 375,000 375,000 Subtotal Operating 18,439,853$ 18,511,852$ 19,632,330$ 20,210,050$ 20,805,101$ 21,426,867$ 22,067,639$ 22,728,004$ Transfers0.015 0.07 0.07 0.07 0.07 0.07 Cost Allocation1,531,040$ 1,680,476$ 1,705,683$ 1,825,081$ 1,952,837$ 2,089,535$ 2,235,803$ 2,392,309$ Forest Glen GID4,944 4,944 5,092 5,245 5,402 5,565 5,731 5,903 Parks & Recreation28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 Housing & Human Services13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 Adjustment to Base- 550,000 - - - - - - Planning & Development Services 431,666 444,616 457,954 471,693 485,844 500,419 515,432 530,895 Subtotal Transfers 2,008,650$ 2,721,036$ 2,209,730$ 2,343,019$ 2,485,083$ 2,636,519$ 2,797,966$ 2,970,107$ TRANSPORTATION 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 25920182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedTRANSPORTATION 2020 FUND FINANCIALCONTINUEDCapital Improvements Program10,127,840$ 20,897,062$ 12,205,312$ 12,734,211$ 12,846,842$ 14,990,673$ 12,850,842$ 11,523,500$ Encumbrances, Carryovers & Adjustments- 15,111,911 - - - - - - Total Uses of Funds 30,576,343$ 57,241,861$ 34,047,372$ 35,287,280$ 36,137,026$ 39,054,059$ 37,716,447$ 37,221,611$ Ending Fund Balance Before Reserves 21,871,471$ 11,054,639$ 10,471,421$ 10,129,237$ 9,697,186$ 8,671,878$ 7,650,530$ 8,065,221$ ReservesSick & Vacation Liability Reserve403,875$ 403,875$ 22,939$ 23,628$ 24,336$ 25,067$ 25,818$ 26,593$ Operating Reserve1,022,425 1,061,644 1,092,103 1,127,653 1,164,509 1,203,169 1,243,280 1,284,906 Pay Period 27 282,241 284,756 290,761 297,282 303,803 310,324 316,846 6,521 FEMA Reserve65,242 65,242 65,242 65,242 65,242 65,242 65,242 65,242 PERA Contingency- 6,765 - - - - - - Total Reserves 1,773,783$ 1,822,282$ 1,471,045$ 1,513,805$ 1,557,890$ 1,603,802$ 1,651,186$ 1,383,262$ Ending Fund Balance After Reserves 20,097,688$ 9,232,356$ 9,000,376$ 8,615,432$ 8,139,296$ 7,068,076$ 5,999,344$ 6,681,959$ City of Boulder 2020 Approved BudgetPage 260TRANSPORTATION DEVELOPMENT 2020 FUND FINANCIAL2018 2019 2020 2021 2022 2023 2024 2025Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance5,761,559$ 5,710,964$ 1,217,791$ 1,311,865$ 1,405,388$ 1,448,263$ 1,489,344$ 1,528,504$ Sources of Funds2.32.3Transportation Excise Tax309,847$ 930,400$ 889,898$ 889,898$ 889,898$ 889,898$ 889,898$ 889,898$ Transportation Impact Fee8,207 52,029 52,311 52,594 52,879 53,167 53,455 - Interest Income93,150 26,141 25,574 27,549 29,513 30,414 31,276 32,099 Reimbursements- 100,000 20,000 20,000 20,000 20,000 20,000 20,000 Total Sources of Funds 411,204$ 1,108,570$ 987,782$ 990,041$ 992,290$ 993,478$ 994,629$ 941,996$ 0 0 Uses of FundsOperating Expenditures34,988$ 36,038$ 75,625$ 77,894$ 80,231$ 82,637$ 85,117$ 87,670$ Cost Allocation4,066 9,388 9,529 9,815 10,109 10,413 10,725 11,047 Excise Tax Administration6,901 8,305 8,554 8,810 9,075 9,347 9,627 9,627 Capital Improvement Program415,844 750,000 800,000 800,000 850,000 850,000 850,000 850,000 Adjustments to Base & Carryover- 4,798,012 - - - - - - Total Uses of Funds 461,799$ 5,601,743$ 893,708$ 896,519$ 949,415$ 952,397$ 955,469$ 958,344$ Ending Fund Balance Before Reserves 5,710,964$ 1,217,791$ 1,311,865$ 1,405,388$ 1,448,263$ 1,489,344$ 1,528,504$ 1,512,157$ ReservesDesignated Reserve25,000$ 25,000$ 60,890$ 65,593$ 70,269$ 72,413$ 74,467$ 76,425$ No. Boulder Undergrounding112,860 112,860 112,860 112,860 112,860 112,860 112,860 112,860 PERA Contingency- 23 - - - - - - Pay Period 27 8,726 8,761 8,726 8,726 8,726 8,726 8,726 8,728 Total Reserves 146,586$ 146,644$ 182,476$ 187,179$ 191,855$ 193,999$ 196,053$ 198,013$ Ending Fund Balance After Reserves 5,564,378$ 1,071,147$ 1,129,389$ 1,218,208$ 1,256,408$ 1,295,345$ 1,332,451$ 1,314,143$ City of Boulder 2020 Approved BudgetPage 261UNIVERSITY HILL COMMERCIAL DISTRICT 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance922,788$ 1,049,184$ 1,122,191$ 1,048,223$ 1,018,749$ 1,018,018$ 1,071,430$ 1,115,009$ Sources of FundsProperty Tax34,336$ 35,366$ 36,427$ 37,520$ 38,646$ 39,805$ 40,999$ 42,229$ Ownership Tax1,464 1,494 1,524 1,554 1,585 1,617 1,649 1,682 Short-Term Parking Revenue116,701 117,868 119,047 120,237 121,440 122,654 123,880 125,119 Long-Term Parking Revenue48,800 49,288 49,781 50,279 50,781 51,289 51,802 52,320 Other Parking Products-Meterhoods/Tokens11,176 11,176 - - - - - - Interest and Miscellaneous10,300 22,033 26,596 26,206 25,469 25,450 26,786 27,875 General Fund Transfer to UHGID425,000 350,000 325,000 325,000 325,000 325,000 325,000 325,000 Total Sources of Funds647,777$ 587,224$ 558,374$ 560,795$ 562,921$ 565,815$ 570,117$ 574,226$ Uses of FundsPersonnel ExpensesAdministration102,724$ 111,548$ 53,790$ 55,404$ 57,066$ 58,778$ 60,541$ 62,357$ Access/Parking/Customer Service4,792 10,779 13,626 14,035 14,456 14,889 15,336 15,796 Maintenance 175,961 140,230 95,807 98,681 101,642 104,691 107,832 111,067 Subtotal Personnel283,476$ 262,557$ 163,223$ 168,120$ 173,163$ 178,358$ 183,709$ 189,220$ Operating ExpensesAccess/Parking/Customer Service103,564$ 106,671$ 96,000$ 98,880$ 101,846$ 104,902$ 108,049$ 111,290$ Asset Management (Maintenance)74,271 76,499 78,794 81,158 83,592 86,100 88,683 91,344 District Vitality Activities11,144 11,479 11,823 12,178 12,543 12,919 13,307 13,706 EcoPass Program- - 39,770 40,740 41,807 42,874 43,941 44,814 Subtotal Operating188,979$ 194,648$ 226,387$ 232,955$ 239,789$ 246,795$ 253,980$ 261,154$ Capital Improvement PlanAnnual CIP Projects-$ -$ 185,000$ 130,000$ 90,000$ 25,000$ 25,000$ 25,000$ Capital Replacement Reserve- 9,000 9,000 9,000 9,000 9,000 9,000 9,000 Subtotal Capital-$ 9,000$ 194,000$ 139,000$ 99,000$ 34,000$ 34,000$ 34,000$ TransfersCost Allocation 48,925$ 48,012$ 48,732$ 50,194$ 51,700$ 53,251$ 54,848$ 56,494$ Subtotal Transfers48,925$ 48,012$ 48,732$ 50,194$ 51,700$ 53,251$ 54,848$ 56,494$ Total Uses of Funds521,380$ 514,217$ 632,342$ 590,269$ 563,652$ 512,404$ 526,537$ 540,868$ Ending Fund Balance Before Reserves1,049,184$ 1,122,191$ 1,048,223$ 1,018,749$ 1,018,018$ 1,071,430$ 1,115,009$ 1,148,367$ ReservesOperating158,384$ 295,063$ 105,601$ 98,575$ 94,130$ 85,571$ 87,932$ 90,325$ Pay Period 27 12,456 - - - - - - - Sick/Vacation Accrual11,896 1,650 1,699 1,750 1,803 1,857 1,912 1,970 Total Reserves182,736$ 296,713$ 107,300$ 100,325$ 95,933$ 87,428$ 89,844$ 92,295$ Ending Fund Balance After Reserves866,448$ 825,477$ 940,923$ 918,424$ 922,085$ 984,001$ 1,025,165$ 1,056,072$ City of Boulder 2020 Approved BudgetPage 262WASTEWATER UTILITY 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance23,945,036$ 30,262,630$ 5,435,433$ 4,385,646$ 6,322,684$ 4,931,300$ 4,771,406$ 4,930,709$ Sources of FundsSewer Charges to General Customers21,232,937$ 21,067,023$ 21,899,171$ 22,764,922$ 23,664,137$ 24,598,870$ 25,570,526$ 26,580,561$ Projected Rate Increase - 1,053,351 1,095,701 1,138,246 1,183,207 1,229,944 1,278,526 797,417 Surcharge/ Pretreatment Fees149,798 142,353 142,353 142,353 142,353 142,353 142,353 142,353 Plant Investment Fees307,145 750,000 750,000 750,000 250,000 250,000 250,000 250,000 Connection Charges10,620 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Special Assessments- 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Federal & State Grants(13,788) - - - - - - - Interest on Investments381,282 224,823 228,288 184,197 265,553 207,115 200,399 207,090 Rent and Other Miscellaneous Revenue123,799 176,000 351,000 351,000 351,000 351,000 351,000 351,000 Bond Proceeds3,534,463 - - 24,088,463 22,442,992 - - - Total Sources of Funds25,726,257$ 23,448,550$ 24,501,512$ 49,454,182$ 48,334,242$ 26,814,281$ 27,827,804$ 28,363,421$ Uses of FundsOperatingAdministration919,619$ 1,035,185$ 1,067,936$ 1,099,974$ 1,132,973$ 1,166,963$ 1,201,971$ 1,238,031$ Planning and Project Management581,692 421,895 435,402 448,464 461,918 475,776 490,049 504,750 Wastewater Quality & Environmental Svcs- 1,238,833 1,314,571 1,354,008 1,394,628 1,436,467 1,479,561 1,523,948 System Maintenance1,958,761 1,741,544 1,730,227 1,782,134 1,835,598 1,890,666 1,947,386 2,005,807 Wastewater Treatment5,226,997 5,090,201 5,123,304 5,277,003 5,435,313 5,598,373 5,766,324 5,939,314 Subtotal Operating8,687,070$ 9,527,658$ 9,671,440$ 9,961,583$ 10,260,431$ 10,568,244$ 10,885,291$ 11,211,850$ Debt2012 Refunding of the WRRF 2005 Revenue Bond 3,162,250$ 3,154,750$ 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 Bond 691,493 675,188 671,088 671,688 671,838 671,538 669,438 673,188 Sanitary Sewer Rehabilitation Bond 2015666,952 679,531 676,131 677,631 678,931 680,581 676,781 677,681 2015 Sewer Rev Bond60,686 - - - - - - - Foothills Baseline Sewer Bond 2018- 240,945 241,306 240,880 241,268 241,063 241,190 241,181 WRRF Nutrient Compliance & Sanitary Sewer Bond 2022- - - - 2,019,869 2,019,869 2,019,869 2,019,869 Anticipated Bond - Interceptor Replacement- - - 2,167,962 2,167,962 2,167,962 2,167,962 2,167,962 Subtotal Debt Service4,581,382$ 4,750,414$ 4,730,775$ 6,882,911$ 8,907,118$ 8,909,513$ 8,903,740$ 8,908,381$ TransfersCost Allocation950,838$ 1,029,260$ 1,044,444$ 1,148,888$ 1,263,777$ 1,390,155$ 1,459,663$ 1,532,646$ Planning & Development Services305,838 315,013 350,952 361,481 372,325 383,495 395,000 406,850 Transportation - Admin Support - 16,300 16,300 16,789 17,293 17,812 18,346 18,896 Subtotal Transfers1,256,676$ 1,360,573$ 1,411,696$ 1,527,158$ 1,653,395$ 1,791,462$ 1,873,009$ 1,958,392$ City of Boulder 2020 Approved BudgetPage 263WASTEWATER UTILITY 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedCONTINUEDCapital Improvement Program4,854,842$ 9,912,767$ 9,737,389$ 5,057,028$ 6,461,690$ 5,704,957$ 6,006,461$ 6,239,260$ Projected Bond-Interceptor/Digester- - - 23,838,463 - - - - WRRF Permit Impr. and Sanitary Sewer Bond 2022- - - - 22,192,992 - - - Bond Issuance Costs28,694 200,000 - 250,000 250,000 - - - Carryover, Encumbrances and Adjustments to Base- 22,524,335 - - - - - - Total Uses of Funds19,408,663$ 48,275,747$ 25,551,300$ 47,517,144$ 49,725,626$ 26,974,175$ 27,668,501$ 28,317,882$ Ending Fund Balance Before Reserves30,262,630$ 5,435,433$ 4,385,646$ 6,322,684$ 4,931,300$ 4,771,406$ 4,930,709$ 4,976,248$ ReservesBond Reserves670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ FEMA Deobligation Reserve36,445 36,445 36,445 36,445 36,445 36,445 36,445 - Sick/Vacation/Bonus Reserve295,873 304,750 62,004 63,864 65,780 67,753 69,786 71,880 PERA Legislative Contingency- 4,859 - - - - - - Pay Period 27 226,024 226,024 226,024 226,024 226,024 226,024 226,024 27,774 Operating Reserve 2,485,936 2,722,058 2,770,784 2,872,185 2,978,456 3,089,926 3,189,575 3,292,560 Capital Reserve 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 Total Reserves4,214,418$ 4,464,274$ 4,265,396$ 4,368,657$ 4,476,844$ 4,590,288$ 4,691,969$ 4,562,353$ Ending Fund Balance After Reserves26,048,212$ 971,159$ 120,250$ 1,954,027$ 454,455$ 181,118$ 238,740$ 413,895$ City of Boulder 2020 Approved BudgetPage 264WATER UTILITY 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning of Year Fund Balance48,193,661$ 40,223,708$ 28,706,673$ 28,734,980$ 26,956,589$ $27,354,98928,302,299$ 27,939,563$ Sources of FundsSale of Water to General Cust27,667,049$ 29,312,698$ 30,895,738$ 32,564,184$ 35,284,913$ 36,842,598$ 38,106,077$ 39,412,830$ Projected Rate Increase - 2,051,889 2,162,702 3,256,418 2,117,095 1,842,130 1,905,304 1,970,641 Bulk/Irrigation Water Sales416,046 143,050 143,050 143,050 143,050 143,050 143,050 143,050 Hydroelectric Revenue1,539,027 1,700,000 1,700,000 1,750,850 1,803,226 1,857,172 1,912,737 1,969,970 Miscellaneous Operating Revenues - 30,000 30,000 30,000 30,000 30,000 30,000 30,000 Plant Investment Fees1,327,485 3,000,000 2,000,000 2,000,000 1,800,000 1,800,000 1,600,000 1,600,000 Connection Charges277,987 130,000 130,000 130,000 130,000 130,000 130,000 130,000 Federal, State, County Grants(123,339) - - - - - - - Interest on Investments744,105 367,220 574,133 574,700 808,698 820,650 849,069 838,187 Rent, assessments and other misc revenues350,736 20,500 20,500 20,500 20,500 20,500 20,500 20,500 Transfer from General Fund - Fire Training Center92,785 92,785 92,785 92,785 92,785 92,785 - - Projected Bond Proceeds35,241,874 - - - 39,889,385 - - 17,013,401 Total Sources of Funds67,533,754$ 36,848,142$ 37,748,909$ 40,562,487$ 82,119,650$ 43,578,884$ 44,696,737$ 63,128,579$ Uses of FundsOperatingAdministration1,502,070$ 1,601,450$ 1,647,034$ 1,696,445$ 1,747,338$ 1,799,759$ 1,853,751$ 1,909,364$ Planning and Project Management543,795 571,737 602,122 620,186 638,791 657,955 677,694 698,024 Water Resources and Hydroelectric Operations3,138,731 2,981,972 3,043,741 3,135,053 3,229,105 3,325,978 3,425,757 3,528,530 Water Treatment4,640,304 4,899,396 5,055,167 5,206,822 5,363,027 5,523,917 5,689,635 5,860,324 Water Quality and Environmental Svcs1,175,095 1,451,605 1,439,542 1,482,728 1,527,210 1,573,026 1,620,217 1,668,824 System Maintenance3,370,704 3,407,594 3,437,263 3,540,381 3,646,592 3,755,990 3,868,670 3,984,730 Windy Gap Payment614,839 615,000 1,307,000 1,346,210 200,000 206,000 212,180 218,545 Subtotal Operating14,985,539$ 15,528,754$ 16,531,869$ 17,027,825$ 16,352,064$ 16,842,625$ 17,347,904$ 17,868,341$ DebtRefunding of the 1999 and 2000 Revenue Bonds 2,524,650$ 1,379,656$ -$ -$ -$ -$ -$ -$ Lakewood 2001 Rev Bond; Refunded in 20122,072,083 2,087,000 2,087,800 2,095,600 - - - - Betasso WTP Improvements - 20152,257,723 2,255,681 2,260,681 2,259,981 2,258,681 2,256,781 2,259,281 2,256,081 Carter Lake Pipeline - 2018- 2,402,570 2,406,044 2,401,909 2,405,771 2,403,726 2,405,999 2,404,908 Projected Bond - Barker/Albian Dam - 2022- - - - 3,590,045 3,590,045 3,590,045 3,590,045 Projected Bond - Green Lake 2/WTP Imp- - - - - - - 1,616,273 Subtotal Debt Service6,854,456$ 8,124,907$ 6,754,525$ 6,757,490$ 8,254,497$ 8,250,552$ 8,255,325$ 9,867,307$ TransfersCost Allocation1,563,038$ 1,692,757$ 1,717,381$ 1,889,119$ 2,078,031$ 2,285,834$ 2,514,418$ 2,765,859$ Planning & Development Services308,419 317,672 353,690 364,301 375,230 386,487 398,081 410,024 Transportation - Admin Support 16,300 16,300 16,300 16,789 17,293 17,811 18,346 18,896 Subtotal Transfers1,887,757$ 2,026,729$ 2,087,371$ 2,270,209$ 2,470,554$ 2,690,132$ 2,930,845$ 3,194,779$ City of Boulder 2020 Approved BudgetPage 265WATER UTILITY 2020 FUND FINANCIAL20182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedCONTINUEDCapital7,697,731$ 10,189,756$ 12,346,837$ 16,285,354$ 14,754,752$ 14,848,265$ 16,525,399$ 16,344,191$ Projected Bond - Betasso WTP IMP8,836,291 - - - - - - - 2018 Bond - NCWCD Conveyance Line34,900,000 - - - - - - - Projected Bond - Barke r& Albian Dams; WTP Imp- - - - 39,489,385 - - - Projected Bond - Green Lake 2 Dam & WTP Imp- - - - - - - 16,863,401 Projected Bond - Issuance Costs341,933.72 - - - 400,000 - - 150,000 Encumbrances, Carryover and Adjustments to Base- 12,495,031 - - - - - - Total Uses of Funds75,503,708$ 48,365,177$ 37,720,602$ 42,340,878$ 81,721,250$ 42,631,574$ 45,059,473$ 64,288,019$ Ending Fund Balance Before Reserves40,223,708$ 28,706,673$ 28,734,980$ 26,956,589$ 27,354,989$ 28,302,299$ 27,939,563$ 26,780,123$ ReservesBond Reserve2,081,429$ 2,081,429$ 2,081,429$ 2,081,429$ -$ -$ -$ -$ Lakewood Pipeline Remediation Reserve16,919,884 17,385,876 17,851,867 15,400,000 15,400,000 15,400,000 15,400,000 15,400,000 Carter Lake Pipeline Reserve1,530,697 1,530,697 1,530,697 1,530,697 1,530,697 1,530,697 1,530,697 1,530,697 FEMA Deobligation Reserve87,951 87,951 87,951 87,951 87,951 87,951 87,951 87,951 Sick/Vacation/Bonus Reserve601,981 620,041 65,040 66,991 69,001 71,071 73,203 75,399 PERA Legislative Contingency- 6,933 - - - - - - Pay Period 27 Reserve286,357 287,303 288,249 289,195 290,141 291,087 292,033 317,033 Operating Reserve 4,218,324 4,388,871 4,654,810 4,824,508 4,705,654 4,883,189 5,069,687 5,265,780 Capital Reserve 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Total Reserves27,726,624$ 28,389,100$ 28,560,043$ 26,280,772$ 24,083,444$ 24,263,995$ 24,453,571$ 24,676,860$ Ending Fund Balance After Reserves12,497,085$ 317,574$ 174,937$ 675,817$ 3,271,545$ 4,038,304$ 3,485,992$ 2,103,262$ City of Boulder 2020 Approved BudgetPage 26620182019202020212022202320242025ActualRevisedApprovedProjectedProjectedProjectedProjectedProjectedBeginning Fund Balance2,215,770$ 3,106,760$ 2,619,078$ 2,900,169$ 3,152,237$ 3,346,313$ 3,544,905$ 3,595,038$ 18.00 Sources of Funds0.2628099460.0300000730.030.030.030.030.030.03Charges to Departments 2,320,532$ 2,227,208$ 2,393,322$ 2,465,122$ 2,539,075$ 2,690,248$ 2,770,955$ 2,854,084$ Interest Earnings37,456 22,395 29,823 30,121 30,422 30,726 31,034 31,344 Insurance Proceeds3,412 19,979 10,038 10,138 10,240 10,342 10,445 10,550 Total Sources of Funds2,361,400$ 2,269,582$ 2,433,182$ 2,505,381$ 2,579,737$ 2,731,316$ 2,812,434$ 2,895,977$ Uses of FundsInsurance Premiums & Consultations110,652$ 322,142$ 202,479$ 210,578$ 219,001$ 227,761$ 236,872$ 246,347$ 3rd Party Claims Administration1,032,901 2,103,611 1,616,447 1,700,324 1,814,727 1,944,815 2,155,227 2,047,466 Program Administration 281,063 282,178 258,093 265,836 273,811 282,025 290,486 299,201 Cost Allocation45,794 49,333 50,073 51,575 53,122 53,122 54,716 56,358 Risk Prevention Programs- - 25,000 25,000 25,000 25,000 25,000 25,000 Total Uses of Funds1,470,410$ 2,757,264$ 2,152,092$ 2,253,313$ 2,385,662$ 2,532,723$ 2,762,301$ 2,674,370$ 1,470,410.00 Ending Fund Balance Before Reserves 3,106,760$ 2,619,078$ 2,900,169$ 3,152,237$ 3,346,313$ 3,544,905$ $ 3,595,038 3,816,645$ 18 Reserves0.0596937340.2123469980.020.020.020.020.02Year-end Estimated Liabilities2,306,423$ 2,444,102$ 2,796,185$ 3,006,257$ 3,240,521$ 3,490,246$ 3,315,734$ 3,149,947$ Pay Period 27 Reserve12,981 10,980 10,980 10,980 10,980 10,980 10,980 1,401 Total Reserves2,319,404$ 2,455,082$ 2,807,165$ 3,017,237$ 3,251,501$ 3,501,226$ 3,326,714$ 3,151,348$ Ending Fund Balance After Reserves787,356$ 163,996$ 93,004$ 135,000$ 94,812$ 43,679$ 268,324$ 665,297$ WORKERS' COMPENSATION INSURANCE 2020 FUND FINANCIAL City of Boulder 2020 Approved BudgetPage 267 Appendix Budget Terms............................................................................................................................................268 Fund Definitions........................................................................................................................................271 • Governmental Funds.....................................................................................................................................................271 • Proprietary Funds............................................................................................................................................................272 • Fiduciary Funds.................................................................................................................................................................273 Codified Fees, Rates, & Charges.........................................................................................................275 • Climate Initiatives............................................................................................................................................................276 • Community Vitality..........................................................................................................................................................277 • Finance - Tax & License...............................................................................................................................................278 • Fire-Rescue.........................................................................................................................................................................280 • Public Works - Development Services.............................................................................................................282 • Public Works - Utilities..................................................................................................................................................284 Budget Policies.........................................................................................................................................286 • Financial & Management Policies.....................................................................................................................286 • Reserve Targets...............................................................................................................................................................293 Debt Service..............................................................................................................................................295 Budget Appropriation Ordinance.......................................................................................................301 City of Boulder 2020 Approved BudgetPage 268 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. EXCISE TAX - Indirect tax on the manufacture, sale, or use of certain goods and/or products. Budget Terms City of Boulder 2020 Approved BudgetPage 269 Budget Terms 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. PERSONNEL SERVICES - This category includes salary and benefits for standard and temporary employees. It also includes budgeted overtime. City of Boulder 2020 Approved BudgetPage 270 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 2020 Approved BudgetPage 271 Fund Definitions 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. 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 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. City of Boulder 2020 Approved BudgetPage 272 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 residents with low-income 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 dedicated property tax for the acquisition of park land or permanent improvements of park and recreation facilities. PROPRIETARY FUNDS ENTERPRISE FUNDS - Established to finance and account for the acquisition, operation, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. All activities necessary to provide such services are accounted for in these funds, including, but not limited to, administration, operations, maintenance, financing and related debt service, and billing collections. The City of Boulder has the following Enterprise Funds: Boulder Junction Access (GID) - Parking Fund accounts for dedicated property tax and fees to fund programs to meet the parking facilities and service goals. Downtown Commercial District Fund (formerly CAGID) accounts for dedicated property tax and fees for the maintenance and operations of parking facilities and services to the district. Fund Definitions City of Boulder 2020 Approved BudgetPage 273 Fund Definitions Stormwater/Flood Management Utility Fund accounts for user fees and plant investment fees to support the acquisition, operation, and maintenance of stormwater and flood management facilities. University Hill Commercial District Fund (formerly UHGID) accounts for dedicated property tax and fees for the maintenance and operations of parking facilities and services to the district. Wastewater Utility Fund accounts for user fees and plant investment fees to support the acquisition, operation, and maintenance of wastewater facilities. Water Utility Fund accounts for user fees and plant investment fees to support the acquisition, operation, and maintenance of water facilities. INTERNAL SERVICE FUNDS - Established to finance and account for services and/or commodities required by other funds. The City of Boulder has the following Internal Service Funds: Compensated Absences Fund accounts for a transfer from the General Fund for allowable payments (typically outstanding vacation accrual) to employees existing the organization. Computer Replacement Fund accounts for internal department transfers for the costs of acquiring and maintaining computer equipment used by other city departments. 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. Property & Casualty Insurance Fund accounts for internal department transfers and facilitates the monitoring of the city’s self- insured property & casualty insurance plan. Telecommunications Fund accounts for internal department transfers for the costs of operating, acquiring, and maintaining telecommunications equipment used by all city departments. Workers’ Compensation Insurance Fund accounts for internal department transfers and facilitates the monitoring of the city’s self-insured workers compensation plan. FIDUCIARY FUNDS PENSION TRUST FUNDS - Accounts for the accumulation of resources to be used for retirement annuity payments at appropriate amounts and times in the future. Resources are contributed by employees and the City of Boulder at amounts determined by biennial actuarial studies and by state law. Fire Pension Fund accounts for retirement annuity payments for the City of Boulder’s firefighters. Police Pension Fund accounts for retirement annuity payments for the City of Boulder’s police officers. City of Boulder 2020 Approved BudgetPage 274 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 275 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. No different from households or private enterprise, 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 Public Works - Development Services Public Works - Utilities The information in this section includes what the city charges in 2019, adopted 2020 fees, and the % change in the fees, which are effective January 1, 2020 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 2020 Approved BudgetPage 276 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 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. Codified Fees, Rates, & Charges CLIMATE INITIATIVES FEES, RATES, & CHARGES 2019 Approved 2020 Approved Units Percent Change B.R.C. Section Energy Impact Offset Fee Annual fee of $0.0207 per kWh per license 10,000.00$ 10,000.00$ per year 0.0%4-20-67 FEE PAID BY TYPICAL APPLICANTS 2019 Approved 2020 Approved Percent Change Climate Initiatives Energy Impact Offset Fee 400,000$ 400,000$ 0.0% Total 400,000$ 400,000$ 0.0% DEPARTMENT REVENUE IMPACT City of Boulder 2020 Approved BudgetPage 277 COMMUNITY VITALITY FEES, RATES, & CHARGES Codified 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 adjust long-term parking rates for the Downtown Commercial District (CAGID) and University Hill Commercial District (UHGID) to align with demand. These rate changes also help CAGID and UHGID keep pace with rising expenses. For 2020, Downtown garage permits will rise 2.2%, or $10 per quarter. This reflects an adjusted rate based on CPI. Although the market would likely support a larger increase, a comprehensive parking pricing strategy will be developed in 2020-2021. University Hill permit costs will not change. FEE PAID BY TYPICAL BUSINESS / INDIVIDUAL 2019 Approved 2020 Approved Units Percent Change B.R.C. Section Long-Term Parking Permit Fees Downtown Garages 455.00$ 465.00$ per quarter 2.2% Downtown Surface Lots 265.00 270.00 per quarter 1.9% Mall Permits/Fees Mobile Vending Carts 2,344.00$ 2,370.00$ per year 1.1% 4-20-11 Ambulatory Vendor Permit (May-Sep)117.00 120.00 per month 2.6% 4-20-11 Ambulatory Vendor Permit (Oct-Apr)58.50 60.00 per month 2.6% 4-20-11 Electricity Event Fee 20.50 21.00 per day 2.4% 4-20-11 Entertainment Vending Permit 16.50 17.00 per month 3.0% 4-20-11 Personal Services Vending Permit (May-Sep)117.00 120.00 per month 2.6% 4-20-11 Personal Services Vending Permit (Oct-Apr)58.50 60.00 per month 2.6% 4-20-11 2019 Approved 2020 Approved Percent Change Community Vitality Mobile Vending Carts 30,472$ 30,807$ 1.1% Ambulatory/Personal Service Permit 4,220 4,330 2.6% Electricity Event Fee 526 538 2.4% Entertainment Vending Permit 106 109 3.0% Personal Services Vending Permit 1,539 1,579 2.6% Downtown garage long term parking permit 3,914,820 4,000,946 2.2% Downtown lot long term parking permit 268,180 273,275 1.9% Total 4,219,864$ 4,319,232$ 2.35% DEPARTMENT REVENUE IMPACT City of Boulder 2020 Approved BudgetPage 278 Codified Fees, Rates, & Charges FINANCE - TAX & LICENSE The Finance Department charges a fee for the following five city licenses: Auction Licenses; Circus, Carnival and Menagerie Licenses; Itinerant Merchant Licenses; Secondhand Dealer and Pawnbroker Licenses; and Mobile Food Vehicle Sales Licenses. In 2020, all license fees are set to increase by the amount of the CPI, rounded up to the nearest whole dollar. However, in 2020, due to other changes to the Boulder Revised Code Secondhand Dealer and Pawnbroker License Code, City Licensing recommends reducing the Pawnbroker License Fee to match the lower priced Secondhand Dealer License Fee. City Licensing has taken on the state’s portion of review for local Special Event Liquor Permit processing. For the five city licenses, City Licensing has added a new fee to complete required background checks, 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 online background check through the Colorado Bureau of Investigation (CBI) to review for criminal history. 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. License Application Trends: Mobile Food Vehicle (MFV) Licenses again increased in 2019, from 70 licenses in 2018 up to 82 as of August 2019. City Licensing is currently working on a City Manager Rule to make MFV Licenses valid until March 1 of any given year to better accommodate licensees for Health Department and Fire Department inspections. The City Manager Rule will also set the calculation for proration of license fees. Secondhand Dealer and Pawnbroker License Code will be heading to City Council, in coordination with the Boulder Police Department, for some much needed updating as to electronic submission of seller information for used goods. Sales and Use Tax/Business License Applications also increased in 2019 due to special event vendor licensing, short term rentals, and licensing of previously unlicensed businesses. Special Event Liquor Permits for nonprofits and temporary modifications for events again broke the 200+ mark this year. The City of Boulder currently has 258 active Liquor Licenses and has spent extensive time in 2019 processing permanent modifications for Fermented Malt Beverage Licensed locations, which may now sell full strength beer. As of August 2019, there are 89 Marijuana Business Licenses and 11 License Transfer Applications being processed. City Licensing anticipates a new city board, the Marijuana Licensing Authority, will be appointed to review policy and eventually applications in late 2019 or 2020. City of Boulder 2020 Approved BudgetPage 279 Codified Fees, Rates, & Charges FINANCE - TAX & LICENSE DIVISION FEES, RATES & CHARGES 2019 Approved 2020 Approved Units Percent Change B.R.C. Section Auctioneer License Fee Annual fee with license issued each event 88.00$ 91.00$ per year 3.4%4-20-3 Total including background checks1 102.00 105.00 per year 2.9%4-20-3 Circus, Carnival, & Menagerie License Fee Cost per event day 458.00$ 470.00$ per day 2.6%4-20-5 Itinerant Merchant License Fee Annual license fee 60.00$ 62.00$ per year 3.3%4-20-10 Total including background checks2 102.00 104.00 per year 2.0%4-20-10 Secondhand Dealer & Pawnbroker License Fee Secondhand Calendar/Renewal 122.00$ 125.00$ per year 2.5%4-20-17 Total including background checks2 164.00 167.00 per year 1.8%4-20-17 Pawn Calendar/Renewal3 2,291.00 125.00 per year -94.5%4-20-17 Total including background checks2 2,333.00 167.00 per year -92.8%4-20-17 Mobile Food Vehicle License fees MFV License fee 255.00$ 262.00$ per year 2.7%4-20-66 MFV Renewal fee 255.00 262.00 per year 2.7%4-20-66 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 $7 each for a typical license. FEE PAID BY TYPICAL APPLICANTS 3City of Boulder will align definitions of pawnbroker and secondhand dealers with state definitions in 2020. As a result, will match pawnbroker to secondhand fees in 2020. 2019 Approved 2020 Approved Percent Change Finance - Tax and License Auctioneer License Fees 204$ 210$ 2.9% Circus, Carnival, & Menagerie License Fee 2,748 940 -65.8% Itinerant Merchant License Fee 612 832 35.9% Second Hand Dealer/ Pawnbroker License Fee 3,444 3,340 -3.0% Mobile Food Vehicle License/Renewal Fees 16,575 21,484 29.6% Total 23,583$ 26,806$ -2.6% DEPARTMENT REVENUE IMPACT City of Boulder 2020 Approved BudgetPage 280 Codified Fees, Rates, & Charges 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 or every other year. An example would be an offce building, which is considered low risk and would be inspected every other year. 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 2012 International Fire Code (IFC). The city is expecting to adopt the updated 2018 IFC in early 2020. 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 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 trip 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. City of Boulder 2020 Approved BudgetPage 281 Codified Fees, Rates, & Charges FIRE-RESCUE FEES, RATES, & CHARGES 2019 Approved 2020 Approved Units Percent Change B.R.C. Section Combustible Liquid Permit Flammable and Combustible Liquid - Regular 30.00$ 30.00$ per permit 0.0%4-20-52 Flammable and Combustible Liquid - Special 35.00 35.00 per permit 0.0%4-20-52 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 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 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 Notes: 1Re-inspection fees are being revised to be consistent with other building permit re-inspection fees. FEE PAID BY TYPICAL APPLICANTS 2019 Approved 2020 Approved Percent Change Combustible Liquid Permits 1,625$ 1,825$ 12.3% Commercial/Business Inspections 3,000 3,250 8.3% Fire Protection System Inspections 4,050 4,350 7.4% False Alarm Fees 5,250 5,600 6.7% Total 13,925$ 15,025$ 7.9% DEPARTMENT REVENUE IMPACT City of Boulder 2020 Approved BudgetPage 282 Codified Fees, Rates, & Charges PUBLIC WORKS - 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 2019, the city adjusted each impact fee and the residential transportation excise tax by an inflationary factor (Engineering News Record cost index for all impact fees and the Consumer Price Index (CPI) for the excise tax). 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. There were three key changes: • Fees will be increasing over the next three years (2019 – 2021) for non-residential development; • Qualified nonprofits are eligible for reduced rates beginning in 2019; and • Developments that propose affordable commercial space are eligible for reduced rates beginning in 2019. Starting on January 1, 2019, impact fees for affordable housing will increase and the rate changes will be phased in over three years (see table below). 2019 Approved 2020 Approved 2021 Proposed Nonresidential Uses Retail / Restaurant 12.18$ 16.16$ 20.00$ Office 18.27 24.14 30.00 Hospital 12.18 16.08 20.00 Institutional 6.90 8.05 10.00 Warehousing 6.90 8.05 10.00 Light Industrial 10.66 14.08 17.50 IMPACT FEE RATES PER SQUARE FOOT OF NONRESIDENTIAL FLOOR AREA City of Boulder 2020 Approved BudgetPage 283 Codified Fees, Rates, & Charges PUBLIC WORKS - DEVELOPMENT SERVICES FEES, RATES, & CHARGES 2019 Approved 2020 Approved Units Percent Change B.R.C. Section Single Family Residential (3,000 sq. ft) Capital Facility Impact Fees 10,030.00$ 10,171.00$ per application 1.4%4-20-62 Transportation Excise Taxes 3,731.73 3,833.64 per application 2.7%3-8-3 Multifamily Residential (10 units) Capital Facility Impact Fees 65,955.00$ 66,890.00$ per application 1.4%4-20-62 Transportation Excise Taxes 27,074.30 27,813.70 per application 2.7%3-8-3 Non-residential (7,500 sq. ft. retail) Capital Facility Impact Fees1 17,475.00$ 17,700.00$ per application 1.3%4-20-62 Affordable Housing Linkage Fee 91,350.00 120,675.00 per application 32.1%4-20-62 Transportation Excise Taxes2 18,600.00 18,600.00 per application 0.0%3-8-3 Leases for Point-to-Point Telecommunications Conduit Crossings 17.67$ 17.67$ per lineal foot 0.0%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 difference between the non-residential and residential Capital Facility Impact (CFI) fee 'Percentage Change' is due to rounding. 2The 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 2019 Approved 2020 Approved Percent Change Public Works - Development and Support Services Capital Facility Impact Fees 1,464,653$ 558,866$ -61.8% Affordable Housing Linkage Fee 500,000 565,132 13.0% Transportation Excise Taxes 930,400 837,587 -10.0% Transportation Impact Fee 100,682 52,311 -48.0% Leases for Point-to-Point Telecommunications Conduit Crossings 1,610 - -100.0% Total 2,997,345$ 2,013,896$ -32.8% DEPARTMENT REVENUE IMPACT City of Boulder 2020 Approved BudgetPage 284 Codified Fees, Rates, & Charges PUBLIC WORKS - UTILITIES Utility Rate, Specific Service Charges, & 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% 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 inch meter, 412,000 gallons of annual consumption, and 7,000 square feet of impervious area; and • Inside City Commercial - Hotel with a 3 inch meter, 3,200,000 gallons of annual consumption, and 153,000 square feet of impervious area. 2019 Approved 2020 Approved Units Percent Change B.R.C. Section Water Utility Bill Residential Use 39.01$ 41.74 per month 7.0%4-20-25 Commercial Use - Restaurant 141.24 151.13 per month 7.0%4-20-25 Commercial Use - Hotel 1,334.29 1,427.69 per month 7.0%4-20-25 Wastewater Utility Bill Residential Use 35.65$ 37.43 per month 5.0%4-20-28 Commercial Use - Restaurant 224.70 235.94 per month 5.0%4-20-28 Commercial Use - Hotel 1,783.95 1,873.15 per month 5.0%4-20-28 Stormwater/Flood Management Utility Bill Residential Use 16.39$ 17.54 per month 7.0%4-20-45 Commercial Use - Restaurant 44.10 47.19 per month 7.0%4-20-45 Commercial Use - Hotel 918.75 983.06 per month 7.0%4-20-45 UTILITY BILL FOR TYPICAL ACCOUNT City of Boulder 2020 Approved BudgetPage 285 Codified Fees, Rates, & Charges PUBLIC WORKS - 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 in 2020. PUBLIC WORKS - UTILITIES FEES, RATES, & CHARGES 2019 Approved 2020 Approved Units Percent Change B.R.C. Section Utility Specific Service Charges Meter Installation - 3/4 inch meter 665.00$ 599.00$ per occurrence -9.9%4-20-23 Meter Installation - 2 inch meter 3,112.00 2,831.00 per occurrence -9.0%4-20-23 Water Tap Fee - 3/4 inch tap 273.00 280.00 per occurrence 2.6%4-20-23 Water Tap Fee - 2 inch tap 700.00 688.00 per occurrence -1.7%4-20-23 Wastewater Tap Fee - 4 inch tap 188.00 189.00 per occurrence 0.5%4-20-27 CHARGE FOR TYPICAL CUSTOMER 2019 Approved 2020 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 1.4%4-20-26 Single Family Residential Indoor 10,935.67 11,088.77 single unit dwelling 1.4%4-20-26 Wastewater Plant Investment Fee (PIF)4,266.00$ 4,325.72$ single unit dwelling 1.4%4-20-29 Stormwater / Flood Management Plant Investment Fee (PIF)2.29$ 2.32$ per sq. ft. impervious area 1.4%4-20-46 PLANT INVESTMENT FEES DEPARTMENT REVENUE IMPACT 2019 Approved 2020 Approved Percent Change Public Works - Utilities Water Utility Rates 31,256,587$ 32,950,440$ 5.4% Wastewater Utility Rates 22,120,374 22,194,229 0.3% Stormwater / Flood Management Utility Rates 12,178,992 13,057,585 7.2% Water Utility Specific Service Charges 251,050 251,050 0.0% Wastewater Utility Specific Service Charges 10,000 10,000 0.0% Total 65,817,003$ 68,463,304$ 4.0% City of Boulder 2020 Approved BudgetPage 286 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 2020 Approved BudgetPage 287 1.5 Budget Process (Continued) • 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 are available to City of Boulder residents only. The basis for determining financial need will be 50% of the average median income (AMI) for Boulder County. 2.3 Utility Charges • Adopted rate increases to monthly user fees are developed using a cost-of-service methodology which includes the following: • Determination of the Utility’s revenue requirements for operations, maintenance and capital construction; • Ability of the Utility to maintain adequate reserves and meet debt service coverage requirements; • Analysis of customer demands and usage characteristics; • Allocation of revenue requirements to customer service characteristics; and • Development and design of rate schedules. • Other charges for specific services are designed to recover costs and follow the Citywide Pricing Policy Guidelines, adopted by council in 1994. • Plant Investment Fees, one-time charges to customers connecting to the utility system, are based on the replacement value of the utility assets and are reviewed every 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”). • 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. Budget Policies City of Boulder 2020 Approved BudgetPage 288 Budget Policies 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. • 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. City of Boulder 2020 Approved BudgetPage 289 Budget Policies 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. • 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. City of Boulder 2020 Approved BudgetPage 290 Budget Policies 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. 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. City of Boulder 2020 Approved BudgetPage 291 Budget Policies 6.1 Policy Statements (Continued) • 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. 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. City of Boulder 2020 Approved BudgetPage 292 Budget Policies 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. City of Boulder 2020 Approved BudgetPage 293 Budget Policies Purpose Current Reserve Target 2020 Projected Amount Reserve Target Met (Yes/No) Percent of Reserve 144,728,580 Reserve is to provide a cushion for revenue shortfalls, emergencies, and for expenditure opportunities. Based upon ongoing expenditures less grants: proposed goal is to have a 19% reserve with 20% by 2020. Note: City Council decreased reserve goal to 19.5% for 2020. 28,213,717 Yes 19.5% 6,633,818 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. Established 15% reserve of Fund's operating budget (including transfers) in 2018. 995,073 Yes 15% 2,155,887 This is an unappropriated reserve for operating, capital emergencies, and revenue shortfalls. 5% of Fund's beginning balance. 107,794 Yes 5% 605,416 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls.10% of Fund’s operating budget.60,542 Yes 10% 316,989 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls.16.7% of Fund’s total uses.52,937 Yes 16.7% 19,672 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 2,104,085 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 7,815,914 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.1,305,258 Yes 16.7% 1,320,756 Reserve was established to cover emergencies. Current reserve policy designates 10% of annual Library property revenues for emergencies. 132,235 Yes 10% 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 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 Emergency/ Stabilization Uses of Funds per Reserve Target LIBRARY Uses of Funds per Reserve Target Emergency/ Stabilization City of Boulder 2020 Approved BudgetPage 294 Budget Policies Purpose Current Reserve Target 2020 Projected Amount Reserve Target Met (Yes/No) Percent of ReserveCategory RESERVE TARGETS 24,052,295 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. 4,810,459 Yes 20% 8,894,062 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. 889,406 Yes 10% 11,647,328 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. 1,164,733 Yes 10% 5,947,437 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).1,486,859 Yes 25% 21,842,060 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. Reserve is set at 5% of Fund's operating budget.1,092,103 Yes 5% 1,217,791 This is an unappropriated reserve for operating and capital emergencies and revenue shortfalls. 5% of Fund's beginning balance.60,890 Yes 5% 632,342 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.105,601 Yes 16.7% 11,083,136 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).2,770,784 Yes 25% 18,619,240 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).4,654,810 Yes 25% OPEN SPACE 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 Emergency/ Stabilization Uses of Funds per Reserve Target Emergency/ Stabilization Uses of Funds per Reserve Target PLANNING AND DEVELOPMENT SERVICES 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 City of Boulder 2020 Approved BudgetPage 295 Debt Service DEBT POLICY As stated in the Citywide Financial and Management Policies section, 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, interfund loans, equipment leases (with the exception of vehicles), 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, 2018. The Combined Schedule of Long-Term Debt Payable and the current debt schedules by fund for 2019-2025 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 Payable 14,087$ 3,968$ 18,055$ Pension Bonds Payable 6,271 - 6,271 Revenue Bonds payable - 133,646 133,646 Capital Improvement Bonds 36,048 - 36,048 Certificates of Participation 37,165 - 37,165 Lease Purchase Revenue Notes Payable 9,804 - 9,804 Notes Payable 2,510 - 2,510 Promissory Notes - 791 791 Capital Lease Purchase Agreements 6,926 - 6,926 Subtotal 112,811$ 138,405$ 251,216$ Compensated Absences 10,747$ 978$ 11,725$ Estimated Claims Payable-Risk Mgmt 3,761 - 3,761 Total 127,319$ 139,383$ 266,702$ SUMMARY OF OUTSTANDING DEBT (in $1,000s) City of Boulder 2020 Approved BudgetPage 296 Debt Service 2019 2020 2021 2022 2023 2024 2025ActualApprovedProjectedProjectedProjectedProjectedProjected Bonds Principal 280$ 290$ 300$ 310$ 320$ 335$ 345$ Interest 143 134 124 114 101 88 75 Subtotal 423$ 424$ 424$ 424$ 421$ 423$ 420$ Principal 410$ 425$ 440$ 460$ 480$ 500$ 520$ Interest 278 262 245 227 209 189 167 Subtotal 688$ 687$ 685$ 687$ 689$ 689$ 687$ Principal 2,000$ 2,080$ 2,165$ 2,250$ 2,340$ 2,435$ 2,530$ Interest 1,331 1,251 1,168 1,081 991 897 800 Subtotal 3,331$ 3,331$ 3,333$ 3,331$ 3,331$ 3,332$ 3,330$ Principal 501$ 532$ 565$ 599$ 313$ -$ -$ Interest 140 109 76 42 7 - - Subtotal 641$ 641$ 641$ 641$ 320$ -$ -$ Total 5,083$ 5,083$ 5,083$ 5,083$ 4,761$ 4,444$ 4,437$ Note Principal 1,933$ 1,993$ 2,055$ 2,119$ -$ -$ -$ Interest 222 190 128 65 - - - Subtotal 2,155$ 2,183$ 2,183$ 2,184$ -$ -$ -$ Total 2,155$ 2,183$ 2,183$ 2,184$ -$ -$ -$ Bonds Principal 1,945$ -$ -$ -$ -$ -$ -$ Interest 80 - - - - - - Subtotal 2,025$ -$ -$ -$ -$ -$ -$ Principal 440$ 445$ 455$ 460$ 470$ 480$ 495$ Interest 216 207 198 189 179 168 158 Subtotal 656$ 652$ 653$ 649$ 649$ 648$ 653$ Total 2,681$ 652$ 653$ 649$ 649$ 648$ 653$ Open Space Acquisition Bonds Series 2006 - final payment occurs in 2019 Fund/Debt Issues 2019-2025 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 - Capital Improvement Projects - Bonds Series 2012 - final payment occurs in 2031 Taxable Pension Obligation - Bonds Series 2010 - final payment occurs in 2030 General Obligation Waste - Reduction Bonds, Series 2009 - final payment occurs in 2029 Open Space Acquisition Bonds Series 2014 - final payment occurs in 2034 City of Boulder 2020 Approved BudgetPage 297 Debt Service 2019 2020 2021 2022 2023 2024 2025 Actual Approved Projected Projected Projected Projected ProjectedFund/Debt Issues 2019-2025 DEBT SERVICE (in $1,000s) Bonds Principal 1,325$ -$ -$ -$ -$ -$ -$ Interest 55 - - - - - - Subtotal 1,380$ -$ -$ -$ -$ -$ -$ Water and Sewer Revenue Refunding Bonds - Series 2011 - final payment occurs in 2021Principal1,855$ 1,930$ 2,015$ -$ -$ -$ -$ Interest 232 158 81 - - - - Subtotal 2,087$ 2,088$ 2,096$ -$ -$ -$ -$ Principal 1,500$ 1,535$ 1,565$ 1,595$ 1,625$ 1,660$ 1,690$ Interest 756 726 695 664 632 599 566 Subtotal 2,256$ 2,261$ 2,260$ 2,259$ 2,257$ 2,259$ 2,256$ Principal 831$ 1,350$ 1,386$ 1,431$ 1,472$ 1,518$ 1,563$ Interest 1,571 1,056 1,016 974 931 887 842 Subtotal 2,402$ 2,406$ 2,402$ 2,405$ 2,403$ 2,405$ 2,405$ Total 8,125$ 6,755$ 6,758$ 4,664$ 4,660$ 4,664$ 4,661$ Bonds Principal 470$ 480$ 495$ 510$ 525$ 540$ 560$ Interest 205 191 177 162 147 131 115 Subtotal 675$ 671$ 672$ 672$ 672$ 671$ 675$ Principal 2,250$ 2,350$ 2,450$ 2,575$ 2,705$ 2,820$ 2,945$ Interest 905 792 675 552 423 288 147 Subtotal 3,155$ 3,142$ 3,125$ 3,127$ 3,128$ 3,108$ 3,092$ Principal 420$ 425$ 435$ 445$ 460$ 470$ 485$ Interest 260 251 242 234 221 207 193 Subtotal 680$ 676$ 677$ 679$ 681$ 677$ 678$ Principal 83$ 135$ 139$ 143$ 148$ 152$ 157$ Interest 158 106 102 98 93 89 84 Subtotal 241$ 241$ 241$ 241$ 241$ 241$ 241$ Total 4,751$ 4,730$ 4,715$ 4,719$ 4,722$ 4,697$ 4,686$ Bonds Principal 980$ 1,010$ 1,040$ 1,070$ 1,100$ 1,135$ 1,170$ Interest 611 582 551 520 488 455 421 Total 1,591$ 1,592$ 1,591$ 1,590$ 1,588$ 1,590$ 1,591$ 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 Revenue Bonds - Series 2010 - 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 Water and Sewer Revenue Ref. Bonds - Series 2007 - final payment occurs in 2019 City of Boulder 2020 Approved BudgetPage 298 Debt Service 2019 2020 2021 2022 2023 2024 2025 Actual Approved Projected Projected Projected Projected ProjectedFund/Debt Issues 2019-2025 DEBT SERVICE (in $1,000s) Bonds Principal 720$ 740$ 765$ 790$ 820$ -$ -$ Interest 115 93 71 48 25 - - Total 835$ 833$ 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 63$ 66$ -$ -$ -$ -$ -$ Interest 6 3 - - - - - 69$ 69$ -$ -$ -$ -$ -$ Principal 506$ 523$ 540$ 557$ 575$ -$ -$ Interest 88 71 54 37 19 - - 594$ 594$ 594$ 594$ 594$ -$ -$ Principal 247$ 255$ 264$ 274$ 283$ 293$ 303$ Interest 244 236 227 217 208 198 188 491$ 491$ 491$ 491$ 491$ 491$ 491$ Certificates of Participation Principal 1,530$ 1,575$ 1,625$ 1,670$ 1,725$ 1,780$ 1,840$ Interest 1,293 1,247 1,200 1,151 1,097 1,041 983 2,823$ 2,822$ 2,825$ 2,821$ 2,822$ 2,821$ 2,823$ Principal -$ 655$ 765$ 790$ 815$ 835$ 865$ Interest - 750 637 614 591 566 541 -$ 1,405$ 1,402$ 1,404$ 1,406$ 1,401$ 1,406$ Total 3,977$ 5,381$ 5,312$ 5,310$ 5,313$ 4,713$ 4,720$ Capital Leases Principal 126$ 133$ 139$ 146$ 153$ -$ -$ Interest 32 26 19 12 5 - - 158$ 159$ 158$ 158$ 158$ -$ -$ Energy Efficiency Improvement Project - Phases II and III with Suntrust Equipment Finance & Leasing Corp. Principal 613$ 665$ 721$ 780$ 843$ 910$ 970$ Interest 193 172 150 127 101 73 43 806$ 837$ 871$ 907$ 944$ 983$ 1,013$ Total 964$ 996$ 1,029$ 1,065$ 1,102$ 983$ 1,013$ 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 Subtotal 2005C 2013A Subtotal Subtotal Subtotal Subtotal CAGID Refunding - Bonds Series 2012 - final payment occurs in 2023 Luchetta Properties, Inc. - final payment occurs in 2020 Downtown Commercial District Fund Boulder Municipal Property Authority (BMPA) Fund City of Boulder 2020 Approved BudgetPage 299 Real Property Principal Interest Total Principal Interest Total Open Space Properties 844$ 310$ 1,154$ 8,145$ 2,471$ 10,616$ Subtotal 844$ 310$ 1,154$ 8,145$ 2,471$ 10,616$ Principal Interest Total Principal Interest Total Facilities Asset Management 798$ 198$ 996$ 5,389$ 549$ 5,938$ Subtotal 798$ 198$ 996$ 5,389$ 549$ 5,938$ Total 1,642$ 508$ 2,150$ 13,534$ 3,020$ 16,554$ Represented are all lease/purchase obligations known or predictable at the time of the production of the 2020 budget. Leasehold Improvements Estimated Amount to be Expended During 2020 Remaining Lifetime Obligation 2021 & Beyond LEASE-PURCHASE OBLIGATIONS (in $1,000s) Item 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 $ 2,562,746 $ 2,566,046 $ 2,498,114 $ 2,500,706 $ 2,567,475 $ 2,599,362 $ 3,146,952 $ 3,667,034 $ 3,659,653 $ 4,228,365 76,882$ 76,981$ 74,943$ 75,021$ 77,024$ 77,981$ 94,409$ 110,011$ 109,790$ 126,851$ Amount of Debt Applicable to Debt Margin Total bonded debt 49,683$ 41,747$ 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ Less deductions allowed by charter: Self-supporting GO bonds 49,683$ 41,747$ 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ Total Deductions 49,683$ 41,747$ 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ Debt Applied to Debt Margin -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Legal Debt Margin 76,882$ 76,981$ 74,943$ 75,021$ 77,024$ 77,981$ 94,409$ 110,011$ 109,790$ 126,851$ 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 2020 Approved BudgetPage 300 [This page intentionally left blank] City of Boulder 2020 Approved BudgetPage 301 Budget Appropriation Ordinance STATE OF COLORADO COUNTY OF BOULDER CITY OF BOULDER ) ) ) ss ) ) ORDINANCE 8354 I, Lynnette Beck, City Clerk of Boulder, Colorado, do hereby certify that the attached document is a true and correct copy of Ordinance 8354, adopted by the Boulder City Council on October 29, 2019. I further certify that the original is on file in the Municipal Building, Office of Central Records, 1777 Broadway, Boulder, Colorado 80302. Dated this 7 th day of November, 2019. City Clerk City of Boulder 2020 Approved BudgetPage 302 Budget Appropriation Ordinance City of Boulder 2020 Approved BudgetPage 303 Budget Appropriation Ordinance City of Boulder 2020 Approved BudgetPage 304 Budget Appropriation Ordinance City of Boulder 2020 Approved BudgetPage 305 [This page intentionally left blank]