2005 Annual Budget, Volume 1
2005 BUDGET
City of Boulder, Colorado
Volume I
2005 BUDGET DOCUMENT
OVERVIEW & OPERATING BUDGET
City of Boulder
Mayor...................................................................................................Mark Ruzzin
Deputy Mayor ...........................................................................Thomas E. Eldridge
Council Members...........................................................................Robin Bohannan
Crystal Gray
Shaun McGrath
Gordon Riggle
Andy Schultheiss
Jack Stoakes
William Toor
City Manager...................................................................................Frank W. Bruno
2005
CITY OF BOULDER STAFF
City Manager.........................................................................................................................................Frank W. Bruno
Assistant City Manager.............................................................................................................................. Jana Petersen
Acting Assistant City Manager.........................................................................................................Stephanie Grainger
Acting Assistant City Manager....................................................................................................... Joann Roberts Stacy
City Attorney........................................................................................................................................Ariel P. Calonne
Municipal Judge .....................................................................................................................................Linda P. Cooke
Director of Finance....................................................................................................................................Steven Felten
Co Directors of Housing and Human Services .................................................................. John Pollak and Karen Rahn
Director of Human Resources................................................................................................................... Eileen Gomez
Director of Information Technology........................................................................................................... Chris Puccio
Library/Arts Director............................................................................................................................Elizabeth Abbott
Director of Open Space/Mountain Parks.................................................................................................Michael Patton
Director of Parks and Recreation................................................................................................................Janice Geden
Director of Planning ...................................................................................................................................Peter Pollock
Director of Public Works for Development & Support Services...........................................................Maureen F. Rait
Director of Public Works for Transportation............................................................................................Tracy Winfree
Director of Public Works for Utilities .......................................................................................................Ned Williams
Fire Chief...................................................................................................................................................Larry Donner
Police Chief......................................................................................................................................... Mark R. Beckner
Director of Downtown University Hill Management Division/Parking Services......................................Molly Winter
Director of Support Services/City Clerk..................................................................................................Alisa D. Lewis
Budget Office Staff
Budget Manager .....................................................................................................................................Kathy McGuire
Budget Analyst...........................................................................................................................................Cindy Miller
2005
BUDGET DOCUMENT
OVERVIEW AND OPERATING BUDGET
TABLE OF CONTENTS
Page
OPERATING BUDGET
INTRODUCTION
History of Boulder ............................................................................................................................................1
Organizational Chart.........................................................................................................................................5
Budget Philosophy & Process...........................................................................................................................7
CITY MANAGER’S BUDGET MESSAGE
2005 Budget Message.....................................................................................................................................15
City Council Action on Budget Items.............................................................................................................40
CITY COUNCIL GOALS
City Council Goals..........................................................................................................................................41
BUDGET POLICIES
Citywide Financial and Management Policies................................................................................................43
City of Boulder Reserve Policies....................................................................................................................51
CITYWIDE SUMMARIES
Graphic of 2005 Budget..................................................................................................................................55
Budget Summary.............................................................................................................................................57
Summary of Sources of Funds........................................................................................................................63
Summary of Uses of Funds .............................................................................................................................69
Summary of Interfund Transfers.....................................................................................................................77
2005 Fund Activity Summary - Original Budget............................................................................................81
Changes in Fund Balance................................................................................................................................82
Summary of Standard FTEs............................................................................................................................83
Debt Policy and Administration......................................................................................................................85
Debt Service ...................................................................................................................................................86
Legal Debt Margin........................................................................................................................................105
DEPARTMENTAL SUMMARIES
City Council .................................................................................................................................................107
City Attorney ................................................................................................................................................111
Municipal Court............................................................................................................................................115
Page
Administrative Services
City Manager’s Office........................................................................................................................119
City Manager’s Office/Support Services/City Clerk...............................................................120
Manager's Contingency...........................................................................................................123
Non-Departmental Contracts and Citywide Programs.............................................................124
Public Affairs...........................................................................................................................127
Finance...............................................................................................................................................133
Human Resources...............................................................................................................................137
Information Technology.....................................................................................................................141
Economic Vitality
DUHMD/Parking Services.................................................................................................................147
Economic Vitality & Urban Redevelopment......................................................................................151
Operations
Housing & Human Services...............................................................................................................153
Library/Arts........................................................................................................................................161
Environmental Services
Office of Environmental Affairs..............................................................................................171
Open Space/Mountain Parks....................................................................................................175
Parks & Recreation..................................................................................................................183
Planning...................................................................................................................................191
Public Works...........................................................................................................................195
Development & Support Services ....................................................................................199
Transportation ..................................................................................................................205
Utilities.............................................................................................................................213
Planning & Development Services..........................................................................................219
Public Safety
Fire .................................................................................................................................................227
Police .................................................................................................................................................231
Municipal Court Administration ........................................................................................................237
FUND FINANCIALS
General Fund.................................................................................................................................................239
CHAP Fund .................................................................................................................................................243
Capital Development Fund ...........................................................................................................................244
Lottery Fund .................................................................................................................................................245
Planning & Development Services Fund ......................................................................................................246
Affordable Housing Fund ............................................................................................................................248
.25 Cent Sales Tax Fund...............................................................................................................................250
Library Fund .................................................................................................................................................251
Page
Recreation Activity Fund............................................................................................................................252
Open Space Fund........................................................................................................................................253
Airport Fund ...............................................................................................................................................254
Transportation Development Fund..............................................................................................................255
Transportation Fund....................................................................................................................................256
Transit Pass General Improvement District – Forest Glen Fund.................................................................258
HOME Fund ...............................................................................................................................................259
CDBG Fund ...............................................................................................................................................260
Water Utility Fund......................................................................................................................................262
Wastewater Utility Fund.............................................................................................................................264
Stormwater/Flood Management Utility Fund .............................................................................................266
CAGID Fund...............................................................................................................................................268
UHGID Fund ..............................................................................................................................................270
Permanent Parks & Recreation Fund..........................................................................................................271
Telecommunications Fund..........................................................................................................................272
Property & Casualty Insurance Fund..........................................................................................................273
Workers’ Compensation Fund ....................................................................................................................274
Fleet Operations Fund.................................................................................................................................276
Fleet Replacement Fund..............................................................................................................................277
Compensated Absences Fund .....................................................................................................................278
Computer Replacement Fund......................................................................................................................279
Equipment Replacement Fund....................................................................................................................280
Facility Renovation & Replacement Fund..................................................................................................281
UTILITY RATES
Utility Rates ...............................................................................................................................................283
APPROPRIATION ORDINANCE
Appropriation Ordinance ............................................................................................................................287
APPENDIX
Appendix A: Summary of Standard FTEs by Department and Program.....................................................295
INTRODUCTION
CITY OF BOULDER
2005 BUDGET
GENERAL INFORMATION
SHORT HISTORY OF BOULDER1
The Boulder Valley was first the home of Native Americans, primarily the Southern Arapaho tribe who maintained a
village near Haystack Mountain. Ute, Cheyenne, Comanche, and Sioux were occasional visitors to the area.
Gold seekers established the first non-native settlement in Boulder County on October 17, 1858 at Red Rocks near
the entrance to Boulder Canyon. Less than a year later, on February 10, 1859, the Boulder City Town Company was
organized by A.A. Brookfield, the first president, and 56 shareholders. Four thousand forty-four lots were laid out at
a purchase price of $1,000 each, a price that was later lowered in order to attract more residents.
Part of the Nebraska Territory until February 28, 1861, when the Territory of Colorado was created by the U.S.
Congress, Boulder City grew slowly. It developed as a supply base for miners going into the mountains in search of
gold and silver. Boulder City residents provided these miners with equipment, agricultural products, housing and
transport services, and gambling and drinking establishments.
Competition among Boulder County settlements for new residents and businesses was intense. As a mining supply
town, Boulder residents were more settled than in the mining camps. Economic stability was a necessity and
residents encouraged the establishment of railroad service, hospital and school buildings, and a stable town
government.
Boulder's first schoolhouse was built in 1860 at the southwest corner of Walnut and 15th Street, the first in the
territory. Also in 1860 a group of Boulder residents began lobbying to have the University located in Boulder. By
1874 Boulder had won the designation, secured a donated 44.9 acre site and raised $15,000 to match a similar grant
by the state legislature. Construction of Old Main signaled the opening of the University, with classrooms,
auditorium, office and the President's living quarters all located there.
Transportation was improved in 1873 with railroad service coming to Boulder. Gradually tracks were laid to provide
service to Golden and Denver and to the mining camps to the west. In 1890 the railroad depot was constructed on
Water Street (now Canyon Boulevard) and 14th Street.
City government was formalized in November, 1871 when the town of Boulder was incorporated. Designation of
Boulder as the county seat occurred in 1867 and led to the construction of the first courthouse at its present site in
1883. It burned to the ground in 1932 and was replaced by the current courthouse in 1934.
Amenities and health services were developed, even in periods of little growth. The first Post Office was established
in 1860; the telegraph became available in 1874; a hospital was built in 1873; a water system was installed in 1874;
and the first bank was built in 1874.
The initial residential area was located in what is now downtown and in some parts of Goss/Grove, Whittier and
Mapleton Hill neighborhoods. As commercial expansion took over downtown housing, these neighborhoods
surrounding downtown remained primarily residential areas. At the turn of the century, growth of the University led
to the development of parts of University Hill. Marks of elegance for residents were flagstone sidewalks, first
installed during the 1880's.
The first private school in Boulder, Mt. St. Gertrude Academy, was opened in 1892. Boulder, by then accessible to
visitors by railroad, was known as a community with a prosperous economy, a comprehensive educational system,
and well maintained residential neighborhoods. It was no wonder that the railroad recommended Boulder as a site
for a Chautauqua in 1897. Boulder residents passed a bond issue to buy the land, and the now familiar Chautauqua
auditorium was built.
By 1905 the economy was faltering and Boulder counted heavily on tourism to boost its fortunes; however, Boulder
had no first class hotel to attract summer visitors and group meetings. By 1906 a subscription drive had raised
money to begin construction. The first event at the new hotel was a reception for Boulderites, held on December 30,
1908, and Hotel Boulderado opened to the public for business on January 1, 1909.
Tourism continued to dominate the Boulder economy for the next forty years. Each summer shopkeepers, transport
firms, and lodging managers eagerly awaited the influx of Chautauqua residents, primarily from Texas, and other
visitors. By World War II, when tourism declined, the University unknowingly provided another opportunity for
growth. With the location of the U.S. Navy's Japanese language school at CU, young men and women from around
the country became acquainted with the City and liked it.
Following World War II, many of these trainees returned as students, professional and business people, joining
veterans attending the University on the G.I. bill. Boulder's population had not increased significantly since the
1920's. 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 1940's the count soared to 20,000 in 1950.
New residents meant both new opportunities and new challenges. Although jobs were needed, townspeople wanted
to preserve the beautiful natural setting and amenities developed over the years. 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. Other research and development industries soon followed.
The housing shortage and need for additional business and public buildings attracted young and talented architects.
New subdivisions were planned, including the Highland Park-Martin Acres neighborhood located on the historic
Martin Farm, and the North Boulder developments from Balsam north, originally part of the Tyler Farm. New
neighborhoods brought the City's first two shopping centers, North Broadway and Basemar.
With the completed turnpike to downtown Denver, Boulder continued to expand. From 1950-1972 the population
grew from 20,000 to 72,000.
With the purchase of thousands of acres of open space beginning in 1967, the adoption of the Boulder Valley
Comprehensive Plan in 1970, passage of the building height restriction ordinance in 1972, 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. The Historic Preservation Code was passed in September, 1974. The
ordinance is instrumental in preserving significant portions of our past while encouraging the rehabilitation of
historic buildings.
GOVERNING BODY
The City of Boulder is governed by nine City Council members. City Council members are elected at-large and are
non-partisan. The Mayor and Deputy Mayor are chosen for two-year terms by the Council from among its nine
members.
CITY MANAGEMENT
The City employs a full-time City Manager, appointed by City Council to oversee the operations of the City. City
Council also appoints the City Attorney and the Municipal Judge.
DEMOGRAPHIC CHARACTERISTICS2
Population (2004 Est.): 101,500
Median Age: 29.0
Median Education: 66.8% residents with four or more years of college
Median 1 person Household Income $57,330
(2004: based on HUD Boulder-Longmont Area Median Income 6/11/04 Guidelines)
CLIMATE3
Average Annual Maximum Temperature in 2003: 66.0 degrees Fahrenheit
Average Annual Minimum Temperature in 2003: 38.66 degrees Fahrenheit
2003 Precipitation (includes rain, hail and snow): 22.12 inches
2003 Snowfall: 87.2 inches
1. Landmarks Preservation Advisory Board
2. City of Boulder Planning Department,
City of Boulder Housing & Human Services Department, Division of Housing
http://www3.ci.boulder.co.us/hshhs/Links/ami.htm
3. Climate Diagnostic Center
http://www.cdc.noaa.gov/Boulder/index.html#Boulder
City of Boulder2005Organizational ChartCommunityCity CouncilMunicipal JudgeCity ManagerCity AttorneyAdministrative ServicesCity Manager's OfficePublic AffairsSupport ServicesChannel 8Internal AuditIntergovernmental AffairsHuman ResourcesInformation TechnologyFinanceEconomic VitalityEnvironmental ServicesDowntown-University Hill Mgmt District & Parking ServicesPublic SafetyOperationsLibrary and the ArtsParks & RecreationOpen Space/Mountain ParksPublic WorksPlanningEnvironmental AffairsHousing & Human ServicesFire/RescuePoliceMunicipal CourtAdministrationEconomic Vitality & Urban Redevelopment
BUDGET PHILOSOPHY AND PROCESS
Budget Philosophy
Serving the public trust requires that the annual budget provide the best possible balance of allocation to meet the varied
needs of the community. The budget is a principal management tool for the City administration, and in allocating the
City's resources, it both reflects and defines the annual work program. In this context, the budget provides a framework
for us to accomplish our mission, which is "to create, enhance, and preserve a human, natural, physical, and economic
environment which fosters our community's unique quality of life". The budget should also reflect our core City
organization values of integrity, teamwork, service excellence, personal growth, and innovation.
In addition to balancing allocations to meet community needs, and incorporating our mission and core values, a
successful annual budget preparation process requires excellent communications, community outreach, and a
commitment to excellence. To this end, the process must be a cooperative effort of the entire City organization.
Boulder prides itself on being a progressive community, willing to challenge the status quo and being on the "cutting
edge". City staff has accepted this challenge by developing the budget within the context of a search for creative
solutions for the delivery of City services. The budget will emphasize measures to improve the productivity and
effectiveness of service delivery to residents. Teamwork and efficiency enhancements will limit the amount of
bureaucratic "red tape" required, both between functional areas within the City, and between City staff and the
community. The overriding goals must be to support the high standards set by the community, and to provide long-term
value at reasonable cost.
The budget will be based upon timely, consistent and clearly articulated policies. It will be realistic and will include
adequate resources to meet assigned work programs. Once adopted, within the parameters of policy guidelines,
departments will be given full spending authority for their budget(s).
Budget Process
The fiscal year of the City is the calendar year. The City has implemented a two-year budget process and adopts a
biennial budget by December 1st of the year prior to the two-year budget period. Even though the budget is adopted for
a two-year term, the State and City Charter require that prior to each fiscal year, an appropriation ordinance must be
adopted to authorize budgeted expenditures for the coming fiscal year.
The City of Boulder Charter establishes the time limits pertaining to the adoption of the budget. The budget process and
schedule of development 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 over a ten month period, beginning in February and ending in October/November.
In February, staff begins the development of five year revenue projections along with preliminary cost projections. In
May, Council is updated on the proposed budget. At this time, policy issues are presented and Council has the
opportunity to provide direction for consideration by the City Manager in the development of the proposed budget.
Then staff compiles all the necessary information in the budget guideline manual that provides the basis for the
development of each department's budget. Departments begin developing their detailed budgets in May/June with
review by boards and/or commissions where appropriate.
The City Manager reviews departmental budgets in June/July and meets with the Directors Group as needed to discuss
the proposals submitted by departments.
BUDGET PROCESS
BUDGET PREPARATION SCHEDULE
Revenue Projections
Council/Budget Update
Departments Prepare Budgets
Prepare Recommended Budget
Council Study Sessions
Council Approves Budget
Publish Adopted Budget
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
The proposed budget is presented to the City Council in August and made available to the public at the same time. In
August and September, Council holds study sessions to review the proposed operating and capital budgets.
The budget for the ensuing term and the annual Appropriation Ordinance for the coming fiscal year are adopted in
October/November. The final Approved Budget document is printed and is available to staff and the public at the
beginning of the year.
There are three opportunities during the fiscal year for supplemental additions to the annual appropriation approved by
City Council. The first is typically adopted in April and re-appropriates funds from the previous year for projects or
obligations that were approved but not completed during the year. The second opportunity to supplement department
budgets is in September and the third, and final, is in November. In line with the City's budget philosophy that, with the
exception of emergency situations, appropriations be considered only during comprehensive budget review processes,
most of the requested adjustments in the second and third supplementals are funded by new revenues or grants.
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 moneys (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 some other fund.
Proprietary funds are used to account for activities similar to 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 FASB pronouncements issued prior
to November 30, 1989, and 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 generally are used to account for assets that the
government holds on behalf of others as their agent.
Fund Definitions
General Fund
The General Fund is established to account 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, etc, which are not required
to be accounted for in another fund.
Special Revenue Funds
Special Revenue Funds are established to account 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.
Capital Development Fund - to account 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.
Lottery Fund - to account for State Conservation Trust Fund proceeds to be utilized for the refurbishment, capital
improvement and debt service on park acquisitions.
Planning & Development Services Fund - to account for revenues and expenditures related to development and
building services functions.
Affordable Housing Fund - to account for cash in lieu financial contributions from developers and General Fund
contributions which are to be used to construct, purchase and maintain permanently affordable housing units in
Boulder.
Community Housing Assistance Program (CHAP) Fund - to account for property tax, a housing excise tax and fees
to be used to increase the supply of affordable housing in Boulder.
.15 Cent Sales Tax Fund - to account for earmarked sales tax authorized by the voters in 1992 for parks and
recreation and general municipal purposes.
.25 Cent Sales Tax Fund - to account for earmarked sales tax authorized by the voters in 1995 for parks and
recreation operating and capital needs.
Library Fund - to account for the operations of the City-owned library and branches. Financing is provided by
general property taxes and General Fund contributions.
Recreation Activity Fund - to account for revenues and expenditures related to the provision of recreation, reservoir
and golf course services/programs.
Open Space Fund - to account for the acquisition and maintenance of greenbelt land. Financing is provided by
sales taxes and the issuance of long-term bonds and notes payable.
Airport Fund - to account for the operations of the City-owned municipal airport. Financing is provided by grants,
rents and leases.
Transportation Fund - to account for construction, operation and maintenance of all major thoroughfares, local
streets, bikeways, walkways and City-owned parking. Financing is provided by sales taxes, the City's share of the
County Road and Bridge tax, State Highway Users' tax and State Auto Registration fees.
Transportation Development Fund - to account for development fees to be utilized for the construction of
transportation capital improvements related to new development and growth.
Community Development Block Grant Fund - to account for the funds granted by the Community Development
Block Grant program administered by the Department of Housing and Urban Development.
HOME Fund - to account for funds granted by the HOME program administered by the Department of Housing and
Urban Development.
Capital Project Funds
The Capital Project Funds are established to account for financial resources to be utilized 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:
.25 Cent Sales Tax Bond Proceeds Fund
Permanent Parks and Recreation Fund
Boulder Municipal Property Authority Bond Fund
Debt Service Fund
The Debt Service Funds are established to accumulate moneys for payment of general long-term debt principal and interest.
General Obligation Debt Service Fund - Financing is provided by investments accumulated for the retirement of
specific notes payable.
.15 Cent Sales Tax Debt Service Fund - Financing is provided by earmarked sales tax.
Boulder Municipal Property Authority Debt Service Fund - Financing is provided by base rentals from the General
Fund, Lottery Fund, Open Space Fund and the Permanent Parks and Recreation Fund.
Enterprise Funds
Enterprise Funds are 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:
Water Utility Fund
Wastewater Utility Fund
Flood Control Utility Fund
Central Area General Improvement District
University Hill General Improvement District
Internal Service Funds
The Internal Service Funds are established to finance and account for services and/or commodities required by other funds.
The City of Boulder has the following Internal Service Funds:
Telecommunications Fund - to account for the costs of operating, acquiring and maintaining telecommunications
equipment used by all City departments.
Property & Casualty Insurance Fund - to account for and facilitate the monitoring of the City's self-insured property
& casualty insurance plan.
Workers Compensation Insurance Fund - to account for and facilitate the monitoring of the City's self-insured
workers compensation plan.
Compensated Absences - to account for payments of compensated absences to employees of the General and
Library Funds. Funding is received primarily from the General Fund.
Fleet Fund - to account for the costs of operating, acquiring and maintaining automotive equipment used by other
City departments. Such costs are billed to the other departments.
Computer Replacement Fund - to account for the costs of acquiring and maintaining computer equipment used by
other City departments. Such costs are billed to the other departments.
Equipment Replacement Fund - to account for the costs of acquiring equipment used by other City departments.
Such costs are billed to the other departments.
Facility Renovation & Replacement Fund - to account for the costs of maintaining and replacing facilities within
the City of Boulder.
Budget Basis
Budgets are prepared on a modified accrual basis, except for outstanding encumbrances which are budgeted as
expenditures. Briefly, this means that 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 generally are 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 accounted principles (GAAP). In most cases, this conforms to the way the City prepares the budget. One
exception is compensated absences (accrued but unused vacation or sick leave) which are treated slightly differently in
the budget and in the CAFR.
Budget Terms
Accrual Basis - The basis of accounting under which revenues and expenses are recognized when they occur, rather than
when collected or paid.
Ad Valorem Tax - Tax based on the Assessed Valuation of property.
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 assessor determines the assessed valuation of residential
real property. For 2003-2004, property was appraised at the 2002 actual value. The residential rate was 7.96% of its
actual 2002 value and all 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 - Plan of financial operation, embodying an estimate of proposed expenditures for a given period and the
proposed revenue estimates of financing them. Upon approval by City Council, the budget appropriation ordinance is
the legal basis for expenditures in the budget year.
Capital Assets - Assets of significant value and having a useful life of several years. Capital assets are also referred to
as fixed assets.
Capital Improvement Program - 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 five 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, with the exception of computing equipment and copy machines which have a limit of $1,000.
Debt Service - Payment of principal and interest related to long-term debt.
Department - An organizational unit of the city which provides one or more services.
Depreciation - Expiration in the service life of fixed assets, attributable to wear and tear, deterioration, action of the
physical elements, inadequacy and obsolescence.
Designated Fund Balance - That portion of the fund balance that has been set aside for a specific purpose by the City
Council.
Division - A group of related tasks to provide a specific benefit to either the general public or the city organization. A
division is a sub-organizational unit of the department.
Encumbrance - Appropriations committed by contract for goods or services, which will not be paid for until the next
fiscal year.
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.
Fund Balance - The balance remaining in a fund after costs have been subtracted from revenues.
General Obligation Bonds - Bonds which the full faith and credit of the issuing government are pledged for payment.
Grants - Contributions or gifts of cash or other assets from another organization to be used or expended for a specified
purpose or activity.
Home Rule - Statutory and constitutional provisions, which allow municipalities to exercise powers of local self-
government such as the administration and collection of local taxes. The City of Boulder is a home rule municipality.
Infrastructure - Facilities on which the continuance and growth of a community depend, such as streets, waterlines, etc.
Interdepartmental Charges - Charges for services provided by the Interdepartmental Service Funds. An example of
these charges is vehicle charges. These charges are reflected as expenditures in the department budgets and as revenues
in the Intradepartmental Service Funds.
Internal Transfers - Legally authorized intra-city transfers from a fund receiving revenue to another fund where it is to
be expended. Revenue and expenditures are accounted for in both funds.
Lease-Purchase Agreements - Contractual agreements which are termed "leases", but which in substance amount to
purchase contracts, for equipment and machinery.
Long-term Debt - Debt with a maturity of more than one year after the date of issuance.
Maturity - The date on which the principal or stated value of investments or debt obligations are due and may be
reclaimed.
Mill Levy - Rate applied to Assessed Valuation of property to determine property taxes. A mill is 1/10th of a penny, or
$1.00 of tax for each $1,000 of assessed valuation. The city's maximum mill levy, excluding debt service, is thirteen
mills per City Charter.
Modified Accrual Basis - Revenues are recorded as the amount becomes measurable and available. Expenditures are
recorded when the liability is incurred.
Operating Budget - Represents the amount of money necessary to provide for the day to day functions of city
government. It does not include internal transfers between funds, nor does it include expenditures for debt service and
capital projects.
Operating Expenses - Those items that a department will utilize in its daily operations. Examples of these items would
be copying, office supplies, postage, work supplies, and chemicals. In addition, any item that a department receives
from outside agencies such as telephone services, gas and electric charges, equipment rentals, rent, advertising, and
contractual arrangements are also included in operating expenses.
Personnel Services - This category includes salary and benefits for standard and temporary employees. It also includes
budgeted overtime.
Plant Investment Fees - Charges to new developers for connecting to the city's water or sewer system to compensate the
city for additional facilities needed 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 and 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 revenue and expenditures including additional appropriations made
throughout the year and encumbrances carried over.
Special Assessment - A levy made against certain properties to defray part or all of the cost of a specific improvement or
service deemed to primarily benefit those properties.
Supplemental Requests - Programs and services which departments would like to have added to their budget. Typically,
supplemental requests are covered by additional revenue, as is the case with new grants.
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.
User Fees - The payment of a fee for direct receipt of a public service by the party benefiting from the service.
City
Of
Boulder
Office of the City Manager
DATE: November 16, 2004
TO: Mayor, City Council and the Residents of Boulder
FROM: Frank W. Bruno, City Manager
Steve Felten, Finance Director
Kathy McGuire, Budget Manager
SUBJECT: 2005 Budget Message
________________________________________________________________________
INTRODUCTION
The City organization includes the stewardship of a wide variety of “businesses,” all of
which are important to the long-term health of the City and the public that it serves. This
Budget allocates the financial resources and establishes the workplan to enable
stewardship of our municipal corporation.
Part of the meaning of stewardship is to hold in trust the well-being of some
larger entity – our organization, our community, the earth itself. …. Stewardship,
Choosing Service Over Self Interest, by Peter Block.
Maintaining stewardship requires an increasingly complex balancing act, including
responding to diverse issues and working toward accommodating the needs of
stakeholders while also continuing to serve the longer-term interest of the larger public.
The City of Boulder Municipal Corporation provides a broad variety of programs and
services. Some are totally funded by charges for the services provided such as the water,
wastewater and stormwater/flood control utility funds. Rates are set in these business
areas to adequately provide and maintain required assets and fully support the provision
of on-going services. These “enterprise” or “business type” funds remain in a very strong
financial position to provide their critical services for the long term.
Unfortunately, most other “general governmental” funds, where services are partially or
fully subsidized by sales and use taxes, have not shared the same level of fiscal health.
From 2001 to 2003, we experienced a reduction in the sales and use tax revenue base of
over 17%. This reduction had a very negative impact on all sales tax supported funds.
Like any other business, our Municipal Corporation had to live within fiscal constraints
and balance its budget by reducing costs.
As a response to our shrinking sales tax revenue base, we combined the General and
Public Safety Funds and used fund balance (while maintaining a 10%
emergency/stabilization reserve) to implement a multi-year plan to downsize the
organization to a place where we can live within our means. We anticipate that 2005 will
be the first in four years where significant use of fund balance is not required. The
following graph illustrates use of fund balance during the downsizing process.
GENERAL AND PUBLIC SAFETY FUNDS
CHANGES IN FUND BALANCES
1999 - 2004
$0
$5,000
$10,000
$15,000
$20,000
$25,000
1999 Act. 2000 Act. 2001 Act. 2002 Act. 2003 Act. 2004 Proj.
General Fund Public Safety Fund
The General Fund had been in the final year of a four year $11 million reduction plan
(please see Attachment A-2 for a listing of the initial 2005 reductions in the General
Fund) and initial financial projections indicated 2005 would be the first year of a period
of increased fiscal stability. However, as discussed at the August 24 budget study
session, sales/use tax collections through June 2004 did not support the projections
incorporated in the 2005 proposed budget. Retail sales tax collections, which represent
81% of total sales/use tax revenues, were down 2.4% for June when compared to June
2003. When factoring in results for January through May, the year-to-date change for the
first six months of 2004 reflects an increase of 1.5% in retail sales over 2003 results.
Based on these results, retail sales would need to grow 4.3% for the last six months of
2004 in order to reach the current revenue target. This scenario is not likely since there
are few new retail locations in Boulder planned through the end of this year. As a result,
sales/use tax projections are being reduced to reflect lower-than-projected revenue
collections and the budgets for sales/use tax supported funds (which include the General,
Transportation, Open Space, .25% Sales Tax and .15% Sales Tax Funds) will be adjusted
accordingly (see additional discussion under section “What Should We Expect in the
Future?”).
BUDGET DEVELOPMENT PROCESS
Adopting a budget is probably the single most important policy issue that the governing
body will make in support of the community. This document is much more than an
allocation of revenues and expenditures. It is a plan of work, an allocation of human
resources and talent, and a contract with members of the Boulder community, committing
us to high standards of performance and conduct. Since it is human nature to desire more
services and projects than can be accomplished within limited available resources, the
budget also reflects trade-offs and compromises necessary to fulfill our responsibilities
and protect the long-term fiscal health of our community.
This document summarizes the plan of work for 2005 and allocates the resources
necessary to make that workplan reality. This 2005 Budget continues to provide a
framework for us to accomplish our mission, which is "to create, enhance, and preserve a
human, natural, physical, and economic environment which fosters our community's
unique quality of life". This Budget also reflects our core City organization values of
integrity, teamwork, service excellence, personal growth, and innovation. The overriding
goal is to support the high standards set by the community, and to continue to provide
long-term value at reasonable cost.
2005 is the second year of the 2004/2005 biennial budget process. This two-year process
requires a detailed budgetary review of all funds and programs in the first year. The
second year process is simplified to become a “check-in” with City Council to address:
Significant changes in conditions (e.g., the economy);
Significant service delivery or revenue issues;
A review of five-year strategies and financial plans for major funds; and
Formal adoption of the second year of the two-year Budget.
To date, development of the 2005 Budget included a “Budget Overview & Strategic
Planning” study session on April 27, 2004. During this pre-budget discussion session
with City Council, we were pleased to find that Council and staff were in close alignment
with respect to the majority of budgetary issues and challenges facing the community.
Three additional study sessions were held after the City Manager’s 2005 Proposed
Budget was delivered to City Council on August 10, 2004:
August 24, 2004 Budget Study Session which focused on revised sales/use tax
projections and the corresponding revenue shortfall in sales/use tax supported
funds; information was also provided on policy/program issues requiring City
Council direction such as utility rate increases;
September 14, 2004 Budget Study Session which focused on Energy/Waste
Reduction Programs and Public Power; and
October 12, 2004 Budget which presented recommended approaches for
addressing the revenue shortfall in sales/use tax supported funds and options for
funding Energy/Waste Reduction Programs.
GENERAL ECONOMY AND SALES TAX REVENUE
The Boulder economy has declined dramatically since the year 2000. The sales and use
tax revenue base has fallen by over 17% during the past three years. This change did not
occur overnight, but reflects a long-term structural shift that has resulted in the City of
Boulder no longer enjoying the role of regional retail and business center. While some
portion of this decline can be attributed to the ongoing national and international
recession, the greatest measure of the problem relates to Boulder’s loss of competitive
position.
Competition from neighboring communities in constructing new retail options continues
to drain resources that had formerly funded community services such as open space,
affordable housing and transit. In addition, corporate site selection decisions have
emptied buildings in Boulder, and filled others in Broomfield, Louisville and Lafayette.
This means that as these businesses expand and purchase equipment they are no longer
paying sales and use tax to the City of Boulder. Their relocated employees are also not
shopping and eating in Boulder as often. This further erodes the City’s ability to fund
services.
As previously stated, sales and use tax revenue has declined by over 17% between 2000
and 2003. This has resulted from a combination of the poor economy and retail sales
“leakage” to places like Costco and Flatiron Crossing Mall. The following graph
illustrates the CPI adjusted impact of this reduced tax revenue.
CPI ADJUSTED SALES & USE TAX REVENUE BASE
2000 - 2005
(in $1,000s & excluding new 0.15% OS/MP sales tax)
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
2000 Act. 2001 Act. 2002 Act. 2003 Act. 2004 Proj. 2005 Proj.
All sales tax supported funds have already implemented major expenditure reductions,
first looking for efficiencies and, only as a last resort, eliminating projects, programs and
services. Because sales tax supported funds other than the General Fund have significant
capital components, the impacts of reductions, though very significant for the longer-
term, have less of an obvious impact on the day-to-day lives of our residents. The
General Fund supports most of the basic services used daily by residents such as libraries,
parks, recreation, law enforcement, and fire protection. Since most General Fund
services are provided by employees (labor rather than capital intensive) reduced revenue
has translated into elimination of 70 full-time equivalent positions (or approximately 6%
of the total positions) since 2002.
WHAT WILL IMPROVE THE SITUATION?
Several economic vitality initiatives are in progress:
A Site Review Amendment and Use Review application from Westcor for
redevelopment of the Crossroads Mall site (renamed Twenty Ninth Street) was
approved and the first phase of redevelopment began in October 2004.
A new high end hotel, the St. Julien, is under construction at 10th and Walnut. Tax
increment financing was used by the Central Area General Improvement District to
issue bonds to build and operate a parking garage under the new hotel. The hotel is
anticipated to open in March of 2005 and will bring additional visitors (and retail
sales) to the downtown. The parking garage is now open and provides 556 in
additional parking spaces to the downtown area.
The City adopted its first Economic Vitality Policy to encourage economic vitality
and the contributions economic health makes to the overall quality of life of its
residents.
Council has appropriated monetary resources to staff and support economic vitality
initiatives and both the Economic Vitality Coordinator and the Urban Redevelopment
Coordinator have been hired. Additionally, the City’s first Economic Vitality Board
is now in place and is ready to assist as needed.
The Boulder Convention and Visitors Bureau is in the final stage of completing a
master plan designed to increase visitors and tourism and associated sales tax
revenue.
The City is working with other local entities to explore the feasibility of constructing
a community conference facility.
WHAT SHOULD WE EXPECT IN THE FUTURE
Recent economic indicators are less than clear in providing direction as to what can be
expected to happen in the local economy over the coming months. Recent national
economic data has been generally positive, although growth projections have been
reduced somewhat due to recent job growth data and the increase in oil prices.
September job growth came in below forecasts and August job growth was revised
downward, resulting in four consecutive months of lower than expected job growth.
Growth is also projected for the state economy, with increases in jobs, personal income
and retail trade sales forecasted by The Colorado Legislative Council for 2004 and 2005.
Closer to the City of Boulder, Dr. Richard Wobbekind’s projections for Boulder and
Broomfield Counties in the October 1, 2004, Boulder County Business Report may be at
least partially predictive of trends in City revenue:
“The latest state unemployment numbers have finally begun to reveal some job growth within
Boulder County…..The stronger conditions and confidence in the Boulder County economy have
continued for another quarter, stretching the advance in the leading economic indicators to five
consecutive quarters. This rise in the employment numbers and the leading indicator signal the
long anticipated recovery is now taking hold in Boulder County.”
Monthly and year-to-date growth in retail sales tax in surrounding communities through
June 2004 are positive, and at rates higher than what the City of Boulder has realized so
far in 2004. But when these national, state and regional indicators are compared to recent
retail sales tax results for the City of Boulder, it is clear that our local economy is not in
synch with the positive growth trends experienced elsewhere.
It would appear that at least three factors are contributing to the unfavorable trends in
retail sales tax for the last several months of 2004. First, additional leakage of retail sales
to surrounding communities appears to be continuing rather than leveling out as had been
forecasted. Second, the technology sector – a critical component of Boulder’s economy –
continues at a level below that of its peak in 2000/2001, although signs of strength are
beginning to appear. Finally, the large amount of competing Class A commercial space
in the 36 Corridor and in other area markets is causing a drag on the City’s local
commercial real estate market. While some excellent properties have been and are being
built in the City, the availability of prime commercial space at very favorable lease rates
is serving as a strong inducement to some businesses to consider relocating.
The current sales/use tax collections for the City support staff’s conclusion, as discussed
at the August 24th budget study session, that the original growth rates for sales and use
tax for 2004 and 2005 needed to be revised downward. The combined sales and use tax
growth rate for 2004 has been revised from a positive 1.5% to a negative 0.6%. For
2005, the combined growth rate has been revised from a positive 3.5% to 0.0%.
COMPENSATION CHANGES SUPPORTING SERVICE QUALITY
Although the city is responding to financial challenges at this time, the City Manager
believes for the City to provide effective leading edge services, it must continue to attract
and retain top quality employees. This means that the City’s position as a competitive
employer in the region must be maintained, and where/when appropriate, enhanced. This
is addressed in the Compensation Policy, which reflects a goal of maintaining a
competitive market position relative to the top agencies while recognizing the City’s
ability to pay. In addition, the policy has been updated with the following statement to
reflect the unique contribution made by the City’s Police Officers and Firefighters:
• Acknowledge the unique contributions and potential sacrifices of our Police and
Fire Protective Services by continuing to offer enriched benefit programs for
them.
This summer, 2005 contract negotiations were completed with the Boulder Municipal
Employees Association (BMEA), Fire (IAFF) and Police (BPOE). The final contract
amounts for general salary and benefit increases are 5.0% for Fire and 1.3% for both
BMEA and Police. For Fire negotiations, an “interest based” format was used for
negotiations which has resulted in a positive relationship between management and IAFF
and provides a good “base” for future negotiations.
In terms of non-union/Management employees, the general salary and benefit increase
included in the 2005 budget is 1.5%.
For calendar year 2004, neither Fire nor non-union/Management received a general salary
increase and were required to spend more of their income on health insurance. Police and
BMEA received increases for 2004 of 3.8% and 3.6%, respectively, pursuant to
previously negotiated agreements.
2005 ADDITIONAL PROGRAMS/SERVICES - GENERAL FUND
Due to current budget constraints, there are only three budget additions included in the
2005 budget for the General Fund. The first is $16,875 in annual funding for continuing
legal education required by state law for all attorneys. Previously, the City’s legal staff
was required to cover the majority of continuing education costs personally. This
addition will provide funding for staff to maintain the minimal continued education
required by the State of Colorado.
The second adjustment adds, on an ongoing basis, $19,000 in funding for DUI
enforcement. A one-time request for additional funding in the first budget adjustment for
2004 indicated that the Police Department would be requesting an ongoing increase in the
DUI budget as part of the 2005 budget process. The request is based on a program,
approved by City Council in 1987, to use DUI generated revenue collected during the
previous year for DUI enforcement. In recent years, revenue has been more than the
department's DUI operating budget and the department has not requested an increase in
their operating budget to match revenues for several years. The increase will cover the
overtime of additional officers participating in DUI events and materials such as blood
kits and breathalyzers.
Lastly, $111,312 for the Urban Redevelopment Coordinator has been added to the
budget. The recommendation to hire this position was included in the Economic Vitality
Policy approved by City Council in October 2003 and funding was authorized for a five
year period (2004-2008). Funding for 2004 was included in the first budget adjustment
for 2004 and this will incorporate funding for 2005 through 2008 in the General Fund’s
6-year financial plan. Since the funding for this position is coming from the BURA
Revolving Loan Fund, it does not compete with other uses in the General Fund.
2005 ADDITIONAL PROGRAMS/SERVICES - RESTRICTED FUNDS
A summary by fund of all additions to base budgets for restricted fund departments as
presented in the 2005 budget document follows:
Affordable Housing Fund
An adjustment is included for this fund which transfers the home ownership program
from the General Fund and implements a new program which offers re-sale services for
permanently affordable homeownership units. This was part of the 4-year General Fund
reduction plan and is projected to result in additional revenues of $13,662 over and above
the expenses for the program.
.15 Cent Sales Tax Fund
A ½ time Arts Resource Coordinator position is being converted from fixed term to an
ongoing standard position. Since this position was previously covered from the non-
personnel budget, this adjustment requires no additional funding although it results in a
.50 increase in standard positions.
Recreation Activity Fund
Two program adjustments were made in the Recreation Activity Fund that will both be
funded by increased revenues. The first is a .25 FTE increase for the Reservoir Manager
so this position can remain on-site for the winter months to oversee events planning. The
second is for a full-time Media Specialist to market reservoir, golf and recreation
programs.
Water Utility Fund
Three ongoing adjustments have been made in the Water Utility Fund beginning with the
2005 budget. These include $12,000 for a Dissolved Air Floatation (DAF) Treatment
System at the 63rd Street treatment facility; $56,000 for a Residuals Handling System also
at the 63rd Street treatment facility; and, $150,000 to fund the increased pumping and
delivery costs associated with Windy Gap water received through the Northern Colorado
Water Conservancy District (NCWCD).
Stormwater/Flood Management Utility Fund
There are two ongoing adjustments in the Stormwater/Flood Management Utility Fund
and one adjustment that is for 2005 only. All three of these adjustments are based on
recommendations included in the 2004 Comprehensive Flood Study. The ongoing
adjustments include $250,000 for enhanced Flood Management programs and $100,000
for inspection/maintenance programs for stormwater quality and existing private on-site
detention facilities. The one-time adjustment of $250,000 is for updating the Stormwater
Master Plan.
POLICY & REVENUE ISSUES REQUIRING CITY COUNCIL DIRECTION
1.) Proposed Utility Rates for 2005
Rate increases for all three utilities are included for 2005 to meet the utility’s financial
requirements and to fund necessary operation and maintenance costs. The following
percentage increases in revenues were approved (the 2004 percentage increases are
currently in effect):
Year Water Wastewater Stormwater/Flood
Management
2004 3% 6% 3%
2005 3% 20% 3%
2006 3% 20% 3%
2007 4% 20% 5%
2008 4% 8% 5%
The rate increases in the water and stormwater/flood management funds are primarily
needed to cover inflationary increases for personnel and nonpersonnel items. The
increase in the water fund will also fund three ongoing budget additions. Two of these
additions will fund improvements to treatment operations at the Boulder Reservoir Water
Treatment Plant and the other will fund an increase in the city’s annual assessments for
Windy Gap water delivered through the Northern Colorado Water Conservancy District.
The rate increase in the wastewater utility will fund general inflationary increases and
debt service associated with several major capital projects. The projects are:
improvements to the Wastewater Treatment Plant (as mandated by the discharge
permitting process), construction of a Biosolids Handling and Dewatering Facility and
possible construction of a Class A Biosolids Composting Facility. As more exact cost
estimates are developed for these projects and a site for the Biosolids projects is
determined, the timing and/or amount of any additional rate increases for 2006-2008 will
be modified and brought forward for adoption.
The rate adjustments in the approved 2005 budget will increase the annual utility bill for
an average residential customer (annual consumption of 120,000 gallons) from $621.80
to $671.60. This is an increase of approximately $4.15 per month. The following table is
a comparison of annual bills under existing and 2005 rates for the city's three utilities.
TYPICAL RESIDENTIAL CUSTOMER
COMPARISON OF CURRENT AND 2005
ANNUAL UTILITY BILL
Utility
2004
2005
Difference
Water
$405.44
$424.64
$19.20
Wastewater
141.96
170.76
28.80
Stormwater/
Flood Management
74.40
76.20
1.80
TOTAL
$621.80
$671.60
$49.80
Programs and Projects with Potential Rate Impacts:
The development of the Utilities budget has been undertaken in a comprehensive manner.
Some of the larger projects and programs that have a budgetary impact include:
Water Utility
- Betasso Water Treatment Plant Improvements ($5.0 million included in 2006 CIP,
plus increase in operating budget)
- Boulder Reservoir Water Treatment Plant Improvements ($6.2 million included in
2005-2010 CIP, plus increase in operating budget)
Wastewater Utility
- Wastewater Treatment Plant Improvements related to the discharge permit
renewal ($29.8 million included in 2005 CIP, plus increase in operating budget)
- Biosolids Handling and Dewatering Facility ($6.0 million included in 2005 CIP)
- Class A Biosolids Composting Facility ($14.4 million included in 2005 CIP, plus
increase in operating budget)
Stormwater/ Flood Management Utility
- Initial improvements related to South Boulder Creek ($3.0 million included in
2007 CIP)
At the August 24 budget study session, staff presented detailed information on the
wastewater utility rate increases for 2005. As described above, increases in the rates are
tied primarily to upcoming capital improvement projects, such as mandatory
improvements at the Wastewater Treatment Plant and the Biosolids Handling/Dewatering
Facility and the proposed Biosolids Composting Facility. Staff reviewed the capital and
operating costs for these projects and how each, if approved, will impact the wastewater
utility rates for 2005 through 2008. The 20% rate increase for 2005, which will increase
the monthly bill for an average residential customer by $2.40, is tied primarily to
improvements at the Wastewater Treatment Plant. It was also noted that the plant
improvements must be done in order for the City to comply with State mandated effluent
discharge requirements. Since final approval of the Biosolids Handling/Dewatering
Facility and the Biosolids Composting Facility will not be received until 2005, these
projects do not directly impact the 2005 rates.
Council Direction/Response
At the August 24 study session, City Council indicated it would consider an increase in
the 2005 wastewater utility rates to provide funding for the Wastewater Treatment
Plant improvements.
2.) Proposed Approaches for Addressing Revenue Shortfalls in Sales/Use Tax
Supported Funds
As discussed at both the August 24 and the October 12 budget study sessions, sales/use
tax projections are being reduced to reflect lower-than-projected revenue collections and
the budgets for the sales/use tax supported funds (which include the General,
Transportation, Open Space, .25 Cent Sales Tax and .15 Cent Sales Tax Funds) need to
be adjusted accordingly. At the October 12 study session, the required plans for
addressing the projected shortfalls were presented.
Also at the October 12 study session, Finance Director Steve Felten provided an update
on sales/use tax collections through August and how these compare to the revised
sales/use tax projections. While still negative in July and August, retail sales tax is
slightly better than the updated projection. July retail sales tax was projected to be flat
while there was an actual 0.6% decline from July 2003. More than offsetting this
negative variance in July were better than expected results for August. August retail
sales tax was projected to decline 4.3% compared to August 2003 due to higher than
normal collections in August 2003. Actual results were a decline of 2.6%.
Business use tax has come in considerably higher than expected due to some large
remittances in July and August. Both business use tax and construction use tax can be
highly volatile from month to month. Unfortunately, lower than expected levels of
construction use tax partially offset the favorable variance in business use tax.
Overall, sales/use tax revenues are $335,000 ahead of the revised projections as a result
of the favorable variance in business use tax. While this trend is not expected to
continue, it does provide additional cushion for the balance of 2004 and, hopefully, 2005.
Although staff would prefer to see the retail sales tax figures a little stronger, current
year-to-date results are in line with the revised sales/use tax projections and no further
revisions are recommended at this time.
Dr. Rich Wobbekind has been asked to assist staff in developing long range projections
for sales/use tax. Dr. Wobbekind has indicated interest in working with staff on Boulder-
specific projections. An initial meeting between Dr. Wobbekind and staff is scheduled
for November 16th.
After the update on sales/use tax collections at the October 12 study session, City staff
reviewed the planned approaches for addressing the sales/use tax revenue shortfalls in the
General, Transportation, Open Space and .25 Cent Sales Tax Funds. In terms of the
General Fund, the City Manager discussed the strategies used in addressing the revenue
shortfall. He reviewed the strategies that had been presented at the August 24th session
and explained how they had been modified based on Council feedback from that session.
For example, in developing the recommended reduction plan, staff focused on narrow
and deep but recoverable cuts so there would be the option of rebuilding
programs/services if revenues rebounded. In addition, Mr. Bruno explained that an
exciting aspect of developing the recommended reduction plan was the continual
emphasis on identifying opportunities for efficiency improvements throughout the city.
Transportation Director Tracy Winfree provided an overview of the set of guiding
principles used in developing the approach for the Transportation Fund. Ms. Winfree
also emphasized that if a Transportation project is taking place, it is most likely being
funded by leveraged state and federal funding. Lastly, Ms. Winfree reviewed the
reductions for the fund, specifically the planned reductions to the Neighborhood Traffic
Mitigation Program (NTMP) which will result in a simplified approach to the program
when it is restored.
Mike Patton, the Director of Open Space/Mountain Parks, reviewed the plan for
addressing revenue shortfalls in the Open Space Fund. The plan focuses on significant
budget savings in 2004 in order to increase the fund balance available for Visitor Plan
implementation and other ongoing operations/new acquisitions. Currently, no ongoing
reductions are planned for 2005 or beyond in the Open Space Fund.
Lastly, Parks and Recreation Director Jan Geden presented the plan for the .25 Cent Sales
Tax Fund. Specifically, the approach focuses on maintaining current assets and
infrastructure and delaying new park development as needed. In the short term, fund
balance will be used to address the 2004 and 2005 revenue shortfalls while longer term
impacts will be addressed during the 2006 budget process.
Council Direction/Response
After reviewing the proposed reduction plans for the sales/use tax supported funds,
City Council indicated it would consider the proposed approaches (please see
Attachment A-1 for the General Fund Additional Reduction Plan and Attachment A-3
for the Transportation Reduction Plan). In terms of the General Fund, Council did
discuss the option of reducing the $18,000 City Council meal budget for providing
dinners during evening meetings. After discussion, however, Council generally agreed
that this reduction was more symbolic than substantive, and it was not pursued.
Council also discussed the possibility of discontinuing the contract with CATV, which
runs through December 2005, next year after the task force report is presented.
3. Proposed Increase in Trash Tax to Fund Energy and Waste Reduction Programs
At the October 12 budget study session, City Council generally supported increasing the
Trash Tax to fund new waste reduction and energy programs. The increase in tax
revenues would be $468,000, with $258,000 dedicated to energy programs and $210,000
dedicated to waste reduction programs. Council members discussed a two-year sunset for
the tax revenues dedicated to energy programs, meaning the Trash Tax would be reduced
by $258,000 in 2007 unless Council took prior action otherwise.
The Trash Tax was initiated as an occupation tax on trash haulers in 1989 by Council
action. It was raised in 1994 by voter initiative, up to a limit of $3.50 per household per
month, and $0.85 per yard for commercial dumpster customers. The tax was raised again
by Council action in 1997 to the current rates.
As part of developing individual Trash Tax rates that result in appropriate revenue
generation, the draft ordinance for Council consideration proposes eliminating a separate
charge for “residential dumpster customer or account” (typically, apartment buildings).
This customer type was created in 1997 at a time when the city provided apartment
recycling services. To ease administration burdens for the trash haulers and since the city
is no longer providing this service, staff is proposing to revert to the tax structure
originally established with the voter initiative in 1994, whereby commercial and
residential dumpster accounts are treated identically.
Most trash haulers are also planning trash rate increases, effective January, 2005. The
following table illustrates the combined impacts of the Trash Tax increase and the private
haulers’ rate increase for a “typical” household (over 60% of households in Boulder
subscribe to 32 gallons per week of trash) or an “average” business:
% increase monthly
bill
Current
monthly
trash
charge
(average or
typical
customer)
Current
monthly
Trash
Tax
Current total
monthly trash
bill
Trash Tax
increase
2005
rate
Increase
from
Trash
Hauler
New total
monthly
trash bill
Tax Total Bill
Residential $16.20 + $0.85 = $17.05 $1.35 $0.50 $18.90 159% 11%
Commercial $125.00 + $16.20 = $141.20 $14.40 $6.25 $161.85 89% 15%
Customer Type
Current
Tax rate
Tax rate
beginning
1/1/2005
Tax rate
beginning
1/1/2007 Unit
Commercial @ $0.45 $0.85 $0.74 /cubic yard
Pre-paid bag service @ $0.15 $0.15 $0.15 /bag
32 gallons (1-can) service @ $0.85 $2.20 $1.10 /household/mo
64 gallons (2-can) service @ $2.00 $3.40 $2.50 /household/mo
96 gallons (3-can) or more service @ $3.40 $3.50 $3.50 /household/mo
Total annual estimated revenue $987,000 $1,455,000 $1,197,000
Waste Reduction: $210,000
At the October 12, 2004, study session Council generally supported the staff
recommendation (Option B) which includes new waste reduction programs to get the city
to its 50 percent waste reduction goal. Programs include collection assistance for the
following materials:
Construction and demolition debris $25,000
Commercial food waste $25,000
Commercial recyclables $10,000
In addition, staff anticipates combining and supplementing funds currently used for the
city’s Spring Cleanup, Fall Leaf Drop off program and the Yard Waste Drop off Center
and replacing the existing programs with a more convenient, regularly scheduled seasonal
curbside yard waste collection program [$125,000]. This may be accomplished in several
ways, and staff will return to Council with re-structured program options. Part of this
2005 budget proposal also includes funding for a 0.5 fixed-term FTE to assist with waste
reduction programs [$25,000].
Energy and Greenhouse Gas Programs: $258,000
At the October 12 budget study session, Council discussed the different energy budget
options and programs and asked staff to develop a new option that combines elements of
Option 3 (the staff recommendation) and Option 4. Council members wanted to keep the
key elements of Option 3, including development of a long-term funding strategy and
implementation of commercial sector programs, and to add the residential sector
programs outlined in Option 4. Council asked staff to remove the less essential analysis
and plan components found in Option 4.
Staff has attempted to incorporate Council preferences into this new proposal. The
primary elements of the budget and work plan include the following:
Commercial energy efficiency programs $ 65,000
Residential energy efficiency programs $ 40,000
Develop long-term funding and policy options $ 45,000
Workshops, outreach and marketing $ 15,000
Public process, technical and peer review $ 8,000
Greenhouse gas inventory tracking system $ 10,000
1.5 fixed term FTEs $ 75,000
Total $258,000
In 2005 staff will focus on developing a long-term funding strategy, implementing energy
efficiency programs for both the residential and commercial sectors, and community
education about energy efficiency opportunities and cost savings. Staff will also seek
opportunities to leverage expertise and assistance from other city departments, local non-
profits, community and nationwide organizations. Over time, non-profits and other
agencies will be integral to achieving the city’s goal. Securing grant funding will be a
staff priority to offer additional programs and outreach.
Council Direction/Response
Council indicated that it would consider an increase to the Trash Tax to generate
$468,000 for waste reduction programs ($210,000) and for “bridge” funding for energy
programs ($258,000). Council also indicated support to sunset the energy portion of
the Trash Tax at the end of 2006.
OTHER FEE HIGHLIGHTS
The majority of user fees and/or rates are increased according to established pricing
policy guidelines and, correspondingly, most are increased annually by the rate of
inflation. In addition, user fee/rate modifications are reviewed by each applicable Board
or Commission prior to inclusion in the proposed budget. The following fee or rate
increases for 2005 were highlighted for City Council information.
Court Fees and Charges
Municipal Court staff are proposing the creation of four new fees, to be implemented as
of January 1, 2005:
Community service fee $ 5.00
Failure to appear fee $30.00
Warrant processing fee $30.00
Stay fee $15.00
The community service fee will cover the liability insurance of defendants performing
their community service assignments and case manager oversight.
When appropriate, the Court may assess a fee for failing to appear for a hearing.
When appropriate, the Court may assess a warrant processing fee.
As fines and costs are due and payable on the date of sentencing, deviation from this
policy may result in the assessment of a stay fee for a payment plan.
The combined annual revenue from these new fees is projected to be $2,500.
Utility Fees
Three new fees are also being implemented for the Utility Funds for 2005:
Fee to perform special water meter read
The city currently has a $27.00 fee to perform special meter reads. This fee is only
assessed for final reads at the time of ownership transfer and is designed to recover
the costs of reading the meter and producing a final bill. Utilities is proposing to
expand the definition of this fee to allow Utility Billing to charge this fee for final
reads for tenants and for special meter reads. Often times when a tenant moves a
prorated utility bill is sufficient. This fee would only apply when a tenant requests a
special meter read and final bill. The special read fee would also apply to situations
where a customer has requested additional meter reads above and beyond the regular
read and complimentary reread provided by the city. In order to fully recover costs,
the fee rate will also be $27.00. It is expected that by expanding the definition of this
fee an additional $30,000-$40,000 would be generated and would recover the costs of
these special read services.
Fee to resume water service after 3 pm, weekends, or holidays
The city currently has a $21.00 fee to resume or turn on water service. Additional
costs are incurred when water is turned on after work hours, weekends or holidays
because of the personnel required to provide this service during these times. A new
fee was established to apply to these situations. In order to fully recover costs, the fee
will be set at $41.00. The use of this type of fee is common in several front-range
communities including Fort Collins, Longmont and Colorado Springs. It is
anticipated that the fee would result in $3,000-$5,000 in revenues.
Fee to repair bent or broken transponder wire
The city has installed automated meter reading devices on approximately 96% of the
water meters in the city. A transponder wire extends beyond the meter pit and allows
meters to be read via radio frequency. This new fee would recover the costs of
replacing a damaged wire. In order to fully recover costs, the fee will be set at $65.00.
It is anticipated that the fee would result in $2,000-$4,000 in revenues and would
recover the labor and materials required to replace the wire.
Parks and Recreation
Flatirons Golf Fees
The golf industry is extremely competitive along the Colorado Front Range. New
golf course development and a decline in the golf industry have resulted in fewer
rounds of golf being played at most courses. The economic impacts are being felt by
the golf industry on both a national and local basis. The competitive environment has
led to an emphasis being placed on retaining the current customer base, increasing
their frequency of play and expanding market share.
Flatirons Golf Course is proposing several fee changes to enhance its position in the
competitive market. The course is adding a Student classification to the fee structure
in 2005. Students will receive a two dollar discount on nine holes and a three dollar
discount on 18 holes. Additionally, two new pass options will be available to golfers
at Flatirons Golf Course in 2005.
The Morning Value Pass is intended to increase sales at the golf course during low
volume hours. The pass is valid Monday through Thursday for play beginning by
2:00pm. The cost of the Morning Value Pass is $350.00. The pass holder is given a
20% discount on greens fees, cart rentals, and driving range purchases. Merchandise
may also be purchased for 20% over invoice cost. The pass expires when total
accumulated discounted purchases equal $350.00 or one year from date of purchase,
whichever comes first.
The Seven Day Value Pass is marketed to the frequent golfer. The pass contains no
time restrictions. The Seven Day Value Pass may be purchased as an individual pass
for $1,000.00, or as dual pass for $1,500.00. The pass holder is given a 20% discount
on greens fees, cart rentals, and driving range purchases. Merchandise may also be
purchased for 20% over invoice cost. The pass expires when total accumulated
discounted purchases equal $1,000.00/individual pass or $1,500.00/ pass, or one year
from date of purchase, whichever comes first.
Boulder Reservoir Boat Season Pass Fees
The Boulder Reservoir currently uses resident and non-resident categories for almost
all fees, including gate admission, season gate admission, daily boat, sailboard and jet
ski admission.
The current season boat pass fee structure at Boulder Reservoir contains resident,
Boulder County, and Out-of-Boulder County classifications.
The new season boat pass rate structure simplifies the classifications into City of
Boulder resident and non-resident categories. This decision provides consistency
within the structure of Boulder Reservoir fees.
CAPITAL IMPROVEMENT PROGRAM
The 2005 Capital Improvements Program (CIP) includes of $77.5 million for 69 projects
and programs. It should be noted that this amount includes approximately $50 million in
Wastewater Utility Fund projects (e.g., biosolids composting facility) which will not be
formally appropriated until the projects are approved by City Council and bond funding
is secured. As a result, the $50 million for Wastewater Utility projects is not included in
the 2005 budget amount. The total CIP included in the 2005 approved budget is
approximately 3% greater than the capital program included in the 2004 approved
budget.
ATTACHMENT A-1 2005 BUDGETGENERAL FUNDADDITIONAL REDUCTION PLANABCDEFGDepartment/Division Item(s) 2005 Reduction2005 FTE Reduction2005 Reductions as % of TargetImpact to Citizens or Internal CustomersProgram/Svc Restored by .15%Reduce attorney position 20,715 0.25 A .25 FTE reduction in an attorney position will result in minor service reductions in the City Attorney'sOffice.TOTAL CITY ATTORNEY20,715 0.251.2%Reduce extraordinary personnel 100,000 Reduces contingency by 47% which results in limited flexibility to address unanticipated personnelcontingencyexpenses.Eliminate fuel contingency 160,000 Fully eliminates contingency and reduces flexibility to respond to higher than anticipated gas andelectricity expenses.TOTAL CMO & SUPPORT SERVICES260,000 0.0015.5%Eliminate Treasury Operations Mgr71,873 1.00 The Controller and the Revenue Manager will need to absorb the duties and tasks for this position.Reduces operating expenses for 40,000 Due to various efficiencies, there should be minimal impact from these reductions; efficiencies includeprinting, employee training and producing fewer hard copies of the budget document and annual financial report since both are nowpostageavailable on the city's website.TOTAL FINANCE DEPT 111,873 1.004.7%Reduce Affordable Housing Fee 60,000 Since this program began, actual use of waivers has been well below the $150,000 annual xWaivers from $150,000/yr to contribution from the GF. The average usage since 2001 has been approximately $87,000/yr. Staff$90,000/yranticipates that this reduced funding would cover current activity levels but potential for expandingincentives would be lost; loss to overall funds used to achieve housing goals.Reduce Marketing Services to 22,000 0.50 Reduces promotion of programs and activities for seniors; attempts will be made to privatize acitivitiesSeniorsassociated with this position; this represents a 2.2% reduction to the total budget for Senior Services.Reduction in General Fund 75,000 Minimally slows progress towards affordable housing goal; each $25,000 adds approximately one xcontribution to the Affordable additional housing unit to the city's affordable housing inventory. Currently, with approximately $2 millionHousing Fundavailable from housing funds, this would be a reduction of 2-3 units out of approximately 80 new unitsper year. This amount is less than half the amount that was restored in 2004.TOTAL HHS157,000 0.503.2%Reduce Training for HR Staff 11,000 This 50% reduction in the training budget for HR staff will result in staff attending fewer trainingsessions in order to stay current with changing HR laws/practices and to maintain professionalcertifications. In addition, staff will continue with in-house self training (sharing experience, casestudies, tools).Reduce Budget for Arbitration, 30,000 Reduces ability to fund unanticipated costs, i.e. outstanding claims or remediations. Limits funding forLitigation and Special Counsel and arbitration, litigation and special counsel. Departments would need to absorb these costs in the future.other Unanticipated Employee CostsReduce Budget for External Training 17,000 Represents a 50% reduction in funding for outside training and requires that more training be developedfor Citywide Initiativesand delivered in-house. Departments would need to absorb own training costs.TOTAL HR DEPT 58,000 0.004.7%CITY ATTORNEYCITY MANAGERS OFFICE - CONTINGENCIES, SUPPORT SERVICES AND INTERNAL AUDITFINANCE DEPTHOUSING/HUMAN SVCS (includes subsidy to the Affordable Housing Fund)HUMAN RESOURCES
ATTACHMENT A-1 2005 BUDGETGENERAL FUNDADDITIONAL REDUCTION PLANABCDEFGDepartment/Division Item(s) 2005 Reduction2005 FTE Reduction2005 Reductions as % of TargetImpact to Citizens or Internal CustomersProgram/Svc Restored by .15%Reduce funding for IT operating 31,640 One component of this reduction will decrease the capacity of the IT training center from a maximum ofand administration16 students to 8 students and will limit the ability to offer large training classes. Another component ofthis reduction is to eliminate funding for supplemental/temporary administrative staff to assist inaccomplishing large efficiency projects. The final element of this reduction is to eliminate funds forpurchasing IT staff computer hardware.Reduce funding for Database 18,144 The Quest Database Administrator (DBA) tool is a productivity enhancement/efficiency tool used dailyAdministrator (DBA) Tools by the city's Database Administrators for a variety of tasks, including responding to developer & userrequests and diagnosing & responding to performance problems.Eliminate Applications Developer I 68,445 1.00 Reducing the Application Developer position will have a significant impact on new softwarepositiondevelopment/package implementation and will also impact the maintenance of existing applications.Combined with other reductions, staff anticipates a reduction in software development/implementation ofapproximately 3,000 hrs.Reduce funding for Network 50,486 0.75 Eliminating this position will reduce support for GIS software upgrades and maintenance on cityServices for GIS support workstations. In addition, when GIS related support is not needed, this position works on a teamproviding end user and general workstation suppport. TOTAL INFO TECHNOLOGY DEPT168,715 1.753.8%Reduce Branch Weekday Hours 50,420 1.25 The Meadows Branch Library and the Reynolds Branch Library will each close one 11 hour workday x(11 hrs per week)(Meadows, tentatively, Thursday; Reynolds, tentatively, Monday). For each branch, this equals about a17% reduction in access to the physical buildings and collections from 2004. Patrons will continue tohave access to the Main Library and one branch facility seven days a week. Remote access to the BPLwebsite, public catalog and electronic materials collection will continue to be available 24 hours a day. Reduce Branch Evening Hours 15,506 0.50 The Meadows Branch Library and the Reynolds Branch Library will close from 8-9 p.m. the three(5 hrs per week)remaining weekdays and close from 5-6 p.m. on Friday and Saturday. In combination with the 11 hourweekday reduction, this equals about a 25% reduction in access to the physical branch librarybuildings and collections. Community groups that utilize the heavily used branch meeting rooms will beimpacted by the evening hour closures. The 5-6 p.m. Friday closing could impact children who regularlyuse the branch facilities after school and are picked up by parents after 5 p.m.Reduce programming FTE by 31% 66,791 1.00 There will be reductions in public cultural programming offerings. The impact will be felt most in the arexwhich reduces the number of of concerts, lectures and special programs, where reductions of up to 30% of current levels may beconcert, films, lectures, and exhibits seen. The library will be looking at reorganization options to minimize the public impact of this staffpresented each year by 30-40% reduction. In addition, efforts will be made to post links to other community cultural resources on thelibrary website.INFORMATION TECHNOLOGY DEPT (incl computer replacement, technology funds and telecommunications funds) LIBRARY
ATTACHMENT A-1 2005 BUDGETGENERAL FUNDADDITIONAL REDUCTION PLANABCDEFGDepartment/Division Item(s) 2005 Reduction2005 FTE Reduction2005 Reductions as % of TargetImpact to Citizens or Internal CustomersProgram/Svc Restored by .15%Reduce Staff for Database 36,382 0.50 There will be an increase in the number of uncorrected catalog errors, affecting record accuracy and xMaintenance and Public the public's access to materials as well as an increase in the number of uncorrected patron recordCatalogerrors. Information needed to ensure accurate collection and patron use analysis work will be affected.Reduce Staff for Administration 33,017 0.75 A further cut in administrative support will result in significantly reducing services available to supportstaff and the public, particularly in the area of maintaining the library collection. Staff's ability to ensurethat materials are current and meet the needs of the community will be affected.Reduce Staff for Volunteer 12,526 0.25 There will be an estimated 10% reduction in recruitment and coordination efforts; some efficiencies in xServicesthis program will mitigate the impact on volunteer and recruitment efforts.TOTAL LIBRARY214,642 4.254.1%Reduce allocation 48,800 In 2001, all Mountain Parks services/programs were merged in the Open Space/Mountain ParksDepartment. Previously, some functions had been performed by the Parks and Recreation Departmentand others were provided by the Open Space Department. As part of the merger, an annual allocationfrom the General Fund to the Open Space Fund was established to continue providing General Fundsupport for Mountain Parks operations. The initial allocation was $1,241,722. Beginning in 2003, as partof the 4-year, $11 million General Fund reduction plan recently enacted, a total of $301,500 in ongoingfunding was reduced from this allocation. The reduction included in the current $2.2 million reductionplan would reduce the allocation by an additional 5% on an ongoing basis. As a result, there will bereduced availability throughout the OSMP system for visitor infrastructure, facilities and land.TOTAL MTN PKS SUBSIDY48,800 0.005.0%Reduce registration staff 70,000 1.50 This reduction may increase response time for class registration and enrollment. Staff will conduct apromotion to increase on-line registration and determine methods for potential efficiencies at recreationcenter front desks.Reduce operating expenses for 22,350 Reduction of departmental support for the P & R Advisory Board. Staff will have less opportunity toemployee training, consultant conduct research and special projects.services, telephone, computer, andmiscellaneous materials.Eliminate Parks irrigation position 41,150 1.00 Position has been vacant and through efficiencies, crews have absorbed the extra tasks andresponsibilities. Mowing, irrigation services, snow removal and trash removal services may beimpacted.Reduce City Parks flower program 83,102 1.50 Flowers will remain at Pearl Street Mall and Flatirons Golf Course although the flower beds at all other xparks and facilities will be mulched. Staff will begin researching and implementing a program forBoulder businesses and other volunteers to financially support the program over time.TOTAL PARKS AND RECREATION (Parks Dept) 216,602 4.005.3%OPEN SPACE (subsidy for Mountain Parks)LIBRARY (con't)PARKS AND RECREATION (Parks Department)
ATTACHMENT A-1 2005 BUDGETGENERAL FUNDADDITIONAL REDUCTION PLANABCDEFGDepartment/Division Item(s) 2005 Reduction2005 FTE Reduction2005 Reductions as % of TargetImpact to Citizens or Internal CustomersProgram/Svc Restored by .15%Close Athletics Office 29,000 There is no impact to the public since this is an efficiency improvement that will be implemented in 2004.Athletic office employees will be relocated to other Parks and Recreation facilities.TOTAL PARKS AND RECREATION (subsidy for Recreation Activity Fund) 29,000 0.002.2%Reduce Temporary Office Personnel 6,000 Reduces the funding to pay a half-time historic preservation intern. This position can be funded by state xfor Historic Preservation income tax credit application fees, which currently fund independent structural assessments ofdemolition requests and other historic preservation special projects.Reduce Technology Improvements 54,648 This will require the project to be split into two phases. The first phase will simplify the code in its paperFunding Associated with the land form and post it to the city Web site much like the current code. The second phase incorporatesuse code simplification project technology enhancements that will integrate the Web version of the code with the GIS system, andimprove the user interface on the Web improving the search function and making it possible for staff andcustomers to easily view all land use code requirements applicable to a specific site. The second phasewill be postponed to a later year when additional resources become available. Reduce Position in Information 40,000 0.50 Reduces the availability of staff to support requests from customers for GIS projects, website andResourcesgraphic requests and records and research requests. This reduction in staff will impact Land UseReview and Long Range Planning projects in addition to external customer requests for information. Customer requests will take longer to process and will impact the amount of time needed to fulfillrequests. Certain types of information requests will be shifted to website only.TOTAL P&DS FUND SUBSIDY 100,648 0.505.2%Reduce Channel 8 Programming 85,000 1.00 This reduction would eliminate a producer position, limiting programming to broadcasting City Council andother public meetings. Other programming would be produced primarily through paid sponsorships. TheAssistant City Manager for Administration will assume responsibility for day-to-day administration ofChannel 8.Eliminate Citizen Survey 10,000This reduction eliminates the citizen survey which is done every other year. Some funding remains,however, for specialized surveys on an as needed basis.TOTAL PUBLIC AFFAIRS DEPT 95,000 1.0013.3%No inflationary increases for 210,000 This excludes HHS because of the related impact to contracts with human services agencies providingnon-personnel budgets safety net services to the community.Restructuring compensation 250,000 This reduction delays the city's ability to reach market competitiveness.adjustments for non-union/Mgmt toreflect Compensation PolicyOne-time reductions 400,000 Strategy is being developed.TOTAL ACROSS THE BOARD860,000n.a.PUBLIC AFFAIRS PARKS AND RECREATION (subsidy for Recreation Activity Fund)ACROSS THE BOARD AND ONE-TIME REDUCTIONSPLNG & DEV FUND SUBSIDY
ATTACHMENT A-1 2005 BUDGETGENERAL FUNDADDITIONAL REDUCTION PLANABCDEFGDepartment/Division Item(s) 2005 Reduction2005 FTE Reduction2005 Reductions as % of TargetImpact to Citizens or Internal CustomersProgram/Svc Restored by .15%PLAN TOTAL2,340,995 13.25 6.5%IMPACT ON TOTAL GENERAL FUND2,340,9953.0%Impact of Cost Allocation: - Finance (47%)-52,580 - HR (34%)-19,720 - Info Technology (36%)-60,737 - City Attorney (39%)-8,079Total Impact-141,117ADJUSTED PLAN TOTAL2,199,8782.8%
ATTACHMENT A-2
2005 BUDGET
GENERAL FUND - SUMMARY OF PLANNED REDUCTIONS
(Presented in 2003 as Part of the Four Year $11 Million Reduction Plan)
Service/Program Reduced (1) Reduction
Amount
City Council – reduce memberships $ 2,500
City Attorney - staffing reduction 105,778
Boulder Convention & Visitors Bureau (2) 15,000
CATV 50,000
Public Affairs - further cable TV reductions
(3)
226,714
City Clerk – public matching for campaigns (4) 40,000
IT – eliminate PC Specialist position 58,500
Finance – staffing reductions 195,795
Fire – non-personnel reductions 8,720
P&R – reduce media specialist & brochure
expenses
48,325
P&R - close Boulder Reservoir January – March 102,100
P&R – reduce fleet & uniform services 25,000
P&R – reduce seasonal positions 7,500
Library – reduce administrative staffing 16,727
HHS – transfer home ownership program to AHF 52,254
HHS – reduce ½ fte in Senior Services 26,214
HHS – reduce Housing Authority Tenant Services 54,527
HHS – non-personnel reductions 20,247
P & DS Subsidy - reduce training 25,000
Mountain Parks Allocation – reduce allocation
amount
51,500
Totals $1,132,401
Notes:
(1) This listing does not reflect those services/programs that were restored in the
General Fund as a result of the 0.15% sales tax extension approved by voters in
November 2003.
(2) $15,000 will come from the funding for Economic Vitality.
(3) Of the reduction amount ($226,714), $75,000 will be reduced from the CATV
contract. Combined with the $50,000 reduction above, this eliminates ongoing
funding for CATV.
(4) After the $40,000 reduction, a balance of approximately $40,000 will remain and
reflects the actual cost to the city at the last election; additional reductions will be
made to contingency funds as needed.
Department/Division: Public Works / TransportationShort Title of Program/Service # of Direct Impact to Citizens (from a Alternative Providers in Check ifProgram/Service Reduction Description Direct Direct Net Std citizen/customer perspective - include any Community Program/SvcReduction Expenditures Revenues Reduction FTES useful, quantifiable information) -- or -- or Ways to Mitigate the Impact restored byImpact to Internal Organization .15%Efficiency ImprovementsSigns & MarkingsEliminate Sr. Traffic Technician Position (Vacant)48,993 0 48,993 1.00Work process and organizational change w/ no impacts to core O&M and minimal impacts to system expansion in signs & markingsTransportation MaintenanceEliminate Operations Support Specialist Position (Retirement)65,337 0 65,337 1.00Work process change w/ minimal impacts to core O&M servicesTransportation Maintenance Replace MP IV position with MP I (Vacant)14,000 0 14,000 - Greater need for a front line worker. Taking advantage of vacancy to convert from MP IV to MP ITransportation Support ServicesEliminate Communications Specialist Position (Vacant)5,791 0 5,791 0.21 No net impact to internal organization. This is a vacant .50 FTE position that is distributed across funds in Public Works. The reduction is the difference between the cost of a Temporary Intern and the budgeted .21 FTE.A Temporary Intern position is performing the functions of this position in place of a standard position. ----------------------- ----------------------- ----------------------- ----------Total Efficiency Improvements 134,121 0 134,121 2.21Neighborhood Enhancement ReductionsNeighborhood Traffic Mitigation Program Eliminate NTMP Planning (Filled)37,518 0 37,518 0.50"Deep and narrow" reduction which results in lower service levels and longer response time in the education and enforcement elements of NTMP. Work toward "NTMP simplification for future application.============= ============= ============= =====TOTAL REDUCTIONS 171,639 0 171,639 2.712005 Ongoing Reduction AmountsATTACHMENT A-32005 BUDGETTRANSPORTATION FUND - REDUCTION PLAN
CITY COUNCIL ACTION ON ITEMS
IN THE PROPOSED BUDGET
The following policy and revenue issues, as outlined in the City Manager’s 2005 Budget
Message, were addressed by City Council as part of the 2005 budget process:
Utility Rates for 2005
The City Council approved the utility rate increases for 2005 and specifically the 20%
increase in wastewater utility rates which will provide funding for Wastewater Treatment
Plant improvements. A detailed description of the utility rate increases is included in the
section of this document titled “Utility Rates”.
Approaches for Addressing Revenue Shortfalls in Sales/Use Tax Supported Funds
The City Council approved the proposed approaches for addressing revenue shortfalls in
the sales/use tax supported funds as presented at the October 12, 2004 budget study
session. A detailed listing of the 2005 reductions for the General Fund can be found in
Attachment A-1 and A-2 of the City Manager’s Budget Message. A listing of 2005
reductions for the Transportation Fund can be found in Attachment A-3 of the budget
message.
Increase in Trash Tax to Fund Energy and Waste Reduction Programs
The City Council approved an increase to the Trash Tax to generate $468,000 for waste
reduction programs ($210,000) and for “bridge” funding for energy programs ($258,000).
Council also approved that the energy portion of the Trash Tax would sunset at the end of
2006.
CITY COUNCIL GOALS
Boulder City Council
City Council Goals
Current information on the status of the City Council goals is available on the city's
website at www.ci.boulder.co.us (click on City Council and then on Council
Retreats/Goals)
Transportation
Develop strategies to manage congestion at reasonable levels and to
enhance mobility to maintain a liveable community. To generate
consensus among and between the City Council and local and regional
communities about the specific transportation goals.
Affordable Housing
Create and preserve housing opportunities in order to promote an
economically diverse and environmentally sustainable community.
Environmental Sustainability
To enact and enhance city policies that cause the Boulder community to
become a nationwide environmental leader among communities. The
City will be a role model of exemplary environmental practices.
Economic Sustainability
Consistent with community goals and character, encourage a strong
sustainable economy to provide quality city services for all citizens.
Community Sustainability
Provide outreach and opportunities to address the needs of the under-
served, under-represented, under-participating residents of Boulder so
all who live in Boulder can feel a part of, and thrive in, our community
BUDGET POLICIES
CITYWIDE FINANCIAL AND MANAGEMENT POLICIES
SECTION 1 - GENERAL INFORMATION
1.1 Annual Budget Submittal - Biennial budgets shall be balanced. Budgeted expenditures and transfers-
out will not exceed reasonable projection of the sum of current year revenues, transfers-in, and available
fund balances. Debt shall not be utilized for operating expenses.1
1.2 Budget Process - A Biennial budget shall be adopted every two years by December 1st of the year prior
to the two-year budget period. Adjustments for changing circumstances for the second year of the two-
year budget cycle shall be adopted by December 1st of the first year of the biennial period. 2
1.3 Budget Preparation - While the Charter establishes time limits and the essential content of the City
Manager's proposed budget, the budget preparation process is not prescribed. The preparation process is
developed by the City Manager with input from the City Council.
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 biennial budget process will also include a projection of the
multi-year impact of decisions.3
SECTION 2 - REVENUE POLICIES
2.1 Property Tax - Mill levies shall be certified at the 1992 mill levy rate. A temporary mill levy credit shall
also be certified whenever the calculated revenue forecast exceeds the calculated revenue limitation by
more than 1/10th of a mill. 4
2.2 Revenue Review and Projection - The City reviews estimated revenue and fee schedules as part of the
budget process. Estimated revenue is projected in a "most likely" scenario for five years and updated
annually. Proposed rate increases are based upon Citywide Pricing Policy Guidelines that were adopted
by Council in 1994. User fees shall be aligned with these guidelines over a five-year period.
2.3 User Fee Guidelines - The general guidelines of the City of Boulder regarding user fees are based upon
the following considerations:
A. Full Cost Recovery
1. The individual or group using the service is the primary beneficiary.
2. The level of service use attributed to a user is known.
3. Administrative cost of imposing and collecting the fee is not excessive.
4. Imposing a full cost fee would not place the City at a competitive disadvantage.
5. The service is usually provided by the private sector, but may also be provided by the public
sector.
B. Partial Cost Recovery
1. Services benefit those who participate but the community at large also benefits.
2. The level of service use attributed to a user is known.
3. Administrative costs of imposing and collecting the fee is not excessive.
4. Imposing a full cost fee would place the City at a competitive disadvantage.
5. The service is usually provided by the public sector, but may also be provided by the private
sector.
C. No-cost Recovery:
(a service does not have to meet every criterion)
1. The service is equally available to everyone in the community and should benefit everyone.
2. Because the service is basic, it is difficult to determine benefits received by one user.
3. The level of service attributable to a user is not known.
4. Administrative costs of imposing and collecting a fee exceed revenue expected from the fee.
5. Imposing the fee would place the City at a serious competitive disadvantage.
6. The service is primarily provided by the public sector.
7. Charging a fee would result in undesirable behavior.
D. "Enterprise or Profit" Center
(a service does not have to meet every criterion)
1. Individuals or groups benefit from the service and there is little community benefit.
2. The level of service use attributable to a user is known.
3. There is excess demand for the service; therefore, allocation of limited services is required.
4. Administrative cost of imposing and collecting the fee is not excessive.
5. The service is provided at market price by the private sector.
E. Other Considerations
1. Nonresidents do not pay the full level of City taxes. Therefore, nonresidents will usually pay a
premium of 25% above the standard fee for the service.
2. The City currently defines "Direct Costs" as costs that are all the specific, identifiable expenses
associated with the actual provision of a service.
3. "Indirect Costs" can include departmental overhead costs such as administrative costs and
operating reserve account as well as city overhead costs. City overhead costs include the costs
of all the City's general support services.
4. Departments when establishing fees should identify whether a fee recovers the full cost, (sum
of direct and indirect costs), partial cost or is a market rate fee.
2.3a User Fee Subsidies - After a fee has been set at a either a full, partial or market level, any subsidy or
reduced rate user fee offered by the City of Boulder will be based primarily on economic or financial
need. The basis for determining financial need will be 50% of the average median income (AMI) for
Boulder County. In addition, programs that include a subsidy or reduced rate component are available to
City of Boulder residents only.
Recreation services in Parks and Recreation offer reduced rate user fees based on age only rather than on
economic or financial need. As part of its 5-year User Fee Alignment Plan, this department is moving
away from age-based discounting, but has not yet determined if it should be completely eliminated.
2.4 Asset Forfeiture Revenue - To create a long-term funding source from limited and uncertain revenue,
asset forfeiture/seizure revenue resulting from crime prevention/apprehension activities by the Police
Department shall be conceptually considered as "endowment" funds and the principal shall be held in
reserve. With the exception of occasional exceptional unanticipated unfunded needs, only interest
earnings on the principal shall be allocated for expenditures.
2.5 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.
2.6 Unspent Revenues - On an annual basis, any unspent revenues subject to and in compliance with the
associated limitations of Amendment #1 revenue and spending constraints shall be "reserved" and
therefore will be considered "spending" in the current fiscal year.
2.7 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. 5
2.7 a Education Excise Tax- In June 2003, City Council approved the following policy guidelines pertaining
to Education Excise Tax:
Education Excise Tax revenues shall be used for capital expenditures only, and not for operational
expenditures. Education Excise Tax revenues may be used to:
• Help fund facilities needed to serve new growth
• Improve or renovate existing facilities
• Enhance the viability of existing facilities , including recreational facilities
• Fund tax refunds or set-offs relating to education purposes
• Purchase properties to preserve them for future educational purposes.
Education Excise Tax revenues shall be expended in a manner that supports both Boulder Valley School
District and city of Boulder needs and objectives.
Education Excise Tax revenues shall be programmed for expenditure as part of the city’s Capital
Improvement Programming process. The intent is that funds will be used for large capital expenditures
that exceed $1,000,000 and will be programmed for expenditure on an infrequent basis.
2.8 Utility Charges - The City reviews estimated revenues and fee schedules as part of the budget process.
Estimated revenue and expenditures are projected for five years and updated annually. Proposed 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;
• Development and design of rates schedules.
Other charges for specific services are designed to recover costs and follow the guidelines of the
Citywide Pricing Policy adopted by Council in 1994.
Plant Investment Fees are one-time charges to customers connecting to the utility system are based on
the replacement value of the utility assets and are reviewed every 3-5 years.
SECTION 3 - FINANCIAL ADMINISTRATION
3.1 General Information - The city's fiscal year shall be the calendar year. The Department of Finance and
Record shall collect taxes and maintain financial records.6
3.2 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:
a. Complete recovery of costs incurred with the exception of the costs of "general governance".
b. Equitable allocation of costs to users.
c. Provision of incentives for service providers to deliver products and services efficiently and
effectively.
d. Provision of a stable cost allocation system to facilitate the organization's budgeting for charges and
revenues.
e. 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 Manager's Office, City Clerk Council support
and elections, etc.) shall not be cost allocated to restricted funds but instead shall be totally 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.
The Housing Authority shall not be charged for services provided by General Fund Departments. Such
costs will be born by the General Fund.
3.3 Building Maintenance/Renovation - To protect City investment in facilities, funds shall be budgeted
annually for maintenance of such facilities. To extend the life of these assets, the goal shall be to increase
the funds budgeted annually for maintenance of facilities to approximately 2 percent of the replacement
cost (with the exception of debt financed facilities). These funds may be utilized for facility maintenance,
reserved for facility replacement, or utilized for debt service payments for facility related projects
pursuant to a long term plan based upon the condition of each facility. If the 2 percent funding goal
cannot be reached in any given year due to funding constraints, the expected result will be an increase in
the maintenance backlog equal to the funding shortfall. The Facilities and Asset Manager will prioritize
maintenance/renovation needs to ensure that critical systems are properly maintained so that facility
safety and operations continue without interruption. Lower priority work will be postponed until funding
is available to complete these tasks. The Facilities & Asset Manager will report the amount of
maintenance backlog and any impacts on facility safety and operations annually during the budget
process. If/when the revenue base permits, facility maintenance funding shall be given a high priority
before consideration of other service restorations or additions.
3.4 Building Replacement Costs - Where debt payments are being made for city buildings, if the revenue
source(s) do not sunset when the debt is retired, the on-going revenue will be allocated to a building
replacement fund. If the funding source does sunset, replacement resources for the building shall usually
come from new or extended revenue leveraged by bonding.
3.5 Equipment Replacement Costs - Funds shall be reserved annually for replacement of City equipment
and these costs will be reflected in the operating expenditures of the activity using the equipment, to
facilitate accurate costing of service delivery.
3.6 Vehicle Replacement Costs - 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.
3.6a Vehicle Changes - 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: no increase in miles driven in the conduct
of City business, and no net increase in the number of fleet units.
3.7 Computer Replacement Costs - Computer replacement funds shall be created to level out spending for
microcomputer and network related hardware and software and ensure that adequate replacement funds
are available when equipment reaches the end of its useful life. This fund is expected to cover 80% of the
General Fund replacement costs. The remaining 20% costs will be covered in individual departmental
budgets. Restricted funds are expected to reserve funds necessary to cover 100% of their microcomputer
and network related hardware and software.
3.8 Technology Improvements - Recognizing the contribution of technology in efficient and effective
service provision, improvements in technology shall be important considerations in resource allocations.
3.9 General Fund Annual Savings - The General Fund emergency/stabilization reserve shall be maintained
at a 10% minimum and a 15% maximum, as conditions allow.
3.10 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
review applications for new grants before they are submitted to the granting agency.
3.11 Property & Casualty and Workers Compensation Funds - Both Property and Casualty and Workers
Compensation liability will be self-insured. The goal of the Property & Casualty Fund is to fully fund an
actuarially calculated liability as of the end of the prior year at the 50% certainty level plus $500,000 for
current and future claims. The Workers Comp Fund's goal is to fully fund case loss reserves at the 50%
confidence level and rate stabilization reserves at the industry standard reserve/retention of eight-to-one.
At least every five years, an analysis comparing the cost and effectiveness of self insurance compared to
purchase outside insurance will be conducted to determine whether self-insurance in one or both of these
liability categories continues to be the best alternative.
3.12 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 based on TABOR requirements. This may be accomplished, subject to Council
review and approval, by a combination of modifying benefits and/or setting aside reserves.
3.13 Compensation Policy - The City of Boulder is committed to recruiting and retaining highly productive
employees through a competitive total compensation package, which strives to:
• Provide favorable salary relationships when compared to appropriate labor markets, while
recognizing the City's ability to pay;
• Maintain internal job relationships according to the responsibilities and customer service
requirements found in all jobs;
• Recognize and reward employees for their efforts as demonstrated through specific performance
achievements; and
• Acknowledge the unique contributions and potential sacrifices of our Police and Fire Protective
Services by continuing to offer enriched benefit programs for them.
SECTION 4 - CAPITAL IMPROVEMENT PLANS
4.1 Capital Improvement Plan Submission - While the Charter establishes time limits and the essential
content of the City Manager's proposed CIP budget, the budget preparation process is not prescribed. The
preparation process is developed by the City Manager with input from the City Council.7
4.2 Inclusion of Operating Costs - Prior to approval of capital projects, associated operating costs must be
included in balanced multi-year operating budgets.
4.3 Capital Improvement Project Contingency Funds - Capital Improvement 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. The "scope of the project" is defined as the description of the
project presented with the CIP that clearly defines the parameters, objectives, and budget 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 - RESERVE POLICIES
5.1 Please refer to separate section defining individual reserve goals by fund.
5.2 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. Reserve funds established for other purposes may
also 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- ins reserve (would have to "book" any unfunded liability)
Insurance stabilization reserve
Restricted funds (only for emergency purposes within the function of each fund)
Emergency/stabilization reserves
Various replacement reserves
SECTION 6 - PENSION PLAN POLICIES
6.1 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.
6.2 Increase for “Old Hire” Police and Fire Pension Plans - “Ad hoc”/cost of living increases 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 7 - DEBT POLICIES
7.1 Policy Statement - 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.
END NOTES
1. Charter Requirements Sec 93. Not 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 fiscal year, based upon detailed estimates
furnished by the several departments and other divisions of the city government, according to a classification as
nearly uniform as possible. The budget shall present the following information:
(A) An itemized statement of the appropriations recommended by the city manager for estimated expenses and for
permanent improvements for each department and each division thereof for the ensuing fiscal year, with comparative
statements in parallel columns of the appropriations and the expenditures for the current and last preceding fiscal
year and the increases or decreases in the appropriations recommended;
(B) An itemized statement of the taxes required and of the estimated revenues of the city from all other sources for
the ensuing fiscal year with comparative statements in parallel columns of the taxes and other revenues for the
current and last preceding fiscal year and of the increases or decrease estimated or proposed;
(C) A statement of the financial condition of the city; and
(D) Such other information as may be required by the council.
2. Charter Requirement Sec. 95. Upon the basis of the budget as adopted and filed, and including the levies
required to be made by the charter, the several sums shall forthwith be appropriated by ordinance to the several
purposes therein named for the ensuing fiscal year. Said ordinance shall be adopted not later than the first day of
December in each year and shall be entitled "The Annual Appropriation Ordinance."
3. Charter Requirement Sec. 102. At any time after the passage of the annual appropriation ordinance and after at
least one week's public notice, the council may transfer unused balances appropriated for one purpose to another
purpose and may by ordinance appropriate available revenues not included in the annual budget. This provision
shall not apply to the water, park and library funds.
4. Charter Requirements. Sec 94. Upon said estimate the council shall forthwith proceed to make by ordinance the
proper levy in mills upon each dollar of the assessed valuation of all taxable property within the city,… The levy
shall never exceed thirteen mills on the dollar for all general city purposes upon the total assessed valuation of said
taxable property with the city. The foregoing limitation of thirteen mills shall not apply to taxes levied by the
council for the payment of any interest, sinking fund, or principals of any bonded indebtedness of the city now
existing or hereafter created nor to special assessments for local improvements.
Sec. 135. 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.
Sec. 161. There shall be a permanent park and recreation fund. This fund shall consist of the following:
(a) An annual levy of nine-tenths of one mill on each dollar of assessed valuation of all taxable within the
city.
5. Code Requirement. Sec. 3-8-1. Development Excise Tax; Sec. 3-9-1, Housing Excise Tax; Sec. 8-3-18, and Park
Land Acquisition and Development Fees, B.R.C. 1981.
6. Charter Requirements
Sec. 88. The fiscal year of the city shall commence on the first day of January and end on the last day of December
of each year.
Sec. 89. Collection and custody of public moneys. The Director of Finance and Record shall have charge of the
revenues and records of the city except as otherwise provided by this charter or by ordinance. All taxes, special
assessments, and license fees accruing to the city shall be received or collected by officers of the department of
finance and record. All moneys received by any officer or employee of the city or in connection with the business of
the city shall be paid promptly into the city treasury.
The council shall by ordinance provide a system for prompt collection and regular payment, custody, and deposit of
all city moneys; shall require surety bonds of all depositors of city moneys. Deposits shall be made daily and in the
name of the city.
Sec. 90. System of accounting
The council shall by ordinance provide a system of accounting for the city, not inconsistent with the provisions of
this charter, which may be recommended by the city manager, to conform as nearly as possible with the uniform
system of municipal accounting.
7. Charter Requirements. Sec 78. The Planning Department shall.....
(C)Submit annually to the city manager, not less than sixty days prior to the date for submission of the city
manager's proposed budget to the city council, a list of recommended capital improvements to be undertaken during
the forthcoming six-year period;
The list shall be arranged in order of preference, with recommendations as to which projects shall be completed each
year. Each list of capital improvements shall be accompanied by a six-year capital budget indicating estimated costs
and methods of financing all improvements.
Fund Category Reserve Purpose Current Reserve Policy
Projected Year-End
Balance (2005)
Balance to
Comply
w/Budget Policy Variance Comments
General
Emergency/
Stabilization Emergency Reserve
Reserve is to provide a cushion for
revenue shortfalls, emergencies,
and for expenditure opportunities.
Based upon GF expenditures less
grants: proposed goal is to have a
10% reserve. 8,222,000 7,612,000 610,000
Current reserve policy is
being met.
Liability
Compensated
Absences
The fund was established for
liabilities assoc. with accumulated
sick and vacation time,
appreciation bonuses, and/or other
employee benefits that result in
liabilities
To facilitate the long-term
financial sustainability for the city
the sick/vac/app. bonus liability
shall be a fully funded reserve
based on TABOR requirements. 3,486,539 3,250,378 236,161
Current reserve policy is
being met.
Workers Comp.
Reserve
The Workers Comp fund is to be
self-insured. The fund was
developed to enhance the
management of program costs.
To fully fund case loss reserves at
the 50% confidence level and rate
stabilization reserves at the
industry standard
reserve/retention of 6 to 1. 3,890,377 3,822,114 68,263
Current reserve policy is
being met.
Property &
Casualty Reserve
The Property & Casualty Reserve
will be self-insured. The fund was
set up when insurance costs were
expected to increase significantly.
Goal is to fully fund an
actuarially calculated liability as o
end of the prior year at the 50%
certainty level plus $500,000 for
current & future year claims. 2,640,872 1,448,296 1,192,576
Current Reserve policy is
being met
Replacement
General Fund-
Computer
Replacement
Reserve
Reserve was created to level out
spending for micro-computer
related hardware and software.
Goal is that this fund will cover
80% of the General Fund
replacement costs by 12/31/00.
The remaining 20% will be
covered in departmental budgets. 1,797,137 951,803 845,335
Current reserve policy is
being met.
Telecommuni-
cations
Replacement
Reserve
Reserve was created to level out
spending for Telecommunications
system replacement and upgrades
Goal is that this fund will fund the
City's phone service equipment
replacement and fiber network
needs. 783,198 783,198 0
Current Reserve Policy is
being met
Facility
Renovation &
Replacement
Reserve
Fund was created to protect the
City investment in facilities.
To protect City investment in
buildings, funds shall be budgeted
annually for maintenance of such
buildings. To extend the life of
these assets, the goal over a 20
year period shall be to increase
the funds budgeted annually for
maintenance of buildings to
approximately 2% of the
replacement cost. 2,031,284 2,031,284 0
Current reserve policy is
being met.
Equipment
Replacement
Reserve was created to level out
spending for replacement of City’s
equipment. Includes contributions
annually from general & non-
general funds.
It is the policy of the City of
Boulder that all equipment users
shall fund the replacement of
equipment through contributions
to the Equipment Replacement
Program (ERP) fund. Annual
contributions by unit shall be
calculated by Facilities & Asset
Management (FAM) and
distributed to users during the
budget process. 3,419,861 3,419,861 0
Current reserve policy is
being met.
Capital Development
Fund
Emergency/
Stabilization Emergency Reserve
Reserve was established to cover
emergencies and revenue
fluctuations.
Current reserve policy designates
$500,000 to cover the purposes
of the fund. 1,155,367 543,131 612,236
Current reserve policy is
being met.
Planning and
Development
Services
Emergency
/Stabilization Emergency Reserve
This is an appropriated reserve to
fund unanticipated operating
emergencies.
Reserve is currently set at
$25,000. 25,000 25,000 0
Current reserve policy is
being met.
Emergency
/Stabilization Operating Reserve
This is an unappropriated reserve
which was established to cover
revenue fluctuations and operating
emergencies.
5% of the operating budget that is
funded by fees and permit revenue 1,719,004 249,573 1,469,431
Current reserve policy is
being met.
Liability
Sick/Vac/App.
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick & vacation time, appreciation
bonuses, and/or other employee
benefits that result in liabilities
upon termination or retirement
To facilitate the long-term
financial sustainability for the city
the sick/vac/app bonus liability
shall be fully funded by or before
2010. Interim goal is to fully fund
reserve based on TABOR
requirements. 1,469,431 416,493 1,052,938
Current reserve policy is
being met; this reserve is
to be fully funded by
2010.
CHAP Fund Liability
Sick/Vac/ App.
Bonus Liability
Reserve
Reserve was established to fund
sick/vac/app. bonus liability.
Reserve is to fully cover
sick/vac/app. bonus liability. 39,682 39,682 0
Current reserve policy is
being met.
Fund Category Reserve Purpose Current Reserve Policy
Projected Year-End
Balance (2005)
Balance to
Comply
w/Budget Policy Variance Comments
.25 Cent Sales Tax
Fund Liability
Sick/Vac/App
Bonus Liability
Reserve
Reserve was established to fund
sick/vac/app. bonus liability.
Reserve is to fully cover
sick/vac/app. bonus liability. 464,615 214,114 250,501
Current reserve policy is
being met.
Library Fund
Emergency/
Stabilization Emergency
Reserve was established to cover
emergencies.
Current reserve policy designates
10% of annual Library revenues
for emergencies. 153,612 66,793 86,819
Current reserve policy is
being met.
Recreation Activity
Fund
Emergency/
Stabilization Emergency Reserve
Reserve is to provide a cushion for
revenue shortfalls, emergencies,
and for expenditure opportunities.
Policy is to allow a rolling fund
balance to provide stability to
annual operations that may
otherwise be affected by shortfalls
in revenue. 367,792 50,000 317,792
Current reserve policy is
being met.
Liability
Sick/Vac/App
Bonus Liability
Reserve
Reserve was established to fund
sick/vac/app. bonus liability.
Reserve is to fully cover
sick/vac/app. bonus liability. 317,792 11,814 305,978
Current reserve policy is
being met.
Open Space Fund
Emergency
/Stabilization
OSBT Contingency
Reserve
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 outstanding
General Obligation and BMPA
debt totals supported by sales tax
revenues. 8,482,008 5,475,000 3,007,008
Current reserve policy is
being met.
Liability
Sick/Vac/App.
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 3,007,008 490,000 2,517,008
Current reserve policy is
being met.
Property &
Casualty Reserve
Reserve was established to cover
retained insurance exposure.
Reserve is to cover 100% of
retained loss not covered by
City’s insurance policy. 2,517,008 400,000 2,117,008
Current reserve policy is
being met.
Airport Fund
Emergency
/Stabilization Operating Reserve
This is an appropriated reserve to
fund unanticipated operating
emergencies.. 3% of Fund’s operating budget. 10,000 10,000 0
Current reserve policy is
being met.
Designated Reserve
This is an unappropriated reserve
for operating and capital
emergencies and revenue
shortfalls. 25% of Fund’s operating budget. 596,941 95,927 501,014
Current reserve policy is
being met.
Liability
Sick/Vac/App.
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 501,014 26,231 474,783
Current reserve policy is
being met.
Transportation Fund
Emergency
/Stabilization Operating Reserve
This is an appropriated reserve to
fund unanticipated operating
emergencies. Reserve is set at $100,000. 100,000 100,000 0
Current reserve policy is
being met.
Liability
Sick/Vac/App.
Bonus Liability
Reserve &
Designated Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement and includes allocation
for designated reserves.
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 1,528,250 691,659 836,591
Current reserve policy is
being met; adjusted
annually to reflect most
recent estimates.
Transportation
Development Designated Reserve
This is an unappropriated reserve
for operating and capital
emergencies and revenue
shortfalls. Reserve is set at $25,000 602,749 25,000 577,749
Current reserve policy is
being met.
Permanent Parks &
Recreation Fund Liability
Sick/Vac/ App.
Bonus Liability
Reserve
Reserve was established to fund
sick/vac/app. bonus liability.
Reserve is to fully cover
sick/vac/app. bonus liability. 532,272 84,777 447,495
Current reserve policy is
being met.
Water Utility
Emergency/
Stabilization Emergency Reserve
This is an appropriated reserve to
fund unanticipated operating
emergencies. 3% of Fund’s operating budget. 300,000 300,000 0
Current reserve policy is
being met; adjusted
annually as % of current
operating budget.
Operating Reserve
This is an unappropriated reserve
for operating and capital
emergencies and revenue
shortfalls.
20% of Fund’s operating budget
(including transfers) over six-year
planning time frame. 15,195,669 2,242,625 12,953,044
Current reserve policy is
being met; adjusted
annually as % of current
operating budget.
Fund Category Reserve Purpose Current Reserve Policy
Projected Year-End
Balance (2005)
Balance to
Comply
w/Budget Policy Variance Comments
Bond Bond Reserve
These reserves are established in
accordance with bond covenant
requirements for revenue bonds.
Reserve amount defined
individually for each bond
issuance, equal to approximately
one year’s annual debt payment. 6,322,941 6,322,941 0
Current reserve policy is
being met.
Liability
Sick/Vac/App.
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 665,438 665,438 0
Current reserve policy is
being met.
Wastewater Utility
Emergency/
Stabilization Emergency Reserve
This is an appropriated reserve to
fund unanticipated operating
emergencies. 3% of Fund’s operating budget. 210,000 210,000 0
Current reserve policy is
being met; adjusted
annually as % of current
operating budget.
Operating Reserve
This is an unappropriated reserve
for operating and capital
emergencies.
20% of Fund’s operating budget
(including transfers) over six-year
planning time frame. 2,931,116 1,543,446 1,387,670
Current reserve policy is
being met; adjusted
annually as % of current
operating budget.
Bond Fund Bond Reserve
These reserves are established in
accordance with bond covenant
requirements for revenue bonds.
Reserve amount defined
individually for each bond
issuance, equal to approximately
one- year’s annual debt payment. 4,906,936 4,906,936 0
Current reserve policy is
being met (includes
estimated reserves for
2005 bonds).
Liability
Sick/Vac/App
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 590,065 590,065 0
Current reserve policy is
being met.
Stormwater/ Flood
Management Utility
Emergency/
Stabilization Emergency Reserve
This is an appropriated reserve to
fund unanticipated operating
emergencies. 3% of Fund’s operating budget. 80,000 80,000 0
Current reserve policy is
being met; adjusted
annually as % of current
operating budget.
Operating Reserve
This is an unappropriated reserve
for operating and capital
emergencies.
20% of Fund’s operating budget
(including transfers) over six-year
planning time frame. 2,796,404 630,577 2,165,827
Current reserve policy is
being met; adjusted
annually as % of current
operating budget.
Post-Flood
Property
Acquisition
Reserve is for post - flood
property acquisition in the event
of a flood.
Reserve is increased by $150,000
a year such that the fund will
accumulate and maintain a level
of $1,000,000. 1,050,000 1,000,000 50,000
Current reserve policy is
being met.
Bond Bond Reserve
These reserves are established in
accordance with bond covenant
requirements for revenue bonds.
Reserve amount defined
individually for each bond
issuance, equal to approximately
one year’s annual debt payment. 824,715 824,715 0
Current reserve policy is
being met.
Liability
Sick/Vac/App
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 129,864 129,864 0
Current reserve policy is
being met.
CAGID
Emergency/
Stabilization Emergency Reserve
This is an unappropriated reserve
to fund unanticipated operating
emergencies.
10% of Fund’s total operating
uses. 609,074 260,697 348,377
Current reserve policy is
being met.
Natural Disaster
Reserve
This reserve is required under
TABOR.
3% of Fund’s total sources as
required by TABOR. 348,377 144,154 204,223
Current reserve policy is
being met.
Liability
Sick/Vac/App
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 204,223 96,135 108,088
Current reserve policy is
being met.
UHGID
Emergency/
Stabilization Emergency Reserve
This is an unappropriated reserve
to fund unanticipated operating
emergencies. 25% of Fund’s total uses. 613,885 82,223 531,662
Current reserve policy is
being met.
Natural Disaster
Reserve
This reserve is required under
TABOR.
3% of Fund’s total sources as
required by TABOR. 531,662 5,916 525,746
Current reserve policy is
being met.
Fund Category Reserve Purpose Current Reserve Policy
Projected Year-End
Balance (2005)
Balance to
Comply
w/Budget Policy Variance Comments
Liability
Sick/Vac/App
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 525,746 12,206 513,540
Current reserve policy is
being met.
Fleet Operations
Emergency/
Stabilization Emergency Reserve
This is an appropriated reserve to
fund unanticipated operating
emergencies. 1% of Fund’s operating budget. 503,372 46,861 456,511
Current reserve policy is
being met.
Liability
Sick/Vac/App.
Bonus Liability
Reserve
The fund was established for
liabilities assoc with accumulated
sick and vacation time,
appreciation bonuses, and/or
other employee benefits that result
in liabilities upon termination or
retirement
Reserve is to cover 100% of
accrued costs as determined by
Finance Department. 456,511 129,761 326,750
Current reserve policy is
being met.
Fleet Replacement Replacement
Fleet Replacement
Reserve
Reserve was established to level
out the spending for the
replacement of the City’s vehicles
Policy is to collect sufficient funds
from the departments to replace
vehicles as identified in
replacement schedule. 4,247,028 4,247,028 0
Current reserve policy is
being met.
CITYWIDE SUMMARIES
CITY OF BOULDER
2005 BUDGET
(in $1,000s)
TOTAL BUDGET
$196,167
CAPITAL BUDGET
$29,108
OPERATING BUDGET
(including debt service)
$167,059
DEDICATED
FUNDS
$97,989
GENERAL
FUND
$69,070
City of Boulder Budget Summary
2005 Budget
Citywide Overview
• The total 2005 budget for the City of Boulder is $196,167,000. Overall, the 2005 budget is 4.3%
greater than the 2004 budget of $188,145,000 (this amount includes the $5,414,000 in additional
funding from the sales/use tax initiatives approved by voters in November 2003 and appropriated after
the original 2004 budget was adopted). Of the 4.3% increase, approximately 1.2% is due to increases
in the City’s capital improvement program (CIP) between 2004 and 2005.
2005 Uses of Funds
Total = $196,167 (in $1,000s)
Police
$22,680
12%
Public Works
$67,430
33%
Debt
$2,668
1%
Administrative
Svcs
$8,225
4%
Fire
$10,996
6%
General
Government
$17,284
9%
Housing/Human
Svcs
$12,753
7%
Open Space/
Real Estate
$20,658
11%
Planning &
Development
Services
$6,233
3%
Parks &
Recreation
$21,060
11%
Library
$5,740
3%Arts
$440
<1%
Note: Non-General Fund Debt is included in departments.
• The 2005 Budget includes 1,212.11 standard full time equivalents (or FTEs), which reflects an
increase of 11.43 standard FTEs from the 2004 approved budget. Most of these additional positions
were added based on funding from the General Fund 0.15% sales tax extension approved by voters in
November 2003 and appropriated in December 2003 after the original 2004 budget was adopted. For
a detailed description of changes in standard FTEs across all city departments/divisions, please refer to
"Summary of Standard FTEs" section.
NUMBER OF STANDARD FTES BY YEAR
0
200
400
600
800
1,000
1,200
1,400
2000 2001 2002 2003 2004 2005
Restricted
Funds
General
Fund
Citywide Expense (Uses)
Basic Assumptions
Personnel Factors/General Salary Increase:
Non-union/Management 1.5%
Boulder Municipal Employees Association 1.3%
Police 1.3%
Fire 5.0%
Non-Personnel Factors
Non-Personnel Budgets were increased by 0% for 2005.
Citywide Revenue (Sources)
• The city has several revenue sources, each representing a different percentage of total revenues.
Citywide revenues are projected to be $185,885,000 an increase of 2.4% from 2004 estimated revenues
of $184,586,000 (this amount includes the additional funding from the sales/use tax initiatives
approved by voters in November 2003 and appropriated after the original 2004 budget was adopted).
2005 Sources of Funds
Total = $185,885
Sales Tax
$71,240
38%
Property Tax
$20,432
11%
Utility Rates
$38,422
21%Parks &
Recreation
$7,735
4%
Intergovern-
mental
$7,588
4%
Bond Proceeds
$416
<1%
Plng & Develop
Fees
$4,992
3%
Other
$35,060
19%
Sales Tax
Sales Tax represents 38% of the City’s total revenue. Sales tax is a transaction tax levied upon all sales,
purchases, and leases of tangible personal property and taxable services sold or leased by persons engaged
in business in the city and is collected by the vendor or lessor and remitted to the city. The current sales
and use tax rate consists of several components. The following is a list of the specific funds that have sales
tax as a component of their revenue.
Fund Rate Expiration Date of Tax
General Fund 1.00% None
General Fund 0.38% 12/31/2011
General Fund (designated) 0.15% 12/31/2012
General Fund (formally designated for 0.15% 12/31/2024
Public Safety Fund purposes)
Open Space Fund 0.40% None
Open Space Fund 0.33% 12/31/2018
Open Space Fund 0.15% 12/31/2019
Transportation Fund 0.60% None
Parks & Recreation Fund 0.25% 12/31/2015
Total 3.41%
CPI Adjusted Sales Tax History & Forecast
2000 - 2005
(in $1,000s & excluding new 0.15% OS/MP sales tax)
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
2000 Act. 2001 Act. 2002 Act. 2003 Act. 2004 Proj. 2005 Proj.
Basic Assumptions:
Inflation – Projected CPI for the Denver/Boulder area is 2.1% for 2005.
General Economy – Staff is projecting that the economy will grow by 0.5% for 2005.
Employment Growth – Staff is anticipating very little employment growth in the Boulder region
for 2005.
Business-to-Business Activity – Staff is projecting an increase in business related activity by 0.2%
in 2005.
Overall Sales Tax Growth – The overall growth in sales & use tax for the city is expected to be 0%
in 2005.
Property Tax
Property Tax represents 11% of the City’s total revenue. Property tax revenue is based on the city’s mill
levy to the current assessed value. Property tax revenue growth is restricted under the Taxpayer Bill of
Rights Amendment to the Colorado Constitution (TABOR) to the Denver-Boulder Consumer Price Index
(CPI) and a local growth factor. For collection in 2005, City Council approved a property tax of 10.005:
General City Operations 8.748
Public Safety Fund 2.000
Permanent Parks & Recreation Fund 0.900
Library Fund 0.333
TOTAL 11.981
Less Mill Levy Credit 1.976
NET MILL LEVY 10.005
City of Boulder- Net Mill Levy
Revenue Year 2000 2001 2002 2003 2004 2005
Mill Levy
10.502
10.908
9.301
9.640
9.860 10.005
Impact on Fund Balance
For the 2005 budget year, there is $10,282,000 being used from fund balance to fund anticipated expenses.
The use of fund balance is typically for one-time only expenses or for capital projects. Most funds that are
using fund balance have built up reserves especially for the purpose of funding capital projects. Funds
using fund balance for capital costs are the Capital Development, Open Space, Transportation,
Transportation Development and Water Utility Funds. Intergovernmental Service Funds such as the
Telecommunications, Property & Casualty, Worker’s Compensation, Compensated Absences, Fleet
Replacement, Fleet Operations, Computer Replacement, Equipment Replacement, and Facility Renovation/
Replacement Funds use fund balance to cover their cost allocation expenses but will recover those costs
through charges.
For a complete look at the five year position of the City’s funds please refer to the “Fund Financial” section
of the budget document. In addition, each fund’s reserve policies are summarized in the “Budget Policies”
section of the document and their current status as to those policies.
General Fund Revenues (Sources)
Total sources for the General Fund for the 2005 budget year are $80,091,000.
2005 Sources of Funds
Total =$80,091 (in $1,000s)
Other Taxes
$12,193
15%Grants
$799
1%
Sales Tax
$35,095
44%
Parking
Violations
$2,181
3%
Property Tax
$16,362
20%
Parks Fees
$163
<1%
Cost Allocation
$6,221
8%
Other
$7,077
9%
Sales Tax
Sales tax collections of $35,095,000 represent 44% of the General Fund annual revenue.
Property Tax
The City’s mill levy that goes to general operations is 8.748 mills les pro-rated TABOR credits of 1.970
mills. Total revenue collected for property taxes is projected to be $16,362,000 or 20% of General Fund
revenues for 2005.
Other Taxes
Other taxes include admission tax, accommodation tax, liquor occupation tax, telephone occupation tax,
cable franchise tax, electric franchise tax, specific ownership tax, tobacco tax and trash tax. Estimates for
these taxes are based on historical trends, inflation and economic growth in the respective areas.
Cost Allocation
The General Fund provides various support services to the restricted funds. The costs to provide these
services are determined and allocated to the various restricted funds based on their utilization of these
services. The estimated reimbursement amount to the General Fund in 2005 is $6,221,000, a 1.7%
decrease from the 2004 approved budget.
Court Fees and Charges
There are four new Municipal Court fees which will be implemented as of January 1, 2005:
Community service fee $ 5.00
Failure to appear fee $30.00
Warrant processing fee $30.00
Stay fee $15.00
The community service fee will cover the liability insurance of defendants performing their community
service assignments and case manager oversight.
When appropriate, the Court may assess a fee for failing to appear for a hearing.
When appropriate, the Court may assess a warrant processing fee.
As fines and costs are due and payable on the date of sentencing, deviation from this policy may result in
the assessment of a stay fee for a payment plan.
The combined annual revenue from these new fees is projected to be $2,500.
General Fund Expenses (Uses)
The 2005 General Fund budget is $80,059,000. This amount incorporates all 4 years of the Reduction and
Revenue Enhancement Plan for the General Fund plus $2.2 million in additional ongoing reductions
approved as part of the 2005 budget adopted by City Council on November 30, 2004.
2005 Uses of Funds
Total = $80,059 (in $1,000s)
Police
$22,680
28%
Parks
$3,889
5%
Debt
$2,080
3%
Fire
$10,996
14%
Arts
$189
<1%
Real Estate
$111
<1%Public Works
$2,823
4%
Housing/Human
Svcs
$5,922
7%
General
Government
$12,155
15%
Transfers to
Other Funds
$10,989
14%
Admin Svcs
$8,225
10%
2003 2004 2005
ACTUAL APPROVED APPROVED
UNRESTRICTED FUNDS:
General (includes Public Safety Fund)
Sales and Use Taxes $ 31,723 $31,892 $31,360
Add'l Sales/Use Tax (29th Street) 0 0 600
.15 Cent Sales Tax 3,105 3,112 3,135
Food Service Tax 356 402 405
Bond Reserves 250 250 380
Accommodation Tax 2,197 2,583 2,376
Admission Tax 410 390 400
Property Tax 11,632 12,165 12,454
Property Tax (Public Safety) 3,822 4,287 3,908
Trash Hauler/Recycling Occ.Tx. 997 1,007 1,485
Liquor Occupation Tax 514 519 535
Telephone Occupation Tax 768 768 768
Cable Television Franchise Tax 876 783 806
Xcel Franchise Tax 2,998 2,756 3,397
Specific Ownership Tax 1,398 1,597 1,586
Tobacco Tax 435 484 435
Misc. Charges for Services 234 104 243
NPP Revenue 0 072
Meters - Out of Parking Districts 284 290 295
Meters - Within Parking Districts 1,303 1,420 1,455
Sale of Goods 46 62 49
Misc. Fines & Administr. Penal 5 10 10
Municipal Crt Charges & Fines 1,429 1,009 1,500
Parking Violations 2,358 1,931 2,181
Photo Enforcement 785 936 959
Business Licenses 155 138 161
Misc. Intergovernmental Chg. 5 10 10
Court Awards 40 48 40
Grants 1,127 862 799
Interest & Investment Earnings 527 673 451
Leases, Rents & Royalties 117 42 44
Miscellaneous Revenues 1,890 634 338
BURA Operating Fund Balance 171 00
Public Safety Fund Balance 6,207 00
Parks Fees 171 175 163
Housing/Human Services Fees 220 224 228
Reserve Adjustment 1,799 00
SUB-TOTAL REVENUE $ 80,354 $ 71,563 $ 73,028
CITY OF BOULDER
SUMMARY OF SOURCES OF FUNDS
(in $1,000s)
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF SOURCES OF FUNDS
(in $1,000s)
Transfers In
Cost Allocation - All Funds 6,394 6,331 6,221
CAGID - Mall Maintenance 30 0 0
CAGID - Reimb for Mall Improvements 373 0 392
Other 101 68 450
SUB-TOTAL TRANSFERS IN $ 6,898 $ 6,399 $ 7,063
TOTAL General Fund $ 87,252 $ 77,962 $ 80,091
Community Housing Assistance (CHAP)
Property Tax $ 1,170 $1,225 $1,259
Development Excise Tax 338 250 230
Interest & Investment Earnings 68 50 50
Transfers In 0 023
Housing Authority Loan Repayment 789 00
Other 208 00
TOTAL CHAP $ 2,573 $ 1,525 $ 1,562
NET TOTAL UNRESTRICTED FUNDS $ 89,825 $ 79,487 $ 81,653
2003 2004 2005
ACTUAL APPROVED APPROVED
RESTRICTED FUNDS:
Capital Development
Development Excise Tax $ 510 $388 $380
Interest & Investment Earnings 76 60 25
Leases, Rents & Royalties 6 11 11
$ 592 $459 $416
Lottery
Lottery Funds $ 898 $900 $900
Interest & Investment Earnings 23 00
$ 921 $900 $900
Planning & Development Svcs
Misc. Development Fees $ 4,913 $4,712 $4,992
Interest & Investment Earnings 38 24 34
Grants 14 00
Transfers In 2,991 2,510 2,468
$ 7,956 $7,246 $7,494
Affordable Housing Fund
Cash In Lieu of Affordable Units $ 506 $1,525 $1,230
Interest & Investment Earnings 29 00
Transfers In 652 335 387
Sale of Goods and Capital Assets 130 060
Other 600 600 756
$ 1,917 $2,460 $2,433
.25 Cent Sales Tax
Sales and Use Taxes $ 5,174 $5,187 $5,222
Interest & Investment Earnings 96 150 105
Intergovernmental 40 00
Other 126 10 80
$ 5,436 $5,347 $5,407
Library
Property Tax $ 487 $504 $521
Misc. Charges for Services 106 109 109
Interest & Investment Earnings 10 17 8
Leases, Rents & Royalties 7 76
Grants 12 00
Transfers In 5,078 4,537 5,072
Other 27 24 24
$ 5,727 $5,198 $5,740
CITY OF BOULDER
SUMMARY OF SOURCES OF FUNDS
(in $1,000s)
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF SOURCES OF FUNDS
(in $1,000s)
Recreation Activity
Admission & Activity Charges $ 6,864 $7,565 $7,427
Transfers In 1,585 1,297 1,390
$ 8,449 $8,862 $8,817
Open Space
Sales and Use Taxes $ 15,111 $15,145 $18,386
Grants 30 00
Interest & Investment Earnings 263 255 255
Leases, Rents & Royalties 308 245 245
Miscellaneous Revenues 118 00
Transfers In 1,221 1,012 927
$ 17,051 $16,657 $19,813
Airport
Misc. Charges for Services $ 3 $9 $3
Misc. Intergovernmental Chg. 6 86
Grants 375 00
Interest & Investment Earnings 13 22 13
Leases, Rents & Royalties 355 392 376
$ 752 $431 $398
Transportation
Sales and Use Taxes $ 12,420 $12,448 $12,537
Misc. Intergovernmental Chg. 87 00
Highway Revenues 9,819 5,237 3,896
Interest & Investment Earnings 189 500 200
Miscellaneous Revenues 127 100 254
Special Assessments 98 220 100
Third Party Reimbursements 176 500 500
Contributions & Donations 21 30 30
Transfers In 112 00
$ 23,049 $ 19,035 $ 17,517
Transportation Development
Development Excise Tax $ 1,220 $999 $1,028
Interest & Investment Earnings 82 149 87
Third Party Reimbursements 162 375 2,521
$ 1,464 $1,523 $3,636
Transit Pass General Improvement District
Property Tax $ 5 $6 $4
Miscellaneous Revenues 1 01
Transfers In 3 33
$9$9 $8
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF SOURCES OF FUNDS
(in $1,000s)
CommDvlpmnt Block Grnt (CDBG)
Sale of Capital Assets $ 965 $1,038 $0
Federal - Direct Grants 1,161 1,178 1,107
Interest Earned on Receivables 0 023
Third Party Reimbursements 53 00
Transfers In 0 0 114
$ 2,179 $2,216 $1,244
HOME
Federal - Direct Grants $ 448 $860 $870
Third Party Reimbursements 0 00
$ 448 $860 $870
.25 Cent Sales Tax Bond Prcds
Interest & Investment Earnings $ 31 $0 $0
$31$0 $0
Permanent Parks and Recreation
Property Tax $ 1,317 $1,378 $1,416
Parks & Rec Development Fee 230 148 145
Interest & Investment Earnings 79 75 75
Miscellaneous Revenues 0 70 70
$ 1,626 $1,671 $1,706
General Obligation Debt Svc
Operating $ 2 $0 $0
$2$0 $0
Water Utility
Misc. Charges for Services $ 45 $32 $32
Utility Service Charges 19,993 20,514 20,909
Utility Plant Invest. Fee Summ 2,403 2,100 2,250
Utility Connection 181 125 150
Misc. Intergovernmental Chg. 1,751 3,144 0
Interest & Investment Earnings 1,102 862 521
Leases, Rents & Royalties 0 00
Miscellaneous Revenues 26 24 18
Special Assessments 0 10 10
Transfers In 0 2,175 0
$ 25,501 $ 28,986 $ 23,890
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF SOURCES OF FUNDS
(in $1,000s)
Wastewater Utility
Utility Service Charges $ 8,299 $9,400 $9,974
Sale of Capital Assets 753 00
Utility Plant Invest. Fee Summ 426 420 420
Utility Connection 18 10 11
Interest & Investment Earnings 251 382 148
Miscellaneous Revenues 40 23 25
Special Assessments 198 20 20
$ 9,985 $10,255 $10,598
Stormwater/Flood Mgmt Utility
Utility Service Charges $ 4,083 $4,233 $4,369
Utility Plant Invest. Fee Summ 694 500 500
Urban Drng & Fld Contr Dist 355 0 700
State and Federal Grants 28 00
Interest & Investment Earnings 190 160 101
WASH Program 30 100 103
Miscellaneous Revenues 404 18 18
Sale of Capital Assets 580 1,390 0
$ 6,364 $6,401 $5,791
CAGID
Property & Spec Ownership Tx $ 797 $821 $844
Parking Charges 2,392 2,777 3120
Interest & Investment Earnings 43 54 24
Leases, Rents & Royalties 392 322 383
Miscellaneous Revenues 10 15 18
Transfers In 1,505 1,255 1280
Misc. Intergovernmental Chg. 92 00
10th & Walnut Bonds and Revenue 13,254 0 416
$ 18,485 $5,244 $6,085
UHGID
Property & Spec Ownership Tx $ 25 $25 $26
Parking Charges 166 158 160
Interest & Investment Earnings 14 23 11
Transfers In 195 165 175
$ 400 $371 $372
TOTAL RESTRICTED FUNDS SOURCES $ 138,344 $ 124,131 $ 123,135
TOTAL CITY SOURCES OF FUNDS $228,169 $203,618 $204,788
Less: Transfers from Other Funds $20,776 $22,132 $18,903
NET TOTAL SOURCES OF FUNDS $207,393 $181,486 $185,885
2003 2004 2005
ACTUAL APPROVED APPROVED
UNRESTRICTED FUNDS:
General (includes Public Safety Fund)
City Council $ 279 $280 $281
Municipal Court 1,190 1,237 1,292
City Attorney 1,744 1,680 1,637
Contingency 40 111 111
Economic Vitality Program 121 250 361
BURA 226 00
Extraordinary Personnel Expense 0 211 111
Fuel Contingency 0 160 0
Non-Departmental 1,041 852 725
Environmental Affairs 1,211 987 1,485
Public Affairs 962 932 620
Downtown/University Hill Mgmt Div 1,017 820 876
Downtown Eco Pass Program 0 093
Mall Improvements 116 00
BID 255 00
City Manager's Office/Support Svcs 918 962 1,192
West Nile Virus Program 259 0 300
Human Resources 1,476 1,426 1,171
Finance 2,318 2,507 2,264
Information Technology 5,383 4,269 4,170
Volunteer and Unemployment Ins 77 108 110
Property and Casualty Ins 1,397 0 1,539
Compensated Absences 997 0 311
Employee Benefit Ins 158 00
Workers Compensation Rebate (257)00
Police 21,990 21,718 22,680
Fire 10,698 10,370 10,996
Police/Fire Pensions 247 247 247
Public Works 3,827 2,262 2,823
Parks 6,192 3,625 3,889
Arts 181 179 189
Open Space (Real Estate) 205 106 111
Housing/Human Services 4,927 4,395 4,417
Campaign Financing 40 041
Humane Society Bldg Loan 115 115 112
Greenhouse Gas Program 0 100 0
Carryovers 1,635 00
Budget Savings 0 0 (300)
Debt 2,096 2,398 2,080
Total General Fund Expenditures $ 73,081 $ 62,307 $ 65,934
CITY OF BOULDER
SUMMARY OF USES OF FUNDS
(in $1,000s)
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF USES OF FUNDS
(in $1,000s)
Transfers Out 13,047 12,503 10,989
Subtotal General Fund $ 86,128 $ 74,810 $ 76,923
.15% Sales Tax Allocation
Environment $242 $249 $251
Arts 242 249 251
Human Services 1,208 1,245 1,254
Youth Opportunity 242 249 251
Four-Mile Soccer Complex 142 160 184
Debt 564 564 563
Transfers Out 0 0 382
Subtotal .15% Sales Tax $2,640 $2,716 $3,136
Total General Fund Uses $88,768 $77,526 $80,059
Community Housing Assistance
Operating $253 $289 $288
Capital 439 1,196 1,139
Transfers Out 22 22 136
Total Community Housing Assistance $714 $1,507 $1,563
TOTAL UNRESTRICTED FUNDS $ 89,482 $ 79,033 $ 81,622
2003 2004 2005
ACTUAL APPROVED APPROVED
RESTRICTED FUNDS:
Capital Development
Transfers Out $ 32 $31 $30
Capital 13 1,050 560
$ 45 $ 1,081 $ 590
Lottery
Operating $ 118 $373 $327
Debt 305 304 304
Transfers Out 9 90
Capital 2 214 269
$ 434 $900 $900
Planning & Development Svcs
Operating $ 6,290 $6,078 $6,233
Transfers Out 1,428 1,250 1,272
$ 7,718 $7,328 $7,505
Affordable Housing Fund
Operating $ 29 $38 $116
Transfers Out 2 226
Debt 24 970 1,200
Capital 1,247 1,450 1,120
$ 1,302 $2,460 $2,462
.25 Cent Sales Tax
Operating $ 2,632 $2,744 $2,864
Debt 2,052 2,399 2,429
Transfers Out 133 132 196
Capital 899 513 251
$ 5,716 $5,788 $5,740
Library
Operating $ 5,766 $5,198 $5,740
$ 5,766 $5,198 $5,740
Recreation Activity
Operating $ 8,240 $8,722 $9,065
Transfers Out 23 00
$ 8,263 $8,722 $9,065
CITY OF BOULDER
SUMMARY OF USES OF FUNDS
(in $1,000s)
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF USES OF FUNDS
(in $1,000s)
Open Space
Operating $ 5,429 $6,443 $7,313
Debt 9,572 9,606 9,284
Transfers Out 801 793 755
Capital 1,550 1,600 3,950
$ 17,352 $18,442 $21,302
Airport
Operating $ 247 $326 $329
Transfers Out 39 39 55
Capital 413 00
$ 699 $365 $384
Transportation
Operating $ 11,064 $13,137 $13,223
Transfers Out 1,577 1,558 1,331
Debt 0 0 124
Capital 12,449 4,930 3,700
$ 25,090 $19,625 $18,378
Transportation Development
Operating $ 209 $289 $291
Transfers Out 14 14 12
Capital 524 450 4,595
$ 747 $753 $4,898
Transit Pass General Improvement District
Operating $ 10 $10 $10
$10$10 $10
CommDvlpmnt Block Grnt (CDBG)
Operating $ 173 $206 $202
Debt 965 1,038 1,014
Transfers Out 16 15 41
Capital 1,025 957 886
$ 2,179 $2,216 $2,143
HOME
Operating $ 62 $78 $83
Transfers Out 8 84
Capital 378 774 783
$ 448 $860 $870
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF USES OF FUNDS
(in $1,000s)
.25 Cent Sales Tax Bond Prcds
Debt $ 685 $0 $0
Capital 344 00
$ 1,029 $0 $0
Permanent Parks and Recreation
Operating $ 455 $660 $768
Debt 50 50 50
Transfers Out 38 44 59
Capital 811 1,060 660
$ 1,354 $1,814 $1,537
General Obligation Debt Svc
Operating $ 19 $25 $25
$19$25 $25
Water Utility
Operating $ 11,130 $11,924 $12,435
Debt 7,034 7,055 6,969
Transfers Out 1,342 3,502 1,258
Capital 15,707 6,875 6,800
$ 35,213 $29,356 $27,462
Wastewater Utility
Operating $ 6,087 $6,835 $7,074
Debt 185 184 188
Transfers Out 806 800 928
Capital 1,577 1,705 2,460
$ 8,655 $9,524 $10,650
Stormwater/Flood Mgmt Utility
Operating $ 2,175 $2,321 $2,991
Debt 1,075 925 923
Transfers Out 320 316 272
Capital 2,783 1,785 1,935
$ 6,353 $5,347 $6,121
CAGID
Operating $ 1,884 $2,143 $2,607
Debt 2,726 2,488 3,612
Transfers Out 512 492 526
Capital 8,583 00
$ 13,705 $5,123 $6,745
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF USES OF FUNDS
(in $1,000s)
UHGID
Operating $ 325 $291 $290
Transfers Out 19 19 39
$ 344 $310 $329
Telecommunications
Transfers Out $ 8 $8 $11
$8$8 $11
Property & Casualty Insurance
Transfers Out $ 59 $58 $73
$59$58 $73
Worker Compensation Insurance
Transfers Out $ 112 $112 $95
$ 112 $112 $95
Employee Benefit Insurance
Transfers Out $ 7 $7 $0
$7$7 $0
Compensated Absences
Transfers Out $ 10 $10 $13
$10$10 $13
Fleet Operations
Transfers Out $ 256 $254 $245
$ 256 $254 $245
Fleet Replacement
Transfers Out $ 8 $8 $13
$8$8 $13
Computer Replacement
Transfers Out $ 14 $13 $16
$14$13 $16
Equipment Replacement
Transfers Out $ 25 $25 $28
$25$25 $28
Facility Renovation & Replace
Transfers Out $ 61 $60 $66
$61$60 $66
2003 2004 2005
ACTUAL APPROVED APPROVED
CITY OF BOULDER
SUMMARY OF USES OF FUNDS
(in $1,000s)
Police Pension
Transfers Out $ 14 $14 $16
$14$14 $16
Fire Pension
Transfers Out $ 14 $14 $16
$14$14 $16
TOTAL RESTRICTED FUNDS USES $ 143,029 $ 125,830 $ 133,448
TOTAL CITY USES OF FUNDS $232,511 $204,863 $215,070
Less: Transfers to Other Funds $20,776 $22,132 $18,903
NET TOTAL USES OF FUNDS $211,735 $182,731 $196,167
USES OF FUNDS BY CATEGORY
OPERATING USES OF FUNDS $135,658 $130,191 $138,319
CAPITAL USES OF FUNDS 48,744 24,559 29,108
DEBT 27,333 27,981 28,740
TOTAL USES OF FUNDS BY CATEGORY $211,735 $182,731 $196,167
2003 2004 2005
FROM TO FUND FOR ACTUAL APPROVED APPROVED
GENERAL
Plng & Dev Svcs Subsidy 2,382 1,901 1,846
Plng & Dev Svcs Excise Tax Admin 5 55
Affordable Hsng Subsidy 486 336 387
Recreation Activity Subsidy 1,522 1,234 1,297
Library Fund Subsidy 5,078 4,537 5,072
Open Space Subsidy 1,222 1,012 927
CAGID Meter Rev 1,147 1,255 1,280
UHGID Meter Rev 195 165 175
Facility Ren CIP 0 536 0
Property & Casualty Ins P & C Ins 0 1,241 0
Sick/Vac/Apprec Payout Liability 0 281 0
CAGID One-time 358 00
Transportation One-time 112 00
Misc One-time Transfers Misc 540 00
$ 13,047 $12,503 $10,989
CAPITAL DEVELOPMENT
General Cost Allocation $27$26 $25
Plng & Dev Svcs Excise Tax Admin 5 55
$32$31 $30
LOTTERY
General Cost Allocation $9$9 $0
$9$9 $0
PLANNING & DEVELOPMENT SVCS
General Cost Allocation $ 1,262 $1,250 $1,272
Affordable Housing Subsidy 166 00
$ 1,428 $1,250 $1,272
AFFORDABLE HOUSING FUND
General Cost Allocation $2$2 $26
$2$2 $26
CMMNTY HSG ASST PRGM (CHAP)
General Cost Allocation $17$17 $17
Plng & Dev Svcs Excise Tax Admin 5 55
CDBG Section 108 Loan 0 0 114
$22$22 $136
.25 CENT SALES TAX
General Cost Allocation $ 133 $132 $196
$ 133 $132 $196
CITY OF BOULDER
FUND TRANSFERS
SORTED BY ORIGINATING FUND
(in $1,000s)
2003 2004 2005
FROM TO FUND FOR ACTUAL APPROVED APPROVED
CITY OF BOULDER
FUND TRANSFERS
SORTED BY ORIGINATING FUND
(in $1,000s)
RECREATION ACTIVITY
General Interest Income 23 0 0
$23$0 $0
OPEN SPACE
General Cost Allocation $ 801 $793 $755
$ 801 $793 $755
AIRPORT
General Cost Allocation $39$39 $55
$39$39 $55
TRANSPORTATION
General Cost Allocation $ 1,337 $1,323 $1,093
General Legislative Consultant 25 20 20
General Bldr Creek Maint 15 15 15
General HHS 13 13 13
Recreation Activity Expand Program 13 13 13
Plng & Dev Svcs Subsidy 171 171 174
Forrest Glen GID Subsidy 3 33
$ 1,577 $1,558 $1,331
TRANSPORTATION DEVELOPMENT
General Cost Allocation $10$10 $7
Plng & Dev Svcs Excise Tax Admin 4 45
$14$14 $12
COMMDVLPMNT BLOCK GRNT (CDBG)
General Cost Allocation $16$15 $18
CHAP Interest Income 0 023
$16$15 $41
HOME
General Cost Allocation $8$8 $4
$8$8 $4
PERMANENT PARKS AND RECREATION
General Cost Allocation $38$39 $55
Plng & Dev Svcs Excise Tax Admin 0 54
$38$44 $59
.15 CENT DEBT SERVICE
General Excess Sales Tax $0 $0 $382
0 0 382
2003 2004 2005
FROM TO FUND FOR ACTUAL APPROVED APPROVED
CITY OF BOULDER
FUND TRANSFERS
SORTED BY ORIGINATING FUND
(in $1,000s)
WATER UTILITY
General Cost Allocation $ 1,169 $1,157 $1,085
Plng & Dev Svcs Subsidy 160 160 163
Windy Gap Caribou Repayment 0 175 0
General Legislative Consultant 13 10 10
Water Operating Barker Improvements 0 2,000 0
$ 1,342 $3,502 $1,258
WASTEWATER UTILITY
General Cost Allocation $ 646 $640 $765
Plng & Dev Svcs Subsidy 160 160 163
$ 806 $800 $928
STORMWATER/FLOOD MGMT UTILITY
General Cost Allocation $ 211 209 $163
Plng & Dev Svcs Subsidy 97 97 99
General Legislative Consultant 12 10 10
$ 320 $316 $272
CAGID
General Cost Allocation $ 109 $108 $134
General Mall Maintenance 30 00
General Mall Improvements 373 384 392
$ 512 $492 $526
UHGID
General Cost Allocation $19$19 $39
$19$19 $39
TELECOMMUNICATIONS
General Cost Allocation $8$8 $11
$8$8 $11
PROPERTY & CASUALTY INSURANCE
General Cost Allocation $59$58 $73
$59$58 $73
WORKER COMPENSATION INSURANCE
General Cost Allocation $62$62 $15
Recreation Activity Wellness Program 50 50 80
$ 112 $112 $95
EMPLOYEE BENEFIT INSURANCE
General Cost Allocation $7$7 $0
$7$7 $0
2003 2004 2005
FROM TO FUND FOR ACTUAL APPROVED APPROVED
CITY OF BOULDER
FUND TRANSFERS
SORTED BY ORIGINATING FUND
(in $1,000s)
COMPENSATED ABSENCES
General Cost Allocation $10$10 $13
$10$10 $13
FLEET OPERATIONS
General Cost Allocation $ 256 $254 $245
$ 256 $254 $245
FLEET REPLACEMENT
General Cost Allocation $8$8 $13
$8$8 $13
COMPUTER REPLACEMENT
General Cost Allocation $14$13 $16
$14$13 $16
EQUIPMENT REPLACEMENT
General Cost Allocation $25$25 $28
$25$25 $28
FACILITY RENOVATION & REPLACE
General Cost Allocation $61$60 $66
$61$60 $66
POLICE PENSION
General Cost Allocation $14$14 $16
$14$14 $16
FIRE PENSION
General Cost Allocation $14$14 $16
$14$14 $16
TOTAL TRANSFERS $ 20,776 $ 22,132 $ 18,903
The following schedule reflects the impact of the 2005 budget, including estimated revenues (including
transfers in) and appropriations (including transfers out), on projected unreserved fund balance.
Projected Projected
01/01/05 Estimated 12/31/05
Unreserved Revenues Appropriations Unreserved
Fund (Including (Including Fund
Balance Transfers In) Transfers Out) Balance
FUND TITLE
General Fund 8,222,000 76,575,522 76,559,676 (1) 8,237,846
Capital Development 1,329,670 415,569 589,872 1,155,367
Lottery 389,733 900,000 900,000 389,733
Planning and Development Services 1,705,002 7,494,229 7,505,228 1,694,003
Affordable Housing 29,000 2,432,710 2,461,710 0
Community Housing Assistance Program (CHAP) 40,097 1,562,135 1,562,551 39,681
.15 Cent Sales Tax 1,431,882 1,881,400 2,191,000 1,122,282
.25 Cent Sales Tax 797,424 5,407,000 5,739,809 464,615
Library 153,612 5,739,669 5,739,669 153,612
Recreation Activity 615,521 8,817,451 9,065,180 367,792
Open Space 9,970,586 19,813,150 21,301,729 8,482,007
Airport 592,189 398,458 383,707 606,940
Transportation 2,289,281 17,517,432 18,378,463 1,428,250
Transportation Development 1,863,879 3,636,496 4,897,626 602,749
Community Development Block Grant (CDBG) 2,000,000 1,244,383 2,144,383 1,100,000
HOME 0 870,000 870,000 0
Permanent Parks and Recreation 363,872 1,705,719 1,537,319 532,272
General Obligation Debt Service 79,605 0 25,000 54,605
.15 Cent Debt Service 237,774 1,254,000 944,770 547,004
Water Utility 25,355,772 23,890,361 27,462,084 21,784,049
Wastewater Utility 7,390,374 10,598,232 10,649,979 7,338,627
Stormwater and Flood Management Utility 5,020,349 5,791,390 6,120,754 4,690,985
Totals 69,877,622 197,945,306 207,030,509 60,792,419
NOTE:
(1) The General Fund appropriation does not include $361,032 for Economic Vitality and Urban Redevelopment since this appropriation
is funded from reserved fund balance.
2005 Fund Activity Summary - Original Budget
CITY OF BOULDER
CHANGES IN FUND BALANCE
(in $1,000s)
FUND
General 32
Community Housing Assistance (1)
Capital Development (174)
Lottery 0
Planning & Development Services (11)
Affordable Housing (29)
.25 Cent Sales Tax (333)
Library 0
Recreation Activity (248)
Open Space (1,489)
Airport 14
Transportation (861)
Transportation Development (1,262)
Transit Pass General Improvement District (2)
Community Development Block Grant (CDBG) (899)
Permanent Parks and Recreation 169
General Obligation Debt Svc (25)
Water Utility (3,572)
Wastewater Utility (52)
Stormwater/Flood Mgmt Utility (330)
CAGID (660)
UHGID 43
Telecommunications (11)
Property and Casualty Insurance (73)
Worker Compensation Insurance (95)
Compensated Absences (13)
Fleet Operations (245)
Fleet Replacement (13)
Computer Replacement (16)
Equipment Replacement (28)
Facility Renovation and Replacement (66)
Police Pension (16)
Fire Pension (16)
TOTAL (10,282)
INCREASE/(DECREASE) TO FUND BALANCE
FROM 2005 PROPOSED BUDGET
CITY OF BOULDER
SUMMARY OF STANDARD FTEs (1)
BY CITY DEPARTMENT
2003 2004 2005 VAR EXPLANATION OF VARIANCE
APPROVED APPROVED APPROVED '04-'05
(2) (3)
City Council 1.00 1.00 1.00 0.00
Municipal Court 19.90 17.00 17.00 0.00
City Attorney 20.00 20.00 18.75 -1.25 2005 reductions
City Manager (4) 67.50 63.00 68.00 5.00 shifting of FTEs from Human Resources (1.5), fixed term FTEs in
Environmental Affairs (2.0), Economic Vitality positions (2.0), new
positions in Parking Svcs for 10th & Walnut (2.5) and 2005
reductions (-3.0)
Human Resources 18.25 15.25 13.75 -1.50 shifting of FTEs from Human Resources to City Manager
Finance 31.25 30.25 27.25 -3.00 2005 reductions
Information Technology 36.50 35.50 32.75 -2.75 2005 reductions
Police 276.50 256.25 263.25 7.00 2004 restored positions
Fire 112.33 108.33 111.33 3.00 2004 restored positions
PW/Admin 13.22 4.05 0.00 -4.05 shifting of FTEs between div/depts
PW/Fleet 17.05 17.25 16.90 -0.35 shifting of FTEs between div/depts
PW/Transportation 64.33 64.08 62.97 -1.11 shifting of FTEs between div/depts and 2005 reductions
PW/Utilities 142.42 148.67 150.44 1.77 shifting of FTEs between div/depts
PW/FAM 15.80 13.10 13.51 0.41 shifting of FTEs between div/depts
Planning & Dvlpmnt Svcs 73.58 65.00 64.71 -0.29 shifting of FTEs between divisions and 2005 reductions
Parks & Recreation 159.25 144.50 149.22 4.72 2004 restorations and 2005 reductions
Library 88.01 71.40 78.35 6.95 2004 restorations and 2005 reduction
Arts 1.00 1.00 1.50 0.50 convert a fixed term position to a standard position
Open Space/Mtn Parks 77.00 70.50 69.00 -1.50 fixed term FTEs ended as of 12/31/2004
Housing/Human Svcs 55.80 54.55 52.43 -2.12 2004 restorations and 2005 reductions
TOTALS 1,290.69 1,200.68 1,212.11 11.43
NOTES:
(1) The FTE counts include standard Management, BMEA, Fire and Police positions; they also include capital and
grant-funded standard positions
(2) The FTE counts reflect approved reductions from 2004, including those on the General Fund Reduction and Revenue Enhancement Plan for 2004
(3) The FTE counts reflect the 2004 restorations as a result of the voter approved .15 Cent Sales Tax extension and the 2005 reductions as
presented in the 2004-2005 budget process and the additional reductions as presented in the 2005 process
- City Manager' Office/Support Services
- Internal Audit
- Economic Vitality
- Environmental Affairs
- DUHMD/Parking Services
- Public Affairs
(4) The areas included in the City Manager's FTE count are:
DEBT POLICY AND ADMINISTRATION
Debt Policy
As stated in Section 7 of the Citywide Financial and Management Policies, debt shall be considered only
for capital purchases/projects and the term of the debt shall not exceed the useful life of the financed asset.
Municipal bonds, Interfund loans, equipment leases (with the exception of vehicles) and sale/leaseback
agreements are approved methods for financing capital projects.
Debt Administration
At December 31, 2004, the City had a number of debt issues outstanding made up of (amounts in 000's):
$ 94,423 General Obligation Bonds Payable (Includes $28,128 of General Improvement
District Bonds which are a debt of the Central Area General Improvement
District)
86,245 Revenue Bonds Payable
4,190 Certificates of Participation (which are a debt of the Boulder Municipal Property
Authority)
In addition, there were $1,706,000 of Revenue Notes Payable, $17,263,000 of Lease Purchase Revenue
Notes Payable, $34,000 of Capitalized Lease Obligations, $2,000,000 of Loans Payable and $3,000,000
under a Revolving Credit Facility Agreement outstanding at December 31, 2004.
The Combined Schedule of Long-Term Debt Payable and the current debt schedules by fund for 2005-2010
present more detailed information about the debt position of the city.
The city's general obligation credit rating has been established as Aa1 by Moody's Investors Service and
AA+ 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.
The city anticipates issuing additional debt in 2005 for the following capital projects – Wastewater Fund
bonds for various wastewater treatment plant improvements.
Supplementary Schedule
Combined Schedule of Long-Term Debt Payable
December 31, 2004
(Amounts in 000's)
Interest Dates Authorized Current
rates Issued Maturity and issued Outstanding portion
Governmental Activities:
Supported by sales tax revenues and
other financing sources:
General Obligation Bonds:
Open Space Acquisition Refunding 4.35 - 4.55 % 8/11/98 8/15/10 $ 10,185 $ 5,755 $ 860
Open Space Acquisition Refunding 3.50 - 5.00 7/06/99 8/15/13 17,485 12,645 1,145
Parks Acquisition Refunding 4.50-5.375 9/07/99 12/15/15 22,385 19,785 1,420
Open Space Acquisition 5.00 - 7.50 4/25/00 8/15/18 20,095 17,525 870
Parks, Recreation, Muni.,Cap., Imp., Ref. 4.00 - 4.30 9/11/01 12/1/12 5,255 3,760 410
Premium on Refunding Bonds - 15 -
Refunding Bond Charges - (101) -
Library Capital Improvement Refunding 3.50 - 4.20 1/08/02 10/01/11 9,250 6,710 885
Premium on Refunding Bonds - 17 -
Refunding Bond Charges - (181) -
84,655 65,930 5,590
Sales Tax Revenue Bonds:
Open Space Acquisition Sales Tax Revenue
Refunding Bonds 4.75 - 5.25 7/15/99 8/15/14 15,835 11,800 950
Revenue Notes:
Affordable Housing:
Mapleton Mobile Home Park 6.00 3/07/97 2/07/07 3,000 1,170 180
Open space acquisition:
Timothy Lynn Shanahan 8.50 8/02/85 8/02/05 329 32 32
Susan A. Laursen Shanahan 8.50 8/02/85 8/02/05 329 32 32
Thomas G. Shanahan 8.50 8/02/85 8/02/05 329 32 32
Inter Vivos Trust of Mary E. Shanahan 8.50 8/02/85 8/02/05 899 88 88
Hogan 8.50 4/02/86 4/02/06 710 133 64
5,596 1,487 428
Capitalized Lease Obligations - 34 34
HUD Section 108 Loan - 2,000 900
FNMA Revolving Credit Facility Agreement variable 3,000 3,000 600
Compensated Absences(estimated)- 10,056 -
Rebatable Arbitrage(estimated)- 172 -
Total Governmental Activities and total supported by
sales tax revenues and other financing sources $ 109,086 $ 94,479 $ 8,502
(continued)
CITY OF BOULDER, COLORADO
Supplementary Schedule
Combined Schedule of Long-Term Debt Payable,
(continued)
December 31, 2004
(Amounts in 000's)
Interest Dates Authorized Current
rates Issued Maturity and issued Outstanding portion
Business-type Activities:
Supported by utility revenues:
General Obligation Bonds:
Hydroelectric Refunding 3.60 - 6.00 % 1/11/94 1/15/05 $ 3,015 $ 365 $ 365
Revenue Bonds:
Water and Sewer 4.90 - 5.65 10/17/96 12/01/16 10,820 7,875 485
Water and Sewer 4.125 - 5.125 5/25/99 12/01/19 15,830 13,075 630
Water and Sewer 5.35 - 5.875 9/22/92 12/01/12 2,170 1,170 120
Water and Sewer 5.00 - 5.75 7/06/00 12/01/20 25,365 19,720 1,195
Water and Sewer 4.00 - 5.50 12/19/01 12/01/21 28,830 25,870 1,080
Storm Water & Flood Mgmt Rev. Rfdg. 3.65 - 5.10 6/09/98 12/01/18 9,680 6,735 480
92,695 74,445 3,990
Revenue Notes:
Crawford 6.00 3/26/03 3/26/06 320 219 106
Compensated Absences (estimated)- 1,258 -
Rebatable Arbitrage (estimated)- 218 -
Total supported by utility revenues 96,030 76,505 4,461
Supported by parking revenues:
General Obligation General Improvement
District Bonds:
Central Area General Improvement District:
Parking Facilities 2.50 - 4.20 6/17/03 8/15/23 12,500 12,500 475
Premium on Bonds 145
Parking Facilities Refunding 3.00 - 3.625 7/08/02 8/15/07 7,355 4,500 1,465
Premium on Refunding Bonds - 64 -
Refunding Bond Charges - (126) -
Parking Facilities 4.00 - 5.00 6/23/98 6/15/18 13,500 11,045 560
33,355 28,128 2,500
Compensated Absences (estimated)- 93 -
Total supported by parking revenues 33,355 28,221 2,500
Supported by base rentals:
Refunding Certificates of Participation Series :
Boulder Municipal Property Authority:
East Boulder Community Center 4.125 - 5.00 1/08/98 12/01/12 5,750 3,895 410
Public Safety Building 3.60 - 4.65 3/06/97 12/01/05 4,050 295 295
9,800 4,190 705
Lease Purchase Revenue Notes:
Boulder Municipal Property Authority:
Open space acquisition:
Beech 3.875 - 12.315 3/03/88 3/02/08 1,250 578 121
Autrey Note 1989B-I 6.50 7/21/89 7/21/07 180 51 16
Autrey Note 1989B-II 6.50 7/21/89 7/21/07 610 172 54
Autrey Note 1989B-III 6.50 7/21/89 7/21/07 90 25 8
Autrey Note 1989B-IV 6.50 7/21/89 7/21/07 90 25 8
K-Investments Note 1990C 7.00 4/10/90 4/10/10 574 258 36
(continued)
CITY OF BOULDER, COLORADO
Supplementary Schedule
Combined Schedule of Long-Term Debt Payable,
(continued)
December 31, 2004
(Amounts in 000's)
Interest Dates Authorized Current
rates Issued Maturity and issued Outstanding portion
Lease Purchase Revenue Notes (continued):
Boulder Municipal Property Authority:
Open space acquisition:
Axelson Note 1990D 7.00 % 6/01/90 6/01/05 $ 707 $ 72 $ 72
Axelson Note 1990E 7.00 6/01/90 6/01/05 517 53 53
Axelson Note 1990F 7.00 6/01/90 6/01/05 508 25 25
Axelson Note 1990G 7.00 6/01/90 6/01/05 188 19 19
Axelson Note 1990H 7.00 6/01/90 6/01/05 188 9 9
Axelson Note 1990I 7.00 6/01/90 6/01/05 185 18 18
Knaus Note 1990M 7.00 9/25/90 9/25/05 632 65 65
H. Bixler Note 1991C 6.50 10/04/91 10/04/06 800 155 75
R. Bixler Note 1991D 6.50 10/04/91 10/04/06 500 97 47
Mardick Note 1991G 7.00 10/03/91 10/03/11 225 114 13
Anderson Note 1992B 7.00 1/17/92 1/17/07 784 226 70
Johnson Note 1992E 6.00 5/22/92 5/22/07 1,236 340 107
Schneider Note 1992N 6.00 11/01/92 11/01/07 963 265 83
Stepanek Note 1995A 6.00 6/07/95 6/07/10 249 126 18
Joder Note 1996A 6.00 4/22/96 4/22/11 1,400 805 96
Lousberg Note 1996B 6.00 5/30/96 6/01/11 850 489 58
Henrikson Note 1997C 6.00 6/25/97 6/25/12 383 245 25
Hartnagle Note 1997E 6.00 6/01/97 6/01/07 1,283 466 146
Foothills Note 1997G 7.00 7/16/97 7/16/17 1,095 864 43
Marshall Note 1997H-1 6.00 9/17/97 9/17/07 250 91 29
Marshall Note 1997H-2 6.00 9/17/97 9/17/07 300 109 34
Degge Note 1998A 6.00 11/12/98 11/12/08 440 207 47
Van Vleet Note 1999B 6.00 3/5/99 3/5/14 2,500 1,895 144
Steele Note 2000A 6.00 2/01/00 2/08/08 300 167 38
Wright Note 2000B 6.00 2/18/00 2/18/10 450 301 43
Dexter Note 2000C 6.00 2/01/00 2/01/10 750 501 72
Johnson, Family Note 2001A-R1 6.00 1/10/01 1/10/11 245 186 22
Johnson, Wife Note 2001A-R2 6.00 1/10/01 1/10/11 300 227 27
Hester Note 2001B 6.00 6/01/01 6/01/11 580 440 52
Suitts Note 2001C 6.00 10/31/01 10/31/11 1,675 1,675 -
Abbott Note 2001D 6.00 12/05/01 1/14/13 430 356 27
William & Assoc. Note 2001E-R1 6.00 11/21/01 11/21/11 230 230 -
Suitts, Enterprises Note 2001E-R2 6.00 11/21/01 11/21/11 420 420 -
Edward H. Kolb Note 2002A-R1 6.00 8/15/02 8/15/12 242 204 21
John B. Kolb Note 2002A-R2 6.00 8/15/02 8/15/12 242 204 21
Frederick M. Kolb Note 2002A-R3 6.00 8/15/02 8/15/12 242 204 21
Helayne B. Jones Note 2003A 6.00 6/20/03 6/20/13 715 661 58
30th & Pearl, LLC Note 2004B 6.50 10/14/04 11/01/14 2,600 2,585 192
28,398 16,225 2,133
Parks Land acquisition:
Church of Christ Note 1991B 8.00 7/10/91 7/10/06 450 90 43
26th and Violet Note 1997A 6.00 1/07/97 1/07/07 990 360 113
Degge Note 1998B 6.00 11/12/98 11/12/08 1,250 588 135
2,690 1,038 291
31,088 17,263 2,424
Total supported by base rentals 40,888 21,453 3,129
Total Business-type Activities $ 170,273 $ 126,179 $ 10,090
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)GENERAL FUND2005 2006 2007 2008 2009 2010DEBT ISSUESI. BONDSLibrary Capital ImprovementRefunding BondsSeries 2002 $1,140 $1,134 $1,130 $1,122 $1,079 $1,074II. LEASE PURCHASESKeating (New Britain Bldg.) $35 - - - - - Sub-total $35 $0 - - - - TOTAL $1,175 $1,134 $1,130 $1,122 $1,079 $1,074NOTE: The 2005 General Fund budget also funds base rentals in the amount of $905k to the Boulder Municipal Property AuthorityDebt Service Fund for the payment of the Public Safety Building and East Boulder Community Center Certificates of Participation.Note: This debt service schedule is prepared using the accrual basis of accounting.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)LOTTERY FUNDNOTE: The 2005 Lottery Fund budget funds base rentals in the amount of $305k to the Boulder MunicipalProperty Authority Debt Service Fund for the payments of the 26th and Violet Associates and Degge properties.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)AFFORDABLE HOUSING FUND2005 2006 2007 2008 2009 2010DEBT ISSUESI. NOTESMapleton Mobile Home ParkInc. $250 $250 $848 - - -$250 $250 $848 - - -II. REVOLVING LINE OF CREDITA revolving credit facility agreement was made on August 29, 2003, between Fannie Mae and the City of Boulder.There is a $3,000,000 limit on this credit facility agreement. The agreement requires an annual payment of 20%on any outstanding principal and quarterly interest payments. To date, $3 million has been drawn to finance theMapleton Mobile Home Park and the Boulder Transit Village.The Affordable Housing Fund has appropriated $720,000 for both principal and interest expenditures in 2005.The interest rate is based on the 90 day LIBOR rate plus 1.75%NOTE: The 2005 Affordable Housing Fund budget also funds base rentals in the amount of $230k to the Boulder Municipal Property AuthorityDebt Service Fund for the payment of Thirtieth and Pearl, LLC property.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)COMMUNITY DEVELOPMENT BLOCK GRANT2005 2006 2007 2008 2009 2010DEBT ISSUESI. LOANSHUD Section 108 - Drive In Loan $1,014 $1,163 - - - -
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s).15 CENT SALES TAX FUND2005 2006 2007 2008 2009 2010DEBT ISSUESI. BONDSParks and Recreation/MunicipalImprovement Refunding BondsSeries 2002 $561 $560 $563 $560 $557 $558Note: This debt service schedule is prepared using the accrual basis of accounting.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s).25 CENT SALES TAX FUND2005 2006 2007 2008 2009 2010DEBT ISSUESI. BONDSParks Acquisition Refunding BondsSeries 1999 $2,429 $2,385 $2,429 $2,421 $2,385 $2,386
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)OPEN SPACE FUND2005 2006 2007 2008 2009 2010DEBT ISSUESI. BONDSOpen Space Acquisition RefundingBonds Series 1998 $1,118 $1,119 $1,118 $1,116 $1,113 $1,103Open Space Acquisition RefundingBonds Series 1999 1,736 1,739 1,737 1,737 1,743 1,745Open Space Acquisition RefundingBonds Series 2000 1,799 1,803 1,800 1,799 1,804 1,805Sales Tax Revenue Refunding BondsSeries 1999 1,546 1,545 1,547 1,540 1,535 1,533Sub-total $6,199 $6,206 $6,202 $6,192 $6,195 $6,186II. NOTESHogan Note 75 75 - - - - Timothy Lynn Shanahan Jr. 35 - - - - - Susan A. Laursen Shanahan 35 - Thomas G. Shanahan 35 - - - - - Inter Vivos Trust of Mary E.Shanahan 95 - - - - - Sub-total 275 75 - - - - TOTAL $6,474 $6,281 $6,202 $6,192 $6,195 $6,186NOTE: The 2005 Open Space Fund budget also funds base rentals in the amount of $2,810k to the Boulder Municipal Property AuthorityDebt Service Fund for the payment of various open space properties.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)BMPA DEBT SERVICE FUNDThis debt is paid with base rentals transferred from various funds as indicated in the above debt service schedules.2005 2006 2007 2008 2009 2010DEBT ISSUESI. CERTIFICATES OF PARTICIPATIONPublic Safety Building $309 - - - - - East Boulder Community Center 596 597 598 602 600 596Sub-total $905 $597 $598 $602 $600 $596II. LEASE PURCHASE REVENUE NOTES1988A Beech $192 $192 $192 $192 - - 1989B Autrey 103 103 103 - - - 1990C K-Investments 54 54 54 54 54 541990D-I Axelson 212 - - - - - 1990M Knaus 69 - - - - - 1991B Lousberg-Church of Christ 50 50 - - - - 1991C Bixler H. 85 85 - - - - 1991D Bixler R. 53 53 - - - - 1991G Mardick 21 21 21 21 21 21 1992B Anderson 86 86 86 - - - 1992E Johnson 127 127 127 - - - 1992N Schneider 99 99 99 - - - 1995A Stepanek 26 26 26 26 26 26 1996A Joder 144 144 144 144 144 144 1996B Lousberg 88 88 88 88 88 88 1997A 26th and Violet Assoc. 135 135 135 - - - 1997C Henrickson 39 39 39 39 39 391997E Hartnagle 174 174 174 - - - 1997G Foothills Business Park, LLC 103 103 103 103 103 1031997H H-1 Marshall 34 34 34 - - - 1997H H-2 Marshall 41 41 41 - - - 1998A Degge 60 60 60 60 - - 1998B Degge 170 170 170 170 - - 1999B Van Vleet 257 257 257 257 257 257
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)BMPA DEBT SERVICE FUNDThis debt is paid with base rentals transferred from various funds as indicated in the above debt service schedules.2005 2006 2007 2008 2009 20102000A Steele 48 48 48 48 - - 2000B Wright 61 61 61 61 61 612000C Dexter 102 102 102 102 102 1022001AR-1 F. LaVerne Johnson Family 33 33 33 33 33 332001AR-2 F. LaVerne Johnson Wife 41 41 41 41 41 412001B Hester 79 79 79 79 79 792001C Suitts Enterprises, Ltd. 101 101 101 101 101 1012001D Abbott 47 47 47 47 46 462001ER-1 William and Associates 14 14 14 14 14 142001ER-2 Suitts Enterprises, Ltd. 25 25 25 25 25 252002AR-1 Edward H. Kolb 32 32 32 32 32 322002AR-2 John B. Kolb 32 32 32 32 32 322002AR-3 Frederick M. Kolb 33 32 32 33 32 332003A Helayne B. Jones 95 95 95 95 95 952004B1 Thirtieth & Pearl, LLC 230 230 230 229 229 2292004B2 Thirtieth & Pearl, LLC 124 124 124 124 124 123Sub-total $3,519 $3,237 $3,049 $2,250 $1,778 $1,778TOTAL $4,424 $3,834 $3,647 $2,852 $2,378 $2,374
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)TRANSPORTATION FUNDNOTE: The 2005 Transportation Fund budget funds base rentals in the amount of $124k to the Boulder MunicipalProperty Authority Debt Service Fund for the payments of the Thirtieth & Pearl, LLC property.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)PERMANENT PARKS AND RECREATION FUNDNOTE: The 2005 Permanent Parks and Recreation Fund budget funds base rentals in the amount of $50k to the Boulder MunicipalProperty Authority Debt Service Fund for the payment of the Church of Christ property.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)WATER UTILITY FUND2005 2006 2007 2008 2009 2010DEBT ISSUESI. BONDSHydroelectric Refunding Bonds -General Obligation Series 1993 $366 - - - - - Water and Sewer Revenue Bonds -Series 1996 913 908 913 910 916 913Water and Sewer Revenue Bonds -Series 1999 1,240 1,238 1,240 1,235 1,240 1,238Water and Sewer Revenue Bonds -Series 2000 2,271 2,273 2,272 2,272 2,267 2,265Water and Sewer Revenue Bonds -Series 2001 2,179 2,181 2,181 2,179 2,180 2,175TOTAL $6,969 $6,600 $6,606 $6,596 $6,603 $6,591Note: This debt service schedule is prepared using the accrual basis of accounting.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)WASTEWATER UTILITY FUND2005 2006 2007 2008 2009 2010DEBT ISSUESI. BONDSWater and Sewer Revenue BondsSeries 1992 $188 $186 $189 $186 $187 $184Note: This debt service schedule is prepared using the accrual basis of accounting.
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)2005 2006 2007 2008 2009 2010DEBT ISSUESI. BONDSStorm Water & Flood RefundingBonds Series 1998 $808 $805 $806 $806 $810 $1,126II. NOTESCrawford 115 115 - - - - TOTAL $923 $920 $806 $806 $810 $1,126Note: This debt service schedule is prepared using the accrual basis of accounting.STORMWATER AND FLOOD MANAGEMENT FUND
CITY OF BOULDER2005 DEBT SERVICE(in $1,000s)CAGID FUND2005 2006 2007 2008 2009 2010DEBT ISSUESI. BONDSCAGID Bonds Series 1998 $1,073 $1,076 $1,071 $1,069 $1,073 $1,077CAGID Refunding Bonds -Series 2002 1,605 1,524 1,636 - - - CAGID Bonds Series 2003 933 936 939 936 925 917TOTAL $3,611 $3,536 $3,646 $2,005 $1,998 $1,994Note: This debt service schedule is prepared using the accrual basis of accounting.
CITY OF BOULDERLEASE-PURCHASE OBLIGATIONS IN THIS BUDGET(in $1,000s)ITEM ESTIMATED AMOUNT TO REMAINING LIFETIME OBLIGATION -BE EXPENDED DURING 2005 2006 AND BEYONDREAL PROPERTYKeating - New Britain Bldg.$34 $0Public Safety Bldg.309 0Open Space Properties2,810 11,699East Community Center596 3,485Parks Properties355 747Affordable Housing Property230 1,555Transportation Property124 837SUBTOTAL$4,458 $18,323TOTAL$4,458 $18,323Represented are all lease/purchase obligations known or predictable at the time of the production of the 2005 budget.
Total assessed value (2003 assessed value for 2004 collections - estimated) $ 1,970,952
Debt limit - 3% of total assessed value $ 59,129
Amount of debt applicable to debt margin:
Total bonded debt 66,295
Less deductions allowed by law:
Self-supporting General Obligation bonds $ 65,930
Self-supporting General Obligation Water Utility bonds 365
Total deductions 66,295
Amount of debt applicable to debt margin -
Legal debt margin $ 59,129
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.)
(Amounts in 000's)
CITY OF BOULDER, COLORADO
Computation of Legal Debt Margin
December 31, 2004
DEPARTMENT
SUMMARIES
CITY COUNCIL
MISSION STATEMENT
2005 BUDGET
$281,111
CITY COUNCIL
CITY ATTORNEY'S OFFICE MUNICIPAL COURT CITY MANAGER'S OFFICE
To act as the governing body for the City of Boulder, providing policy direction and leadership to the City organization.
City Council
100%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
CITY COUNCIL
2005
APPROVED
BUDGET BY PROGRAM
279,007 279,869City Council 281,111
279,007 279,869TOTAL 281,111$$ $
BUDGET BY CATEGORY
110,933 114,674104,753Personnel Expenses $ $ $
164,937 162,437170,834Operating Expenses
4,000 4,0003,420Interdepartmental Charges
TOTAL 279,007 279,869 281,111$$$
BUDGET BY FUND
General 279,007 279,869 281,111$$$
TOTAL 279,007 279,869 281,111$$$
AUTHORIZED FTE's
1.00 1.00 1.00Standard FTE's
1.001.00 1.00
2005 BUDGET
CITY COUNCIL
DEPARTMENT OVERVIEW
The City of Boulder is served by nine Council members who serve “at large.” One Council member is
selected by the Council to serve a two-year term as Mayor. The City Council serves as the community’s
legislative body responsible for enacting City ordinances and resolutions, appropriating funds to conduct
City business and providing policy direction to City staff. Council appoints the City Manager, City
Attorney and Municipal Court Judge.
Organization Membership 2004 Dues 2005 Dues
DRCOG $ 26,100 $ 26,600
Colorado Municipal League 63,637 65,128
Metro Mayor’s Caucus 6,627 0
National League of Cities 0 0
Transit Alliance* 6,000 0
U.S. Conference of Mayors 0 0
Energy Communities Alliance 0 0
Regional Air Quality Council 0 0
Total $104,926 $95,737
Due to previous budget reductions, memberships to Metro Mayor’s Caucus, National League of Cities,
U.S. Conference of Mayors, Energy Communities Alliance and the Regional Air Quality Council have
been eliminated. The 2005 reductions have eliminated membership to Transit Alliance. Because this is an
important affiliation for the city the membership will continue to be funded for 2005 by the Transportation
Fund.
The Colorado Municipal League (CML) membership reflects a 2.29% increase and DRCOG has increased
1.9% percent for 2005. This is the first increase in both CML and DRCOG memberships since 2002.
CITY COUNCIL GOALS
Transportation Sustainability
Develop strategies to keep congestion at reasonable levels and to enhance mobility to maintain a livable
community. To generate consensus among and between the City Council and community about the
specific transportation goals.
Affordable Housing
Create and preserve housing opportunities in order to promote an economically diverse community and
environmentally sustainable community.
Environmental Sustainability
To enact and pursue city policies that cause the Boulder Community to become a nationwide environmental
leader among communities. The city will be a role model of exemplary environmental practices.
Economic Sustainability
Consistent with community goals and character, encourage a strong sustainable economy to fund quality
city services for all citizens.
Community Sustainability (This goal was added in 2004)
Provide outreach and opportunities to address the needs of the under-served, under-represented, under-
participating residents of Boulder so all who live in Boulder can feel a part of and thrive in our community.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by the City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Message.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
Number of days to respond to
public correspondence when
additional response is directed
by CAC
8 days
2,081 items of
correspondence were
received this year.
Within 10 days after
CAC
Within 10 days after
CAC
CITY ATTORNEY
MISSION STATEMENT
2005 BUDGET
$1,636,545
CITY ATTORNEY
CONTRACTS
GENERAL LEGAL ASSISTANCE
PROSECUTION
RISK MANAGEMENT
BARGAINING UNIT RELATIONS
LITIGATION
To provide legal services and advice to the City Council, the City Manager and all departments and divisions of the City
government, including Municipal Court prosecution.
City Attorney
79%
Prosecution
21%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
CITY ATTORNEY
2005
APPROVED
BUDGET BY PROGRAM
CITY ATTORNEY
$$ $1,445,234 1,348,081City Attorney 1,299,567
298,347 332,331Prosecution 336,978
1,680,4121,743,580 $$$TOTAL 1,636,545
BUDGET BY CATEGORY
1,546,936 1,476,6501,541,313Personnel Expenses $ $ $
114,603 154,395186,539Operating Expenses
18,873 5,50015,729Interdepartmental Charges
TOTAL 1,743,580 1,680,412 1,636,545$$$
BUDGET BY FUND
General 1,550,598 1,478,424 1,636,545$$$
Public Safety Proprty/Sales Tx 192,982 201,988 0
TOTAL 1,743,580 1,680,412 1,636,545$$$
AUTHORIZED FTE's
20.00 20.00 18.75Standard FTE's
18.7520.00 20.00
2005 BUDGET
OFFICE OF THE CITY ATTORNEY
DEPARTMENT OVERVIEW
The Office of the City Attorney provides legal services and advice to the City Council, the City Manager
and all departments and divisions of the City government, including Municipal Court prosecution.
CITY COUNCIL GOALS
The City Attorney has a special support relationship to all of Council’s goals and projects. This is because
almost all significant Council activities require legal work or legal advice. The following pending legal
work is illustrative of the support given in each of the activities set forth in the Council goals:
Affordable Housing
The City Attorney continues to advise upon legal issues relating to the provision of affordable housing,
inclusionary zoning, and related matters. Most recently, the City Attorney provided legal support to the
jobs/housing project.
Economic Sustainability
The City Attorney continues to advise the City Manager, other City officials, and the Boulder Urban
Renewal Authority regarding legal and negotiating options concerning the redevelopment of the Crossroads
mall. The City Attorney has devoted many resources to providing legal services with regard to the Ninth
and Canyon Hotel project and to issues related to the rebuilding of the Lakewood pipeline.
Environmental Sustainability
A member of the City Attorney’s Office sits on the Council subcommittee for environmental sustainability.
The City Attorney has continued to advise upon and draft legislation relating to water and resource
conservation issues, issues related to the protection of local wildlife, and issues related to groundwater
contamination and pest management practices.
Transportation Sustainability
The City Attorney is providing legal support on a number of transportation related projects including the
development of the Boulder Transit Village multi-modal transportation center in Boulder.
Community Sustainability
The City Attorney’s Office has not been called upon to support this goal as yet.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The budget includes an adjustment to base of $16,875 to cover mandatory continuing legal education for
the attorneys to maintain licenses to practice law.
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Criminal Prosecution:
Increase the number of
Municipal Court matters
submitted for alternative
dispute resolution and
restorative justice
resolution.
Sixty-nine formal
referrals. This is an
increase from the
fourteen in the
previous year, and
well exceeds the
target of twenty
referrals.
Seventy-five formal
referrals and
continued work with
Court on exploring a
variety of models of
community based
restorative justice and
diversion models.
Eighty formal
referrals and
continued work with
Court on utilizing a
variety of models of
community based
restorative justice.
2. Risk Management: Strive
to ensure that the City’s
insurance premiums and
claim payouts are low
compared to other front
range cities.
Claim payouts were
less than budgeted in
2003.
Continue to have the
City’s insurance
premiums and claim
payouts low compared
to other front range
cities.
Continue to have the
City’s insurance
premiums and claim
payouts low compared
to other front range
cities.
3. Strive to ensure that the
City’s payouts and
attorney’s fees are paid out
at no greater than historical
(adjusted) levels.
Over the twelve years
that the risk
management program
has been in effect,
claims filed have
dropped from a high
of approximately 130
per year to less than
90 in 2003.
For 2003, the City
received a refund
from the insurance
carrier because the
City’s claim payouts
were low.
Continue to control
the number of claims
through effective risk
management practices
so that they never
again approach the
high levels that
existed before the
current risk
management program
was put into effect.
Continue to control
the number of claims
through effective risk
management practices
so that they never
again approach the
high levels that
existed before the
current risk
management program
was put into effect.
This office will work
with all City
departments to
decrease the
MUNICIPAL COURT
MISSION STATEMENT
2005 BUDGET
$1,291,417
MUNICIPAL COURT
ADJUDICATION PARKING SUPPORTCOURT SUPPORT
Boulder Municipal Court and its employees are committed to restorative justice, innovative problem solving and
accountability. Our focus is on increasing information and education about the laws of the City of Boulder. We are
dedicated to providing respectful, impartial and efficient service in support of the needs and values of the community,
without compromising our essential role as the independent guardian of Constitutional principles.
Adjudication
15%
Parking Support
14%
Court Support
71%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
MUNICIPAL COURT
2005
APPROVED
BUDGET BY PROGRAM
ADJUDICATION
$$ $176,630 197,211Adjudication 198,285
176,630 197,211 198,285
COURT SUPPORT
589,146 551,194Case Management 570,772
85,399 99,990Photo Enforcement 102,957
28,850 0Teen Court 0
165,983 233,166Administration 239,751
869,379 884,349 913,480
PARKING SUPPORT
144,459 155,439Parking Support 179,651
144,459 155,439 179,651
1,236,9991,190,468 $$$TOTAL 1,291,417
BUDGET BY CATEGORY
981,580 1,035,982938,550Personnel Expenses $ $ $
215,919 221,254219,881Operating Expenses
33,200 34,18127,537Interdepartmental Charges
6,300 04,500Capital
TOTAL 1,190,468 1,236,999 1,291,417$$$
BUDGET BY FUND
General 705,170 827,880 1,291,417$$$
Public Safety Proprty/Sales Tx 485,298 409,119 0
TOTAL 1,190,468 1,236,999 1,291,417$$$
AUTHORIZED FTE's
19.90 17.00 17.00Standard FTE's
17.0019.90 17.00
2005 BUDGET
MUNICIPAL COURT
DEPARTMENT OVERVIEW
To fairly and efficiently adjudicate ordinance issues in a manner that constructively contributes to the
community.
CITY COUNCIL GOALS
Transportation
The Court’s approach to resolving traffic violations supports City Council’s transportation goals by holding
offenders accountable, providing education about ordinances and laws through sentencing, and
emphasizing the community impacts of poor driving choices.
Community Sustainability
The Court is committed to providing access to justice for all. Those customers, whose primary language is
Spanish, are served promptly by the Court, which has a large number of Spanish speakers on staff.
Interpreters are arranged for those requiring other languages. Additionally, the indigent community is
treated with respect and the Court has established a good partnership with the Legal Aid and Defender
Program to ensure indigents have access to the legal system. Finally, the Court has partnered with other
agencies to make available services unique to the needs of the college student population.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
ACTUALS
2003
TARGET
2004
TARGET
2005
1. Median time for length of
an arraignment session
(2 – 2 ½ hours) 2 ½ hours 2 – 2 ½ hours 2 – 2 ½ hours
2. Accomplish targeted
community service projects
12 projects 14 projects 14 projects
ADMINISTRATIVE
SERVICES
CITY MANAGER
MISSION STATEMENT
2005 BUDGET
$2,953,280
CITY MANAGER
NON-DEPARTMENTAL
CONTRACTS &
CITYWIDE PROGRAMS
SUPPORT SERVICES/
CITY CLERK
MANAGER'S
CONTINGENCY
The mission of the City Manager's Office includes the provision of professional leadership in the administration and execution of
policies and objectives formulated by City Council, the development and recommendation of alternative solutions to community
problems for Council consideration, the planning and development of new programs to meet future needs of the City, preparation of
the annual budget and to foster community pride in City government through excellent customer service.
Non-Departmental
Contracts &
Citywide Programs
43%
Manager's
Contingency
8%
Support
Services/City Clerk
49%
2003 2004 2005
ACTUAL APPROVED APPROVED
BUDGET BY PROGRAM
CITY MANAGER'S OFFICE
City Manager's Office $410,711 $433,010 $507,187
TOTAL 410,711 433,010 507,187
ECONOMIC VITALITY
Economic Vitality Program 120,800 250,000 250,000
Urban Redevelopment Program 0 0 111,032
120,800 250,000 361,032
CMO SUPPORT
City Clerk Admin 151,148 162,531 170,062
Elections 76,472 73,778 75,396
Licensing 71,090 70,660 73,773
Records Management 162,455 166,205 180,042
CMO Admin 49,440 56,066 58,977
Campaign Financing 39,687 0 41,000
550,292 529,240 599,250
TOTAL $ 1,081,803 $ 1,212,250 $ 1,467,468
BUDGET BY CATEGORY
Personnel Expenses $ 766,319 $ 767,886 $ 1,064,640
Operating Expenses 284,676 424,904 383,368
Interdepartmental Charges 30,808 19,460 19,460
TOTAL $ 1,081,803 $ 1,212,250 $ 1,467,468
BUDGET BY FUND
General $ 1,081,803 $ 1,212,250 $ 1,467,468
TOTAL $ 1,081,803 $ 1,212,250 $ 1,467,468
AUTHORIZED FTE's
Standard FTE's 10.00 10.00 13.00
TOTAL 10.00 10.00 13.00
2005 APPROVED BUDGET
CITY MANAGER'S OFFICE/SUPPORT SERVICES/CITY CLERK
2005 BUDGET
CITY MANAGER’S OFFICE/SUPPORT SERVICES/CITY CLERK
DEPARTMENT OVERVIEW
The City Manager’s Office/Support Services Division carries out the responsibilities of administrative
support for City Council and the City Manager’s Office. Other services provided by the Division are:
• Municipal Elections
• City Council Staff Support
• Boards and Commission Administration
• Budget Administration
• Beverages Licensing Authority support
• Liquor and miscellaneous licensing
• Food Tax Rebate Program
• Central Records/Records Management
CITY COUNCIL GOALS
On an ongoing basis, staff provides support to Council and the City Manager’s office thus enabling them to
focus on achieving council Goals.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by the City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Message.
City Manager‘s Office
As part of building his leadership team, the City Manager appointed two Assistant City Manager’s. One of
the appointments replaced the Deputy City Manager position and the other made the Assistant City
Manager position a full time (1 FTE). The second position was formally designated to one of the Directors
of Administrative Services on a two year rotation in addition to their primary responsibilities. The Public
Affairs Director position was eliminated to provide funding for this position.
Responsibilities of the Assistant City Managers are as follows. The Operations Assistant Manager will
handle coordinating the work of city operations, including Environmental Affairs, Housing and Human
Services, Library, Open Space and Mountain Parks, Parks and Recreation, Planning and Development
Services, and Public Works. The Administrative Assistant City Manager will oversee administrative
services, including Human Resources, Information Technology, Finance, Internal Audit, City Manager's
Office/Support Services staff, the Policy Advisor, Communications staff and Channel 8.
Economic Vitality
At the October 21, 2003 meeting, the City Council approved the Economic Vitality Policy and
implementation plan presented by the City Manager. The plan included the authorization to hire an
Economic Vitality Coordinator and Urban Redevelopment Coordinator (2 FTE’s).
In 2003 Council set aside a total of $2.9 million from the remaining BURA bond reserve to fund Economic
Vitality. These funds will be disbursed in $250,000 increments each year which began in 2003 and will
continue until these funds are depleted.
The balance of the BURA revolving loan fund of $555,161 will be distributed over the next five years
($111,032 each year) to fund Urban Redevelopment.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Provide 24 hour response to records
requests with a 3 day turn around
for information with the exception
being extremely large research
requests
99.86%
There were 1,484
requests handled
this year.
95% 95%
2. Number of days to respond to
public correspondence when
additional response is directed by
CAC (*)
8 days
2,081 items of
correspondence
were received this
year.
Within 10 days
after CAC
Within 10 days
after CAC
(*) Performance Measure No. 2 is cross-referenced here (Council’s Performance Measure), as it is
CMO/Support Services that administers this measure and provides this service.
2003 2004 2005
ACTUALS APPROVED APPROVED
BUDGET BY PROGRAM
Extraordinary Personnel $0 $216,279 $ 111,000
Fuel Contingency 0 160,000 0
Manager's Contingency 36,991 111,000 111,000
TOTAL $ 36,991 $ 487,279 $ 222,000
BUDGET BY CATEGORY
Personnel Expenses $ -520 $ 216,279 $ 111,000
Operating Expenses 37,511 271,000 111,000
Interdepartmental Charges 0 0 0
TOTAL $ 36,991 $ 487,279 $ 222,000
BUDGET BY FUND
General $ 36,991 $ 487,279 $ 222,000
TOTAL $ 36,991 $ 487,279 $ 222,000
AUTHORIZED FTE's
Standard FTE's 0.00 0.00 0.00
TOTAL 0.00 0.00 0.00
2005 APPROVED BUDGET
MANAGER'S CONTINGENCY
2003 2004 2005
ACTUALS APPROVED APPROVED
BUDGET BY PROGRAM
NON-DEPARTMENTAL CONTRACTS
Convention & Visitors Bureau $ 600,740 $ 593,000 $ 592,000
Museum of History 29,368 22,026 22,026
Chamber of Commerce 7,373 7,935 7,935
Boulder Technology Incubator 4,482 0 0
Boulder Council Intrnl Visitors 932 0 0
Negotiations Support 45,612 43,285 43,285
Humane Society Bldg Loan 114,856 115,000 112,000
Downtown Bldr Imprvmnt District (BID)254,918 0 0
Federal Legislative Consultant 60,648 60,000 60,000
1,118,929 841,246 837,246
CATV
CATV 292,452 120,000 0
292,452 120,000 0
INTERNAL AUDIT $$ $
Internal Audit 0 0 126,566
0 0 126,566
CITYWIDE PROGRAMS
West Nile Virus Program $ 279,792 $ 0 $ 300,000
Greenhouse Gas Program 0 100,000 0
279,792 100,000 300,000
TOTAL $ 1,691,173 $ 1,061,246 $ 1,263,812
.
BUDGET BY CATEGORY
Personnel Expenses $ 0 $ 80,000 $ 121,554
Operating Expenses 1,691,173 981,246 1,142,258
TOTAL $ 1,691,173 $ 1,061,246 $ 1,263,812
BUDGET BY FUND
General $ 1,670,415 $ 1,061,246 $ 1,263,812
.15 Cent Sales Tax Fund 20,758 0 0
TOTAL $ 1,691,173 $ 1,061,246 $ 1,263,812
AUTHORIZED FTE's
Standard FTE's 0.00 0.00 1.50
TOTAL 0.00 0.00 1.50
2005 APPROVED BUDGET
NON-DEPARTMENTAL CONTRACTS & CITYWIDE PROGRAMS
2005 BUDGET
NON-DEPARTMENTAL CONTRACTS
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by the City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Message.
In June of 2004 CATV was infused with one-time funding of $189,000 to be distributed over 18 months.
$63,000 of these funds have been disbursed in 2004 and the remaining $126,000 will be carried over and
disbursed in 2005.
Previously Audit and Evaluation was part of the Human Resources department. In 2004 the evaluation
services were eliminated as part of city-wide reductions. Audit was then moved to City Wide Programs.
PUBLIC AFFAIRS
2005 BUDGET
$619,483
MISSION STATEMENT
PUBLIC AFFAIRS
INTERGOVERNMENTAL
RELATIONS
We gather and share information about Boulder to help people understand how together, we can build a better community.
MUNICIPAL
CHANNEL 8
NEIGHBORHOOD
SERVICES
Public Relations/
Administration
22%
University
Liaison
9%Neighborhood Services
9%
Municipal Channel 8
44%
Intergovernmental
Relations
15%
PUBLIC RELATIONS/
ADMINISTRATION
UNIVERSITY
LIASON
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
PUBLIC AFFAIRS
2005
APPROVED
BUDGET BY PROGRAM
COMMUNICATIONS
$$ $215,558 193,273Communications Administration 137,319
62,196 89,857Intergovernmental 94,165
554,203 503,347Municipal Channel 8 274,939
85,474 86,294Neighborhood Services 55,003
44,963 58,735University Hill Liaison 58,058
931,505962,393 $$$TOTAL 619,483
BUDGET BY CATEGORY
805,947 482,977802,123Personnel Expenses $ $ $
52,731 60,17961,905Operating Expenses
72,827 76,32798,365Interdepartmental Charges
TOTAL 962,393 931,505 619,483$$$
BUDGET BY FUND
General 962,393 931,505 619,483$$$
TOTAL 962,393 931,505 619,483$$$
AUTHORIZED FTE's
11.50 11.00 7.00Standard FTE's
7.0011.50 11.00
2005 BUDGET
PUBLIC AFFAIRS
DEPARTMENT OVERVIEW
Public Affairs strives to provide efficient, citywide communication services in a cost-effective manner. In
2005 our activities will continue to support citywide efforts to increase public awareness of the City
Council goals and other city Priorities.
• Media Relations – Provides communication between Council, city departments and the media.
• Intergovernmental Relations – Secures effective relationships between the city and other
governmental entities. Also attends the legislative session to monitor issues that will affect the
city of Boulder and the intergovernmental relationships in our region and supports a program
aimed at securing federal funding for local projects.
• Neighborhood Services – Builds positive relationships between neighborhood associations and the
numerous city departments. City staff serve as contacts for various neighborhoods. This
program is aimed at improving communications between the city and neighborhood groups and
received praise from neighborhood leaders.
• Channel 8 – Provides live broadcasting of all Council Meetings and some Study Sessions as well
as television spots providing viewers with information about city services. Live and archived
programming is web streamed on the city Web site. In 2003 Channel 8 cablecast approximately
3600 hours of programming of this 1236 hours were directly relate to the four specific Council
goals.
• University Liaison – The focus of this position, jointly funded by the city and the University of
Colorado (CU), is to improve the quality of life for students who live off campus, mainly in the
four neighborhoods adjacent to CU.
CITY COUNCIL GOALS
Through every day operations, the Public Affairs Division supports the work of city council members and
city staff on the four council goals. Specific examples are as follows:
General
• Distributed news releases on various topics related to the goals.
• Cablecast approximately 1236 hours of programming on Channel 8 related to Council goals.
• Organized a federal lobbying trip to Washington at which several key issues related to Council
goals were the focus of discussions.
Affordable Housing
• Tracked state and federal legislation related to affordable housing and growth issues.
Economic Sustainability
• Developed and implemented a communications plan related to the city’s economic vitality efforts.
• Advised city staff on various communication activities related to the local economy.
• Worked with the Colorado Congressional delegation, Chamber of Commerce and the National
Center for Atmospheric Research to help ensure that all programs of the federal laboratories – and
their related economic impact – will remain in Boulder.
• Retained a federal lobbyist, helping to secure up to $400,000 in federal funding for development
of a conference center proposal for Boulder.
Environmental Sustainability
• Supported the work of the Rocky Flats Coalition of Local Governments.
• Developed and implemented a communications plan related to West Nile Virus.
• Developed and implemented a communications plan related to an increase in the trash tax for
programs to reduce waste and greenhouse gas emissions in Boulder.
• Retained a federal lobbyist, helping to secure $500,000 in federal funding for development of the
Sustainability Center/Recycle Row project.
Transportation
• Staffed several organizations working on transportation issues, including US 36, Transit Alliance,
North Front Range EIS, Northwest Metro EIS and the Diagonal Corridor Transit Study.
• Retained federal lobbyists who worked on behalf of the city to increase awareness about important
transportation projects, including US 36 and 28th Street.
Community Sustainability
• Staffed the Community Sustainability goal group for much of 2004 and provided community and
neighborhood representatives for strategic planning meetings.
• Conducted a survey of Spanish and other language capabilities among city staff.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by the City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments. A-1 through A-3 of the City Manager’s Message.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. To provide better
monitoring of
“Hotline”
communications, we
will establish a
standard turnaround
time for “Hotline”
replies.
Handled 292 Hotlines
95% of the questions
requiring a response
received a reply within
five working days.
.
80 percent of “Hotline”
questions requiring a
response receive replies
within five working
days
80 percent of “Hotline”
questions requiring a
response receive replies
within five working
days
2. By continuing to add
relevant and timely
information to the
City’s Web site, we
will give citizens
greater access to
information about
the city.
17.4%
The Home page received
1,388,117 hits
Eliminating
performance measure
Eliminating
performance measure
Actuals
2003
Target
2004
Target
2005
3. To ensure
continuous
improvement in
customer service we
will survey our
customers.
Completed surveys
regarding media
relations, neighborhood
relations program,
university liaison and
Ch 8 programming
Complete four project
specific customer
satisfaction surveys.
Complete four project
specific customer
satisfaction surveys.
4. To increase
programming hours
related to each of the
Council Goals by
5%
Transportation – 95 hrs
Economic – 95 hrs
Affordable Housing –
114 hrs
Environmental - 250 hrs
Transportation – 60 hrs
Economic – 90 hrs
Affordable Housing –
108 hrs
Environmental - 175 hrs
See note (a)
Transportation – 5 hrs
Economic – 83 hrs
Affordable Housing –
99 hrs
Environmental - 161 hrs
See note (a)
a. Although Performance Measure No. 4 is to increase programming by 5% using 2002 base hours the
2003, 2004 and 2005 targets are adjusted to due to budget reductions. Also Council meeting hours are
not included in programming goals because Channel 8 cannot impact the length of Council Meetings.
FINANCE
MISSION STATEMENT
2005 BUDGET
$2,264,472
FINANCE
ADMINISTRATION
The mission of the Finance Department is to provide responsive, professional, and ethical administrative and fiscal services to
meet the needs of other departments and the community.
Specific services provided by the Finance Department include: accounting/auditing; accounts payable; accounts receivable;
cash management; central mail operations; debt issuance/management; financial planning/budgeting; financial reporting;
investment portfolio management; payroll; purchasing; revenue collection; and tax enforcement.
BUDGET AND
TREASURY
SYSTEMSCONTROLLER
Finance
Administration
13%
Controller
41%
Finance Systems
8%
Budget & Treasury
38%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
FINANCE
2005
APPROVED
BUDGET BY PROGRAM
FINANCE ADMINISTRATION
$$ $228,212 342,648Finance Administration 298,269
228,212 342,648 298,269
BUDGET & TREASURY
246,278 172,016Budget 184,017
276,321 310,833Treasury 225,506
437,338 507,670Sales Tax 442,822
105,084 101,526Support Services 0
1,065,022 1,092,045 852,345
CONTROLLER
346,254 311,669Financial Operations 337,744
338,979 389,306Payroll/Mail 365,823
174,533 204,261Financial Reporting 232,532
859,766 905,236 936,099
FINANCE SYSTEM ADMINISTRATION
165,431 167,186Finance System Administration 177,759
165,431 167,186 177,759
2,507,1162,318,431 $$$TOTAL 2,264,472
BUDGET BY CATEGORY
2,108,419 1,960,9462,057,934Personnel Expenses $ $ $
355,705 258,526225,826Operating Expenses
25,992 35,00034,671Interdepartmental Charges
17,000 10,0000Capital
TOTAL 2,318,431 2,507,116 2,264,472$$$
BUDGET BY FUND
General 2,318,431 2,507,116 2,264,472$$$
TOTAL 2,318,431 2,507,116 2,264,472$$$
AUTHORIZED FTE's
31.25 30.25 27.25Standard FTE's
27.2531.25 30.25
2005 BUDGET
FINANCE DEPARTMENT
DEPARTMENT OVERVIEW
The Finance Department has continued to focus on strategies which will improve the department’s overall
effectiveness and efficiency. In addition, the department is working on transitioning responsibilities, based
on recent retirements, with a focus on supporting future reductions.
CITY COUNCIL GOALS
The Finance Department continues to provide staff support to City Council on economic sustainability
issues.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Annual attainment of
Government Finance Officers
Association award for
excellence in financial
reporting.
Award was received Award is received Award is received
2. Annual attainment of
Government Finance Officers
Association award for
excellence in budgeting.
Award was received Award is received Award is received
3. Achievement of a rate
earnings on city investments
that exceeds (on an amortized
basis) the six month trailing
average US Govt. 2 yr.
Treasury Note rate. *
Amortized Cost
Return on Portfolio
(net of fees): 2.35%
(6 month trailing rate
on 2 year Treasury
Note (also amortized
cost basis): 1.78%)
Actual rate exceeds 2
year Treasury Note
rate
Actual rate exceeds 2
year Treasury Note
rate
* within the following constraints;
a) Preservation of capital and protection of investment principal;
b) Maintenance of sufficient liquidity to meet anticipated cash flows; and
c) Diversification to avoid incurring unreasonable market risks.
Actuals
2003
Target
2004
Target
2005
4. Achievement of reserves,
which include minimum fund
balance of 5% of operating
expenses (excluding grants,
internal service, and special
revenue funds) in all city
funds. *
All funds met the
reserve goal
Target reserve
balances are achieved
Target reserve
balances are achieved
* Depending upon perceived risk, certain funds may be required to maintain fund balances higher than 5%.
HUMAN RESOURCES
MISSION STATEMENT
2005 BUDGET
$1,170,964
HUMAN RESOURCES
ADMINISTRATION
The Department of Human Resources assists City departments in achieving their missions more effectively and efficiently, and
seeks to develop a motivated, productive, accountable and diverse work force. The department accomplishes this by providing
recruitment and selection assistance, pay and benefit administration, safety and workers' compensation leadership, employee
and labor relations assistance, staff training and development, and related HR services.
EMPLOYMENT
&
DIVERSITY
TRAINING
&
DEVELOPMENT
EMPLOYEE &
LABOR RELATIONS
COMPENSATION
&
BENEFITS
Compensation &
Benefits
31%Employment &
Diversity
13%
Employee & Labor
Relations
1%
Staff & Org
Development
9%
Administration
46%
2003 2004 2005
ACTUALS APPROVED APPROVED
BUDGET BY PROGRAM
HR Mgt & Admin $ 517,554 $ 332,755 $ 537,547
Diversity 809 0 0
Empl Rel and Org Eff 97,080 66,109 2,329
Special Projects 7,283 0 0
Employment & Diversity 150,319 196,342 155,974
Compensation & Benefits 348,815 431,081 359,922
Labor & Employee Relations 32,029 45,552 4,540
Risk & Safety 2,525 00
Workers Compensation 155 8,301 0
Staff & Org. Development 93,894 144,929 110,651
Internal Audit 124,851 112,001 0
CPPA 100,822 88,512 0
TOTAL $ 1,476,136 $ 1,425,582 $ 1,170,964
BUDGET BY CATEGORY
Personnel Expenses $ 1,151,347 $ 1,060,948 $ 882,842
Operating Expenses 298,299 349,660 269,622
Interdepartmental Charges 26,490 14,974 18,500
TOTAL $ 1,476,136 $ 1,425,582 $ 1,170,964
BUDGET BY FUND
General $ 1,476,136 $ 1,425,582 $ 1,170,964
TOTAL $ 1,476,136 $ 1,425,582 $1,170,964
AUTHORIZED FTE's
Standard FTE's 18.25 15.25 13.75
TOTAL 18.25 15.25 13.75
2005 APPROVED BUDGET
HUMAN RESOURCES
2005 BUDGET
HUMAN RESOURCES
DEPARTMENT OVERVIEW
This budget represents a major initiative to continue to expand our level of services online for the
convenience of applicants and employees and enhance efficiency. HR is moving toward an environment
that offers online access of all information currently available in paper form and online input capabilities.
CITY COUNCIL GOALS
As an internal service department, HR supports departments that are providing direct services to citizens
and working towards achieving City Council goals.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
Actual
2003
Target
2004
Target
2005
1. Reduce the city-wide use
of injury leave.
48% decrease in injury
leave usage. This decrease
is directly related to the
department’s ability to
return injured employees
to work in a more effective
manor.
Reduction of total injury
leave hours as compared
to the three year average
of total injury leave
hours from 2002
through 2004
Reduction of total injury
leave hours as compared
to the three year average
of total injury leave
hours from 2003
through 2005
2. Performance Rating
Distribution
Performance Category and
Target Split 20-75-5
Peak Performance – 18%
Fully Competent – 79%
Needs Improvement – 3%
To continue to meet the
targets for performance
rating distribution of
20-75-5 split.
To continue to meet the
targets for performance
rating distribution of
20-75-5 split.
INFORMATION TECHNOLOGY
MISSION STATEMENT
2005 BUDGET
$4,170,475
INFORMATION TECHNOLOGY
NETWORK SERVICES
IT INFRASTRUCTURE
APPLICATIONS SUPPORT
DATABASE/SYSTEMS ADMINISTRATION
IT ADMINISTRATION
We leverage technology to improve city services.
Network Services
28%
Applications Support
35%
IT Infrastructure
15%
Database/Systems
Administration
10%
IT Administration
12%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
INFORMATION TECHNOLOGY
2005
APPROVED
BUDGET BY PROGRAM
IT ADMINISTRATION
$$ $341,226 366,260Administration-IT 485,176
18,036 0IT Training Provided 0
359,262 366,260 485,176
IT APPLICATIONS
1,201,061 1,182,971Applications Support 1,492,042
545,825 321,142Public Safety Applications 0
1,746,886 1,504,113 1,492,042
DATABASE/SYSTEM ADMINISTRATION
439,619 422,113Operations/Systems Admin 416,005
439,619 422,113 416,005
IT MICROCOMPUTER SUPPORT
1,121,169 1,225,504Microcomputer/LAN Support 1,152,001
73,185 75,737Public Safety Ntwrk Services 0
1,194,354 1,301,241 1,152,001
IT INFRASTRUCTURE
828,200 581,250Computer Replacement 581,250
70,075 50,000IT Technology Funds 0
99,820 44,000Telecommunications Fund 44,000
199,785 0Public Safety Infrastructure 0
1,197,881 675,250 625,250
IT PROJECTS
424,568 0IT Projects-Applications 0
9,282 0IT Projects-Sys Admin 0
11,126 0IT Projects-Network Services 0
444,976 0 0
4,268,9775,382,977 $$$TOTAL 4,170,475
BUDGET BY CATEGORY
2,871,885 2,861,4782,884,721Personnel Expenses $ $ $
450,443 352,908811,191Operating Expenses
764,221 742,0321,266,463Interdepartmental Charges
182,428 214,058420,602Capital
TOTAL 5,382,977 4,268,977 4,170,475$$$
BUDGET BY FUND
General 4,564,182 3,872,098 4,170,475$$$
Public Safety Proprty/Sales Tx 818,796 396,879 0
TOTAL 5,382,977 4,268,977 4,170,475$$$
AUTHORIZED FTE's
36.50 35.50 32.75Standard FTE's
32.7536.50 35.50
2005 BUDGET
INFORMATION TECHNOLOGY DEPARTMENT
DEPARTMENT OVERVIEW
The Information Technology Department is organized into two functional divisions, which are supported
by a third administrative group. Both division directors, as well as the administrative function, report to the
Information Technology Director. The IT department is part of the city’s Administrative Services
Division, reporting to an Assistant City Manager. The city’s Strategic Technology Plan
(http://www.ci.boulder.co.us/it/pdf/strategicplan.pdf) outlines the city’s vision of implementing technology
to support the organization’s business plan.
IT Network Services Division Responsibilities:
The IT Network Services division manages and supports over 1,200 city of Boulder employees and
workstations, and 75 servers providing e-mail, web, GIS, database and office productivity applications.
Included in this is support for specialty applications such as Police Mobile Computer Aided Dispatch
(laptops in Police cars), Supervisory Control and Data Acquisition (SCADA) servers for managing waste &
water treatment facilities, and Parks & Recreation registration and Point of Sale systems. Network Services
provides Oracle Database Administration and server support for over 50 databases that house the city's
critical business information. We are also responsible for enterprise data backups, disaster recovery and
support for the city's web servers and architecture. Network Services also manages the fiber optic network
infrastructure and leased circuits that interconnect these computer systems, and provides the overall
architecture and standards for network security. Furthermore, as the city’s representative, Network
Services has partnered with local public organizations and the private business community in expanding the
high speed network capabilities in Boulder. The BRAN project (Boulder Research and Administrative
Network) and downtown fiber network project with the BID (Business Improvement District) are recent
examples.
IT Applications Services Division Responsibilities:
The IT Applications Services division provides management, support and maintenance of more than 50
enterprise, department, and business software application systems. This ranges from large enterprise-wide
systems such as Imaging, Financial Management, Payroll/HR, and enterprise GIS to the department
business systems such as Parks and Recreation Registrations and Point of Sale, Building Permitting
/Development Review (Landlink), Utility Billing, Municipal Court, and Fire Incident Management. We
also support many of the smaller applications such as Contract Tracking, Hotline, and Police On-line
Incident Reporting. Applications Services implements new business software though vendor package
implementation, in-house development including web development, and provides complete system life
cycle services. We adhere to formal project management methodologies to ensure we meet enterprise and
department business goals, schedule and budget requirements.
IT Administrative Services Division Responsibilities:
The IT Administrative Services division provides general administrative support to the Applications and
Network Services divisions of IT. Staff also provides financial management and administration for the
Telecommunications & Network Connectivity Fund, IT Operating account and citywide Computer
Replacement Fund which includes centralized purchasing of all computer related equipment and software.
CITY COUNCIL GOALS
Environmental Sustainability
Energy Efficient Purchasing
All computer workstations purchased by the department are ENERGY STAR rated. Not only does this
generate energy savings for workstations replaced within IT, but also within the entire city. The standard
city workstation now includes an energy-saving LCD monitor, which has the same citywide impact.
Disposition/replacement of old computer equipment
Retired workstations are now sold directly to Action Computer; a Denver area EPA certified technology
reseller/recycler. We are currently also pursuing projects which will help extend the life of the PC.
Extending the life of the desktop tool will reduce our technology waste stream to an even greater extent.
Environmental Sustainability and Transportation
Imaging Project
During 2003, the first phases of an enterprise-wide, multi-year imaging project were completed. This
technology, when integrated to business applications will significantly streamline business practices and
make access to hundreds of thousands of documents almost instantaneous and paperless. During 2005
Imaging Phase II is planned to further leverage this powerful technology.
Network Connectivity and IT Infrastructure
IT provides a robust network infrastructure that enables departments and the entire organization to
communicate with each other from their desktop computers, thus reducing the need for traveling to and
from various City offices.
Nexus Project
Enhanced technical environment encourages employees working from home; provides ease of access to all
of their required software applications and tools, reduces traffic congestion and related environmental
impacts.
Economic Sustainability
Enterprise GIS
The City’s move toward enterprise GIS is providing a valuable new tool for decision support across the
organization. This is related to economic sustainability and other City Council goals.
Revenue Systems
IT supports several key systems that bill, receive, track, and manage, the City’s revenues. These include
Sales Tax, Landlink (Building Services System), Assessments, Utility Billing, Parking Tickets, and Parking
Permits.
Internet Applications/Services
The City’s Web site provides significant information to citizens regarding services, and is offering full
transaction services such as signing up for Parks and Recreation classes online. This helps to reduce the
need for vehicle trips to City offices
Conversion of Qwest OPX Lines to Voice over IP
By leveraging the City’s expansive Fiber Optic network infrastructure, eliminate Qwest provided OPX
lines and implement a Voice over IP (VoIP) solution to provide voice communication services to numerous
City office locations.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The only change to the Information Technology budget between 2004 and 2005 is included in the
reductions formally approved by City Council and is incorporated in the IT Department’s 2005 approved
budget. For a detailed listing of reductions for the IT Department and associated funds, please refer to the
information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Percentage of City cost to
Market cost (Outside
consultant cost) for the
following:
a) Applications Support
b) Network Services
c) System Admin Support
d) Applications Training
36%
61%
49%
73%
<100%
<100%
<100%
<100%
<100%
<100%
<100%
<100%
The following performance measures are being added to IT. These measures replace the old performance
measure of % availability. This change is being made in attempt to better reflect the experiences of IT
customers.
2. Number of projects
completed that include a
web/e-government
component.
11 12 12
3. Overall satisfaction of city
employees who partnered
with IT on applications
services projects.
Statistic not available 75% 75%
4. Number of help desk calls
per PC
7.3 5.0 4.0
ECONOMIC VITALITY
DOWNTOWN UNIVERSITY HILL
MANAGEMENT DIVISION/PARKING SERVICES
2005 BUDGET
$8,042,740
MISSION STATEMENT
DUHMD/ PARKING SERVICES
The mission of the Downtown and University Hill Management Division and Parking Services (DUHMD/PS) is
to provide quality programs, parking, enforcement, maintenance and alternative mode services to the Downtown
and University Hill communities through the highest level of customer service, efficient management and
effective problem solving.
ADMINISTRATION PROGRAM
MANAGEMENT
PARKING
ENFORCEMENT
PARKING
OPERATIONS &
MAINTENANCE
Operating Transfers
7%
Debt Service
45%
Downtown
University Hill
Management
21%
Parking Services
27%
2003 2004 2005
ACTUALS APPROVED APPROVED
BUDGET BY PROGRAM
GID Administration $ 604,789 $ 731,443 $ 733,325
Operations & Public Info 81,261 114,860 116,312
Public Events 80,061 82,001 82,879
Community Improvements 144,146 10,000 10,000
Economic Vitality 62,601 36,280 36,280
Transportation 672,854 431,554 702,634
Debt Service 2,726,669 2,487,831 3,611,661
Operating Transfers 519,724 511,539 565,040
9th and Canyon Prkg Garage Construction 8,597,171
Parking Enforcement 612,228 617,551 659,907
Parking Maintenance/Operations 824,210 944,907 1,224,533
Meter Program 184,561 203,434 212,071
Neighborhood Permit Parking 46,163 51,061 58,098
Public Information 25,709 30,000 30,000
TOTAL $ 15,182,147 $ 6,252,461 $ 8,042,740
BUDGET BY CATEGORY
Personnel Expenses $ 1,900,219 $ 1,962,994 $ 2,046,647
Operating Expenses 1,709,688 1,137,430 1,652,544
Interdepartmental Charges 158,383 152,667 151,848
Capital 7,652,446 0 15,000
Debt Service 2,726,669 2,487,831 3,611,661
Non-Recurring Expenses 503,392 0 0
Other Financing Uses 531,350 511,539 565,040
TOTAL $ 15,182,147 $ 6,252,461 $ 8,042,740
BUDGET BY FUND
General $ 1,133,065 $ 820,056 $ 968,900
CAGID 13,705,252 5,122,715 6,744,946
UHGID 343,830 309,690 328,893
TOTAL $ 15,182,147 $ 6,252,461 $8,042,740
AUTHORIZED FTE's
Standard FTE's 38.00 38.00 40.50
TOTAL 38.00 38.00 40.50
2005 APPROVED BUDGET
DOWNTOWN UNIVERSITY HILL MANAGEMENT DIVISION/PARKING SERVICES
2005 BUDGET
DOWNTOWN AND UNIVERSITY HILL MANAGEMENT DIVISION/
PARKING SERVICES
DIVISION OVERVIEW
In 2005, DUHMD/PS will continue to provide quality programs, parking, enforcement, maintenance, and
alternative mode services to the Downtown and University Hill Communities.
During 2005, the division priorities will focus on sustainability of the downtown Eco Pass, best practices
analysis of our parking programs and continued support of the economic vitality of the University Hill and
Downtown through various initiatives.
CITY COUNCIL GOALS
In 2005, the Downtown and University Hill Management Division and Parking Services (DUHMD/PS)
will continue to support two of the City Council Goal areas: Economic Sustainability and Transportation.
In the Economic Sustainability area, DUHMD/PS will continue its leadership role in the continuing
revitalization of the University Hill commercial district through ongoing support of the Hill Alliance and
other marketing efforts, and through implementation of The Hill vision plan. In the downtown, the city, in
partnership with the downtown business community will implement recommendations from the Downtown
Strategic plan in order to enhance downtown’s inherent strengths and differentiate it from other commercial
areas. In conjunction with other organizations, the DUMHD/PS and other city staff will be working on the
feasibility of a community-wide conference center adjacent to the 10th and Walnut site.
DUHMD/PS will also continue its collaborative partnership with the Downtown Boulder Business
Improvement District, Downtown Boulder Inc. and the Hill Alliance to monitor and promote a vibrant
economic environment.
In the area of Transportation, the downtown Eco Pass program remains the centerpiece for the DUHMD/PS
travel demand management program. DUHMD/PS is committed to providing complete access to the
downtown area including both vehicular and alternative modes of transportation. During 2005,
DUHMD/PS will convene a stakeholder group to study options for the long-term sustainability and funding
for the downtown Eco Pass.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The City Council supported one time funding for two Eco Pass programs - first, to provide matching
funding to the Downtown Boulder Business Improvement District to reinstate the BID area Eco Pass
program for 2005; and second, to provide onetime, funding to help DUHMD/PS cover the $269,650
increase in the 2005 CAGID Eco Pass program. A task force will be formed to study alternative funding
methods for the 2006 program in order to make it financially sustainable.
PERFORMANCE MEASURES
In 2004, DUHMD/PS initiated a survey form for customers to complete and submit at our front desk. We
ask questions that will help us evaluate our products, our customer service, our advertising and to
determine the impact of our education and outreach programs. We will continue to monitor and update our
survey. Results from a few sample questions are included below.
Actuals
2004
Target
2005
Target
2006
1. Do you know that the City Parking garages
are FREE on Saturday and Sunday?
85% 88% 90%
2. Are you aware that many downtown
businesses validate parking?
70% 75% 80%
3. Were you satisfied with the service you
received?
98% 98% 98%
4. Are you aware of Meter Keys and Cash
Passes?
63% 68% 70%
The budget information for Economic Vitality and Urban Redevelopment is
located under the tab for Administrative Services in the section titled “City
Manager’s Office/Support Services/City Clerk”.
OPERATIONS
HOUSING AND HUMAN SERVICES
MISSION STATEMENT
2005 BUDGET
$12,960,815
HOUSING AND HUMAN SERVICES
COMMUNITY SERVICES
SENIOR SERVICES
HOUSING
CHILDREN, YOUTH & FAMILIES
The Department of Housing and Human Services is dedicated to meeting the human needs of Boulder residents by providing and
supporting services and opportunities that result in a healthy community.
CHAP/HOME/
CDBG/AHF Projects
46%
Community Services
18%
Housing/ Community
Development
8%
Senior Services
8%
Children, Youth &
Families
20%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
HOUSING AND HUMAN SERVICES
2005
APPROVED
BUDGET BY PROGRAM
COMMUNITY SERVICES
Community Services
-25,345-29,0060$General Fund Merit Adjustment $ $
221,250219,690227,064Social Planning & Administration
1,949,3881,801,9491,924,543Human Services Contract Programs
161,282149,207145,090Human Rights & Human Relations
2,296,697 2,141,840 2,306,574
CHILDREN, YOUTH & FAMILIES (CYF)
CYF Division Administration
217,254227,588220,405CYF Division Administration
217,254TOTAL227,588220,405
Community Based Services
131,662117,42282,622Community Based Services Admin
162,508162,397154,455Child Care Resource & Referral
384,777302,995460,453Child Care Assistance Programs
43,49548,358129,927Child Care Recruitment &Training
157,502140,054134,412Mediation Services
251,000243,000243,223Youth Opportunities
1,130,943TOTAL1,014,2261,205,092
School Based Services
92,62880,75784,765School Based Services Administration
368,775377,370371,482Prevention & Intervention Program
491,222489,565403,513Family Resource Schools
952,625TOTAL947,693859,760
Early Care & Education Council Programs
271,200345,162306,215Early Care & Education Council Programs
271,200TOTAL345,162306,215
2,591,471 2,534,669 2,572,022
SENIOR SERVICES
Senior Services
266,463262,834270,679Senior Services Administration
305,882287,715315,377Facilities Management
79,38679,46192,790Nutrition Programs
138,249171,823175,315Senior Resource & Referral
08,3863,332Volunteer Coordination
230,380245,555240,536Social Recreation Programs
1,098,029 1,055,772 1,020,361
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
HOUSING AND HUMAN SERVICES
2005
APPROVED
HOUSING/COMMUNITY DEVELOPMENT
Housing/Community Development
447,146461,109406,411Funding & Administration
135,497136,059134,189Planning & Development Review
107,083102,995101,681Asset Management
149,067119,161115,838Home Ownership Programs
8,12354,53353,106Tenant Services
20,74520,31820,318Transfer to Housing Authority
206,95247,26945,349Operating Transfers
1,074,614TOTAL941,445876,892
CHAP/HOME/CDBG/AHF Projects
5,987,2446,224,0924,292,755CHAP/HOME/CDBG/AHF Projects
5,987,244TOTAL6,224,0924,292,755
5,169,648 7,165,536 7,061,858
TOTAL $$$12,960,81512,897,81711,155,844
BUDGET BY CATEGORY
3,410,290 3,373,2493,345,714Personnel Expenses $ $ $
7,233,448 6,979,3036,084,608Operating Expenses
190,988 185,431213,193Interdepartmental Charges
7,718 2,000500,000Capital
2,008,105 2,213,880968,654Debt Service
00-4,017Non-Recurring Expenditures
47,269 206,95247,692Other Financing Uses
TOTAL 11,155,844 12,897,817 12,960,815$$$
BUDGET BY FUND
General 4,926,826 4,394,524 4,417,172$$$
Affordable Housing Fund 1,302,662 2,460,500 2,461,710
Cmmnty Hsg Asst Prgm (CHAP) 714,282 1,506,688 1,562,551
.15 Cent Sales Tax 1,585,220 1,460,000 1,505,000
CommDvlpmnt Block Grnt (CDBG) 2,178,645 2,216,105 2,144,383
HOME 448,208 860,000 870,000
TOTAL 11,155,844 12,897,817 12,960,815$$$
AUTHORIZED FTE's
55.80 54.55 52.43Standard FTE's
4.25 4.25 4.25Seasonal Temporary FTE's
56.6860.05 58.80
2005 BUDGET
HOUSING AND HUMAN SERVICES DEPARTMENT
DEPARTMENT OVERVIEW
The Housing and Human Services Department consists of four divisions:
• Community Services and Administration allocates funding to community human services programs,
enforces the City’s Human Rights Ordinance, staffs the City’s Human Relations Commission, and
provides administrative, financial, personnel and planning services for the Department.
• Children, Youth and Families allocates funding and provides direct services, community education
and planning which help children, youth and families develop a long-term capacity to be healthy, self-
reliant and successful.
• Senior Services provides services and facilities that support the physical, intellectual, social and
emotional well being of older adults and their families.
• Housing provides services that create and preserve housing opportunities in order to promote an
economically diverse and environmentally sustainable community.
Department budget highlights include the following:
The approved operating budget for the Housing and Human Services Department (HHS) has been
decreased by 2.2% between 2004 and 2005 (Note: all comparisons are to 2004 approved budget AFTER
restorations). Grants to the Children, Youth & Families Division from outside-City sources will decrease
by 7.4% in the 2005 budget; with approximately $800,000 in grants leveraged by the Division’s $851,000
General Fund budget. (Note: The $800,000 in grants from outside sources is included in the 2005 General
Fund amount shown in the Budget by Fund breakout on the second page of the 2005 Approved Budget for
HHS.)
Pass through funds (included in the 2005 Operating Expenses amount shown in the Budget by Category
breakout on the second page of the 2005 Approved Budget for HHS) will decrease by 3.1% between 2004
and 2005, primarily in the Housing Division and due to City budget cuts and lowered anticipated Federal
housing funds. However, an anticipated use of $240,000 from the Human Services Fund reserves (pre-
approved by City Council) and the Youth Opportunities Program reserves (approval to be formalized in
2005) would reduce this to less than a one percent decrease. Other funds that pass through HHS include:
approximately $1.2 million in the General Fund for human services programs operated by community
agencies; $227,000 for child care certificates; $213,000 in the Youth Opportunities portion of the .15%
Sales Tax Fund; $854,000 in the Human Services portion of the .15% Sales Tax Fund; and, $90,000 in the
General Fund for affordable housing fee waivers. In addition, cost allocation transfers will increase by
47% ($21,978), primarily related to work done in relation to the Boulder Transit Village project ($21,088).
The approved 2005 General Fund budget for the Department has decreased 3.4% from the 2004 approved
budget. The HHS 2005 budget also includes: General Fund grants, which are projected to decrease by 7%
due primarily to normal fluctuations in grant giving and project cycles; .15% sales tax funding for Human
Services and Youth Opportunities as mentioned above; Community Housing Assistance Program (CHAP)
operating funds, which are projected to remain flat in 2005; the Affordable Housing Fund’s operating
budget, which is projected to increase between 2004 and 2005 by 206% ($78,000), due to an additional
.25FTE to administrate revenue enhancement and a transfer of personnel from the General Fund to the
Affordable Housing Fund as a part of 2005 General Fund budget reductions (the additional fees generated
by processing resale and purchase of permanently affordable homeownership units will cover these costs) ;
the Community Development Block Grant (CDBG), with a decrease to its operating budget of 1.5%; and
the HOME grant, where the operating budget (excluding cost allocation) is projected to remain flat.
Through five funding sources, the Housing Division funds the acquisition, rehabilitation and construction
of affordable housing units. A total of approximately $3,445,000 could be available for housing activities
in 2005, if revenues come in as projected. The CHAP fund will have about $1,138,000 available to allocate
for the acquisition, construction or rehabilitation of housing units. Approximately $788,000 of the 2005
HOME grant will be allocated for the acquisition and rehabilitation of housing units. Approximately
$489,000 of the 2005 CDBG capital improvements budget will be spent on housing. The remainder,
$395,000, will be expended on capital improvements for human services agencies. And, the Affordable
Housing Fund could have $1,030,000 available in 2005 to spend on the creation of housing opportunities, if
revenue from cash-in-lieu payments comes in as projected. This amount includes $297,000 from the
General Fund, after reductions, for the purpose of creating and preserving affordable housing opportunities
in the community through grants to housing developers.
An additional 2005 revenue highlight for the Department is the $228,000 projected to be generated for the
General Fund by the Senior Services Division from fees charged for facility rentals; community resources
consulting and referral services; and, social recreation classes, trips, sports, special events and wellness
activities.
The ten year update to the Housing and Human Services Master Plan will be completed in 2005.
Recommendations for changes to services, programs, and CIP will be addressed in the 2006-2007 budget
submission.
CITY COUNCIL GOALS
Affordable Housing
The rate of securing permanently affordable units has increased by approximately 225% since the late
1990’s to 192 units in 2003, and approximately 200 units in 2004. During 2005, the Department’s Housing
Division will secure deed restrictions on at least 125 housing units, in order to preserve them as
permanently affordable. However, the production of 125 units still falls short of the annual production
needed (325 units) to achieve the City Council’s goal of securing 10% of Boulder’s housing inventory as
permanently affordable by 2011. Under current trends, it is anticipated that there will be 3,500 units of
affordable housing in Boulder by 2011, an increase of 1,700 units since 2001 but less than the “vision
plan” for 4,500 units. The increased affordable housing inventory includes rental and home ownership
units; acquisition of existing housing and new construction; and housing that addresses households with
moderate, low and very low incomes.
Environmental, Economic and Transportation Sustainability
There are many departmental initiatives that support these City Council goals. These include the
following:
- Support for the expansion of the Homeless Shelter on a major transportation corridor.
- The provision of affordable housing and child care resources allows Boulder's workforce to live in the
community, thereby reducing traffic and air quality impacts and enhancing attractiveness of the community
for employers. In addition, the Department of Housing and Human Services has worked with the private
sector and the University of Colorado to develop student housing close to CU, in order to address some of
the transportation and housing impacts of students on the community.
- Partnership efforts with the Transportation Division to jointly develop a transit-oriented development at
30th and Pearl Streets are intended to address all five Council goals by providing high density,
environmentally sustainable housing at a key, inter-modal transit hub that is close to much of Boulder's
employment base.
- Housing and Human Services and the Office for Environmental Affairs are exploring the possibility of a
partnership in the delivery of residential energy conservation services. Significant efficiencies may be
possible due to current contracts already administered by HHS.
- The funding of human services facilities and programs for elderly and special needs populations allows
these citizens to remain in the community, and makes it possible for them to receive services without
having to travel long distances. Direct services to children, youth and families retain quality of life
incentives for families to continue living, working and shopping in Boulder. These are services which are
not readily available elsewhere in the region.
- All Requests for Proposal (RFP) issued by HHS for capital investment in housing and human services
infrastructure include evaluation criteria that place emphasis on environmentally sustainable practices.
Most recently, the construction of housing at 55th Street and Baseline, and the Holiday Park Neighborhood
included emphasis on exceeding Green Points as well as installation of sustainable landscaping.
Community Sustainability
The Department will be participating with other Departments to implement policies and initiatives
identified in the Community Sustainability Goal workplan. The Goal was approved by City Council in
September, 2004. The Community Sustainability Goal Committee has identified six goal areas, all of which
will impact the Department. The Goal Committee workplan will be completed 1st quarter 2005. For 2005
it is anticipated the direct impact on the Department budget will be staffing and support of goal committee
work, projected at a minimum of .25 FTE, currently allocated from existing resources.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
As noted above, the 2005 budget contains a .25 FTE addition in the Affordable Housing Fund, needed to
implement and maintain a revenue enhancement program, proposed as a part of the 4 year budget reduction
plan, and which allowed for .85FTE to be transferred from the General Fund to the Affordable Housing
Fund.
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. The number of permanently
affordable housing units added
to the COB’s housing stock on
an annual basis
192
150
125
2. The average percentage of goal
attainment on performance
objectives set for agencies &
projects funded by the HSF* &
YOP*
92%
80%
80%
3. The percent of self-reported
customer satisfaction surveys
rating HHS services as
“satisfactory” or “very
satisfactory”
92%
80%
80%
* HSF (Human Services Fund); YOP (Youth Opportunities Program)
LIBRARY/ARTS
2005 LIBRARY/ARTS BUDGET
$6,179,379
MISSION STATEMENT
LIBRARY/ARTS
FACILITY MAINTENANCE
LIBRARY OUTREACH
LIBRARY PROGRAMMING
TECHNICAL SUPPORT ARTS
BRANCH LIBRARIESMAIN LIBRARYADMINISTRATION
The purpose of the Boulder Public Library is to enhance the personal development of Boulder citizens by seeking to
meet their informational needs, recognizing the benefits to the community of a well-informed citizenry, the individual’s
capacity for self-improvement, the worth of each person, and the need for human dignity.
The mission of the Boulder Arts Commission is to further the development of a dynamic arts community through
encouraging artistic innovation, collaboration, public art and organizational stability; to increase awareness of,
participation in, and access to the arts as a community-wide resource; to promote multicultural expression and
participation in the arts through support of diverse ethnic cultures and artistic aesthetics; to create opportunities for
Boulder artists and arts organizations to participate successfully in their communities; to act as an advocate on behalf of
the arts in the public and private sectors; and to foster a creative cultural climate in the community.
Administration
6%
Main Library Services
32%
Arts
.15% Sales Tax
4%
Building Maintenance
8%
Arts Gen Fund
3%
Technical Support
29%
Programs and
Services
9%
Branch Library
Services
9%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
LIBRARY
2005
APPROVED
BUDGET BY PROGRAM
ADMINISTRATION
389,126453,167643,915$Administration $ $
643,915 453,167 389,126TOTAL
MAIN LIBRARY SERVICES
Adult Services
1,044,806974,1071,106,420Adult
19,97913,90018,838Young Adult
1,064,784TOTAL988,0061,125,257
Childrens Services
237,510212,237258,477Childrens Services
237,510TOTAL212,237258,477
Information Services
660,174534,149634,510Information Services
660,174TOTAL534,149634,510
2,018,244 1,734,392 1,962,468TOTAL
BRANCH LIBRARY SERVICES
Meadows Branch Library
217,468211,663259,421Meadows Branch Library
217,468TOTAL211,663259,421
Reynolds Branch Library
217,466208,216252,964Reynolds Branch Library
217,466TOTAL208,216252,964
Carnegie Branch Library
129,45296,051123,900Carnegie Branch Library
129,452TOTAL96,051123,900
636,284 515,930 564,386TOTAL
PROGRAMS AND SERVICES
Adult Programming
30,88244,13537,153Film Program
13,40728,79316,124Concert Series
30,07032,45324,745Lectures, Exhibits
150,031135,589138,381Public Information
224,390TOTAL240,969216,403
Childrens Programming
51,24864,90946,184Childrens Programming
51,248TOTAL64,90946,184
Volunteer Services
29,63427,87526,463Volunteer Services
29,634TOTAL27,87526,463
Literacy Program
134,425110,821120,383Literacy Program
134,425TOTAL110,821120,383
Special Services
35,54533,52020,474Special Services
62,59560,86661,433Library Outreach
98,140TOTAL94,38781,907
491,340 538,961 537,835TOTAL
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
LIBRARY
2005
APPROVED
TECHNICAL SUPPORT
Technical Services
690,503609,455600,261Acquisitions
391,428344,873377,589Collection Org. and Maint.
1,081,931TOTAL954,328977,850
Computer Services
497,919465,698539,989Computer Services
497,919TOTAL465,698539,989
Database Services
219,98493,1000Database Services
219,984TOTAL93,1000
1,517,838 1,513,126 1,799,835TOTAL
BUILDING MAINTENANCE
486,019442,662445,522Building Maintenance
445,522 442,662 486,019TOTAL
TOTAL $$$5,739,6695,198,2375,753,144
BUDGET BY CATEGORY
3,704,256 4,081,4484,003,413Personnel Expenses $ $ $
1,412,680 1,576,9201,644,874Operating Expenses
77,801 77,801104,857Interdepartmental Charges
3,500 3,5000Capital
TOTAL 5,753,144 5,198,237 5,739,669$$$
BUDGET BY FUND
Library 5,753,144 5,198,237 5,739,669$$$
TOTAL 5,753,144 5,198,237 5,739,669$$$
AUTHORIZED FTE's
88.01 71.40 78.35Standard FTE's
78.3588.01 71.40
2005 BUDGET
LIBRARY DEPARTMENT
DEPARTMENT OVERVIEW
INFORMATION AND PUBLIC SERVICES
Over the years, the way in which the Boulder Public Library meets the informational needs of the
community has evolved. Starting in the early 1900’s with a single building and a traditional approach to
library services, Boulder Public Library has grown to include: four buildings; a remotely accessible online
public catalog; a virtual library allowing seamless access to the collections of numerous front range
libraries; an extensive collection of printed material, electronic databases and electronic books, many of
which can be accessed from home or business; and a broad view of offering information that includes
lectures, concerts, exhibits, and films. Ensuring that these information resources are available to everyone
in the community is also an important part of the mission, and the library strives to reach residents who
have not used the library because of cultural, educational, language, or physical differences. The depth and
breath of resources available throughout the library's facilities reflect traditional and non-traditional library
services, some of which are summarized below:
A. Electronic Resources
The Library's continually expanding electronic information collection is easily accessed using the BPL web
page. The web page includes access to information on web resources and search engines, links to book and
author information, details on library services and programs and a catalog of both in-library resources and
electronic information.
Database resources include EBCSOHost, which is a collection of databases primarily designed for (but not
limited to) the K-12 use. All full text articles in this collection can be translated into Spanish and other
languages. ABC-CLIO, which focuses on history and social study resources, and Newsbank, a database
resource offering articles from local, national, and international newspapers, are other powerful databases
available to the public.
A selection of full-text reference, non-fiction, and fiction works is available electronically through the
library's on-line catalog and through the library's ebrary database. Ebrary provides simultaneous multi-
user access to its growing database of more than 20,000 books, plus over 10,000 maps, reports and other
authoritative content available from over 180 leading academic, trade, and professional publishers. Using
the ebrary reader software, a user can copy and print content, make online notes and highlights, and create a
personal online bookshelf. Ebrary titles are included in the library catalog so users can find an e-book as
part of a regular search process.
As a result of the web-based public catalog and the expansion of electronic research tools, the Library
continues to expand instructional classes to the public, structured to provide them with skills to perform
independent research. Classes include instruction on the use of library databases information about
library's electronic resources. Classes on mouse skills and the basics of searching the electronic catalog
continue to be offered to a primarily, but not exclusively, senior population. "Senior Surfing" introduces
seniors to the Internet.
The library continues to make its resources as self-service as possible. Any BPL cardholder can do
research from home or business by accessing the library's catalog, databases and other electronic resource
links remotely. From a home computer, patrons can also check due dates of checked out materials, renew
library materials, and place holds.
In 2004 wireless access became available at the Main Library. Patrons now can bring in their own laptop
computers and obtain a high-speed wireless connection to the Internet. Wireless access is available in the
library meeting and study rooms, study carrels and tables, and in the cafe area of the library bridge. Future
plans call for making wireless service available at the branch facilities.
B. Resource Sharing
Libraries have long recognized that the sharing of resources allows libraries to stretch their dollars while
giving patrons access to a wider range of services and information. BPL is a part of Prospector, a state of
the art unified catalog with sixteen academic and six public library members. The largest Colorado
academic and public library systems are part of Prospector, providing Boulder patrons with the ability to
directly request materials from these 22 libraries via the BPL catalog. Patrons can now independently
search the catalogs of the Prospector libraries - from home, work, or at the library - and request materials to
be delivered. Unlike traditional inter-library loan, Prospector is entirely automated and integrated with
Boulder's circulation system.
The Library utilizes the statewide library courier service, which allows library materials to be picked up
and delivered to virtually any library in Colorado. This courier system is central to the operation of
Prospector as well as for traditional inter-library material delivery.
C. Outreach and Special Information Resources
Cultural Outreach In its eighth year of operation, the Outreach Program continues to integrate parts of our
community otherwise underserved by the library, meeting the needs of diverse and under-represented
individuals and groups.
BoulderReads! In the last year, 234 volunteer donated more than 8600 hours of time serving 177 adult
literacy students and 82 children. Of the adult students, 94 were served through BoulderReads! library-
based and family literacy-based programs, and the other 83 adults were served while incarcerated at the
Boulder County jail. Children were served in the Reading Buddies Program that pairs University of
Colorado students with the children of adult literacy students.
Virgil Grillo Center The library's Virgil Grillo Center, a multi-agency resource center staffed by highly
trained volunteers, provides information about traditional, complementary, and alternative medical
therapies. With support from Boulder Community Hospital, Roche Colorado, and the Boulder Public
Library Foundation, this undertaking is a major cooperative community effort.
D. Library Programs
Films, concerts, visual art exhibits and oral presentations are formats that allow people to obtain
information in ways that are not available through traditional print resources. Retaining the diversity of
information resources that makes Boulder Public Library unique continues to be a collaborative effort with
private and public groups throughout the City. Recent program highlights include performances by
nationally known pianists as part of the Prominent Pianist Series, the American Museum of Natural
History's Margaret Mead Traveling Film Festival, and a celebration of the life of Cesar Chavez. The
library will host the American Library Association traveling exhibit "Mary Shelley's Frankenstein" (2005)
and several Shelley and Frankenstein events are planned.
One Book One Boulder is a community-wide reading program planned to bring Boulder together and
promote literacy through the reading of a single book. Community members will be invited to participate
by reading the featured selection, joining group discussions, and attending special programs. Those
programs will be scheduled for the spring 2005.
LIBRARY PRODUCTIVITY AND EFFICIENCY IMPROVEMENTS
Library staff continues to look at ways to streamline library operations and implement efficiencies when
possible. Examples of ways the library has moved to maximize efficiencies and staff productivity include
the library's book return system (speeding the return of materials to the shelf and reducing repetitive motion
for staff), books by mail program (an item placed on 'hold" is mailed out, eliminating a trip to the library)
and on-line patron self-services.
Another implemented efficiency is the way overdue notices are handled. Historically, printed overdue
notices were sent out to patrons, informing them of overdue items. In addition to the postage involved with
paper notices, significant staff time was needed readying the notices for the mail. Most of the library's
overdue notification now is done using an automated telephone dial-up system as well as through
automated notification using patrons' e-mail addresses. Notification for about 95% of overdue items now is
sent to patrons using these new processes, allowing for a significant reduction in the cost and staff time
related to the printing and mailing of overdue notices.
In mid-2004 the library began a courtesy notification service. Three days before library items are due, a
patron is sent an e-mail reminder. This service has been very well received as it reminds patrons to return
items before fines accrue.
OPERATIONAL POLICY ISSUES
Master Plan Update
Operational, service and capital goals were adopted in the 1995 Library Master Plan. The Plan review
process began in late 2004; in 2005 significant Library Commission and staff time is allocated for revising
and updating the Plan.
Regional Library Services and Funding
Staff work continues developing options that address services to residents living in areas of Boulder County
that do not fund libraries. This effort is a collaborative endeavor and includes the communities of Boulder,
Louisville, and Lafayette as well as Boulder County.
CITY COUNCIL GOALS
Affordable Housing Not Applicable
Economic Sustainability
It is the goal of the library to create a well-informed citizenry, a foundation needed to maintain a strong
regional economy. In general, our strong library system is a positive factor in attracting new businesses
and their employees to Boulder. Additionally, library reference services provide databases, public
instruction and individual support to assist the business community.
Environmental Sustainability
The library is an active participant in the City's PACE program (Partners for a Clean Environment) and has
received the City's Gold Level certificate, in recognition for its recycling efforts. All items weeded from
the library collection (books, newspapers, magazines) are either reused or recycled.
Transportation Sustainability
Books by Mail, the availability of resources at nearby neighborhood branch libraries, and remote web
access to the Boulder library catalog and databases, allow residents to access many library services without
using a car.
Community Sustainability
In the library’s primary role as a provider of information, free library services allow community members
of all incomes and backgrounds to stand on equal footing with regard to information access. As a
community center, the library provides spaces for a wide variety of public meetings and public gatherings.
The combination of these roles defines the library as a crossroads for diverse members of the community,
and a place where all are welcome to pursue their unique need for library services.
The library also places an emphasis on providing service to diverse populations through outreach efforts,
programming and collection development. The library's Outreach Program has established satellite
libraries in three subsidized housing neighborhoods, San Juan del Centro, the Kalmia Center and the
Broadway Community Center, bringing information resources for both children and adults to these
locations. BoulderReads!, the library's adult literacy program, serves a diverse group of adults needing
one-on-one literacy instruction, allowing the participants to better function in their work and personal lives.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated in each applicable
department's budget. For a detailed listing of reductions by fund and department, please refer to the
information in Attachments A-1 through A-3 of the City Manager's Budget Message.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Probability that materials or
information sought by patrons
can be obtained through
Boulder Public library services.
97%
88%
88%
2. Use of conventional
information sources (books,
videos, tapes) in comparison to
use of electronic information
sources (annual circulation/
annual uses of library
databases)
1,138,367
not available
1,200,000
circulation
480,000 annual uses
of databases
1,200,000
circulation
500,000 annual uses
of databases
3. Percent of users who perceive
that Boulder Public Library
staff provide competent,
courteous service
100%
95%
95%
4. Number participating in the
Library’s cultural and
educational programming.
65,760
65,000
65,000
5. Attendance at Outreach
Program activities by members
of diverse communities
6,054
7,500
7,500
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
ARTS
2005
APPROVED
BUDGET BY PROGRAM
33,421 43,139$Arts Administration $43,651$
372,089 242,888Arts .15% Allocation 251,000
73,985 70,866Major Arts Grants 71,500
9,766 0Arts Mini-Grants 8,000
16,615 21,630Theater Guild Assistance 0
43,285 43,285Boulder Arts Center Assistance 43,717
4,244 0Space for Dance Assistance 21,841
553,405 421,808TOTAL 439,710$$ $
BUDGET BY CATEGORY
69,225 94,77287,164Personnel Expenses $ $ $
352,583 344,938315,334Operating Expenses
00386Interdepartmental Charges
00-279Non-Recurring Expenditures
00150,800Other Financing Uses
TOTAL 553,405 421,808 439,710$$$
BUDGET BY FUND
General 181,315 178,920 188,709$$$
.15 Cent Sales Tax 372,089 242,888 251,000
TOTAL 553,405 421,808 439,710$$$
AUTHORIZED FTE's
1.00 1.00 1.50Standard FTE's
1.501.00 1.00
2005 BUDGET
ARTS DEPARTMENT
DEPARTMENT OVERVIEW
During the past year, the Boulder Arts Commission:
• Completed annual grant distributions
• Co-sponsored Business of the Arts workshops with the Boulder County Arts Alliance
• Undertook additional community review and development of the Cultural Master Plan. The CMP
will be presented to Council in early 2005
• Selected additional artists for public art components on 28th Street.
• Established the Dance Bridge, a community wide dance resource
The Boulder Arts Commission has approved the following .15% Sales Tax Arts Allocation for 2005:
Arts in Education Grants $32,500
Theater Assistance $13,500
Arts Resource $8,000
Arts Paper $10,000
Dairy Center for the Arts Support $21,000
Dairy Mortgage $37,700
Education programs $11,881
Technical Assistance Grants $40,000
Salary $58,879
Mini-Grant $17,540
TOTAL $251,000
CITY COUNCIL GOALS
Economic Sustainability: Community arts leaders have been meeting regularly to promote the arts and
economic sustainability. Boulder will host its first annual International Fringe Festival in 2005.
Transportation: The continuation of the 28th Street Construction project includes several components of
public art that address the goal "to enhance mobility to maintain a liveable community". Work is complete
on the east section of the College underpass artwork. The Boulder Creek underpass work will be complete
in the summer of 2005. Construction of the retaining wall between Colorado and Taft, which will include
aesthetic elements, is in progress. Artists have been selected for enhancements to the pedestrian crossings
in the north segment of 28th Street.
Community Sustainability: Many of the arts grants awarded focus on serving special needs populations
and at-risk youth. The arts education grants bring the arts to Boulder Valley school students allowing for a
wide variety of enrichment opportunities.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Increase the number of
participants registered in the
Boulder Arts Resource.
275 300 375
2. Increase the number of new
public art pieces
incorporated into City
projects.
5 3 3
ENVIRONMENTAL
SERVICES
OFFICE OF ENVIRONMENTAL AFFAIRS
MISSION STATEMENT
2005 BUDGET
$1,736,000
OFFICE OF
ENVIRONMENTAL AFFAIRS
To guide the community and city organization in protecting the quality of our environment by reducing pollution,
curbing resource consumption and promoting sustainable practices.
ADMINISTRATION
P.A.C.E.
(Partner's for a Clean
Environment)
ENERGY RECYCLING I.P.M.
(Integrated Pest
Management)
Environmental
Sustainability
<1%
Administration
2%Air Quality/PACE
10%
Integrated Pest
Management
6%
Recycling
66%
Energy
16%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
ENVIRONMENTAL AFFAIRS
2005
APPROVED
BUDGET BY PROGRAM
142,452 114,174 28,782Administration
161,647 172,613 176,686Air Quality/PACE
50,835 25,688 283,688Energy
20,256 12,550 6,000Environmental Sustainability
1,024,276 888,274 1,139,799Recycling
106,026 16,700 101,045IPM
1,505,493 1,230,000TOTAL 1,736,000$$ $
BUDGET BY CATEGORY
312,306 462,994396,286Personnel Expenses $ $ $
916,194 1,267,6541,099,143Operating Expenses
1,500 5,35210,343Interdepartmental Charges
00-279Non-Recurring Expenditures
TOTAL 1,505,493 1,230,000 1,736,000$$$
BUDGET BY FUND
General 1,210,402 987,000 1,485,000$$$
.15 Cent Sales Tax 295,091 243,000 251,000
TOTAL 1,505,493 1,230,000 1,736,000$$$
AUTHORIZED FTE's
5.00 4.00 6.00Standard FTE's
6.005.00 4.00
2005 BUDGET
OFFICE OF ENVIRONMENTAL AFFAIRS
DEPARTMENT OVERVIEW
The Office of Environmental Affairs (OEA) was established at City Council’s request in 1982. The OEA
was originally funded entirely from a General Fund subsidy. In 1990, Council adopted the Trash Haulers
Occupation Tax to pay for waste reduction and recycling programs, and over time, the General Fund
subsidy for environmental programs was eliminated, leaving the Trash Tax as the sole General Fund
funding source. In addition, in 1992, voters approved a .15% sales tax extension, with 8% of this tax
revenue earmarked as the Environmental Fund, which was appropriated to OEA. This earmarking was re-
evaluated by a Citizens Review Group in 1999, and recommended to be continued.
The OEA 2005 budget is composed of $1,485,000 from the General Fund, which comes from Trash
Haulers’ Occupation Tax (“Trash Tax”) revenues, and $251,000 from the .15% cent sales tax
Environmental Fund.
CITY COUNCIL GOALS
Environmental Affairs’ mission mirrors the Council Environmental Sustainability Goal. OEA’s work plan
for 2004 revolves around advancing the city environmental goal in the following areas:
• Energy (Energy conservation programs and incentives, greenhouse gas emissions reduction,
energy municipalization study/Franchise negotiation, residential Green Points, commercial green
building code revisions, alternative energy)
• Integrated Pest Management (within the city and in the community, West Nile Virus, wildlife
protection),
• Reuse and Recycling (increasing construction and demolition debris reuse and recycling,
facilitating organics composting, increasing commercial recycling, business pollution prevention
measures and consumer electronics producer responsibility initiatives).
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
As part of the 2005 budget, Council approved increasing the Trash Tax by $468,000 in 2005, with
$258,000 dedicated to greenhouse gas emissions reduction, including development of a long-term funding
strategy, commercial and residential energy efficiency programs, and a greenhouse gas inventory tracking
system. The remaining $210,000 of the Trash Tax increase is dedicated to waste reduction programs to
reach the city’s 50% waste reduction goal.
PERFORMANCE MEASURES
ACTUALS
2004
TARGET
2005
TARGET
2006
1. Residential waste reduction 49% 50% 65%
2. Commercial waste reduction 17% 25% 40%
3. Energy (commercial): number of
commercial properties’ lighting
installations
11 10 10
4. Energy (residential):
- Number of solar hot water
installations
- Number of weatherization projects
n/a
n/a
10
10
10
10
OPEN SPACE/MOUNTAIN PARKS
MISSION STATEMENT
2005 BUDGET
$21,617,850
OPEN SPACE/MOUNTAIN PARKS
CENTRAL SERVICES REAL ESTATE SERVICES PLANNING & TECHNICAL SERVICES
The Open Space & Mountain Parks Department preserves and protects the natural environment and land resources that
characterize Boulder. We foster appreciation and use that sustain the natural values of the land for current and future
generations.
ENVIRONMENTAL & VISITOR SERVICES LAND & FACILITIES SERVICES
Environmental &
Visitor Services
8%
Planning & Technical
Services
4%
Land & Facilities
Services
12%
Real Estate Services
3%Capital
20%
Central Services
4%
Office of the Director
2%
Transfers and Debt
Service
47%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
OPEN SPACE/MOUNTAIN PARKS
2005
APPROVED
BUDGET BY PROGRAM
OFFICE OF THE DIRECTOR
$$ $195,941 601,510Office of the Director 511,923
195,941 601,510 511,923
CENTRAL SERVICES DIVISION
110,295 107,327CSD-Divisional Services 111,473
433,278 533,541Support Services 493,982
247,536 272,834Financial Mgmt Services 204,722
73,484 77,653Media Services 80,793
864,594 991,356 890,970
REAL ESTATE SERVICES DIVISION
616,394 545,019Real Estate Services 569,031
616,394 545,019 569,031
PLANNING & TECHNICAL SERVICES DIVISION
90,850 87,947PTSD-Divisional Services 115,469
261,797 286,857Planning Services 393,298
303,051 421,660Technical Services 448,520
655,698 796,464 957,287
ENVIRONMENTAL & VISITOR SRVS DIVISION
93,151 93,585EVSD-Divisional Services 94,792
668,267 738,274Resource Conservation & Educ-Outreach 963,369
673,685 700,732Ranger Naturalist Services 759,141
1,435,103 1,532,591 1,817,302
LAND & FACILITIES SERVICES DIVISION
82,716 86,388LFSD-Divisional Services 92,401
457,954 469,887Resource Operations Services 620,045
823,881 970,555Maintenance Operations Services 1,240,433
477,382 492,249Project Management Services 660,571
1,841,935 2,019,079 2,613,451
CAPITAL
1,552,594 1,818,380Capital 4,218,828
1,552,594 1,818,380 4,218,828
TRANSFERS AND DEBT SERVICE
771,169 793,249Operating Transfers 754,793
3,075,706 3,141,272Debt Service (BMPA)2,811,796
6,496,039 6,464,914Debt Service (Non-BMPA)6,472,469
10,342,914 10,399,436 10,039,058
18,703,83417,505,171 $$$TOTAL 21,617,850
BUDGET BY CATEGORY
4,663,191 5,289,1644,640,829Personnel Expenses $ $ $
1,301,833 1,377,800588,243Operating Expenses
510,995 511,000380,599Interdepartmental Charges
1,828,380 4,400,8281,552,588Capital
9,606,187 9,284,2659,571,743Debt Service
00-29,960Non-Recurring Expenditures
793,249 754,793801,129Other Financing Uses
TOTAL 17,505,171 18,703,834 21,617,850$$$
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
OPEN SPACE/MOUNTAIN PARKS
2005
APPROVED
BUDGET BY FUND
General 204,651 105,932 111,177$$$
Lottery 2,246 218,380 268,828
Open Space 17,298,275 18,379,522 21,237,846
TOTAL 17,505,171 18,703,834 21,617,850$$$
AUTHORIZED FTE's
77.00 70.50 69.00Standard FTE's
40.00 13.00 13.00Seasonal Temporary FTE's
82.00117.00 83.50
2005 BUDGET
OPEN SPACE AND MOUNTAIN PARKS DEPARTMENT
DEPARTMENT OVERVIEW
The focus of the Open Space and Mountain Parks (OSMP) Department is to preserve and maintain OSMP as an
essential component to Boulder's healthy and sustainable community environment and to support regional, local and
inter-departmental partnerships toward these goals. OSMP provides high-quality passive recreational experiences
and preserves ecosystems and traditional agricultural uses within a context of increasing visitation as it protects the
land, water and natural resources that sustain these values. The departmental organization and work plan provide
opportunities for community participation in decision-making with an emphasis on ecosystem-based management.
The OSMP resource management budget reflects the continuing implementation of the Open Space Long Range
Management Policies, the Mountain Parks Resource Protection and Visitor Use Plan, and other completed area
management and resource management plans.
From January 1990 through December 2004, approximately 19,018 acres have been purchased with the Open Space
Fund, including Jefferson County properties, bringing the total Open Space acreage purchased since 1967 to 36,318
acres. Together with the 6,555 acres of the former Mountain Parks lands, the OSMP Department currently manages
stewardship on 42,873 acres under the Open Space Charter. This includes 3,698 acres of City watershed lands in the
Caribou Ranch northwest of Nederland, which is protected by a City Open Space conservation easement. Of the
10,980 needed acres identified in the Council's adopted 2000-2006 Acquisitions and Management Plan,
approximately 7,251 remain to be acquired, of which 1,100 are under active negotiations.
Seven hundred ninety-six (796) acres of former Mountain Parks land near Boulder Reservoir is maintained by the
Parks and Recreation Department.
On January 1, 2001 the Open Space and Real Estate Department and the Mountain Parks Division of the Parks &
Recreation Department consolidated their resources to form the new OSMP Department. Since 2002 this budget has
been consolidated. Declining sales tax revenues from early 2001 through 2004 have necessitated reductions in both
acquisitions and management, including reductions in the projected transfers from the General Fund to offset the
previous Mountain Parks budget. Voters' approval of a new 0.15 cent Open Space sales tax in November 2003 led
to restorations of over $1,000,000 in operating and approximately $2,100,000 in capital, bringing total revenues for
the consolidated department back towards the level available to the Open Space and Real Estate Department in
2000.
With the addition of the 0.15 cent sales tax, extending from January 1, 2004 through December 31, 2019, the Open
Space Fund has sufficient revenues to continue levels of property acquisitions and management proposed under the
adopted Open Space Management and Acquisitions Plan (OSMAP) approved by the Open Space Board of Trustees
(OSBT) and City Council in September 1999 and expanded in September 2001. The 2005 budget request sustains
the base funding of $3,400,000 for the acquisitions program to be available for both cash payments and future debt
instruments.
The OSMP system is a national and regional showcase, with visitation estimated at over 3,500,000 each year. The
OSMP Visitor Master Plan is scheduled to be adopted in early 2005. This plan will outline policies to address issues
and opportunities that provide the context for high quality visitor experience while protecting and preserving natural
resources.
The Open Space Long Range Management Policies adopted in 1995, together with the Boulder Mountain Parks
Resource Protection and Visitor Use Plan adopted in 1999, set the management direction for the OSMP Department.
These policy level plans, along with adopted area and resource management plans, provide the framework to
prioritize and budget specific resource management actions. OSMP staff implements the goals, objectives, and
actions recommended in the North Boulder Valley Area Management Plan, the South Boulder Creek Area
Management Plan, the Grassland Ecosystem Management Plan and the Forest Ecosystem Management Plan.
Joint Board Approval of Lottery Fund Allocations
Prior to 1993 all of the City's Lottery Funds were directed toward Parks and Recreation programs and projects. In
June 1993, the Open Space Board of Trustees (OSBT) and the Parks and Recreation Advisory Board (PRAB)
recommended the use of a majority of the Lottery Funds for the purchase of park land, particularly large parcels, for
the years 1994 through 1998. This preceded the 1996 $29,400,000 Parks Acquisition Series Bonds, and subsequent
refinancing in 2000.
In May 2001, OSBT and PRAB agreed to a new Lottery Fund distribution to support a 2002 – 2007 CIP budget for:
Tributary Greenways of $150,000; BMPA debt service related to prior parks acquisition commitments of $416,000
for the Area III Park Site and the Mountain Backdrop properties in 2002 and $304,000 for the Area III park site
thereafter; as well as $100,000 for trail and facility rehabilitation projects in the Mountain Backdrop. The
remaining annual net proceeds after Cost Allocation payments is to be distributed equally 50/50 to both Parks and
Recreation and OSMP. In 2005, the total distribution for OSMP is projected to be $269,000.
In 2005 the OSBT has designated the accumulated Lottery proceeds provided under this agreement to fund capital
improvements to facilities within the Mountain Backdrop area, pending completion of the public input and
permitting processes.
Visitor Infrastructure Maintenance and Construction
The Visitor Infrastructure CIP program provides funding for major maintenance and new construction of existing
trails and trailheads and new trails and trailheads within the OSMP system. OSMP is committed to provide high
quality visitor experiences with continued maintenance programs for OSMP trailheads, interpretive signs, trails, and
related facilities. Restoration of areas having high use levels and associated environmental impacts from these uses
will improve the visitor experience. Funds will be used to implement policy direction in management plans for
visitor use and passive recreational activities. Staff will continue to seek grants and donations for specific projects.
A Visitor Master Plan is proposed for adoption in early 2005 that will provide goals and guidelines for visitation on
OSMP. A comprehensive trails assessment identifies and prioritizes projects for funding. Completing critical trail
connections and eliminating unsafe road crossings are among the priorities. Results of an OSMP Visitation Study
will be conducted in 2004-2005 and will be incorporated into the land and resource management plans.
The Boulder Valley Comprehensive Plan, completed Area and Resource Management Plans, the OSBT, and City
Council guide plans for and development of trails and related facilities. The OSMP project planning process,
including public involvement is utilized for visitor infrastructure construction projects. Specific projects are subject
to the CEAP process.
The OSMP Department works cooperatively with other City departments and promotes inter-governmental
cooperation with national, state and local conservation and Open Space programs, such as: Boulder County,
Jefferson County, Louisville, Lafayette, Longmont and Superior Open Space programs, Colorado Open Space
Alliance (COSA), GOCO, Colorado Department of Natural Resources, Colorado Division of Wildlife, and others.
CITY COUNCIL GOALS
Environmental Sustainability
The OSMP Department supports the City Council goal of Environmental Sustainability, including environmental
priorities of pesticide reduction, habitat preservation, water quality, waste reduction and energy efficiency. The
OSMP acquisitions and management program has made the city of Boulder a nationwide environmental leader and
role model for other communities. As of November 2004 there are 52 funded public Open Space programs across
the state of Colorado.
The OSMP system adds to the visual and recreation enjoyment of our community, and provides for preservation of
air quality and reduction of vehicle trips through purchases of land that would otherwise be developed. OSMP lands
add to the visual appeal of our community, and after acquiring these properties, appropriate management practices
ensure that we continue to preserve habitat for wildlife and protect the quality of our waterways for future
generations.
In 2004 City Council added the goal of balancing conflicts between environmental and recreational interests across
the OSMP system in its environmental agenda. The OSMP Visitor Master Plan is anticipated to be adopted in early
2005 and is intended to set the policy framework to accomplish this goal.
Community Sustainability
OSMP reaches out annually to recruit and train a diverse cadre of youth for its Junior Ranger program. This
provides job skills, leadership training and environmental awareness to all participants. The OSMP program also
provides opportunities for youth participation and training through its partnerships with the Americorps, Third Way
and Cedars programs. The OSMP system is readily accessible to all members of Boulder's community through a
full spectrum of alternative modes.
Pesticide Reduction
Integrated Pest Management (IPM) considers and utilizes all measures available to control identified pests. It
evaluates each control method and uses the one that affects other species and the environment the least and still
provides effective control. On this basis, chemicals are always the last alternative chosen for use.
Using this philosophy, OSMP’s IPM Coordinators develop an annual operating plan specifying how and where the
objectives of the overall IPM plan will be executed for that particular year. An end-of-year summary listing the
various controls applied on specific pests and properties is also prepared. Multiple control techniques occur on
many properties since there are multiple pests and/or more than one control measure is used to control any one
species. OSMP is cooperating with the City’s Department of Environmental Affairs to define and attain citywide
IPM strategies and criteria.
Cultural control measures are practiced on all OSMP agricultural lands. These include early cutting of alfalfa
fields for weevil reduction and weed control, tilling fallow cropland, planting cover crops as a weed control measure
before a reclamation project, and attention to crop selection and crop rotation. Prescriptive grazing with both cattle
and goats is used to suppress a wide assortment of weed species.
Biological controls are used in cooperation with the University of Colorado. Three insect species that attack diffuse
knapweed have been released on OSMP knapweed infestations. These are being monitored to determine their
effectiveness over the next few years. Preliminary results are positive.
Mechanical controls such as pulling, cutting, and digging are widely used on OSMP lands. Standard and seasonal
staff, as well as Junior Rangers, volunteers, and neighborhood groups have assisted in these activities. In 2004 a
major Volunteers for Outdoor Colorado (VOC) project was facilitated to address a Mediterranean sage infestation
north of the city on OSMP, County Open Space, and city parks lands. Prescribed fires are also used to suppress
weed species in grasslands and forests as well as irrigation ditches. OSMP is reclaiming some of its less productive
dry land farm ground to native grass prairie, reducing the need for spraying over the long term.
Chemicals are used only as a last resort when other control measures do not work. Even so the department is forced
to use chemicals to a limited degree in order to protect native habitat from particularly aggressive non-native species
or to control very large infestations. Each chemical use is reviewed by the City's IPM task force and is accepted as
an exemption to the City's pesticide ban. When chemicals are used, all regulations are followed including listing on
the City’s Hotline and posting the affected area 24 hours prior to the application.
A detailed list of the pests controlled and the control measures used during any given year can be found in the
annual IPM report that is presented to the City Council every January.
Habitat Preservation
The OSMP program mission includes preservation of natural and agricultural lands from development as well as
maintenance or restoration of the wildlife habitat values of these lands.
Preservation of habitat is implemented by continuing to map and assess the quality and restoration potential of
natural ecosystems on OSMP lands. Some examples are continuing to map Preble’s jumping mouse habitat and
participating in a county-wide habitat conservation plan; collaborating with Colorado Division of Wildlife on
inventory and assessment of fish populations and habitat; development of monitoring systems to measure human-
induced and natural changes occurring in ecosystems and assessment of the success of resource management
actions; designation of the South Boulder Creek State Natural Area and registering the Green Mountain State
Natural Area; mapping threats to habitat integrity and function from weed invasion; and expansion of efforts to
improve forest health and reduce wildfire hazards through prescribed thinning and burning.
Relocation of prairie dogs has proven to be a major undertaking with significant impacts on habitat, agriculture,
budget, and staff. There is no additional space available on the OSMP land system for further relocations for the
foreseeable future. The city ordinance is under review at this time with a hearing scheduled for January 2005.
Management of prairie dogs has generated the need for baseline information on the presence of rare and sensitive
plant species and communities in proximity to relocation sites. It is important to protect these species and
communities so as to preserve the prairie ecosystem as a whole. In order to improve on-the-ground management of
grassland ecosystems (of which prairie dogs are one component), revision and completion of the Grasslands
Ecosystem Plan is scheduled for 2005.
Sombrero Marsh restoration is continuing in its fifth year of restoring and sustaining this natural salt marsh after
excavating old landfill material, planting native plants, and restoring natural water cycles. OSMP is using the
educationally rich outdoor setting for teaching children and adults about wetland ecology, environmental restoration,
and land stewardship in cooperation with the Boulder Valley School District and Thorne Ecological Institute.
Native plants have been reintroduced and a trail and boardwalk have been constructed to access important parts of
the marsh. These projects have been accomplished with the assistance of grants from GOCO, EPA Region 8, and
USFW together with the efforts of Volunteers for Outdoor Colorado.
Coal Creek restoration program continues along three miles of Coal Creek including grassland restoration at an
old gravel mine site, restoration of an abandoned oxbow floodplain feature and associated wetlands, and
rehabilitation of the riparian zone by restricting cattle access. The Coal Creek Restoration Project is a cooperative
effort supported by the Terra Foundation, Boulder Audubon Chapter, and the Colorado Division of Wildlife.
Water Quality
Water resources managed by OSMP serve a variety of natural resource, agricultural, and recreational goals. These
resources include riparian forests, stream banks, wetlands and springs, as well as water rights in ditches and
reservoirs.
Water quality is improved by reducing use of chemicals in agricultural production and weed control; working to
enhance minimum stream flows; reducing soil erosion through trail reconstruction or relocation projects, and
making run-off water quality improvements along the Boulder Feeder Canal.
OSMP has reconstructed a ditch structure on Boulder Creek that incorporates a fish ladder for fish migration that is
intended to serve as a model within the Boulder Creek watershed.
OSMP continues to study and assess alternatives to address the damaging effects of runoff from Flagstaff Road and
related sediment flow into Long Canyon and Gregory Canyon Creeks. Specific site restoration plans for these areas
are being developed, which will require County and City participation to implement. No funding source has been
identified.
Waste Reduction
Construction Material Recycling
Properties are often acquired with structures and improvements that are in serious need of repair and maintenance
and may become significant management and enforcement problems. Rather than simply being demolished, some
non-historic structures are “deconstructed” to salvage all reusable building materials. These materials, including
beams, wall lumber, roof trusses, rock walls and sheets of plywood are donated to a local recycling company for
reuse by the building industry.
Energy Efficiency
The department continues to closely monitor vehicle usage. Car-pooling and vehicle sharing has reduced the total
number of vehicles in the department. The department has acquired two hybrid gas-electric vehicles to reduce costs
and pollution, as well as increasing miles per gallon.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
In 2005, OSMP will operate with 69 FTEs, a decrease of 1.50 FTEs from 2004 levels. This includes the expiration
of 1.5 fixed term positions.
In addition, due to the approval of the sales tax ballot issue in November 2003, some OSMP services and programs
were restored in 2004 and will be continued into 2005. The Junior Ranger program, which was cut by
approximately 50% in 2003, was fully restored in 2004; and, funding was also restored for some of the remaining
seasonal positions, which had been cut entirely in 2003.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Total acres under
Management and
Stewardship of
Department
42,755 42,873 44,634
2. Internal Customer
Satisfaction with Real
Estate Services
90% 90% 90%
3. Number of adopted area
and resource
management plans
5 5 6
Actual acres acquired through 2004 total 42,873.
PARKS AND RECREATION
MISSION STATEMENT
2005 BUDGET
$20,634,089
PARKS & RECREATION
CONSERVATION,
PLANNING & DEVELOPMENT
The City of Boulder Parks & Recreation Department exists to provide care for public lands and opportunities for personal
growth. Through active and passive pursuits, we work with the citizens of Boulder to provide opportunities to renew,
restore, refresh and recreate, balancing often stressful life-styles. It is our overall intent to encourage the participation of
individuals and families to develop the highest possible level of physical and mental well-being. It is our belief that well-
balanced, healthy people contribute to a productive and healthy community.
Administration
23%
City Parks
27%
Recreation
35%
Conservation, Planning
& Development
15%
CITY PARKSADMINISTRATION
RECREATION
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
PARKS AND RECREATION
2005
APPROVED
BUDGET BY PROGRAM
ADMINISTRATION
$$ $206,677 180,461Administration 123,359
450,008 612,966Support Services 693,897
146,144 140,000Computer Support 133,000
190,468 261,146Registration 221,252
290,059 278,387Community Relations 337,900
2,145,401 293,060Office of the Director 293,593
2,406,772 2,753,689Debt Service 2,783,839
171,781 184,248Operating Transfers 255,281
6,007,310 4,703,957 4,842,120
PARKS PLANNING & CONSTRUCTION
307,774 344,680Administration 354,119
23,039 0Support & Long Range Planning 0
3,982,662 2,848,174Projects 2,326,964
4,313,475 3,192,854 2,681,083
CITY PARKS
131,308 124,552Administration 130,043
2,792,049 2,415,955City Parks 2,753,565
598,830 580,785Forestry 652,865
829,115 860,119Sports Turf 899,491
695,848 622,600Golf Course Operations 619,956
551,593 593,315Reservoir 503,595
5,598,743 5,197,326 5,559,515
RECREATION
124,932 58,914Administration 19,235
491,052 473,692Therapeutics 543,199
1,794,148 1,750,384NBRC and Programs 2,020,041
1,176,946 1,116,841EBRC and Programs 1,225,083
1,701,121 2,026,643SBRC and Programs 1,997,077
856,106 903,397Athletics 877,201
342,059 369,822Youth & Other Recreation Programs 384,168
6,486,365 6,699,693 7,066,005
ENVIRONMENTAL RESOURCES
10,012 0Environmental Resources 0
36,000 40,000Prairie Dog Relocation 40,000
358,577 542,660Environmental Resources 445,366
404,588 582,660 485,366
CITYWIDE
0 -540Citywide 0
0 -540 0
20,375,94922,810,481 $$$TOTAL 20,634,089
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
PARKS AND RECREATION
2005
APPROVED
BUDGET BY CATEGORY
10,549,072 10,480,60010,530,938Personnel Expenses $ $ $
3,709,283 4,503,6314,134,462Operating Expenses
884,394 661,6971,080,889Interdepartmental Charges
2,295,263 1,949,0414,148,769Capital
2,753,689 2,783,8392,750,839Debt Service
00-44,770Non-Recurring Expenditures
184,248 255,281209,355Other Financing Uses
TOTAL 22,810,481 20,375,949 20,634,089$$$
BUDGET BY FUND
General 6,192,122 3,624,820 3,888,583$$$
Lottery 431,278 681,620 631,172
.15 Cent Sales Tax 220,926 145,857 184,000
.25 Cent Sales Tax 5,319,428 5,387,800 5,327,835
Recreation Activity 8,263,531 8,722,034 9,065,180
.25 Cent Sales Tax Bond Prcds 1,028,883 0 0
Permanent Parks and Recreation 1,354,314 1,813,818 1,537,319
TOTAL 22,810,481 20,375,949 20,634,089$$$
AUTHORIZED FTE's
159.25 144.50 149.22Standard FTE's
100.00 80.00 80.00Seasonal Temporary FTE's
229.22259.25 224.50
2005 BUDGET
PARKS AND RECREATION DEPARTMENT
DEPARTMENT OVERVIEW
The Department of Parks and Recreation provides a comprehensive range of services to the citizens of
Boulder. In all aspects of service delivery, the Department strives to espouse the highest caliber of
community and environmental values. The Department consists of four divisions: Recreation, Parks,
Administration and Conservation, Planning and Development.
The Recreation Division contributes to the physical, mental and social development of our citizens
through diverse and inclusionary recreational programming. The Division manages three indoor recreation
facilities, two outdoor pools, 22 ball fields, 15 soccer fields, 48 tennis courts, 10 sand volleyball courts, a
pottery lab, three in-line skating facilities and a skate park.
The Parks Division manages and maintains our urban parks forest consisting of approximately 40,000
urban trees, 1,000 acres of urban land, a 1,400 acre Reservoir and an 18 hole golf course. All City
playgrounds and historical assets such as Columbia Cemetery are managed by the Division as well.
Throughout its operation, the Department seeks to support and enhance environmentally conscious actions
while continually striving to provide leadership in efforts to improve our community.
The Administration Division provides overall administrative, financial and personnel services to the
department. Administration manages the computerized registration system, program registration, facility
booking and rentals, fee collection, operating and capital budget development and management, seasonal
hiring and public information services.
The Conservation, Planning and Development Division leads internal strategic planning efforts for the
Department as a whole, while continuing the long range planning and development strategies for ongoing
facility development, redesign and regeneration. With the transition of the Division of Environmental
Resources into Conservation, Planning and Development, the Division will provide leadership in achieving
the Department’s goal of strengthening its environmental focus.
Overall, the Department’s programs and services provide personal, social, environmental and economic
benefits to the citizens of Boulder. Recreation programs strengthen families, promote the healthy
development of children, teens, adults and seniors and build a healthy community by improving the quality
of life for all. Parks are often the highest and best use of land when sustainable development, risk
management, storm water management and habitat protection principles are understood and respected.
Parks protect biodiversity and ecological integrity and increase ecological understanding and sensitivity
which are prerequisites to sustainability. Parks and Recreation programs and services that serve as
economic generators for the community, increasing property values, attracting and retaining businesses and
generating tourism expenditures.
The following have been recent accomplishments by the department.
PERSONAL BENEFITS: The North Boulder Recreation Center (NBRC), the first silver-level Leadership
in Energy and Environmental Design (LEED) certified building in the state of Colorado, had its official
grand opening on March 16, 2003. The facility, which sees over 1,000 residents and visitors on an average
day use its wide variety of athletic and recreation services, was expanded from 34,000 square feet to 61,700
square feet. The estimated total cost of the renovation is $11.65 Million and was funded primarily out of
the 1995 ballot issue .25 Cent Sales Tax and Bond funds.
The Department’s Health and Wellness program has a current citywide enrollment of 395 employees.
Annual assessments of the total number of current participants show an improvement in at least two-to-
three of the seven test parameters.
ECONOMIC BENEFITS: Shade trees in the urban forest provide an overall savings of approximately 22%
in energy costs. In 2002-2003, the Department of Parks and Recreation planted 118 trees in the streets and
rights-of-ways. In 2004, the department estimates that it will plant an additional 86 trees.
The Parks and Recreation, Human Resources, and Open Space and Mountain Parks and Parks Departments
partnered on a web-based seasonal hiring management system that provides for consistency in hiring
practices and broad-based distribution of applications to all hiring managers. The system allows applicants
to apply for all seasonal positions on the web. This system provides better and more efficient management
and hiring practices and creates a larger seasonal hiring pool to supply the labor needed for seasonal
positions across departments.
The Department of Parks and Recreation collaborated with the Department of Open Space and Mountain
Parks on management issues. The Departments shared staff and resources to manage issues of mutual
interest including Integrated Pest Management, prairie dogs, wildlife and visitor management.
The Department of Parks and Recreation completed installation of a computerized irrigation system in all
city parks in fall 2003. The installation of components necessary for water flow monitoring and control are
ongoing. The system has real time flow monitoring which will allow staff to see exactly how much water
is flowing through the system every minute. Real time water measurements will provide the ability to know
precisely how much water is being used without depending upon periodic meter readings. The system will
report problems to a central control and has the ability to shut down irrigation within minutes if the weather
changes. Multiple run times can be programmed at individual sites resulting in the ability to direct less
water during a particular cycle eliminating the potential for over watering.
The Department of Parks and Recreation and the City Attorney’s Office negotiated an agreement with the
Boulder Valley School District (BVSD) for which City Council appropriated $1.88 Million in Education
Excise Tax funds to construct synthetic turf systems and running tracks at Fairview and Boulder High
Schools and conduct a joint athletic facilities needs assessment. Recreation will have priority usage of the
new synthetic turf fields for its programs during specific times of the year. The Department of Parks and
Recreation will attend the School District’s Community Schools’ facility assignment/scheduling meetings
and participate in the master scheduling process. The Department issued a Letter of Interest to the BVSD in
response to a request by the School District for a proposed partnership indicating an interest in developing
multi-purpose fields at Valmont City Park.
SOCIAL BENEFITS: In 2002, The Department of Parks and Recreation completed a Recreation Facilities
Needs Assessment. In 2005, the Department will craft a Master Plan with the broad participation of the
community of Boulder. The goal of the plan is to create a framework to develop a sustainable park system
that is rooted deep within its own embodied memory and knowledge, is brought together by Boulder’s
community values, and reflects our shared need to become re-created.
An interpretive trail was constructed at Coot Lake to enhance the area encompassing the wetland and to
protect the surrounding habitat. The trail creates an experience that combines the breathtaking splendor of
the wetland along with the beauty of environmentally-themed artwork created by a local artist, and poetry
by well-known poets. The infusion of art, poetry and the natural world creates a sanctuary for the human
soul to connect with nature in a profound manner.
The Foothills Community Dog Park was completed during 2004. The two acre fenced Dog Park has
separate areas for both small and large dogs. Dogs can be off leash in the Dog Park and do not need to be
voice and sight trained. Completion of the Dog Park represents the next phase in the overall master plan of
Foothills Community Park.
ENVIRONMENTAL BENEFITS: The LEED program is a voluntary, consensus-based national standard
for developing high performance sustainable buildings. North Boulder Recreation Center, which is LEED
certified, uses 6,000 square feet of solar panels to pre-heat the water for the center’s two swimming pools
and for domestic use. This is the largest flat-plate solar unit installed in the United States in 20 years,
according to the system’s designer, Industrial Solar Technology of Golden, CO. Natural gas consumption
to heat water will be reduced by 50%. Newly installed boilers are 90% efficient compared to the
approximately 70% efficiency of the old boilers. The building also employs a carbon dioxide monitoring
system that adjusts the amount of ventilation air to match the number of people using the facility. During
off-peak hours, when building usage is light, the system reduces outside air intake.
The construction of Elmer’s Two Mile Park was completed in 2003. The existing concrete channel was
removed and replaced with a natural earth-bottomed meandering stream designed to enhance water quality
functions. Wetland areas were restored and enhanced with seeding and the placement of a variety of high
quality native wetland plants. An environmental learning deck area and path system was constructed to
permit access to the wetland area while protecting the habitat. The deck, benches and railings of the
learning center are made of recycled plastic lumber.
CITY COUNCIL GOALS
Environmental Sustainability
Developed and implemented a department wide system for data collection on prairie dog
management; designed and constructed a prairie dog interpretive trail at Boulder Reservoir Natural
Area; designed and installed a native vegetative barrier at Boulder Reservoir for prairie dog
control; designed and installed a wetlands interpretive trail at Coot Lake.
Managed installation of mature trees, shrubs and wildlife habitat at Valmont City Park
Enhanced efforts to reduce chemical applications by logging 600 plus hours of mechanical and
cultural weed control.
Enhanced coordination of parkland inventory to develop and implement specific resource
management techniques.
Directed and managed the installation of bear/wildlife proof trash cans at strategic park/urban
interface locations.
Began the process to update The Department of Parks and Recreation Master Plan; the plan will
include a drought management plan, park maintenance standards, an evaluation of urban park
design standards, development of a natural lands inventory and management plans, and updated
policies regarding environmental practices.
Reduced the total number of park trees treated chemically. Of the total chemicals used by
Forestry, 99% were soil/trunk injected, low toxicity dormant oil or the biopesticide Neem.
Installed liquid fertilizer injection systems at several parks.
Expanded the current Adopt-A-Park program. The Adopt-A-Park program accepts volunteers to
provide assistance with maintenance at specific park sites.
A new raw water infrastructure system will be completed at Valmont City Park in spring of 2005.
This project includes construction of a 1.5 acre pond, pump house, and a water diversion and
irrigation system to utilize North Boulder Farmer's Ditch water to irrigate the park landscape. This
ditch water will significantly replace the use of potable water for the park irrigation. The pond has
been designed to accommodate passive recreation uses with soft surface trails and sittings areas.
A new raw water pump station will be completed at Martin Park in 2005. The pump station will
utilize ditch water to irrigate Martin Park. Use of ditch water will significantly reduce the use of
potable water for park irrigation.
Economic Sustainability
Of the numerous tournaments conducted by the Department of Parks and Recreation, at least 80%
or more of the participants are from out of state; revenues generated from lodging, shopping and
restaurants support the local economy; the Independence Day tournament lasts for six days with
80% of its teams coming from out of state.
National research has proven that the increased use of health and wellness programs and services
reduce health care costs, increase work place productivity and decrease worker absenteeism.
The new North Boulder Recreation Center design will reduce energy costs by an estimated
$56,000/year. Energy costs for the NBRC are 32% less than the East Boulder Community Center
and 27% less that the South Boulder Recreation Center.
The Department signed a letter of intent with Boulder Ice to lease land at Valmont City Park for a
period of 20 years.
Transportation
The North Boulder Recreation Center became the first Silver-Certified LEED building in the state
of Colorado; a LEED feature of note is carpool parking and electric vehicle stalls.
Programs at centers are scheduled at times and locations that have access to RTD; bus routes and
times have been adjusted to accommodate more recreation user needs; recreation managers work
with RTD on requests.
Non-standard employees not eligible for an Eco Pass receive reimbursement for bus use.
The Department of Parks and Recreation provides on-line, fax and phone-in, mail and touch-tone
program registration reducing the need to drive to city facilities to register for classes.
Affordable Housing
Recreation centers provide reduced rate recreation opportunities for residents who qualify.
Community Sustainability
In 2004, a two year pilot program, the Youth Services Initiative, was created as an extension of the
Youth Recreation Program. The Youth Services Initiative is intended to be a comprehensive,
community-based after-school and summer program designed to provide economically
disadvantaged youth with the opportunities, skills, knowledge, and resources necessary to make
informed, positive choices related to personal, educational and lifestyle pursuits.
The EXPAND (EXciting Programs, Adventure and New Dimensions) program affords people
with disabilities opportunities to access, improve, and gain new recreation and leisure skills. A
diverse range of activities are available to EXPAND participants, including adaptive water-ski,
golf, gymnastics, aquatics, unified sports, outdoor activities, community outings, dances and
fitness. Through its work, EXPAND strives to improve participants’ quality of life and well
being.
The Journeys through EXPAND program was developed in 2004 and provides fitness, adventure,
and leisure opportunities for adults who have suffered a Mild Traumatic Brain Injury (MTBI).
These services promote personal challenge, increase self-esteem and growth in a supportive and
safe environment. Within the metro Denver region, there is a critical shortage of programs for
people with MTBI.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
ACTUALS
2003
TARGET
2004
TARGET
2005
1. Recreation Center Attendance 421,713 430,147 438,750
2. Outdoor Pool Attendance 39,570 34,751 35,446
3. Adult Athletics Attendance 204,335 220,773 225,189
4. Recreation Class Enrollment 25,757 24,346 24,833
5. Three Urban Parks Acres per 1,000
Population 3/1000 3/1000 3/1,000
6. Reservoir Attendance 200,000 202,000 205,000
7. Rounds of Golf 45,445 48,000 50,000
The City of Boulder’s Citizen Survey conducted every two years, measures customer satisfaction with
Parks and Recreation services. Respondents to the survey represent a scientifically determined cross-
section of the community. The following results are from the 2001 Boulder Citizens Survey, representing
the opinions of who have used the indicated facility/program:
Recreation Centers: 91.2% ‘good’ or ‘very good’
Parks: 86.9% ‘good’ or ‘very good’
Parks and Recreation programs and classes: 85.5% ‘good’ or ‘very good’
Other recreation facilities, e.g., golf course, outdoor swimming pools: 63.1% ‘good’ or ‘very good’
PLANNING DEPARTMENT
2005 BUDGET
$2,996,319
MISSION STATEMENT
PLANNING DEPARTMENT
ADMINISTRATIVE
SERVICES
INFORMATION
RESOURCES
LONG RANGE
PLANNING
The mission of the Planning Department is to help create, enhance and preserve a natural, physical and economic environment
that fosters a unique quality of life in the City of Boulder.
LAND USE
REVIEW
Administrative Services
20%
Operating Transfers
17%
Land Use Review
31%Long Range Planning
18%
Information Resources
14%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
PLANNING
2005
APPROVED
BUDGET BY PROGRAM
527,035 527,608 593,152ADMINISTRATIVE SERVICES
460,701 403,379 410,848INFORMATION RESOURCES
597,253 534,976 549,786LONG RANGE PLANNING
25,347 0 0COMMUNITY DEVELOPMENT
841,924 918,643 933,686LAND USE REVIEW
570,383 487,450 508,847OPERATING TRANSFERS
2,872,0563,022,644 $$$TOTAL 2,996,319
BUDGET BY CATEGORY
1,815,396 1,956,6642,076,558Personnel Expenses $ $ $
442,936 406,556234,620Operating Expenses
117,550 114,842126,109Interdepartmental Charges
8,723 9,41014,974Capital
0013,221Non-Recurring Expenditures
487,450 508,847557,162Other Financing Uses
TOTAL 3,022,644 2,872,056 2,996,319$$$
BUDGET BY FUND
Planning & Development Svcs 3,022,644 2,872,056 2,996,319$$$
TOTAL 3,022,644 2,872,056 2,996,319$$$
AUTHORIZED FTE's DEPT
27.71 23.75 24.32Standard FTE's
24.3227.71 23.75
2005 BUDGET
PLANNING DEPARTMENT
DEPARTMENT OVERVIEW
The specific budget of the Planning Department is reflected here. The Planning Department has partnered
with the Public Works Department to integrate service delivery. The result of that operational effort is
"Planning & Development Services". Please refer to the Planning & Development Services section for
budgetary information and details about this program.
CITY COUNCIL GOALS
Many of the department’s programs and projects are directly or indirectly focused on council’s five major
goals: Economic Vitality, Environmental, Transportation, Affordable Housing and Community
Sustainability. Action items associated with Council Goals are outlined on the Planning & Development
Services section.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
A summary of changes in Standard FTE’s is included under the tab titled “Citywide Summaries”.
PERFORMANCE MEASURES
Performance measures are reported in the Planning & Development Services page.
PUBLIC WORKS DEPARTMENT
MISSION STATEMENT
2005 BUDGET
$84,558,807
PUBLIC WORKS
DEVELOPMENT &
SUPPORT SERVICES
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.
TRANSPORTATION UTILITIES
Development &
Support Services
20%
Transportation
28%
Utilities
52%
2003
ACTUAL
2004
APPROVED
2005
APPROVED
2005 APPROVED BUDGET
PUBLIC WORKS DEPARTMENT
BUDGET BY PROGRAM
$$ $16,100,493 15,562,658 16,577,492
DEVELOPMENT & SUPPORT SERVICES
26,141,710 20,507,302 23,575,700TRANSPORTATION
52,801,038 44,220,732 44,405,615UTILITIES
80,290,69395,043,242 $$$TOTAL 84,558,807
BUDGET BY CATEGORY
18,768,027 19,438,47119,252,367Personnel Expenses $ $ $
18,810,150 19,209,26425,396,881Operating Expenses
3,717,648 4,096,6354,785,877Interdepartmental Charges
23,461,258 28,611,14528,871,202Capital
8,063,681 8,203,5448,280,516Debt Service
100,000 0-11,372Non-Recurring Expenditures
7,369,928 4,999,7488,467,771Other Financing Uses
TOTAL 95,043,242 80,290,693 84,558,807$$$
BUDGET BY FUND
General 3,827,380 2,798,157 2,823,647$$$
Capital Development 45,184 1,081,403 589,872
Planning & Development Svcs 4,695,995 4,455,736 4,508,908
.25 Cent Sales Tax 396,102 399,975 411,974
Airport 699,315 365,431 383,707
Transportation 25,089,029 19,625,195 18,378,463
Transportation Development 747,942 752,803 4,897,626
Transit Pass General Improvemn 9,720 9,990 9,560
Water Utility 38,187,934 29,356,342 27,462,084
Wastewater Utility 8,654,734 9,523,853 10,649,979
Stormwater and Flood Mgmt Ut 6,352,763 5,347,382 6,120,754
Fleet 4,564,782 5,475,502 5,785,798
Equipment Replacement 307,620 289,001 1,319,471
Facility Renovation & Replace 1,464,741 809,923 1,216,963
TOTAL 95,043,242 80,290,693 84,558,807$$$
AUTHORIZED FTE's
298.69 288.40 284.21Standard FTE's
11.50 11.50 11.50Seasonal Temporary FTE's
295.71310.19 299.90
2005 BUDGET
PUBLIC WORKS DEPARTMENT
DEPARTMENT OVERVIEW
The Public Works Department continues to work toward building a “sustainable organization” by focusing
on operational efficiencies and improvements. These efforts are consistent with ongoing budget themes
supported by council for the 2005 budget process. These themes are exemplified by the department’s
commitment to reevaluate systems and business processes through costing of service analysis,
implementing and monitoring performance measures, and analyzing privatization options. Public Works is
committed to fiscal sustainability by maintaining reserve goals in each of its special revenue and enterprise
funds. These are analyzed and adjusted accordingly based on operational and fund balance goals.
CITY COUNCIL GOALS
Many of the department’s programs and projects directly or indirectly are focused on council’s four major
goals: Affordable Housing, Community Sustainability, Economic Sustainability, Environmental
Sustainability, and Transportation Sustainability.
Actions items associated with Council Goals are outlined in individual Division sections.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
Please see the individual Division sections for a complete discussion of the changes in budget.
PERFORMANCE MEASURES
Performance measures are reported within the separate Public Works Divisions.
DIVISION OF
DEVELOPMENT AND SUPPORT SERVICES
MISSION STATEMENT
$16,577,492
2005 BUDGET
DEVELOPMENT AND SUPPORT SERVICES
The mission of Development and Support Services is
- to effectively assist customers in a regulatory environment while preserving public health, safety and
environmental quality for our community overall, through the efficient administration of codes and standards,
- to provide quality facility and asset management services to City departments for the design, construction and
maintenance of facilities,
- to effectively maintain the City’s fleet while balancing customer and community values.
DEVELOPMENT SERVICES SUPPORT SERVICES
ADMINISTRATIVE SERVICES
INFORMATION RESOURCES
ENGINEERING REVIEW
BUILDING CONSTRUCTION &
CODE ENFORCEMENT
FACILITIES & ASSET MGMT
FLEET SERVICES
Information Resources
4%
Engineering Review
6%
Operating Transfers
5%
Building Construction
& Code Enforcement
8%
Facilites & Asset
Management
37%
Administrative Services
5%
Fleet Services
35%
2003 2004 2005
ACTUAL APPROVED APPROVED
BUDGET BY PROGRAM
DEVELOPMENT SERVICES
Engineering Review $948,452 $1,059,478 $ 989,697
Building Construction & Code Enforcement 1,216,978 1,177,677 1,249,941
Administrative Services 917,845 825,233 889,728
Information Resources 720,584 630,926 616,272
Operating Transfers 892,137 762,422 763,271
TOTAL 4,695,996 4,455,736 4,508,908
SUPPORT SERVICES
Public Works Administration 997,483 366,540 0
Facilities & Asset Management 5,902,764 5,270,242 6,282,786
Fleet Services 4,504,250 5,470,139 5,785,798
TOTAL 11,404,497 11,106,921 12,068,584
TOTAL $ 16,100,493 $ 15,562,658 $ 16,577,492
BUDGET BY CATEGORY
Personnel Expenses $ 5,801,005 $ 4,982,749 $ 4,900,752
Operating Expenses 3,370,526 4,427,615 4,000,434
Interdepartmental Charges 1,870,156 712,343 834,219
Capital 3,716,897 4,299,801 5,697,261
Debt Service 78,789 0 0
Non-Recurring Expenditures 10,226 0 0
Other Financing Uses 1,252,894 1,140,150 1,144,826
TOTAL $ 16,100,493 $ 15,562,658 $ 16,577,492
BUDGET BY FUND
General $ 3,754,018 $ 2,719,015 $ 2,744,505
Capital Development 45,184 1,081,403 589,872
Planning & Development Svcs 4,695,995 4,455,736 4,508,908
.25 Cent Sales Tax 396,102 399,975 411,974
Airport 9,502 502 0
Transportation 408,203 155,342 0
Water Utility 201,500 67,667 0
Wastewater Utility 122,781 46,246 0
Flood Control Utility 130,064 62,346 0
Fleet 4,564,782 5,475,502 5,785,798
Equipment Replacement 307,620 289,001 1,319,471
Facility Renovation & Replace 1,464,741 809,923 1,216,963
TOTAL $ 16,100,493 $ 15,562,658 $ 16,577,492
AUTHORIZED FTE's
Standard FTE's 91.94 75.65 70.80
Others 0.00 0.00 0.00
TOTAL 91.94 75.65 70.80
2005 APPROVED BUDGET
DEVELOPMENT and SUPPORT SERVICES DIVISION
2005 BUDGET
PUBLIC WORKS DEPARTMENT
DEVELOPMENT AND SUPPORT SERVICES DIVISION
DIVISION OVERVIEW
The Development Services portion of this Division has partnered with the Planning Department to integrate
service delivery. The result of that operational effort is “Planning & Development Services”. Please refer
to the Planning & Development Services section for budgetary information and details about this service
area.
The Support Services portion of this Division includes Fleet Services and Facilities & Asset Management
(FAM). Beginning in 2004, Public Works Administration began decentralizing its support services’
budgets across divisions. In 2005, this process was completed with FTE, PE and NPE budgets associated
with ‘Communications’ being distributed to the Public Works Divisions they support. Supervision and
management of Communications remains a DSS responsibility.
Fleet Services provides maintenance and repair services for the City’s vehicles and related equipment. In
addition, Fleet Services provides fuel to outside organizations such as Special Transit and Boulder
Emergency Squad. Fleet Services manages two internal service funds which are supported through charges
to the user departments within the City and outside agencies.
Facilities and Asset Management (FAM) provides project management, space planning and construction
services for City facilities. This includes energy management for all city facilities, ongoing maintenance
for 65 facilities, major maintenance for 85 facilities, custodial services for eight facilities, and renovation
and replacement for 84 facilities. FAM receives funding from the .25 Cent Sales Tax Fund that is used to
maintain assigned Parks and Recreation facilities in accordance with a Memorandum of Understanding.
FAM expends a portion of its operating budget towards reducing the backlog of maintenance projects.
CITY COUNCIL GOALS
Transportation
The 2005 Budget for Public Works/Support Services provides for the following in support of this goal:
• Fleet Services directly supports Council’s transportation goals by minimizing the amount of vehicle
miles traveled (VMT). For the period of 1996 through 2003, Fleet Services drove an average of 22%
fewer miles than its VMT target and the city’s fleet drove an average of 7% fewer miles than
established VMT targets. Fleet Services provides users with actual VMT reports every month and
actual VMT versus VMT target reports on a quarterly basis.
• For the period of 1996 through 2003, FAM drove an average of 13% fewer miles than its VMT target.
Community Sustainability
While FAM and Fleet are internal city services, information about both programs is provided on the city’s
webpage in order to improve communication with community residents. Additional information will be
posted in 2005 as the FAM master plan and Fleet strategic plan efforts progress.
Environmental Sustainability
The 2005 Budget for Public Works/Support Services provides for the following in support of this goal:
• Fleet Services directly supports Council’s environmental sustainability goals by continuing to purchase
alternative fuel vehicles (AFV) and hybrid vehicles. The Fleet Policy Advisory Committee has
established a specific purchasing goal: 60% of all new light duty vehicles purchased will be AFV or
hybrid vehicles.
• A pilot program is also underway to evaluate the use of a biodiesel blended fuel (B20). The test is
scheduled for 2003 and will evaluate the performance of biodiesel in ten non-emergency vehicles of
various types to evaluate performance in warm and cold weather conditions. The test will determine if
there are any maintenance, operational or fuel supply issues with using the fuel.
• Fleet Services continues to be a PACE certified automotive repair shop.
• Facilities Asset Management (FAM) is directly involved with the replacement of equipment and
systems with those that are more energy-efficient. These replacements reduce the reliance on fossil fuel
energy sources and reduce greenhouse gas emissions.
• FAM continues to actively support energy conservation and education programs, monitor energy use
and implement improvements to reduce consumption. With respect to city facilities, all new
construction or significant renovation is built to a LEED (silver) standard.
Economic Sustainability
The 2005 Budget for Public Works/Support Services provides for the following in support of this goal:
• Fleet Services directly supports Council’s economic sustainability goals by properly managing
assigned assets. Vehicles and equipment are well maintained and detailed maintenance records are
kept resulting in excellent resale value. Vehicles and equipment are carefully monitored and replaced
at the most cost effective point in the life cycle.
• Fleet Services continues to charge one of the lowest shop labor rates when compared to 37 area
automotive/truck repair shops.
• FAM provides regular and proper maintenance of facilities to extend the life of existing City of
Boulder assets.
Please also refer to the Planning & Development Services section for Development Services action items
associated with Council Goals.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
A summary of changes in Standard FTE’s is included under the tab titled “Citywide Summaries”.
PERFORMANCE MEASURES
ACTUALS
2003
TARGET
2004
TARGET
2005
Fleet Services
1. Repairs returned for rework
0.0005% <2% <2%
2. Increase miles traveled between
road calls
71,470 >40,000 miles >40,000 miles
FAM
1. Major maintenance backlog
reduction program
$3,479,159 $3,438,124 $4,236,907
2. Facility Safety 67 of 74 existing
and new safety
projects completed
(91%).
Reduce # of
existing and new
safety deficiencies
by 50% each year.
Reduce # of existing
and new safety
deficiencies by 50%
each year
DIVISION OF TRANSPORTATION
MISSION STATEMENT
2005 BUDGET
$23,575,700
TRANSPORTATION
PROJECT MANAGEMENTAIRPORT
ADMINISTRATION PLANNING & OPERATIONS
TRANSPORTATION MAINTENANCE
The Transportation Division provides for the mobility of persons and goods by developing and maintaining a safe, efficient,
environmentally sound and balanced transportation system with emphasis on all modes - transit, pedestrian, bicycle, and
vehicular transportation; maintains streets and bikeways; and maintains and upgrades the municipal airport to provide for
safe and efficient aircraft operations.
Project Management
12%
Airport
1%
Transportation
Maintenance
17%
Transportation
Administration
2%
Debt Service
<1%
Trans Planning
& Operations
26%
Reserves
<1%
Transit Pass
GID
<1%
Operating
Transfers
6%
Capital
Improvements
Program
36%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
TRANSPORTATION
2005
APPROVED
BUDGET BY PROGRAM
TRANSPORTATION DIVISION
Operating Transfers
1,397,4461,611,7041,580,758$Cost Allocation/Transfers $ $
1,397,446TOTAL1,611,7041,580,758
Capital Payments
123,63000Boulder Transit Village - Debt Payments
123,630TOTAL00
Reserves
110,000110,0000Operating Reserves
110,000TOTAL110,0000
Trans Planning & Operations
90,66992,58594,355Traffic Engineering
00125,000Transportation Planning
993,319881,043869,136Street Lighting & Construction
965,168971,760877,248Signs/Markings
912,960929,806834,723Signal Maint. & Upgrade
557,229441,900465,312Transportation Operations
143,641140,78367,277Trans. System Management
Traffic Mitigation Planning
142,183 100,000 0Photo Enforcement
34,413 38,121 0NTMP Planning
176,596 138,121 0subtotal
Transportation Planning
109,062 0 0Transit Svc Planning & Design
1,355,283 1,561,839 1,547,259Transit Service Operations
434,203 526,174 483,048Travel Demand Management (TDM)
127,792 0 0TDM Grants
93,909 107,924 117,348Facilities/Regional Planning
418,749 110,740 116,595Master/Community Planning
176,166 186,530 191,110Bike/Ped Planning
2,715,163 2,493,207 2,455,360subtotal
6,118,346TOTAL6,089,2046,224,810
Project Management
285,969275,736265,571CIP Administration
Transportation Rehabilitation
179,085 1,211,478 1,231,496Overlay
221,200 212,449 212,639Sidewalk Maintenance
95,122 284,613 291,761Major Street Reconstruction
65,109 0 0Median Upgrade
98,814 177,592 180,710Bikeways Capital Maintenance
659,329 1,886,132 1,916,606subtotal
600,000600,00011,0303rd Party Construction
2,802,575TOTAL2,761,868935,930
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
TRANSPORTATION
2005
APPROVED
TRANSPORTATION DIVISION
Alternative Transportation
9,5609,9909,720Transit Pass GID
9,560TOTAL9,9909,720
Transportation Maintenance
400,367445,276322,142Administration
00617,642Minor Street Repair
36,05934,29830,443Fleet Liaison
289,847298,131137,474Bikeway Maintenance
74,34470,01687,538Graffiti Maintenance
575,457573,756510,484Median Maintenance
420,219357,392410,625Street Sweeping
607,869606,323844,964Street Snow & Ice Control
00571,156Major Street Repair
0061,436Chip and Seal
1,495,2361,486,2550Repair & Maintenance
3,899,399TOTAL3,871,4483,593,903
Transportation Administration
0373,739180,020Transportation Administration
387,11500Division Administration
127,49400Support Services
514,608TOTAL373,739180,020
Airport
144,288134,724143,348Administration
Repair & Maintenance
366 4,640 4,710Lighting Maintenance
24,054 41,170 39,700Runway/Taxiway Maint
39,472 67,583 64,355Grounds Maintenance
14,159 51,232 52,082Building Maint
78,052 164,625 160,847subtotal
305,135TOTAL299,349221,400
Capital Improvement Program
8,295,0005,380,00013,395,168Capital Improvement Program
8,295,000TOTAL5,380,00013,395,168
TOTAL $$$23,575,70020,507,30226,141,710
BUDGET BY CATEGORY
4,403,025 4,478,7394,460,932Personnel Expenses $ $ $
5,231,001 5,398,9166,515,880Operating Expenses
1,438,727 1,483,6961,510,715Interdepartmental Charges
7,822,845 10,693,27211,931,919Capital
0 123,6300Debt Service
00-49,605Non-Recurring Expenditures
1,611,704 1,397,4461,771,871Other Financing Uses
TOTAL 26,141,710 20,507,302 23,575,700$$$
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
TRANSPORTATION
2005
APPROVED
BUDGET BY FUND
General 51,387 62,661 62,661$$$
Airport 689,812 364,929 383,707
Transportation 24,642,849 19,316,920 18,222,146
Transportation Development 747,942 752,803 4,897,626
Transit Pass General Improvemn 9,720 9,990 9,560
TOTAL 26,141,710 20,507,302 23,575,700$$$
AUTHORIZED FTE's
64.33 64.08 62.97Standard FTE's
5.00 5.00 5.00Seasonal Temporary FTE's
67.9769.33 69.08
2005 BUDGET
PUBLIC WORKS DEPARTMENT
TRANSPORTATION DIVISION
DIVISION OVERVIEW
The Transportation Master Plan (TMP) is the City’s long range blueprint for travel and mobility. The TMP
defines the city’s transportation investment strategy creating a future transportation system consistent with
the community’s values/priorities. The Transportation Master Plan includes a new fiscally constrained plan
(Current Plan) with a goal of aligning existing resources with overarching policies. The 2005
transportation budget has been developed within the policy context of the Transportation Master Plan.
CITY COUNCIL GOALS
Transportation
The 2004-2005 budget has been developed in accordance with policies outlined in the Transportation
Master. Programs and projects address Council’s transportation goal to develop strategies to keep
congestion at reasonable levels that maintain a livable community.
Furthermore, Council has established three focus areas for its Transportation Goal:
• Regional Connections – coalition building and multimodal solutions
• Transportation Master Plan - pursuing the Current Plan and Action Plan
• FasTracks – supporting success of FasTracks
Regional Connections: The city of Boulder has been active in regional coalition building and assembling
financial support for three key regional connections: US 36, the Diagonal Highway (SH 119) and Arapahoe
Road (SH 7). The city has been active in creating consensus solutions that include multimodal
enhancements that will ease congestion in and around Boulder. For example:
• US 36 – The US 36 consensus package includes commuter rail, bus rapid transit (BRT), a
bikeway, and roadway elements. The Boulder Transit Village and the 28th Street project are
implementation steps toward achieving the package from the locally preferred alternative (LPA).
Both of these projects are multimodal and bring local and regional connections together.
Participating in the US 36 Mayors and Commissioners Coalition (MCC) continues to be an active
part of the city’s work plan with resulting efforts to change regional and federal legislation for
funding transportation. The Transit Village property purchase agreement has been approved.
Transportation continues to work toward honoring the agreement and pursuing the phased
implementation of the Boulder Transit Village.
• Diagonal Highway (SH 119) – Boulder County and the cities of Longmont and Boulder have
partnered together to develop a mid-term consensus for multimodal improvements to the
Diagonal. This agreement has and continues to result in a number of actions: The partners are
working together to assure that a CDOT interchange project at SH 52 includes multimodal
elements and preserves the opportunity for extending commuter rail along the Diagonal. The
BOLT transit service was introduced in September 2004. The Diagonal partners worked together
to shift over $18 million identified in Regional Transportation Plan funding from the old Pearl
Parkway concept to the Diagonal. Boulder County received a Transportation Improvement
Program (TIP) grant to improve multimodal operations at the Diagonal and 63rd intersection. The
city is helping to provide the local match for that project.
• Arapahoe Road (SH 7) – Boulder County and the city of Boulder are working together to assure
that a CDOT intersection project at 75th Street includes multimodal solutions, including a transit
queue-jump facility. In addition, the city was awarded federal funds to make other multimodal
intersection improvements on Arapahoe at 63rd Street and Foothills Parkway. The JUMP
continues to run on Arapahoe and is partially supported by the city of Boulder.
Transportation Master Plan Implementation: As previously stated, the fiscally constrained TMP, or Current
Plan, is the policy basis for the 2005 Transportation budget, Staff and Council continue to work toward
implementation of the TMP through such efforts as sound operation and maintenance of the transportation
infrastructure, the 28th Street Project, regional initiatives, maintaining and expanding the Community
Transit Network, maintaining and expanding the Eco Pass program, completing missing links in the
multimodal system, and other efforts. The city manager also established a TMP Action Plan task Force in
2004. It is anticipated that a summary of findings from the Action Plan Task Force will be presented to
Council early in 2005. Next steps toward the Action Plan may occur as a result of those findings.
FasTracks: FasTracks was passed by the voters in the Denver region. There are a number of benefits for
the Boulder region as a result of FasTracks including significant progress toward realizing the US 36
multimodal consensus package, added suburb-to-suburb bus service, rail and transit connections to
Longmont as well as others. Successful implementation of FasTracks is next on the horizon. The city
needs to assure that it prepares effectively to maximize what FasTracks will deliver through such efforts as
Eco Pass stability and expansion, multimodal connections, and improvements in the key activity centers
such as downtown, the University area and the Boulder Transit Village/29th Street area.
Community Sustainability
This new goal is continuing to be defined.
Economic Sustainability
Council’s goal for economic sustainability is represented by a number of projects such as the Boulder
Transit Village and 28th Street. The capital improvement program invests in the community by leveraging
state and federal dollars and rebuilding and revitalizing the infrastructure. For example, state and federal
sources are helping to re-create the 28th Street corridor in the south section. Additional federal money will
be invested in the north section of 28th Street. The Boulder Transit Village is considered a catalyst for
quality redevelopment in the area of 30th and Pearl and its environs.
Environmental Sustainability
Environmental goals are accomplished through construction projects and providing/encouraging choice in
transportation. Landscaping in new construction is drought-tolerant through plant selection and installing
drip irrigation systems. Transportation follows Integrated Pest Management (IPM) guidelines for medians,
landscaped right-of-ways and the airport. The city applies snow clearing and sweeping and other
maintenance strategies to reduce impacts on the environment.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
A summary of changes in Standard FTE’s is included under the tab titled “Citywide Summaries”.
In 2005, the following program changes occur:
• The Photo Enforcement Program is a self-sustaining general fund program and the transportation
subsidy is no longer budgeted.
• Beginning in 2004, Public Works Administration began decentralizing its support services’
budgets across divisions. In 2005, this process was completed with FTE, PE and NPE budgets
associated with ‘Communications’ being distributed to the Public Works Divisions they support.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Daily vehicle miles of travel
(VMT) in Boulder Valley:
maintain at 1994 levels.
2.63 Million 2.73 Million 2.72 Million
2. Modal shift – Reduce SOV
travel to 25% of trips by
2020.
39% 38% 38%
3. Transportation System
Performance: maintain
average drive times;
maintain congestion at 20%
of the system.
16% 20% 20%
4. Of total number of potholes
reported, the number of
potholes filled within one
business day.
94% 95% 95%
5. Of total number of sidewalk
trip hazards reported, the
number of hazards repaired
within one business day.
73% 95% 95%
DIVISION OF UTILITIES
MISSION STATEMENT
2005 BUDGET
$44,405,615
UTILITIES
ENVIRONMENTAL QUALITY
WATER RESOURCES
PLANNING & PROJECT
MANAGEMENT
SYSTEM MAINTENANCE
WATER TREATMENT WASTEWATER TREATMENT
The Utilities Division’s mission is to provide quality and reliable water services involving drinking water, wastewater, and flood
management/drainage that meet regulatory requirements and community desires, in a manner which emphasizes efficient management
of fiscal and natural resources, and protects human and environmental health.
Operating
Transfers
6%
Reserves
1%Capital Improvements
Program
25%
Water Treatment
8%
Water Resources
4%
Water Quality &
Environmental Svcs
6%
Wastewater
Treatment
9%Administration
4%
System Maintenance
10%
Planning & Project
Management
4%Capital Payments
23%
ADMINISTRATION
2003 2004 2005
ACTUAL APPROVED APPROVED
BUDGET BY PROGRAM
UTILITIES DIVISION
Capital Payments
Windy Gap Payments $ 1,837,525 $ 1,931,441 $ 2,079,657
Debt Service Payments 8,293,704 8,163,681 8,079,913
TOTAL 10,131,229 10,095,122 10,159,570
Operating Transfers
Transfers/ Cost Allocation 5,379,034 4,618,074 2,457,476
TOTAL 5,379,034 4,618,074 2,457,476
Reserves
Operating Reserve 0 585,000 590,000
TOTAL 0 585,000 590,000
Administration
Division Administration 360,839 607,490 629,083
Public Power 0 0 100,000
Rate Administration 164,972 105,000 45,000
Computer Replacement 173,361 178,000 193,000
Billing Services 418,183 417,616 427,925
Drought Administration 3,080 0 0
Support Services 0 0 185,589
TOTAL 1,120,434 1,308,106 1,580,596
Planning & Project Management
Planning & Project Management 816,350 856,256 735,008
Unallocated Construction 795,389 500,000 850,000
Flood Management 0 0 406,233
TOTAL 1,611,740 1,356,256 1,991,242
Water Resources
Water Resources Management 943,288 1,040,927 1,068,230
Watershed Operations 304,441 259,385 298,171
Hydroelectric Operations 341,393 343,794 348,104
Stormwater Contract Mngmnt 31,471 52,531 53,319
TOTAL 1,620,592 1,696,637 1,767,823
Water Treatment
Betasso Treatment Plant 1,734,693 1,920,332 1,856,965
Boulder Res Treatment Plant 1,386,084 1,425,920 1,469,210
System Controls 230,065 237,469 275,104
WTP Residuals Handling 40,748 30,500 124,134
TOTAL 3,391,590 3,614,221 3,725,413
Water Quality Environment Svcs
Industrial Pretreatment 251,404 252,931 288,009
Water Conservation 270,920 405,131 422,454
Drinking Water Quality Svcs 765,527 677,193 695,828
Wastewater Quality Services 471,256 458,208 469,783
Stormwater Quality Services 642,665 744,191 754,441
TOTAL 2,401,772 2,537,655 2,630,516
2005 APPROVED BUDGET
UTILITIES DIVISION
2003 2004 2005
ACTUAL APPROVED APPROVED
2005 APPROVED BUDGET
UTILITIES DIVISION
System Maintenance
Distribution System Maint 1,447,287 1,432,785 1,473,261
Collection System Maint 971,737 1,304,497 1,356,306
Storm Sewer Maintenance 466,144 549,933 573,061
Flood Channel Maint 116,735 226,641 232,960
Meter Services 628,621 707,369 720,336
TOTAL 3,630,523 4,221,225 4,355,925
Wastewater Treatment
75th Street Treatment Plant 2,638,656 2,842,754 2,923,124
Marshall Landfill Operations 222,415 230,000 240,000
Cogeneration 47,853 130,224 120,908
Biosolids Operations 538,026 620,458 668,023
TOTAL 3,446,949 3,823,436 3,952,054
Capital Improvements Program
Capital Improvements Program 20,067,176 10,365,000 11,195,000
TOTAL 20,067,176 10,365,000 11,195,000
TOTAL $52,801,038 $44,220,732 $44,405,615
BUDGET BY CATEGORY
Personnel Expenses $ 8,990,431 $ 9,382,253 $ 10,058,980
Operating Expenses 15,510,476 9,151,534 9,809,914
Interdepartmental Charges 1,405,005 1,566,578 1,778,720
Capital 13,222,387 11,338,612 12,220,612
Debt Service 8,201,727 8,063,681 8,079,913
Non-Recurring Expenditures 28,006 100,000 0
Other Financing Uses 5,443,006 4,618,074 2,457,476
TOTAL $ 52,801,038 $ 44,220,732 $ 44,405,615
BUDGET BY FUND
General $ 21,975 $ 16,481 $ 16,481
Transportation 37,977 152,934 156,317
Water Utility 37,986,433 29,288,676 27,462,084
Wastewater Utility 8,531,953 9,477,607 10,649,979
Stormwater and Flood Mgmt Utility Fund 6,222,700 5,285,035 6,120,754
TOTAL $ 52,801,039 $ 44,220,732 $ 44,405,616
AUTHORIZED FTE's
Standard FTE's 142.42 148.68 150.44
Seasonal Temporary FTEs 6.50 6.50 6.50
TOTAL 148.92 155.18 156.94
2005 BUDGET
PUBLIC WORKS DEPARTMENT
UTILITIES DIVISION
DIVISION OVERVIEW
The 2005 budget has been developed with a continuing focus on providing quality, reliable, and cost-
effective utility services. These services provide for the protection of human and environmental health
while complying with federal and state regulations. Federal and state regulations and amendments,
including the Safe Drinking Water Act, the Information Collection Rule, the Enhanced Surface Water
Treatment Rule, and the Clean Water Act, have an impact on daily and monthly operations for all three
utilities. Requirements (monitoring, testing, and treatment) are becoming more restrictive thereby
increasing operating costs and requiring capital improvements. The 2005 budget has been developed to
comply with current and anticipated regulations.
There are several construction projects planned for 2005 in the Wastewater utility that will be funded with
revenue bond proceeds. The projects and estimated costs are: Wastewater Treatment Plant improvements
resulting from the discharge permitting process ($29.8 million), construction of a Biosolids Handling and
Dewatering Facility ($6 million) and construction of a Class A Biosolids Composting Facility ($14.4
million). In the Stormwater and Flood Management utility it is estimated that a revenue bond of $7 million
will be issued in 2007 to fund South Boulder Creek improvements. The proposed rate increases for 2005-
07 (refer to the utility rate page) will fund the additional debt service payments associated with these bonds
while maintaining designated reserve levels.
CITY COUNCIL GOALS
The Utilities Division most directly supports the following two City Council Goals:
Economic Sustainability
• As enterprise funds, all three utilities are self-sustaining in that revenues are predominantly
derived from user fees and services, and are not dependent upon tax revenues.
• Boulder’s monthly user fees are mostly dependent upon the current customer base, and are not
dependent on future (or growth) customers, therefore making the utility services more sustainable.
Environmental Sustainability
• The implementation of “City PACE”, an environmental management system within the Utilities
Maintenance and Wastewater Treatment work programs including: installation of automated meter
reading devices, recycling of appropriate metals, and use of environmentally preferable products.
• The application of the Integrated Pest Management (IPM) policies into land management plans
and programs associated with the Silver Lake Watershed, Barker Reservoir facilities, Caribou
Ranch area, and the Water and Wastewater Treatment Plants.
• The development of a Biosolids Composting Facility will allow the city to recycle and reuse some
material from the Wastewater Treatment Plant.
• Continuation and enhancement of the Water Conservation Program, the objectives of which are to
promote the efficient use of water, both indoors and outdoors; reduce the summer-time peak
demand; and promote practices that conserve and protect this natural resource.
• Support for evaluation of air quality initiatives, including an increase in renewable energy use and
assessment of municipalization of power.
• Continued support for regional water quality protection programs, such as BASIN (Boulder Area
Sustainability Information Network) and WASH (Watershed Approach to Stream Health.)
• Continued development and implementation of instream flow programs for Boulder Creek and
South Boulder Creek
Community Sustainability
• Continue to provide regular website updates on utility information, meetings, programs and
projects.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 operating budget reflects three ongoing budget additions to the 2004 water utility’s budget. Two
of these additions will fund improvements to water treatment operations. A new dissolved air floatation
treatment system and a residuals handling system will enhance treatment operations at the 63rd Street Water
Treatment Plant. The other ongoing budget addition will fund an increase in the city’s annual assessments
for Windy Gap water that is delivered through the Northern Colorado Water Conservancy District. The
2005 budget also includes $100,000 in one-time funding from the water utility for the Phase I study for
Public Power.
There are two ongoing adjustments in the Stormwater/Flood Management Utility Fund and one adjustment
that is for 2005 only. All three of these adjustments are based on recommendations included in the 2004
Comprehensive Flood Study. The ongoing adjustments include $250,000 for enhanced Flood Management
programs and $100,000 for inspection/maintenance programs for stormwater quality and existing private
on-site detention facilities. The one-time adjustment of $250,000 is for updating the Stormwater Master
Plan.
Beginning in 2004, Public Works Administration began decentralizing its support services’ budgets across
divisions. In 2005, this process was completed with FTE, PE and NPE budgets associated with ‘Support
Services’ being distributed to the Public Works Divisions they support.
A summary of changes in Standard FTEs is included under the tab titled “Citywide Summaries”.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Average length of time for
an unplanned water service
outage - not to exceed 5
hours
80% less than
5 hours
100% less than
5 hours
100% less than
5 hours
2. Water Treatment – percent
of compliance (based on
days per quarter) in which
all of the reportable
regulatory standards are met.
90% Compliance 100% Compliance 100% Compliance
Actuals
2003
Target
2004
Target
2005
3. Wastewater Treatment –
percent of compliance
(based on days per quarter)
in which all of the reportable
regulatory standards are met.
98% Compliance
100% Compliance 100% Compliance
4. City of Boulder Community
Rating System (CRS) for
Flood Insurance Purposes.
Rating = 8
Rating = 8 Rating = 8
PLANNING & DEVELOPMENT SERVICES
MISSION STATEMENT
$7,505,228
2005 BUDGET
PLANNING & DEVELOPMENT SERVICES
Planning & Development Services (P&DS) strives to develop and implement the desired long-term future of the natural and
built environment in the city of Boulder by:
- Supporting a community vision and plan that preserves Boulder's unique quality of life,
- Protecting the public health and safety,
- Promoting environmental quality, and
- Supporting others in carrying out their mission.
ADMINISTRATIVE SERVICES INFORMATION RESOURCES
LONG RANGE
PLANNING
LAND USE
REVIEW
ENGINEERING
REVIEW
BUILDING
CONSTRUCTION
AND CODE
ENFORCEMENT
Engineering Review
13%Administrative
Services
20%
Land Use Review
12%
Building Construction
& Code Enforcement
17%
Long Range Planning
7%
Information Resources
14%
Operating Transfers
17%
The information on this page is also displayed on the Public Works Department/Development and Support Services
Division page (under Development Services) and on the Planning Department page.
2003 2004 2005
ACTUAL APPROVED APPROVED
BUDGET BY PROGRAM
ADMINISTRATIVE SERVICES
General Administration $ 934,968 $ 495,237 $1,132,157
Planning & Dev Svcs Center 373,931 762,841 189,364
Budget & Finance 135,980 94,762 161,360
1,444,880 1,352,840 1,482,880
INFORMATION RESOURCES
Information Resources Administration 170,868 194,031 252,623
LandLink Administration 333,817 215,593 211,539
Records & Research 167,005 146,007 136,919
Geographic Information Systems 509,595 478,673 426,038
1,181,285 1,034,304 1,027,120
LONG RANGE PLANNING
Long Range Planning Administration 512,189 395,748 432,896
Historic Preservation 85,064 139,228 116,890
597,253 534,976 549,786
COMMUNITY DEVELOPMENT
Community Development Administration 19,380 0 0
Urban Design 900 0 0
Plans & Projects 5,067 0 0
25,347 0 0
LAND USE REVIEW
Land Use Review 101,698 281,603 258,431
Planner Review Services 506,103 329,763 350,248
Zoning Administration 234,122 307,277 325,007
841,924 918,643 933,686
ENGINEERING REVIEW
Engineering Review 295,777 302,871 161,120
Engineer Review Services 434,653 517,060 593,955
Right-of-Way Inspection 218,022 239,547 234,622
948,453 1,059,478 989,697
BUILDING CONSTRUCTION & CODE ENFORCEMENT
Inspection & Enforcement Admin 82,479 24,296 124,040
Building & Housing Code 590,514 591,887 600,982
Zoning/Environmental Code 274,202 320,699 241,178
Building Code Review 111,570 82,042 117,959
Building Code Plan Review Services 158,213 158,753 165,781
1,216,978 1,177,677 1,249,941
OPERATING TRANSFERS
Cost Allocation/Transfers 1,462,520 1,249,872 1,272,118
1,462,520 1,249,872 1,272,118
TOTAL $ 7,718,639 $ 7,327,792 $ 7,505,228
2005 APPROVED BUDGET
PLANNING & DEVELOPMENT SERVICES
The information on this page is also displayed on the Public Works Department/Development and Support Services
Division page (under Development Services) and on the Planning Department page.
2003 2004 2005
ACTUAL APPROVED APPROVED
2005 APPROVED BUDGET
PLANNING & DEVELOPMENT SERVICES
BUDGET BY CATEGORY
Personnel Expenses $ 5,216,465 $ 4,725,832 $4,958,052
Operating Expenses 600,960 950,559 899,465
Interdepartmental Charges 400,299 379,162 354,066
Capital 38,395 22,367 21,526
Non-Recurring Expenditures 33,899 0 0
Other Financing Uses 1,428,621 1,249,872 1,272,118
TOTAL $ 7,718,639 $ 7,327,792 $ 7,505,228
BUDGET BY FUND
Planning & Development Svcs $ 7,718,639 $ 7,327,792 $7,505,228
TOTAL $ 7,718,639 $ 7,327,792 $ 7,505,228
AUTHORIZED FTE's
Standard FTE's 73.58 65.00 64.71
TOTAL 73.58 65.00 64.71
2005 BUDGET
PLANNING AND DEVELOPMENT SERVICES
DEPARTMENT OVERVIEW
The Planning Department and portions of the Public Works Department have come together to form
Planning and Development Services (P&DS). P&DS is a fund and service area that was formed in
recognition of the inter-relationships of its responsibilities, to work more efficiently and in a way that is
customer-centered and staff-friendly. This service area consists of the following:
Long Range Planning
Land Use Review
Information Resources
Administrative Services
Engineering Review
Building Construction and Code Enforcement
In addition, a combined communications work group provides support to all functions within the Planning
and Public Works Departments. P&DS works with the city council, city boards, the community and other
city staff to:
• collaboratively develop and update the Boulder Valley Comprehensive Plan (BVCP) to provide a
statement of the community's desired long-term future development pattern and set the city’s land
use and development policy,
• effectively implement the BVCP through the development of tools that include the creation of
area plans, regulations, processes and systems that facilitate development review and ensure
accountability,
• appropriately and “seamlessly” apply regulations in order to provide an integrated and
comprehensive review of projects,
• efficiently manage information and technology in order to effectively communicate with the
public and implement policies and regulations, and
• consistently apply codes through inspection and enforcement processes to provide for the safe
occupancy of buildings, and to preserve the community quality of life.
Land Use Code Simplification
The Land Use Code Simplification Project is an effort to provide more simplicity, clarity, consistency and
predictability in the land use regulations, and reduce code complexity so fewer resources are needed to
administer the code. The current code is an amalgam of regulations created over 30 years, many of which
are no longer appropriate for today’s objectives. Expected outcomes of the project include:
• Updated zoning districts to ensure that “by-right” project meet today’s objectives while
minimizing the reliance on costly discretionary review.
• Solutions to the problem of outdated residential Planned Unit Developments created over the last
30 years that don’t adequately allow for change.
• A more understandable, user-friendly code optimized for internet use, that incorporates more
graphics, and allows quicker, more comprehensive and consistent access to all regulations
affecting a property.
• Review processes that are flexible and proportionate to the magnitude of issues presented by a
development proposal, so minor issues are not forced into long, complex processes.
• Reduction in the large number of non-conforming lots, uses, and building that have resulted from
past code changes.
• Better integration of disparate parts of the code, to ensure that different sections do not work at
cross-purposes.
Current land use code format and regulations were created in 1972. Major updates occurred in 1993 and
1997, with many regular annual amendments.
Project scoping and workplan were completed in 2004, as well as the first two phases of the workplan. An
action plan of specific code changes was presented to Planning Board and City Council in a joint study
session in October 2004. A project open house (“Code Simplification 101”) has been scheduled for
January 12, 2005 to provide another opportunity for the public to learn about the project, key issues and
potential solutions that have been identified, and provide comments about the direction of the key issues.
After the open house, all comments received will be considered, and the scope and direction of key issues
modified if necessary. Comments from the open house will be provided to Planning Board and City
Council, and Council will be asked to approve the summary of the previous study session.
Due to budget reductions, the scope of the project has been modified. Technology enhancements to allow
integration of the land use regulations with the geographic information system is postponed to a later year
when resources are available. The other phases of the LUCS project will be completed as planned in 2005.
CITY COUNCIL GOALS
The 2005 Budget for Planning & Development Services provides for the following in support of City
Council goals. In addition, the BVCP major update will be completed in 2005 and is intended to address
all of the City Council goals.
Economic Vitality
• Support the redevelopment of the Crossroads Mall site.
• Continue to implement customer service improvements that demonstrate that “Boulder is open for
business.”
• Implement tools for economic development and business retention, such as land use code
simplification.
• Implement the Gunbarrel community center plan.
• Develop revisions to the existing Housing and Rental Licensing Codes.
• Evaluate objectives of the contractor licensing program to determine effectiveness and implement
changes accordingly.
Environmental
• A comprehensive review of current commercial development codes, standards and regulations is
being conducted in order to demonstrate equivalency with U.S. Green Building Council’s
(USGBC) LEED criteria. Commercial building and development codes and standards are
proposed to be amended accordingly to implement LEED standards.
• Continue to implement training/workshops and provide education materials for the community
relative to Green Points and the Energy Code.
• Continue to participate as a member of the City’s Partners for a Clean Environment (PACE)
program.
• Implement new storm water regulations to address National Pollutant Discharge and Elimination
System (NPDES) Phase II regulations.
• Implement updated Community and Environmental Assessment Process (CEAP) and Project
Planning Process.
• Implement sustainability measures to track progress on environmental goals over time.
• Continue to pursue annexation agreements between the city and various neighborhoods in order to
allow for the provision of water and sewer services.
• Examine environmental building practices as they relate to historic preservation.
Transportation
• Expand the Skip-A-Trip program that provides a non-driving alternative to conducting business
downtown at the P&DS Service Center.
• Continue working with Information Technology on the implementation of E-Government
applications, such as for high volume, but simple, permits.
• Roll out public access via the web to imaged records and information.
• Continue to achieve transportation and travel demand management objectives through the
application of the Transportation Master Plan in the development review process.
• Conduct and document a Community and Environmental Assessment Process (CEAP) to assess
the benefits and impacts of a multi-use trail along the Boulder Feeder Canal from Lyons to the
Boulder Reservoir.
• Develop a concept plan for public improvements to the Boulder Creek and South Boulder Creek
floodplain area from Valmont Road to 61st Street.
Affordable Housing
• Process development review applications for affordable housing projects.
• Implement fee waivers on eligible affordable housing projects.
• Continue to support the evaluation of housing development on city-owned land.
• Continue to evaluate the potential of additional residential units in commercial and industrial
zones.
• Continue to license rental properties, respond to housing code violations and associated zoning
and environmental enforcement concerns.
Community Sustainability
• Complete reorganization of the P&DS website so that information related to our processes is more
understandable to all customers.
• Provide regular web site updates to improve public information and outreach opportunities.
• Continue to develop various forms in multiple languages.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
A summary of changes in Standard FTE’s is included under the tab titled “Citywide Summaries”.
PERFORMANCE MEASURES
ACTUALS
2003
TARGET
2004
TARGET
2005
1. Total number of applications received
annually.
5911 5,900 5,900
2. *Administrative Review (ADR):
Administrative Setback Variances,
Minor Modifications, etc.
Target = 12 days
83% 85% 85%
*Land Use Review (LU R):
Site Reviews, Use Reviews,
Annexations, etc.
Target = 19 days
87% 85% 85%
*Technical Document
Review (TEC)
Target = 19 days
98% 85% 85%
*Building-related Permits:
New Residential - SFD = 40 days 78% 71% 71%
New Residential - MFD = 60 days 83% 71% 71%
New Commercial = 60 days 83% 71% 71%
Residential Alt/Add = 20 days 70% 71% 71%
Commercial Alt/Add = 25 days 49% 71% 71%
Single /Stand Alone = 12 days
70% 71% 71%
3. Percentage of building- related permit
applications processed “over-the-
counter.”
65% 65% 65%
4. Total number of cases investigated and
action taken annually in Zoning and
Environmental Code Enforcement.
(Does not include snow complaints or
noise complaints dispatched by police.
These represent an additional 1919
cases that are responded to
immediately on a call basis.)
2594 2,000 2,500
5. Percent of initial enforcement field
inspections performed within three
calendar days of receipt of complaint.
87% 80% 80%
ACTUALS
2003
TARGET
2004
TARGET
2005
6. Percent of complaints for which all
investigation and action by
Environmental Enforcement Officers
is completed within 30 calendar days.
75% 80% 80%
7. Percent of complaints for which all
investigation and action by Zoning
Officers is completed within 60
calendar days.
80% 80% 80%
*Performance measures for development review activities are based on the actual time an application is
under review. In many cases, there is a delay between the date an application is received and the date
review actually begins. Applications have typically waited between 2-6 weeks for adequate staff resources
to become available to begin review. For the performance measure of the target response date, a tolerance
of +/-5 calendar days is included to allow for variability in the number of weekends and Monday morning
(vs. Friday) issuance of comments. For building permits, performance is calculated as the average for all
review types.
PUBLIC SAFETY
FIRE
MISSION STATEMENT
2005 BUDGET
$11,060,265
FIRE DEPARTMENT
ADMINISTRATIVE
SERVICES
TRAINING
DIVISION
PUBLIC EDUCATION
The Boulder Fire Department strives to make Boulder a safe place to live and work. We reduce the human suffering caused by
fires, accidents, sudden illness, hazardous material releases, or other disasters.
Specific services provided by the Fire Department include: emergency response to fire, medical, rescue and other dangerous
situations; wildland fires and wildland fire mitigation such as forest thinning and prescribed burning; hazardous materials
response; water related emergency response; fire prevention plan review of new construction; fire safety inspections of existing
buildings; fire safety public education and comprehensive on-going training of fire fighters.
Emergency Services
87%
Administrative
Services
8%
Prevention
5%
EMERGENCY
SERVICES
PREVENTION
SERVICES
WILDLAND
DIVISION
JUVENILE FIRESETTER
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
FIRE
2005
APPROVED
BUDGET BY PROGRAM
ADMINISTRATIVE SERVICES
$$ $516,347 555,260General 551,589
261,748 266,931Communication/Contracted Svcs 345,051
778,096 822,191 896,640
EMERGENCY SERVICES
482,281 275,701Emergency Services 0
8,207,785 8,106,149General 8,906,120
531,947 470,075Wildland Coordination 473,489
63,392 64,375Specialty Teams 64,375
203,369 199,447Training 208,116
9,488,774 9,115,747 9,652,100
PREVENTION
485,031 494,835Prevention 511,525
485,031 494,835 511,525
10,432,77310,751,900 $$$TOTAL 11,060,265
BUDGET BY CATEGORY
9,144,379 9,686,6259,195,030Personnel Expenses $ $ $
650,647 735,594721,144Operating Expenses
637,747 638,046835,726Interdepartmental Charges
TOTAL 10,751,900 10,432,773 11,060,265$$$
BUDGET BY FUND
General 8,630,990 8,695,109 10,996,382$$$
Public Safety Proprty/Sales Tx 2,067,182 1,674,572 0
Open Space 53,729 63,092 63,883
TOTAL 10,751,900 10,432,773 11,060,265$$$
AUTHORIZED FTE's
112.33 108.33 111.33Standard FTE's
2.50 2.50 2.50Seasonal Temporary FTE's
113.83114.83 110.83
2005 BUDGET
FIRE DEPARTMENT
DEPARTMENT OVERVIEW
The Fire Department has continued to explore efficiencies and reviewed/modified expenditures based on
budget reductions implemented in the past few years and those proposed for 2005. As a direct provider of
services to the citizens, personnel expenses represent a major portion of the Fire Department’s budget.
Given reduced resources, the department continues to provide citizens with the best services possible.
CITY COUNCIL GOALS
Affordable Housing
The Fire Department supports this Council goal by protecting the existing housing stock within the City
through strategically placed fire stations.
Fire prevention and fire safety education programs conducted in City owned housing helps reduce the
number and severity of fires.
Economic Sustainability
Fire prevention safety inspections help local business owners understand the importance of good fire safety
practices. Businesses that experience a fire take months to reopen and many never recover or resume
operation resulting in lost tax revenue to the City.
Automatic fire sprinkler system regulations provide businesses with built-in fire protection to control or
extinguish fires while they are small.
When fires do occur, fast response from strategically located fire stations many times helps minimize the
damage from fire.
Environmental Sustainability
The Fire Department’s hazardous materials response team is trained and equipped to contain and control
releases of hazardous substances. Two particular priorities are protection of citizens and the containment of
liquid releases before they enter waterways.
Transportation Sustainability
Fire Department personnel make a practice of planning their routine trips in fire apparatus to accomplish
multiple tasks during a single trip.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The 2005 reductions have been formally approved by City Council and are incorporated into each
applicable department’s budget. For a detailed listing of reductions by fund and department, please refer to
the information in Attachments A-1 through A-3 of the City Manager’s Budget Message.
PERFORMANCE MEASURES
ACTUALS
2003
TARGET
2004
TARGET
2005
1. Percentage of emergency
responses within six minutes.
Target 90%
Not Available (1) 90% 90%
2. Number of fire fighters per
1000 population. Target less
than 1.0 .92 <1.0 <1.0
3. Percentage of all units
dispatched to emergencies
arrive on scene within 11
minutes.
Not Available (1) 11 minutes 11 minutes
(1) A new system for tracking response rates was implemented in 2004 and, as a result, data will be
available for 2004 actuals and ongoing.
POLICE
MISSION STATEMENT
$22,679,896
2005 BUDGET
OFFICE OF THE CHIEF
ADMINISTRATION
PATROL WATCH I
COMMUNICATIONS
PATROL WATCH II PATROL WATCH III
VOLUNTEER/VICTIM SERVICES
PERSONNEL SERVICES SPECIAL SERVICES
RECORDS & INFO SYSTEMSDETECTIVES
FINANCIAL & FACILITY SERVICES
TRAFFIC
Boulder Police working with the community to provide service and safety.
Patrol
41%Special Services
4%
Detectives
15%
Volunteer/Victim Services
<1%
Administration
2%Communications
8%
Records & Info Systems
5%
Personnel Services
3%
Financial & Facility
Services
11%
Traffic
11%
2003
ACTUAL
2004
APPROVED
2005 APPROVED BUDGET
POLICE
2005
APPROVED
BUDGET BY PROGRAM
468,918 396,385$Administration $460,337$
1,860,830 1,860,951Communications 1,870,438
1,244,563 1,120,252Records & Information Systems 1,240,667
2,820,951 2,265,669Financial & Facility Services 2,413,622
787,619 945,985Personnel Services 749,020
123,399 92,359Volunteer/Victim Services 97,566
2,577,346 2,695,337Detectives 3,325,717
396,049 312,944Special Services 861,237
10,558,191 10,956,421Patrol Watch I 3,392,482
53,441 63,263Patrol Watch II 3,222,121
40,482 67,842Patrol Watch III 2,506,882
740,444 940,821Traffic 2,539,807
16,635 0Donations 0
301,001 0Grant 0
21,989,868 21,718,229TOTAL 22,679,896$$ $
BUDGET BY CATEGORY
18,417,126 19,307,84217,420,680Personnel Expenses $ $ $
2,443,564 2,426,2802,853,212Operating Expenses
833,621 921,8561,660,433Interdepartmental Charges
23,918 23,91855,543Capital
TOTAL 21,989,868 21,718,229 22,679,896$$$
BUDGET BY FUND
General 17,306,229 16,928,953 22,679,896$$$
Public Safety Proprty/Sales Tx 4,683,639 4,789,276 0
TOTAL 21,989,868 21,718,229 22,679,896$$$
AUTHORIZED FTE's
276.50 256.25 263.25Standard FTE's
263.25276.50 256.25
2005 BUDGET
POLICE DEPARTMENT
DEPARTMENT OVERVIEW
Capital Improvements Program
The Police Department continues to move forward on plans to expand the Public Safety Building facility to
accommodate an underground firearms range. As indicated in the 2004 Proposed Budget Department
Overview, law enforcement officer firearms training is critical from an officer safety and public safety
standpoint as well as from a legal liability perspective. The new range will be limited to meeting the
training needs of City law enforcement officers including those working in Mountain Parks and
Environmental Enforcement. Design of this expansion includes addition of 8,000 square feet of unfinished
training space above the range to address present and future training needs. Funding from the Capital
Development Fund of $750,000 (in each of the 2004 and 2005 budgets) has been approved to complete the
project. The estimated $831,600 needed for completion of training space is pending budget stabilization.
Automated Fingerprint Identification System
In 2002, the Colorado Division of Criminal Justice provided the Department with a grant for the Automated
Fingerprint Identification System (AFIS). The new system consists of a computer, software, scanner,
workstation, and laser printer. Quality latent fingerprints taken from a crime scene are entered into the
AFIS system. The computer identifies a possible match of a known person. The person is manually
verified by a fingerprint examiner and then verified a second time by another fingerprint examiner. Once
the print is linked to a person, information is assigned to a detective who investigates the case to determine
if the person is a viable suspect. During 2003, the examiner evaluated 1,061 fingerprints, entered 107 of
them into AFIS, made 1,269 comparisons, and made 141 positive identifications (36 manual and 105 via
AFIS).
Forensic Laboratory and Equipment
The need to create a Forensic Laboratory was outlined in last year’s Budget Overview, citing the benefit of
conducting common forensic analysis on-site rather than competing with numerous other agencies for
limited outside services. The Police Department has made significant progress to achieving this goal.
Construction of the Forensic Laboratory space is complete. Federal grants have enabled the Department to
install specialized equipment such as cabinets for super-gluing, fuming cabinets, a chemical hood, bio-
hoods, and a camera stand system for a photography workstation. Funding has been approved for two
Criminalist positions and the hiring process is nearly complete with an anticipated start date of July 5,
2004. Once operational, the Forensic Laboratory and its staff will enhance the Department’s ability to
collect and examine physical evidence. In turn, this should help to identify and prosecute criminals by
using the latest scientific techniques.
Barcode System
The Inventory Trackers Barcode System continues to be a successful for the Department’s Property &
Evidence Unit. It has enabled the Department to streamline the tracking of thousands of pieces of property.
This is a major task, with an estimated 55,000 items stored in 2001 and 15,000 in 2002. In 2003, 14,704
pieces of property associated with 6,377 cases were checked in. In 2003, Property & Evidence staff also
spent 507 hours processing 557 lab requests for digital images, and 1,835 digital flashcards were
downloaded. As of December 11th, 2004, 5,526 new cases involving 11,297 pieces of property have been
checked in and through November 2004, 304 hours were spent processing 511 lab requests for digital
images and 2,001 flashcards were downloaded. As a result of implementing the barcode system, the
Property and Evidence staff were then able to take on the additional duties related to processing digital
images and to spend more time on AVID and fingerprints.
Forensic Video Analysis System
In 2003, the U.S. Department of Justice Local Law Enforcement Block Grant Program funded a Forensic
Video Analysis System as well as training for three operators. The system included a computer with
external media drives, analog to digital converter, video editing deck and software. Equipment upgrades
including monitors, printer, and work station were purchased by the Department. With this technology,
operators process evidence such as video surveillance information to identify and prosecute suspects.
Operators can digitize video tape, separate images to the field level, and enhance the images to identify
suspects or capture unique information from video.
Computer Forensics
In 2003, the Investigations Section of the Department was able to purchase new computer forensic
equipment--an upgrade from the existing system which was long overdue for replacement. The new
equipment is used specifically for computer forensics, allowing the Computer Crimes Technician to create
images of seized computerized information. These images can then be examined for evidence. The
technician can create the image of an averaged sized hard drive in a few hours, as opposed to the old
process that would take three or more days for the same task. This time savings enables the technician to
assist detectives with other technical requests such as photographic line-ups.
CITY COUNCIL GOALS
Affordable Housing
Members of the Department have availed themselves of the affordable housing offered in the City as some
members have chosen to reside with their families in City sponsored complexes. This available housing is
also utilized as a recruiting tool for new members wishing to relocate to Boulder. The Police Department
remains very active in various housing services through its “Adopt-a-Site” Program. In this program, beat
officers have “adopted” various City of Boulder Housing Authority sites to provide personalized problem
solving and police services.
Economic Sustainability
The Department is constantly looking for new ways to reduce budget expenditures and thus maintain our
economic sustainability. The addition of the Motorcycle Unit, coupled with a fleet change over from
vehicles with V-8 engines will reduce fuel costs. New vehicles added to the fleet will average 20-22 miles
per gallon compared to 16-18 miles per gallon the current fleet experiences. Foot and bicycle patrols are
also reducing the number of miles driven, thus reducing costs. The use of volunteers allows the
Department to accomplish many tasks that would otherwise either not be completed or cost staff hours.
Environmental Sustainability
The Department has increased both foot and bicycle patrol to conserve fossil fuels and reduce emissions.
Recycling bins are set up throughout the Department and recycling of goods such as paper and aluminum is
encouraged. Five patrol vehicles with V8 engines were replaced with fuel efficiency vehicles which run on
.85% Ethanol. A new V6 engine SUV was purchased to replace an older V8 engine SUV. The CPC’s
allow the Department to bring all services to the citizen, thus reducing the need for the citizen to travel to
us. Environmental sustainability has been formally addressed in the Master Plan Update.
Transportation
The Department is committed to easing traffic congestion and improving the free movement of vehicles
and public transportation throughout the City. The motorcycle unit allows greater flexibility in meeting
this challenge. Since implementation of the motorcycle unit, the approach for providing the equipment has
changed with the implementation of 2-year leases on motorcycles for $1,188/yr. to replace the purchase of
the same equipment at a cost of $17,500/2-yrs. In 2004, the Department was able to expand its motorcycle
unit by two for the same equipment at a lease cost of $2.00 for 2 years. The Department is also committed
to finding other alternatives from the patrol car. Officers have increased foot and bicycle patrol in the
Downtown core area, on and around the Hill, and on the Boulder Creek Path. By utilizing localized CPC’s,
the Department is providing neighborhood Police Services that allow citizens to interact with the
Department in their local neighborhood without the use of motor vehicles.
CHANGES TO BUDGET BETWEEN 2004 AND 2005 APPROVED BUDGETS
The only change in the Police Department is the transfer of one Detective vacancy to one Police Officer
vacancy. This transfer was made to more efficiently match staffing levels to current service needs.
PERFORMANCE MEASURES
Actuals
2003
Target
2004
Target
2005
1. Reduce the harmful effects resulting
from the use of alcohol, by reducing
the number of vehicle accidents that
involve injuries and deaths and are
alcohol related by 5% under the last
five years average.
45 50 50
To report the number of D.U.I. arrests
748 1,000 1,000
2. Improve community access and obtain
a 75% citizen satisfaction rate when
using Boulder Police services with
Community Police Centers.
91% 85% 85%
Report the total number of customers
served by the Community Police
Centers.
7,125 6,500 6,500
3. To provide improved delivery of
police service to the community of
Boulder, by evaluating police
effectiveness through the use of crime
clearance statistics to exceed the
national average of 21%.
20% 25% 25%
Evaluate police effectiveness through
the improvement of police emergency
response under the last five-year
average of 6.2 minutes.
4.57 minutes 3.5 minutes 3.5 minutes
The budget information for Municipal Court Administration is located under
the tab for Municipal Court.
FUND FINANCIALS
CITY OF BOULDER2005 FUND FINANCIAL GENERAL FUND1456363738404142434750515455565758596061626667697071737576777880828485868793979899100102103104106107108110A B AU AY BA BC BE BG BIConsumer Price Index1.10%1.50%2.10%2.70%2.70%2.80%2.90%Sales Tax Growth-5.21%-0.60%-0.02%1.72%1.81%3.69%3.69%1/5/2005ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTEDPROJEC2003200420052006200720082009TOTAL BEGINNING RESOURCES$11,004$9,488$8,187$8,222$8,690$9,172$REVENUE:Sales/Use Tax (2002-incl prev BURA "surplus")28,62029,05030,06831,10132,22533,41334Sales/Use Tax Adjmnt Based on Revised Projectio0(662)(1,976)(1,068)(592)0Add'l Sales/Use Tax (29th Street)006006106216440.15% Extension3,1053,1583,2683,3813,5033,632Food Service Tax356382405417430444Property Tax11,63212,14212,45412,76513,08413,4121Public Safety Property Tax3,8223,9923,9084,0254,1464,2704Cable TV Franchise876783806830855878Liquor Occupation Tax514519535551567584Telephone Occupation Tax768768768768768768Accommodation Tax2,1972,3072,3762,4472,5212,5962Admission Tax410390400410420431Xcel Franchise Fee2,9983,2983,3973,4993,6043,712Specific Ownership Tax1,3981,5401,5861,6341,6831,733Tobacco Tax435435435435435435NPP Revenue0072727272Meters-Out of Parking Districts284290295295295295Sale of Other Services234239243248253258Sale of Goods464749505253Licenses155157161166171176Court Fees and Charges1,4291,4001,5001,5451,5911,639Parking Violations2,3581,9312,1812,1812,1812,1812Other Fines & Penalties51010101011Court Awards-DUI & Seized Property404040414244Photo Radar Revenue7859369599831,0081,033Other Governmental51010101011Interest Income527498451355359363Rental Income1174244454648Other Revenue1,890325338352366380Public Safety Fund Balance6,20700000BURA Operating Fund Balance17100000Housing/Human Services Fees220226228229230231Parks Fees (see Other Revenue)171155163164165165Reserve Adjustment1,79900000SUB-TOTAL CURRENT REVENUE73,57464,40765,77468,55371,12373,9147Percent Change from Prior Year26.93%-12.46%2.12%4.22%3.75%3.92%Other RevenueGrants1,096862799823848873Public Safety Fund Grants3100000Meters-Within Parking Districts1,3031,4201,4551,4551,4551,455Trash Hauler Occupation Tax9971,0071,4851,4951,2471,258Bond Reserves250250380380380380.15 Sales Tax3,1033,0933,1353,3383,5093,632SUB-TOTAL OTHER REVENUE6,7806,6327,2547,4917,4397,598S:\Fin\Budget\05 Budget\Final Budget\Fund Financials\2005 General Fund_for final 2005
CITY OF BOULDER2005 FUND FINANCIAL GENERAL FUND1456A B AU AY BA BC BE BG BIConsumer Price Index1.10%1.50%2.10%2.70%2.70%2.80%2.90%Sales Tax Growth-5.21%-0.60%-0.02%1.72%1.81%3.69%3.69%1/5/2005ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTEDPROJEC2003200420052006200720082009111119120133134137138140141143146147148149150151152154155156157158159161162163164165166167168169170172173174175177180181183185186192193194198TRANSFERS IN:Cost Allocation - Current Opr Costs-All Funds6,3946,3316,2215,9716,0316,091Other Transfers 1016868707274CAGID -Mall Maintenance3000000Mall Reimbursement from CAGID (see Revenue)373384392500500500SUB-TOTAL TRANSFERS IN6,8986,7836,6816,5416,6036,665TOTAL SOURCES OF FUNDS98,25687,31087,89690,80693,85597,34910City Council279280281286291297Municipal Court1,1901,2371,2921,3141,3361,364City Attorney1,7441,6801,6371,6651,6921,728City Manager (including Internal Audit)9189621,1921,2121,2321,259West Nile Virus Program2590300300300300Economic Vitality Program121250361361361361Conference and Visitors Bureau601593592621640659Non-departmental440259133135138140Contingency40111111113115117Fuel Contingency01600000Extraordinary Personnel Expense0160111113115117Environmental Affairs1,2119871,4851,4951,2471,258DUHMD/Parking Svcs1,017820876891906925Mall Improvements11600000BID25500000Public Affairs962932620630641655Unemployment & Volunteer Ins771081081108788Property & Casualty Ins.1,3971,2411,5391,6092,0672,6352Compensated Absences997281311311311311Employee Benefit Ins. 15800000Worker's Compensation (Refund)(219)00000Public Safety Worker's Comp (Refund)(38)00000Information Technology5,2833,3513,5453,6053,6653,743IT/Computer Replacement Funding0824581591601613IT/Technology Funding0500505152IT/Telecommunications Funding1004444454546Human Resources1,4761,4261,1711,1911,2111,236Finance2,3182,5072,2642,3022,3412,3902Campaign Financing400410430Police21,99021,71822,68023,11123,49923,99724Fire10,69810,37010,99611,18111,36911,6101Public Works3,2581,4881,6181,6451,6731,708Municipal Facilities Fund0750780811843877Equipment Replacement02424242525Facilities Renovation & Replacement569536401579602627Parks6,1923,6253,8893,9544,0214,1064Arts181179189192195200Real Estate (Open Space)205106111113115117Housing/Human Services4,9274,3954,4174,4954,6214,7364Annual Merit Added to Base0009001,8152,754S:\Fin\Budget\05 Budget\Final Budget\Fund Financials\2005 General Fund_for final 2005
CITY OF BOULDER2005 FUND FINANCIAL GENERAL FUND1456A B AU AY BA BC BE BG BIConsumer Price Index1.10%1.50%2.10%2.70%2.70%2.80%2.90%Sales Tax Growth-5.21%-0.60%-0.02%1.72%1.81%3.69%3.69%1/5/2005ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTEDPROJEC2003200420052006200720082009200201213214215221242247253255256257258260261263264265266267268270276280281282283284285286287289290318319320324325326329330331332341343344Greenhouse Gas Program01000000Budget Restorations for 200402,3140000Add'l Budget Reductions (one-time)0(400)(300)000Downtown EcoPass 0093000BURA22600000Carryovers (all depts)1,63500000Humane Society Bldg Loan115115112113113113Police/Fire Old Hire Contribution247247247247247247SUB-TOTAL USES70,98563,88063,85266,31468,57271,4137DEBTExisting Debt2,0962,3982,0801,7311,7281,724SUB-TOTAL DEBT2,0962,3982,0801,7311,7281,724TRANSFERS OUTRecreation Activity Fund1,5221,2341,2971,3191,3411,369Planning and Development Services Fund2,3821,9011,8461,8771,9091,949Affordable Housing Fund486336387394400409Library Fund5,0784,5375,0725,1575,2445,355Open Space Fund (Mountain Parks)1,2221,012927943958979CAGID and UHGID Funds (Parking Meter Revenue1,3421,4201,4551,4551,4551,455CAGID (one-time xfer from reserves for 10th & Wa35800000Plng and Dvlpmnt Srvcs Fund (Excise Tax Admin)555555Transportation (one-time xfer for Broadway)11200000Misc One-time Transfers54000000SUB-TOTAL TRANSFERS OUT13,04710,44510,98911,14911,31211,5211.15 ALLOCATIONDebt Service (Muni renovation portion)121121120120121120Debt Service (Parks&Recreation portion)443443443441443442O&M Four Mile Complex (P&R)142156184225261283Dedicated Human Services1,2081,2371,2541,3351,4041,453Dedicated Environment242247251267281291Dedicated Youth Opportunity242247251267281291Dedicated Arts 242247251267281291SUB-TOTAL .15 ALLOCATION2,6402,7002,7532,9223,0713,170TOTAL USES OF FUNDS88,76879,42379,67482,11784,68387,8289SURPLUS(DEFICIT)ANNUAL REVENUE-EXP(1,516)(1,601)35468482349ENDING BALANCE9,4887,8878,2228,6909,1729,521DESIGNATIONS: Designated Reserve10%10%10%10%10%10%Unrestricted Reserve 8,5037,5867,6127,8378,0768,379Total Reserve Designations8,5037,5867,6127,8378,0768,379SURPLUS/(DEFICIT) vs. RESERVE GOAL 984 301 610 853 1,095 1,143PROPOSED SAVINGS/REDUCTIONSBudget Savings(300)0000TOTAL REDUCTIONS (300)0000REVISED ENDING BALANCE 9,488 8,187 8,222 8,690 9,172 9,521S:\Fin\Budget\05 Budget\Final Budget\Fund Financials\2005 General Fund_for final 2005
CITY OF BOULDER2005 FUND FINANCIAL GENERAL FUND1456A B AU AY BA BC BE BG BIConsumer Price Index1.10%1.50%2.10%2.70%2.70%2.80%2.90%Sales Tax Growth-5.21%-0.60%-0.02%1.72%1.81%3.69%3.69%1/5/2005ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTEDPROJEC2003200420052006200720082009345346349350DESIGNATIONS: Designated Reserve10%10%10%10%10%10%Unrestricted Reserve 8,5037,5567,6127,8378,0768,379Total Reserve Designations8,5037,5567,6127,8378,0768,379SURPLUS/(DEFICIT) vs. RESERVE GOAL 984 631 610 853 1,095 1,143S:\Fin\Budget\05 Budget\Final Budget\Fund Financials\2005 General Fund_for final 2005
CITY OF BOULDER2005 FUND FINANCIALCOMMUNITY HOUSING ASSISTANCE PROGRAM FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUALREVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of Year 2,225,679$ 4,084,277$ 40,097$ 39,682$ 40,872$ 42,099$ 43,362$ 44,662$ SOURCES OF FUNDS:Property Tax 1,170,242$ 1,222,138$ 1,258,802$ 1,296,566$ 1,335,463$ 1,375,527$ 1,416,793$ 1,459,297$ Development Tax 338,538 250,000 230,000 470,000 183,000 126,000 92,000 70,000 Interest 67,805 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Transfer from CDBG/interest for sec 108 loan 23,333 22,000 Housing Authority Loan Repayment 788,804 Proceeds from Sale of Units 202,686 Other 4,806 TOTAL SOURCES OF FUNDS2,572,881$ 1,522,138$ 1,562,135$ 1,838,566$ 1,568,463$ 1,551,527$ 1,558,793$ 1,579,297$ USES OF FUNDS:Operating:Program Management 233,297$ 267,995$ 267,545$ 275,572$ 283,839$ 292,354$ 301,124$ 310,158$ Housing Authority Transfer 20,318 20,318 20,745 21,180 21,625 22,079 22,543 23,016 Total Operating Uses of Funds253,615 288,314 288,290 296,752 305,464 314,433 323,667 333,174 Transfers to Other FundsCost Allocation 17,093 16,925 16,980 17,489 18,014 18,555 19,111 19,684 Excise Tax Administration 4,607 4,607 4,699 4,840 4,985 5,135 5,289 5,448 Transfer to CDBG for section 108 loan 114,280 63,250 Total Transfers to Other Funds21,700 21,532 135,959 85,580 22,999 23,689 24,400 25,132 Capital Improvements Program:Acquisition/Rehabilitation/Construction 438,968 1,447,270 1,138,302 1,455,044 1,238,774 1,212,142 1,209,425 1,219,650 Housing Authority Bridge LoanTotal Capital Improvements Program438,968 1,447,270 1,138,302 1,455,044 1,238,774 1,212,142 1,209,425 1,219,650 Project Carryovers & Encumbrances3,809,202 TOTAL USES OF FUNDS714,283$ 5,566,318$ 1,562,551$ 1,837,376$ 1,567,237$ 1,550,264$ 1,557,492$ 1,577,957$ UNRESTRICTED FUND BALANCE4,084,277$ 40,097$ 39,682$ 40,872$ 42,099$ 43,362$ 44,662$ 46,002$ DESIGNATIONS:Designated Reserve * - - - - - - - - Sick/Vacation/Bonus Liability - 39,682 39,682 40,872 42,099 43,362 44,662 46,002 Total Reserve- 39,682 39,682 40,872 42,099 43,362 44,662 46,002 SURPLUS/(DEFICIT) vs. RESERVE GOAL4,084,277$ 415$ -$ -$ -$ 0$ 0$ (0)$ * There is no need for a "designated reserve" as the CHAP allocation process allows the Capital Improvements Program to function as a reserve.
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 3,020,027$ 3,567,027$ 1,329,670$ 1,155,367$ 650,042$ 625,696$ 892,028$ 1,162,076$ SOURCES OF FUNDSExcise Taxes 510,027$ 387,692$ 379,938$ 372,339$ 364,892$ 357,594$ 357,594$ 357,594$ Rent from City Buildings 6,500 10,500 10,500 10,500 10,500 10,500 10,500 10,500 Interest on Investments 75,654 60,401 25,131 23,107 13,001 12,514 17,841 23,242 TOTAL SOURCES OF FUNDS 592,181$ 458,593$ 415,569$ 405,946$ 388,393$ 380,608$ 385,935$ 391,336$ USES OF FUNDSCost Allocation 27,062$ 26,796$ 25,173$ 26,432$ 27,753$ 29,141$ 30,598$ 32,128$ Excise Tax Administration 4,607 4,607 4,699 4,840 4,985 5,135 5,289 5,448 Total Operating Uses of Funds 31,669 31,403 29,872 31,272 32,738 34,276 35,887 37,576 Continuation Projects 13,515 50,000 530,000 80,000 380,000 80,000 80,000 80,000 New projects - 1,000,000 30,000 800,000 - - - - Total Capital Uses of Funds 13,515 1,050,000 560,000 880,000 380,000 80,000 80,000 80,000 Carryovers & Encumbrances - 1,614,547 - - - - - - Mid-Year Adjustments-to-Base - - - - - - - - TOTAL USES OF FUNDS 45,184$ 2,695,950$ 589,872$ 911,272$ 412,738$ 114,276$ 115,887$ 117,576$ FUND BALANCE - END OF YEAR 3,567,027$ 1,329,670$ 1,155,367$ 650,042$ 625,696$ 892,028$ 1,162,076$ 1,435,836$ Restricted Reserve 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 N Boulder Library 1,578,131 43,131 43,131 43,131 43,131 43,131 43,131 43,131 Total Reserves 2,078,131 543,131 543,131 543,131 543,131 543,131 543,131 543,131 SURPLUS (DEFICIT) vs RESERVES 1,488,896$ 786,539$ 612,236$ 106,911$ 82,565$ 348,897$ 618,945$ 892,705$ CITY OF BOULDER2005 FUND FINANCIALCAPITAL DEVELOPMENT FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUALREVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of the Year 803,387$ 1,290,478$ 389,733$ 389,733$ 389,733$ 389,733$ 389,733$ 389,733$ SOURCES OF FUNDSIntergovernmental Revenues 897,744$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ Interest Income 22,871 - - - - - - - TOTAL SOURCES OF FUNDS920,615$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ USES OF FUNDS OperatingTotal Operating Uses of Funds 117,949$ 818,936$ 176,828$ 176,828$ 176,828$ 244,083$ 329,000$ 329,000$ Transfers To Other Funds Cost Allocation 8,985 8,897 - - - - - - Debt ServiceTotal Debt Service 304,344 304,344 304,344 304,344 304,344 169,835 - - Capital Improvement ProgramCapital Projects 2,246 668,568 418,828 418,828 418,828 486,082 571,000 571,000 TOTAL USES OF FUNDS433,524$ 1,800,745$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ 900,000$ UNRESTRICTED FUND BALANCE1,290,478$ 389,733$ 389,733$ 389,733$ 389,733$ 389,733$ 389,733$ 389,733$ CITY OF BOULDER2005 FUND FINANCIALLOTTERY FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 1,517,871$ 1,754,873$ 1,705,002$ 1,719,004$ 1,721,217$ 1,712,362$ 1,682,928$ 1,631,705$ SOURCES OF FUNDS General Fund Transfer 2,381,346$ 1,892,420$ 1,845,831$ 1,882,748$ 1,920,403$ 1,958,811$ 1,997,987$ 2,037,947$ Restricted Funds' Transfers (Public Works) 587,190 622,190 598,933 616,901 635,408 654,470 674,104 694,327 Restricted Funds' Transfers (Excise Tax Collections) 23,035 23,035 23,495 24,200 24,926 25,674 26,444 27,237 CLG Grant 7,445 21,167 - - - - - - State Historic Tax Credit 6,392 4,500 - - - - - - Wetlands Grant - 71,600 - - - - - - Susan Osborne Park Improvement Fund - - - - - - - - Fees & Permits 4,912,828 4,911,417 4,991,458 5,065,222 5,141,201 5,218,319 5,296,593 5,376,042 Interest on Investments 37,406 23,577 34,512 42,975 51,637 51,371 50,488 48,951 TOTAL SOURCES OF FUNDS 7,955,641 7,569,906 7,494,229 7,632,046 7,773,574 7,908,644 8,045,616 8,184,506 USES OF FUNDS Operating-- Central Administration 1,290,630$ 1,306,143$ 1,457,880$ 1,487,037$ 1,516,778$ 1,547,114$ 1,578,056$ 1,609,617$ Information Resources 1,093,559 1,034,304 1,027,121 1,047,663 1,068,617 1,089,989 1,111,789 1,134,024 Long Range Planning 588,561 546,976 549,786 560,782 571,997 583,437 595,106 607,008 Community Development 25,347 - - - - - - - Project Review - Land Use 841,924 918,643 933,686 952,360 971,407 990,835 1,010,652 1,030,865 Project Review - Engineering 946,059 1,034,478 964,697 983,991 1,003,671 1,023,744 1,044,219 1,065,104 Floodplain & Wetland Management 2,393 25,000 25,000 25,500 26,010 26,530 27,061 27,602 Inspection Services 860,297 832,682 884,722 902,417 920,465 938,874 957,652 976,805 Enforcement 356,681 344,995 365,218 372,522 379,973 387,572 395,324 403,230 Restricted Operating Reserve - 46,697 25,000 25,000 25,000 25,000 25,000 25,000 TOTAL OPERATING USES OF FUNDS 6,005,451 6,089,920 6,233,110 6,357,272 6,483,917 6,613,096 6,744,858 6,879,255 Transfers to Other Funds-- Cost Allocation 1,462,520 1,249,872 1,272,118 1,297,560 1,323,512 1,349,982 1,376,981 1,404,521 TOTAL TRANSFERS TO OTHER FUNDS 1,462,520 1,249,872 1,272,118 1,297,560 1,323,512 1,349,982 1,376,981 1,404,521 Special Operating Projects/Grants LandLink Project 66,326 - - - - - - - IVR Project/Voice Link 93,507 - - - - - - - Automated Staff Directory - - - - - - - - PlanLink/Imaging Project - - - - - - - - Improving Building Services 57,762 - - - - - - - WEB/E- Govt Project - - - - - - - - Field Computers 21,400 - - - - - - - CLG Grant 7,445 - - - - - - - S.B. Osborne Grant - - - - - - - - CITY OF BOULDER2005 FUND FINANCIALSPLANNING & DEVELOPMENT SERVICES
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDCITY OF BOULDER2005 FUND FINANCIALSPLANNING & DEVELOPMENT SERVICES Historic Tax Credit 1,247 - - - - - - - Time Center 2,981 - - - - - - - Other Operating & Capital Projects (includes 109000) - - - - - - - - TOTAL OPERATING PROJECTS USES OF FUNDS 250,668 - - - - - - - ENCUMBRANCES, CARRYOVERS, ATBs - 326,682 - - - - - - TOTAL USES OF FUNDS 7,718,639$ 7,666,474$ 7,505,228$ 7,654,832$ 7,807,429$ 7,963,078$ 8,121,839$ 8,283,776$ Restricted Reserve Adjustment - 46,697 25,000 25,000 25,000 25,000 25,000 25,000 UNRESTRICTED FUND BALANCE 1,754,873$ 1,705,002$ 1,719,004$ 1,721,217$ 1,712,362$ 1,682,928$ 1,631,705$ 1,557,435$ Operating Reserve 245,641 245,571 249,573 253,261 257,060 260,916 264,830 268,802 Susan Osborne Park Improvement Fund 1,420 1,420 1,420 1,420 1,420 1,420 1,420 1,420 State Historic Tax Credit Fund 20,429 20,429 20,429 20,429 20,429 20,429 20,429 20,429 Sick/Vacation/Bonus Accrual Adjustment 388,801 402,409 416,493 424,823 433,320 441,986 450,826 648,087 SURPLUS (DEFICIT) vs. RESERVE GOAL 1,098,582$ 1,035,173$ 1,031,088$ 1,021,284$ 1,000,133$ 958,177$ 894,201$ 618,697$
CITY OF BOULDER2005 FUND FINANCIALAFFORDABLE HOUSING FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of Year 943,982$ 1,558,517$ 29,000$ -$ -$ -$ -$ -$ SOURCES OF FUNDS:Cash In Lieu of Affordable Units 506,193$ 1,308,000$ 1,230,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ Transfer from General Fund 652,413 514,000 386,710 392,511 398,398 404,374 410,440 416,596 Fannie Mae Line of Credit Proceeds 600,000 2,520,000 600,000 600,000 600,000 Proceeds from Line of Credit Projects 156,000 156,000 156,000 3,156,000 156,000 156,000 Transfer from City Housing FundsInterest 28,460 Proceeds from Sale of Units 126,131 Fees from Resale of Units 4,000 60,000 72,000 82,000 92,000 104,000 114,000 MMHP Owner Repayment 217,000 TOTAL SOURCES OF FUNDS1,917,197$ 4,559,000$ 2,432,710$ 2,720,511$ 2,736,398$ 5,152,374$ 2,170,440$ 2,186,596$ USES OF FUNDS:Operating:Program Management 28,899$ 37,816$ 115,758$ 119,231$ 122,808$ 126,492$ 130,287$ 134,196$ Total Operating Uses of Funds28,899 37,816 115,758 119,231 122,808 126,492 130,287 134,196 Transfers to Other FundsCost Allocation 2,374 2,351 25,990 26,770 7,530 7,756 7,989 8,228 Total Transfers to Other Funds2,374 2,351 25,990 26,770 7,530 7,756 7,989 8,228 Debt Service & Fees on24,239 169,000 720,000 720,000 720,000 3,060,000 Fannie Mae Line of CreditDebt Service on BTV-Pollard site229,600 229,600 229,600 229,600 229,600 229,600 Debt Service on Mapleton Mobile Home Park- 250,000 250,000 Capital Improvements Program:Acquisition/Rehabilitation/Construction 456,495 1,429,833 1,030,362 1,763,160 1,793,340 1,864,015 1,936,641 1,947,217 Affordable Housing Fee Waivers 160,651 150,000 90,000 91,350 92,720 94,111 95,523 96,956 BoulderTransit Village &/or Mapleton MHP 630,004 2,587,000 Total Capital Improvements Program1,247,150 4,166,833 1,120,362 1,854,510 1,886,060 1,958,126 2,032,164 2,044,172
CITY OF BOULDER2005 FUND FINANCIALAFFORDABLE HOUSING FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDProject Carryovers & Encumbrances1,462,517 TOTAL USES OF FUNDS1,302,662$ 6,088,517$ 2,461,710$ 2,720,511$ 2,736,398$ 5,152,374$ 2,170,440$ 2,186,596$ UNRESTRICTED FUND BALANCE1,558,517$ 29,000$ -$ -$ -$ -$ -$ -$ DESIGNATIONS:Designated Reserve * - - - - - - - - Sick/Vacation/Bonus Liability - - - - - - - - Total Reserve- - - - - - - - SURPLUS/(DEFICIT) vs. RESERVE GOAL1,558,517$ 29,000$ -$ -$ -$ -$ -$ -$ * There is no need for a "designated reserve" as funds will only be allocated after they have been collected rather than based upon revenue projections.
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of the Year 3,829,548$ 3,550,041$ 797,424$ 464,615$ 431,005$ 590,539$ 634,462$ 759,438$ SOURCES OF FUNDSSales Tax 5,174,861$ 5,153,000$ 5,222,000$ 5,561,229$ 5,845,614$ 6,020,982$ 6,201,612$ 6,387,660$ Interest 95,756 150,000 105,000 110,000 115,000 120,000 125,000 130,000 Intergovernmental Revenue 39,921 123,110 - - - - - - Other Revenues 125,486 10,000 80,000 80,000 80,000 80,000 80,000 80,000 Transfer From Worker's Compensation Fund - - - - - - - - TOTAL SOURCES OF FUNDS5,436,024$ 5,436,110$ 5,407,000$ 5,751,229$ 6,040,614$ 6,220,982$ 6,406,612$ 6,597,660$ USES OF FUNDSOperating & Maintenance 1,501,466$ 2,373,764$ 1,961,414$ 1,994,769$ 2,061,819$ 2,131,276$ 2,203,233$ 2,277,778$ Civic Park Complex 57,047 119,929 75,000 75,000 75,000 75,000 75,000 75,000 Historical & Cultural 15,154 115,761 50,000 50,000 50,000 50,000 50,000 50,000 Capital Refurbishment 1,057,898 961,591 777,722 797,282 817,465 838,291 900,491 922,665 Total Operating Uses of Funds2,631,565 3,571,045 2,864,136 2,917,051 3,004,284 3,094,567 3,228,724 3,325,443 Transfers To Other Funds Cost Allocation 133,172 131,862 195,853 201,729 207,780 214,014 220,434 227,047 Windy Gap Proceeds - - - - - - - - Employee Benefit Insurance Fund - - - - - - - - Total Transfers 133,172 131,862 195,853 201,729 207,780 214,014 220,434 227,047 Debt ServiceTotal Debt Service 2,052,026 2,398,942 2,429,093 2,385,193 2,428,953 2,421,453 2,385,453 2,385,959 (Note Debt reduced in 2000-2002 for refund)Capital Improvement ProgramCapital Projects 898,768 2,086,878 250,727 280,866 240,063 447,025 447,025 447,025 TOTAL USES OF FUNDS5,715,531$ 8,188,727$ 5,739,809$ 5,784,839$ 5,881,080$ 6,177,059$ 6,281,636$ 6,385,474$ FUND BALANCE END OF YEAR3,550,041$ 797,424$ 464,615$ 431,005$ 590,539$ 634,462$ 759,438$ 971,624$ Designations:Newcomer Legacy (187,949) (187,949) Sick & Vacation Liability Reserve (201,823) (207,878) (214,114) (220,537) (227,154) (233,968) (240,987) (248,217) SURPLUS/(DEFICIT) VS. RESERVE GOAL3,160,269$ 401,597$ 250,501$ 210,468$ 363,385$ 400,494$ 518,451$ 723,407$ CITY OF BOULDER2005 FUND FINANCIAL.25 SALES TAX FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 321,759$ 283,321$ 153,612$ 153,612$ 153,612$ 153,612$ 153,612$ 153,612$ SOURCES OF FUNDSLibrary Fund Revenues Property Tax 487,110$ 508,715$ 521,433$ 534,469$ 547,830$ 561,526$ 575,564$ 589,953$ Fees: Overdue 93,305 92,000 92,000 92,000 92,000 92,000 92,000 92,000 Fees: Reserve Charge 13,398 17,000 17,000 17,000 17,000 17,000 17,000 17,000 Facility Rental 3,375 5,000 3,000 3,000 3,000 3,000 3,000 3,000 Food Service 3,079 2,500 2,500 2,500 2,500 2,500 2,500 2,500 Interest on Investment 9,538 17,000 8,000 8,000 8,000 8,000 8,000 8,000 Other Gifts Miscellaneous/Third Party Revenues 26,860 24,000 24,000 24,000 24,000 24,000 24,000 24,000 Federal LSCA Grant 12,484 Gates Foundation Grant 5,138 Total Library Fund Revenues649,149 671,353 667,933 680,969 694,330 708,026 722,064 736,453 Transfer from the General Fund5,078,041 5,099,538 5,071,736 5,173,494 5,277,221 5,382,956 5,490,738 5,600,605 TOTAL SOURCES OF FUNDS 5,727,190$ 5,770,891$ 5,739,669$ 5,854,462$ 5,971,552$ 6,090,983$ 6,212,802$ 6,337,058$ USES OF FUNDSOperating Programs 5,765,628$ 5,760,743$ 5,739,669$ 5,854,462$ 5,971,552$ 6,090,983$ 6,212,802$ 6,337,058$ Fund Balance Expenditures - - - - - - - - 'Total Operating Uses of Funds5,765,628 5,760,743 5,739,669 5,854,462 5,971,552 6,090,983 6,212,802 6,337,058 Carryovers and Encumbrances Carryover Budget - 5,138 Carryover Encumbrances - 134,719 Total Carryovers and Encumbrances- 139,857 - - - - - - Mid Year Adjustments to Base- - - - - - - - TOTAL USES OF FUNDS5,765,628$ 5,900,600$ 5,739,669$ 5,854,462$ 5,971,552$ 6,090,983$ 6,212,802$ 6,337,058$ UNRESTRICTED FUND BALANCE283,321$ 153,612$ 153,612$ 153,612$ 153,612$ 153,612$ 153,612$ 153,612$ DESIGNATIONS Designated Reserve - 10% of LF Revenues 32,457 67,135 66,793 68,097 69,433 70,803 72,206 73,645 (changed from 5% to 10% beginning in 2004)SURPLUS/DEFICIT vs.RESERVE GOAL250,864$ 86,477$ 86,819$ 85,515$ 84,179$ 82,809$ 81,406$ 79,967$ LIBRARY FUNDCITY OF BOULDER2005 FUND FINANCIAL
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of the Year 618,619$ 803,746$ 615,521$ 367,792$ 237,833$ 149,367$ 105,563$ 109,766$ SOURCES OF FUNDSRecreation Revenue 4,718,972$ 5,257,121$ 5,161,487$ 5,471,176$ 5,690,023$ 5,917,624$ 6,154,329$ 6,400,502$ Golf Revenue 1,506,539 1,685,894 1,599,773 1,647,766 1,697,199 1,748,115 1,800,559 1,854,575 Reservoir Revenue 633,768 651,652 665,801 685,775 706,348 727,538 749,364 771,845 Interest Income - - - - - - - - Transfers From the General Fund 1,526,379 1,400,222 1,297,390 1,329,825 1,383,018 1,438,338 1,495,872 1,555,707 Transfers From Worker's Compensation Fund 50,000 50,000 80,000 80,000 80,000 80,000 80,000 80,000 Transfers From Transportation Fund 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 TOTAL SOURCES OF FUNDS8,448,658$ 9,057,889$ 8,817,451$ 9,227,542$ 9,569,588$ 9,924,616$ 10,293,124$ 10,675,630$ USES OF FUNDSRecreation 6,289,230$ 7,092,748$ 6,972,515$ 7,181,690$ 7,397,141$ 7,619,055$ 7,847,627$ 8,083,056$ Administration - 170,030 187,236 192,853 198,639 204,598 210,736 217,058 Golf 1,399,385 1,389,421 1,401,834 1,459,198 1,517,566 1,578,269 1,641,400 1,707,056 Reservoir 551,593 593,915 503,595 523,759 544,709 566,497 589,157 612,723 Total Operating Uses of Funds8,240,208 9,246,114 9,065,180 9,357,501 9,658,055 9,968,419 10,288,921 10,619,895 Transfers To Other Funds Transfer to the General Fund 23,323 - - - - - - Total Transfers 23,323 - - - - - - Total Debt Service- - - - - - - - TOTAL USES OF FUNDS8,263,531$ 9,246,114$ 9,065,180$ 9,357,501$ 9,658,055$ 9,968,419$ 10,288,921$ 10,619,895$ Reserve for Budget Adjustment - - - - - - - - TOTAL FUND BALANCE803,746$ 615,521$ 367,792$ 237,833$ 149,367$ 105,563$ 109,766$ 165,501$ Reserve for Compensated Absences (11,136) (11,470) (11,814) (12,168) (12,533) (12,909) (13,296) (13,695) Operating Reserve (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) (49,999) Total Reserves (61,136) (61,470) (61,814) (62,168) (62,533) (62,909) (63,296) (63,694) UNRESTRICTED FUND BALANCE742,610$ 554,051$ 305,978$ 175,665$ 86,834$ 42,654$ 46,470$ 101,807$ CITY OF BOULDER2005 FUND FINANCIALRECREATION ACTIVITY FUND
CITY OF BOULDER2005 FUND FINANCIALOPEN SPACE FUNDUNAPPROPRIATED FUND BALANCE Beginning of YearSOURCES OF FUNDSNet Sales Tax RevenueInvestment IncomeLease & Miscl RevenueBMPA Payment from Boulder CountyProceeds of BMPA Notes IssuedOther Financing SourcesGeneral Fund TransferGrants Total Annual Sources of FundsUSES OF FUNDSGeneral Operating ExpendituresAdministrative Budget AdjustmentPrior Year Carryover & EncumbrancesAdministrative TransferTotal Operating Uses of FundsCAPITAL IMPROVEMENTS PROGRAMContinuation ProjectsBond Proceeds & Carryover Proceeds from BMPA NotesTotal Capital Improvements ProgramDEBT SERVICE USES OF FUNDSDebt Service - BMPADebt Service - Bonds & NotesTotal Debt Service Uses of FundsTOTAL USES OF FUNDSFUND BALANCE - END OF YEAROSBT CONTINGENCY RESERVEREVENUE BOND RESERVEOTHER RESERVESSUBTOTAL - RESERVESUNRESTRICTED FUND BALANCE2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED13,865,116$ 13,564,098$ 9,970,586$ 8,482,008$ 8,383,814$ 9,222,109$ 11,164,723$ 13,882,779$ 15,110,599$ 18,145,000$ 18,386,000$ 19,579,000$ 20,582,000$ 21,307,067$ 22,093,298$ 22,908,540$ 263,171 255,000 255,000 255,000 255,000 255,000 255,000 255,000 308,204 245,000 245,000 245,000 245,000 245,000 245,000 245,000 - - - - - - - - - - - - - - - - 117,941 - - - - - - - 1,221,462 1,011,921 927,150 954,965 983,614 1,013,122 1,043,516 1,074,821 29,609 - - - - - - 17,050,986$ 19,646,028$ 19,813,150$ 21,033,965$ 22,065,614$ 22,820,189$ 23,636,814$ 24,483,362$ 5,428,782$ 6,676,179$ 7,312,671$ 7,586,896$ 7,871,404$ 8,166,582$ 8,472,829$ 8,790,560$ - - - - - - - - - 401,776 - - - - - - 801,129 793,249 754,793 783,098 812,464 842,931 874,541 907,337 6,229,911 7,871,204 8,067,464 8,369,993 8,683,868 9,009,513 9,347,370 9,697,896 1,550,348 3,830,000 3,950,000 3,950,000 3,950,000 3,950,000 3,950,000 3,950,000 - 1,932,150 - - - - - - - - - - - - - - 1,550,348 5,762,150 3,950,000 3,950,000 3,950,000 3,950,000 3,950,000 3,950,000 3,075,706 3,141,272 2,811,796 2,530,097 2,391,539 1,726,361 1,426,293 1,425,936 6,496,039 6,464,914 6,472,469 6,282,068 6,201,913 6,191,700 6,195,095 6,186,185 9,571,745 9,606,186 9,284,265 8,812,165 8,593,451 7,918,061 7,621,388 7,612,121 17,352,004$ 23,239,540$ 21,301,729$ 21,132,159$ 21,227,319$ 20,877,575$ 20,918,758$ 21,260,018$ 13,564,098$ 9,970,586$ 8,482,008$ 8,383,814$ 9,222,109$ 11,164,723$ 13,882,779$ 17,106,123$ 5,475,000 5,475,000 5,475,000 5,475,000 5,475,000 5,475,000 5,475,000 5,475,000 - - - - - - - - 890,000 890,000 890,000 890,000 890,000 890,000 890,000 890,000 6,365,000 6,365,000 6,365,000 6,365,000 6,365,000 6,365,000 6,365,000 6,365,000 7,199,098$ 3,605,586$ 2,117,008$ 2,018,814$ 2,857,109$ 4,799,723$ 7,517,779$ 10,741,123$
CITY OF BOULDER2005 FUND FINANCIALAIRPORT FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of Year 599,907$ 652,711$ 592,189$ 596,941$ 601,768$ 606,674$ 611,659$ 616,728$ SOURCES OF FUNDSAirport Rental 354,636$ 365,275$ 376,233$ 387,520$ 399,146$ 411,120$ 423,454$ 436,158$ Fuel Flowage Fees 2,942 2,942 2,942 2,942 2,942 2,942 2,942 2,942 Fuel Tax Refund 6,118 6,118 6,118 6,118 6,118 6,118 6,118 6,118 Federal Grant 375,515 239,950 - - - - - - State Grant - 13,291 - - - - - - Interest on Investments 12,907 13,165 13,165 13,165 13,165 13,165 13,165 13,165 TOTAL SOURCES OF FUNDS 752,118$ 640,741$ 398,458$ 409,745$ 421,371$ 433,345$ 445,679$ 458,383$ USES OF FUNDSOperating:Airport Management 230,174$ 299,349$ 305,135$ 314,289$ 323,718$ 333,429$ 343,432$ 353,735$ PW Support Services 9,502 502 - - - - - - Transportation Administration 7,093 16,644 13,759 14,172 14,597 15,035 15,486 15,950 Operating Reserve - 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Subtotal Operating Uses of Funds 246,769 326,495 328,894 338,461 348,315 358,464 368,918 379,686 Transfers:Cost Allocation 38,929 38,935 54,813 56,457 58,151 59,896 61,693 63,543 TOTAL OPERATING USES OF FUNDS 285,698 365,430 383,707 394,918 406,466 418,360 430,611 443,229 TOTAL CAPITAL USES OF FUNDS 413,616 - - - - - - - CARRYOVERS & ENCUMBRANCES - 265,833 - - - - - - MID-YEAR ADJUSTMENTS-TO-BASE - 60,000 - - - - - - TOTAL USES OF FUNDS 699,314$ 691,263$ 383,707$ 394,918$ 406,466$ 418,360$ 430,611$ 443,229$ Restricted Reserve Adjustment - 10,000 10,000 10,000 10,000 10,000 10,000 10,000 FUND BALANCE - END OF YEAR 652,711$ 592,189$ 596,941$ 601,768$ 606,674$ 611,659$ 616,728$ 621,882$ Designations:Designated Reserve 71,425 91,357 95,927 98,730 101,616 104,590 107,653 110,807 Sick & Vacation Liability Reserve 24,725 25,467 26,231 27,018 27,828 28,663 29,523 30,409 Less: Total Reserve Designations 96,150 116,824 122,157 125,747 129,445 133,253 137,176 141,216 SURPLUS/(DEFICIT) vs. RESERVE GOAL 556,562$ 475,365$ 474,783$ 476,021$ 477,229$ 478,406$ 479,552$ 480,666$
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of Year 3,173,915$ 3,890,066$ 1,863,879$ 602,749$ 810,004$ 50,378$ 285,879$ 169,302$ SOURCES OF FUNDSTransportation Excise Tax 1,219,784$ 998,829$ 1,028,794$ 1,059,658$ 1,091,447$ 1,091,447$ 1,091,447$ 1,091,447$ Interest Income 81,725 84,177 86,702 89,303 91,982 94,742 97,584 100,511 Reimbursements 162,585 1,162,000 2,521,000 400,000 3,078,000 100,000 100,000 100,000 TOTAL SOURCES OF FUNDS 1,464,094$ 2,245,006$ 3,636,496$ 1,548,961$ 4,261,430$ 1,286,189$ 1,289,031$ 1,291,959$ USES OF FUNDSOperating:Operating Expenditures 209,370$ 288,483$ 291,309$ 300,049$ 309,050$ 318,321$ 327,871$ 337,707$ Transfers:Cost Allocation 9,811 9,714 6,618 6,817 7,021 7,232 7,449 7,672 Excise Tax Administration 4,607 4,607 4,699 4,840 4,985 5,135 5,289 5,448 Subtotal Transfers to Other Funds 14,418 14,321 11,317 11,657 12,006 12,366 12,737 13,121 TOTAL OPERATING USES OF FUNDS 223,788 302,804 302,626 311,705 321,056 330,688 340,608 350,828 TOTAL CAPITAL USES OF FUNDS 524,155 450,000 4,595,000 1,030,000 4,700,000 720,000 1,065,000 1,065,000 CARRYOVERS & ENCUMBRANCES - 3,355,804 - - - - - - MID-YEAR ADJUSTMENTS-TO-BASE - 162,585 - - - - - - TOTAL USES OF FUNDS 747,943$ 4,271,193$ 4,897,626$ 1,341,705$ 5,021,056$ 1,050,688$ 1,405,608$ 1,415,828$ FUND BALANCE - END OF YEAR 3,890,066$ 1,863,879$ 602,749$ 810,004$ 50,378$ 285,879$ 169,302$ 45,433$ Designations:Less: Designated Reserve 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 SURPLUS/(DEFICIT) vs. RESERVE GOAL 3,865,066$ 1,838,879$ 577,749$ 785,004$ 25,378$ 260,879$ 144,302$ 20,433$ CITY OF BOULDER2005 FUND FINANCIALTRANSPORTATION DEVELOPMENT FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE11,347,883$ 9,307,548$ 2,289,281$ 1,528,250$ 2,449,791$ 1,133,002$ 648,925$ 792,086$ SOURCES OF FUNDSSales Tax 12,419,672$ 12,373,000$ 12,537,000$ 13,351,000$ 14,034,000$ 14,551,855$ 14,988,410$ 15,438,063$ City-Auto Registrations 242,549 242,549 242,549 242,549 242,549 242,549 242,549 242,549 County Road & Bridge 416,379 201,954 201,954 201,954 201,954 201,954 201,954 201,954 Highway User's Tax 2,176,540 2,165,897 2,193,613 2,215,549 2,237,705 2,260,082 2,282,682 2,305,509 St. Traffic Control & Hwy Maint. & Landscape 300,159 300,159 238,316 238,316 238,316 238,316 238,316 238,316 Reimbursements 6,820,440 8,386,415 1,550,000 626,000 6,351,000 789,000 1,413,000 500,000 Federal/State Grants 86,637 291,380 - - - - - - Interest on Investments 189,435 190,000 200,000 206,000 212,180 220,667 229,494 240,969 Assessment Revenues 98,042 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Lease Revenue - BTV - - 84,000 84,000 84,000 84,000 84,000 84,000 Other Miscellaneous 186,590 130,000 170,000 170,000 170,000 170,000 170,000 170,000 Transfers from Other Funds 112,250 - - - - - - - Transfer from State - 2,250,000 - - - - - - TOTAL SOURCES OF FUNDS 23,048,693$ 26,631,354$ 17,517,432$ 17,435,368$ 23,871,704$ 18,858,422$ 19,950,406$ 19,521,359$ USES OF FUNDSOperating:Transportation Planning & Operations 5,964,053$ 5,838,062$ 5,864,375$ 6,040,306$ 6,221,515$ 6,408,161$ 6,600,406$ 6,798,418$ Project Management 935,930 2,661,869 2,702,575 2,783,652 2,867,162 2,953,177 3,041,772 3,133,025 Transportation Maintenance 3,593,903 3,871,447 3,899,399 4,016,380 4,136,872 4,260,978 4,388,807 4,520,472 Transportation Administration 123,715 357,094 500,851 515,877 531,353 547,294 563,713 580,624 PW Support Services 408,203 155,342 - - - - - - Other Programs 37,977 152,934 156,317 161,006 165,837 170,812 175,936 181,214 Operating Reserve - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 Subtotal Operating Uses of Funds 11,063,781 13,136,748 13,223,517 13,617,222 14,022,739 14,440,421 14,870,634 15,313,753 Transfers:Cost Allocation 1,336,539 1,323,392 1,092,846 1,125,631 1,159,400 1,194,182 1,230,008 1,266,908 Federal Legislative Consultant 25,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Forest Glen GID 3,378 3,350 3,350 - - - - - Parks & Recreation 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 CITY OF BOULDER2005 FUND FINANCIALTRANSPORTATION FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDCITY OF BOULDER2005 FUND FINANCIALTRANSPORTATION FUNDHHS 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 Planning & Development Services Fund 170,706 170,706 174,120 179,344 184,724 190,266 195,974 201,853 Subtotal Transfers to Other Funds 1,576,623 1,558,448 1,331,316 1,365,975 1,405,124 1,445,448 1,486,981 1,529,761 Debt Payments: Boulder Transit Village - - 123,630 123,630 123,630 123,630 123,630 123,630 TOTAL OPERATING USES OF FUNDS 12,640,404 14,695,196 14,678,463 15,106,827 15,551,493 16,009,499 16,481,245 16,967,144 Capital Improvements Program:TOTAL CAPITAL USES OF FUNDS 12,448,624 4,930,000 3,700,000 1,507,000 9,737,000 3,433,000 3,426,000 1,600,000 CARRYOVERS & ENCUMBRANCES - 14,758,898 - - - - - - MID-YEAR ADJUSTMENTS-TO-BASE - (634,473) - - - - - - TOTAL USES OF FUNDS 25,089,028$ 33,749,621$ 18,378,463$ 16,613,827$ 25,288,493$ 19,442,499$ 19,907,245$ 18,567,144$ Add: Operating Reserve Adjustment - 100,000 100,000 100,000 100,000 100,000 100,000 100,000 FUND BALANCE - END OF YEAR 9,307,548$ 2,289,281$ 1,528,250$ 2,449,791$ 1,133,002$ 648,925$ 792,086$ 1,846,302$ Designations:Sick & Vacation Liability Reserve 688,730 688,730 602,043 602,043 602,043 602,043 602,043 602,043 Undergrounding Cost Share Pgm Designation 259,788 239,616 89,616 - - - - - Less: Total Reserve Designations 948,518 928,346 691,659 602,043 602,043 602,043 602,043 602,043 SURPLUS/(DEFICIT) vs. RESERVE GOAL 8,359,030$ 1,360,935$ 836,591$ 1,847,748$ 530,959$ 46,882$ 190,043$ 1,244,259$
2003 2004 2005 2006 2007 2008ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of Year 2,751$ 2,240$ 2,074$ -$ -$ -$ SOURCES OF FUNDSProperty Tax 5,339$ 5,644$ 3,865$ -$ -$ -$ Specific Ownership Tax 414 400 264 - - - Interest on Investments 78 - - - - - Transfers from Other Funds:City of Boulder - ECO Pass Subsidy 2,517 2,490 2,490 - - - City of Boulder - Administration Cost Subsidy 861 860 860 - - - TOTAL SOURCES OF FUNDS 9,209$ 9,394$ 7,479$ -$ -$ -$ USES OF FUNDSOperating:RTD ECO Pass Cost 7,280$ 8,300$ 8,300$ -$ -$ -$ Annual Administration Cost 1,160 860 860 - - - Election Cost 856 - - - - - Rebate Program 346 400 400 - - - Subtotal Operating Uses of Funds 9,642 9,560 9,560 - - - Transfers to Other Funds: Interest 78 - - - - - TOTAL OPERATING USES OF FUNDS 9,720 9,560 9,560 - - - TOTAL CAPITAL USES OF FUNDS - - - - - - CARRYOVERS & ENCUMBRANCES - - - - - - TOTAL USES OF FUNDS 9,720$ 9,560$ 9,560$ -$ -$ -$ FUND BALANCE - END OF YEAR 2,240$ 2,074$ 0$ -$ -$ -$ SURPLUS/(DEFICIT) vs. RESERVE GOAL 2,240$ 2,074$ 0$ -$ -$ -$ CITY OF BOULDER2005 FUND FINANCIALTRANSIT PASS GENERAL IMPROVEMENT DISTRICT - FOREST GLEN
CITY OF BOULDER2005 FUND FINANCIAL2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of Year -$ -$ -$ -$ -$ -$ -$ -$ SOURCES OF FUNDS:Federal Grant Revenue Received 448,208$ -$ -$ -$ -$ -$ -$ -$ Current Year Federal Grant 870,638 870,000 860,000 860,000 860,000 860,000 860,000 Available Prior Years Grant Balances 1,133,056 Third Party Reimbursements 2,677 TOTAL SOURCES OF FUNDS448,208$ 2,006,371$ 870,000$ 860,000$ 860,000$ 860,000$ 860,000$ 860,000$ USES OF FUNDS:Operating:Program Management 62,330$ 79,089$ 78,006$ 82,292$ 82,181$ 82,066$ 81,948$ 81,827$ Total Operating Uses of Funds62,330 79,089 78,006 82,292 82,181 82,066 81,948 81,827 Transfers to Other FundsCost Allocation 8,054 7,975 3,600 3,708 3,819 3,934 4,052 4,173 Total Transfers to Other Funds8,054 7,975 3,600 3,708 3,819 3,934 4,052 4,173 HOME Program:Housing Activities 377,824 786,251 788,394 774,000 774,000 774,000 774,000 774,000 Total HOME Program377,824 786,251 788,394 774,000 774,000 774,000 774,000 774,000 Program Carryovers & Encumbrances- 1,133,056 - - - - - - TOTAL USES OF FUNDS448,208$ 2,006,371$ 870,000$ 860,000$ 860,000$ 860,000$ 860,000$ 860,000$ UNRESTRICTED FUND BALANCE-$ -$ -$ -$ -$ -$ -$ -$ DESIGNATIONS:Designated Reserve - - - - - - - - Sick/Vacation/Bonus Liability - - - - - - - - Total Reserve*- - - - - - - - SURPLUS/(DEFICIT) vs. RESERVE GOAL-$ -$ -$ -$ -$ -$ -$ -$ * This fund cannot have designated reserves because expenses are funded only on a reimbursable basis by the Department of Housing and Urban Development. HOME INVESTMENT PARTNERSHIP GRANT FUND
CITY OF BOULDER2005 FUND FINANCIALCOMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of Year -$ -$ 2,000,000$ 1,100,000$ -$ -$ -$ -$ SOURCES OF FUNDS:Federal Grant Revenue Received 1,160,657$ -$ -$ -$ -$ -$ -$ -$ Current Year Federal Grant - 1,141,000 1,106,770 1,073,567 1,041,360 1,010,119 979,816 950,421 Available Prior Years Grant Balances - 1,243,264 - - - - - - Sale Proceeds-BHP/interest on prepayment for sec 108* 964,905 3,038,105 23,333 22,000 - - - - Transfer from CHAP for section 108 loan* - - 114,280 63,250 - - - - Third Party Reimbursements 53,083 6,403 - - - - - - TOTAL SOURCES OF FUNDS2,178,645$ 5,428,772$ 1,244,383$ 1,158,817$ 1,041,360$ 1,010,119$ 979,816$ 950,421$ USES OF FUNDS:Operating:Program Management 173,454$ 205,528$ 202,394$ 208,466$ 214,720$ 221,161$ 227,796$ 234,630$ Total Operating Uses of Funds173,454 205,528 202,394 208,466 214,720 221,161 227,796 234,630 Transfers to Other FundsTransfer to CHAP/interest on BHP prepayment 23,333 22,000 Cost Allocation 15,564 15,411 18,070 18,612 19,170 19,746 20,338 20,948 Total Transfers to Other Funds15,564 15,411 41,403 40,612 19,170 19,746 20,338 20,948 Total Debt Service & Principal on964,905 1,038,105 1,014,280 1,163,250 - - - - Section 108 Drive In Theater Property Loan*CDBG Program:Community Development/Housing Activities 1,024,722 932,814 886,306 846,489 807,470 769,212 731,681 694,843 Total CDBG Program1,024,722 932,814 886,306 846,489 807,470 769,212 731,681 694,843 Program Carryovers & Encumbrances- 1,236,914 - - - - - - TOTAL USES OF FUNDS2,178,645$ 3,428,772$ 2,144,383$ 2,258,817$ 1,041,360$ 1,010,119$ 979,816$ 950,421$ UNRESTRICTED FUND BALANCE-$ 2,000,000$ 1,100,000$ -$ -$ -$ -$ -$
CITY OF BOULDER2005 FUND FINANCIALCOMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDDESIGNATIONS:Designated Reserve - 2,000,000 1,100,000 - - - - - Sick/Vacation/Bonus Liability - - - - - - - - Total Reserve**- 2,000,000 1,100,000 - - - - - SURPLUS/(DEFICIT) vs. RESERVE GOAL-$ -$ -$ -$ -$ -$ -$ -$ *Since the CDBG is the collateral for the Section 108 Loan from the Department of Housing and Urban Development (HUD), this fund serves as a flow through account forthe repayment of the loan starting in 2003. This loan was used to purchase the Drive In Theater property on behalf of the City of Boulder Housing Authority. The sourceof funding for repayment of the loan will be sale proceeds from the Drive In site and transfer of funds from CHAP to cover remaining interest payments in last two years ofloan.** This fund cannot have designated reserves because expenses are funded only on a reimbursable basis by HUD. The exception to this is in 2004 and 2005 - repaymentfrom Boulder Housing Partners in advance of HUD section 108 loan schedule will be held here until needed for loan repayment.
2003 2004 2005 2006 2007 2008 2009 2010ACTUALREVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 47,301,843$ 37,621,177$ 25,355,772$ 22,184,048$ 12,352,512$ 12,796,112$ 10,767,003$ 10,578,755$ SOURCES OF FUNDS Operating-- Sale of Water to General Cust 18,488,321$ 15,985,418$ 18,826,452$ 19,429,921$ 20,052,737$ 20,896,449$ 21,775,665$ 22,691,877$ Projected Rate Increase - 3%547,063 3%564,794 3%582,898 3%802,109 4%835,858 4%871,027 4%907,675 4% Bulk/Irrigation Water Sales 212,804 83,000 73,000 73,000 73,000 73,000 73,000 73,000 Hydroelectric Revenue 1,291,837 1,255,000 1,430,000 1,490,000 1,500,000 1,485,000 1,500,000 1,410,000 Public Fire Protection - 15,000 15,000 15,000 15,000 15,000 15,000 15,000 Miscellaneous Operating Revenues 45,317 32,500 32,500 32,500 32,500 32,500 32,500 32,500 TOTAL OPERATING SOURCES OF FUNDS 20,038,279 17,917,981 20,941,745 21,623,318 22,475,346 23,337,807 24,267,191 25,130,053 Non-Operating-- Plant Investment Fees 2,403,038 2,950,000 2,250,000 2,250,000 2,250,000 2,250,000 2,250,000 2,250,000 Connection Charges 180,677 125,000 150,000 150,000 150,000 150,000 150,000 150,000 Special Assessments 388 10,000 10,000 5,000 5,000 5,000 5,000 5,000 State & Federal Grants 115,000 33,000 - - - - - - Interest on Investments 1,102,065 861,419 521,115 665,521 370,575 511,844 430,680 528,938 Miscellaneous Non-Operating 25,892 23,900 17,500 17,500 17,500 17,500 17,500 17,500 Payment from County - Caribou Acquisition 1,635,640 9,272,956 - - - - - - Transfers from Other Funds 404,550 - - - - - - TOTAL NON-OPERATING SOURCES OF FUNDS 5,462,700 13,680,825 2,948,615 3,088,021 2,793,075 2,934,344 2,853,180 2,951,438 TOTAL SOURCES OF FUNDS 25,500,979$ 31,598,806$ 23,890,360$ 24,711,340$ 25,268,422$ 26,272,151$ 27,120,371$ 28,081,490$USES OF FUNDS Operating-- Operating Expenditures 9,261,114$ 8,882,575$ 9,955,590$ 10,254,258$ 10,561,885$ 10,878,742$ 11,205,104$ 11,541,257$ Windy Gap Payment1,837,524 1,931,441 2,079,657 2,083,375 2,086,314 2,093,779 2,118,567 2,146,532 Emergency Reserve- 310,000 300,000 309,000 318,270 327,818 337,653 347,782 Sick/Vacation Accrual31,089 100,000 100,000 103,000 106,090 109,273 112,551 115,927 TOTAL OPERATING USES OF FUNDS 11,129,727 11,224,016 12,435,247 12,749,633 13,072,559 13,409,612 13,773,875 14,151,499 Debt-- Betasso Hydroelectric GO Bond353,088 367,403 365,653 - - - - - BRWTP 1996 Revenue Bond912,522 910,477 912,794 908,440 912,766 910,060 915,457 913,440 Silver Lake 1999 Revenue Bond1,233,903 1,240,082 1,239,974 1,238,110 1,240,095 1,235,139 1,240,134 1,237,927 Barker/ AMR/ Caribou 2000 Revenue Bond2,246,258 2,255,586 2,271,458 2,273,436 2,272,002 2,271,988 2,266,540 2,265,277 Lakewood Pipeline 2001 Revenue Bond2,195,681 2,181,152 2,179,419 2,181,069 2,180,919 2,178,969 2,180,202 2,174,452 Arbritrage Payment91,978 100,000 - - - - - - TOTAL DEBT SERVICE 7,033,430 7,054,700 6,969,298 6,601,055 6,605,782 6,596,156 6,602,333 6,591,096 CITY OF BOULDER2005 FUND FINANCIALWATER UTILITY FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUALREVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDCITY OF BOULDER2005 FUND FINANCIALWATER UTILITY FUND Transfers Out-- Cost Allocation1,182,213 1,157,712 1,084,626 1,193,089 1,312,397 1,443,637 1,588,001 1,746,801 Planning & Development Services159,718 159,718 162,912 167,800 172,834 178,019 183,359 188,860 Other Transfers- 10,000 10,000 10,300 10,609 10,927 11,255 11,593 TOTAL TRANSFERS OUT 1,341,931 1,327,430 1,257,538 1,371,188 1,495,840 1,632,583 1,782,615 1,947,254 Capital Improvements Program-- TOTAL CAPITAL USES OF FUNDS8,168,474 6,875,000 6,800,000 14,233,000 4,075,000 7,100,000 5,600,000 5,300,000 BOULDER CANYON TRANSMISSION LINE - BOND8,176 - - - - - - - LAKEWOOD PIPELINE - BOND7,106,923 6,011,561 - - - - - - BARKER/AMR/ COLD SPRINGS/CARIBOU BOND 424,073 - - - - - - - ENCUMBRANCES, CARRYOVERS & MID-YR ATB's- 11,781,504 - - - - - - TOTAL USES OF FUNDS 35,212,734$ 44,274,211$ 27,462,083$ 34,954,876$ 25,249,182$ 28,738,351$ 27,758,823$ 27,989,849$ Emergency Reserve Adjustment - 310,000 300,000 309,000 318,270 327,818 337,653 347,782 Sick/Vacation Accrual Adjustment 31,089 100,000 100,000 103,000 106,090 109,273 112,551 115,927 FUND BALANCE - END OF YEAR37,621,177$ 25,355,772$ 22,184,048$ 12,352,512$ 12,796,112$ 10,767,003$ 10,578,755$ 11,134,106$Designated Reserves - Bond Reserves6,322,941 6,322,941 6,322,941 6,322,941 6,322,941 6,322,941 6,322,941 6,322,941 Vacation/Sick/Bonus Liability627,239 646,056 665,438 685,401 705,963 727,142 748,956 771,425 TOTAL RESERVES 6,950,180 6,968,997 6,988,379 7,008,342 7,028,904 7,050,083 7,071,897 7,094,366 SURPLUS/(DEFICIT) vs. RESERVE GOAL 30,670,997$ 18,386,774$ 15,195,669$ 5,344,170$ 5,767,208$ 3,716,920$ 3,506,857$ 4,039,740$ OPERATING RESERVE (GOAL 20-25%) 289.27% 180.09% 135.52% 45.97% 47.83% 29.71% 27.00% 29.95%
2003 2004 2005 2006 2007 2008 2009 2010ACTUALREVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 10,286,921$ 11,667,986$ 7,390,374$ 8,428,117$ 7,240,693$ 7,046,432$ 7,451,798$ 7,451,572$ SOURCES OF FUNDS Operating-- Sewer Charges to General Customers 8,089,903$ 7,668,174$ 8,144,521$ 9,792,972$ 11,775,070$ 14,158,344$ 15,321,593$ 16,273,371$ Projected Rate Increase - 12% 460,090 6% 1,628,904 20% 1,958,594 20% 2,355,014 20% 1,132,667 8% 919,296 6% 813,669 5% Surcharge/ Pretreatment Fees 127,783 132,000 120,500 120,500 120,500 120,500 120,500 120,500 Cogeneration Revenues 81,436 80,000 80,000 80,000 80,000 80,000 80,000 80,000 TOTAL OPERATING SOURCES OF FUNDS 8,299,122 8,340,264 9,973,925 11,952,066 14,330,583 15,491,511 16,441,389 17,287,539 Non-Operating-- Plant Investment Fees 426,491 420,000 420,000 420,000 420,000 420,000 420,000 420,000 Connection Charges 17,554 9,500 11,500 11,500 11,500 11,500 11,500 11,500 Special Assessments 197,627 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Interest on Investments 251,468 252,197 147,807 252,844 217,221 281,857 298,072 372,579 Miscellaneous Non-Operating 39,924 23,130 25,000 26,250 1,500 1,500 1,500 1,500 Sale of Capital Assets 752,894 - - - - - - - Projected Bond - WWTP Improvements - - 32,378,500 - - - - 8,692,200 Projected Bond - Biosolids Composting Facility - - 15,646,000 - - - - - Projected Bond - Biosolids Handling & Dewatering- - 6,519,500 - - - - - TOTAL NON-OPERATING SOURCES OF FUN 1,685,958 724,827 55,168,307 730,594 670,221 734,857 751,072 9,517,779 TOTAL SOURCES OF FUNDS9,985,080$ 9,065,091$ 65,142,232$ 12,682,660$ 15,000,804$ 16,226,368$ 17,192,461$ 26,805,318$USES OF FUNDS Operating-- Operating Expenditures 6,036,443$ 6,550,295$ 6,788,750$ 6,992,413$ 7,202,185$ 7,418,250$ 7,640,798$ 7,870,022$ Budget Addition - WWTP Improvements - - - - 648,000 889,920 916,618 944,116 Budget Addition - Biosolids Composting Facility - - - 212,500 437,750 450,883 464,409 478,341 Emergency Reserve - 210,000 210,000 216,300 222,789 229,473 236,357 243,448 Sick/Vacation Accrual 50,718 75,000 75,000 77,250 79,568 81,955 84,413 86,946 TOTAL OPERATING USES OF FUNDS 6,087,161 6,835,295 7,073,750 7,498,463 8,590,291 9,070,480 9,342,595 9,622,872 Debt-- Projected Bond - WWTP Improvements - - 2,101,125 2,801,500 2,801,500 2,801,500 2,801,500 3,553,600 Projected Bond - Biosolids Composting Facility - - 1,015,313 1,353,750 1,353,750 1,353,750 1,353,750 1,353,750 Projected Bond - Biosolids Handling & Dewatering- - 423,075 564,100 564,100 564,100 564,100 564,100 Marshall Landfill 1996 Revenue Bond 184,662 183,908 187,746 185,932 188,683 185,727 187,453 183,616 TOTAL DEBT SERVICE 184,662 183,908 3,727,259 4,905,282 4,908,033 4,905,077 4,906,803 5,655,066 Transfers Out-- Cost Allocation 645,798 639,446 765,073 841,580 925,738 1,018,312 1,120,143 1,232,157 Planning & Development Services 160,204 160,204 163,408 168,310 173,359 178,560 183,917 189,435 TOTAL TRANSFERS OUT 806,002 799,650 928,481 1,009,890 1,099,097 1,196,872 1,304,060 1,421,592 CITY OF BOULDER2005 FUND FINANCIALWASTEWATER UTILITY FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUALREVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDCITY OF BOULDER2005 FUND FINANCIALWASTEWATER UTILITY FUND Capital Improvements Program-- TOTAL CAPITAL USES OF FUNDS 1,576,908 1,705,000 2,460,000 750,000 900,000 960,000 1,960,000 1,050,000 PROJECTED BOND-WWTP IMPROVEMENTS - - 29,800,000 - - - - 8,000,000 PROJECTED BOND-BIOSOLIDS COMPOSTING - - 14,400,000 - - - - - PROJECTED BOND-BIOSOLIDS HANDLING - - 6,000,000 - - - - - CARRYOVERS, ENCUMBRANCES & MID-YR AT- 4,103,850 - - - - - - TOTAL USES OF FUNDS8,654,733$ 13,627,703$ 64,389,490$ 14,163,635$ 15,497,421$ 16,132,429$ 17,513,458$ 25,749,530$ Emergency Reserve Adjustment - 210,000 210,000 216,300 222,789 229,473 236,357 243,448 Sick/Vacation Accrual Adjustment 50,718 75,000 75,000 77,250 79,568 81,955 84,413 86,946 FUND BALANCE - END OF YEAR11,667,986$ 7,390,374$ 8,428,117$ 7,240,693$ 7,046,432$ 7,451,798$ 7,451,572$ 8,837,752$ Designated Reserves - Bond Reserves 187,586 187,586 4,906,936 4,906,936 4,906,936 4,906,936 4,906,936 5,659,036 Sick/Vacation/Bonus Liability 556,193 572,879 590,065 607,767 626,000 644,780 664,124 684,047 TOTAL RESERVES 743,779 760,465 5,497,001 5,514,703 5,532,936 5,551,716 5,571,060 6,343,083 SURPLUS/(DEFICIT) vs. RESERVE10,924,207$ 6,629,910$ 2,931,116$ 1,725,989$ 1,513,496$ 1,900,082$ 1,880,512$ 2,494,669$ OPERATING RESERVE (GOAL - 20%) 159.65% 90.20% 37.98% 21.57% 18.23% 22.06% 21.02% 26.85%
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year7,937,659$ 7,937,542$ 5,020,349$ 4,800,983$ 3,977,285$ 3,968,789$ 3,885,291$ 3,677,615$ SOURCES OF FUNDS Operating-- Service Charge Fees 4,082,670$ 4,110,172$ 4,241,944$ 4,377,941$ 4,518,297$ 4,753,701$ 5,001,369$ 5,261,940$ Projected Rate Increases - 6%123,305 3%127,258 3%131,338 3%225,915 5%237,685 5%250,068 5%263,097 5% TOTAL OPERATING SOURCES OF FUNDS 4,082,670 4,233,477 4,369,202 4,509,279 4,744,212 4,991,386 5,251,437 5,525,037 Non-Operating-- Plant Investment Fees 693,925 500,000 500,000 500,000 500,000 500,000 500,000 500,000 Urban Drainage District Funds 355,000 485,000 700,000 355,000 485,000 400,000 400,000 400,000 State & Federal Grants28,140 50,420 - - - - - - Interest on Investments 190,274 159,762 101,207 144,029 119,319 158,752 155,412 183,881 WASH Program 29,956 99,982 102,981 106,070 109,253 112,530 115,906 119,383 Miscellaneous Non-Operating 403,756 18,000 18,000 18,000 19,000 20,000 1,000 1,000 Sale of Capital Assets - MMHP 580,000 1,245,500 - - - - - - Projected Bond Proceeds - - - - 3,274,000 - - - TOTAL NON-OPERATING SOURCES OF FU2,281,051 2,558,664 1,422,188 1,123,100 4,506,571 1,191,282 1,172,318 1,204,264 TOTAL SOURCES OF FUNDS6,363,721$ 6,792,141$5,791,390$5,632,379$9,250,783$ 6,182,667$6,423,755$6,729,301$ USES OF FUNDS Operating-- Operating Expenditures2,185,732$ 2,226,513$ 2,881,429$ 2,710,372$ 2,791,683$ 2,875,434$ 2,961,697$ 3,050,547$ Emergency Reserve- 65,000 80,000 82,400 84,872 87,418 90,041 92,742 Sick/Vacation Accrual(11,074) 30,000 30,000 30,900 31,827 32,782 33,765 34,778 TOTAL OPERATING USES OF FUNDS 2,174,658 2,321,513 2,991,429 2,823,672 2,908,382 2,995,633 3,085,502 3,178,068 Debt-- Mapleton Mobile Home Park payments250,000 - - - - - - - Goose Creek/BVRC 1998 Revenue Bond810,946 809,967 808,038 805,158 806,309 806,273 810,029 1,126,036 Projected Bond - South Boulder Creek- - - - 299,000 299,000 299,000 299,000 Crawford Property Acquisition14,667 115,108 114,832 114,539 - - - - Arbitrage Payment- - - - - - - - TOTAL DEBT SERVICE 1,075,613 925,075 922,870 919,697 1,105,309 1,105,273 1,109,029 1,425,036 Transfers Out-- Cost Allocation 223,311 209,232 162,964 179,260 197,186 216,905 238,596 262,455 Planning & Development Services96,562 96,562 98,493 101,448 104,491 107,626 110,855 114,181 Other Transfers- 10,000 10,000 10,300 10,609 10,927 11,255 11,593 TOTAL TRANSFERS OUT 319,873 315,794 271,457 291,008 312,287 335,459 360,706 388,229 Capital Improvements Program-- TOTAL CAPITAL USES OF FUNDS 2,782,620 1,785,000 1,935,000 2,535,000 2,050,000 1,950,000 2,200,000 2,400,000 PROJECTED BOND - SOUTH BOULDER CREE- - - - 3,000,000 - - - ENCUMBRANCES, CARRYOVERS & MID-YR AT- 4,456,952 - - - - - - TOTAL USES OF FUNDS6,352,764$ 9,804,334$6,120,756$6,569,377$9,375,978$ 6,386,365$6,755,237$7,391,332$ CITY OF BOULDER2005 FUND FINANCIALSTORMWATER AND FLOOD MANAGEMENT UTILITY FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDCITY OF BOULDER2005 FUND FINANCIALSTORMWATER AND FLOOD MANAGEMENT UTILITY FUND Emergency Reserve Adjustment- 65,000 80,000 82,400 84,872 87,418 90,041 92,742 Sick/Vacation Accrual Adjustment(11,074) 30,000 30,000 30,900 31,827 32,782 33,765 34,778 FUND BALANCE - END OF YEAR7,937,542$ 5,020,349$4,800,983$3,977,285$3,968,789$ 3,885,291$3,677,615$3,143,104$ Designated Reserves - Bond Reserves824,715 824,715 824,715 824,715 1,123,715 1,123,715 1,123,715 1,123,715 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 MMHP Reserve540,000 - - - - - - - Sick/Vacation/Bonus Liability122,409 126,081 129,864 133,760 137,772 141,906 146,163 150,548 TOTAL RESERVES 2,537,124 2,000,796 2,004,579 2,008,475 2,311,487 2,315,621 2,319,878 2,324,263 SURPLUS/(DEFICIT) vs. RESERVES 5,400,418$ 3,019,553$ 2,796,404$ 1,968,810$ 1,657,302$ 1,569,671$ 1,357,737$ 818,841$ OPERATING RESERVE (GOAL - 20%) 215.53% 118.77% 88.69% 65.60% 53.39% 48.89% 40.87% 23.81%
CITY OF BOULDER2005 FUND FINANCIALCAGID FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL APPROVED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of the Year1,432,038$ 6,212,610$ 1,262,534$ 609,074$ 400,174$ 88,988$ 1,931,227$ 3,881,046$ SOURCES OF FUNDS Property/Owner. Tax 796,872$ 820,769$ 843,688$ 867,295$ 891,610$ 916,654$ 942,450$ 969,020$ Short Term Fees 991,462 1,143,500 1,298,708 1,366,470 1,366,470 1,617,073 1,617,073 1,617,073 Long Term Fees 1,280,638 1,524,588 1,709,000 1,794,950 1,794,950 1,884,698 1,978,933 2,077,880 Meterhood & Tokens 119,927 109,029 112,500 112,500 112,500 122,273 123,291 123,291 Interest 43,255 54,561 23,862 11,512 7,563 1,682 36,500 73,352 Rental Income 391,692 321,723 382,558 393,945 405,673 417,753 430,195 443,011 Mobility Center Grant 92,207 56,515 - - - - - - Miscellaneous 10,602 15,000 18,236 18,360 18,485 18,612 18,742 18,873 Transfers In 1,146,630 1,255,000 1,280,000 1,305,600 1,331,712 1,634,374 1,634,374 1,634,374 10th/Walnut Bond Proceeds 13,096,734 - - - - - 10th/Walnut - Property, Sales and Accommodations Tax TIF - - 292,516 898,215 925,162 952,917 981,504 1,010,949 10th/Walnut- other Revenue - - 55,825 56,662 57,512 58,375 59,251 60,139 10th/Walnut Reimbursement to CAGID from 03 Bds 515,018 - - - - - - - 10th/Walnut - TIF Guaranty $68,225TOTAL SOURCES OF FUNDS 18,485,038$ 5,300,685$ 6,085,118$ 6,825,509$ 6,911,638$ 7,624,411$ 7,822,313$ 8,027,962$ USES OF FUNDSOperating: Parking Operations 775,733$ 834,148$ 847,701$ 865,878$ 884,449$ 903,422$ 922,807$ 942,612$ Public Works Administration00000000 Major Maintenance - Parking - - - - - - - - Downtown & University Hill Management Division 795,419 849,798 855,798 875,006 894,651 914,743 935,292 956,307 10th and Walnut Parking Expense 98,962 370,799 381,086 391,668 402,556 413,757 425,281 Eco-Pass Program 271,453 339,200 $514,200 347,680 356,372 365,281 374,413 383,773 Major Maintenance - Mall 28,396 - - - - - - - Sick/Vacation Accrual 786 8,349 6,368 6,368 6,368 6,368 6,368 6,368 Capital Replacement Reserve 12,100 12,100 12,100 12,100 12,100 12,100 12,100 12,100 TOTAL OPERATING USES OF FUNDS 1,883,887 2,142,557 2,606,966 2,488,118 2,545,608 2,604,470 2,664,737 2,726,441 DEBT SERVICE Parking Structure Lease 51,537 - - - - - - - Series 1998 1,071,843 1,073,280 1,073,440 1,075,771 1,070,591 1,069,024 1,073,043 1,076,895 Series 1992 Refunding - - - - - - - - Series 2002 Refunding 1,354,012 1,278,347 1,605,129 1,524,251 1,636,089 - - - Series 2003 (10th and Walnut) $249,278 $462,578 $933,091 $936,075 $938,683 $936,005 $924,722 $916,844TOTAL DEBT SERVICE 2,726,670 2,814,205 3,611,660 3,536,097 3,645,363 2,005,029 1,997,765 1,993,739
CITY OF BOULDER2005 FUND FINANCIALCAGID FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL APPROVED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDTRANSFERS TO OTHER FUNDS Cost Allocation 109,403 108,327 134,320 141,036 148,088 155,492 163,267 171,430 Mall Maintenance 29,798 - - - - - - - Employee Benefit Insurance Fund - - - - - - - - Mall Improvements - Payback to GF 372,746 384,000 392,000 500,000 500,000 500,000 500,000 500,000 TOTAL TRANSFERS TO OTHER FUNDS 511,947 492,327 526,320 641,036 648,088 655,492 663,267 671,430 CAPITAL IMPROVEMENTS PROGRAM10th and Walnut Parking Structure 8,582,748 4,631,092 - - - - - - Carryover & Encumbrances - 131,478 - - - - - - Budget Adjustment - 47,450 - - - - - - TOTAL USES OF FUNDS 13,705,252$ 10,259,109$ 6,744,946$ 6,665,251$ 6,839,059$ 5,264,991$ 5,325,769$ 5,391,610$ Refunding Transactions Refunding Bonds - Par Refunding Bonds - Premiums Purchase Escrow Cost of IssuanceTotal Net Refunding Transactions Less: Excess TIF to City of Boulder$375,527$390,132$523,549$553,094$598,841Restricted Reserve Adjustment - - - - - - - - Less: Sick/Vacation Accrual Adjustment (786) (8,349) (6,368) (6,368) (6,368) (6,368) (6,368) (6,368) Bond Discount Amortization Adjustment 0 - - - - - - - Amortization of Deferred Bond Issuance Charges00000000UNAPPROPRIATED FUND BALANCE 6,212,610$ 1,262,534$ 609,074$ 400,174$ 88,988$ 1,931,227$ 3,881,046$ 5,924,924$ Designations: Designated Reserve 189,336 214,256 260,697 248,812 254,561 260,447 266,474 272,644 Natural Disaster Reserve 99,067 121,371 144,154 165,597 167,398 179,701 185,638 191,808 Capital Replacement Reserve - - - - - - - - Sick and Vacation Liability Reserve 81,418 89,767 96,135 102,503 108,871 115,239 121,607 127,975 SURPLUS/(DEFICIT) vs RESERVE GOAL 5,842,788$ 837,141$ 108,089$ (116,739)$ (441,841)$ 1,375,840$ 3,307,327$ 5,332,497$
CITY OF BOULDER 2005 FUND FINANCIALUHGID FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUALREVISEDAPPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of the Year 527,112$ 581,610$ 570,083$ 613,885$ 658,164$ 694,538$ 770,074$ 837,250$ SOURCES OF FUNDS Property/Owner. Tax 25,048$ 25,310$ 26,011$ 26,733$ 27,476$ 28,242$ 29,031$ 29,843$ Lot Revenues 161,234 153,675 156,408 164,337 164,337 185,725 185,725 187,410 Meterhood & Tokens 5,163 3,500 4,000 4,000 4,000 4,075 4,075 4,075 Interest 13,039 23,191 10,775 11,602 12,439 13,127 14,554 15,824 Blue Light/ Other Miscellaneous Revenue 300 895 - - - - - - Transfers from General Fund 195,287 165,000 175,000 175,000 175,000 201,250 201,250 201,250 TOTAL SOURCES OF FUNDS 400,071$ 371,571$ 372,194$ 381,672$ 383,252$ 432,419$ 434,635$ 438,402$ USES OF FUNDS Parking Services Operations 172,868$ 171,597$ 171,193$ 174,315$ 177,495$ 180,733$ 184,032$ 187,393$ Downtown & University Hill Management Division 142,690 108,744 108,843 110,841 112,876 114,949 117,061 119,212 Eco-Pass Program 450 636 636 646 656 666 676 686 Sick/Vacation Accrual 581 501 501 501 501 501 501 501 Capital Replacement Reserve 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 TOTAL OPERATING USES OF FUNDS325,589 290,478 290,173 295,303 300,528 305,849 311,270 316,792 TRANSFERS TO OTHER FUNDS Cost Allocation 19,403 19,212 38,720 42,592 46,851 51,536 56,690 62,359 Carryovers & Encumbrances - 64,338 - - - - - - TOTAL USES OF FUNDS 344,992$ 383,598$ 328,893$ 337,895$ 347,379$ 357,385$ 367,960$ 379,151$ Sick/Vacation Accrual Adjustment 581 (501) (501) (501) (501) (501) (501) (501) UNRESTRICTED FUND BALANCE581,610$ 570,083$ 613,885$ 658,164$ 694,538$ 770,074$ 837,250$ 897,002$ Designations: Designated Reserve 86,248 95,900 82,223 84,474 86,845 89,347 91,990 94,788 Natural Disaster Reserve 3,966 6,197 5,916 6,200 6,248 6,935 7,002 7,115 Sick and Vacation Liability Reserve 11,204 11,705 12,206 12,707 13,208 13,709 14,210 14,711 SURPLUS/(DEFICIT) vs RESERVE GOAL 480,191$ 456,282$ 513,540$ 554,783$ 588,238$ 660,083$ 724,048$ 780,388$
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of the Year 2,951,675$ 3,223,265$ 363,872$ 532,272$ 505,820$ 638,597$ 803,442$ 554,092$ SOURCES OF FUNDSProperty Tax 1,316,522 1,374,906 1,416,153 1,458,638 1,502,397 1,547,469 1,593,893 1,641,710 Interest 79,415 75,000 75,000 75,000 75,000 75,000 75,000 75,000 Parks & Recreation Development Fee 229,901 147,516 144,566 141,675 138,841 136,065 150,000 150,000 Golf Expansion Fees - 60,000 60,000 60,000 60,000 60,000 60,000 60,000 Other Revenues 66 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Transfer From The General Fund - - - - - - - - Transfer From Worker's Compensation Fund - - - - - - - - TOTAL SOURCES OF FUNDS1,625,904$ 1,667,422$ 1,705,719$ 1,745,313$ 1,786,238$ 1,828,534$ 1,888,893$ 1,936,710$ USES OF FUNDSOperating & Maintenance 385,819$ 359,904$ 360,923$ 371,751$ 382,904$ 394,391$ 406,223$ 418,410$ Capital Refurbishment 68,852 730,413 406,566 428,675 450,841 448,065 412,000 412,000 Total Operating Uses of Funds 454,671 1,090,317 767,489 800,426 833,745 842,456 818,223 830,410 Transfers To Other Funds Cost Allocation 39,268 38,882 54,729 56,097 54,730 56,098 54,731 54,732 Employee Benefit Insurance Fund (5,654) - - - - - - - Excise Tax Collection 4,607 4,607 4,699 4,840 4,985 5,135 5,289 5,443 38,221 43,489 59,428 60,937 59,715 61,233 60,020 60,175 Debt ServiceTotal Debt Service 50,402 50,402 50,402 50,402 - - - - Capital Improvement ProgramCapital Projects 811,020 3,342,607 660,000 860,000 760,000 760,000 1,260,000 1,060,000 TOTAL USES OF FUNDS1,354,314$ 4,526,815$ 1,537,319$ 1,771,765$ 1,653,460$ 1,663,689$ 2,138,243$ 1,950,585$ FUND BALANCE - END OF YEAR3,223,265$ 363,872$ 532,272$ 505,820$ 638,597$ 803,442$ 554,092$ 540,217$ Designations:Miscellaneous (4,219) (4,219) - - - - - - Sick & Vacation Liability Reserve (79,911) (82,308) (84,777) (87,320) (89,940) (92,638) (95,417) (98,280) Total Designations (84,130) (86,527) (84,777) (87,320) (89,940) (92,638) (95,417) (98,280) SURPLUS/(DEFICIT) vs. RESERVE GOAL 3,139,135$ 277,345$ 447,495$ 418,500$ 548,657$ 710,804$ 458,675$ 441,937$ CITY OF BOULDER2005 FUND FINANCIALPERMANENT PARKS & RECREATION FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 502,405$ 1,049,010$ 772,291$ 783,198$ 485,550$ 433,076$ 545,334$ 649,601$ SOURCES OF FUNDS Telecom Phone System User Charges 503,504$ 539,524$ 563,203$ 577,283$ 591,715$ 606,508$ 621,671$ 637,212$ Telecom Chanrges Billed to outside Entity 46,219 5,079 5,079 5,206 5,336 5,470 5,606 5,746 Long Distance Phone Charges 12,000 12,000 12,300 12,608 12,923 13,246 13,577 Telecommunications Planning & Deployment 515,795 44,000 44,000 44,000 45,100 46,228 47,383 48,568 Leased Fiber Maint Payments - Outside Entity 11,340 11,624 11,914 12,212 12,517 12,830 13,151 BRAN - - - - - - - BRAN Maintenance 80,250 70,000 70,000 70,000 70,000 70,000 70,000 70,000 Remote Telecom User Charges - - - - - - Interest 11,944 20,980 14,596 14,802 9,177 8,185 10,307 12,277 TOTAL SOURCES OF FUNDS1,157,712$ 702,923$ 720,502$ 735,506$ 746,148$ 761,830$ 781,043$ 800,532$ USES OF FUNDS Operating: Telecom Phone System 425,780$ -$ -$ -$ -$ -$ -$ -$ -Quarterly Admin Chgs - 263,293 263,293 276,458 290,281 304,795 320,034 336,036 -T1 for Opt 11 Sites - - - - - - - - -Monthly Op Chgs - 211,500 211,500 184,075 157,279 165,143 173,400 182,070 -Long Distance Chgs - 31,800 33,390 35,060 36,812 38,653 40,586 42,615 Capital Telephone Expenses - 40,000 67,071 400,000 175,000 - - - Telecommunications Planning & Deployment 149,678 354,724 51,927 55,914 57,312 58,745 60,213 61,719 BRAN - - - - - - - - BRAN Maintenance 27,240 70,000 71,050 70,000 70,000 70,000 70,000 70,000 Other - - - - - - - - Total Operating Uses of Funds 602,698 971,317 698,232 1,021,506 786,684 637,335 664,233 692,440 Transfers to Other Funds: Debt Payments - - - - - - - - Cost Allocation 8,409 8,326 11,363 11,647 11,938 12,237 12,543 12,856 Total Transfers to Other Funds 8,409 8,326 11,363 11,647 11,938 12,237 12,543 12,856 TOTAL USES OF FUNDS611,107$ 979,643$ 709,595$ 1,033,153$ 798,622$ 649,572$ 676,776$ 705,296$ UNRESTRICTED FUND BALANCE1,049,010$ 772,291$ 783,198$ 485,550$ 433,076$ 545,334$ 649,601$ 744,838$ Required Reserve: Total Required Reserve 1,049,010 772,291 783,198 485,550 433,076 545,334 649,601 744,838 SURPLUS(DEFICIT) vs RESERVE GOAL-$ -$ -$ -$ -$ -$ -$ -$ CITY OF BOULDER2005 FUND FINANCIALTELECOMMUNICATIONS FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 1,879,269$ 2,430,037$ 2,487,327$ 2,640,872$ 2,779,817$ 3,314,780$ 4,321,439$ 5,254,419$ SOURCES OF FUNDS Charges to Departments 1,397,000$ 1,241,000$ 1,539,000$ 1,609,000$ 2,067,000$ 2,635,000$ 2,635,000$ 2,635,000$ Interest on Investments 40,550 60,000 60,000 60,000 60,000 60,000 60,000 60,000 Payment from Excess Insurance 60,353 - - - - - - - Risk Purchasing Group Profit Sharing 33,086 8,215 - - - - - - TOTAL SOURCES OF FUNDS1,530,989$ 1,309,215$ 1,599,000$ 1,669,000$ 2,127,000$ 2,695,000$ 2,695,000$ 2,695,000$ USES OF FUNDS Insurance Premiums: Airport 9,239$ 9,422$ 9,756$ 10,243$ 10,756$ 11,293$ 11,858$ 12,451$ Public Safety Bldg 5,615 5,731 5,772 5,829 5,888 5,946 6,006 6,066 Liability 287,461 230,554 238,719 250,655 263,188 276,348 290,165 304,673 Crime 7,595 7,133 7,531 7,531 7,757 7,990 8,229 8,476 Boiler 24,347 24,221 24,221 24,221 24,221 24,221 24,221 24,221 Property 268,253 272,849 272,849 272,849 272,849 272,849 272,849 272,849 Difference in Conditions 88,235 80,402 80,402 80,402 80,402 80,402 80,402 80,402 AJG Broker Fee 40,500 42,500 44,625 46,856 49,199 51,659 54,242 56,954 Gallagher Bassett Fee 18,169 12,811 13,452 14,124 14,830 15,572 16,350 17,168 Information Resources and Permits 97 430 473 520 572 630 693 762 Dues/Memberships/Training 1,480 5,500 6,050 6,655 7,321 8,053 8,858 9,744 Insurance Claims 158,000 489,082 668,179 720,525 777,155 838,430 905,504 977,945 Actuarial Valuation Expense and Consulting 12,710 13,346 - 14,013 - 14,714 - 15,450 Cost Allocation 58,520 57,944 73,427 75,630 77,899 80,236 82,643 85,122 TOTAL USES OF FUNDS980,221$ 1,251,925$ 1,445,455$ 1,530,055$ 1,592,036$ 1,688,342$ 1,762,020$ 1,872,283$ ENDING FUND BALANCE 2,430,037$ 2,487,327$ 2,640,872$ 2,779,817$ 3,314,780$ 4,321,439$ 5,254,419$ 6,077,136$ Designations: Actuarially Calculated Reserve 1,054,008 910,796 910,796 910,796 910,796 910,796 910,796 910,796 City Reserve Policy 500,000 537,500 537,500 537,500 537,500 537,500 537,500 537,500 Total Required Reserve 1,554,008 1,448,296 1,448,296 1,448,296 1,448,296 1,448,296 1,448,296 1,448,296 SURPLUS/(DEFICIT) vs. Required Reserve876,029$ 1,039,031$ 1,192,576$ 1,331,521$ 1,866,484$ 2,873,143$ 3,806,123$ 4,628,840$ CITY OF BOULDER2005 FUND FINANCIALPROPERTY AND CASUALTY INSURANCE
CITY OF BOULDER2005 FUND FINANCIALWORKERS' COMPENSATION FUND Inflation Projection2003 2004 2005 2006 2007 2008 2009 20103.00%ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDTotal Working Capital4,514,700$ 4,042,801$ 3,966,989$ 3,890,377$ 3,968,012$ 4,118,322$ 4,250,802$ 4,373,229$ Revenues Collections/Charges (Projected @ 3%) 1,102,153 1,102,152 1,118,684 1,135,465 1,152,497 1,169,784 1,187,331 1,205,141 Interest on Investments (Projected @ 5% of Fund Balance) 97,241 90,963 89,257 87,533 89,280 92,662 95,643 98,398 Rebate of Charges for Services 14,384 Work Comp Reimbursement to Departments499,909 Other Revenues * 150,000 196,000 400,000 500,000 500,000 500,000 500,000 Total Revenues713,869$ 1,343,115$ 1,403,942$ 1,622,998$ 1,741,777$ 1,762,446$ 1,782,974$ 1,803,538$ Expenditures Claims Related Claims Paid 584,091$ 687,996$ 766,813$ 810,721$ 835,294$ 844,620$ 852,358$ 857,452$ Excess Insurance Premiums 75,818 113,116 147,051 151,462 156,006 160,686 165,507 170,472 Permit Holder Annual Fee 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Self-Insurance Bond + Brokerage Fee 21,490 22,042 22,703 23,384 24,086 24,808 25,553 26,319 Self-Insurance Taxes 42,540 45,132 46,486 47,881 49,317 50,796 52,320 53,890 Claims Deposit - - - - - - - - Medical Consultants - OHMS +midyear Adj. 44,620 49,082 50,554 52,071 53,633 55,242 56,899 58,606 Consultant Services - Med Case Mgt / 2nd Med Opn 11,976 12,335 12,705 13,086 13,479 13,883 14,300 14,729 Consultant Services - Claims Audit 15,000 25,000 15,000 15,000 15,000 22,000 22,001 22,001 Consultant Services - Data Processing - - - - - - - - Consultant Services - Legal 2,000 2,060 2,122 2,185 2,251 2,319 2,388 2,460 Consultant Services - Other 2,164 2,229 2,296 2,365 2,436 2,509 2,584 2,661 Wellness Program 118,612 185,000 190,550 196,267 202,154 208,219 214,466 220,900 Loss Prevention = Screenings/Equipment/Return to Work 52,080 53,642 55,252 56,909 58,616 60,375 62,186 64,052 Sub-Total 972,390 1,199,635 1,313,532 1,373,332 1,414,273 1,447,458 1,472,562 1,495,543 Administration Related Cost Allocation 62,438 61,824 15,365 15,826 16,301 16,790 17,293 17,812 Temporary Personnel Services - - - - - - - - Information Resources / Memberships 1,896 1,953 2,012 2,072 2,134 2,198 2,264 2,332 Telephone Administration / Confidential Fax / Cell Phone 858 883 883 910 937 965 994 1,024 Equipment Non-Capital - - - - - - - - Training + ARM 1k 335 2,345 2,415 2,488 2,562 2,639 2,718 2,800 Salaries & Benefits 133,117 137,111 130,715 134,636 138,676 142,836 147,121 151,535 Other Materials/Supplies 14,676 15,117 15,570 16,037 16,518 17,014 17,524 18,050 Reproduction 57 59 61 63 64 66 68 70 Audio/Visual - - - - - - - - Sub-Total 213,378 219,292 167,021 172,032 177,193 182,509 187,984 193,624 Total Expenditures1,185,768$ 1,418,927$ 1,480,553$ 1,545,364$ 1,591,466$ 1,629,967$ 1,660,547$ 1,689,166$
CITY OF BOULDER2005 FUND FINANCIALWORKERS' COMPENSATION FUND Inflation Projection2003 2004 2005 2006 2007 2008 2009 20103.00%ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDExcess/(deficit)revenues/expenditures (471,899) (75,812) (76,612) 77,634 150,311 132,479 122,427 114,372 UNRESTRICTED ENDING FUND BALANCE4,042,801$ 3,966,989$ 3,890,377$ 3,968,012$ 4,118,322$ 4,250,802$ 4,373,229$ 4,487,601$ RESTRICTIONS100% of Case Loss Reserves @ 50% Confidence 1,236,238 1,265,173 1,422,114 1,529,389 1,607,123 1,671,191 1,723,259 1,766,095 City Reserve Policy 1,800,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 BALANCE TO COMPLY WITH CITY RESERVE POLICY3,036,238 3,665,173 3,822,114 3,929,389 4,007,123 4,071,191 4,123,259 4,166,095 SURPLUS/(DEFICIT) OF RESERVE POLICY1,006,563$ 301,816$ 68,263$ 38,623$ 111,199$ 179,611$ 249,970$ 321,506$ * Other Revenue represents the rate increase needed to ensure compliance with the City Reserve Policy.
CITY OF BOULDER2005 FUND FINANCIALFLEET OPERATIONS FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 23,032$ (62,802)$ 224,654$ 503,372$ 673,880$ 753,398$ 785,175$ 674,546$ SOURCES OF FUNDS Vehicle Charges 1,755,012$ 2,382,761$ 2,306,182$ 2,329,244$ 2,352,536$ 2,376,062$ 2,399,822$ 2,423,820$ Vehicle Acquisition Charges 282,920 328,903 400,000 350,000 350,000 400,000 350,000 500,000 Interest Earnings (2,427) 3,389 4,493 10,067 13,478 15,068 15,703 13,491 Other 390,936 250,000 250,000 275,000 275,000 275,000 275,000 275,000 TOTAL SOURCES OF FUNDS 2,426,441$ 2,965,053$ 2,960,675$ 2,964,311$ 2,991,014$ 3,066,130$ 3,040,526$ 3,212,311$ USES OF FUNDS Operating: Operating Expenditures 2,176,819$ 2,324,894$ 2,343,068$ 2,448,506$ 2,558,689$ 2,673,830$ 2,794,152$ 2,919,889$ PW Administration 22,412 5,362 - - - - - - Emergencies - 24,692 24,329 24,485 25,587 26,738 27,942 29,199 Building Replacement 45,809 57,261 57,261 57,261 57,261 57,261 45,809 45,809 Sick/Vacation Accrual 11,204 11,875 11,994 12,114 12,235 12,357 12,481 12,606 Total Operating Uses of Funds 2,256,244 2,424,084 2,436,652 2,542,366 2,653,772 2,770,186 2,880,383 3,007,502 Transfers to Other Funds Cost Allocation 256,032 253,513 245,305 251,438 257,724 264,167 270,771 277,540 Total Transfers to Other Funds 256,032 253,513 245,305 251,438 257,724 264,167 270,771 277,540 Carryovers & Encumbrances - - - - - - - - Mid-Year Additions - - - - - - - - TOTAL USES OF FUNDS 2,512,275$ 2,677,597$ 2,681,957$ 2,793,804$ 2,911,495$ 3,034,353$ 3,151,154$ 3,285,043$ FUND BALANCE - END OF YEAR (62,802)$ 224,654$ 503,372$ 673,880$ 753,398$ 785,175$ 674,546$ 601,815$ DESIGNATED RESERVES Sick/Vac/Bon Liability Reserve 105,892 117,767 129,761 141,874 154,109 166,466 178,947 191,553 Emergency Operating Reserve (Goal = 2%) - - 46,861 95,831 147,005 200,482 256,365 314,763 Total Reserves 105,892 117,767 176,622 237,706 301,115 366,948 435,312 506,315 SURPLUS(DEFICIT) vs RESERVES (168,694)$ 106,887$ 326,750$ 436,174$ 452,284$ 418,226$ 239,234$ 95,499$
CITY OF BOULDER2005 FUND BALANCEFLEET REPLACEMENT FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 2,647,053$ 4,432,629$ 3,791,356$ 4,247,028$ 4,754,484$ 4,661,494$ 4,639,186$ 5,215,310$ SOURCES OF FUNDS Equipment Replacement Charges 3,270,403$ 3,045,552$ 3,317,874$ 3,338,195$ 3,386,656$ 3,424,375$ 3,459,811$ 3,500,116$ Sale of Assets 487,786 143,649 168,811 146,414 179,853 178,011 149,291 208,676 Interest Earnings 76,416 86,154 72,828 84,941 95,090 93,230 92,784 104,306 Other - - - - - - - - TOTAL SOURCES OF FUNDS 3,834,605$ 3,275,355$ 3,559,513$ 3,569,550$ 3,661,599$ 3,695,616$ 3,701,886$ 3,813,098$ USES OF FUNDS Operating: Equipment Purchases 2,002,990$ 2,740,696$ 3,069,288$ 3,026,247$ 3,717,395$ 3,679,330$ 3,085,711$ 4,313,135$ PW Administration 38,121 49,368 21,642 22,292 22,960 23,649 24,359 25,089 Budget Adjustment - - - - - - - - Other - - - - - - - - Total Operating Uses of Funds 2,041,110 2,790,063 3,090,930 3,048,538 3,740,354 3,702,978 3,110,069 4,338,223 Transfers to Other Funds Cost Allocation 7,919 7,841 12,911 13,556 14,234 14,946 15,693 16,478 Total Transfers to Other Funds 7,919 7,841 12,911 13,556 14,234 14,946 15,693 16,478 Carryovers & Encumbrances - 1,118,724 - - - - - - TOTAL USES OF FUNDS 2,049,029$ 3,916,628$ 3,103,841$ 3,062,094$ 3,754,588$ 3,717,924$ 3,125,762$ 4,354,701$ RESTRICTED FUND BALANCE 4,432,629$ 3,791,356$ 4,247,028$ 4,754,484$ 4,661,494$ 4,639,186$ 5,215,310$ 4,673,707$
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 3,491,442$ 3,628,095$ 3,499,513$ 3,486,539$ 3,473,176$ 3,459,218$ 3,444,646$ 3,429,439$ SOURCES OF FUNDS Transfer In 496,952$ 281,000$ 311,240$ 311,240$ 311,240$ 311,240$ 311,240$ 311,240$ Transfer In - Public Safety Fund 500,000 - - - - - - - Interest on Investments 73,885 72,562 69,990 69,731 69,464 69,184 68,893 68,589 TOTAL SOURCES OF FUNDS 1,070,837$ 353,562$ 381,230$ 380,971$ 380,704$ 380,424$ 380,133$ 379,829$ USES OF FUNDS Retirement/Termination Payout 923,871$ 471,932$ 381,240$ 381,240$ 381,240$ 381,240$ 381,240$ 381,240$ TOTAL OPERATING USES OF FUNDS 923,871 471,932 381,240 381,240 381,240 381,240 381,240 381,240 TRANSFERS TO OTHER FUNDS Cost Allocation 10,313 10,212 12,964 13,094 13,421 13,757 14,100 14,453 TOTAL TRANSFERS TO OTHER FUNDS 10,313 10,212 12,964 13,094 13,421 13,757 14,100 14,453 TOTAL USES OF FUNDS 934,184$ 482,144$ 394,204$ 394,334$ 394,661$ 394,997$ 395,340$ 395,693$ ENDING FUND BALANCE 3,628,095$ 3,499,513$ 3,486,539$ 3,473,176$ 3,459,218$ 3,444,646$ 3,429,439$ 3,413,575$ Designations: Required Reserve: Beginning Reserve Requirement 3,065,252 3,168,930 3,125,378 3,250,378 3,375,378 3,500,378 3,625,378 3,750,378 Annual Increase to Required Reserve 103,678 (43,552) 125,000 125,000 125,000 125,000 125,000 125,000 Total Required Reserve 3,168,930 3,125,378 3,250,378 3,375,378 3,500,378 3,625,378 3,750,378 3,875,378 SURPLUS/(DEFICIT) vs. Required Reserve 459,165$ 374,135$ 236,161$ 97,798$ (41,160)$ (180,732)$ (320,939)$ (461,803)$ CITY OF BOULDER2005 FUND FINANCIALCOMPENSATED ABSENCES FUND
CITY OF BOULDER2005 FUND FINANCIALCOMPUTER REPLACEMENT FUND2003 2004 2005 2006 2007 2008 2009 2010ACTUAL APPROVED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 1,880,482$ 2,021,664$ 2,030,489$ 1,797,137$ 1,949,948$ 1,745,431$ 1,170,874$ 1,113,996$ SOURCES OF FUNDS Transfer In - General Fund/Subsidy 828,000$ 581,250$ 581,250$ 615,000$ 627,300$ 639,846$ 652,643$ 665,696$ Transfer In - Dept Contributions 772,403 Transfer In - General Fund/Departments 187,200 187,200 190,944 194,763 198,658 202,631 206,684 Transfer In - Restricted Funds 706,768 706,768 720,903 735,321 750,028 765,028 780,329 Other Dept Contributions (Amt over Standard) Chrgs to External entities 3,141 Revenue booked to CRF in Error 18,900 Misc Used Equipment Sales 33,575 15,084 17,480 14,103 17,973 22,051 17,100 16,370 Interest on Investments 37,389 40,430 38,209 38,376 33,966 36,854 32,989 22,130 TOTAL SOURCES OF FUNDS 1,693,408$ 1,530,733$ 1,530,907$ 1,579,326$ 1,609,323$ 1,647,437$ 1,670,391$ 1,691,208$ USES OF FUNDS Transfer to General Fund -$ -$ -$ -$ -$ -$ -$ -$ Amount Over Standard - - - - - - - - Equipment Disposal Expense 1,634 - - - - - - - Computer Replacements 1,536,986 1,508,435 1,748,000 1,410,256 1,797,256 2,205,078 1,710,015 1,636,987 TOTAL OPERATING USES OF FUNDS 1,538,620 1,508,435 1,748,000 1,410,256 1,797,256 2,205,078 1,710,015 1,636,987 Transfers to Other Funds: Cost Allocation 13,606 13,472 16,259 16,259 16,584 16,916 17,254 17,599 Total Transfers to Other Funds 13,606 13,472 16,259 16,259 16,584 16,916 17,254 17,599 TOTAL USES OF FUNDS 1,552,226$ 1,521,907$ 1,764,259$ 1,426,515$ 1,813,840$ 2,221,994$ 1,727,269$ 1,654,586$ ENDING FUND BALANCE 2,021,664$ 2,030,489$ 1,797,137$ 1,949,948$ 1,745,431$ 1,170,874$ 1,113,996$ 1,150,618$ Designations: Required Reserve: Beginning Reserve Requirement - 763,184 823,355 951,803 1,225,380 1,065,164 911,753 930,176 Annual Increase to Required Reserve 485,871 497,046 508,478 520,173 532,137 544,377 556,897 Decrease for Replacement Purchases - (425,701) (368,598) (234,901) (680,390) (685,548) (525,954) (409,605) Total Required Reserve 763,184 823,355 951,803 1,225,380 1,065,164 911,753 930,176 1,077,468 SURPLUS/(DEFICIT) vs. Required Reserve 1,258,480$ 1,207,135$ 845,335$ 724,568$ 680,267$ 259,120$ 183,820$ 73,150$
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCE Beginning of Year 3,004,691$ 3,873,050$ 4,145,053$ 3,419,861$ 3,635,176$ 3,852,476$ 4,071,380$ 4,291,469$ SOURCES OF FUNDS General Fund Contributions 745,781$ 201,010$ 207,040$ 213,252$ 219,649$ 226,239$ 233,026$ 240,016$ Restricted Fund Contributions 358,762 299,900 308,897 318,164 327,709 337,540 347,666 358,096 Interest on Investment 71,437 60,094 78,342 68,397 72,704 77,050 81,428 85,829 TOTAL SOURCES OF FUNDS 1,175,980$ 561,004$ 594,279$ 599,813$ 620,061$ 640,828$ 662,120$ 683,942$ USES OF FUNDSGeneral Fund Equipment Purchases 103,243$ 93,973$ 1,098,672$ 153,605$ 161,285$ 169,350$ 177,817$ 186,708$ Restricted Fund Equipment Purchases 168,031 157,997 165,897 174,192 182,901 192,046 201,649 211,731 PW Support Services 11,065 11,983 27,048 27,454 27,866 28,284 28,708 29,139 Transfers to Other Funds Cost Allocation 25,282 25,048 27,854 29,247 30,709 32,244 33,857 35,550 Encumbered Carryovers - - - - - - - - Mid-Year Adjustments-to-Base - - - - - - - - TOTAL USES OF FUNDS 307,621$ 289,001$ 1,319,471$ 384,498$ 402,762$ 421,924$ 442,031$ 463,127$ FUND BALANCE - END OF YEAR 3,873,050$ 4,145,053$ 3,419,861$ 3,635,176$ 3,852,476$ 4,071,380$ 4,291,469$ 4,512,283$ General Fund Restricted Balance 2,339,490 2,460,365 1,582,797 1,649,461 1,716,302 1,783,103 1,849,629 1,915,623 Restricted Fund Restricted Balance 1,533,560 1,684,688 1,837,064 1,985,715 2,136,174 2,288,276 2,441,839 2,596,661 3,873,050 4,145,053 3,419,861 3,635,176 3,852,476 4,071,379 4,291,468 4,512,283 UNRESTRICTED FUND BALANCE 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ CITY OF BOULDER2005 FUND FINANCIALEQUIPMENT REPLACEMENT FUND
2003 2004 2005 2006 2007 2008 2009 2010ACTUAL REVISED APPROVED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTEDUNAPPROPRIATED FUND BALANCEBeginning of Year 2,123,233$ 2,649,815$ 2,279,558$ 2,031,283$ 1,936,592$ 2,052,960$ 2,189,223$ 2,463,005$ SOURCES OF FUNDSDepartmental GF Contributions 593,067$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ Departmental RFContributions 196,909 123,261 123,261 123,261 123,261 123,261 123,261 123,261 Transfers From Major Maintenance 569,320 285,339 350,000 350,000 350,000 350,000 350,000 350,000 General Fund CIP Contributions 588,516 536,000 401,000 573,000 596,000 620,000 644,800 670,592 Interest Earnings 43,512 43,604 44,428 45,317 46,223 47,147 48,090 49,052 TOTAL SOURCES OF FUNDS 1,991,323$ 1,038,204$ 968,689$ 1,141,577$ 1,165,483$ 1,190,407$ 1,216,150$ 1,242,904$ USES OF FUNDS Operating:Operating GF Project Expenses 1,019,109$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ 300,000$ Operating RF Project Expenses 58,583 - 100,000 - - - - - Operating Project Carryovers - 151,014 - - - - - - Cost Allocation Charges 60,518 59,923 65,613 68,894 72,338 75,955 79,753 83,741 PW Support Services - - 12,985 13,375 13,776 14,189 14,615 15,054 Total Operating Uses of Funds 1,138,210 510,937 478,598 382,269 386,115 390,145 394,368 398,794 Capital Improvements Program:Exhisting Facility - Enhancements/Upgrades 285,634 350,000 435,000 750,000 441,000 278,000 488,000 - Exhisting Facility - Rehab/Repair/Deficiencies 40,897 100,000 293,365 54,000 222,000 386,000 60,000 494,000 New Construction - - - 50,000 - - - - Study or Analysis - - 10,000 - - - - - Captial Project Carryovers - 447,524 - - - - - - Total Capital Uses of Funds 326,531 897,524 738,365 854,000 663,000 664,000 548,000 494,000 Mid-Year Adjustments-to-Base - - - - - - - - TOTAL USES OF FUNDS 1,464,741$ 1,408,461$ 1,216,963$ 1,236,269$ 1,049,115$ 1,054,145$ 942,368$ 892,794$ FUND BALANCE - END OF YEAR 2,649,815$ 2,279,558$ 2,031,283$ 1,936,592$ 2,052,960$ 2,189,223$ 2,463,005$ 2,813,115$ Departmental GF Annual Balance 1,822,549 1,329,031 1,057,496 839,543 832,651 845,652 996,174 1,223,022 Dushanbe Teahouse Capital Balance 105,694 105,694 105,694 105,694 105,694 105,694 105,694 105,694 Departmental RF Annual Balance 721,572 844,833 868,094 991,355 1,114,616 1,237,877 1,361,138 1,484,399 2,649,815 2,279,558 2,031,284 1,936,592 2,052,960 2,189,223 2,463,005 2,813,115 UNRESTRICTED FUND BALANCE (0)$ (0)$ (0)$ (0)$ (0)$ (0)$ (0)$ (0)$ CITY OF BOULDER2005 FUND FINANCIALFACILITY RENOVATION & REPLACEMENT FUND
UTILITY RATES
OVERVIEW
The city owns and operates three utilities: water, wastewater, and stormwater/ flood management.
Each utility assesses a variety of rates, fees, and charges to ensure that revenues are sufficient to
meet operating and maintenance costs and to maintain the financial integrity of each utility. The
Public Works Department annually reviews the financial and operation performance of each utility
and, as appropriate, makes recommendations to City Council regarding adjustments to user charges
and other related fees. The recommendations are reviewed and approved by City Council as part of
the annual budget process.
The recommended rate and financial plan is designed to maintain required reserves and meet debt
service coverage requirements. Reserves are needed for bond issuances, accrued employee benefits
liability, post-flood property acquisition and operational emergencies. Currently, the city strives to
maintain a 20%-25% operating reserve for each utility over a six-year planning period. Water
revenues can be significantly lower during either a wet or drought year. It is financially prudent to
have reserves available for years where there may be a revenue shortfall. The operating reserve level
is also related to the capital-intensive nature of the utilities operations. It is industry-standard to
keep three months of operating expenditures in reserves. A higher level of operating reserve can
more readily fund an emergency or unanticipated capital expenditure should they occur. In addition,
bond rating agencies favor higher levels of operating reserves.
The debt service coverage requirements are established as part of the utility's indenture or bond
covenants. On an annual basis each utility is required to generate net revenues (total revenues minus
operating expenditures) before debt service, equal to 1.25 times its annual debt service requirements.
MONTHLY USER FEES
Rate increases for all three utilities are proposed for 2005 to meet the utility’s financial requirements
and to fund necessary operation and maintenance costs. The following percentage increases in
revenues are recommended: (the 2004 percentage increases are currently in effect):
Year Water Wastewater Stormwater/ Flood Management
2004 3% 6% 3%
2005 3% 20% 3%
2006 3% 20% 3%
2007 4% 20% 5%
2008 4% 8% 5%
The rate increases in the water and stormwater/flood management funds are primarily needed to
cover inflationary increases for personnel and nonpersonnel items. The increase in the water fund
will also fund three ongoing budget additions. Two of these additions will fund improvements to
treatment operations at the Boulder Reservoir Water Treatment Plant and the other will fund an
increase in the city’s annual assessments for Windy Gap water delivered through the Northern
Colorado Water Conservancy District.
The rate increase in the wastewater utility will fund general inflationary increases and debt service
associated with several major capital projects. The projects are: improvements to the Wastewater
Treatment Plant, construction of a Biosolids Handling and Dewatering Facility and possible
construction of a Class A Biosolids Composting Facility. The 20% rate increase for 2005 is tied
primarily to the improvements at the Wastewater Treatment Plant. The plant improvements must be
done in order for the city to comply with State mandated effluent discharge requirements. As more
exact cost estimates are developed for these projects and the suitability of the Valmont Butte site for
the Biosolids projects is determined, the timing and/or amount of future wastewater rate increases
(2006-2008) may change.
If the proposed rate adjustments are approved for 2005, the annual utility bill for an average
residential customer (annual consumption of 120,000 gallons) will increase from $621.80 to
$671.60. This is an increase of approximately $4.15 per month. The following table is a
comparison of annual bills under existing and recommended rates for the city's three utilities.
TYPICAL RESIDENTIAL CUSTOMER
COMPARISON OF CURRENT AND PROPOSED
ANNUAL UTILITY BILL
Utility
2004
2005
Difference
Water
$405.44
$424.64
$19.20
Wastewater
141.96
170.76
28.80
Stormwater/ Flood
Management
74.40
76.20
1.80
TOTAL
$621.80
$671.60
$49.80
PROGRAMS AND PROJECTS WITH POTENTIAL RATE IMPACTS
The development of the Utilities budget has been undertaken in a comprehensive manner. Some
of the larger projects and programs that have a budgetary impact include:
Water Utility
- Betasso Water Treatment Plant Improvements ($5.0 million included in 2006 CIP, plus
increase in operating budget)
- Boulder Reservoir Water Treatment Plant Improvements ($6.2 million included in
2005-2010 CIP, plus increase in operating budget)
Wastewater Utility
- Wastewater Treatment Plant Improvements related to the discharge permit renewal
($29.8 million included in 2005 CIP, plus increase in operating budget)
- Biosolids Handling and Dewatering Facility ($6.0 million included in 2005 CIP)
- Class A Biosolids Composting Facility ($14.4 million included in 2005 CIP, plus
increase in operating budget)
Stormwater/ Flood Management Utility
- Initial improvements related to South Boulder Creek ($3.0 million included in 2007
CIP)
PLANT INVESTMENT FEES
Utility Plant Investment Fees (PIFs) will increase by an inflationary amount (3.3%) for 2005.
This amount is based on the percent change in the construction cost index. PIFs are a one-time
fee collected when a property is annexed, developed, or redeveloped and requires access
(capacity) into the existing water, wastewater, or stormwater/ flood management systems. PIFs
were recalculated, based on the replacement value of the utility assets, as part of the 2001 Utility
Rate and Plant Investment Fee Review conducted by Integrated Utilities Group, Inc. and became
effective January 2002. Prior to 2002, PIFs were last revised in 1996, so the increase in 2002
was relatively large. Beginning in 2003 PIFs are increased annually by a small percentage
amount to offset any potential larger increases resulting from the periodic comprehensive rate
reviews.
The current and proposed PIFs for an average-size, detached, single family residence are:
2004 PIF 2005 PIF
Water $8,885 $9,180
Wastewater $1,700 $1,755
Stormwater/ Flood
Management
$1,665
$1,720
PIF assessments for other types of customers (i.e. small, large) are also being revised using the
base amounts listed above. All adjustments for 2005 will be reflected in the update to Section 4-
20 Fines and Fees of the Boulder Revised Code (B.R.C).
The Utilities also assess fees for specific utility related services. These are reviewed annually as part
of the budget process and any changes are submitted as part of the update to section 4-20 Fines and
Fees of the B.R.C. Currently these fees are designed to fully recover the direct costs of providing
services and most indirect overhead costs. Two new fees are proposed for 2005. One is a fee for
resuming water service after 3 p.m., weekends or holidays and the other is a fee to repair a bent or
broken transponder wire used for automated meter reading. Both are intended to recover the costs of
providing these services. It is also recommended that the current fee for special water meter reads
be assessed not only for final reads when a property is purchased or sold, but also for final reads for
tenant changes and other special meter read requests.
PUBLIC PROCESS
Public process and information disbursement regarding utility rate adjustments include: submittal to
and recommendation from the Water Resources Advisory Board, notification on customers utility
bill, inclusion of related materials on the Public Works home page, Planning and Development
Services’ Schedule of Fees and public hearings during Council consideration of the annual budget.
All approved adjustments to the Utility rates will become effective January 1, 2005. In January, an
insert is included in customer’s utility bills detailing the rate changes for monthly users.