HomeMy WebLinkAbout06.24.24 PRAB Packet - UPDATEDAGENDA
All agenda times are approximate
I.APPROVAL OF AGENDA (2 minutes)
II.FUTURE BOARD ITEMS AND TOURS (2 minutes)
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)
A.Approval of Minutes from May 20, 2024
B.Updates from the Director of Parks and Recreation
C.Parks and Recreation Operations Updates
D.Parks and Recreation Planning, Design and Construction Updates
V.ACTION ITEMS
A.Public Hearing and Consideration of a Motion to Name the Neighborhood
Park on Violet Avenue ‘Primos Park’ (15 min)
VI.MATTERS FOR DISCUSSION/INFORMATION
A.2025 Budget Strategy, Fee Policy & CIP Workplan (60 min)
VII.MATTERS FROM THE DEPARTMENT
A.Violet Park Draft Concept Plan (30 min)
B.Court System Plan: Final Plan (45 min)
C.2022 BPR Plan Implementation Update (verbal presentation)
VIII.MATTERS FROM THE BOARD
A.Final Review: Board Liaison’s to BPR Projects
B.PRAB Matters (verbal)
IX.NEXT BOARD MEETING:
A.July 22, 2024, fully hybrid
X.ADJOURN
Parks & Recreation Advisory Board
Fully Hybrid Meeting
6:00 p.m., June 24, 2024
Boulder Parks & Recreation
Advisory Board Members 2023
Andrew Bernstein
Elliott Hood
Waylon Lewis
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
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PRAB Future Board Items Agenda
June 24 July 22 August 26
Fully hybrid for members, staff, and community. Fully hybrid for members, staff, and
community.
CIP Field Trip
Regular Mtg
(c)
•BPR Service Areas
•Community Wildfire Protection Plan
•Bill Bower Park – Interpretive Garden
Donation
•Community Forestry Corps
Update
•Crestview close out
Regular Mtg
(a)
•Public Hearing and Consideration of a
Motion to Name the Neighborhood Park on
Violet Avenue ‘Primos Park’ (15 min)
•Approve: 2025 PPRF
Expenditures and CIP,
Recommend Operating Budget
(15 min)
•Wonderland Lake
Encroachment Remedies
(15 min)
Regular Mtg
(d/i)
•2025 Budget Strategy, Fee Policy & CIP
Workplan (60 min)
•Wonderland Lake
Encroachment Remedies (20
min)
Regular Mtg
(md)
•Tennis and Pickleball Court System Plan:
BPR’s role in indoor courts (45 min)
•Park on Violet: Concept Plan Update (30
min)
•2022 BPR Plan implementation update (10
minutes)
•Civic Area: Planning Analysis
and Park Perceptions
Summary (30 min)
•Reservoir ANS/EWM
Management Plan Update (15
min
•Aug 26 Field Trip reminder
•The Future of Recreation
Centers: Project Kick-off
•CIP Annual Field Trip
Regular Mtg
(mb)
•Final review: Board Liaison’s to BPR
Projects
•Fall Study Session date
planning
•PRAB Process check-in with
new board members
•Aug 26 Field Trip reminder
Other Mtgs
or Topics
•June 26: Flatirons Liquor License hearing
Dept Events
& Items of
Interest
•June 1 & 2: Arts in the Park – Boulder
Ballet
•July 4: Arts in the Park –
Boulder Symphony
•August 3: Arts in the
Park – Boulder Opera
•August 10-18: NBRC
Shut Down
•August 24: Arts in the
Park – Boulder
Philharmonic
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.
Matters from the Department (md): Items that will be reviewed and discussed during the meeting but not requiring as much in-depth
analysis.
Matters from the Board (mb): Items initiated by the Board that will be reviewed and discussed during the meeting but not requiring as
much in-depth analysis.
City Council Item (cc)
Other Boards and Commissions (obc)
Community Engagement and/or Events (e)
Holiday/Closure (h/c)
Italics indicate a tentative date or plan.
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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
Stephanie Munro, Senior Manager, Regional Facilities
Scott Schuttenberg, Deputy Director
SUBJECT: Consent Agenda
DATE: June 24, 2024
A.Approval of Minutes May 20, 2024
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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: May 20, 2024
Contact Information Preparing Summary: Rosa Kougl; 303-413-7223
Board Members Present: Elliott Hood, Waylon Lewis, Jennifer Robins, Anna Segur, Sarah van der
Star
Board Members Absent: Andrew Bernstein, Eric Raffini
Staff Present: Ali Rhodes, Scott Schuttenberg, Rosa Kougl, Bryan Beary, Stephanie Munro, Regina
Elsner, Jonathan Thornton, Jackson Hite, Stacie Hoffmann, Deryn Wagner, Charlotte O’Donnell, Mark
Davison
Guests Present:
Type of Meeting: Regular
Agenda Item 1: Call to Order
The meeting was called to order at 6:01 p.m. A quorum was present for the conduct of business.
Motion to approve agenda. First motion by van der Star, second by Robins. The motion passed 5-0.
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:
•Community Connectors instrumental in the engagement and naming process of the city's new
park offered personal insight as to why Primos Park was chosen for the name.
o Community Connector Sarah Malin
o Community Connector Bernardo Padilla
o Community Connector Paras Lamsal
Agenda Item 4: Consent Agenda
A.Approval of Minutes from April 22, 2024, Business Meeting
Motion to approve the minutes from the April 22, 2024, Regular PRAB meeting. First motion by
Robins, second by Segur. The motion passed 5-0.
B, C, D. Updates from the Director, Project Updates, Operations & Development
PRAB had the following questions/comments:
•What is the process of identifying and approving supplemental appropriations?
•How is the new drop-in schedule being marketed to the community’s teens?
•What percent of BPR Rangers are bilingual?
•Questions about drowning prevention program participation and learnings.
Agenda Item 5: Items for Action
•No items
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Agenda Item 6: Matters for Discussion
• Recommendation to name the park on Violet Avenue “Primos Park”
Wagner and O’Donnell presented this item. PRAB had the following questions/comments:
• Is there a connection plan to the library?
• How can Boulder Meadows neighbors connect to the new park?
• What is the history of the parkland?
• How will the name be explained on-site?
• Does Council also have to approve or does final authority on park naming live with PRAB?
Agenda Item 7: Matters from the Department
A. 2024 City-wide Planning
Rhodes presented this item. PRAB had the following questions/comments:
• Questions about process for receiving donations.
B. Financial Strategy Update
Hite, Hoffmann, and Davison presented this item. PRAB had the following questions/comments:
• Comments about BPR’s marketing strategy?
• Are there alternate funding or nontraditional funding sources to tap into?
• What is the 3-to-5-year ballot measure strategy?
Agenda Item 8: Matters from the Board Members
A. PRAB Onboarding
PRAB had the following questions or comment:
• Board Liaison’s to BPR Projects: Will revisit adding liaisons at June meeting when the rest of
the members are present.
• Protocol for Community Response. Specific members will not be assigned to particular topics.
Members may respond on an individual basis.
B. PRAB Matters
• PRAB follow up questions or comments.
• Disappointment that city council did not elevate the PRAB’s Universal Swim Initiative as one of
PRAB’s focus areas for the coming year.
• Request for a survey or an aquatic proficiency map to show community need around swim
knowledge.
Agenda Item 9: Next Board Meeting
Next Board meeting: Monday, June 24, 2024, Hybrid
Agenda Item 10: Adjourn
The meeting was adjourned at 8:51 p.m.
Approved by: Attested:
___________________ _____________________
Elliott Hood Rosa Kougl
Board Member BPR Staff
Date: ______________ Date: _________________
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B. Updates from the Director of Parks and Recreation
BPR Service Areas
To support board understanding of BPR’s structure and functions, the below chart
outlines the seven service areas and key responsibilities for each. Each service area is
led by a Senior Manager who reports to the Director’s Office.
•Budget Stewardship
•Human Resources
•Systems Admin
•Process Improvement
Business Services:
Jackson Hite
•Capital Improvement Program
• Long-term Planning and Park Design
•Asset Management and GIS
•Construction
Planning, Design and
Construction:
Mark Davison
•Park Maintenance
•Irrigation
•Horticulture
•Asset Management
Urban Parks:
Denise Dawson
•Forestry
•Natural Lands
•Urban Park Rangers
Natural Resources:
Regina Elsner
•Boulder Reservoir
•Flatirons Golf Course
•Valmont City Park
Regional Facilities:
Stephanie Munro
•EXPAND and Camps
•YSI
•Events
•Volunteers and Partnerships
Community Services:
Bryan Beary
•Recreation Centers
•Aquatics
•Health & Wellness
•Gymnastics
Recreation:
Megann Lohman
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Digital Accessibility
Digital accessibility is a 2024 citywide workplan priority and includes making sure that
information available on the City of Boulder’s website and other digital services are
accessible to all. The city’s goal is to deliver a web experience that achieves “Level A”
and “Level AA” conformance according to the Web Content Accessibility Guidelines
v2.2 (WCAG 2.2).
Boulder Parks and Recreation is working to improve the readability of its content. All
BPR employees have completed training in understanding Digital Accessibility and are
working to improve online content. This includes transitioning away from linking to PDFs,
which do not have interactivity or functionality like websites that allow for the use of
screen readers and other assistive technology. It also includes increasing the use of
plain language, how pages are written, and fonts used.
Historically, the PRAB packet has been developed using a Times New Roman font. This
font makes for difficult reading. The Center for People With Disabilities recommends
that characters should be sans-serif, not italic, oblique, script, highly decorative, or
unusually shaped. A sans serif font is easier and faster to read than one without serifs.
For readers with low vision, the serifs significantly degrade legibility. The importance of
using a sans serif typeface is especially important for digital content since it is typically
read on-screen and not in hardcopy print. Sans Serif is most important for body text and
fluid reading. Starting with the June packet, all PRAB materials will be published using
the Arial font.
Annual Field Trip
The annual field trip is scheduled for August 26 and will begin from the Municipal
Penfield Tate Building. The intent of the tour is to build board awareness and
understanding of upcoming major capital projects. At each site, the team will provide a
brief project overview and allow time for questions and discussion. We will begin at the
future site of Primos Park (Violet Park). We will then travel to the Boulder Junction and
Mapleton site to tour the development site of Boulder’s vision of a lively, mixed-use,
pedestrian-oriented location. We will finish at East Boulder Community Center where
Project Manager Deryn Wegner will provide an update on the Future of Recreation
Centers. This tour is a special meeting to facilitate the updates and there is no public
comment or participation; however, members of the community are welcome to join the
tour.
C. Parks and Recreation Operations Updates
Community Wildfire Protection Plan
On May 23, 2024, City Council held a study session on the update to the city’s
Community Wildfire Protection Plan (CWPP). This is a city staff-initiated, consultant-
supported, community-centered, cross-departmental planning effort to enhance the city’s
holistic and strategic approach to wildfire risk mitigation. Funded by Boulder’s Climate
Tax passed by voters in November 2022, the CWPP update serves as a guiding
document that will assist the city and community members in making informed decisions
with respect to wildfire preparation and management. Implementing the
recommendations in the plan is a priority action supporting strategy #2 of the Citywide
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Strategic Plan to: Advance efforts to enhance regional disaster prevention,
preparedness, and response that leverage existing partnerships and prioritize city
investments.
The purpose of the 2024 CWPP update is to:
• facilitate a cohesive wildfire risk assessment to identify preparedness and risk
reduction actions at a citywide scale;
• provide a framework for future planning and implementation of necessary
mitigation measures;
• provide information to inform future land-use planning, building codes, and
wildfire mitigation and prevention-related ordinances;
• enable local communities, civic groups, businesses, and governments to improve
their wildfire-mitigation capabilities and capacity, while working with fire
protection agencies to identify high fire risk areas and prioritize regions for
structure hardening, mitigation, fire suppression, and emergency preparedness
projects;
• enhance public awareness by helping residents, visitors, and homeowners better
understand and mitigate the natural and human-caused risks of wildland fires
that threaten lives, safety, and the local economy;
• define the Wildland Urban Interface (WUI) and conduct a risk assessment that
encompasses fuel hazards, fire history, structure vulnerability, and protective
community values; and
• to meet the minimum standards of the Healthy Forests Restoration Act of 2003
and Colorado State Forest Service (CSFS) by being developed collaboratively
between local, state, and federal agencies, as well as other interested parties;
including priority areas for hazardous fuel reduction treatments; and
recommending measures that homeowners and communities can take to reduce
structural ignitability.
The CWPP is not a regulatory document. It is a risk assessment with accompanying
recommendations (predominately operational in nature) to mitigate those risks. The
CWPP contains nearly 40 operational recommendations. City staff estimates about 60%
are already in motion and will be enhanced based on this plan update. Ongoing work
that aligns with the recommendations include:
• implementing the ecological and wildfire mitigation strategies of past planning
efforts (Current CWPP, Open Space and Mountain Parks Master Plan, Fire
Master Plan, etc.);
• developing and implement hazardous fuels reduction in strategic locations
targeting timber and shrub fuel models at the landscape level;
• developing and implementing a wildfire resilience public education program;
• establishing a defensible space grant program to incentivize homeowner
mitigation actions;
• conducting detailed home assessments to advise on methods to reduce
structural ignitability;
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• working with HOAs and neighborhoods to facilitate educational events and home
assessments to improve wildfire preparedness and resilience building efforts;
• supporting research efforts regarding urban conflagration risk modeling and
mitigation;
• enhancing emergency response and coordination during wildfire events through
the integration of dispatch centers; and
• continuing to update and implement the structure protection plan.
At the May Study Session, council members generally expressed appreciation and
support for the plan. Several council members expressed understanding and
appreciation for the level of detail the plan contained. A recording of the council study
session can be accessed here starting at approximately 1:43:00. A written summary of
the study session is included in council’s packet for the June 20, 2024, meeting.
BPR has been involved throughout the process to update the CWPP and has taken
advantage of the opportunity to build stronger relationships with colleagues in other
departments, including but not limited to Open Space and Mountain Parks (OSMP),
Utilities, and Boulder Fire-Rescue.
Since work began on the CWPP, BPR has engaged in several projects to address and
mitigate wildfire risk in the community. In the fall of 2023, BPR collaborated with Climate
Initiatives, Boulder Fire-Rescue, Mile High Youth Corps, and the Boulder Watershed
Collective on the pilot removal of juniper bushes on city parkland directly adjacent to
private property at Wonderland Lake Park. This spring, Park Operations staff are
working to replant the area with water-wise and fire resilient plants to demonstrate a
successful juniper removal and restoration. Similarly, BPR has collaborated with OSMP
on a pilot mowing program to address grassland fuels in the WUI on public lands. Future
efforts with BPR could include supporting actions identified from home hazard
assessments that impact public lands and working with partners (such as OSMP, BFRD,
Utilities) to address wildland fuel mitigation in high-risk areas of the community as
identified within the CWPP.
Wonderland Lake Park before juniper removal Wonderland Lake Park after juniper removal
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Community Forestry Corps
The Community Forestry Corps (CFC) is a new program launched this year to engage
youth to participate in nature-based climate action. PLAY Boulder is leading this effort to
employ young people to maintain trees and collect data on heat impacts and climate
change. The CFC is supported by the City of Boulder Climate Initiatives and Forestry,
Boulder County and other local and national organizations.
The CFC is currently working to care for 100+ trees recently planted in Aurora 7 Park,
Valmont City Park, Boulder Community School, and Harlow Platts Community Park.
They recently helped imbed over 3 tons of CO2 equivalent carbon through a biochar
injection at Pineview Park. The biochar injection is a pilot to determine the impacts on
water usage after injection in turf grass. The CFC will be working over the summer to
collect heat data throughout the city to inform forestry and extreme heat management
efforts.
4th of July Holiday Events
BPR has several activities on tap for the 4th of July holiday in Boulder.
In the evening at the Glen Huntington Bandshell, the Boulder Symphony will play
symphonic classics celebrating music across the Americas, featuring cinematic classics
and patriotic tunes. This event is part of the Arts in the Park performing arts series.
The Boulder Reservoir will be open 6 a.m. to 4 p.m. Popular recreation activities at the
Reservoir include boating, swimming, sun bathing, water skiing, fishing, picnicking,
walking, running, cycling and wildlife viewing.
The East Boulder Community Center will be open until 1:30 p.m. Scott Carpenter
Pool, Spruce Pool and the Flatirons Golf Course will be open normal hours. The city’s
parks will be open normal hours 5 a.m. to 11 p.m. Please follow the city’s parks rules
and regulations.
Biochar application at Pineview Park
CFC participant gathering heat data
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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
Child-friendly City Initiative / Youth
Action Plan
Planning
Civic Area – Phase 2 Planning
Court System Plan Final
Future of Recreation Centers Scoping
North Boulder Park Design
Flatirons Golf Course Facility Construction
Pleasantview Access Design
Park on Violet Design
Boulder Creek Safety Plan Design
East Boulder Community Park Court
Enhancement
Anticipated Start 2024 Q3
Pearl Street Place Making Anticipated Start 2025
Boulder Creek Management Plan Anticipated Start 2025
Bill Bower Park – Interpretive Garden Donation
The staff has been working with the Military Officers Association of America, Boulder
Chapter (MOAA) to bring their proposal for an interpretive garden to life. MOAA would
like to donate funds, materials, and labor to create an inviting space for all to recognize
Bill Bower. DIG Studio has been chosen as the consultant to support the project through
construction. While finalizing the agreements with the donor as recommended in the
External Funding Strategy, staff will develop a community engagement process to
ensure the community is aware and supportive of this project. Once all agreements are
in place, staff will facilitate community engagement in partnership with MOAA and DIG
concurrent with the department’s standard design development process. The design
development phase can begin as soon as a donor agreement between the City and
MOAA is complete. Staff will share an updated timeline upon completion of the donor
agreement.
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AGENDA ITEM #___V-A___PAGE___1____
C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: June 24, 2024
AGENDA TITLE: Public Hearing and Consideration of a Motion to Name the
Neighborhood Park on Violet Avenue ‘Primos Park’.
PRESENTERS:
Alison Rhodes, Director, Parks and Recreation Department
Mark Davison, Planning Manager, Parks and Recreation Department
Deryn Wagner, Senior Landscape Architect, Parks and Recreation Department
Charlotte O’Donnell, City Planner, Parks and Recreation Department
EXECUTIVE SUMMARY:
This item supports formal action by the Parks and Recreation Advisory Board (PRAB) regarding
the North Boulder community’s recommendation to name the park on Violet Avenue ‘Primos
Park’. According to city policy, the PRAB has final authority in this naming process because it
does not involve naming the park after a particular individual or donor.
BACKGROUND:
According to the city’s 2007 Park and Plaza Naming and Dedication Policy, the PRAB has
authority over park naming, following a thorough public process.
In naming Primos Park, staff and Community Connectors carried out a robust public process in
collaboration with middle- and high-school youth living in Boulder Meadows who are part of
BPR’s Youth Services Initiative (YSI) Get Fit Program. These young people brainstormed park
names, interviewed older family members for additional ideas, and presented the top
recommendations to their neighbors at a community gathering in March 2024.
At the March gathering, Primos Park emerged as the neighbors’ preferred name. In accordance
with the naming policy, staff mailed a postcard to every residence within roughly a half mile of
the park, notifying them of the proposed name. This included all homes within the Boulder
Meadows and Ponderosa manufactured home communities, as well as homes and businesses
in the adjacent areas. An email notification also went out to the project email list. Staff did not
receive any further feedback on the proposed name following these notifications.
PRAB discussed the recommended name during the May meeting (starting on page 13).
ANALYSIS:
The name Primos Park gathered the most excitement and relevance to the community
throughout this engagement process and emerged as the recommended name for the site for
the following primary reasons.
• Valuing family and community: Primos means ‘cousins’ in Spanish and reflects
neighbors’ hopes of gathering with family and friends in the future park. YSI youth
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AGENDA ITEM #___V-A___PAGE___2____
participants shared many stories of how living in a tight-knit community and near
many extended family members shapes their lives, especially the joy of getting to
play with their cousins and close friends who are like family. One YSI participant
wrote, “my favorite name for the new park is Primos Park because everyone is family
there.”
• Celebrating diversity and belonging through Spanglish: Many neighbors of the
park speak Spanish, English, and other languages. The combination of the Spanish
word ‘Primos’ and the English word ‘Park’ resonated with youth and community
members’ multi-lingual experiences. One community member shared, “"I love that
the name is in Spanglish. To me this is unifying my culture and my kids' culture, I get
to explain to them why Primos Park is such a big step towards a better future, and
they get to be a part of it."
At the May meeting, PRAB shared positive feedback for the name Primos Park and the
engagement process thus far.
STAFF RECOMMENDATION:
Staff recommends that PRAB approve the name Primos Park.
Suggested Motion Language:
Staff requests the PRAB’s consideration of this matter and action in the form of the following
motion:
Motion to Name the Neighborhood Park on Violet Avenue ‘Primos Park’.
NEXT STEPS:
The city will host a community event in the next several months to celebrate the new park name
and all those who contributed to this name and the park process thus far. Staff are co-designing
this celebration with community connectors and neighborhood youth in the Youth Services
Initiative and will share details with the board as they’re confirmed.
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C I T Y O F B O U L D E R
PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM
MEETING DATE: June 24, 2025
AGENDA TITLE: 2025 Budget Strategy, Fee Policy & CIP Workplan
PRESENTERS:
Alison Rhodes, Director of Parks and Recreation
Scott Schuttenberg, Deputy Director
Jackson Hite, Senior Manager, Business Services
Stacie Hoffmann, Senior Budget Analyst
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
Megann Lohman, Senior Manager, Recreation
Stephanie Munro, Senior Manager, Regional Facilities
EXECUTIVE SUMMARY:
This item continues the Parks and Recreation Advisory Board (PRAB) discussion related
to the Parks and Recreation Department (the department) 2025 Budget Strategy
including the operating and capital budget.
At the July PRAB meeting, the PRAB will be asked to 1) approve the 2025
recommended operating budget; 2) approve the recommended capital expenditures
from the Permanent Park and Recreation Fund to City Council for appropriation; 3)
recommend the 2025-2030 Parks and Recreation Department Capital Improvement Plan
(CIP) to Planning Board and City Council for approval and appropriation. The intent of
this item is to provide background and analysis to support th e July actions.
BACKGROUND:
At the March 18, April 22, and May 20 PRAB meetings, staff have provided updates on
the 2025 Budget Strategy. The 2025 budget development was guided by the themes,
goals and initiatives outlined in the 2022 BPR Plan as the guiding document. The entire
budget development process aligned with the citywide budget process that incorporates
feedback from the City’s Finance Department, City Manager’s Office, the department
staff, and the PRAB.
The PRAB has continually heard of the fiscally constrained budget based on flattening
sales and use tax along with expected legislative changes to property tax revenue. As a
result, the department has prepared a fiscally constrained budget that aligns with the
reality of slower revenue growth, while maintaining current levels of service.
Recognizing the fiscally constrained environment, the proposed budget has
accomplished the following:
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1) Realigned existing budget dollars to maintain service levels, largely from areas
that have not fully spent the previously budgeted funding. Recognizing significant
investments performed in recent years, realignment of dollars serve as the key
opportunity for change.
2) Identified base cost increases for existing city contracts and services due to
inflation
2025 Budget Proposal:
The internal budget development process will continue through August, as the City’s
Finance Department and Executive Budget Team will review all department’s budget
submissions in the context of the city’s overall budget. The City Manager’s final budget
will be shared for City Council review at the end of August. As a result, the PRAB will
see two scenarios of the proposed 2025 budget.
Scenario 1, summarized in Table 1, maintains all 2024 service levels by realigning
dollars and funding cost increases associated with existing contracts and services .
Under Scenario 1, there are 4 fixed term positions anticipated to expire at the end of
2024 that would not be renewed.
Scenario 1: Budget by Fund and Category
Fund 2024 Approved
Budget
2025
Budget
Proposal
Total $
Change
Total %
Change
General Fund $ 6.4m 6.3m (0.1)m -2%
.25 Cent ST 14.5m 13.1m (1.4)m -10%
Recreation
Activity Fund
14.7m 14.8m 0.1m 1%
Perm Parks 5.0m 3.0m (2.0)m -40%
Lottery 1.6m 1.4m (0.1)m -7%
Capital Other 2.5m 2.5m 0m 0%
Total $ 44.7m 41.1m (3.6)m -8%
CCRS 4.5m 2.2m (2.4)m -52%
Total $ 49.2m 43.3m (5.9)m -12%
Table 1: 2025 Scenario 1 Proposed Spending by Fund and Category
Scenario 2, outlined in Table 2 is the department’s recommended option. It includes
everything in Scenario 1 and proposes the following:
• Convert to ongoing 6 positions, which includes the conversion of 4 fixed term
positions into ongoing positions, and converts 3 temporary 9 -month positions into
2 regular, year-round positions. These positions include those that make up the
Urban Ranger Program along with a Sr. Landscape Architect.
• To address anticipated minimum wage and compression that is expected in
2025 through either state adjustments to minimum wage, or a regional minimum
wage in Boulder County.
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• Maintain current level of service through minor increases to the operating
budget, primarily tied to recreation programs .
• Decrease anticipated CIP spend to align with current staff capacity and financial
resources, while maintaining the most funding for Asset Management program.
Currently funded Community, Culture, Resilience and Safety projects at Civic
Area Phase II, Pearl Street Mall, and East Boulder Community Center would
remain as priority projects due to this one-time funding.
Scenario 2: Budget by Fund and Category
Fund 2024 Approved
Budget
2025
Budget
Proposal
Total $
Change
Total %
Change
General Fund $ 6.4m 6.5m 0.1m 1%
.25 Cent ST 14.5m 12.9m (1.5)m -11%
Recreation
Activity Fund
14.7m 15.1m 0.3m 2%
Perm Parks 5.0m 3.3m (1.7)m -33%
Lottery 1.6m 1.4m (0.1)m -7%
Capital Other 2.5m 2.5m 0m 0%
Total $ 44.7m 41.8m (2.9)m -7%
CCRS 4.5m 2.2m (2.4)m -52%
Total $ 49.2m 43.9m (5.3)m -11%
Table 2: 2025 Scenario 2 Proposed Spending by Fund and Category
Under both scenarios, the department has aligned the budget proposals with the city’s
Budgeting for Resilience and Equity. The city is currently in the third and final year of
implementing Budgeting for Resilience and Equity , a budgeting process that places a
greater focus on desired outcomes of investments, increases transparency to the
community and is centered on racial equity and other citywide goals articulated in the
Sustainability, Equity, and Resilience (SER) Framework objectives. The SER framework
includes objectives necessary for Boulder’s vision of a great community, organized
around seven goal areas: Safe, Healthy and Socially Thriving, Livable, Accessible and
Connected, Environmentally Sustainable, Economically Vital, and Responsibly
Governed.
The following are included in the department’s 2025 proposal:
• To demonstrate connections to broad city goals, all programs and capital projects
are linked to specific SER objectives.
• To demonstrate connections to SER objectives, outcomes (short, medium, and
long-term) are documented for all budget programs and projects.
• To demonstrate effectiveness and changes over time, m easurements, data
sources, and preliminary key performance indicators (KPIs) are identified.
• To demonstrate alignment with Citywide Strategic Plan, each budget program
area aligns with strategies identified in the Citywide Strategic Plan.
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With the 2025 Budget adoption, the implementation of the Budgeting for Resilience and
Equity will be complete, with 2026 Budget years beginning to track budget results. There
will be annual performance tracking associated with each budget program area to
compare to expected targets and actual performance.
Fee Schedule:
With the PRAB’s adoption of the Fee Policy, the city has set cost recovery targets by
revenue type and will be updating fees in 2025.The anticipated areas of fee adjustments
will be tied to Facility Entry, Golf Course, Commercial Use and Special Events. These
fee increases have been factored into the proposed revenue targets. The proposed 2025
Fee Schedule will return to the PRAB later this year for review and approval. The BPR
fees are not codified (meaning they do not require City Council approval and code
change to be effective); however, they will go through a public noticing period prior to
taking effect, with a planned implementation on January 1, 2025. There will be advanced
communication to individuals and user groups regarding any planned fee increases.
As BPR continues to implement the 2022 Plan and without additional funding, the
community can expect to see fees continuing to increase as the cost of services rises.
The Fee Policy will be used to identify where and when fee increases need to occur.
Long-Term Financial Strategy & Outlook:
The department has balanced the budget in 2025 and 2026 in the three dedicated BPR
funds (.25 Cent Sales Tax Fund, Permanent Park and Recreation Fund, and Recreation
Activity Fund). Fund Financials relying on Scenario 2 are included as Attachment A for
all three dedicated funds. Due to the increasing costs and slowing revenue, the
department expects to be unable to balance all three funds by 202 7 through 2030 and is
not the only city department facing this dilemma. Much of the imbalance between
revenues and expenses can be attributed to the cost escalation experienced over the
past 5 years for labor, materials, and capital projects; this growth has exceeded the pace
of revenue growth .
In the short term, BPR is relying on fund balan ce (savings) to fund the difference
between revenues and expenses. As outlined in May, City Council has prioritized the
Long-Term Financial Strategy on their workplan. This effort will be led by the City
Manager’s Office and Finance Department as it impacts multiple city departments and
include several elements, including but not limited to: a comprehensive fee study, an
evaluation of service levels, an exploration of additional funding mechanisms, refinement
of financial policies, community engagement, and a 3 -5 year ballot strategy.
Without additional funding and by 2027, BPR will need to identify what services, facilities
and programs to decrease or eliminate to balance spending with funding. Aligned with
the Long-Term Financial Strategy, the department will begin exploring options following
the summer 2024 season to begin aligning revenues and expenses. In addition, the
implementation of a new Recreation Management Software (RMS) in the fall of 2025 will
provide better data on cost allocation and cost recovery to support this work.
Capital Investment Program (CIP) Workplan: 2025 through 2030
Background
Annual CIP work planning is one of the most meaningful efforts the department
undertakes every year. BPR’s investments are guided by four main inputs:
• The 2022 BPR Plan,
• The city’s Sustainability, Equity, and Resilience Framework
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• Priorities emerging from the asset management program, and
• Existing park and system plans
Every year, BPR focuses on a two-year CIP and updates the six-year program. The four
inputs provide invaluable guidance in helping to identify and prioritize the projects, plans,
and services BPR delivers with an eye to the next six-year’s and a focus on a two-year
detailed workplan. The three main category types that organize the framework for the
BPR CIP are:
• Asset Management - appropriate annual investment to take care of what we
have
• Parks and Recreation Facilities - a six-year outlook for design, development and
renovation of specific parks or facilities
• System Planning – identifying and evaluating future projects and providing policy
guidance for parks and facilities
This comprehensive approach to BPR’s CIP workplan is founded on prioritizing and
implementing the key themes of community-informed 2022 BPR Plan described in the
graphic below.
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All six themes provide guidance to
the CIP. Of critical importance to
maintaining our assets is Taking
Care of What We Have. Staff look
to the themes of Community Health
and Wellness, and Youth
Engagement & Activity in order to
ensure the department is providing
the best facilities, amenities, and
infrastructure to retain or expand
upon our service levels. In addition,
staff will consider the most efficient,
sustainable, and robust approach
to managing assets across the
system and implement the policy
as it applies in the Financial
Sustainability and Organizational
Readiness themes. As staff look to
improve levels of service, BPR will
continue in our approach to
Building Community &
Relationships, especially as staff
work with recreation groups to
consider ways to fund and manage
facilities that can help achieve our
‘Action’, and ‘Vision’ levels of
investment.
In addition to being guided by the
themes from a policy perspective,
the department plan also provides
clear direction on community
identified needs for facilities, parks,
and major asset categories across
the system including courts, athletic
fields, aquatics, parking, and
accessibility. Balancing the
community’s desires with BPR’s
financial reality requires that the
department prioritize what can be
accomplished over the next six
years.
This framework also integrates the City of Boulder’s budgeting strategy built into the
2022 BPR Plan, which projects three scenarios based upon available funding. These
scenarios are enable departments to proactively plan for outcomes based upon revenue
projections and funding. There are three scenarios::
Fiscally Constrained plans for prioritized spending within existing budget targets. The
intention of this alternative is to refocus and make the most of existing resources with the
primary goal being for the department to maintain services. The fiscally constrained
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scenario reflects BPR’s commitment to the community over the next six years, focusing
on core services and those that benefit the greater community.
Action describes the extra services or capital improvements that could be undertaken
when additional funding is available. This includes making strategic changes that would
lead to additional operational or capital funding. In coordination with the Finance
Department, PRAB, and City Council, BPR would evaluate and analyze potential
sources of additional revenue, including but not limited to capital bond funding, program
income, grants and existing or new taxes.
Vision represents the complete set of services and facilities desired by the community,
without regard to resources or viability. While the Vision plan is fiscally unconstrained
and unfunded, the intent is to provide high-level policy guidance by illustrating the
ultimate goals of the community.
Attachment B outlines the Financial Scenarios included in the 2022 BPR Plan, and
includes a summary of levels of service based upon current funding levels in the Fiscally
Constrained Scenario.
Analysis
Overall, the projected Budget for the CIP is predicted to decrease through 2030,
compared to the 2024 – 2029 CIP. Despite this, the department is mostly maintain ing
levels of funding for the CIP Asset Management Program focused on “Taking Care of
What We Have. The department is continuing to fund three major projects that are
underway; Civic Area Phase 2, North Boulder Park renovation and, the new Primos Park
as well as funding at a reduced amount, two other park renovations: Pearl Street and
Reservoir South Shore. With the latter two projects having major unfunded needs, basic
renovation work will move ahead to take care of basic needs for key assets. The full
Civic Area project is also underfunded based upon the size of the park, though major
work will be completed in Phase 2 with $18 million in CCRS funding.
As mentioned above, the department will focus funds on maintaining current parks and
amenities over the next six years, including replacing assets past their life cycle, such as
play areas. The Asset Management Program (AMP) provides the focus for this work and
there is a major effort underway to better understand the condition, cost and life cycle
stages of the major assets in parks. Once this work is completed over the next 12
months, BPR will have a greater understanding of where the underfunded needs are.
Initial asset management program findings indicate that while BPR can maintain assets
in fair to good condition, funding is not sufficient to replace amenities past their life cycle.
Older amenities lead to decreased activity and increased maintenance costs. For
example, as play areas age, children lose interest in dated equipment and repairs
become costly as the infrastructure ages and can even be impossible to replace as parts
are discontinued. The current maintenance backlog stands at approximately $230 million
dollars and will likely increase as BPR further develops the AMP for parks and facilities.
System planning occurring 2024 through 2026 will allow the city to better understand
overall needs for recreation centers and parkland. This work will inform parks and
recreation levels of service as well as inform funding needs for the long-term and help
guide important decisions around the CIP program over the next decade. Identifying in
more detail the work needed for the future will enable the Department to get ahead of
planning and design efforts including preparing more robust project management plans.
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To summarize, the CIP budget for the current workplan are identified below, providing
information on the total CIP budget and where the funding comes from:
• Total recommended 2025 – 2030 CIP includes $103 million
o $68.2 million of this funding is tied to Community, Culture, Resilience and
Safety Tax
o $2.5 million of this funding is tied to other capital soures: Boulder Junction
Improvement Fund and Capital Development Fund
o $32.3 million of this funding is tied to BPR capital funds from the .25 Cent
Sales Tax Fund, Permanent Park and Recreation Fund and Lottery Fund
o This averages out to $5.4 million per year;
o The 2024 – 2029 approved CIP for these three funds was $36.5
million, or an average of $6.0 million per year, resulting in a 10%
decrease in CIP spend.
• The total 2025 CIP recommended appropriation of $9.3 million includes funding
from the following sources:
o Ongoing BPR Capital Funds:
o $1.8 million from .25 Cent Sales Tax Fund
o $1.4 million from Permanent Park and Recreation Fund
o $1.5 million from Lottery Fund
o Other Capital Funds (project specific):
o $2.2 million from Community, Culture, Resilience & Safety Fund
o $2.0 million from Capital Development Fund
o $0.5 million from Boulder Junction Improvement Fund
• 2025 CIP recommended funding by project type
o $2.5 million - Asset Management
o $6.8 million - Park and Recreation Facilities
o $0.1 million - System Planning
NEXT STEPS:
July 2024 PRAB Meeting:
At the July PRAB meeting, the PRAB will be asked to 1) approve the 2025
recommended operating budget; 2) approve the recommended capital expenditures
from the Permanent Park and Recreation Fund to City Council for appropriation; 3)
recommend the 2025-2030 Parks and Recreation Department Capital Improvement Plan
(CIP) to Planning Board and City Council for approval and appropriation.
Budget Approval Process
Following PRAB approval, the budget will go through the internal city review process
which includes the Budget Office, Capital Review Team and Executive Budget Team.
The department expects to have preliminary decisions on which budget requests will be
included in the City Manager’s proposed budget by early August, with the recommended
budget being shared with the community and City Council by late August . As the budget
moves through the city-wide coordination and council review in the fall, staff will provide
updates to the board.
City Council will discuss the recommended 2025 budget at a Study Session on
September 12, 2024. They will consider it for approval at 1 st Reading and Public Hearing
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on October 3, 2024, and a 2 nd Reading and Public Hearing on October 17, 2024. The
approved budget will take effect on January 1, 2025.
QUESTIONS FOR THE PRAB:
1. Does the PRAB have any questions or input on the proposed 2025 Operating
Budget?
2. Does the PRAB have any additional questions or input on the proposed 2025 –
2030 CIP?
Attachment A: BPR Fund Financials (aligned with Scenario 2)
- A-1: Recreation Activity Fund
- A-2: .25 Cent Sales Tax Fund
- A-3: Permanent Park and Recreation Fund
Attachment B: 2022 BPR Plan Alternatives
Attachment C: Draft 2025 – 2030 CIP by Project
Attachment D: List of 2025 – 2030 CIP in Permanent Park and Recreation Fund
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Recreation Activity Fund - 2300
*Fund Financial Data - OpenGov Report
2023 2024 2024 2025 2026 2027 2028 2029 2030
Actuals Adopted Revised Recommended Projected Projected Projected Projected Projected
Beginning Fund Balance 3,360,613.02 3,364,279$ 3,364,279$ 3,434,090$ 2,951,606$ 2,815,562$ 2,451,880$ 1,610,268$ (108,083)$
Sources of Funds Use 3 years to calculate AAGR/Guidelines where appropriate
Charges for Services 7,240,508 7,498,631 7,574,131 8,046,756 8,304,252 8,569,988 8,835,658 9,109,563 9,391,960
Leases, Rents & Royalties 1,965,148 2,171,863 2,171,863 2,168,800 2,238,202 2,309,824 2,383,738 2,460,018 2,538,739
Other Revenues 416,860 205,081 205,081 415,081 427,118 439,505 452,250 465,366 478,861
Misc. Sales of Materials & Goods 238,699 246,567 246,567 191,743 197,304 203,025 208,913 214,972 221,206
Investment Earnings & Bonds 67,570 - 105,638 134,616 120,130 113,749 99,056 65,055 (4,367)
Transfers In General Fund Subsidy 2,107,713 1,607,713 1,607,713 1,607,713 1,607,713 1,607,713 1,607,713 1,607,713 1,607,713
Transfer Transportation Fund 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000
Transfers In .25 Cent Sales Tax Fund (Ongoing)1,231,984 1,231,984 1,270,176 1,309,551 1,350,147 1,392,002 1,435,154 1,435,154
Transfers In .25 Cent Sales Tax Fund (Conditional)311,000 1,984,715 1,984,715 850,000 800,000 700,000 400,000
Implementation of Fee Policy/Business Plans - - - 750,000 1,000,000 1,250,000 1,250,000 1,250,000
Total Sources of Funds 12,360,498$ 14,959,554$ 15,140,692$ 14,697,885$ 15,767,270$ 16,306,951$ 16,642,330$ 16,620,840$ 16,932,265$
Uses of Funds Can use 2025 CPI as a basis for projections
Community Building & Partnerships 632,029 880,507 882,947 967,294 997,280 1,028,196 1,060,070 1,092,932 1,126,813
Recreation Operations 11,724,803 13,866,336 14,187,934 14,213,076 14,451,281 14,899,271 15,361,148 15,837,344 16,328,301
Debt Service - - - - - - - - -
Transfers & Cost Allocation - - - - - - - - -
Wage Compression 454,753 743,166 1,062,725 1,408,915 1,783,636
Capital Improvement Program - - - - - - - -
Total Uses of Funds 12,356,832$ 14,746,843$ 15,070,881$ 15,180,370$ 15,903,314$ 16,670,633$ 17,483,943$ 18,339,191$ 19,238,750$
Ending Fund Balance Before Reserves 3,364,279$ 3,576,990$ 3,434,090$ 2,951,606$ 2,815,562$ 2,451,880$ 1,610,268$ (108,083)$ (2,414,568)$
Reserves
Operating Reserve 1,235,683$ 2,212,026$ 2,516,837$ 2,535,122$ 2,655,853$ 2,783,996$ 2,919,818$ 3,062,645$ 3,212,871$
Other reserves, if applicable
Pay Period 27 Reserve 135,251
Sick/Vacation Reserve 16,129 16,613 28,300 29,149 30,024 30,924 31,852 32,808 33,792
Total Reserves 1,387,063$ 2,228,639$ 2,545,137$ 2,564,271$ 2,685,877$ 2,814,920$ 2,951,670$ 3,095,453$ 3,246,663$
Ending Fund Balance After Reserves 1,977,216$ 1,348,351$ 888,953$ 387,335$ 129,684$ (363,039)$ (1,341,403)$ (3,203,536)$ (5,661,231)$
Attachment A-1: Draft Proposed Recreation Activity Fund Financial23
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.25 Cent Sales Tax Fund - 2180
*Fund Financial Data - OpenGov Report
2023 2024 2024 2025 2026 2027 2028 2029 2030
Actuals Adopted Revised Recommended Projected Projected Projected Projected Projected
Beginning Fund Balance 11,925,775 14,341,033$ 14,341,033$ 6,275,815$ 5,249,620$ 4,298,119$ 3,422,811$ 2,724,817$ 2,137,854$
Sources of Funds Use 3 years to calculate AAGR/Guidelines where appropriate
Sales and Use Tax 11,277,793 11,369,343 11,292,861 11,594,711 11,831,487 12,116,090 12,410,684 12,715,783 13,031,958
Investment Earnings & Bonds 335,412 55,000 450,308 246,012 213,660 173,644 138,282 110,083 86,369
Other Revenues 113,800 65,000 65,000 65,000 67,015 69,092 71,234 73,443 75,719
Charges for Services 113,297 - 16,100 - - - - - -
Grant Revenues 90,452 - - - - - - - -
Intergovernmental Revenues - - - - - - - - -
Leases, Rents & Royalties - - - - - - - - -
Transfers In - - - - - - - - -
Total Sources of Funds 11,930,754$ 11,489,343$ 11,824,269$ 11,905,723$ 12,112,162$ 12,358,826$ 12,620,200$ 12,899,308$ 13,194,047$
Uses of Funds Can use 2025 CPI as a basis for projections
Administration 1,012,940 1,513,654 1,561,282 1,334,379 1,254,021 1,292,895 1,332,975 1,374,297 1,416,900
Community Building & Partnerships 531,495 631,694 631,694 617,471 636,613 656,348 676,694 697,672 719,300
Natural Resources 1,088,910 1,066,464 1,196,051 1,137,599 1,172,865 1,209,223 1,246,709 1,285,357 1,325,203
Park Operations 3,278,000 2,958,598 3,097,594 3,115,865 3,212,457 3,312,043 3,414,716 3,520,573 3,629,710
Planning & Construction 614,044 948,430 1,000,354 993,219 1,024,009 1,055,753 1,088,481 1,122,224 1,157,013
Urban Rangers Program 351,217 362,105 373,330 384,903 396,835 409,137
Facility Operations 505,691 527,944 588,736 549,938 566,986 584,563 602,684 621,367 640,630
Transfers Out .25 Cent Sales Tax Fund (Ongoing)1,231,984 1,231,984 1,270,176 1,309,551 1,350,147 1,392,002 1,435,154 1,435,154
Transfers Out .25 Cent Sales Tax Fund (Conditional)311,000 1,984,715 1,984,715 850,000 800,000 700,000 400,000
Debt Service - - - - - - - - -
Transfers & Cost Allocation 686,525 706,859 706,859 902,054 1,172,058 1,230,175 1,291,198 1,355,272 1,422,550
Wage Compression 27,999 44,658 62,831 82,519 103,829
Capital Improvement Program 1,486,891 2,903,000 7,890,218 1,810,000 1,525,000 1,425,000 1,425,000 1,595,000 1,325,000
Total Uses of Funds 9,515,496$ 14,473,342$ 19,889,487$ 12,931,918$ 13,063,662$ 13,234,135$ 13,318,194$ 13,486,271$ 13,584,427$
Ending Fund Balance Before Reserves 14,341,033$ 11,357,034$ 6,275,815$ 5,249,620$ 4,298,119$ 3,422,811$ 2,724,817$ 2,137,854$ 1,747,474$
Reserves
Operating Reserve 1,340,777$ 1,932,247$ 2,003,878$ 1,352,648$ 1,378,933$ 1,424,317$ 1,471,274$ 1,519,846$ 1,570,093$
Other reserves, if applicable
Pay Period 27 Reserve 135,251
Sick/Vacation Reserve 16,129 16,613 14,098 14,521 14,956 15,405 15,867 16,343 16,833
Total Reserves 1,492,157$ 1,948,860$ 2,017,976$ 1,367,169$ 1,393,889$ 1,439,722$ 1,487,141$ 1,536,189$ 1,586,926$
Ending Fund Balance After Reserves 12,848,876$ 9,408,173$ 4,257,839$ 3,882,451$ 2,904,230$ 1,983,089$ 1,237,675$ 601,665$ 160,548$
Attachment A-2: Draft Proposed .25 Cent Sales Tax Fund Financial
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Permanent Park & Recreaton Fund - 3300
*Fund Financial Data - OpenGov Report
2023 2024 2024 2025 2026 2027 2028 2029 2030
Actuals Adopted Revised Recommended Projected Projected Projected Projected Projected
Beginning Fund Balance 6,563,851.07 4,693,659$ 4,693,659$ 963,592$ 2,071,385$ 1,715,629$ 1,636,836$ 959,116$ 781,675$
Sources of Funds Use 3 years to calculate AAGR/Guidelines where appropriate
Property Tax 3,753,683 4,538,966 4,493,933 4,413,466 4,973,367 4,772,092 5,146,036 5,146,036 5,625,271
Investment Earnings & Bonds 154,497 55,000 147,381 37,773 84,305 69,826 66,619 39,036 31,814
Other Revenues 20,811 - - - - - - - -
Leases, Rents & Royalties 23,535 - 13,200 - - - - - -
Transfers In - - - - - - - - -
Total Sources of Funds 3,952,526$ 4,593,966$ 4,654,514$ 4,451,239$ 5,057,672$ 4,841,918$ 5,212,655$ 5,185,072$ 5,657,085$
Uses of Funds Can use 2025 CPI as a basis for projections
Planning & Construction 1,576,117 1,815,798 1,846,766 1,615,178 1,665,249 1,716,871 1,770,094 1,824,967 1,881,541
Debt Service
Transfers & Cost Allocation 192,050 197,812 197,812 298,267 313,180 328,839 345,281 362,545 380,673
Capital Improvement Program 4,054,551 3,000,000 6,340,003 1,430,000 3,435,000 2,875,000 3,775,000 3,175,000 2,875,000
Total Uses of Funds 5,822,718$ 5,013,610$ 8,384,581$ 3,343,445$ 5,413,429$ 4,920,711$ 5,890,376$ 5,362,513$ 5,137,214$
Ending Fund Balance Before Reserves 4,693,659$ 4,274,015$ 963,592$ 2,071,385$ 1,715,629$ 1,636,836$ 959,116$ 781,675$ 1,301,547$
Reserves
Operating Reserve 295,284$ 336,273$ 341,445$ 269,735$ 278,097$ 286,717$ 295,606$ 304,770$ 314,217$
Other reserves, if applicable
Pay Period 27 Reserve 40,734
Sick/Vacation Reserve 3,162 3,257 5,086 5,238 5,396 5,558 5,724 5,896 6,073
Total Reserves 339,180$ 339,530$ 346,531$ 274,973$ 283,493$ 292,275$ 301,330$ 310,666$ 320,290$
Ending Fund Balance After Reserves 4,354,479$ 3,934,485$ 617,061$ 1,796,413$ 1,432,136$ 1,344,561$ 657,786$ 471,010$ 981,256$
Attachment A-3: Draft Proposed Permanent Park and Recreation Fund Financial25
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88 | Where We Are Going
FINANCIAL FRAMEWORK
Through the master planning process BPR has gathered feedback on desired
facility and programming improvements from both individual members of
the community and specific user groups. Balancing the community’s desires
with BPR’s financial reality requires that the department prioritize what
can be accomplished over the next five years. Adopted in 2006, the City of
Boulder’s budgeting strategy requires each department to acknowledge and
plan for multiple revenue scenarios. These scenarios are intended to enable
departments to proactively plan for outcomes in which revenues remain flat
or increase. The following section summarizes the three budgeting scenarios
in which future projects and programs are assigned.
plan alternatives
Using the city’s budgeting strategy of defining outcomes for the Fiscally
Constrained, Action, and Vision budgeting scenarios, BPR has developed
three plan alternatives based on variable levels of funding.
fiscally constrained
The Fiscally Constrained alternative plans for prioritized spending within
existing budget targets. The intention of this alternative is to refocus and
make the most of existing resources with the primary goal being for the
department to maintain services. The actions associated with the Fiscally
Constrained alternative require limited or no funding to accomplish and are
focused on providing or enhancing core and/or existing services. The fiscally
constrained scenario reflects BPR’s commitment to the community over the
next five years, focusing on core services and those that benefit the greater
community.
action
The Action alternative describes the extra services or capital
improvements that could be undertaken when additional funding
is available. This includes strategically enhancing existing programs,
beginning new alternative programs, adding new positions, or making
other strategic changes that would require additional operational or capital
funding. In coordination with the Central Budget Department, PRAB, and
City Council, BPR would evaluate and analyze potential sources of additional
revenue, including but not limited to capital bond funding, program income,
grants and existing or new taxes.
vision
The Vision alternative represents the complete set of services and
facilities desired by the community, without regard to resources or
viability. While the Vision plan is fiscally unconstrained and unfunded, the
intent is to provide high-level policy guidance by illustrating the ultimate
goals of the community and by providing an aspirational look to the parks
and recreation system, without considering feasibility.
Plan Alternatives
Using the City of Boulder’s budgeting
strategy of defining outcomes for
the Fiscally Contrained, Action and
Vision budgeting scenarios, BPR has
developed three plan alternatives
based on variable levels of funding.
»Fiscally Constrained
BPR’s commitment to the
community over the next five
years
»Action
Aspirational projects and
programs that may be
accomplished if additional
funding becomes available
»Vision
An unfunded wishlist of projects
and programs
Attachment B: 2022 BPR Plan Alternatives
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Where We Are Going | 89
PLAN ALTERNATIVES
PROJECTS FISCALLY CONSTRAINED ACTION VISION
Park Maintenance -BPR
Asset Management
Program
Maintain Well at FCI .07,
Develop Violet Park
Enhance and add trending
amenities
Full concept plan
implementation for all
planned parks
Playgrounds 1-2 Parks/Playgrounds per
year refurbished (25-30 year)
Playground enhancement
accelerated (20 year)N/A
Restrooms - Pending LOS
Evaluation
Maintain current LOS,
transitioning to universal
restrooms as facilities are
built or replaced
Add more to appropriate
parks, accelerate transition
to universal restrooms
N/A
Valmont Park - 2015
Concept Plan
Phase 1 development of
adventure and nature play
elements
Phase II development,
including disc golf, athletic
fields
Full concept plan
implementation, including
infrastructure for community
recreation facilities
Urban Canopy - Urban
Forest Strategic Plan
Focus on health of current
canopy through IPM, Tree
Safety, EAB response, and
public tree protection—
Some canopy growth
through tax investment,
philanthropy and partnership
Improved rotation for street
trees, increased planting to
support 16% canopy cover by
2027. Carbon credits could
create additional funding
source.
Industry standard rotation
for all public trees, sufficient
planting to achieve urban
canopy goals.
Civic Area Activation w/ Operations
Focus Phase II development N/A
Area III
Complete Baseline Urban
Service Plan and develop
concept plan, but nothing is
developed
Build core elements Full park development
PARKS
Could the Summer Olympics skateboarding competition be in this skater’s future? If
he keeps practicing his skills at Valmont City Park, it just might become a reality.
Attachment B: 2022 BPR Plan Alternatives
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90 | Where We Are Going
PLAN ALTERNATIVES
PROJECTS FISCALLY CONSTRAINED ACTION VISION
Athletic Fields - 2015
Athletic Field Study
Optimize usage through
partnerships, maintenance
and conversion to artificial
turf
8th Field at Stazio,
Redevelopment at Mapleton
and Tom Watson to optimize
usage
Build fields at Valmont City
Park
Recreation Centers
- 2022 Facility Needs
Assessment
EBCC & NBRC - Maintain Well
SBRC - Retire past useful
life facility but not replace;
citywide facility feasibility
study for SOBO area facilities
Enhance Facilities
Modernize EBCC & NBRC;
Design/Build South Boulder
facility
Courts - Study pending
Maintain Well. Court study
to identify LOS—Seek
opportunities to maximize
community benefit through
Joint Use Agreements/
partnerships
Enhance for increased
durability, some additional
facilities
Additional new facilities may
be developed
Aquatics -2015 Aquatics
Feasibility Study
Maintain current service
levels and pools Enhance Spruce Pool Build aquatic training facility
at Valmont City Park
Reservoir -2018 South
Shore Capital Strategy
Improve existing site
connections and ciruclation
Additional shade structures
and group picnic areas,
children’s play and outdoor
education
Marina facility includes
meeting/event space,
boat storage/maintenance
facilities
FACILITIES
Balancing is key to success when taking the BoulderLift class at East Boulder Community Center.
Attachment B: 2022 BPR Plan Alternatives
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Where We Are Going | 91
PLAN ALTERNATIVES
PROJECTS FISCALLY CONSTRAINED ACTION VISION
Facility Access Fees
Continued increases to base
fees to keep up with cost
escalation, maintaining
discounts for youth and
seniors
Increase base fees and
increase discounts for youth
and seniors
Free for target populations
(youth & seniors)
Financial Aid
Maintaining Financial Aid
LOS reliant upon grants and
philanthropy
Funding supports increased
aid and sliding scale for
maximum access
Sliding scale supports full
participation
EXPAND
Core Services for Target
Population funded by GF
subsidy and grants
Service levels increase N/A
Youth / Teens
Additional programming
only possible through
discontinuation of other
services or market based
programs
Programming for youth and
teens grows with additional
donations, grants or subsidy
N/A
Young explorers taking advantage of nature play opportunities during an annual BPR summer camp program.
PROGRAMS & SERVICES
Attachment B: 2022 BPR Plan Alternatives
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Attachment C: Draft 2025 - 2030 CIP by Project
Project Title 2025 CIP Budget 2026 CIP Budget 2027 CIP Budget 2028 CIP Budget 2029 CIP Budget 2030 CIP Budget 2025-2030 Total
Asset Management- Aquatics Facilities 100,000 - 1,000,000 - - - 1,100,000
Asset Management- Courts 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000
Asset Management- General Maintenance 200,000 200,000 250,000 250,000 200,000 200,000 1,300,000
Asset Management- Historic Property 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Asset Management- Irrigation 210,000 125,000 125,000 125,000 125,000 125,000 835,000
Asset Management- Parking Lots/Access & Mobility 300,000 300,000 200,000 200,000 200,000 200,000 1,400,000
Asset Management- Play Areas - 500,000 500,000 500,000 500,000 500,000 2,500,000
Asset Management- Regional Facilities 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000
Asset Management- Restrooms and Picnic Shelter 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Asset Management- Sports Fields 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Asset Management-Natural Lands 50,000 75,000 75,000 75,000 75,000 75,000 425,000
Asset Management-Urban Forest Management 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Boulder Junction Park 500,000 - - - - - 500,000
Boulder Reservoir South Shore Capital Enhancements - 400,000 1,500,000 600,000 - - 2,500,000
Civic Area Phase II 2,000,000 10,000,000 5,500,000 - - - 17,500,000
EBCC Refresh -40,000,000 - - 7,500,000 -47,500,000
Operational Planning 200,000 - - - 270,000 - 470,000
Park Refresh 540,000 2,200,000 3,100,000 2,300,000 2,000,000 10,140,000
Pearl Street Mall Refresh 150,000 3,000,000 - - - - 3,150,000
Pleasant View Park 448,000 - - - - - 448,000
System Planning 120,000 60,000 50,000 50,000 400,000 - 680,000
Violet Park 2,920,000 - - - - - 2,920,000
Grand Total 9,338,000 58,460,000 10,800,000 6,500,000 13,170,000 4,700,000 102,968,000
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Attachment D: Draft 2025 - 2030 CIP in Permanent Park and Recreation Fund
Project Title 2025 CIP Budget 2026 CIP Budget 2027 CIP Budget 2028 CIP Budget 2029 CIP Budget 2030 CIP Budget 2025-2030 Total
Asset Management- Aquatics Facilities - - 500,000 - - - 500,000
Asset Management- General Maintenance 200,000 200,000 250,000 250,000 200,000 200,000 1,300,000
Asset Management- Historic Property 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Asset Management- Regional Facilities 200,000 200,000 200,000 300,000 300,000 1,200,000
Asset Management- Restrooms and Picnic Shelter 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Asset Management-Natural Lands 50,000 75,000 75,000 75,000 75,000 75,000 425,000
Boulder Reservoir South Shore Capital Enhancements - 400,000 1,500,000 600,000 - - 2,500,000
Operational Planning 200,000 - - - - - 200,000
Park Refresh 112,000 2,200,000 2,300,000 1,900,000 2,000,000 8,512,000
Pleasant View Park 448,000 - - - - - 448,000
System Planning 120,000 60,000 50,000 50,000 400,000 - 680,000
Grand Total 1,430,000 3,435,000 2,875,000 3,775,000 3,175,000 2,875,000 17,565,000
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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
Stephanie Munro, Senior Manager, Regional Facilities
Scott Schuttenberg, Deputy Director
SUBJECT: Matters from the Department
DATE: June 24, 2024
A. Tennis and Pickleball Court System Plan: BPR’s role in indoor courts
The intent of this item is to provide PRAB with an overview of analysis for potential indoor
court service delivery. PRAB last discussed the Court System Plan at the March business
meeting.
Background
The Court System Plan evaluates the growing demand for both pickleball and tennis in the
community and the city’s contributing role in providing designated courts for both sports. In
addition, the plan evaluates the changing court supply – including the closure of a private
tennis facility at the Millenium site and pending development of CU South - impacts to the
Boulder racket playing community. The Court System Plan provides recommendations
utilizing a three-pronged approach that blends input from the community, analysis of data
and research, and policy guidance. Background information on the court system is available
on the project webpage.
Process and Timeline
A detailed project timeline is available online. The PRAB has been engaged at various
points in the process of developing this plan:
• May 2023 PRAB meeting (starts on pg. 17)
• July 2023 PRAB meeting (starts on pg. 12)
• September 2023 PRAB meeting (starts on pg. 7)
• October 2023 PRAB meeting (starts on pg. 14)
• November 2023 PRAB meeting (starts on pg. 229)
• January 2024 PRAB meeting (starts on pg. 63)
• March 2024 PRAB meeting (starts on pg. 15)
The scope of the Court System Plan includes an analysis of BPR’s role in indoor tennis. The
plan evaluates various models for delivering indoor tennis and outlines the benefits and
impacts of three service delivery models. With this information, BPR can consider possible
partnerships for facilities. There may be a short-term option as courts are developed at East
Boulder Community Park in 2025 and BPR is aware of potential community partnerships to
make building and operating a temporary indoor structure feasible. Long-term and
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permanent facility investment will be explored with the Future of Recreation Centers project
and Long-Term Financial Strategy to determine what the community wants, then understand
what it would cost to build and operate any desired new amenities, and finally, to explore
with the community if it is interested in paying for a new facility. As previously noted, any
new facility is a 50-year decision and requires major planning work to support the policy
conversation responsibly and well.
Any proposal for an indoor facility is currently unfunded. The purpose of the analysis is to
explore scenarios for an indoor facility to help inform how this concept could move from
vision to reality. An indoor racquet facility should be viewed as a complex aspirational
project given the length of time and the capital cost to construct upon undeveloped vacant
property. The complexity however goes beyond the time and cost and can be summarized
to two questions:
• Can the city leverage current public and/or private assets that exist within the
community to create an indoor racquet facility for Boulder community?
• What delivery model is the most viable way to achieve the objective of providing
indoor racquet facility while balancing other factors of risk, cost, time-to-market, and
control?
There are three indoor racquet facility options for the City to consider and they are as
follows:
• City Owned and Operated.
• Public-Private Partnership.
• Ground Lease and Management Agreement.
All three are used widely throughout the country in the parks and recreation industry for
different types of facilities. The staff presentation on this topic will explore the three
scenarios described above walking through the pros and cons of each as well as the
process for exploring potential future partnership opportunities that could make an indoor
facility viable.
Discussion Question:
Do board members have any questions or input regarding the analysis for indoor court
service delivery and partnership opportunities?
Next Steps
The PRAB’s input will inform a final draft of the plan, which will be shared at the July
business meeting. Upon completion, the plan will be shared with the community and guide
BPR investments and operations.
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B. Park on Violet: Concept Plan Update
The intent of this item is to gather input from the PRAB on the preferred concept plan for a
new neighborhood park in North Boulder. Until a name is designated, the park has been
referred to as the Park on Violet. The community has proposed a name, Primos Park, which
is the topic of proposed PRAB action at this business meeting. Comments from the PRAB
will inform next steps, which include further design, engineering and initial permitting. The
timeline below lays out the overall project approach, schedule, and status.
Timeframe Task Status
Summer-Fall
2023
Engagement Window #1 (Vision & Values)
Planning analysis
Complete
Early 2024 Preliminary concept plan alternatives Complete
Spring 2024 Engagement Window #2 (Design concepts, park naming,
safe routes to the park; nature play picnics)
Refining a preferred concept plan
Complete
May 20, 2024 PRAB hears recommendation to rename park Complete
June 24, 2024 PRAB votes on new name
PRAB discusses concept plan to inform next phase
In progress
Late Summer
2024
PRAB’s CIP tour visits park site
Engagement Window #3 (Early action on safe routes;
continued space activation; naming celebration; design
character; project phasing)
Initial permitting/concept review by City Planning &
Development Services
Initial grant application to Great Outdoors Colorado
Next phase
Fall 2024 Planning Board review
Schematic Design
PRAB update on schematic design
Next phase
Late 2024 - Early
2025
Design development
Engagement Window #4 (Continued space activation;
design details; maintenance and operations planning)
PRAB update on design development
Next phase
Mid- to Late-2025 Final construction documents, specifications, and Park
Operations Plan
Federal and local permitting
PRAB update
Next phase
Late 2025-28 Continued space activation
Phased construction
Next phase
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Community Input
During Engagement Window 2, youth and community members affirmed the vision and
values defined in the first window and weighed in on how to demonstrate those values in the
name, design and activation of the new park. Through a variety of community-led
engagement opportunities, individuals, families, and partners evaluated three separate,
preliminary site plans that explored ways to emphasize different combinations of community
values:
Concept 1: Community & culture
Concept 2: Nature & play
Concept 3: Food & friends
Figure 1: Participants in BPR's Youth Services Initiative evaluate design concepts at Crest
View Elementary School meeting
Impactful input emerged during a community gathering at Crest View Elementary School, a
virtual focus group on how the park can advance mental health, an in-person and
community audit of existing routes to and from the park, as well as free nature play picnics
with preschoolers and their caregivers (hosted by Growing Up Boulder). After analyzing
comments from all engagements, staff shared initial conclusions with the three community
connectors for the project, who affirmed these general themes:
- Overall preference for Concept 2: Nature & Play.
- Appreciation for climate-forward approaches in Concept 2, such as improved flood
capacity and regeneration of riparian forest and prairie landscapes.
- Continued interest in water play, unstructured play in nature, and opportunities for
youth leadership and teen employment.
- Excitement for iconic, sensory-rich opportunities to climb into the trees and/or
appreciate views.
- Strong support for food trucks, a community food forest, and community gathering
spaces in Concepts 1 and 3.
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- Desire for a range of accessible spaces that support mindfulness and mental health,
including a reservable outdoor wellness room for individuals, groups or therapists.
- Need for improved routes to and from the park, especially along Violet and 19th and
for people with disabilities (see information here regarding the Safe Routes to Parks
grant award).
Preferred Concept Plan
Community voices directly informed the development of a preferred concept plan that
merges preferred elements from all three concepts. Still conceptual at this point in the
process, this site plan suggests general layout and scaling for program elements across the
9-acre site. The graphic below also includes example photographs or precedent images that
may inform further design as community conversations continue about preferences for
colors, materials, and other qualities of built features in the park.
Highlights of this concept plan include:
- Ecosystem enhancements to address flooding, increase biodiversity, and support
pollinator pathways and wildlife movement.
- Dispersed nature play pods throughout the site that advance gross-motor skills, fine-
motor skills, creativity, and social interaction among people with and without
disabilities.
- An outdoor pavilion with an adjacent play plaza and food truck staging.
- A small-scale amphitheater for community gathering, outdoor learning, and dramatic
play.
- A small-scale “Kids Kiosk” (gear library and restroom) to support youth- and
community-led programming.
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- A community food forest and sensory gardens.
- Reservable outdoor spaces for gathering, wellness, and other activities.
- Interpretive signs and art
Currently, the BPR Capital Improvement Program (CIP) includes $4.7million for design and
construction of this site, with an additional $750,000 grant from the National Park Service. In
addition, the city is determining available funding for associated Utilities and Transportation
and Mobility elements. Based upon current cost estimating, staff anticipate a funding gap to
develop the entire site. Additional design, planning, and engineering will result in updated
cost estimates that will then help determine feasibility, phasing, funding plan, and future park
operations. For example, it is possible that not all elements of this preferred concept plan
will advance, based on available funding, staffing, and other considerations. As the project
progresses, staff will also develop a park operations plan that addresses space activation
and maintenance strategies, as well as rules, regulations, and partnerships necessary to
sustain park health long into the future.
It is also important to note that this concept plan would require earthwork and other
adjustments to accommodate additional floodwaters, capture sediment and reduce the high
hazard zone. In partnership with the City of Boulder’s Utilities and Transportation and
Mobility departments, this aspect of the project requires significant investment to replace
and expand the bridge and culvert where Fourmile Canyon Creek passes under Violet
Avenue. Floodplain modeling will test the feasibility of these interventions and result in future
updates to design. Significant permitting through the Federal Emergency Management
Agency and U.S. Army Corps of Engineers will also affect project approach and schedule.
Construction activities are anticipated to begin in early 2026.
Members of the PRAB are encouraged to consider the following questions while reviewing
the preferred concept plan:
1. What clarifying questions do you have regarding the preferred concept plan?
2. Which elements of the proposed layout are most important or effective in advancing
the community’s vision and values?
3. Are there any red flags that concern you or improvements you would suggest?
Next Steps
The project team will incorporate feedback from the PRAB into the next phase of schematic
design, which includes an initial development review application through the city’s Planning
and Development Services and subsequent review by the Planning Board. Later this
summer, members of the PRAB will have a chance to visit the site as part of the CIP tour
and to attend or support community events during engagement window 3, such as a youth-
led ceremony to celebrate the new park name.
As part of the Safe Routes to Parks grant process with the Play Boulder Foundation,
Transportation and Mobility staff are also expected to install traffic calming measures along
Violet Avenue and 19th St in early August. The PRAB will receive project updates in July’s
consent agenda.
C. 2022 BPR Plan Implementation Update (verbal presentation)
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3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
TO: Parks and Recreation Advisory Board
SUBJECT: Matters from the Board
DATE: June 24, 2024
A. Final Review: Board Liaison’s to BPR Projects (Attachment A)
a. The Role of Board Liaisons is to provide input on process and community
engagement, provide a deeper level of knowledge on a project in support of
addressing community questions to the board and to support board
conversations on the topic at business meetings and study session.
B. PRAB Matters (Verbal)
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Attachment A
2024-2025 Opportunities
Board Liaisons to BPR Projects
The Role of Board Liaisons is to provide input on process and community engagement, provide a deeper level of
knowledge on a project in support of addressing community questions to the board and to support board conversations on
the topic at business meetings and study session.
Park Plans
Violet Park Development, Design
through Q3-2024
Civic Area Phase II, Design through
2025
Bernie Bernstein Waylon Lewis
Public Private Partnerships: Q3-2024
• Boulder Reservoir
Sunny van der Star
System Plans and Initiatives
Courts System Plan, Q3 2023 – Q3
2024
Bernie Bernstein
Budget Development, Q2 2024 – Q3
2024
Elliott Hood
Recreation Centers Future, Q3 2024 –
Q2 2026 –Deryn Wagner PM
Sunny van der Star Bernie Bernstein
Regional Facility Business Plans, Q3
2024 - Q2 2025
Elliott Hood
PLAY Boulder**, Ongoing Anna Segur Option exists to serve as an informal liaison or as
a board member of PLAY
*Jennifer Robbins and (Waylon Lewis) interested
RMS System Evaluation, Q3 2024 – Q3
2025
1. The Board’s functions are:
1. To approve or disapprove proposals concerning the disposal of park lands and forward such
recommendations to the city council;
2. To approve or disapprove expenditures or appropriations from the permanent park and recreation fund
and forward such recommendations to the city council;
3. To make recommendations to the council concerning the grant or denial of any license or permit in or on
park lands;
4. To make recommendations to the council concerning protection and maintenance of park lands;
5. To review the city manager’s proposed annual budget relating to parks and recreation matters and submit
its recommendations concerning that budget to the council;
6. At the request of council, the city manager or the department of parks and recreation matters and submit
its recommendations concerning that budget to the council;
7. At the request of council, the city manager[,] or the department of parks and recreation, to prepare and
submit to the council, manager[,] or department, recommendations on any additional park and recreation
matters; and
8. To request information and recommendations from the department of parks and recreation pursuant to
the provisions of Charter Section 155.
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