Loading...
11.18.24 PRAB PacketAGENDA All agenda times are approximate I.APPROVAL OF AGENDA (2 minutes), Page 1 II.FUTURE BOARD ITEMS AND TOURS (2 minutes), Page 2 III.PUBLIC PARTICIPATION (15-30 minutes) A.This portion of the meeting is for members of the public to communicate ideas or concerns to the Board regarding parks and recreation issues for which a public hearing is not scheduled later in the meeting (this includes consent agenda). The public is encouraged to comment on the need for parks and recreation programs and facilities as they perceive them. All speakers are limited to three minutes. Depending on the nature of your matter, you may or may not receive a response from the Board after you deliver your comments. The Board is always listening to and appreciative of community feedback. IV.CONSENT AGENDA (5 minutes), Page 3 A.Approval of Minutes from October 21, and October 28, 2024, Page 4 B.Updates from the Director of Parks and Recreation, Page 8 C.Parks and Recreation Operations Updates, Page 9 D.Parks and Recreation Planning, Design and Construction Updates, Page 9 V.ACTION ITEMS A.None VI.MATTERS FOR DISCUSSION/INFORMATION, Page 12 A.Final Boulder Parks and Recreation 2025 Fee Adjustments (30 min) VII.MATTERS FROM THE DEPARTMENT, Page 75 A.Future of Recreation Centers: Planning Analysis and Engagement Window 2 Summary (30 min) VIII.MATTERS FROM THE BOARD, Page 83 A.PRAB Recruitment B.PRAB Matters (verbal) IX.NEXT BOARD MEETING: A.January 27, 2025 X.ADJOURN Parks & Recreation Advisory Board Fully Hybrid Meeting 6:00 p.m., November 18, 2024 Boulder Parks & Recreation Advisory Board Members 2024 Andrew Bernstein Elliott Hood Eric Raffini Jennifer Robins Anna Segur Sarah van der Star Mission Statement BPRD will promote the health and well- being of the entire Boulder community by collaboratively providing high-quality parks, facilities and programs. Vision Statement We envision a community where every member’s health and well- being is founded on unparalleled parks, facilities and programs. Goals of the Master Plan 1.Community Health and Wellness 2.Taking Care of What We Have 3.Financial Sustainability 4.Building Community 5.Youth Engagement 6.Organizational Readiness 1 November 18 December January 27 Fully hybrid for members, staff, and community. PRAB Meeting Cancelled due to limited agenda needs and holidays. Fully hybrid for members, staff, and community. Regular Mtg (c) •Wonderland Lake Park Encroachments •Coot Lake Foot Bridge •Adjustment to Base (ATB) 2 – Supplemental Appropriations to the 2024 Budget •Minimum Wage Update •Recreation Mgmt. Software procurement •Update on Donation for Bill Bower •Historic and Cultural Asset Project Regular Mtg (a) Regular Mtg (d/i) •Final Boulder Parks and Recreation 2025 Fee Adjustments (30 min) Regular Mtg (md) •Future of Recreation Centers: Planning Analysis and Engagement Window 2 Summary (30 min) •2024 State of the Urban Forest (15 min) •Primos Park Plan: Schematic Design (30 min) •East Boulder Community Park Courts Plan Kick- Off (30 min) •Long-Term Financial Strategy Process and Timing (30 min) Regular Mtg (mb) •PRAB Recruitment Other Mtgs or Topics Nov 7: •Declaration: Transgender Day of Remembrance •Consent Agenda: Consideration of a motion to approve Revocable License Agreements and Revocable Easement Agreements to resolve several encroachments around Wonderland Lake Park Nov 24: •Joint public hearing with Planning Board to consider initiating an Area III-Planning Reserve Community Needs Survey •Engagement Strategic Framework (Communications & Engagement) Nov 21: Special Meeting •Continued Public Hearing and consideration of a motion authorizing city staff to conduct an Area III Planning Reserve Community Needs Study Dec 12: Study Session •Landscaping Updates/Wildfire Hardening Dec 19: Regular Meeting •MCM: Climate Action Plan update Dept Events & Items of Interest •Winter Dance Concert •January 11: New Year’s Fitness Event at EBCC AGENDA SETTING The PRAB Chair, PRAB Vice Chair and BPR staff set the agenda for the next month on Thursday directly following the regular PRAB meeting. PRAB members can submit agenda requests to the Chair and Vice Chair by Wednesday following the PRAB regular meeting for consideration. If time-sensitive matters arise, PRAB Chair and Vice Chair may amend the agenda as needed. LEGEND Action Item (a): A public hearing item to be voted on by the Board (public comment period provided). Procedural Item: (p): An item requiring procedural attention. Consent Item (c): An item provided in written form for consent, not discussion by the Board; any consent item may be called up by any Board member for discussion following the consent agenda. Discussion/Information Item(d/i): An item likely to be a future action item (or council item) and/or that benefits from an in-depth discussion. 2 TO: Parks and Recreation Advisory Board FROM: Alison Rhodes, Director of Parks and Recreation Bryan Beary, Senior Manager, Community Building and Partnerships Mark Davison, Senior Manager, Planning Denise Dawson, Senior Manager, Urban Parks Regina Elsner, Senior Manager, Natural Resources Jackson Hite, Senior Manager, Business Services Megann Lohman, Senior Manager, Recreation Scott Schuttenberg, Deputy Director SUBJECT: Consent Agenda DATE: November 18, 2024 A.Approval of October 21 and October 28, 2024, Minutes 3 CITY OF BOULDER BOULDER, COLORADO BOARDS AND COMMISSIONS MEETING MINUTES To listen to the Parks and Recreation Advisory Board meetings in their entirety, please go to the following link: www.boulderparks-rec.org Name of Board/Commission: Parks and Recreation Advisory Board Study Session Date of Meeting: October 21, 2024 Contact Information Preparing Summary: Rosa Kougl; 303-413-7223 Board Members Present: Elliott Hood, Sunny van der Star, Eric Raffini, Bernie Bernstein, Jennifer Robins, Anna Segur Board Members Absent: Staff Present: Alison Rhodes, Rosa Kougl, Scott Schuttenberg, Jackson Hite, Regina Elsner, Mark Davison, Bryan Beary, Megann Lohman, Denise Dawson Guests Present: Andy Frohardt Type of Meeting: Study Session Start Time 6:02 I.Presentations A.Staff Presentation. Board Roles and Functions Frohardt presented this item. The board requested clarification on protocols for conversations with community members and with other board members. B.Board Presentation. PRAB Handbook information Hood presented this item. The board requested further interpretation of how to share an item of interest with the whole board to ensure compliance. Rhodes indicated that the easiest way to ensure compliance is through the monthly PRAB packet. II.Staff Presentation A.Youth Engagement and Activity. Schuttenberg and Beary presented this item. PRAB requested further information on a future youth programming database and resource connections for teens for educational opportunities, jobs or leadership avenues. Davison shared the partnership and efforts with Growing Up Boulder to form outdoor wellness spaces and programs for teens to move them outside of the restrictions of technology, and the impact that community connectors are making with retrieving input from teens to activate outdoor spaces to their needs. End Time 8:14 4 Approved by: Attested: ___________________ _____________________ Elliott Hood Rosa Kougl Board Member BPR Staff Date: ______________ Date: ___________ 5 CITY OF BOULDER BOULDER, COLORADO BOARDS AND COMMISSIONS MEETING MINUTES To listen to the Parks and Recreation Advisory Board meetings in their entirety, please go to the following link: www.boulderparks-rec.org Name of Board/Commission: Parks and Recreation Advisory Board Date of Meeting: October 28, 2024 Contact Information Preparing Summary: Rosa Kougl; 303-413-7223 Board Members Present: Elliott Hood, Sunny van der Star, Eric Raffini, Bernie Bernstein, Jennifer Robins, Anna Segur Board Members Absent: Staff Present: Ali Rhodes, Scott Schuttenberg, Rosa Kougl, Jackson Hite, Stacie Hoffmann, Clarisa Collins, Mark Davison, Tina Dalton, Deryn Wagner, Jonathan Thornton, Bryan Beary, Megann Lohman, Denise Dawson, Regina Elsner Guests Present: Kristen Sealey Type of Meeting: Regular Agenda Item 1: Call to Order The meeting was called to order at 6 p.m. A quorum was present for the conduct of business. Motion to approve agenda. First motion by Bernstein, second by van der Star. The motion passed 6-0. Agenda Item 2: Future Board Items: Rhodes, Director of Parks and Recreation, reviewed upcoming agenda items and events. No PRAB follow up questions or comments. Agenda Item 3: Public participation: •Arron Mansika and David Becker voiced concerns about the South Boulder Recreation Center’s replacement plan. •Jill Tappert shared concerns about lane space for lap swimming in the city of Boulder pools. Agenda Item 4: Consent Agenda •Approval of Minutes from September 23, 2024, Business Meeting Motion to approve the minutes from the September 23, 2024, Regular PRAB meeting. First motion by van der Star, second by Bernstein. The motion passed 6-0. B, C, D. Updates from the Director, Project Updates, Operations & Development No PRAB follow up questions or comments. Agenda Item 5: Items for Action None Agenda Item 6: Matters for Discussion 6 A.Proposed 2025 Boulder Parks & Recreation Fee Schedule Hite presented this item. A.The Board responded to staff’s presentation and shared questions and input about the facility access fee increases in connection to community feedback, and requested market comparisons and a funding analysis compared to other cities. Additionally, the Board requested clarification on paddle board fees compared to other reservoirs, a clearer understanding of ANS and the Boulder Reservoir Operations Plan, and direct costs associated with boating; decontamination, facility amenities, lake patrol, and staffing. Agenda Item 7: Matters from the Department A.Future of Recreation Centers: Project Approach, Phase 1: Wagner presented this item. •The Board responded to staff’s presentation with gratitude for the concise overview of the plan and explored how best to support the conversation with the community and city council. Agenda Item 8: Matters from the Board Members A.PRAB Matters None Agenda Item 9: Next Board Meeting Next Board meeting: •Monday, November 18, 2024 Agenda Item 10: Adjourn The meeting was adjourned at 8:32 p.m. Approved by: Attested: ___________________ _____________________ Elliott Hood Rosa Kougl Board Member BPR Staff Date: ______________ Date: _________________ 7 B.Updates from the Director of Parks and Recreation Boards and Commissions 2025 Recruitment In the spring of 2023, the city worked with Coreflection for a Boards and Commissions (B&C) Assessment and Project Implementation. Proposed improvements were considered based on their feasibility, level of impact toward achieving desired goals (role clarity, representation, efficiency, etc.), available resources and staff capacity, change mechanism (administrative, council, voters, etc.), interdependencies among recommendations, and other factors. The assessment on the Boards and Commissions program specifically recommended changes to the recruitment and selection process to increase representation and ease participation. These changes have incrementally been implemented. The application has been simplified and will consequently reduce barriers for applicants, as well as to add questions that will collect demographic information. The current recruitment process requires applicants commit to attend racial equity training and B&C member on-boarding training if they are appointed. Applications are consistent across all boards and commissions now, so there is no longer a need for individual boards and commissions to review and edit questions. The upcoming Recruitment Process Key Dates are listed in table 1 below. PRAB vacancies include: •Completing a vacant seat for a term until 2027 (replacing Lewis); •Completing a vacant seat for a term until 2030 (Ruffini term, filling Unger vacancy, completes in 2025). Table 1: 2025 Board and Commission Recruitment Process Timeline Monday, Dec. 16 Begin recruitment, 8am, for 7 weeks Wednesday, Jan. 15 Begin outreach for staff and Council Members on availability for virtual interviews (Feb. 17 – Feb. 28) Friday, Jan. 31 Application deadline, midnight Monday, Feb. 3 – Friday, Feb. 7 Process qualified applications that have not already been processed and prepare application packet. Send applicants interview dates for signup. Friday, Feb. 7 Applications sent to council members. Application packet published to external website. Forwarded to board secretaries to distribute to board members and staff liaisons. 8 C.Parks and Recreation Operations Updates Wonderland Lake Park Encroachments Following PRAB’s action on both the proposed Revocable License Agreements and Revocable Easement Agreements at the September 2024 meeting, the agreements have been reviewed by the Planning Board and City Council. Pursuant to Section 162 of the Boulder Revised Code, Planning Board held a public hearing and made a unanimous recommendation to City Council to approve the Revocable Easement Agreements at their October 15, 2024 meeting. An item to approve the Revocable License Agreements and Revocable Easement Agreements was included on City Council’s November 7, 2024 consent agenda. Item 3F on the consent agenda was approved with a vote of 7-2, with Councilmembers Folkerts and Schuhard dissenting. During discussion of the consent agenda, Councilmember Folkerts expressed concern about not charging fees for these agreements and hence allowing free private use of public land. Staff recognizes this concern and will include a framework for assessing fees in the proposed Standard Operating Procedure (SOP) currently under development. D.Parks and Recreation Planning, Design and Construction Updates The following information is intended to provide the PRAB with relevant updates on specific projects as they reach major milestones. This section is not all inclusive of all current projects and only illustrates major project updates. For a complete list of all current projects and details, please visit www.BoulderParkNews.org. Overview of Major Projects Staff continue to work on the following projects and will update the PRAB as major milestones are achieved: Project Status East Boulder Community Park: Courts Enhancement Planning Future of Recreation Centers: System Plan Planning Bill Bower Park: New Interpretive Garden Design Boulder Junction Park: Opening a New Park Design Boulder Reservoir: ADA Dock Replacement Design Civic Area Phase 2: Major Renovation Design East Boulder Community Center: Major Renovation Design North Boulder Park: Major Renovation Design Pleasantview: Parking Area Renovation Design Primos Park: Opening a New Park Design 9 Coot Lake: Bridge Replacement Completed Crestview: New Community Outdoor Classroom Completed Flatirons Golf Course: New Golf Clubhouse & Renovated Pro Shop Completed Boulder Reservoir: Road and Parking Lot Repaving Start 2025 Chautauqua: Courts Enhancement Start 2025 Barker Park Refresh Start 2025 Eben G Fine Park Refresh Start 2026 Pearl Street: Major Renovation Start 2026 Coot Lake Footbridge The Coot Lake parking lot and footbridge replacement project was completed in October. This was a critical project due to the failure of the bridge and recognition that ADA parking and access was not sufficient. The new bridge includes better trail accessibility connecting to the two newly installed concrete ADA parking stalls in the adjacent parking lot. Wetland restoration work is also ongoing to ensure any disturbance to natural resources caused by the bridge replacement will be mitigated and monitored. Footbridge replacement at Coot Lake. Newly installed ADA spaces at Coot Lake parking lot. 10 Adjustment to Base (ATB) 2 – Supplemental Appropriations to the 2024 Budget At the November 21, 2024, council meeting, City Council will hold an introduction, first reading, and consider a motion to order published by title only, an ordinance approving annual supplemental appropriations to the 2024 Budget. Mid-year adjustments are necessary to support governmental operations as Colorado law requires an annual budget appropriation by December 31st of each year, however government businesses continue year-round. With ATB2, the department submitted $208,585 in requests that are associated with grant revenue received in the second half of the year. These grants require increases to both revenues and expenses. The eight grants received support the Recquity program, which provides subsidized recreation visits for low-income residents, YSI and EXPAND programs that serve low-income residents and people with disabilities, Camps, EV Charging Stations and a Safe Routes to Primos Park. The department also submitted $59,820 in donations to support four major initiatives: EXPAND scholarships, YSI programming, an interpretive garden at Bill Bower Park, and the memorial bench program. Additional revenue and expenses were included in the amount of $122,357 to support planned lease payments at Harbeck House and funding for the Tree Protection and Mitigation Program. These grant revenues and donations are examples of BPR seeking non-traditional funding to support department operations, in line with the Financial Sustainability Goal 1 –Increase Non-Traditional Funding and Resources from the 2022 BPR Plan. City Council is expected to hold the first reading of the Adjustment to Base 2 on November 21, with the second reading scheduled for December 5, 2024. Minimum Wage Update: At the November 7, 2024 council meeting, City Council voted to approve a new local minimum wage plan that is higher than the state’s minimum wage. Minimum wage is the lowest amount of money that an employer can legally pay an employee. In the United States, the minimum wage is described as an hourly rate, and wage floors are set through legislation. While the federal minimum wage is $7.25 per hour, rates vary widely across states and local communities. Currently, the minimum wage for the state of Colorado and the City of Boulder is $14.42 per hour, while unincorporated Boulder County is $15.69 per hour. City Council voted to approve Ordinance 8664, which resulted in a set local minimum wage that will have 8% annual increases in 2025, 2026 and 2027. Following these 8% increases, the minimum wage will increase yearly in accordance with the Consumer Price Index for All Urban Consumers (CPI-U) in Denver-Aurora-Lakewood. Beginning in 2025, Boulder’s minimum wage will be $15.57 in 2025. It is expected that the minimum wage adjustment will impact BPR employees in entry- level non-standard positions that can include lifeguards, recreation instructors and slide attendants. With a modeled minimum wage increasing from $15.57 in 2025 to $19.84 in 2030, staff modeled the direct effects of an increased minimum wage as well as the effects of wage compression (which accounts for an increase in pay ranges for titles related to those directly affected by minimum wage). The estimated fiscal impact to BPR’s expenses is $113,000 in 2025, and increases to $825,000 by 2030. The total fiscal impact over the next six years is expected to be $3.2 million, which has already been factored into the department’s six-year financial assumptions as part of the 2025 budget development process.. 11 C I T Y O F B O U L D E R PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM MEETING DATE: November 18, 2024 AGENDA TITLE: Final Boulder Parks and Recreation 2025 Fee Adjustments PRESENTERS: Alison Rhodes, Director of Parks and Recreation Scott Schuttenberg, Deputy Director Jackson Hite, Senior Manager, Business Services Stacie Hoffmann, Senior Budget Analyst Megann Lohman, Senior Manager, Recreation Bryan Beary, Senior Manager, Community Building and Partnerships EXECUTIVE SUMMARY: This item shares the 2025 Fee Schedule, which aligns 2025 fees with the Boulder Parks and Recreation (BPR) Fee Policy and aligns projected revenues with anticipated expenses in the adopted 2025 operating budget. The Proposed 2025 BPR Fee Schedule was introduced in draft form at the October 28, 2024 Parks and Recreation Advisory Board (PRAB) meeting. The proposed fee schedule integrates priorities identified in the 2022 BPR Plan, the Fee Policy, historical data, costing data, and market research. At the meeting, PRAB members asked questions and provided feedback on the proposed fee schedule, which are addressed in the Analysis section of this memo. BPR fees are set through Boulder Revised Code Section 8-3-8 through a process called a city manager rule – that sets fees in amounts that are reasonable and necessary to preserve, maintain and manage such (BPR) activities or facilities. BPR will work with the City Manager’s Office to provide public notice of the fee updates pursuant to the Boulder Revised Code Section 8-3-8, which calls for a 15-day public notice period before fees can take effect. If approved by the City Manager Rule, the new fees would take effect on January 1, 2025. BACKGROUND: At the October 28, 2024 meeting, staff introduced the Proposed 2025 BPR Fee Schedule to PRAB. The updates to the Fee Schedule are aligned with: 1) the approved 2025 budget as recommended by the PRAB at the July 22, 2024 meeting and approved by City Council at the October 17, 2024 meeting; 2) the need to balance revenues and 12 expenses annually to maintain service levels; 3) the 2022 BPR Plan’s (p. 76-77) financial sustainability goals; 4) the PRAB approved Fee Policy (Attachment A – BPR Fee Policy). Throughout the 2025 budget development process, the department communicated that the 2025 fee adjustments would focus on Facility Entry, Golf Course, Commercial Use and Special Events program areas. Due to project timelines, fees for Commercial Use and Special Events will remain unchanged as review continues into 2025. The department has typically adjusted Facility Entry fees every two years, with the last fee increase occurring in 2023. Golf Course fees were last updated in 2024 and are being revisited due to cost escalation, market rate data, and continued high utilization of the course. The adopted Fee Policy, in Figure 1, specifies ten (10) separate categories across programming, facilities, and partnerships based on community benefit and corresponding cost recovery targets. Programs and activities that provide the greatest community benefit are primarily funded through subsidies from the General Fund and grants. Activities that primarily benefit individuals are expected to recover a minimum of 100% of their costs through user fees. This structure overlays the existing direction that adults with an ability to pay full costs for services and that the department offers discounted access based on age and residency status. Figure 1: Ten separate categories across programming, facilities, and partnerships Included in the 2025 Fee Schedule New pricing and consolidated fees intended to take effect January 1, 2025: •Facility Entry: Last updated in 2023 •Golf: Last updated in 2024 •Rentals: Last updated in 2024 Coming in 2025 for 2026 Fees •Special Events: In coordination with citywide Office of City Events •Commercial Use: Review of the pilot program and creation of Community Access Framework Alternative Mechanisms in Place Program Types subject to Cost Recovery and regularly updated pricing through established processes: •Recreation Services: Pricing updated through Service Delivery Model and Recreation Priority Index •Resale Items: Updated in the point-of-sale system when materials are ordered •Contracted Programming: Updated at time of contract negotiations No Fee Setting Program Types that do not have fees associated with them: 13 •Open Access to parks: Always free to access •Grants, Philanthropy and Donations: Procedures and management pursuant to citywide grants policy Further examples of these program types, benefit levels, cost recovery targets, program definitions and examples of services are included in Attachment A – BPR Fee Policy on pages 5 – 7. As stated in the Fee Policy procedure, the Department’s pricing strategy is based on several considerations: •Level of Community Benefit •Supply and Demand •Market Comparisons •Residency/Non-residency priority •Age-based prioritization with an emphasis on youth and seniors •Accessibility and health promotion •Value of Program (availability of alternative providers, quality of program) •Cost recovery Following the approval of the Fee Policy in 2023, BPR used guidance from the PRAB to set fees. The Fee Schedule for 2024, which was also reviewed by the PRAB, represents the most comprehensive list of fees BPR charges. This update involved significant work to ensure the fees reflect historical trends, market comparisons, and recent cost escalations. Attachment B - Proposed 2025 BPR Fee Schedule (red lined changes from 2024) identifies the changes from the approved 2024 BPR Fee Schedule. Attachment C – 2025 BPR Fee Schedule (clean version) is a clean version of the Fee Schedule that would be shared with the public should it be approved by the city manager rule. The 2025 Budget approved by City Council included a $500,000 placeholder for planned fee increases to balance revenues and expenses in response to rising costs. In past years, fee increases have been reviewed parallel to the budget development process, resulting in fees being reviewed and set in May and June. In 2024, staff delayed the process of proposed fee updates until October and November. With this timing, staff was able to benefit from the data from the 2024 peak season. BPR typically updates Facility Access Fees every two years, with the last update in 2023, making a 2025 update expected to community members and appropriate given the rising operational costs. Golf Course Fees will be adjusted based on continued usage, market research, and supply and demand. The majority of rental fees were updated in 2024; however, certain rental fees are proposed for further updates to simplify options and align with market research and cost recovery targets. In conducting market research, staff reviews benchmark agencies and industry-specific data. A summary of this market research is identified in Attachment D – Market Study 14 Comparison. BPR’s fees tend to be on the higher end compared to other public agencies, with some fees falling in the lower half of the market range. It’s important to note that BPR relies on higher cost recovery targets than many other public agencies due to differences in funding structures as well as fee policy that charges adults full costs for services. The funding differences between BPR and other benchmark agencies are further described in Attachment E – Ballard King Analysis (p. 10), which was completed as part of the 2022 BPR Plan. ANALYSIS: The PRAB asked many questions at the October 28, 2024 meeting. Responses to these questions are grouped into general themes below in an effort to address common questions and concerns collectively. Community Impact: PRAB’s questions and feedback focused on the perception of already high fees, the need for continual increases, potential negative impacts of fee increases and alternative fee structures. As identified in Attachment E – Ballard King Analysis, there are different funding methods for parks and recreation agencies. As BPR’s costs of operations have increased for things such as minimum wage, living wage and inflation, these cost increases have not been met with increased tax funding, that users are picking up these costs. Facility Access fee increases have occurred almost every other year, driven by increased operational expenses such as labor, chemicals, janitorial, and utilities. When comparing costs from 2019 to the 2024 budget, expenses have grown at the following rates: labor +29%, chemicals +113%, janitorial +73%, and utilities +49%. The expected increase for these costs from 2024 to 2025 is an additional $550 thousand, before factoring in minimum wage increase. BPR Fee Policy directs that fees are set upon the actual costs of delivering services. This is different from the Consumer Price index (CPR), which aggregates common expenses. According to the Denver-Aurora- Lakewood (CPI), there has been significant inflation since the last fee updates in 2020 and 2023. From 2020 to 2023, CPI increased 1.951%, 3.541%, 8.011% and 5.215% per consecutive year for an average of 4.68% per year. The 2024 CPI is projected to be in the 2.5% to 2.8% range. This has resulted in a total CPI increase of over 20% in the past 5 years, which accounts for the cost increases that have been passed along to users of the facilities, programs and services. BPR increased Facility Entry Fees in 2020 and 2023. It was difficult to gauge the impacts of 2020 Fee increase due to the COVID-related reductions in service. When comparing 2022 to 2023, facility usage grew at 20% year over year, while revenue increased 25%, which corresponds with increased usage and a fee increase. Staff does not anticipate a significant amount of attrition or reduced participation as a result of the proposed fee increases given past trends. BPR also provides a Financial Aid program which is further addressed below. 15 BPR regularly evaluates its fee structure and relies on the policy guidance from the Fee Policy, which states that non-residents should pay higher fees than Boulder residents. For most fees, non-resident fees already include a 20% premium over resident rates. Market Comparison: PRAB requested additional information on market rate comparisons, including the agencies BPR benchmarks against and how its fees compare. Staff has prepared Attachment D – Market Study Comparison to compare BPR’s rates with other public, private and non-profit agencies. It is important to note that this comparison was based on publicly available data. Based on conversations with other agencies, staff anticipate that other agencies will also implement fee increases due to rising costs and the same pressures that BPR faces. Other agencies have indicated that their fee adjustments occur every 1 to 3 years, with average increases being in the 5-10% range and aligning with quarter to dollar increments to streamline cash handling. Financial Aid & Subsidies: Questions and feedback from the PRAB focused on the financial aid process, potential gaps in who is being served, and how to better promote awareness of the financial aid program. As shared in October, BPR offers a robust financial aid program that supports individuals and families making less than 60% of Area Median Income (AMI) with free annual memberships and up to $400 in scholarships for registered programs. In 2025, the scholarship will increase to $500 per eligible participant to account for increased costs of BPR’s programs. Boulder’s AMI is $102,200 for a household of 1, $116,800 for a household of 2, $131,400 for a household of 3, and $146,600 for a household of 4. The BPR financial aid program is available for Boulder residents, with the current annual income limit set at $55,800 for a family of one, $63,750 for a family of two, $71,300 for a family of three and $79,680 for a family of four. In 2024, the AMI eligibility limit increased from 50% to 60% to align with other service providers. Individuals can apply for the financial aid program online or at any of the three recreation centers. The application process is available in both English and Spanish to support a broader range of community members. Proof of residency is required through a tax return, ID or license, lease, deed or property tax bill, a utility bill or any state program letters. Proof of income is required through tax returns, Supplemental Security Income (SSI) or Social Security Disability Insurance (SSDI) letters, Boulder Housing Partners (BHP) leases, Boulder County program or State program documentation. The approval process typically takes up to five business days. Once approved, individuals receive a 100% subsidized membership at all three recreation centers, two outdoor pools and the Boulder Reservoir. This also includes up to two hours of childcare per day at NBRC or EBCC and 50% off eligible programs and services up to $400 annually. In 2025, the scholarship will increase to $500 per eligible participant to account for increased costs of BPR’s programs. 16 Each year, new applications are accepted starting in late November. During this renewal timeframe, staff communicates via email with all current financial aid participants four to five times encouraging them to reapply for financial aid if they would like to maintain their financial aid benefits, and continue to qualify for the program. Physical signage is placed throughout the recreation centers, and information is shared in the recreation guides. Community members may also apply throughout the year. As previously shared with the PRAB, the department has operated the financial aid program at a 50% subsidy for the past 2 decades. With the approval of the Sugar Sweetened Beverage Tax (SSBT) and annual grant-based funding from the Health Equity Fund, BPR was able to increase the financial aid subsidy to 100% beginning in 2018. As a result, total financial aid membership accounts for 4,351. In 2024, these individuals have had 51,087 visits through Q3, which accounts for approximately 17% of total visitation. As of October, financial aid memberships have grown (27%) over 2023 and visitations have grown 25%. The department receives a General Fund Subsidy of approximately $1.6 million each year. This subsidy supports the populations identified in the 2022 BPR Plan as priority areas for investment. In 2024, the subsidy supported to the EXPAND program for people with disabilities in the amount of $450 thousand, the Youth Services Initiative (YSI) program for low-income families in the amount of $330 thousand., and subsidized access for youth at $260 thousand, and seniors at $450 thousand. The value of financial aid visits is subsidized by approximately $600 thousand a year. Additionally, BPR provides discounted prices for youth organizations, discounted household prices, and volume-based discounts for 10-punch, monthly, summer fun and annual passes. Collectively, the subsidy of $2.1 million provided exceeds the subsidy of $1.6 million received from the General Fund. BPR relies on additional subsidy from the .25 Cent Sales Tax Fund, Health Equity Fund and grants to support these subsidies based on 2022 BPR Plan guidance. Some BPR services also generate revenues in excess of costs which subsidizes other programs. This practice is in line with recommendations from the 2022 BPR Plan, Fee Policy, and Ballard King Report. The actual cost for providing access to BPR facilities in 2024 is approximately $12 per visit at the three recreation centers, $14 per visit at the outdoor pools, and $382.00 per operating hour at the Boulder Reservoir. Based on input from passholders conducted in 2019, the majority of respondents wanted a single pass that provided access to all facilities, rather than individual passes per facility. Therefore, BPR has operated under the model of consistent pricing at all recreation facilities (three recreation centers, two outdoor pools, and the Boulder Reservoir). It should be noted that any daily entrance fee that is set at less than the cost to operate that facility is being subsidized. Generally, BPR has sought to ensure the daily drop-in fees for adults align with full cost recovery, while discounting and subsidy goes towards youth, seniors, households, and volume- based users. 17 Boulder Reservoir: The PRAB asked questions related to the Boulder Reservoir pass types and fees – particularly around small craft permits. Staff are currently working on the Reservoir Management Plan, which will come to the PRAB for review in 2025. All questions that were raised by the PRAB were shared with the project team to ensure that the plan considers the concerns around: affordability, ease of access, lack of daily rates for small craft permits, long-term implications of Aquatic Nuisance Species and overall facility operations. As part of the 2025 season, staff will continue sales of small watercraft permits until they are sold out. Staff may modify how these permits are sold starting in May. Customer Service and Staff Training: There were general questions surrounding customer service, staff training, and logistics of when fee changes would take effect. Currently, the recreation team hosts quarterly meetings for front desk staff and recreation programmers to ensure there is consistent sharing of information, collaboration and problem solving. Recognizing that fee updates can create confusion, staff is working with the communications, marketing, and recreation teams to create consistent Frequently Asked Questions (FAQ’s) to help staff answer questions and help guide patrons to the best product for their needs. There will be a marketing push in December for the purchase of punch passes, monthly and annual passes, which will allow for members to lock in 2024 pricing ahead of 2025 price increases. This marketing effort is consistent with efforts done in advance of 2023 price increases and ensures existing customers get the best value. Golf course annual passes are restricted to 180 passes, and are only sold year round, with the pass expiring 365 days from the date of purchase. Long Term Financial Strategy: The PRAB expressed interest in learning more about the city’s Long-Term Financial Strategy and expressed support for funding measures to support facility enhancements, and potential shifts in funding operations. The city recognizes the fiscal constraints that BPR is facing, along with other departments, due to flattening revenue and increased expenses. City Council has prioritized a Long-Term Financial Strategy (LTFS) in their workplan; the project will be led by the City Manager’s Office and Finance Department. The LTFS will include a comprehensive fee study, an evaluation of service levels, an exploration of additional funding mechanisms, refinement of financial policies, community engagement and a ballot strategy. Staff will share more about this project at the January PRAB meeting. Without additional funding and based on current expenses and projected revenues, by 2027, BPR will need to identify which services, facilities and programs to reduce or eliminate to balance spending with funding. In alignment with the Long-Term Financial Strategy, the department will begin exploring options to better align revenues and expenses. In addition, the implementation of a new Recreation Management Software 18 (RMS) in the fall of 2025 will provide better data on cost allocation and cost recovery to support this work. NEXT STEPS: BPR will work with the City Manager’s Office to publicly notice the fee updates pursuant to the Boulder Revised Code Section 8-3-8 which calls for a 15-day public notice period before fees can take effect. If approved by both the PRAB and City Manager Rule, new fees would take effect on January 1, 2025. ATTACHMENTS: Attachment A: BPR Fee Policy Attachment B: Proposed 2025 BPR Fee Schedule (red lined changes from 2024) Attachment C: 2025 BPR Fee Schedule (clean version) Attachment D: Ballard King Analysis Attachment E: Market Study Comparison 1919 I.Purpose of Policy: The purpose of the fee policy is to establish clear and consistent guidance for how fees are set and subsidies are awarded. In establishing a fee policy, BPR intends to create a standard approach for all fees collected, develop transparent fee categories and definitions of the types of access or programs which are subject to various fees, and create clear cost recovery targets. The Fee Policy should be applied equitably to all programs, with an understanding that additional support may be provided based on General Fund Subsidy as called for in the 2022 Parks and Recreation Plan. In determining the subsidy levels, BPR will provide subsidies based on the level of funding available and the level of community benefit each program provides. II.Background: The City of Boulder Parks and Recreation Department promotes the health and well-being of the entire Boulder community by collaboratively providing high quality parks, facilities and programs. BPR operates from five primary funds. These funds are the Recreational Activity Fund (RAF), .25 Cent Sales Tax Fund (.25ST), General Fund, Permanent Park and Recreation Fund, and Lottery Fund. Recreation Activity Fund: A special revenue/quasi-enterprise fund that is specific to the Parks and Recreation Department. The fund is the primary funding mechanism used to support recreation centers and facilities and subsidize fees for services related to the provision of recreation, reservoir and golf course services/programs that do not cover all their direct costs. This fund is supported through user and participation fees, grants and donations, and an annual subsidy transfer from the General Fund. .25 Cent Sales Tax Fund: A special revenue fund that is specific to the Parks and Recreation Department. The fund is primarily supported through a designated sales tax that was approved by voters in 1995. In 2013 voters renewed the sales tax through 2035, with 85% of votes supporting the tax. The fund supports multiple aspects of the department, including operations and maintenance, administrative support services, renovation and refurbishment, and capital improvements. General Fund: The city’s largest fund that serves as the primary funding source for most governmental services. BPR uses its portion for park operations, forestry and department administration. The general fund is mostly supported through a blend of taxes, permits, fees, and intergovernmental transfers. As a result of the fund’s heavy reliance on tax revenue and pressure from other departments, the fund’s revenues, and ability to contribute to the department’s budget can fluctuate, although it has been relatively stable over the years. Permanent Park and Recreation Fund: A fund specific to the Parks and Recreation department, this source of funding is permanent according to the City of Boulder’s charter and is supported through earmarked property taxes, with the Parks and Recreation Department receiving $0.01 for every dollar of property tax collected by Boulder County. These funds are limited to the acquisition or permanent improvement of parkland, renovations, and refurbishment of recreation facilities, and is a source of funds for capital improvements. 20 Attachment A: BPR Fee Policy 20 Lottery Fund: A special revenue fund that accounts for State Conversation Trust proceeds that are distributed to municipalities on a per capita basis. Money from the Lottery Fund must be used only for the acquisition, development, and maintenance of new conservation sites or for capital improvements or maintenance for recreational purposes on any public site. III.Definitions: Residency: Resident: any individual who lives at an address located within the City of Boulder service area. Non-Resident: any individual who lives outside of the City of Boulder. Resident/Worker: individuals who live or work in the City of Boulder are eligible for Resident/Worker rates for facility entry. Resident or non-resident status applies for all other types of programs. Age Based Fee Groupings: Youth: participants between 3 and 18 years old. Adult: participants between 19 and 59 years old. Senior: participants who are over the age of 60. Household: any adults, seniors or youth residing at the same address. Proof of address is required and no more than 8 members aged 19 or older. Costing Definitions: Cost Recovery: the collection of revenue to pay for the direct and/or indirect costs of providing a service or program. The level of cost recovery will vary based upon the service, type of program, program category benefit level, targeted skill level, market costs and other factors. Direct Costs: The costs directly related or attributed to providing a specific service. Direct costs include staff time, materials and supplies directly related to providing the service. Indirect Costs: Costs incurred across the department that are not directly attributed to a specific service but benefits the department as a whole. Indirect costs typically include marketing expenses, software, utilities, space allocation, and management staff that support a variety of services or programs. 21 Attachment A: BPR Fee Policy 21 Market Analysis: A point-in-time analysis or survey of prices charged by other agencies, public and private for a similar service. Market Analysis is typically limited to benchmark communities, local private business and non-profit organizations. Subsidy: Funding provided by the city to offset the costs of a service to support a higher level of community benefit. Based upon community input, subsidies are typically awarded to programs that support low-income residents, people with disabilities, older adults and youth. Discounts: Discounts may be provided associated with marketing and/or volume-based discounting to provide benefits to participants who are regularly using a service or program. Program Benefit Categories: Community: Services that enhance the health, safety and livability of the community and therefore require minimal obstacles to participation. Recreation: Services that benefit a broad range of users and are targeted to promote physical and mental well-being. Individual: Services targeted to specific individuals or user groups with limited community benefit. IV.Policy: The Department of Parks and Recreation’s Fee Policy represents a standardized approach to program categorization and definitions, while aligning a clear subsidy level based on the level of community benefit provided. Fees are an efficient and equitable way to distribute the costs 22 Attachment A: BPR Fee Policy 22 associated with providing services that exceed the ability of the tax base to support the costs. This comprehensive policy will promote community understanding with clear fee practices and financial sustainability. This Fee Policy was developed through the documentation of previous policy guidance from the Parks and Recreation Advisory Board, includes guidance received from the 2022 Parks and Recreation Plan, along with significant input from the Parks and Recreation Advisory Board, Community Connectors in Residence and City Council. This Fee Policy identifies and informs the program types and a consistent method to assign services to those types and includes the appropriate benefit level of subsidy and cost recovery target that should be achieved. Tax subsidy provided each year from the General Fund and/or other sources such as .25 Cent Sales Tax Fund should be allocated in a way that supports the cost recovery targets based on available funding, which then directs the corresponding pricing strategy each year. The concept of cost recovery involves setting fees based on the total cost of providing the service and factors in the program category benefit level so that the total funding received (Taxes and User Fees) equals the total cost of providing a particular service. This is critical to the financial sustainability of public parks and recreation. V.Procedure: The department will review fees and charges for all programs and services along with cost recovery performance at least every two years as part of the annual citywide budget development process. Once the cost to provide services is analyzed, each service area will review cost recovery performance compared to stated goals within the Fee Policy. Total cost of service as well as the department’s Service Delivery Model, market analysis, and feedback from staff and participants, will inform any recommendations to the Department Director to update fees. The Department’s pricing strategy is based on several considerations: •Level of Community Benefit •Supply and Demand •Market Comparisons •Residency/Non-residency priority •Age-based prioritization with an emphasis on youth and seniors •Accessibility and health promotion •Value of Program (availability of alternative providers, quality of program) •Cost recovery philosophy •Availability of subsidy to support age-based discount, community benefit recreation and financial aid. Each activity will be sorted into a program type. Each program type will have a minimum cost recovery rate and a target cost recovery rate. Programs that are being introduced will likely be at the minimum cost recovery rate; over the lifecycle of the program, the goal will be to achieve the target cost recovery rate. While setting rates, staff must evaluate market rates and demand for the activity to determine price sensitivity for any proposed price adjustments. If the price is too high and/or there is little demand for the program, staff must consider the feasibility of reducing costs, reducing fees or propose the elimination of the program. To minimize impacts to 23 Attachment A: BPR Fee Policy 23 participants, fee increases may be limited to 10% in a year for any community or recreation level programs. Fee increases may be phased in over a 2-to-3-year period to minimize impacts to participants. When establishing fees, BPR will support fees that the market will bear, even if this exceeds the cost recovery targets. Additionally, BPR will not undercut the market as it is not a good use of subsidy and jeopardizes the overall health of the market. Programs with high demand should also evaluate fee increases to improve cost recovery. Both tactics will allow the department to reinvest in other program areas with lower cost-recovery goals, in turn allowing the department to reduce the reliance on tax subsidy and reinvest in priority programs. During future updates to the Fee Policy, BPR will adjust the cost recovery targets accordingly based on actual performance. To ensure there is equitable access for populations the community has prioritized, the department will continue to subsidize access for low-income individuals, people with disabilities, youth and seniors. The department is committed to maintaining financial aid programs to qualifying Boulder residents, providing subsidized access to facilities and programs, as funding allows. All fee updates will be reviewed annually by the Parks and Recreation Advisory Board and for consideration by City Council with the adoption of the operating budget each year. The City Manager shall give notice regarding changes in fees by filing a schedule of fees with the City Clerk and displaying the changed fees on the City’s website. Increases shall not take effect until at least two weeks have passed since notice was given. Fees shall be in effect as of the effective date specified in the schedule. Fees may be temporarily discounted or reduced through special promotional pricing as warranted. The City Manager may reduce fees from time to time as market conditions warrant, and may also raise them again, so long as the fee never exceeds that specified in the fee schedule. Below are the program types with associated category benefit level and cost recovery target goals, definitions and examples of activities. These are examples of various types: they are not all-inclusive lists and program offerings change over time. Program Type Program Category Benefit Level Cost Recovery Program Definition Examples of Services Included Open Access Community 0% Access to parks, park amenities, pathways and natural areas. Open access allows for self- directed activity and does not include supervision or oversight by staff. Pocket, neighborhood, and community parks, skateparks, playgrounds, multi- use paths, non- reserved outdoor courts, dog-parks 24 Attachment A: BPR Fee Policy 24 Grants, Philanthropy & Donations Community Grants, philanthropy and donations which further the mission of the department by providing outside funding for a specific focus which increases access and/or removes barriers to participation Health Equity Funds, Grants, Memorial Benches, Tree Donations, Project Specific Donations Special Events Community 10%+ Large-scale events that appeal to a broad portion of the community. Snow Much Fun, Holiday Lights Recreation 70%+ Large-scale events produced by the department and/or city intended for a specific demographic within the community. Drive-in movies, Sweetheart Dances, Halloween Carnival Individual 100%+ Large-scale events with pre-registration required for a niche market or specific interest. Typically provided by non-department organization Organized races Recreation Services Community 50%+ Foundational classes, leagues and workshops which include instruction and the primary goal of introducing participants to basic skills at a “learn to” level; programs which facilitate access to other program types Facility childcare, beginner level sports, fitness orientations, EXPAND programs, Youth Services Initiative (YSI), aquatics clinics Recreation 70%+ Classes, leagues, clinics and workshops with instruction provided at an intermediate level Intermediate level sports, enrichment classes, youth sport leagues, camps Individual 100%+ Classes, leagues, clinics and workshops with instruction provided at an advanced level of training and development; private or semi-private setting to meet unique needs of an individual or small group Advanced level sports, specialty fitness, adult sports leagues, competitive team events, boating 25 Attachment A: BPR Fee Policy 25 Facility Entry Recreation 90%+ Access to recreation centers, indoor & outdoor pools, outdoor swim beaches and passive recreation at Boulder Reservoir where monitored access is provided for self-directed activity with general supervision and oversight provided by department staff Facility admission, drop-in classes, swim beach, passive recreation at Boulder Reservoir Resale Items Individual 100%+ Consumable and non- consumable goods available for purchase Swim diapers, locks, food or concessions, clothing, pro-shop items Contracted Programming Individual 100%+ Registered programs offered by a non- city/department agency that operate under a revenue share/profit split Specialty summer camps, Tennis lessons Golf Course Individual 100%+ Utilization of golf course and related amenities Driving range, rounds of golf, cart rentals, tournaments Rentals Individual 100%+ Space, facility, equipment, park and shelter reservations for a use by an individual, group or organization. Field rentals, court rentals, facility rentals, shelter rentals, lane rentals, private access rentals Commercial Use Individual 100%+ Fee based instruction, education, care or supervision on park land provided by an individual, group or organization. Yoga in a park, summer camps or nature programs held exclusively at a park. Attachments: •Attachment A – Parks and Recreation Department Fee Schedule 26 Attachment A: BPR Fee Policy 26 Attachment B: Proposed 2025 BPR Fee Schedule 1 Attachment B: Proposed Parks and Recreation Department Fee Schedule This fee schedule provides detail in support of the BPR Fee Policy for the department’s facilities and operations. The Definitions found in the Fee Policy apply throughout this document and are incorporated by reference. Subsidy Levels  To advance equity by lowering barriers and supporting access based on the priorities identified in the 2022 BPR Plan, subsidy is provided to programs that support low-income residents, people with disabilities, older adults and youth. Other Facility Use and Services  Any other Boulder Parks and Recreation facility or service not listed specifically in this fee schedule or elsewhere shall be available at the discretion of the Parks and Recreation Department Director. The Director or their designee will determine the applicable fees and necessary requirements. Staffing  Additional fees may be charged for events, rentals, and reservations that require staff above and beyond those that are regularly scheduled to work. An additional premium applies for staffing that must take place outside of regular operational hours, recognizing it requires a shift in regular scheduling and management support to administer. Specific fees are based on the approximate cost of staff as follows: Staff Category Hourly Rate Per Employee Seasonal & Temporary (Non-Standard) Staff $2224.50 Standard Operations Staff $3840.00 Standard Management Staff $5961.00 Overtime/After Outside of Operating Hours 2x multiplier Fees by Program Type I.Open Access Access to parks, park amenities, pathways and natural areas. Open access allows for self-directed activity and does not include supervision or oversight by staff. No fees are associated with the use of Open Access facilities. II.Grants, Philanthropy & Donations Grants, philanthropy and donations which further the mission of the department by providing outside funding for a specific focus which increases access and/or removes barriers to participation. 2727 Attachment B: Proposed 2025 BPR Fee Schedule 2 Attachment B: Proposed Parks and Recreation Department Fee Schedule No fees from customers are associated with this revenue category, though a portion of funds may be due to pass-through organizations. III.Special Events Large-scale events that involve reservation of department facilities and parks. Depending on the intended audience of the event, any of the 3 community benefit levels may apply. Typically, most Community and Recreation level programs are produced by the department and/or city, that fees would primarily apply for Special Events with an Individual Benefit level. Citywide Special Events Office may have additional fees beyond fees charged for Parks and Recreation facilities, programs, and staff. a.Special Event Fees Special Events Per Day 50 – 250 people $300.00 251 – 1,000 people $500.00 1,001 – 5,000 people $1,250.00 5,001 – 50,000 people $2,000.00 50,000+ people $2,500.00 Glen Huntington Bandshell Per Day 50 + people $900.00 Special Event Locations: Boulder Creek Path, Central Park, EBCC Community Park, North Boulder Park, SBRC – Harlow Platts Park b.Reservoir Events Per Day April 1 – Oct 31 Per Day Nov 1 – March 31 Full facility closure $15,000.00 $7,500.00 Reservoir Basic site $400.00 $200.00 Reservoir Premier site $600.00 $300.00 ½ Parking Lot (double for full) $250.00 $125.00 Restrooms N/A $200.00 Reservoir Lake Per Hour April 1 – Oct 31 Per Hour Nov 1 – March 31 Reservoir Lake closure inside no wake area $75.00 $50.00 2828 Attachment B: Proposed 2025 BPR Fee Schedule 3 Attachment B: Proposed Parks and Recreation Department Fee Schedule Reservoir Lake wake area ½ $500.00 $250.00 Reservoir Lake wake area Full N/A $500.00 Picnic Fees: Basic Site Per Event Premier Site Per Event Silver $400.00 $440.00 Gold $625.00 $685.00 Platinum $800.00 $880.00 Custom a la carte pricing A la carte price A la carte price Per participant impact fees $5.00 - $6.00 per participant based on impact of event $4.00 - $6.00 per participant based on impact of event Per car participant fee for picnics only $10.00 $10.00 Room Rentals: Per Hour Main building dining room $200.00 Outdoor patio $50.00 c.Valmont Events Valmont hosts limited Special Events during a typical year, so for each of those instances applicable fees will be calculated based on the projected impact, staff resources, and exclusivity of the rental based on the principles and targets in the Fee Schedule and Fee Policy. IV.Recreation Services Fees associated with recreation programs and services are determined based upon the department’s Service Delivery Model and may be updated each program session. Rates are published in the Recreation Activity Guide each registration session. V.Facility Entry Access to recreation centers, pools, and other facilities are consistent across the BPR system. Visitors may pay for individual daily entries, packages of “punches” to be used for entrance , or memberships that allow unlimited use during a set time period. a.General Definitions & Promotions: i.Resident/Worker Fee: Rate reflects a discount for those who either live or are paid employees of businesses or organizations within the city limits of Boulder. 2929 Attachment B: Proposed 2025 BPR Fee Schedule 4 Attachment B: Proposed Parks and Recreation Department Fee Schedule ii.Household: Any adults, seniors or youth residing at the same address (anyone 19 years old and over must provide proof of same-address residency). The package may not include more than 8 members aged 19 or older. iii.Additional Annual Pass Family Members: First family member pays highest full price; additional family residing at the same address qualify for 50% off. Unlimited Annual passes only, purchased at the same time. iv.Military and Public Service Discounts: A 15% discount on monthly or annual passes is available to Active Military & Veterans; Local, State, Federal Government employees within the city of Boulder; and University and School District employees within the city of Boulder. v.Silver Sneakers, Renew Active, One Pass, Silver & Fit: These programs encourage older adults to participate in physical activities that will help them to maintain greater control of their health. Many insurance companies offer these benefits to their members which allows them to access the Boulder recreation centers and participate in drop-in activities. This does not include registered programs (see Section IV – Recreation Services above). b.Single Visit – Unlimited facility access within the same day Ages Non-Resident Rate Daily Entry Fee Resident/Worker Rate Adult (19-59) $12.00 $10.00 Senior (60+) $9.00 $7.50 Youth (3-18) $7.257.00 $6.00 Group Daily (4 entries; max 2 adults) $32.00 $27.00 c.10 Visit Pass Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $108114.00 $9096.00 Senior (60+) $8185.00 $6872.00 Youth (3-18) $6566.00 $5456.00 d.Monthly Pass Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $8387.00 $6972.00 Senior (60+) $6265.00 $5254.00 3030 Attachment B: Proposed 2025 BPR Fee Schedule 5 Attachment B: Proposed Parks and Recreation Department Fee Schedule Youth (3-18) $5052.00 $4143.00 Household $133139.00 $110115.00 e.Annual Pass Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $864907.00 $720756.00 Senior (60+) $648680.00 $540567.00 Youth (3-18) $522548.00 $432453.00 Household $1,3821,451.00 $1,1521,209.00 f.Unlimited Summer Fun Pass Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $249261.00 $207216.00 Senior (60+) $186195.00 $156162.00 Youth (3-18) $150153.00 $123126.00 Household $399417.00 $330342.00 *Valid from Friday before Memorial Day to Labor Day g.Reservoir Only Fees: i.Flank Season Fees & Twilight Entry Fees Season Individual Carload Flank Season* $5.00 $10.00 Twilight Entry**$5.00 $10.00 Large Vehicle fee – buses, vans, etc. * ** $10 + $3 for every person over 10 people *April 1 to Thursday before Memorial Day & Tuesday after Labor Day to October 31 ** 6:00 pm to facility close *** Large Vehicle Fee – only during Flank Season ii.Reservoir Only Annual Pass (January 1 to December 31) Ages Daily Entry FeeNon- Resident Rate Resident/Worker Rate Adult (19-59) $414435.00 $345362.00 Senior (60+) $310325.00 $260273.00 Youth (3-18) $249261.00 $207217.00 3131 Attachment B: Proposed 2025 BPR Fee Schedule 6 Attachment B: Proposed Parks and Recreation Department Fee Schedule Household $662695.00 $552580.00 VI.Resale Items Consumable and non-consumable goods available for purchase at BPR facilities. Resale items change throughout the year based on the season, availability of product and price. All resale items will be priced at 100% recovery of direct costs or higher. Discounting may be used to reduce inventory. VII.Contracted Programming Registered programs offered by a non-city/department agency that operate under a revenue share/profit split. If city staff are managing registration and payment, a revenue split of at least 30% to the city is expected with 70% to the partner, whereas if the partner is handling those tasks, the revenue split would be at least a 20% to the city and 80% to the partner. It is expected that contractors support department priorities of supporting participation among youth, seniors, people with disabilities and low incomes to encourage a greater diversity of participation. VIII.Golf Course The fees for Flatirons Municipal Golf Course year-round are: a.Per Round (Monday through Thursday) Ages 9 Hole 18 Hole Adult $2730.00 $483.00 Senior $2224.00 $3740.00 Youth $1920.00 $2930.00 b.Per Round (Friday to Sunday) & Holidays Ages 9 Hole 18 Hole Adult $3329.00 $4853.00 Senior $2529.00 $4347.00 Youth $2124.00 $3134.00 c.Annual Pass: Ages PerYear Adult $1,5001,650.00 Senior $1,2001,320.00 Junior (14 11 to 17) $414425.00 Children (10 and under free w/ paying adult) 3232 Attachment B: Proposed 2025 BPR Fee Schedule 7 Attachment B: Proposed Parks and Recreation Department Fee Schedule Youth (Under 14) $314.00 d.Value Plan Card Ages Per Pass 9 Hole w/ Value Plan 18 Hole w/ Value Plan Adult $699.00 $9 per round $12 per round Senior $599.00 e.Tournament Fees Weekday Tournament* $78.00 Weekend Tournament* $83.00 Add-On’s based on market rate+ Customized with Golf Staff *Includes 1 round per person; 1 cart for every 2 players e.f. Other Fees: Practice Range Balls Per Item Small – 40 balls $78.00 Medium – 75 balls $1011.00 Large – 100 balls $1314.00 Carts (per person) 9 Hole 18 Hole Riding Cart with GPS $1315.00 $1820.00 Push Carts $45.00 $67.00 Rental Clubs 9 Hole 18 Hole Standard Clubs $910.00 $1820.00 Performance Clubs $3035.00 $4550.00 IX.Rentals Space, facility, equipment, park reservations for a use by an individual, group or organization. a.Reservoir-Specific User Groups, Events and Picnics Exclusive Use Youth Per Hour Adult Per Hour Hourly Rate Based on 2024 Expenses: for before and after hours use only. $284.00 20254 Rates $170.50185.00 $284.00$213.00 3333 Attachment B: Proposed 2025 BPR Fee Schedule 8 Attachment B: Proposed Parks and Recreation Department Fee Schedule Add Ons Per Day Fire Extinguisher $10.00 Large Ice tub $20.00 Charcoal Grill $40.00 Picnic Tables $20.00 20’ x 20’ canopy $350.00 20’ x 30’ canopy $400.00 Equipment Use Per Hour Loader / Tractor $85.00 Personal Water Craft $30.00 Motor Boat $50.00 b.Boating Decontaminations Per Craft Small craft $20 Large craft $50-$250 (depends on severity) Annual Boat Storage: Mooring Resident Non-ResidentPer Boat Fee Rack $300.00 $380.00 Gravel $665.00 $830.00 Paved $755.00 $945.00 Wet $890.00 $1,110.00 Season – 7 days per week: Resident Non-ResidentPer Boat Fee Powered 50-499 HP $600.00 $735.00 Powered 1-49 HP and Sail boats $265.00 $315.00 Small watercraft $60.00 $70.00 Weekday – Mon – Fri (excludes holidays) Resident Non-ResidentPer Boat Fee Powered 50-499 HP $340.00 $400.00 Small watercraft $40.00 $45.00 Small Watercraft Non-Resident Rate Resident/Worker Rate Weekday (Mon – Fri & excludes holidays) $45.00 $40.00 7 days per week $70.00 $60.00 3434 Attachment B: Proposed 2025 BPR Fee Schedule 9 Attachment B: Proposed Parks and Recreation Department Fee Schedule c.Outdoor Sport Fields & Tournaments Rental Space Youth Group Per Hour Adult Group Per Hour Inline Hockey Rink $16.00 $19.00 Horseshoe Pits $27.00 $32.00 ½ Multi-purpose / Satellite /Recreation Field $18.00 $25.00 Multi-purpose / Satellite / Recreation Field $28.00 $35.00 Baseball & Softball Diamond / Soccer Fields $35.00 $44.00 Premier Field $67.00 $88.00 Add On’s Lights $45.00 $45.00 Painting & Striping $38-110 Garbage At Cost At Cost Portalet Rentals At Cost At Cost Added Prep Costs See staff rates See staff rates Cost Multipliers: Daily rate is equivalent to 7.5 hours booked Multi Day/Tournament rate is equivalent to 6 hours booked over multiple days Multi-Purpose / Satellite / Recreation Field: Aurora 7 Park, Arapahoe Ridge Park, Columbine Park, Foothills Community Park, East Boulder Community Park, Harlow Platts Community Park, Keewaydin Meadows Park, Martin Park, North Boulder Park, Tantra Park, Summitt Middle School, Tom Watson Park, Valmont Regional Park Baseball & Softball Diamond / Soccer Field: East Mapleton Ballfields, Gerald Stazio Softball Fields, Pleasant View (Fields 2-12) Premier Fields: East Boulder Community Park (artificial turf only), Pleasant View (Field 1), Scott Carpenter Park d.Outdoor Space Rentals Resident / day Non-Resident / day Park Shelters $100110.00 $125135.00 Alcohol Permit $25.00 $25.00 Parking Lots $100.00 $100.00 Chautauqua Lawn Free – permit & deposit required Valmont Park Resident Non-Resident / day Shelter - 3 hours $150.00 $150.00 3535 Attachment B: Proposed 2025 BPR Fee Schedule 10 Attachment B: Proposed Parks and Recreation Department Fee Schedule Park Shelters: Foothills Community Park, Harlow Platts Park, Martin Park, North Boulder Park Parking Lots: full closure of a parking lot is per day e.Outdoor Court Rentals: Court Type Fee Per Hour Sand Volleyball Court $30.00 Pickleball Court $6.00 Handball Court $8.00 Tennis Court $6.00 Tennis Court with Lights $10.00 Platform Tennis Court $5.00 Basketball Court $33.00 f.Indoor Space Rentals Resident / Hour Non-Resident / Hour Small Room Rental $40.00 $50.00 Large Room $65.00 $80.00 Specialty Recreation Facility $80.00 $100.00 Basketball ½ Gym $50.00 $62.50 Basketball Full Gym $110.00 $135.00 EBCC Ballroom $250.00 $250.00 EBCC Kitchen Surcharge Surcharge Valmont Farmhouse $125.00 $125.00 NBRC Gymnastics Room $2,575.00 / day Small rooms: SBRC Lobby and Stretching Room; Indoor Racquetball Court Large rooms: All Centers: meeting or classroom space EBCC: 1/3 of ballroom NBRC: 2/3 of multipurpose room SBRC: Ninja Studio; Community Lounge Specialty Recreation Space: not normally rented except for special occasions: Full multipurpose room, dance rooms, aerobics room, yoga room, childcare room g.Aquatics 3636 Attachment B: Proposed 2025 BPR Fee Schedule 11 Attachment B: Proposed Parks and Recreation Department Fee Schedule Rental Space Youth Per Hour Adult Per Hour Pool Patio $35.00 $42.00 Indoor Lap Lane – 25yd $14.00 $16.00 Outdoor Lap Lane – 25yd $16.00 $20.00 Scott Carpenter Lap Lane – 50m $27.50 $33.00$40.00 Leisure Pool Space $64.00 $80.00 Cabana Rental Resident Non-Resident Rental + admission fee per person 4 hour rental $4065.00 $5075.00 X.Commercial Use User groups and other entities rent space from the department and provide programming outside the scope of BPR services. This is Ccurrently guided by a 2012 pilot program with minimal charges applied based upon participation; to be reviewed in 2024. a.Rentable Properties For all 1+ year leases such as Boulder Reservoir Main Building Restaurant Space, Flatirons Golf Course Food and Beverage Space, Harbeck House, etc., staff issue a formal Request for Proposal with lease terms agreed upon by the Department and confirmed by the Parks and Recreation Advisory Board (leases up to 3 years) and City Council (leases over 3 years). The department’s preference is a base rent plus a percentage of revenue, with tenant responsible for all utilities.   b.Park Commercial Use Program (2012 Pilot) Minimum Visitors* Maximum Visitors Quarterly Fee 50 250 $50.00 251 500 $250.00 501 1000 $500.00 1,001 2,000+$750.00 *Total projected visitations over a quarter 3737 This fee schedule provides detail in support of the BPR Fee Policy for the department’s facilities and operations. The Definitions found in the Fee Policy apply throughout this document and are incorporated by reference. Subsidy Levels To advance equity by lowering barriers and supporting access based on the priorities identified in the 2022 BPR Plan, subsidy is provided to programs that support low-income residents, people with disabilities, older adults and youth. Other Facility Use and Services Any other Boulder Parks and Recreation facility or service not listed specifically in this fee schedule or elsewhere shall be available at the discretion of the Parks and Recreation Department Director. The Director or their designee will determine the applicable fees and necessary requirements. Staffing Additional fees may be charged for events, rentals, and reservations that require staff above and beyond those that are regularly scheduled to work. An additional premium applies for staffing that must take place outside of regular operational hours, recognizing it requires a shift in regular scheduling and management support to administer. Specific fees are based on the approximate cost of staff as follows: Staff Category Hourly Rate Per Employee Seasonal & Temporary (Non-Standard) Staff $24.50 Standard Operations Staff $40.00 Standard Management Staff $61.00 Overtime/Outside of Operating Hours 2x multiplier Fees by Program Type I.Open Access Access to parks, park amenities, pathways and natural areas. Open access allows for self-directed activity and does not include supervision or oversight by staff. No fees are associated with the use of Open Access facilities. II.Grants, Philanthropy & Donations Grants, philanthropy and donations which further the mission of the department by providing outside funding for a specific focus which increases access and/or removes barriers to participation. Attachment C: 2025 BPR Fee Schedule 38 No fees from customers are associated with this revenue category, though a portion of funds may be due to pass-through organizations. III.Special Events Large-scale events that involve reservation of department facilities and parks. Depending on the intended audience of the event, any of the 3 community benefit levels may apply. Typically, most Community and Recreation level programs are produced by the department and/or city, that fees would primarily apply for Special Events with an Individual Benefit level. Citywide Special Events Office may have additional fees beyond fees charged for Parks and Recreation facilities, programs, and staff. a.Special Event Fees Special Events Per Day 50 – 250 people $300.00 251 – 1,000 people $500.00 1,001 – 5,000 people $1,250.00 5,001 – 50,000 people $2,000.00 50,000+ people $2,500.00 Glen Huntington Bandshell Per Day 50 + people $900.00 Special Event Locations: Boulder Creek Path, Central Park, EBCC Community Park, North Boulder Park, SBRC – Harlow Platts Park b.Reservoir Events Per Day April 1 – Oct 31 Per Day Nov 1 – March 31 Full facility closure $15,000.00 $7,500.00 Reservoir Basic site $400.00 $200.00 Reservoir Premier site $600.00 $300.00 ½ Parking Lot (double for full) $250.00 $125.00 Restrooms N/A $200.00 Reservoir Lake Per Hour April 1 – Oct 31 Per Hour Nov 1 – March 31 Reservoir Lake closure inside no wake area $75.00 $50.00 39 Attachment C: 2025 BPR Fee Schedule 39 Reservoir Lake wake area ½ $500.00 $250.00 Reservoir Lake wake area Full N/A $500.00 Picnic Fees: Basic Site Per Event Premier Site Per Event Silver $400.00 $440.00 Gold $625.00 $685.00 Platinum $800.00 $880.00 Custom a la carte pricing A la carte price A la carte price Per participant impact fees $5.00 - $6.00 per participant based on impact of event $4.00 - $6.00 per participant based on impact of event Per car participant fee for picnics only $10.00 $10.00 Room Rentals: Per Hour Main building dining room $200.00 Outdoor patio $50.00 c.Valmont Events Valmont hosts limited Special Events during a typical year, so for each of those instances applicable fees will be calculated based on the projected impact, staff resources, and exclusivity of the rental based on the principles and targets in the Fee Schedule and Fee Policy. IV.Recreation Services Fees associated with recreation programs and services are determined based upon the department’s Service Delivery Model and may be updated each program session. Rates are published in the Recreation Activity Guide each registration session. V.Facility Entry Access to recreation centers, pools, and other facilities are consistent across the BPR system. Visitors may pay for individual daily entries, packages of “punches” to be used for entrance , or memberships that allow unlimited use during a set time period. a.General Definitions & Promotions: i.Resident/Worker Fee: Rate reflects a discount for those who either live or are paid employees of businesses or organizations within the city limits of Boulder. 40 Attachment C: 2025 BPR Fee Schedule 40 ii.Household: Any adults, seniors or youth residing at the same address (anyone 19 years old and over must provide proof of same-address residency). The package may not include more than 8 members aged 19 or older. iii.Additional Annual Pass Family Members: First family member pays highest full price; additional family residing at the same address qualify for 50% off. Unlimited Annual passes only, purchased at the same time. iv.Military and Public Service Discounts: A 15% discount on monthly or annual passes is available to Active Military & Veterans; Local, State, Federal Government employees within the city of Boulder; and University and School District employees within the city of Boulder. v.Silver Sneakers, Renew Active, One Pass, Silver & Fit: These programs encourage older adults to participate in physical activities that will help them to maintain greater control of their health. Many insurance companies offer these benefits to their members which allows them to access the Boulder recreation centers and participate in drop-in activities. This does not include registered programs (see Section IV – Recreation Services above). b.Single Visit – Unlimited facility access within the same day Ages Daily Entry Fee Adult (19-59) $12.00 Senior (60+) $9.00 Youth (3-18) $7.00 Group Daily (4 entries; max 2 adults) $32.00 c.10 Visit Pass Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $114 .00 $96.00 Senior (60+) $85.00 $72.00 Youth (3-18) $66.00 $56.00 d.Monthly Pass Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $87.00 $72.00 Senior (60+) $65.00 $54.00 41 Attachment C: 2025 BPR Fee Schedule 41 Youth (3-18) $52.00 $43.00 Household $139.00 $11 5.00 e.Annual Pass Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $907.00 $756.00 Senior (60+) $680.00 $567.00 Youth (3-18) $548.00 $453.00 Household $1,451.00 $1,209.00 f.Unlimited Summer Fun Pass Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $261.00 $216.00 Senior (60+) $195.00 $162.00 Youth (3-18) $153.00 $126.00 Household $417.00 $342.00 *Valid from Friday before Memorial Day to Labor Day g.Reservoir Only Fees: i.Flank Season & Twilight Entry Fees Season Individual Carload Flank Season* $5.00 $10.00 Twilight Entry** $5.00 $10.00 Large Vehicle fee – buses, vans, etc. * ** $10 + $3 for every person over 10 people *April 1 to Thursday before Memorial Day & Tuesday after Labor Day to October 31 ** 6:00 pm to facility close *** Large Vehicle Fee – only during Flank Season ii.Reservoir Only Annual Pass (January 1 to December 31) Ages Non-Resident Rate Resident/Worker Rate Adult (19-59) $435.00 $362.00 Senior (60+) $325.00 $273.00 Youth (3-18) $261.00 $217.00 42 Attachment C: 2025 BPR Fee Schedule 42 Household $695.00 $580.00 VI.Resale Items Consumable and non-consumable goods available for purchase at BPR facilities. Resale items change throughout the year based on the season, availability of product and price. All resale items will be priced at 100% recovery of direct costs or higher. Discounting may be used to reduce inventory. VII.Contracted Programming Registered programs offered by a non-city/department agency that operate under a revenue share/profit split. If city staff are managing registration and payment, a revenue split of at least 30% to the city is expected with 70% to the partner, whereas if the partner is handling those tasks, the revenue split would be at least a 20% to the city and 80% to the partner. It is expected that contractors support department priorities of supporting participation among youth, seniors, people with disabilities and low incomes to encourage a greater diversity of participation. VIII.Golf Course The fees for Flatirons Municipal Golf Course year-round are: a.Per Round (Monday through Thursday) Ages 9 Hole 18 Hole Adult $30.00 $48.00 Senior $24.00 $40.00 Youth $20.00 $30.00 b. Per Round (Friday to Sunday) & Holidays Ages 9 Hole 18 Hole Adult $33.00 $53.00 Senior $29.00 $47.00 Youth $24.00 $34.00 c.Annual Pass: Ages Per Year Adult $1,650.00 Senior $1,320.00 Junior (11 to 17) $425.00 Children (10 and under free w/ paying adult) 43 Attachment C: 2025 BPR Fee Schedule 43 d.Value Plan Card Ages Per Pass 9 Hole w/ Value Plan 18 Hole w/ Value Plan Adult $699.00 $9 per round $12 per round Senior $599.00 e. Tournament Fees Weekday Tournament* $78.00 Weekend Tournament* $83.00 Add-On’s based on market rate+ Customized with Golf Staff *Includes 1 round per person; 1 cart for every 2 players f.Other Fees: Practice Range Balls Per Item Small – 40 balls $8.00 Medium – 75 balls $11.00 Large – 100 balls $14.00 Carts (per person) 9 Hole 18 Hole Riding Cart with GPS $15.00 $20.00 Push Carts $5.00 $7.00 Rental Clubs 9 Hole 18 Hole Standard Clubs $10.00 $20.00 Performance Clubs $35.00 $50.00 IX.Rentals Space, facility, equipment, park reservations for a use by an individual, group or organization. a.Reservoir-Specific User Groups, Events and Picnics Exclusive Use Youth Per Hour Adult Per Hour Hourly Rate Based on 2024 Expenses: for before and after hours use only. $284.00 2025 Rates $185.00 $284.00 Add Ons Per Day 44 Attachment C: 2025 BPR Fee Schedule 44 Fire Extinguisher $10.00 Large Ice tub $20.00 Charcoal Grill $40.00 Picnic Tables $20.00 20’ x 20’ canopy $350.00 20’ x 30’ canopy $400.00 Equipment Use Per Hour Loader / Tractor $85.00 Personal Water Craft $30.00 Motor Boat $50.00 b.Boating Decontaminations Per Craft Small craft $20 Large craft $50-$250 (depends on severity) Annual Boat Storage: Mooring Per Boat Fee Rack $380.00 Gravel $830.00 Paved $945.00 Wet $1,110.00 Season – 7 days per week: Per Boat Fee Powered 50-499 HP $735.00 Powered 1-49 HP and Sail boats $315.00 Weekday – Mon – Fri (excludes holidays) Per Boat Fee Powered 50-499 HP $400.00 Small watercraft Small Watercraft Non-Resident Rate Resident/Worker Rate Weekday (Mon – Fri & excludes holidays) $45.00 $40.00 7 days per week $70.00 $60.00 c.Outdoor Sport Fields & Tournaments 45 Attachment C: 2025 BPR Fee Schedule 45 Rental Space Yo uth Group Per Hour Adult Group Per Hour Inline Hockey Rink $16.00 $19.00 Horseshoe Pits $27.00 $32.00 ½ Multi-purpose / Satellite /Recreation Field $18.00 $25.00 Multi-purpose / Satellite / Recreation Field $28.00 $35.00 Baseball & Softball Diamond / Soccer Fields $35.00 $44.00 Premier Field $67.00 $88.00 Add On’s Lights $45.00 $45.00 Painting & Striping $38-110 Garbage At Cost At Cost Portalet Rentals At Cost At Cost Added Prep Costs See staff rates See staff rates Cost Multipliers: Daily rate is equivalent to 7.5 hours booked Multi Day/Tournament rate is equivalent to 6 hours booked over multiple days Multi-Purpose / Satellite / Recreation Field: Aurora 7 Park, Arapahoe Ridge Park, Columbine Park, Foothills Community Park, East Boulder Community Park, Harlow Platts Community Park, Keewaydin Meadows Park, Martin Park, North Boulder Park, Tant ra Park, Summitt Middle School, Tom Watson Park, Valmont Regional Park Baseball & Softball Diamond / Soccer Field: East Mapleton Ballfields, Gerald Stazio Softball Fields, Pleasant View (Fields 2-12) Premier Fields: East Boulder Community Park (artificial turf only), Pleasant View (Field 1), Scott Carpenter Park d.Outdoor Space Rentals Resident / day Non-Resident / day Park Shelters $110.00 $135.00 Alcohol Permit $25.00 $25.00 Parking Lots $100.00 $100.00 Chautauqua Lawn Free – permit & deposit required Valmont Park Resident Non-Resident / day Shelter - 3 hours $150.00 $150.00 Park Shelters: Foothills Community Park, Harlow Platts Park, Martin Park, North Boulder Park 46 Attachment C: 2025 BPR Fee Schedule 46 Parking Lots: full closure of a parking lot is per day e.Outdoor Court Rentals: Court Type Fee Per Hour Sand Volleyball Court $30.00 Pickleball Court $6.00 Handball Court $8.00 Tennis Court $6.00 Tennis Court with Lights $10.00 Platform Tennis Court $5.00 Basketball Court $33.00 f.Indoor Space Rentals Resident / Hour Non-Resident / Hour Small Room Rental $40.00 $50.00 Large Room $65.00 $80.00 Specialty Recreation Facility $80.00 $100.00 Basketball ½ Gym $50.00 $62.50 Basketball Full Gym $110.00 $135.00 EBCC Ballroom $250.00 $250.00 EBCC Kitchen Surcharge Surcharge Valmont Farmhouse $125.00 $125.00 NBRC Gymnastics Room $2,575.00 / day Small rooms: SBRC Lobby and Stretching Room; Indoor Racquetball Court Large rooms: All Centers: meeting or classroom space EBCC: 1/3 of ballroom NBRC: 2/3 of multipurpose room SBRC: Ninja Studio; Community Lounge Specialty Recreation Space: not normally rented except for special occasions: Full multipurpose room, dance rooms, aerobics room, yoga room, childcare room g.Aquatics Rental Space Youth Per Hour Adult Per Hour Pool Patio $35.00 $42.00 47 Attachment C: 2025 BPR Fee Schedule 47 Indoor Lap Lane – 25yd $14.00 $16.00 Outdoor Lap Lane – 25yd $16.00 $20.00 Scott Carpenter Lap Lane – 50m $27.50 $33.00$40.00 Leisure Pool Space $64.00 $80.00 Cabana Rental Resident Non-Resident Rental + admission fee per person 4 hour rental $65.00 $75.00 X.Commercial Use User groups and other entities rent space from the department and provide programming outside the scope of BPR services. This is currently guided by a 2012 pilot program with minimal charges applied based upon participation; to be reviewed in 2024. a.Rentable Properties For all 1+ year leases such as Boulder Reservoir Main Building Restaurant Space, Flatirons Golf Course Food and Beverage Space, Harbeck House, etc., staff issue a formal Request for Proposal with lease terms agreed upon by the Department and confirmed by the Parks and Recreation Advisory Board (leases up to 3 years) and City Council (leases over 3 years). The department’s preference is a base rent plus a percentage of revenue, with tenant responsible for all utilities. b.Park Commercial Use Program (2012 Pilot) Minimum Visitors* Maximum Visitors Quarterly Fee 50 250 $50.00 251 500 $250.00 501 1000 $500.00 1,001 2,000+ $750.00 *Total projected visitations over a quarter 48 Attachment C: 2025 BPR Fee Schedule 48 BPR Market Study Comparison for Rentals/Fees 1 Attachment D: Market Study Comparison 6449 2 Access Fees Drop -Ins & Passes Internal Spaces at Recreation Facilities Athletic Fields, Courts & Park Shelters Boulder Reservoir Permits, Picnics & Storage Flatirons Golf Course Rounds of Golf & Passes BPR 2024 Market Study: Rentals/Fees Attachment D: Market Study Comparison 50 3 Market Study •2024 Rates-For 2025 several municipalities have planned fee increases on daily entry •BPR access includes all 3 recreation facilities, Scott Carpenter & Spruce Pools, and the Boulder Reservoir •BPR above municipal market rates but have different funding mechanism •BPR is lower than for profit/non-profit organizations Resident Non-Resident Adult/General Youth Senior Household Adult/General Youth Senior Household BPR Example Age 19-59 Age 3-18 Age 60+Daily 4- Pack Age 19-59 Age 3-18 Age 60+Daily 4- Pack BPR Current Rate $10 $6 $7.5 $27 $12 $7.25 $9 $32 BPR Proposed Rate $12 $7 $9 $32 $12 $7 $9 $32 CO Athletic Club 40 40 40 N/A N/A N/A N/A N/A RallySport YMCA of Northern Colorado: Mapleton/Arapahoe 15 10 15 N/A 15 10 15 N/A Louisville, CO 8 6 6 17 12 9.5 9.5 39 Westminster, CO 6 5 5 N/A 8 7 7 N/A South Suburban PRD, CO 6.75 5.5 5.5 15 9.25 7.25 7.25 20 Foothills PRD, CO 5.75 4.25 5 15 7.75 5.75 6.75 25 Broomfield, CO 5 3.5 4 N/A 7.75 6.25 6.25 N/A Erie, CO 5 3 3 14 6 4 4 18 Fort Collins, CO 7 6 6 N/A N/A N/A N/A N/A BPR 2024 Market Study: Rentals/Fees Permanently Closed Attachment D: Market Study Comparison 51 4 Market Study •2024 Rates-For 2025 several municipalities have planned fee increases on passes •BPR access includes all 3 recreation facilities, Scott Carpenter & Spruce Pools, and the Boulder Reservoir •BPR above municipal market rates but have different funding mechanism •Municipalities based on resident rate* •BPR is lower than for profit/non-profit organizations BPR 2024 Market Study: Rentals/Fees Monthly Annual BPR Example Resident Rate Unlimited Vists Resident Rate Unlimited Visits BPR Current Rate $69 $720 BPR Proposed Rate $72 $756 CO Athletic Club 105 1260 RallySport YMCA of Northern Colorado: Mapleton/Arapahoe 75 825 BPR Current 69 720 Louisville, CO 46.5 486 Erie, CO 50 455 South Suburban PRD, CO 40 440 Fort Collins, CO 39 350 Broomfield, CO 33 396 Foothills PRD, CO 36.33 199 Westminster, CO 28.25 339 Crunch 9.99 - 29.99 119.88 - 359.88 Planet Fitness 15 180 $0 $20 $40 $60 $80 $100 $120 Monthly Pass Price (Adult) Private BPR Public N/A indicate no offering, comparable or published data. Rates based on current published data. Attachment D: Market Study Comparison 52 5 Description Small Space/Medium Large Space Extra Large Space Studio/Multi- purpose Space Racquetball Courts Gymnasium Half Gymnasium Rental BPR Example Multi-purpose Classroom Stretching Room 1/3 EBCC Ballroom EBCC Ballroom Dance or Aerobics Studio/Community Lounge Racquetball Courts Basketball Gym 1/2 Gymnasium Square Feet Up to 2,000 2,000-5,000 4,500+1,000+800 5,000-8,500 2,500-4,250 Rental Capacity PPL 1-100 100-150 150+Varies N/A Varies Varies Function Small conference classroom/multi-purpose room Large conference/ party space Large conference/ party space Multi-purpose space Racquetball Courts Gymnasium 1/2 Gym Rental BPR Current Resident Rate $40 $65 $250 $80 No Charge $110 $50 BPR Proposed Resident Rate 40 65 250 80 No Charge 110 50 Public Average Resident Rate 42 100 235 44 No Charge 97 52 Boulder JCC 25-75 N/A Variable 50-75 N/A 85-150 N/A BVSD Rate: Adult (Elem/MS/HS)30 See multi-purpose 45/69 40/42/78 N/A 53/66/86 N/A CU Boulder 36-60 70 Variable 60-70 N/A 60 N/A BPR 2024 Market Study: Rentals/Fees Market Study •Resident, adult or a flat rate utilized for comparison. Rental rates are hourly. •Description categorization based upon square footage, capacity, or function •BPR rates for medium & studio space are at market •Boulder JCC, BVSD, and CU Boulder •Provide the best market comparison for proximity and room types/purpose •BVSD charges a staggered large group surcharge on top of base rate for 50+ people N/A indicate no offering, comparable or published data. Rates based on current published data. Attachment D: Market Study Comparison 53 6 Market Study •Resident/adult rates utilized for comparison. Field & basketball court rental rates are hourly. •BPR tennis rates are inline with Broomfield- Resident, Erie & South Suburban •BPR field rental rates are in-line or lower than surrounding municipalities •Some municipalities charge a flat set-up fee on top of hourly rental •BPR rates are lower than BVSD and CU Boulder for tennis court and field rentals •Provide the best market comparison for proximity, rental types & condition •BVSD does charge a higher youth/adult commercial rate (e.g., fields $110, turf $179) •Shelter Day Rate-BPR is in-line surrounding communities. OSMP R $50/NR $100/hr.BPR 2024 Market Study: Rentals/Fees Description Tennis Court Recreation Small Field Multi-Purpose/ Satellite/ Recreation Field Premier Field Baseball Diamond/ Soccer Field Basketball Court Park Shelter per Day Field Rental Add-On Field Rental Add-On Field Rental Add-On BPR Example Tennis Court Pleasant View 1a North Boulder Park Pleasant View Field/ Scott Carpenter Gerald Stazio East Mapleton Pleasant View EBCC Basketball Court Outside Outdoor Shelter- Varying Sizes Field "Touch Up" Lining/ Painting Field Porto/Trash Lights BPR Current Rate $6 per 1.5 hr.$35 $44 $88 $44 $33 $100 $38-110 At Cost $45 BPR Proposed Rate $6 per 1.5 hr.$35 $44 $88 $44 $33 $150 $38-110 At Cost $45 Public Average Rate 10 per 1-2 hr.25 32 98 56 40 110-286 35-125 150-275 40 BVSD Adult Rate 9 per hr.N/A 70 158 70 N/A N/A N/A N/A N/A CU Boulder 20 per hr.N/A 50-60 100-150 50-75 20 N/A N/A N/A Yes - No Posted Fee N/A indicate no offering, comparable or published data. Rates based on current published data. Attachment D: Market Study Comparison 54 7 Body of Water State or Municipal Fee Season Annual Pass option Powerboats Allowed Non-Vehicle Entry Fee Vehicle Fee Add'l Boat Fee Per person fee Wake Information Additional Information Boulder Reservoir (no change from 2024)Municipal April 1 - October 31 High Season Memorial Day to Labor Day Yes- BPR Access Fees Yes Per Person Fee April 1-May 25 & Sept. 5-Oct. 31 $10 carload Yes N/A Designated wake and wakeless hours Aurora Reservoir Municipal Year-round R $75/ NR $85 No gas powered No $10/day weekdays, $15/day weekends/holidays, $10/day off-season $15 for trailered boats, no fee for SWC N/A Wakeless boating only Bear Creek Lake Park Municipal Year-round $80/$50 Senior <10HP No $10 No N/A Designated no wake zones but no other days/times specified Durango/Nighthorse Municipal mid April-early Nov $80 Household, $60 Senior, $25 Walk/Bike Yes $5 $10 No N/A Mon/Wed/Fri & Before 10am No Wake $25/day busses Standley Lake Municipal Year-round $65 No N/A $7 $10 N/A No trailered watercraft allowed Boating season is only May 1-Sept 30 though fees remain in place year round. Union Reservoir Municipal Year-round $85 R/$200 NR Yes but wakeless $2 $10 Weekdays/$15 Weekends $5 smallcraft/$10 trailered N/A All wakeless Walk in only Nov 1-Feb 28, but fees still apply. Carter Lake County Year-round $100/Vehicle R, $130/Vehicle NR, $200/Car+Boat R, $260/Car +Boat NR Yes not listed $10 $10/trailered watercraft N/A Designated no wake zones but no other days/times specified Managed by Larimer County, no fee listed for SWC daily entrance. Similar fees to Horsetooth Reservoir. ANS decon fees not listed Horsetooth Reservoir County Year-round $100/Vehicle R, $130/Vehicle NR, $200/Car+Boat R, $260/Car +Boat NR Yes not listed $10/vehicle $10/trailered watercraft N/A Designated no wake zones but no other days/times specified Managed by Larimer County, no fee listed for SWC daily entrance. Similar fees to Carter Lake. ANS decon fees not listed Barr Lake State Year-round $80 permanent, $120 transferable, $70 Senior <10HP not listed $10 No $4 Wakeless boating only Only low powered fishing vessels, sailboats, and SWC allowed Boyd Lake State Year-round $80 permanent, $120 transferable, $70 Senior Yes not listed $10 No N/A Designated areas of the lake for wakeless and for skiing (e.g. south end for skiing), No specific wakeless days/times Chatfield Reservoir State Year-round $80 permanent, $120 transferable, $70 Senior Yes, only on main reservoir not listed $10 No N/A Divided into zones for each type of activity. No other days/times specified. SWC allowed on any water inside of park, powerboats only allowed on main reservoir. Full service Marina Cherry Creek Reservoir State Year-round $83 permanent, $123 transferable, $73 Senior Yes not listed $11 No N/A Designated no wake zones but no other days/times specified N/A indicate no offering, comparable or published data. Rates based on current published data. Attachment D: Market Study Comparison 55 8 Location Powered Watercraft Season Permit Unpowered Watercraft Season Permit Small Watercraft Season Permit ANS Fee BPR Example Powered Watercraft 50-499 HP Sailboat Kayak Canoe Stand Up Paddleboard Decontamination Boulder Reservoir Current Rate 7 days R $600/NR $735 NR Weekday R $340/NR $400 7 days R $265/$315 NR Weekday N/A 7 days $60 R/$70 NR, Weekday $40/$45 NR Inspection Fees range between $20-$250 based on watercraft size Boulder Reservoir Proposed Rate (one rate R/NR) 7 days $735 Weekday $400 7 days $315 Weekday N/A 7 days $60 R/$70 NR, Weekday $40/$45 NR Inspection Fees range between $20-$250 based on watercraft size Aurora Reservoir Not Allowed $15 No Fee Inspection- No Listed Fee Union Reservoir Not Allowed R $70/NR $132 R $35/NR $70 Inspection- No Listed Fee Standley Lake Not Allowed $200 $200 Inspection w/ season pass or $10 daily entrance fee Horsetooth Reservoir/Carter Lake Inspection- Annual Fee $25 in-state/$50 out of state Chatfield Reservoir Inspection- Annual Fee $25 in-state/$50 out of state Cherry Creek Reservoir Inspection- Annual Fee $25 in-state/$50 out of state BPR 2024 Market Study: Rentals/Fees Market Study: •Boulder Reservoir is unique in being one of the few municipalities to allow powerboats over 10HP •BPR has Lake Patrol services at all times the facility is open •Comprehensive ANS program with boat inspectors available for entrance/exit inspections when facility is open •Colorado Parks & Wildlife state funding & fees are not comparable State Annual Boat Registration: $35.25-$75.25 Combination Vehicle and Boat R$200/NR $260 State Annual Boat Registration: $35.25-$75.25 State Annual Boat Registration: $35.25-$75.25 N/A indicate no offering, comparable or published data. Rates based on current published data. Attachment D: Market Study Comparison 56 9 Description Shelter Rentals/Picnic Per Day BPR Example Rental package fees vary based on attendance and amenities & included tables, grill, canopy(s) & waste containers Boulder Reservoir (no change from 2024) $400-Silver up to 100 ppl $625-Gold from 100-200 ppl $800-Platinum from 150-300 ppl Aurora Reservoir $100-Small 135-Medium 245-Large Barr Lake, Brighton $160 (100 ppl max) Boyd Lake, Loveland $90-weekdays 180-weekends (200 ppl max) Waneka Lake, Lafayette $95-Small 126-Medium 258-Large Union Reservoir, Longmont $115- weekday only Market Study: Picnics/Shelters •Fees are based on high season rental rates •Comparisons provide only a covered shelter near body of water •Fees/structure compares to a ‘typical’ park shelter •BPR above market rates but provide different set-up Market Study: Boat Storage •Boulder Reservoir is annual fee & falls in line with market rates outside Boulder •Annual fee is below Boulder facilities •Boulder Reservoir requires season permit to access storage Location Covered Uncovered Wet Mooring Boulder Reservoir Current N/A R $300/NR $380-rack R $665/NR $830-gravel R $755/NR $945-paved R$890/NR $1100 season Boulder Reservoir Proposed N/A $380-rack $830-gravel $945-paved $1110 Per Season Tommy's N/A $100/mo.N/A Union Reservoir N/A R $635/NR 1256 season N/A Carter/Horsetooth N/A N/A $1161-1562 season Boulder RV & Boat Self Storage N/A $100/mo.: back-in $115/mo.: pull thru N/A Arapahoe Self Storage-Boulder $160/mo.$130/mo.N/A StorQuest Self Storage- Boulder $275/mo.N/A N/A Boyd Lake N/A $75/mo.; $400/season (w/ season pass only)$230-265/mo. Boyd Lake Boat RV & Storage $230/mo. $90/mo.: back-in $110/mo.: drive-thru N/A Louisville Boat & RV Storage N/A $43-70/mo.N/A Chatfield Marina N/A $450-792/6 mo. season based on size $4,493/ per season N/A indicate no offering, comparable or published data. Rates based on current published data. Attachment D: Market Study Comparison 57 10 Course Location 9 Hole Weekday Rate 9 Hole Weekend Rate 18 Hole Weekday Rate 18 Hole Weekend Rate Annual Pass Value Plan Notes/Cart Fees Flatirons Golf Course Current Rate Boulder $27 $29 $43 $48 $1,500 Adult $1,200 Senior $414 Youth 20 -9 hole rounds $699 Adult $599 Senior $18 per rider for 18/$13 for 9 Surcharge for value plan passes Flatirons Golf Course Proposed Rate $30 $33 $48 $53 $1,650 Adult $1,320 Senior $425 Youth 20 -9 hole rounds $699 Adult $599 Senior $20 per rider for 18/$15 for 9 Surcharge for value plan passes. Indian Peaks Golf Course Lafayette 33​38​53​73​N/A $22 cart fee per rider Coal Creek Golf Course Louisville 29​31​53​64​ $2730 – Adult $2566- Senior N/A 2 free guest rounds with pass $21 per rider for 18; $12 for 9 South Suburban GC Centennial 27​29​53​55​ Resident Only: $1000 M-F plus $3 per round surcharge $520 –20 nines Has Resident and Non-Resident Fees $22 per rider for 18/$12 for 9 Ute Creek Golf Course Longmont 28​30​48​53​ $1905 $2615 w/cart $675 – 20 rounds weekday only Must take cart on weekends $20 per rider for 18/$15 for 9 Twin Peaks Golf Course Longmont 24​25​38​42​ $1430 $2140 w/cart $555 –20 rounds weekday only Walnut Creek Golf Preserve Westminster 29​35​52​65​$3500 – 50 cap N/A Walnut and Legacy pass $20 per rider for 18/$11 for 9 Legacy Ridge GC Westminster 29​35​52​65​$3500 – 50 cap N/A Walnut and Legacy pass $20 per rider for 18/$11 for 9 Broadlands Golf Course Broomfield 35​40​60​73​By request N/A $20 per rider for 18/$10 for 9 Westwoods GC Arvada 28​33​52​63​$3500 (Monday-Thursday)$663 – 15 - 18”s $22 per rider for 18/$13 for 9 Thorncreek GC Thornton 25​28​43​52​$2850 N/A $575 annual cart fee with pass Collindale /Southridge GC Ft Collins 28​28​51​51​ $675 plus $11 per 18/$5.5 per 9 round surcharge N/A $19 per rider for 18/$12 for 9 Foothills GC Denver 26​30​47​57​N/A N/A $22 cart fee per rider Fossil Trace Golden 40​45​105​115​N/A N/A Rates include cart Riverdale Dunes Brighton 29​29​44​54​N/A $320 for 20 rounds $18 per rider for 18/$10 for 9 Market Average 29 33 54 63 Market Study •Rounds of Golf •BPR rates for 9 holes are comparable to market average •BPR rates for 18 holes are below market average •Passes are below market rates N/A indicate no offering, comparable or published data. Rates based on current published data. Attachment D: Market Study Comparison 58 Thank you. 11 Attachment D: Market Study Comparison 59 Balancing Community Needs with the Financial Realities As the update to the City of Boulder’s Parks & Recreation Master Plan is nearing completion, it is clear that balancing the needs of the community with the financial realities of the city will be of paramount importance if the goals of the master plan are to be successfully implemented. Master Plan Themes The following are the identified themes for the update to the master plan that impact community needs and finances. 1.Community Health & Wellness 2. Taking Care of What We Have 3.Financial Sustainability 4. Building Community Relationships 5.Youth Engagement & Activity 6.Organizational Readiness 7.Equity & Resilience Of these goals, Community Health & Wellness, Building Community Relationships, Youth Engagement & Activity, and Equity & Resilience are front facing initiatives that require an ongoing commitment of time and resources to accomplish. On the other side, Taking Care of What We Have, Financial Sustainability and Organizational Readiness are the City’s back of the house commitment to ensuring that parks and recreation facilities and services can continue to be provided. These themes strike at the heart of the balance question between needs and resources. Existing Issues BPR is currently dealing with a significant number of issues that impact the delivery of parks and recreation facilities and programs in the future. The pandemic has exacerbated many of these issues. The material for this section was derived from information included in the draft master plan update document and additional back-up data provided by BPR. Continuing to Serve a Growing Market •Boulder’s population in 2020 was 108,091 (including CU students). The population is projected to grow to 123,000 by 2040. •Boulder County’s senior population (age 60+) is expected to nearly double to 28% of the total population by 2040. •There will be a significant increase in the Latinx community in the city from 10% in 2019 to potentially just over 30% by 2040 (based on state wide projections). •The population of the northern Front Range is also projected to grow at a fast pace during this time period. Attachment E: Ballard King Analysis 4960 •While the primary focus of BPR is to serve the residents of Boulder, non-residents make up approximately 25% of program and facility users. •The growing market will result in an increasing demand for recreation facilities, programs and services. The overall population increase in Boulder will require a greater capacity for services as well as additional specific services focused on seniors and the Latinx community. This will likely require additional funding to meet these needs. Note: The demographic information was derived from the 2021 Needs Assessment Report as part of the Boulder Parks and Recreation Master Plan Update. Providing a Full complement of Recreation Amenities •BPR manages a wide range and quantity of facilities. Attachment E: Market Study Comparison 61 Offering a Full Complement of Recreation Programs •BPR offers a wide range of recreation programs with strong enrollment numbers, even with an overall decline in participation since 2017. •BPR contracts out youth sports, tennis, dance, and some summer camp programs. Dealing with Increasing Operations Costs •Staffing costs continue to increase with a commitment to pay a living wage for full-time as well as part-time positions. The impact of minimum wage increases and the need to attract and retain good employees has also affected costs. The average annual growth rate in staffing costs for the next 5 years is projected to be 5%. Staffing is the greatest operational cost for BPR as well as most all parks and recreation agencies. •Utility costs have also continued to increase especially in the last two to three years. This has a significant impact on BPR’s operations budget. The average annual growth rate in overall operating costs (minus staffing) for the next 5 years is projected to be 4%. •Goods and service costs have seen a dramatic impact in the last few years due in part to the pandemic and this is projected to continue for the next couple of years at a minimum of 4% per year if not higher. Attachment E: Market Study Comparison 62 •BPR is also assessed interdepartmental charges for services that saw large increases from 2016 through 2019. However, charges have dropped sharply in 20202 and 2021 due to the pandemic and lower budget numbers. It is projected that these charges will grow by 3% per year for the next 5 years. •It is recognized that the pandemic had an impact on certain operating costs in 2020 and 2021. While costs were showing a steady increase until 2020, with the pandemic overall costs have declined due to reduced programs and services as well as the limited operation of facilities. However, post pandemic BPR will need to be prepared for significant increases in operating costs again. This will need to be matched with the realization that revenues are only projected to increase by 2% to 3% for the next five years. Funding Increased Capital Replacement Costs •BPR utilizes an Asset Management Plan to track parks and recreation assets and estimate capital replacement value (CRV). o In 2021 BPR had a CRV value of $298,476,655. o Based on spending 2-3% of CRV annually on capital repairs and replacement, BPR has as an estimated total maintenance backlog of $20,579,515. BPR currently expends $5.6 million annually for this purpose leaving it $1.9 million short. o There are also approximately $177,935,000 in unfunded capital projects. o Operations and maintenance or preventative maintenance funding should be 4% of the CRV annually or $11.9 million and is only being funded at $8.6 million annually resulting in a shortfall of $3.3 million. o The city’s Urban Forestry Strategic Plan indicates the urban tree canopy is also an asset but since it has an appreciating value, it was not included in the backlog of operations and maintenance calculations above. The required funding for maintaining the urban tree canopy is not in place. Stagnant Earned Revenues •BPR has strong service delivery and fee policies in place. o Service Costing Methodology is detailed out. o Service Delivery Framework modeling is in place to determine what programs should be offered and how they are best provided. o Program Prioritization, Subsidization, and Cost Recovery (RPI) guides programming efforts and the calculation of the rate of cost recovery. o The cost recovery level for recreation programs increased from an average of 82% from 2007-2011 to 92% from 2017-2019. •There have been issues with pricing some services beyond what the market will bear. •Despite these policies there is still a negative gap between yearly program revenues and expenditures. As a result, BPR will need to consider some or all of these options: o Increased program fees o Increased program subsidy o Adjusting service levels •Grants have helped with funding for a number of services including: o Facility Access Attachment E: Market Study Comparison 63 o EXPAND/Inclusion o Sports o Youth Sports Initiative •Financial aid is available through general fund subsidy and partially supported through an annual competitive grant from the Health Equity Fund, as the Recquity program. These sources fund facility access (up to 100% of fee) and 50% of program fees. Additionally, BPR accepts the PLAY Boulder Foundation’s PLAYpass, which provides low-income youth with $250 program credit annually towards reduced fees." •In 2019, $96,392 in financial aid for parks and recreation programs was delivered in the following manner: o Age groups were rather evenly split on receiving aid with the exception of Older Adults (seniors) who received aid primarily through third-party payers. Age Group Percentage of Aid Adults 30.5% Children 35.6% Older Adults 3.0% Teenagers 30.9% o Financial aid was distributed to programs in the following areas. The EXPAND program (recreation for people with disabilities) was the greatest recipient of aid followed by Youth Services Initiative and Gymnastics. Program Division Percentage of Aid Aquatics 7.6% EXPAND 50.1% Gymnastics 17.8% Health & Wellness 1.5% Mind & Body 1.8% Sports 2.0% Youth Services Initiative 18.1% o 82% of the financial aid was given to residents of Boulder and the balance went primarily to people living in communities in close proximity to the city. •In addition to recreation program aid, in 2019 a total of $430,496 in subsidy was provided for entry to BPR facilities and for courses provided at those locations ($50,561 of the total). Membership age categories by percentage were primarily families. Age Group Percentage of Aid Adults 11.2% Senior 14.6% Family 71.3% Attachment E: Market Study Comparison 64 •It is estimated that up to 90% of older adult (senior) programming is paid through a third-party payer. This includes Silver Sneakers, Silver & Fit and New Active. Insurance reimburses BPR at a standard rate per visit, but this is a discounted rate over the stated user fees. However, a major portion of this market would likely not be participating in BPR programs or facilities without these services. •The city offers a Wellness Pass to employees to utilize BPR facilities and programs at a reduced rate. There is reimbursement to BPR for the value of the pass built into the General Fund subsidy to the RAF but at a reduced rate from the established fees. Funding Sources •BPR utilizes a number of sources for funding operations and capital projects. In 2021 the total BPR budget was $29,936,362. Funding sources include: Source Funding % Description General Fund 15% A blend of taxes that supports overall city operations Recreation Activity Fund (RAF) 37% A special revenue fund from user fees, grants, donations, and general fund transfers .25 Cent Sales Tax Fund 30% A voter approved sales tax that supports operations, maintenance, and capital improvements Permanent Parks & Rec. Fund 13% A permanent earmark of property tax revenues for capital projects Lottery Fund 2% A portion of the city’s allocation of state lottery funds for capital and maintenance of recreation amenities Note: The Capital Development Fund makes up the balance of the funding percentage. •BPR is currently utilizing these available resources to their full capability. Over the last 5 years funding levels have remained mostly flat. •Future funding from these sources is projected to increase only slightly for the next five years with annual growth projected to be 2.8%. •BPR utilizes an extensive number of partnerships for programs and services. Attachment E: Market Study Comparison 65 Community Input Community members were given the opportunity to respond to a survey to guide the master plan process. The following are some of the key findings from the survey instrument. Population Groups and the Importance of Providing Programming for Each This response indicates the importance of providing programs for population groups that traditionally have lower fees and consequently contribute to a lower rate of cost recovery. Attachment E: Market Study Comparison 66 Given the Opportunity to Allocate $100 Tax Dollars, the Following Were the Priorities Clearly the priority is on maintaining and renovating existing facilities and removing financial barriers to participation in existing programs and services, over adding park land or constructing new facilities. Impact of Spending Tax Dollars for Various Groups in the Community Respondents believe that their tax dollars would be best spent on youth/teens and seniors with the lowest impact being on adults. Attachment E: Market Study Comparison 67 Support for BPR Funding Options For funding, the preferred options are clearly continuing to rely on existing sources with minimal support for a new sales tax. Benchmark Comparisons Boulder information and data on operations was provided by BPR and compared with the National Recreation and Park Association through their annual Agency Performance Review data. Comparisons with 2019 NRPA Agency Performance Review Data Measure National National Population 65,000- 175,000 Colorado Population 65,000- 175,000 Boulder FTEs per 10,000 Residents 8.5 10.2 22.1 22.2 Operating Expenditures per Capita $87 $101 $216 $216 Revenue per Capita $26 $36 $93 $104 Revenue/Expenditure (cost recovery) 28.7% 29.1% 42.2% 48.4% Tax Expenditures per Capita $59 $62 $92 $111 Operating Expenditures per FTE $97,508 $102,050 $95,647 $97,394 Attachment E: Market Study Comparison 68 How Boulder Compares •BPR has performance data that is very similar to other agencies in Colorado with comparable sized populations with the following exceptions: o Revenue per capita is 12% higher. This is due in part to the strong emphasis on revenue production. o The cost recovery level is 15% higher. This is the result of more aggressive cost recovery standards that were instituted after the 2008-2009 Great Recession. o The rate of tax expenditures per capita is approximately 20% higher. This is due to increased staffing costs (livable wage), greater levels of maintenance, a commitment to environmentally sustainable practices, and the higher cost for goods and services. It is important to realize that Colorado’s performance data metrics are much higher than the national numbers. •Other 2019 NRPA national benchmark information includes: o For a typical agency staffing costs make up 54% of an operating budget but for BPR it is 64%. BPR has higher staffing expenditures due to the number and diversity of parks and recreation facilities that are operated and maintained and the higher market rates of compensation of employees. o For a typical agency 44% of the operations budget is for parks and 43% is for recreation, while 13% is for other. For BPR, 38% is for parks and 44% is for recreation and 18% is for other. The “other” category is higher for BPR due to administrative costs, community outreach, volunteers, partnerships, planning and interdepartmental charges. o Typical agencies derive 60% of their operating expenditures from general fund tax support while BPR is only 19%. Earned income is 24% of most agencies funding but for BPR it is 45%. Dedicated levies are 11% of most agencies’ budgets but for BPR it is 30%. With BPR’s commitment to generating higher levels of earned income and the ability to pull funding from dedicated levies, the reliance on the general fund is much lower. Moving Forward Operations Philosophy •Balancing need with funding is a common issue for most communities as they determine the future direction for parks and recreation facilities and services. The impacts of the pandemic have only made this more difficult. •BPR has an outstanding operational foundation and history of providing parks and recreation services to the community. This includes a strong staff, a variety of facilities, and great programs, which is backed up with very strong financial policies and performance data to help make decisions. This is a step ahead of most departments nationally and allows for well thought out decisions to be made. •It is likely that BPR will need to further prioritize its allocation of resources for parks, facilities, as well as programs and services, with a recognition that it is probably not Attachment E: Market Study Comparison 69 financially viable to do all the traditional as well as new services that are being requested by the public. Many larger parks and recreation agencies are working through this difficult process that requires extensive planning, public input, and staff time to accomplish. The implementation process often requires 5 years or more. •BPR is currently a regional provider of parks and recreation services with a significant percentage of users being non-Boulder residents. The future role of BPR in offering services to non-residents will need to be determined along with the effect on fees (increasing non-resident fees, demand pricing, etc.) and operating budgets. For communities that have more of a regional focus, there has been a re-evaluation of the need and financial impact of taking on this responsibility. There has been a movement toward having counties start to pay cities for use by their residents when they are in unincorporated areas. •Community partnerships are an important area of emphasis for BPR and allows for a broader range of services to be delivered to the community. In the future there will need to be an increased focus on partnerships if facilities and services are going to grow. Partnerships have a much larger role in parks and recreation agencies across the country but doing this well requires a willing and competent partner, a positive cost/benefit analysis, clear policies, and a detailed partnership agreement to be in place. This all takes time, staff, and money to accomplish. •Any significant change to the method, types, or quantity of parks and recreation services that will be provided in the future will require continued public input and discussion if these efforts are going to be successful. Funding •BPR has a very diversified funding plan that has a low reliance on the city’s general fund compared to most communities. The Department has a high rate of earned income, and several sources of dedicated funding for certain aspects of operations as well as capital improvements. •It should not be expected that BPR will be able to lower is reliance on the general fund below its current level and the need to increase services for certain groups of the population (youth, teens, seniors, lower income, and people with disabilities) could likely require an increase from this funding source and/or outside funding from other organizations. •Despite the low reliance on general fund tax dollars, the ability to generate additional dollars from earned income will be difficult with fees and charges for many services that are perceived as being high for the market and contributing to reduced participation from some segments of the community (hence the need for an increase in financial aid administered through a sliding scale). BPR has a very high cost recovery rate compared to most agencies as many have not focused on this aspect of funding or maximized the potential for earned income. However, it is unrealistic to expect much of any increase in Attachment E: Market Study Comparison 70 the current cost recovery rate in the future due primarily to higher staffing and operations costs. •Even though BPR has a number of dedicated tax funding sources, there are limitations on how these funds can be used that can result in less flexibility in how dollars are utilized for parks and recreation in general. With the level of funding from these sources this directs a sizeable portion of the operating budget to certain uses. Having dedicated tax funding sources in place is still not common for most parks and recreation agencies but is an area that is receiving increased emphasis by agencies as a way to guarantee funding sources and levels. •BPR has actively pursued grant opportunities for a variety of parks and recreation services and this needs to continue. Increasingly, larger departments are employing a fulltime staff person(s) who’s primary job is to pursue grant opportunities. Operations Budgets •BPR has strong management and budgeting practices in place that allows for the effective utilization of financial resources as well as tracking of expenditures and revenues. Industry best practices have reinforced the importance of having comprehensive budgeting policies and practices in place. •BPR has a well detailed service delivery and fee policy in place. However, simplifying these policies and methodologies would be helpful. Many agencies do have similar policies, but they are generally much more streamlined. •Integrating additional cost center accounting into the budgeting process will help BPR define the actual cost of operation and management of not only programs but also individual facilities and parks. There is a strong movement in public agencies to adopt this form of budgeting to better define the true cost of service for individual programs and facilities. •Contracting for more and more programming, operations and maintenance services has become a definite trend with public parks and recreation agencies. However, this has not always been the most cost-effective approach, has at times resulted in inconsistent services, and requires on-going monitoring with strong contracts. BPR should continue to complete a cost/benefit analysis for possible additional contract opportunities in the future. •BPR should continue to provide opportunities for financial aid for those that have limited ability to pay, however this is currently being done at a high rate which may be more difficult to sustain in the future. The aid should continue to be for both facility admissions as well as programs and services. It should include internal department-based aid (Recquity) as well as external aid through PLAY Boulder Foundation and the Health Equity Fund. Establishing consistent policies and benefits from all sources will be important. The cost of providing internal aid should be budgeted and tracked on an Attachment E: Market Study Comparison 71 annual basis. There should also be some level of payment for services required from the recipient (sliding scale based on income) as well as a maximum level of benefit per person per year. BPR does have a maximum level of benefit for its program, but external providers do not. The question of providing financial aid to non-residents should also be examined. Most agencies have some form of financial aid or scholarship, but programs vary widely as do the requirements. There has been a strong effort to have these programs funded by outside organizations rather than through the department’s budget. BPR’s commitment to financial aid is at a very high rate compared to other communities and managing this process from administration to actual funding will be important for the future. This will require consistent funding sources that support financial aid on a multi- year basis. •Reducing budgets in any significant manner will require that staffing levels be lowered, and operational costs related to utilities minimized. This is a major challenge as the potential loss of staff directly impacts the level of service and lowering utility costs usually requires capital investment for more efficient systems. During the Great Recession of 2007-2008, and the pandemic, agencies were forced to reduce staff, this often occurred with administrative staff or was associated with a reduction in programming or facilities. •With a greater emphasis on controlling staffing costs, parks and recreation agencies have become much more reliant on the use of volunteers for select programs and facility operations. This has resulted in some challenges maintaining a consistent level of available volunteers, defining appropriate roles, completing background checks, and training. Having an effective volunteer program requires one or more fulltime staff to manage and coordinate the program. BPR has made great use of volunteers up this point (2,424 volunteers contributing 19,130 hours in the last five years) and this will need to continue to grow in the future. •The BPR budget has a line item for interdepartmental charges which grew substantially from 2016 through 2019 and then saw a significant reduction in 2020 and 2021 due to the pandemic. More and more cities (especially those in larger communities) are saddling parks and recreation budgets with these charges which are calculated by others with no ability for a department to manage. Some agencies do not include these charges in their cost of service or cost recovery calculations. •BPR should track the annual costs of providing any services for other city departments when these do not directly relate to the department’s mission. Capital Budgets •The public has clearly indicated that they want to see BPR take care of what they have with less emphasis on new parks and facilities. This is a very common refrain from most communities these days and has become the focus of most capital funding efforts. Attachment E: Market Study Comparison 72 •BPR has a very strong Asset Management Plan that is based on a capital replacement value for all the assets. This identifies the yearly spending that is required (2% to 3% of the CRV) to handle capital replacement and repairs. While most agencies have a list of deferred maintenance items as well as a robust CIP budget, relatively few have a comprehensive asset management system on the level of BPR. At times this results in facilities that are not well maintained or simply can no longer meet the needs of the community. •Based on the Asset Management Plan the amount of money being spent of O&M as well as capital repair and replacement needs to be increased to the industry standards noted above. While the goal is notable, most agencies simply do not have the ability to even cover their deferred maintenance issues with on-going funding sources. They either prioritize needs or have a bond issue to fund the bulk of the concerns. Recreation Programs and Services •BPR should continue to utilize the Service Delivery model to determine how best to provide recreation programs and services to the community. This needs to emphasize: o Programs that are best provided by in-house staff. o Programs that are more appropriate for contract providers but still utilize city facilities. o Programs that are the sole responsibility of other providers or organizations. These could be taking place at city facilities or at locations that are owned by other organizations. Although not yet common, this approach to providing programs is gaining more support by other agencies with the realization that public parks and recreation departments cannot be the sole provider of all activities. •BPR should continue to explore additional partnerships with other communities in the area to provide a regional approach to providing certain specialized services such as special needs and some youth services. This will require clear funding and operations agreements as well as staff time to put in place and monitor. There has to be a recognition that partnerships are often difficult to establish and manage and are not always successful. Establishing partnerships for recreation programming is now a standard method for expanding services, especially with limited budgets. •BPR needs to continue to emphasize the tracking of program metrics while adding a metric that indicates programming provided by age and population categories. Having more robust program metrics is a definite trend among parks and recreation agencies. Parks and Recreation Facilities •With the public indicating a lower priority for developing new amenities and a greater emphasis on maintaining existing facilities, the need to maximize the use of current facilities becomes paramount. BPR’s Asset Management Plan deals with many of the Attachment E: Market Study Comparison 73 physical plant issues. However, functional obsolescence is also a concern and increasingly agencies are conducting an assessment of existing parks and recreation facilities ability to meet department and community recreation uses and needs. From this facility updates and renovation priorities are developed. •To ensure facilities are being utilized to their full potential the following tasks are often completed: o A capacity analysis is completed to determine not only the carrying capacity of an amenity (this is especially true for athletic fields) but also the current rate of utilization measured against the capacity. o Establishing clear priorities of use for facilities in general as well as specific spaces or amenities. This helps with potential over use issues as well as underutilization. •With operational budget concerns, agencies have begun to look at either having contract management of existing facilities or the outright lease (usually at below market rates) of facilities to other organizations. However, the city or district is still the owner, has certain maintenance responsibilities as well as capital replacement, and has limited input into the specific services that are offered. •Since the focus for BPR will be on maintaining existing facilities, the priority for developing new facilities will be low. If there are to be any new facilities the approach is likely to include: o Reliance on other providers to be the owners and operators with possible low-cost ground leases on city property. o Equity partnerships with non-profit and public sector organizations to assist with the development of facilities. This approach has been utilized by other public agencies with varying levels of success. The strength of the agreement, the level of financial contribution, and the goals of the partnering entity can impact the outcome. •If there is an interest in adding new facilities, the focus should be on those that have the ability to generate levels of income above the direct cost of operation (high cost recovery). As an example, these could include event centers and outdoor adventure park or ropes courses. There are opportunities to have equity partners build and operate these facilities with low ground leases while still paying a significant annual rate of revenue to the city based on a percentage of gross proceeds. These P3 arrangements are starting to be more prevalent with parks and recreation agencies across the country. Attachment E: Market Study Comparison 74 TO: Parks and Recreation Advisory Board FROM: Alison Rhodes, Director of Parks and Recreation Bryan Beary, Senior Manager, Community Building and Partnerships Mark Davison, Senior Manager, Planning Denise Dawson, Senior Manager, Urban Parks Regina Elsner, Senior Manager, Natural Resources Jackson Hite, Senior Manager, Business Services Megann Lohman, Senior Manager, Recreation Scott Schuttenberg, Deputy Director Deryn Wagner, Senior Landscape Architect Charlotte O'Donnell, City Planner SUBJECT: Matters from the Department DATE: November 18, 2024 A.Future of Recreation Centers: Planning Analysis and Engagement Window 2 Summary This memo provides the PRAB with an executive summary of public input to date regarding the Future of Recreation Centers project. This memo focuses on planning analysis for the most recent engagement window in September 2024, during which staff connected with the community through over 4,000 touchpoints. It also explains how this input will inform next steps, including upcoming engagement opportunities. Project Overview As described in the October 2024 PRAB memo, the Future of Recreation Centers project is meant to facilitate citywide conversations about how well all three recreation centers are serving the Boulder community and to envision the future of Recreation Centers in Boulder. This project is designed as a citywide planning assessment to: •Update levels of service or goals for how city recreation centers can best support indoor recreation activities that are most important to the community, •Recommend how to address gaps in service across the system of city recreation centers, •Inform the design of funded improvements at East Boulder Community Center (EBCC), and •Provide planning evaluations to inform future community conversations for a citywide financial strategy to fund outstanding recreation center needs with a focus on North and South Boulder. In addition, the Boulder Valley School District recognizes the role recreation centers play in supporting high school athletics and is supporting the effort. This planning assessment will include estimating current and future demand for school-sponsored aquatics in city recreation centers. Public engagement is vital to this process. Boulders recreation centers are vital community health and wellness hubs – places for all community members to gather and connect, exercise and play, rest and recover. Imagining the future of these community assets requires input from community members across the city, neighbors, schools, 75 children, teens, older adults, people with disabilities, people with lower incomes, and other voices that historically have been marginalized. As depicted in Figure 1 below, using planning analysis and guiding policy in tandem with community input informs recommendations that will emerge for each center –reflecting community needs and wishes. Figure 1: Community engagement’s role in developing recommendations. How We’re Listening Community engagement methods have been designed to align with and implement the city’s Engagement Strategic Framework and Racial Equity Plan. This approach aims to elevate voices from priority populations – or communities that have been traditionally marginalized, including children and youth, older adults, people with disabilities, and community members with lower incomes. As described in the October 2024 PRAB memo, four engagement windows have been designed to inspire and capture the community’s vision and values for recreation centers long into the future. This approach provides clarity to community members about how and when they can best share their voices, as well as time for staff and consultants to analyze feedback and incorporate it into next steps. For example, broad-based feedback from the first window in Spring 2023 (summarized here) helped staff understand and articulate a draft set of values to describe why community members love and value city recreation centers. In September 2024, Engagement Window 2 built off this foundation and invited community members to affirm these community values, which will, in turn, guide design and planning for future recreation center improvements. This iterative process, depicted in Figure 2, will build on itself and build community consensus on a focused set of recommendations to consider and fund in the future. 76 Figure 2: Timeline of Engagement Windows for Future of Recreation Engagement Window 2 was also an opportunity for community members to: • Express the type of improvements to recreation center amenities and services they would like to see in the future, and • Elevate the types of recreation activities that are most important for city recreation centers to provide in the future. Opportunities to engage with the project team and participation levels during this second window are outlined in Table 1: Table 1: Engagement Window 2 activities and participation levels Date(s) Activity Participation September 7 What’s Up Boulder: Community-wide event at EBCC approx. 500 attendees September 7–30 Interactive posters at all 3 recreation centers 386 comments September 7–30 Online questionnaire 3,208 responses 77 September 26 Meeting with organizational representatives 17 attendees September 30 Pop-up meeting with neighbors of South Boulder Recreation Center (SBRC) approx. 35 attendees Total Number of Community Touchpoints 4,146 In addition, city staff have partnered with Growing Up Boulder over many years to understand and elevate young people’s hopes and dreams for indoor recreation in Boulder. Themes from decades of youth engagement have been incorporated into the findings below. Who We Heard From The online questionnaire included voluntary demographic questions to help staff understand who responded, who did not, and to what extent priority populations participated. The following highlights demonstrate that a broad cross-section of community members responded to the questionnaire: • 71% of respondents visit City of Boulder recreation centers at least once a week. • 394 respondents were 65 or older. • 32 respondents were under 18-years-old. • 117 self-identified as experiencing disability. • 174 reported being a caregiver for an older adult or someone experiencing disability. • 108 self-identified as within the LGBTQ+ community. • 204 respondents self-identified as non-white. • 9 responses were submitted in Spanish. • 21% reported annual household income of less than $100,000, which is roughly the area median income. What We Heard Community Values Across the board, community members affirmed the values that had been shared in previous engagements. In doing so, questionnaire respondents were also asked to identify which values are most important for the future of recreation centers. Results are shown in Figure 3 below. 78 Figure 3: Community values results Desired Improvements to Recreation Center Amenities and Services When asked which 3 improvements community members would like to see at recreation centers, respondents prioritized: 1. More opportunities for in-demand activities (e.g., gymnastics, lap swimming) - 57.2% (1,071 Responses) 2. Indoor options to support year-round opportunities for outdoor sports and other activities (e.g., walking, running, soccer, racket sports) - 51.2% (960 Responses) 3. Activities and facilities that better reflect my interests - 35.0% (655 Responses) More than a third of respondents also expressed desires to integrate recreation center facilities with nature and outdoor spaces (e.g., natural light, operable windows/doors, indoor/outdoor programming). Roughly 20% emphasized the need to reduce energy and water use. 79 Priority Indoor Recreation Activities Combined with results from the online questionnaire, comments shared at What’s Up Boulder and on the interactive posters at each center demonstrate strong consensus regarding which recreation activities are most important for city recreation centers to provide. Table 2 below summarizes feedback from all methods about the top 3 most important categories, as well as the relative importance of specific activities within each. Table 2: Top 3 Priority Recreation Categories and Activity Details Category Most Important Activity Second-most Important Activity Third-most Important Activity Fitness Strength-training & stretching Using cardio equipment Fitness classes Aquatics Lap swimming Leisure swimming Competitive swimming Mindfulness & Wellness Mindfulness classes (yoga, tai chi, etc.) Physical therapy support services Massage and other bodywork In addition, community members shared the following ideas about activities that city recreation centers could provide in the future: • Indoor walking and running emerged as a predominant theme among write-in responses. • Interest in indoor tennis and pickleball was also strong. • Some community members also hope recreation centers of the future will accommodate competitive swimming and diving, rock climbing, indoor playgrounds, covered outdoor exercise equipment, and indoor batting cages. • Creative ideas like adding a coffee shop to a recreation center were also shared. Accommodating Activities Across the System of City Recreation Centers The questionnaire included an opportunity for the city to understand which activities should be available at each facility (distributed) and which might be centralized at one location. Staff recognize that there were technical issues when displaying the question about distributed or centralized services on the online questionnaire. While staff worked to fix the issue, it unfortunately persisted for some respondents, which made it difficult for those using the Safari browser to select “Distributed” instead of “Centralized”. Given the technical difficulties with this question, the percentage of respondents who preferred distributed services may be higher than indicated. Despite this difficulty, responses still indicated that overall, residents prefer distributed services, except in the case of specialized services and sports. Staff will be gathering more input on which services community members want to see in each location as part of Engagement Window 3. 80 Findings: Youth Engagement Over Time In partnership with Growing Up Boulder, youth have provided feedback on parks and recreation in the city over the past decade. Key themes from this work that are relevant to the recreation center planning include interest in nature, aquatics, art, safety, opportunities for play and the importance of food. Youth also asked for non-traditional offerings to support health like social events, places to hang out with others and places that accommodate different sensory needs. Independence and affordability were also important to youth. They want to be able to access places and hang out on their own without help from adults. In more recent plans, equity and environmental sustainability emerged as important values to youth. How Input Will Be Used Community input to date will help the project team understand the demand for indoor recreation activities and the amenities that support them. This demand will then be compared with existing levels of service across all three centers to understand where needs and opportunities exist for improving services and amenities to meet that demand. This analysis will also include benchmarking with other parks and recreation agencies locally and around the country. Specifically, feedback during Engagement Window 2 about priorities for indoor recreation activities will inform community conversations this winter. Engagement Window 3 will invite community members to affirm or refine priority activities before dreaming up ideas for how these activities can be accommodated at current or future recreation center facilities. Next Steps Following the presentation to PRAB on these findings on November 18, the project team will open the next engagement window in December, as outlined in Figure 4. That month, staff will be out and about meeting community members where they are, whether that be at Age Well centers, youth programs, or elsewhere. These “micro-engagements” will gather input from a broad range of residents about their ideas for improving recreation centers. Additional opportunities will be announced for January, including ways visitors at all 3 centers can weigh in on ideas and priorities for each location. Staff will present findings from the following months of planning analysis and engagement window 3 as well as the resulting preliminary recommendations to PRAB at the March 2025 meeting. 81 Figure 4: Planning Process and Milestones for Future of Recreation Centers Project Key Questions 1. Does the PRAB have any questions about the planning analysis and findings from Engagement Window 2? 2. Does the PRAB have questions about the upcoming schedule and milestones for the planning process? Related PRAB and Council Memos: • PRAB October 2024 (starting on pg. 42) • PRAB July 2023 (on pg. 13) • PRAB June 2023 (starting on pg. 10) • PRAB February 2023 (starting on pg. 24) • City Council May 2022 82 TO: Parks and Recreation Advisory Board SUBJECT: Matters from the Board DATE: November 18, 2024 A.PRAB Recruitment B. PRAB Matters (Verbal) 83