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2021 Approved BudgetFISCAL YEAR 2021APPROVEDBUDGET Service Excellence for an Inspired Future. 2021 Approved Budget City of Boulder 2021 Approved BudgetPage 2 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Boulder, Colorado for its annual budget for the fiscal year beginning January 1, 2020. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. City of Boulder 2021 Approved BudgetPage 3 Distinguished Budget Presentation Award GOVERNMENT FINANCE OFFICERS ASSOCIATION January 1, 2020 For the Fiscal Year Beginning PRESENTED TO City of Boulder Executive Director Colorado City of Boulder 2021 Approved BudgetPage 4 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 5 Council Member Mirabai Kuk Nagle Council Member Adam Swetlik Council Member Mary D. Young Mayor Pro Tem Bob Yates Mayor Sam Weaver Council Member Junie Joseph Council Member Aaron Brockett Council Member Rachel Friend City of Boulder City Council Council Member Mark Wallach City of Boulder 2021 Approved BudgetPage 6 City of Boulder 2021 Organizational Chart ASSISTANT CITY MANAGER Pamela Davis DIRECTOR OF PUBLIC WORKS - UTILITIES Joe Taddeucci DIRECTOR OF HUMAN RESOURCES Jen Sprinkle DIRECTOR OF COMMUNICATION & ENGAGEMENT Sarah Huntley CHIEF FINANCIAL OFFICER Cheryl Pattelli DIRECTOR OF CLIMATE INITIATIVES Steve Catanach INTERIM DIRECTOR OF PLANNNG & DEVELOPMENT SERVICES Mary Ann Weideman DIRECTOR OF OPEN SPACE & MOUNTAIN PARKS Dan Burke DIRECTOR OF PUBLIC WORKS - TRANSPORTATION & MOBILITY Erika Vandenbrande DIRECTOR OF FACILITIES & FLEET Joanna Crean POLICE CHIEF Maris Herold Community City Council INTERIM CITY MANAGER Chris Meschuk CHIEF POLICY ADVISOR Carl Castillo DIRECTOR OF PARKS & RECREATION Alison Rhodes ASSISTANT CITY MANAGER/ DIRECTOR OF COMMUNITY VITALITY Yvette Bowden DIRECTOR OF HOUSING & HUMAN SERVICES Kurt Firnhaber DEPUTY CITY MANAGER Vacant FIRE CHIEF Michael Calderazzo CITY CLERK Vacant DIRECTOR OF LIBRARY & ARTS David Farnan MUNICIPAL COURT ADMINISTRATOR James Cho DIRECTOR OF INNOVATION & TECHNOLOGY Jennifer Douglas MUNICIPAL JUDGE Linda Cooke CITY ATTORNEY Tom Carr DEPUTY CITY MANAGER Vacant City of Boulder 2021 Approved BudgetPage 7 City of Boulder Leadership Staff Interim City Manager ........................................................................................................................................................................Chris Meschuk City Attorney .........................................................................................................................................................................................................Tom Carr Municipal Judge .....................................................................................................................................................................................Linda P. Cooke Deputy City Manager ..........................................................................................................................................................................................Vacant Deputy City Manager ..........................................................................................................................................................................................Vacant Assistant City Manager ..................................................................................................................................................................Yvette Bowden Assistant City Manager .....................................................................................................................................................................Pamela Davis Chief Policy Advisor ..................................................................................................................................................................................Carl Castillo City Clerk ......................................................................................................................................................................................................................Vacant Director of Climate Initiatives .................................................................................................................................................Steve Catanach Director of Communication and Engagement ................................................................................................................Sarah Huntley Director of Community Vitality ..................................................................................................................................................Yvette Bowden Director of Facilities and Fleet.....................................................................................................................................................Joanna Crean Chief Financial Officer .......................................................................................................................................................................Cheryl Pattelli Fire Chief ........................................................................................................................................................................................Michael Calderazzo Director of Housing and Human Services ..........................................................................................................................Kurt Firnhaber Director of Human Resources ..........................................................................................................................................................Jen Sprinkle Director of Innovation and Technology ..........................................................................................................................Jennifer Douglas Director of Library and Arts .............................................................................................................................................................David Farnan Municipal Court Administrator ...........................................................................................................................................................James Cho Director of Open Space and Mountain Parks ...........................................................................................................................Dan Burke Director of Parks and Recreation ..............................................................................................................................................Alison Rhodes Interim Director of Planning and Development Services ........................................................................Mary Ann Weideman Police Chief ...................................................................................................................................................................................................Maris Herold Director of Public Works for Transportation & Mobility ...............................................................................Erika Vandenbrande Director of Public Works for Utilities........................................................................................................................................Joe Taddeucci City of Boulder 2021 Approved BudgetPage 8 City of Boulder Budget Staff Central Budget Staff Assistant Director of Finance ......................................................................................................................................................Kara Skinner Senior Budget Manager ..........................................................................................................................................................Devin Billingsley Senior Budget Analyst ...................................................................................................................................................................Justin Greene Senior Budget Analyst ................................................................................................................................................................Sam McQueen Budget Analyst...........................................................................................................................................................................................Zach Walsh Budget Analyst......................................................................................................................................................................................................Vacant Special Thank You to Other Key Contributors Budget Book Developer..................................................................................................................................................................Alyssa Liddle Budget Book Developer........................................................................................................................................................ Amy Hildebrandt CIP Coordinator ...................................................................................................................................................................................Chris Ranglos Department Analysts City Attorney’s Office .............................................................................................................................................................................Rewa Ward City Clerk’s Office/City Council .........................................................................................................................................Dianne Marshall City Manager’s Office ................................................................................................................................................................ Amy McMahon Communication ......................................................................................................................................................................................Karl Watkins Community Vitality.........................................................................................................................................Elliott Labonte & Mark Woulf Climate Initiatives ....................................................................................................................................................................................Heidi Joyce Facilities & Fleet .............................................................................................................................................................................................Ken Baird Finance .............................................................................................................................................................................................................Erin Kintzle Fire-Rescue ........................................................................................................................................................................................Devin Billingsley Human Resources ..........................................................................................................................................................................Mike Giansanti Housing & Human Services ........................................................................................................................................Tip-arpar Karasudhi Innovation & Technology ....................................................................................................................................................................Beth Lemur Library & Arts ........................................................................................................................................................................................Justin Greene Municipal Court ..............................................................................................................................................................................................Jean Grill Open Space & Mountain Parks .....................................................................................................Lauren Kilcoyne & Cole Moffatt Parks & Recreation .............................................................................................................................Jackson Hite & Stacie Hoffmann Planning & Development Services .................................................................................................................................................Ken Baird Police ...............................................................................................................................................................................................................Gina Coluzzi Public Works - Transportation ..................................................................................................................................................Graham Clark Public Works - Utilities ...............................................................................................................................................................................Ken Baird City of Boulder 2021 Approved BudgetPage 9 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 10 Table of Contents 1 | CITY MANAGER’S MESSAGE .....................................................................................................................................15 • 2020 Budget Changes by Type and by Department ..............................................................................................................21 2 | CITYWIDE CONTEXT ....................................................................................................................................................31 • About Boulder ....................................................................................................................................................................................................32 • Budget Philosophy & Process ...............................................................................................................................................................36 • Strategic & Long-Term Planning .............................................................................................................................................................41 3 | SOURCES & USES........................................................................................................................................................43 • Citywide Summary of Sources & Uses ..........................................................................................................................................44 • Citywide Sources (Revenues)................................................................................................................................................................49 • Citywide Uses (Expenditures) ................................................................................................................................................................59 4 | DEPARTMENT OVERVIEWS ......................................................................................................................................65 • City Attorney’s Office ....................................................................................................................................................................................67 • City Clerk’s Office .............................................................................................................................................................................................71 • City Council ..........................................................................................................................................................................................................75 • City Manager’s Office ..................................................................................................................................................................................79 • Climate Initiatives ...........................................................................................................................................................................................83 • Communication & Engagement ..........................................................................................................................................................89 • Community Vitality ........................................................................................................................................................................................93 • Facilities & Fleet................................................................................................................................................................................................97 • Finance ..................................................................................................................................................................................................................101 • Fire-Rescue .......................................................................................................................................................................................................105 • General Governance ..................................................................................................................................................................................109 • Housing & Human Services ....................................................................................................................................................................111 • Human Resources .........................................................................................................................................................................................117 • Innovation & Technology ..........................................................................................................................................................................121 • Library & Arts ....................................................................................................................................................................................................127 • Municipal Court ...............................................................................................................................................................................................131 • Open Space & Mountain Parks ..........................................................................................................................................................135 • Parks & Recreation ......................................................................................................................................................................................139 • Planning & Development Services ..................................................................................................................................................143 • Police .......................................................................................................................................................................................................................147 • Transportation & Mobility .........................................................................................................................................................................151 • Utilities ..................................................................................................................................................................................................................155 5 | CAPITAL IMPROVEMENT PROGRAM....................................................................................................................161 • Introduction .......................................................................................................................................................................................................165 • Funding Summaries......................................................................................................................................................................................171 • Department Overviews.............................................................................................................................................................................179 • CEAP (Community & Environmental Assessment Process ..........................................................................................248 6 | FUND FINANCIALS ....................................................................................................................................................251 • General Fund ....................................................................................................................................................................................................252 • Governmental Capital Fund (tied to General Fund) ............................................................................................................254 • .25 Cent Sales Tax Fund ..........................................................................................................................................................................255 • Affordable Housing Fund .......................................................................................................................................................................256 • Airport Fund ......................................................................................................................................................................................................257 • Boulder Junction Access GID - Parking Fund .........................................................................................................................258 City of Boulder 2021 Approved BudgetPage 11 Table of Contents • Boulder Junction Access GID - TDM Fund ...............................................................................................................................259 • Boulder Junction Improvement Fund ..........................................................................................................................................260 • Boulder Municipal Property Authority Fund .............................................................................................................................261 • Capital Development Fund ...................................................................................................................................................................262 • Capital Improvement - Community, Culture, Safety Tax Fund ....................................................................................263 • Climate Action Plan Fund ......................................................................................................................................................................264 • Community Development Block Grant Fund ..........................................................................................................................265 • Community Housing Assistance Program Fund .................................................................................................................266 • Compensated Absences Fund ..........................................................................................................................................................267 • Computer Replacement Fund ...........................................................................................................................................................268 • Dental Self Insurance Fund .................................................................................................................................................................269 • Downtown Commercial District Fund ...........................................................................................................................................270 • Equipment Replacement Fund ..........................................................................................................................................................272 • Facility Renovation & Replacement Fund ..................................................................................................................................273 • Fleet Operations & Replacement Fund .......................................................................................................................................274 • HOME Investment Partnership Grant Fund ..............................................................................................................................275 • Library Fund .....................................................................................................................................................................................................276 • Lottery Fund .....................................................................................................................................................................................................277 • Open Space Fund ........................................................................................................................................................................................278 • Permanent Park & Recreation Fund ..............................................................................................................................................279 • Planning & Development Services Fund ...................................................................................................................................280 • Property & Casualty Insurance Fund ............................................................................................................................................281 • Recreation Activity Fund .......................................................................................................................................................................282 • Stormwater/Flood Management Utility Fund .........................................................................................................................283 • Sugar-Sweetened Beverage Distribution Tax Fund ..........................................................................................................285 • Telecommunications Fund ...................................................................................................................................................................286 • Transit Pass GID (Forest Glen) Fund ...............................................................................................................................................287 • Transportation Fund .................................................................................................................................................................................288 • Transportation Development Fund................................................................................................................................................290 • University Hill General Improvement District Fund .............................................................................................................291 • Wastewater Utility Fund .........................................................................................................................................................................292 • Water Utility Fund ........................................................................................................................................................................................294 • Workers’ Compensation Insurance Fund .................................................................................................................................296 7 | APPENDIX ....................................................................................................................................................................297 • Budget Terms .................................................................................................................................................................................................298 • Fund Definitions ............................................................................................................................................................................................301 • Codified Fees, Rates, & Charges .....................................................................................................................................................304 • Budget Policies ..............................................................................................................................................................................................315 • Debt Service ...................................................................................................................................................................................................324 • Budget Appropriation Ordinance ...................................................................................................................................................329 City of Boulder 2021 Approved BudgetPage 12 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 13 How to Use This Document The City of Boulder’s 2021 Approved Budget contains a detailed description of how the city plans to invest available resources into city operations in 2021. The 2021 Approved Budget has seven main parts: 1 | City Manager’s Budget Message The City Manager’s Budget Message is a transmittal letter to Boulder’s City Council and community that summarizes the contents of the 2021 Approved Budget. The transmittal letter includes a comprehensive list of 2021 Budget Changes. 2 | Citywide Context & Strategy This section provides a general overview of the City of Boulder including its history, describes the organization of city operations, explains the city’s annual budget process, details the city’s accounting system and fund structure, and explains the long-range financial planning strategies of the City of Boulder. 3 | Sources & Uses The Sources & Uses section contains summary information of the 2021 Approved Budget, projected revenues, and budgeted expenditures. It shows all anticipated sources (revenues) by type and fund, provides information on tax rates, shows budgeted uses (expenditures) by fund, and lists all interfund transfers. 4 | Department Overviews Department Overviews describe the city’s operational structure and function, 2020 accomplishments, and 2021 key initiatives for each of the city’s individual departments. It includes details on significant changes between the 2020 and 2021 operating budgets, as well as the detailed program budget for each department. 5 | Capital Improvement Program The City of Boulder’s 2021-2026 Capital Improvement Program (CIP) contains information on how the city plans to invest available resources into key infrastructure and facilities between 2021 and 2026. The 2021-2026 CIP has four main parts: Introduction, Funding Summaries, Capital Project Overviews, and CEAP (Community & Environmental Assessment Process). 6 | Fund Financials The Fund Financials section provides tables detailing the sources and uses of each of the city’s 39 funds, for 2019 actual, 2020 revised, 2021 approved , and 2022-2026 projected amounts. 7 | Appendix The Appendix section contains supplemental information to the 2021 Approved Budget, including: • Budget Terms; • Fund Definitions; • Codified Fees, Rates, & Charges, which summarizes adopted adjustments to city fees and the effect on revenues; • Budget Policies, which provides an overview of the city’s financial and reserve policies; • Debt Service, which lists the city’s debt service payments from 2021 to 2026, provides a combined schedule of long-term debt, and provides computation of the legal debt margin for the last 10 years; and • Budget Appropriation Ordinance. City of Boulder 2021 Approved BudgetPage 14 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 15 City Manager’s Message Dear City Council Members and Boulder Community, 2020 has been an unprecedented and challenging year. The COVID-19 crisis brought harrowing decisions, along with economic hardships Boulder has not experienced in a long time. I am proud of how our local government, nonprofits, business and academic partners came together to address our community’s needs. And as I introduce the 2021 budget, I am confident we will be able to continue to do so, thanks to a thoughtful and concerted effort across our organization to prioritize essential and important services with the forward- thinking and progressive approach that sets Boulder apart. The City Manager’s 2021 Proposed Budget, presented to you for your review and consideration, is measured, but effective. The total Proposed Budget is $341.7 million. This represents a 7.6% decrease over the adopted 2020 budget (excluding transfers/internal service funds). This decrease reflects an estimated 16% drop in sales and use tax revenue in 2020 and continued cause for concern and conservatism in 2021. Sales and use taxes are the key source of funding for core government functions like safety, roads, multi-use path infrastructure, parks, housing, human services, libraries and communications. It is also a source of funding for several dedicated revenue streams approved by voters for open space, transportation and parks. As this chart shows, the 2020 economic crisis has impacted nearly 70% of the city’s revenue: City of Boulder 2021 Approved BudgetPage 16 City Manager’s Message This reality has required every department in the city to reconsider the programs and services it offers. In many instances, departments have had to do more with less, develop new systems and protocols and find creative ways to meet the community’s needs in a time when resources are declining. There will be continuing service level impacts, and it is important that we be transparent about these. If there is a silver lining in this crisis, for me, it is this: our organization stepped up to meet the challenges we faced. All departments made reductions ranging from 1 to 25%, with an average reduction of 7.4%. The table below captures the totals from specific reductions departments made to staffing, operating budgets and in some cases, decreases to capital projects. The chart also reflects reductions across all funds for each department. For example, Parks and Recreation and Housing and Human Services each have multiple dedicated funding sources. This table does not include budget decisions that impacted the entire organization regarding personnel expenses or the limited increases to budgets for key investments. SIGNIFICANT REDUCTIONS BY DEPARTMENT Department 2020 Approved Budget 2021 Significant Reduction Amount 2021 Significant Reduction Percentage City Attorney's Office 3,916,930$ (264,927)$ -6.8% City Clerk's Office 1,002,251 (111,457)-11.1% City Council 451,266 (34,053)-7.5% City Manager's Office 2,452,132 (606,276)-24.7% Climate Initiatives 6,376,516 (501,251)-7.9% Communication & Engagement 2,867,390 (552,691)-19.3% Community Vitality 12,289,351 (1,175,856)-9.6% Facilities & Fleet 26,143,900 (235,978)-0.9% Finance 10,945,680 (622,516)-5.7% Fire-Rescue 22,988,881 (713,500)-3.1% General Governance 3,738,076 (21,900)-0.6% Housing & Human Services 21,637,004 (1,870,986)-8.6% Human Resources 4,609,646 (415,321)-9.0% Innovation & Technology 13,946,478 (774,179)-5.6% Library & Arts1 10,704,966 (1,635,731)-15.3% Municipal Court 2,311,474 (465,273)-20.1% Open Space & Mountain Parks 28,275,231 (2,258,703)-8.0% Parks & Recreation 29,634,008 (2,615,524)-8.8% Planning & Development Service 15,611,784 (456,480)-2.9% Police 38,629,082 (2,759,018)-7.1% Transportation & Mobility 44,558,410 (4,393,500)-9.9% Total Reductions (22,485,120)$ -7.4% 1Library 2020 Budget excluding one-time capital for North Boulder Library City of Boulder 2021 Approved BudgetPage 17 City Manager’s Message Some departments, such as Parks and Recreation and Housing and Human Services, fund programs and activities that draw from multiple funding sources. These departments took a holistic and strategic approach to reassess how money was being spent to ensure they could continue the most essential and helpful services, prioritizing the needs of the most vulnerable in our community. All departments applied an equity lens to these difficult decisions, asking themselves how proposed solutions would impact communities of color and others who may be facing longstanding or increased challenges. Some proposed cuts were not accepted as a result of this analysis. All departments also shifted the way they do business, first in compliance with public health guidelines and then to identify and encourage efficiencies in business practices. Many of these changes reflected incredibly valuable process improvements, such as offering licensing and permit options online – likely to continue well beyond the pandemic. This innovation reflects the very best thinking of our talented and creative staff, and I am incredibly appreciative of them. Sadly, the level of cuts necessary to achieve balanced budgets in 2020 and 2021 has resulted in negative impacts to our most critical asset – our employees. In 2020, we furloughed 741 employees and laid off or termed as non-standard 148. All remaining employees not in public safety roles took pay cuts through six furlough days, which resulted in $1.7 million in cost savings. Employees will continue to share the impact of these challenging times in 2021. While the proposed budget reduces the number of furlough days for 2021 to two, there will be no merit increases for non-union city employees, members of the Boulder Municipal Employees Association (BMEA) and members of the International Association of Firefighters (IAFF), including those who are performing exceptional work. Employees will also face changes to their healthcare plans. While there will no increase in monthly premiums, they may experience an increase in deductibles and out-of-pocket expenses. And most distressing of all, 15 employees will not be returning to work in 2021, as their positions have been eliminated through workforce restructuring. I am grateful to my colleagues for these sacrifices. One of the primary reasons people choose to work for the City of Boulder – and stay here – is a commitment to public service. Time and time again, I have discovered that this commitment by our staff only deepens in times of trouble, and we owe them our gratitude. The strategic reductions we have made, combined with these employee contributions, will allow us to continue to deliver on our mission – service excellence for an inspired future – and ensure we are meeting the most essential of our community’s needs. Positively, the 2021 budget will allow us to: • Perform critical public safety functions, including policing, with an eye toward reform, improved oversight and engagement with the community, and increased collaboration with human service and mental health providers, as well as responding to fires and medical emergencies. • In coordination with human service agencies and community nonprofits, reinforce our commitment to basic human needs, including housing, health and availability of clean water and food. Prioritize the continuation of innovative COVID-19 response programs, emphasize community mediation services, expand direct support to priority populations including older adults and families with lower incomes, and continue collaborative homelessness strategies that are yielding positive outcomes. • Proceed with implementing Vision Zero safety improvements while maintaining existing infrastructure, including snow/ice removal. Plan and implement multimodal enhancement projects when significant external funding sources are available. • Care for Boulder’s extensive green and open spaces amid continuing high visitation. Restore service levels, incrementally and with thoughtful prioritization, for Parks and Recreation, Open Space and Mountain Parks, Library and Arts programs affected by COVID-19, recognizing the important role these play in promoting physical, mental and emotional well-being. City of Boulder 2021 Approved BudgetPage 18 City Manager’s Message • Continue key planning initiatives, consistent with goals established by the Boulder Valley Comprehensive Plan, including CU South annexation and the associated South Boulder Creek Flood mitigation, the East Boulder Subcommunity Plan, the Parks and Recreation Master Plan update, code amendments and projects related to historic preservation and the urban-wildlife interface. Ensure health and safety through code administration, inspection and compliance efforts. • Focus on ongoing climate action and zero waste initiatives, boosted by a new understanding about the importance of resilience and necessary systems change to address deep-seated inequities that exacerbate our ability to respond and adapt to change. • Partner with the business community to preserve community vitality and vibrancy. • Operate top-of-their-class municipal court programs that focus on rehabilitative and restorative justice, reduce barriers to change and achieve accountability with compassion. • Maintain the city’s commitment to meaningful and inclusive engagement, including providing community members with timely, accurate and relevant information, launching a new website and creating a language access strategy to increase bilingual communication and participation. • Offer high-quality internal services to departments through continued partnerships in technology and innovation, adherence to sound financial practices, provision of legal and governance counsel, and management of city facilities and fleet. While significant new expenditures are limited, the 2021 budget includes several critical investments, including: • Bringing the Early Diversion, Get Engaged (EDGE) program, which pairs mental health providers with officers trained in crisis intervention to respond effectively to calls related to behavioral health, in-house under management by Housing and Human Services. • Investing in technology to boost the city’s efforts to collect and utilize data to support more informed decision-making. • Establishing annual funding toward replacement of radio infrastructure to ensure reliable and high-quality communications in emergencies. • Providing funding to support police accreditation, which will include a thorough review of the department and ensure Boulder officers are in alignment with national best practices in policing. • Providing employees with Personal Protective Equipment (PPE) for when they are in the workplace and out in the community. At the start of this message, I mentioned the importance of collaboration with our many partners. Our community has stepped up in incredible ways this past year: • Individuals and families made generous contributions to the Community Foundation Fund and volunteered their time for to nonprofits and critical city services. More than 118 volunteers have worked 3,400 nights, days and weekends serving food, engaging in conversation, and providing supportive health and connections to individuals experiencing homelessness at the Community Response Center, an innovative collaboration between Boulder, Longmont and the county to meet this vulnerable population’s COVID-related needs. • The business community, after taking painful steps to save lives and comply with new health requirements, came to the table with reinvigorated collaboration, positive energy and a can-do spirit, working with the city and health officials to strike a balance between the continued threat of coronavirus and the importance of a thriving local economy. City of Boulder 2021 Approved BudgetPage 19 • Many property owners agreed to work with tenants to address late rent and other challenges associated with widespread and unanticipated unemployment. • Nonprofits doubled down on their efforts, despite uncertainty about their own future, to serve those most in need. • Health officials partnered with city staff to ensure we had the most current scientific information to protect our community. • Leadership at the University of Colorado Boulder and at the Boulder Valley School District coordinated closely with us as they took steps to meet student, faculty and staff needs under rapidly changing and complex conditions. I mention these communitywide contributions not only to express my profound gratitude, but because this we’re-in-this-together spirit will be just as important in 2021 as it was at the onset and in the first few months of the pandemic. There is tremendous uncertainty regarding national and local economic conditions. And while I am certain the economy will recover, there is no precedent that tells us exactly what to expect. We will need to remain nimble and responsive throughout the next year. The 2021 budget includes the preservation of 17% in reserves which includes a $1.05 million COVID recovery reserve in case revenues fall short of our current forecasts or there are more unexpected costs associated with the pandemic. This budget positions us, as your local government, to do our part. Our city leadership and employees are prepared and eager to serve our community during these challenging times. It will, however, take the sum of all the parts to keep our community healthy and vibrant. I look forward to seeing Boulder continue to set new standards for collaboration and innovation. It will take time, but I know our community will ultimately emerge from this crisis stronger and more resilient. In partnership, Jane City of Boulder 2021 Approved BudgetPage 20 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 21 2021 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Personnel Savings (744,131)$ - (3,337,239)$ - All Departments Eliminate Pay Increases - - (3,337,239) - Realize Savings from 2 Furlough Days (744,131) - - - New/Enhanced Program 988,318$ 2.50 1,836,452$ 9.75 City Clerk's Office New Budget for Elections & Matching Funds 120,000 - - - Finance New Senior Internal Auditor Position 4,500 - 119,437 1.00 Fire-Rescue Launch Light Response Vehicle Pilot with ALS Capability - - 35,000 - New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Fire Portion)- - 133,384 - Increase Department Budget 160,000 - - - General Governance New Budget for Centralized Personal Protective Equipment 263,818 - - - Housing & Human Services Bring Early Diversion, Get Engaged (EDGE) Program In-House from Police - - 161,920 4.00 Increase Budget for Human Services Grants 200,000 - - - Human Resources New Human Resources Information System (HRIS) Administration - - 500,000 - Innovation & Technology New Database Administrator Position - - 102,115 1.00 Library & Arts Bring Library Security & Support Services In-House - - 100,000 1.75 Increase Budget for Cultural Grants (Arts)100,000 - - - Increase Budget for Library Services 100,000 2.50 - - Open Space & Mountain Parks Convert Trails Research Coordinator from Temporary to Standard Position - - 21,606 1.00 Parks & Recreation New Exterior Security Cameras at Recreation Facilities 30,000 - - - New On-Demand Fitness Equipment 10,000 - 5,000 - Police Increase Budget for Improvements in Body Worn Cameras, In-Car Cameras, & Tasers - - 133,297 - New Budget for Police Accreditation, Policy, Training Needs, & New Accreditation Manager Position - - 187,125 1.00 New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Police Portion)- - 337,568 - Repurpose Portion of School Resource Officer (SRO) Program to Training Program - - - - Continuation of One-Time Program 943,768$ 10.00 -$ 0.85 Climate Initiatives Extend 3 Positions to Support Department & Local Power/Municipalization Project 296,812 3.00 - - Extend Communications Specialist II (Climate Initiatives) Position 89,898 1.00 - - Planning & Development Services Extend Energy Code Position 58,984 1.00 - - Extend Land Use Code Update Position 72,166 1.00 - - Extend Project Specialist/Permit Technician Position 69,143 1.00 - - Police Expand Master Plan 150,000 - - 0.85 Transportation & Mobility Extend GIS Technician Position 71,952 1.00 - - Utilities Extend 2 GIS Technician Positions 134,813 2.00 - - Cost Escalation of Existing Service -$ - 166,200$ - City Clerk's Office Increase Budget for Online Petitions System Operations & Maintenance - - 42,000 - Police Expand Redlight Camera Program - - 124,200 - City of Boulder 2021 Approved BudgetPage 22 2021 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Cost Reduction of Existing Service (12,891,886)$ - (9,423,234)$ (56.38) City Attorney’s Office Eliminate Assistant City Attorney I- Marijuana Position - - (184,776)(1.00) Repurpose Senior Counsel Position to Assistant City Attorney II Position - - (80,151)- City Clerk's Office Hold Deputy City Clerk Position Vacant 6 Months (66,911)- - - Reduce Multiple NPE Expenditure Categories- One-Time (24,592)- - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (19,954)- City Council Reduce Multiple NPE Expenditure Categories- Ongoing - - (34,053)- City Manager's Office Eliminate CMO Equity Specialist Position - - (103,715)(1.00) Eliminate Management Analyst Position - - (99,083)(1.00) Eliminate Program & Project Manager Position - - (162,780)(1.00) Hold CMO Administrative II Position Vacant (75,699)- - - Hold Deputy City Manager Position Vacant 9 Months (165,000)- - - Climate Initiatives Delay New Initiatives in Department (182,000)- - - Eliminate Regional Sustainability/Policy Advisor Position - - (128,860) (1.00) Reduce Salary Cost for Multiple Trash Tax Positions - - (56,391)- Reduce Salary Cost for Zero Waste Team Manager & Hold Vacant 2 Months (20,000)- (25,000)- Reduce Support for Zero Waste Compliance & Climate Action Plan Energy Advising (89,000)- -- Communication & Engagement Eliminate Deputy Director Position - - (167,279)(1.00) Eliminate Internal Communications III Position - - (121,689)(1.00) Eliminate Producer/Engineer Position - - (78,723)(1.00) Hold Engagement Manager Position Vacant TBD Months (72,000)- - - Reduce Channel 8 Contractor Funding - - (6,000)- Reduce Newsletters from 3 to 2 - - (37,000)- Reduce Scope of Growing Up Boulder - - (20,000)- Suspend Neighborhood Services Grant Program- One-Time (50,000)- - - Community Vitality Eliminate Parking Enforcement Officer Position - - (68,437)(1.00) Eliminate Flex Rebate Program - - (100,000)- Eliminate Lot Attendant Positions - - (262,419)(5.13) Reduce Downtown Improvements - - (60,000)- Reduce General Fund Transfer to CAGID (175,000)- - - Reduce General Fund Transfer to UHGID (75,000)- - - Reduce Hill Reinvestment Strategy (15,000)- - - Reduce Multiple CIP Projects (420,000)- - - Facilities & Fleet Reduce Capital Facility Renovation & Replacement - - (90,000)- Reduce Frequency of Window Washing Program - - (11,280)- Reduce Major & Minor Maintenance - - (134,698)- Finance Eliminate Administrative Specialist II Position - - (68,996)(1.00) Eliminate External Occupational Safety and Health Administration (OSHA) Audit & Training - - (67,000)- Eliminate Front Desk Position & Regrade Auditor Position - - (80,000)(1.00) Hold Budget Analyst II Position Vacant (97,535)- - - Hold Financial Analyst Position Vacant (93,300)- - - Reduce Accounting Temporary Services (49,000)- - - Reduce Financial Consultants (16,000)- (30,000)- Reduce Multiple NPE Expenditure Categories- One-Time (33,000)- -- Reduce Multiple NPE Expenditure Categories- Ongoing - - (62,685)- Reduce Risk Management Contractual Medical Services - - (25,000)- Fire-Rescue Modify Water Rescue Program Service - - (31,000)- Reduce Programmatic Overtime - - (70,000)- Reduce Multiple NPE Expenditure Categories- Ongoing - - (80,000)- Reduce Occupational Health Programming - - (15,000)- Reduce Overtime Through Alternative Deployment Models including Light Response Vehicle Pilot - - (300,000)- Reduce Community Risk Reduction Administrative Capacity - - (67,000)(1.00) Reduce Wildland Fire Administration & Operations Capacity - - (150,500)(1.00) General Governance Reduce Office of Special Events (OSE) Costs - - (21,900)- City of Boulder 2021 Approved BudgetPage 23 2021 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Housing & Human Services Eliminate 3 Older Adult Services (OAS) Customer Service Positions - - (71,431)(1.50) Eliminate Asset Program Manager Position - - (118,040)(1.00) Eliminate Data Analytics Project Manager Position - - (87,221)(1.00) Eliminate Human Services Planner Position - - (101,547)(1.00) Eliminate Older Adult Services (OAS) East Center - - (9,620)- Eliminate Planner III Position - - (105,370)(1.00) Eliminate Program Development Manager Position - - (128,860)(1.00) Eliminate Program Manager Position - - (110,420)(1.00) Eliminate Senior Project Manager Position - - (36,682)(0.25) Eliminate Youth Opportunity Program Grant Funds - - (164,500)- Reduce Fleet Replacement Funding (69,948)- - - Reduce Grants for Homelessness Program (100,000)- - - Reduce Human Relations Commission - - (9,530)- Reduce Human Services Fund Grants (120,952)(336,114)- Reduce Multiple NPE Expenditure Categories- One-Time (90,500)- - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (125,375)- Reduce OAS Admin Spc Position and Temporary Help - (26,648)(0.25) Reduce Youth Opportunity Program Coordinator Position - (58,228)(0.50) Human Resources Eliminate HR Coordinator Position - - (90,321)(1.00) Reduce Multiple NPE Expenditure Categories- One-Time (170,000)- - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (140,000)- Repurpose Talent Acquisition Manager to Recruiting Program Manager - - (15,000)- Innovation & Technology Eliminate Business Analyst II Position - - (125,311)(1.00) Eliminate Data Analytics Project Manager Position - - (85,173)(1.00) Eliminate GIS Program Manager Position - - (120,464)(1.00) Eliminate PMO Position - - (79,150)(1.00) Eliminate Manager Position (TBD)- - (115,568)(1.00) Eliminate Tech Support Analyst II Position - - (86,801)(1.00) Reduce Consulting Costs - - (60,000)- Reduce Staff Training Budget - - (42,501)- Suspend IT Paid Internship Program - - (59,211)- Library & Arts Reduce Administrative Functions & Sponsorships (Arts)(3,861)- (66,484)- Reduce Cultural Grants Program (Arts)(39,312)- (117,938)- Reduce Public Art Maintenance & Unscheduled Projects (Arts)(20,000)- (5,100)- Adjust Operations at Meadows, Reynolds, & NoBo Branch Libraries - - (4,500)- Adjust Operations for Library Acquisitions, Collection Development, Resource Services, & Archive - - (127,500)- Adjust Operations for Main Library Patron & Youth Services & Materials Handling - - (3,500)- Adjust Operations for Materials Handling - - (109,889)(2.25) Adjust Operations for Programs, Events, & Sponsorships - - (11,000)- Eliminate 2 Programs, Events, & Outreach Specialist Positions - - (94,189)(1.25) Eliminate 3 Branch Library Specialist Positions - - (141,037)(2.25) Eliminate 3 Library Specialist Positions - - (134,979)(2.25) Eliminate Bilingual Library Youth Specialist Position - - (63,997)(0.50) Eliminate Branch Services Manager Position - - (102,647)(1.00) Eliminate Collection Development & Library Specialist Position (51,105)(0.75) Eliminate Creative Technologist Position - - (63,617)(1.00) Eliminate Library & Scheduling Specialist Position - - (66,596)(1.00) Hold Carnegie Branch Librarian Position Vacant (90,329)- - - Hold Resource Services Manager Position Vacant (110,252)- - - Reduce BLDG61 Makerspace Materials - - (30,000)- Reduce BoulderReads Program & Hold BoulderReads Manager Position Vacant (66,968)- (1,500)- Reduce Non-Personnel Staff Support (85,000)- (24,432)- Municipal Court Eliminate 2 Deputy Court Clerk Positions - - (159,556)(2.00) Reduce Facilities Renovation & Replacement Funding (155,678)- - - Reduce Material Computer Software (68,845)- - - Reduce Multiple NPE Expenditure Categories- One-Time (81,193)- - - Open Space & Mountain Parks Reduce Multiple CIP Projects- One-Time (1,800,000)- - - Reduce Multiple NPE Expenditure Categories- One-Time (458,703)- - - City of Boulder 2021 Approved BudgetPage 24 2021 Budget Changesby Type SUMMARY BY TYPE OF REQUEST ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Parks & Recreation Adjust Operations at North Boulder Rec Center & Hold Positions Vacant (188,301) - - - Adjust Operations at East Boulder Community Center & Hold Positions Vacant (308,762) - - - Adjust Operations at South Boulder Rec Center & Hold Positions Vacant (272,388) - - - Adjust Operations at Outdoor Pools & Hold Positions Vacant (133,876) - - - Adjust Sports Programming & Hold Positions Vacant (217,492) - - - Adjust Gymnastics Programming & Hold Positions Vacant (284,673) - - - Adjust EXPAND/Inclusion Programming & Hold Positions Vacant (254,887) - - - Adjust Youth Services Initiative & Hold Positions Vacant (113,153) - - - Reduce Operating Expenses & Hold Positions Vacant (210,498) - (631,494) - Planning & Development Services Adjust Operations for Rental Licensing Program - - (28,307) (0.50) Eliminate Administrative Services Position - - (79,776) (1.00) Eliminate Comprehensive Planning Manager - - (194,117) (1.00) Hold Deputy Director of Planning & Development Services Position Vacant (119,280) - - - Reduce Consulting Services Budget for Planning Projects - - (35,000) - Police Defer Fleet Replacement Funding (866,397) - - - Eliminate Police Annex on University Hill - - (51,600) - Hold 2 Administrative Specialist I Positions Vacant (TBD)(133,079) - - - Hold 5 Police Officer Positions Vacant (500,000) - - - Hold Accident Report Specialist Position Vacant (63,355) - - - Hold Animal Protection Officer Position Vacant (64,792) - - - Hold Assistant Crime Analyst Position Vacant (75,351) - - - Hold Dispatcher Position Vacant (62,935) - - - Hold Property & Evidence Tech Position Vacant (74,589) - - Reduce Multiple NPE Expenditure Categories- One-Time (290,000) - - - Repurpose Positions for Get Engaged (EDGE) Program & Move to Housing & Human Services - - (161,920) (3.50) Suspend Muni Campus Overtime (315,000) - - - Transportation & Mobility Delay Boulder Creek Path Improvements from 2021 to 2025-2026 (350,000) - - - Delay Boulder Valley Employee Survey (40,000) - - - Delay Emerald Ash Borer Tree Removal (325,000) - - - Delay Fleet Replacement Costs for Street Sweeping Vehicles (22,000) - - - Delay Fleet Replacement for CIP & Signals Groups (60,000) - - - Delay Table Mesa Multi-Use Path from 2021 to 2022 (600,000) - - - Delay Tributary Greenways from 2021 to 2022 (97,500) - - - Eliminate 2021 HOP Fleet Replacement (123,000) - - - Eliminate 4 GO Boulder Interns & 1 CIP Intern (Non-Standard)- - (120,000) - Eliminate Project Manager Position - - (65,000) (0.50) Eliminate Project Manager Position - - (165,000) (1.00) Eliminate Route Optimization Studies for HOP Expansion & Other Transit Studies - - (237,000) - Eliminate Senior Planner-Temp Position (Non-Standard)- - (90,000) - Eliminate Transit Planner I Position - - (120,000) (1.00) Eliminate Travel & Training Budget (60,000) - - - Hold GO Boulder Manager Position Vacant (150,000) - - - Hold Vision Zero Engineer Position Vacant (130,000) - - - Realize Savings from Neighborhood Eco-Pass RTD Rebate (100,000) - - - Reduce Capital Maintenance Projects (Minimal)(200,000) - - - Reduce Consultant-Based Transportation Projects - - (28,000) - Reduce HOP Weekend Frequency (360,000) - - - Reduce Low Stress Walk/Bike- Neighborhood GreenStreets (15,000) - - - Reduce Median Maintenance (70,000) - - - Reduce Major Capital Reconstruction (105,000) - - - Reduce Multi-Use Path Capital Maintenance (25,000) - - - Reduce Mutli-Use Path Enhancements (25,000) - - - Reduce Pedestrian Crossing Treatments (25,000) - - - Reduce Renewed Transit Vision- Capital (50,000) - - - Reduce Scope of Annual Walk & Bike Week - - (15,000) - Reduce Street Lighting Service - - (100,000) - Reduce Street Sweeping - - (175,000) - Reduce TIP Implementation Projects (160,000) - - - Reduce Transportation Demand Management Program - - (116,000) - Other (3,980,000)$ - -$ - Utilities Adjust Water Fund Reserve (3,980,000) - - - City of Boulder 2021 Approved BudgetPage 25 2021 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Personnel Savings (All Departments)(744,131)$ -(3,337,239)$ - Cost Reduction of Existing Service Eliminate Pay Increases - - (3,337,239) - Realize Savings from 2 Furlough Days (744,131) - - - City Attorney’s Office -$ -(264,927)$ (1.00) Cost Reduction of Existing Service Eliminate Assistant City Attorney I- Marijuana Position - - (184,776) (1.00) Repurpose Senior Counsel Position to Assistant City Attorney II Position - - (80,151) - City Clerk's Office 28,497$-22,046$- New/Enhanced Program New Budget for Elections & Matching Funds 120,000 - - - Cost Escalation of Existing Service Increase Budget for Online Petitions System Operations & Maintenance - - 42,000 - Cost Reduction of Existing Service Hold Deputy City Clerk Position Vacant 6 Months (66,911) - - - Reduce Multiple NPE Expenditure Categories- One-Time (24,592) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (19,954) - City Council -$ -(34,053)$ - Cost Reduction of Existing Service Reduce Multiple NPE Expenditure Categories- Ongoing - - (34,053) - City Manager's Office (240,699)$ -(365,577)$ (3.00) Cost Reduction of Existing Service Eliminate CMO Equity Specialist Position - - (103,715) (1.00) Eliminate Management Analyst Position - - (99,083) (1.00) Eliminate Program & Project Manager Position - - (162,780) (1.00) Hold CMO Administrative II Position Vacant (75,699) - - - Hold Deputy City Manager Position Vacant 9 Months (165,000) - - - Climate Initiatives 95,710$4.00 (210,251)$ (1.00) Continuation of One-Time Program Extend 3 Positions to Support Department & Local Power/Municipalization Project 296,812 3.00 - - Extend Communications Specialist II (Climate Initiatives) Position 89,898 1.00 - - Cost Reduction of Existing Service Delay New Initiatives in Department (182,000) - - - Eliminate Regional Sustainability/Policy Advisor Position - - (128,860) (1.00) Reduce Salary Cost for Multiple Trash Tax Positions - - (56,391) - Reduce Salary Cost for Zero Waste Team Manager & Hold Vacant 2 Months (20,000) - (25,000) - Reduce Support for Zero Waste Compliance & Climate Action Plan Energy Advising (89,000) - -- Communication & Engagement (122,000)$ -(430,691)$ (3.00) Cost Reduction of Existing Service Eliminate Deputy Director Position - - (167,279) (1.00) Eliminate Internal Communications III Position - - (121,689) (1.00) Eliminate Producer/Engineer Position - - (78,723) (1.00) Hold Engagement Manager Position Vacant TBD Months (72,000) - - - Reduce Channel 8 Contractor Funding - - (6,000) - Reduce Newsletters from 3 to 2 - - (37,000) - Reduce Scope of Growing Up Boulder - - (20,000) - Suspend Neighborhood Services Grant Program- One-Time (50,000) - - - City of Boulder 2021 Approved BudgetPage 26 2021 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Community Vitality (685,000)$ - (490,856)$ (6.13) Cost Reduction of Existing Service Eliminate Parking Enforcement Officer Position - - (68,437) (1.00) Eliminate Flex Rebate Program - - (100,000) - Eliminate Lot Attendant Positions - - (262,419) (5.13) Reduce Downtown Improvements - - (60,000) - Reduce General Fund Transfer to CAGID (175,000) - - - Reduce General Fund Transfer to UHGID (75,000) - - - Reduce Hill Reinvestment Strategy (15,000) - - - Reduce Multiple CIP Projects (420,000) - - - Facilities & Fleet -$ - (235,978)$ - Cost Reduction of Existing Service Reduce Capital Facility Renovation & Replacement - - (90,000) - Reduce Frequency of Window Washing Program - - (11,280) - Reduce Major & Minor Maintenance - - (134,698) - Finance (284,335)$ - (214,244)$ (1.00) New/Enhanced Program New Senior Internal Auditor Position 4,500 - 119,437 1.00 Cost Reduction of Existing Service Eliminate Administrative Specialist II Position - - (68,996) (1.00) Eliminate External Occupational Safety and Health Administration (OSHA) Audit & Training - - (67,000) - Eliminate Front Desk Position & Regrade Auditor Position - - (80,000) (1.00) Hold Budget Analyst II Position Vacant (97,535) - - - Hold Financial Analyst Position Vacant (93,300) - - - Reduce Accounting Temporary Services (49,000) - - - Reduce Financial Consultants (16,000) - (30,000) - Reduce Multiple NPE Expenditure Categories- One-Time (33,000) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (62,685) - Reduce Risk Management Contractual Medical Services - - (25,000) - Fire-Rescue 160,000$ - (545,116)$ (2.00) New/Enhanced Program Launch Light Response Vehicle Pilot with ALS Capability - - 35,000 - New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Fire Portion)- - 133,384 - Increase Department Budget 160,000 - - - Cost Reduction of Existing Service Modify Water Rescue Program Service - - (31,000) - Reduce Programmatic Overtime - - (70,000) - Reduce Multiple NPE Expenditure Categories- Ongoing - - (80,000) - Reduce Occupational Health Programming - - (15,000) - Reduce Overtime Through Alternative Deployment Models including Light Response Vehicle Pilot - - (300,000) - Reduce Community Risk Reduction Administrative Capacity - - (67,000) (1.00) Reduce Wildland Fire Administration & Operations Capacity - - (150,500) (1.00) City of Boulder 2021 Approved BudgetPage 27 2021 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE General Governance 263,818$ - (21,900)$ - New/Enhanced Program New Budget for Centralized Personal Protective Equipment 263,818 - - - Cost Reduction of Existing Service Reduce Office of Special Events (OSE) Costs - - (21,900) - Housing & Human Services (181,400)$ - (1,327,666)$ (4.50) New/Enhanced Program Bring Early Diversion, Get Engaged (EDGE) Program In-House from Police - - 161,920 4.00 Increase Budget for Human Services Grants 200,000 - - - Cost Reduction of Existing Service Eliminate 3 Older Adult Services (OAS) Customer Service Positions - - (71,431) (1.50) Eliminate Asset Program Manager Position - - (118,040) (1.00) Eliminate Data Analytics Project Manager Position - - (87,221) (1.00) Eliminate Human Services Planner Position - - (101,547) (1.00) Eliminate Older Adult Services (OAS) East Center - - (9,620) - Eliminate Planner III Position - - (105,370) (1.00) Eliminate Program Development Manager Position - - (128,860) (1.00) Eliminate Program Manager Position - - (110,420) (1.00) Eliminate Senior Project Manager Position - - (36,682) (0.25) Eliminate Youth Opportunity Program Grant Funds - - (164,500) - Reduce Fleet Replacement Funding (69,948) - - - Reduce Grants for Homelessness Program (100,000) - - - Reduce Human Relations Commission - - (9,530) - Reduce Human Services Fund Grants (120,952) (336,114) - Reduce Multiple NPE Expenditure Categories- One-Time (90,500) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (125,375) - Reduce OAS Admin Spc Position and Temporary Help - (26,648) (0.25) Reduce Youth Opportunity Program Coordinator Position - (58,228) (0.50) Human Resources (170,000)$ - 254,679$ (1.00) New/Enhanced Program New Human Resources Information System (HRIS) Administration - - 500,000 - Cost Reduction of Existing Service Eliminate HR Coordinator Position - - (90,321) (1.00) Reduce Multiple NPE Expenditure Categories- One-Time (170,000) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (140,000) - Repurpose Talent Acquisition Manager to Recruiting Program Manager - - (15,000) - Innovation & Technology -$ - (672,065)$ (5.00) New/Enhanced Program New Database Administrator Position - - 102,115 1.00 Cost Reduction of Existing Service Eliminate Business Analyst II Position - - (125,311) (1.00) Eliminate Data Analytics Project Manager Position - - (85,173) (1.00) Eliminate GIS Program Manager Position - - (120,464) (1.00) Eliminate PMO Position - - (79,150) (1.00) Eliminate Manager Position (TBD)- - (115,568) (1.00) Eliminate Tech Support Analyst II Position - - (86,801) (1.00) Reduce Consulting Costs - - (60,000) - Reduce Staff Training Budget - - (42,501) - Suspend IT Paid Internship Program - - (59,211) - City of Boulder 2021 Approved BudgetPage 28 2021 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Library & Arts (215,722)$ 2.50 (1,120,010)$ (10.50) New/Enhanced Program Bring Library Security & Support Services In-House - - 100,000 1.75 Increase Budget for Cultural Grants (Arts)100,000 - - - Increase Budget for Library Services 100,000 2.50 - - Cost Reduction of Existing Service Reduce Administrative Functions & Sponsorships (Arts)(3,861) - (66,484) - Reduce Cultural Grants Program (Arts)(39,312) - (117,938) - Reduce Public Art Maintenance & Unscheduled Projects (Arts)(20,000) - (5,100) - Adjust Operations at Meadows, Reynolds, & NoBo Branch Libraries - - (4,500) - Adjust Operations for Library Acquisitions, Collection Development, Resource Services, & Archive - - (127,500) - Adjust Operations for Main Library Patron & Youth Services & Materials Handling - - (3,500) - Adjust Operations for Materials Handling - - (109,889) (2.25) Adjust Operations for Programs, Events, & Sponsorships - - (11,000) - Eliminate 2 Programs, Events, & Outreach Specialist Positions - - (94,189) (1.25) Eliminate 3 Branch Library Specialist Positions - - (141,037) (2.25) Eliminate 3 Library Specialist Positions - - (134,979) (2.25) Eliminate Bilingual Library Youth Specialist Position - - (63,997) (0.50) Eliminate Branch Services Manager Position - - (102,647) (1.00) Eliminate Collection Development & Library Specialist Position (51,105) (0.75) Eliminate Creative Technologist Position - - (63,617) (1.00) Eliminate Library & Scheduling Specialist Position - - (66,596) (1.00) Hold Carnegie Branch Librarian Position Vacant (90,329) - - - Hold Resource Services Manager Position Vacant (110,252) - - - Reduce BLDG61 Makerspace Materials - - (30,000) - Reduce BoulderReads Program & Hold BoulderReads Manager Position Vacant (66,968) - (1,500) - Reduce Non-Personnel Staff Support (85,000) - (24,432) - Municipal Court (305,717)$ - (159,556)$ (2.00) Cost Reduction of Existing Service Eliminate 2 Deputy Court Clerk Positions - - (159,556) (2.00) Reduce Facilities Renovation & Replacement Funding (155,678) - - - Reduce Material Computer Software (68,845) - - - Reduce Multiple NPE Expenditure Categories- One-Time (81,193) - - - Open Space & Mountain Parks (2,258,703)$ - 21,606$ 1.00 New/Enhanced Program Convert Trails Research Coordinator from Temporary to Standard Position - - 21,606 1.00 Cost Reduction of Existing Service Reduce Multiple CIP Projects- One-Time (1,800,000) - - - Reduce Multiple NPE Expenditure Categories- One-Time (458,703) - - - Parks & Recreation (1,944,030)$ - (626,494)$ - New/Enhanced Program New Exterior Security Cameras at Recreation Facilities 30,000 - - - New On-Demand Fitness Equipment 10,000 - 5,000 - Cost Reduction of Existing Service Adjust Operations at North Boulder Rec Center & Hold Positions Vacant (188,301) - - - Adjust Operations at East Boulder Community Center & Hold Positions Vacant (308,762) - - - Adjust Operations at South Boulder Rec Center & Hold Positions Vacant (272,388) - - - Adjust Operations at Outdoor Pools & Hold Positions Vacant (133,876) - - - Adjust Sports Programming & Hold Positions Vacant (217,492) - - - Adjust Gymnastics Programming & Hold Positions Vacant (284,673) - - - Adjust EXPAND/Inclusion Programming & Hold Positions Vacant (254,887) - - - Adjust Youth Services Initiative & Hold Positions Vacant (113,153) - - - Reduce Operating Expenses & Hold Positions Vacant (210,498) - (631,494) - City of Boulder 2021 Approved BudgetPage 29 2021 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Planning & Development Services 81,013$ 3.00 (337,200)$ (2.50) Continuation of One-Time Program Extend Energy Code Position 58,984 1.00 - - Extend Land Use Code Update Position 72,166 1.00 - - Extend Project Specialist/Permit Technician Position 69,143 1.00 - - Cost Reduction of Existing Service Adjust Operations for Rental Licensing Program - - (28,307) (0.50) Eliminate Administrative Services Position - - (79,776) (1.00) Eliminate Comprehensive Planning Manager - - (194,117) (1.00) Hold Deputy Director of Planning & Development Services Position Vacant (119,280) - - - Reduce Consulting Services Budget for Planning Projects - - (35,000) - Police (2,295,498)$ - 568,670$ (1.65) New/Enhanced Program Increase Budget for Improvements in Body Worn Cameras, In-Car Cameras, & Tasers - - 133,297 - New Budget for Police Accreditation, Policy, Training Needs, & New Accreditation Manager Position - - 187,125 1.00 New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Police Portion)- - 337,568 - Repurpose Portion of School Resource Officer (SRO) Program to Training Program - - - - Continuation of One-Time Program Expand Master Plan 150,000 - - 0.85 Cost Escalation of Existing Service Expand Redlight Camera Program - - 124,200 - Cost Reduction of Existing Service Defer Fleet Replacement Funding (866,397) - - - Eliminate Police Annex on University Hill - - (51,600) - Hold 2 Administrative Specialist I Positions Vacant (TBD)(133,079) - - - Hold 5 Police Officer Positions Vacant (500,000) - - - Hold Accident Report Specialist Position Vacant (63,355) - - - Hold Animal Protection Officer Position Vacant (64,792) - - - Hold Assistant Crime Analyst Position Vacant (75,351) - - - Hold Dispatcher Position Vacant (62,935) - - - Hold Property & Evidence Tech Position Vacant (74,589) - - Reduce Multiple NPE Expenditure Categories- One-Time (290,000) - - - Repurpose Positions for Get Engaged (EDGE) Program & Move to Housing & Human Services - - (161,920) (3.50) Suspend Muni Campus Overtime (315,000) - - - City of Boulder 2021 Approved BudgetPage 30 Citywide Context2021 Budget Changesby Department SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Transportation & Mobility (3,020,548)$ 1.00 (1,231,000)$ (2.50) Continuation of One-Time Program Extend GIS Technician Position 71,952 1.00 - - Cost Reduction of Existing Service Delay Boulder Creek Path Improvements from 2021 to 2025-2026 (350,000) - - - Delay Boulder Valley Employee Survey (40,000) - - - Delay Emerald Ash Borer Tree Removal (325,000) - - - Delay Fleet Replacement Costs for Street Sweeping Vehicles (22,000) - - - Delay Fleet Replacement for CIP & Signals Groups (60,000) - - - Delay Table Mesa Multi-Use Path from 2021 to 2022 (600,000) - - - Delay Tributary Greenways from 2021 to 2022 (97,500) - - - Eliminate 2021 HOP Fleet Replacement (123,000) - - - Eliminate 4 GO Boulder Interns & 1 CIP Intern (Non-Standard)- - (120,000) - Eliminate Project Manager Position - - (65,000) (0.50) Eliminate Project Manager Position - - (165,000) (1.00) Eliminate Route Optimization Studies for HOP Expansion & Other Transit Studies - - (237,000) - Eliminate Senior Planner-Temp Position (Non-Standard)- - (90,000) - Eliminate Transit Planner I Position - - (120,000) (1.00) Eliminate Travel & Training Budget (60,000) - - - Hold GO Boulder Manager Position Vacant (150,000) - - - Hold Vision Zero Engineer Position Vacant (130,000) - - - Realize Savings from Neighborhood Eco-Pass RTD Rebate (100,000) - - - Reduce Capital Maintenance Projects (Minimal)(200,000) - - - Reduce Consultant-Based Transportation Projects - - (28,000) - Reduce HOP Weekend Frequency (360,000) - - - Reduce Low Stress Walk/Bike- Neighborhood GreenStreets (15,000) - - - Reduce Major Capital Reconstruction (105,000) - - - Reduce Median Maintenance (70,000) - - - Reduce Multi-Use Path Capital Maintenance (25,000) - - - Reduce Mutli-Use Path Enhancements (25,000) - - - Reduce Pedestrian Crossing Treatments (25,000) - - - Reduce Renewed Transit Vision- Capital (50,000) - - - Reduce Scope of Annual Walk & Bike Week - - (15,000) - Reduce Street Lighting Service - - (100,000) - Reduce Street Sweeping - - (175,000) - Reduce TIP Implementation Projects (160,000) - - - Reduce Transportation Demand Management Program - - (116,000) - Utilities (3,845,187)$ 2.00 -$- Continuation of One-Time Program Extend 2 GIS Technician Positions 134,813 2.00 - - Other Adjust Water Fund Reserve (3,980,000) - - - City of Boulder 2021 Approved BudgetPage 31 Citywide Context About Boulder .......................................................................................................................................32 • History of Boulder & City Government ......................................................................................................32 • Boulder Government Today ...............................................................................................................................34 • What Makes Boulder, Boulder ..........................................................................................................................34 Budget Philosophy & Process .........................................................................................................36 • Budget Philosophy ....................................................................................................................................................36 • Budget Basis ..................................................................................................................................................................37 • Budget Process ...........................................................................................................................................................37 • Schedule of Budget Process by Month .....................................................................................................38 • Budget Amendments ..............................................................................................................................................39 • Fund Accounting ........................................................................................................................................................39 Strategic & Long-Term Planning ......................................................................................................41 • Strategic Planning ......................................................................................................................................................41 • Long-Term Financial Planning ............................................................................................................................41 City of Boulder 2021 Approved BudgetPage 32 About Boulder History of Boulder & City Government Boulder Trolly at Chautauqua, late 1890s The Boulder Valley was first the home of Native Americans, primarily the Southern Arapaho tribe who maintained a village near Haystack Mountain north of Boulder. Ute, Cheyenne, Comanche, and Sioux were occasional visitors to the area. Pre 1858 Gold seekers established the first non‐native settlement in Boulder County at Red Rocks near the entrance to Boulder Canyon on October 17. 1858 The Boulder City Town Company was organized by A.A. Brookfield, the first president, and 56 shareholders on February 10. There were 4,044 lots laid out at $1,000 each, a price that was later lowered in order to attract more residents. 1859 Boulder's first schoolhouse was built at the southwest corner of Walnut and 15th Street, the first in the territory. Also in 1860, the first post office was established. 1860 1861 The Territory of Colorado was created by the U.S. Congress on February 28. Boulder became a supply base for miners in search of gold and silver, providing miners equipment, housing, transportation, and gambling/drinking establishments. As development continued, the town of Boulder was incorporated, and local government formalized on November 4. The first mayor, Jacob Ellison, was elected for a two‐month term in 1878. 1871 Railroad service came to Boulder and tracks were laid to provide service south to Golden, east to Denver and west to the mining camps, expanding the city’s economic and social reach. Also in 1873, the city’s first hospital was built. 1873 Boulder secured a donated 44.9 acre site and raised $15,000 to match a similar grant by the state legislature to build the University of Colorado. Also, the telegraph became available, the first bank was built and a water system was installed. 1874 By April 3, population had passed the 3,000 mark, which was the minimum required by state statutes for the incorporation of a city of the second class. A new town hall was completed for the first meeting of the council of the newly formed city government. 1882 The railroad depot was constructed on Water Street (now Canyon Boulevard) and 14th Street. 1890 Boulder was as a site for a Chautauqua (a traveling show that provided education combined with entertainment). Boulder residents voted to issue bonds to buy the land, paving the way for the now familiar Chautauqua auditorium to be built. 1897 City of Boulder 2021 Approved BudgetPage 33 About Boulder History of Boulder & City Government Hotel Boulderado, early 1900s By 1905, the economy was faltering and Boulder had no first class hotel to attract visitors and group meetings. By 1906, a subscription drive had raised money to begin construction. The first event at the new hotel was held on December 30 and the Hotel Boulderado opened to the public for business on January 1, 1909. 1909 Boulder's population had not increased significantly since the 1920s. The 1920 census showed 11,006 residents while the 1940 census count was 12,958. After the first influx of new residents in the late 1940s, the count soared to 20,000 in 1950. 1920‐1950 By 1950, Boulder leaders were actively recruiting new "clean" industry and improved transportation, securing a new highway, the Boulder‐Denver Turnpike, and the National Bureau of Standards in 1952. 1950 Boulder voters approved the “Blue Line” city‐charter amendment, which restricted city water service to altitudes below 5,750 feet in an effort toprotect the mountain backdrop from development. 1959 Boulder was the first city in the nation to institute a dedicated sales tax to purchase open space lands. 1967 With the adoption of the Boulder Valley Comprehensive Plan in 1970, passage of the building height restriction ordinance in 1972, historic preservation code in 1974, and the residential growth management ordinance in 1977, Boulder began a period of infill and re‐use of its past architectural development which continues to present. 1970s The city adopted the Solar Access Ordinance to ensure residential buildings had access to sunlight. 1982 The city adopted the North Boulder Subcommunity Plan, its first subcommunity plan, in 1995. In 1999, an inclusionary zoning ordinance was adopted, requiring 20% of new residential development to be permanently affordable for low to moderate income households. 1990s The city adopted Zero Waste principles in 2005 and passed a municipal carbon tax in 2008 to counteract global warming. In 2011, voters approved ballot initiatives to authorize and fund exploration of the potential creation of a municipal electric utility. 2000s City of Boulder 2021 Approved BudgetPage 34 About Boulder Boulder Government Today Today, the City of Boulder has a Council-Manager form of government. Under this form of government, the elected nine-member City Council sets the policies for the operation of the Boulder government while the administrative responsibilities of the city rest with the council-appointed City Manager. The City Council also appoints the City Attorney and the Municipal Judge. The City Council selects both a Mayor and a Mayor Pro Tem from among the council members, both of whom serve two-year terms. Council members are elected at-large and are non-partisan. What Makes Boulder, Boulder? In addition to Chautauqua and Hotel Boulderado, two iconic institutions, Boulder today hosts a Chamber Orchestra, a Philharmonic Orchestra, Symphony Orchestra, and a Ballet. It is the home of the Dairy Center for the Arts, Colorado Light Opera, Museum of Contemporary Art, and over 30 art galleries. There are also a number of cultural events throughout the year, including the Colorado Shakespeare Festival, Colorado Music Festival, Boulder Creek Festival, Boulder International Film Festival, and Boulder Outdoor Cinema. Beyond cultural offerings, the city has a thriving restaurant scene with over 350 restaurants, 20-plus breweries, five distilleries and four wineries. Today, Boulder has over 300 miles of public hiking and biking trails, and its mountain parks and open space holdings receive well over five million visits per year. Boulder was also one of the first places in the nation to offer curbside recycling and was the first city in the U.S. to mandate a residential green building code. The city is currently the home to major federal labs, a world-class research university, a highly educated population, and a strong entrepreneurial force that creates a vibrant and sustainable economy. Major industries include aerospace, bioscience, software, natural products, renewable energy, and tourism. This diversity has contributed to Boulder’s relatively robust local economy. The area’s unemployment rate trends lower than the state and national rates and local real estate values remained relatively stable during most of the national housing market downturn. Council-Manager Form of Government City of Boulder Voters ELECT City Council, who SELECTS the Mayor & Mayor ProTem and HIRES the City Manager, City Attorney, & Municipal Judgewho HIRE the Directors of City Departments, who CARRY OUT POLICY City of Boulder 2021 Approved BudgetPage 35 About Boulder The city has received numerous and varied awards including, but not limited to: •Outstanding Achievement in Local Government Innovation - Alliance for Innovation, July 2020 •What Works Cities Silver Certification 2020 - What Works Cities, June 2020 •America’s 10 Best Small Cities for 2020 - Travel Pulse, June 2020 •Gold-level Walk Friendly Community - Walk Friendly Communities, May 2020 •America’s Best Bike Networks - People for Bikes, May 2020 Demographic Characteristics Population 105,673 (1) Median Age 28.5 (2) Median Education 73.9% with Bachelor's degree or +(1) Median Family Income $113,391 (2) Median Household Income $66,117 (1) Per Capita Income $42,203 (1) Median Sales Price - Detatched Home $872,000 (3) Median Rent $1,466 (1) % of Population in Poverty 21.3%(1) Unemployment Rate 8.2%(4) (1)US Census (2)American Community Survey (3)Boulder Area Realtor Association (4)Bureau of Labor Statistics (May 2020) City of Boulder 2021 Approved BudgetPage 36 Budget Philosophy & Process Budget Philosophy Municipal budgets serve a number of important functions. In addition to laying out a basic spending plan for the city and allocating resources to meet the diverse needs of the community, Boulder’s budget: • Is a principal policy and management tool for the city’s administration, reflecting and defining the annual work program; • Provides a framework for the city to accomplish its vision: “service excellence for an inspired future”; and • Reflects core city values of customer service, respect, integrity, collaboration, and innovation. The city takes seriously its responsibility to the community as a steward of public funds, which is likewise reflected in its philosophy and approach to the budget process. The City of Boulder holds itself to the standard of providing high-quality services at reasonable cost. The city also prides itself on being a progressive community, willing to challenge the status quo and operate on the “cutting edge.” City staff have accepted these interrelated challenges, developing the budget within the context of searching for creative solutions for the efficient and effective delivery of city services. As such, the budget: • Is based on timely, consistent, and clearly articulated policies; • Is realistic and includes adequate resources to meet assigned work programs; • Is a cooperative, citywide effort grounded in teamwork, excellent communication, community outreach, and a commitment to excellence; and • Emphasizes measures to improve the productivity and effectiveness of service delivery to residents. Budgeting for Community Resilience In late 2018, The Colorado Department of Local Affairs (DOLA) awarded the City of Boulder a $140,000 disaster recovery planning grant to help build greater resilience, with more robust and flexible systems for budget decision making, service delivery model optimization, and to create a framework for the continuous measurement and evaluation of services/programs over time through key performance indicators with an emphasis on resilience. The city is in the early phases of implementing this new, innovative approach to budgeting to incorporate better performance metrics, higher levels of collaboration, and a more transparent approach to the budget as it aligns with community goals. The city’s initial effort focused on the General Fund, with the intention to expand to other funds over the next few budget cycles. The General Fund is Boulder’s largest fund, with the remainder of funds dedicated to specific uses and departments. Many of the city’s core departments—including Police, Fire, Finance, Human Resources, and Innovation and Technology—are dependent on General Fund allocations. The General Fund also provides most of the city’s discretionary funding and has a more centralized decision-making process than the city’s other funds. The General Fund therefore presents a good opportunity to pilot a process that can be expanded citywide, such that eventually, all departments can coordinate to achieve citywide goals. Ultimately, this exercise can be extended to and replicated in other cities seeking to actualize their visions for strong and resilient communities. The city then began classifying programs and service into the four Budgeting for Community Resilience categories: essential, important, helpful and amenity for the 2020 mid-year budget reduction process as well as the 2021 Budget development process. Through this, the organization prioritized funding on essential and important services and learned there is continued work and discussion that must happen to understand and define services and service levels. This work will continue through the end of 2020 and early 2021 as well as work to better define key performance indicators and metrics which will be used to develop the recommended 2022 Budget. City of Boulder 2021 Approved BudgetPage 37 Budget Philosophy & Process Budget Basis Budgets are prepared on a modified accrual basis except for outstanding encumbrances, which are budgeted as expenditures. Simply, this means obligations of the city are budgeted as expenditures, but revenues are recognized only when they are measurable and available. “Measurable” means the amount of the transaction can be determined and “available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are generally recorded when a liability is incurred. The Comprehensive Annual Financial Report (CAFR) shows the status of the city’s finances on the basis of generally accepted accounting principles (GAAP). In most cases, the CAFR conforms to the way the city also prepares the budget. One exception is compensated absences (accrued but unused vacation or sick leave), which are treated slightly different in the budget and in the CAFR. Budget Process The city operates on an annual budget process with a fiscal year running in tandem with the calendar year. The coming year’s budget is adopted by December 1, as provided by the city charter. In years where new initiatives are launched and other unique circumstances become apparent after annual budget approval, additional adjustments to the base budget may be brought forward for council consideration. Once adopted, within the parameters of policy guidelines, departments are given full spending authority for their budgets. City of Boulder 2021 Approved BudgetPage 38 Budget Philosophy & Process The City of Boulder Charter establishes the budget process timeline. The development schedule is designed to fit within the charter mandate and to allow for active and early participation by the City Council, with an emphasis on public input. The city’s budget is developed throughout the year, but the bulk of the effort occurs during a nine- month period beginning in February and ending in October. • In February, the city begins developing five-year revenue projections along with preliminary cost projections. • In April/May, council is updated on the Approved Budget and current economic conditions. At this time, policy issues are presented and council provides budget development direction for the City Manager’s consideration. The city then compiles the budget guidelines manual, which provides the basis for the development of each department’s budget. • Departments begin developing their detailed budgets including any relevant capital budgets with review by boards or commissions, where appropriate. • In June/July, the City Manager and Executive Budget Team review department budgets and meet with staff to discuss the proposals submitted by departments. • In September, the City Manager’s Recommended Budget, including the six-year Capital Improvement Program, is made available to the public and presented to the City Council during a study session. • In October, the budget and annual appropriation ordinances for the coming fiscal year are adopted during public hearings. The public is given the opportunity to comment on the Recommended Budget during October council meetings. • The Approved Budget document is printed and made available to staff and the public before the beginning of the new fiscal year. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec * * ** * * ** SCHEDULE OF BUDGET PROCESS BY MONTH Council Budget Study Session and Revenue Update Departments Submit Budget Requests First Budget Supplemental Council Budget Hearings and Public Input Statutory Deadline for Adopting the Annual Budget Second Budget Supplemental City Projects and Refines Revenue Budget Strategy and Guidelines Developed Executive Budget Team Meetings and Budget Decisions Council Budget Study Session City of Boulder 2021 Approved BudgetPage 39 Budget Amendments There are opportunities during the fiscal year for changes to the annual appropriation approved by City Council. The first is the “First Budget Supplemental,” typically adopted in May, which may re-appropriate unspent funds from the previous year for projects or obligations that were approved but not completed during the year. Appropriations may also be changed during the “Second Budget Supplemental” in November. In line with the city’s budget philosophy that, with the exception of emergency situations, appropriations should only be considered during comprehensive budget review processes, most of the requested adjustments in the second supplemental are funded by new revenues or grants. However, in years where new initiatives are launched or other unique circumstances become apparent after the annual budget approval, additional adjustments may be brought forward for council consideration. Fund Accounting The City of Boulder uses funds to budget and report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities. Funds are classified into three categories: governmental, proprietary, and fiduciary. Each category, in turn, is divided into separate fund types. • Governmental funds are used to account for all or most of a government’s general activities, including the collection and disbursement of earmarked monies (special revenue funds), the acquisition or construction of general fixed assets (capital project funds), and the servicing of general long-term debt (debt service funds). The General Fund is used to account for all activities of the general government, not accounted for in another fund. • Proprietary funds are used to account for activities like those found in the private sector and where the determination of net income is necessary or useful to sound financial administration. Goods or services from such activities can be provided either to outside parties (enterprise funds) or to other departments or agencies primarily within the government (internal service funds). The city applies all applicable Financial Accounting Standards Board (FASB) pronouncements, issued prior to November 30, 1989, and General Accounting Standards Board (GASB) statements since that date in accounting and reporting for its proprietary operations. • Fiduciary funds are used to account for assets held on behalf of outside parties, including other governments, or on behalf of other funds within the government. When these assets are held under the terms of a formal trust agreement, a pension trust fund must be used. Agency funds are generally used to account for assets the government holds on behalf of others as their agent. A complete list of funds is detailed in the Appendix. In addition, the following chart shows how City of Boulder funds are related. Budget Philosophy & Process City of Boulder 2021 Approved BudgetPage 40 Budget Philosophy & Process Fiduciary Funds General Fund Capital Project Funds Enterprise Funds Internal Service Funds Pension Trust Fund .25 Cent Sales Tax Community Development Block Grant Planning & Development Services Boulder Junction Improvement Boulder Junction Access GID Parking Compensated Absences Fire Pension Affordable Housing Community Housing Assistance Program Recreation Activity Community, Culture, Safety Tax Downtown Commercial District Computer Replacement Police Pension Airport HOME Investment Partnership Grant Sugar Sweetened Beverage Distribution Tax Governmental Capital Stormwater/Flood Management Utility Dental Self-Insurance Boulder Junction Access GID TDM Library Transit Pass GID Permanent Park & Recreation University Hill Commercial District Equipment Replacement Boulder Municipal Property Authority Lottery Transportaion Development Wastewater Utility Facility Renovation & Replacement Capital Development Open Space Transportation Water Utility Fleet Operations & Replacement Climate Action Plan Property & Casualty Insurance Telecommunication Workers' Compensation Insurance Proprietary Funds City of Boulder Fund Accounting Governmental Funds Special Revenue Funds City of Boulder 2021 Approved BudgetPage 41 Strategic & Long-Term Planning Strategic Planning The Boulder community has long been a leader in collaborative strategic planning and proactive long- term financial planning. The city developed a Sustainability + Resilience Framework and a Boulder Valley Comprehensive Plan that aligns with that framework. Through the adoption of a Sustainability + Resilience Framework, the city has identified several outcomes necessary for Boulder’s vision of a great community. The Boulder Valley Comprehensive Plan, Department Master Plans and Strategic Plans, and Subcommunity or Area Plans are then developed to align with and support the achievement of these outcomes. Together, they inform development standards, fiscal policies, financial policies, and resource allocation through the annual budget process. Recent adopted or approved master plans include Library, Transportation, Open Space & Mountain Parks, and Fire-Rescue. Facilities, Police and Parks & Recreation master plans or master plan updates are now underway or kicking off shortly. Management is committed to better considering and incorporating future financial impacts of adopted goals and strategies during the planning process to ensure plans align with available and future resources. Long-Term Financial Planning The City of Boulder has focused on long-term financial planning and developing and implementing policy changes that positively impact long-term financial sustainability. Like other municipalities, revenue fluctuations, coupled with cost increases, have impaired the city’s current and future ability to provide essential municipal services. This has resulted in challenging annual budget processes and projections of widening funding gaps into the future. Factors influencing these projections are not unique to Boulder and include: reliance on sales tax, changing demographics toward cohorts that spend proportionately less of disposable income on sales taxable items, shifts in spending patterns away from taxable goods toward non-taxable services, and the growth of internet shopping. City of Boulder 2021 Approved BudgetPage 42 Sources & UsesStrategic & Long-Term Planning To continue to provide a sound financial future, the city has: • Appointed two Blue Ribbon Commissions to study and make recommendations regarding revenue and expenditure policy issues. • Formed internal cross-departmental teams to study revenue and expenditure issues and trends. • Approved robust financial management policies including: • Developing and adhering to specific reserve policies and targets for all funds to help fund core services during economic downturns and recovery from natural disasters; • Developing and adhering to a policy to ensure ongoing expenses are funded with ongoing revenues and not one-time revenues; and • Ensuring ongoing operating costs associated with new capital projects can be absorbed with current revenues, or if significant, a new source of revenue is secured to fund the ongoing costs. • Asked for and received voter approval to: • Remove Taxpayer Bill of Rights (TABOR) limitations on all general city revenue (General Improvement Districts continue to have this limitation); • Renew expiring taxes without a sunset; • Implement new taxes dedicated to high-priority capital needs and projects (such as the formation of a municipal electric utility); and • Leverage existing revenue streams and issue debt to fund high-priority capital needs. • Assessed and adjusted development taxes and fees to ensure growth pays its own way. • Implemented a new, market-based, compensation structure for management/non-union employees. • Strategically redesigned employee benefits plans, with an increased emphasis on employee wellness and employee cost sharing. • Conducted a full-cost allocation study to ensure enterprise funds and special revenue funds pay the full- cost of service and to increase transparency of the full-costs of specific services. • Dedicated resources to resiliency and process improvement efforts. The challenge in the future is to maintain this position when new, ongoing services and programs are added as new costs must be kept in balance with ongoing revenues. The ongoing revenues may come from normal growth in current revenues, through new revenues approved by the voters, or by reducing current expenses to fund new costs. City of Boulder 2021 Approved BudgetPage 43 Sources & Uses Citywide Summary of Sources & Uses..........................................................................................44 •Funds Summary ..........................................................................................................................................................45 •Combined Budget Summary .............................................................................................................................46 •Key Budget Assumptions ......................................................................................................................................47 •Historical Staffing Levels .......................................................................................................................................47 •Staffing Levels by Department .........................................................................................................................48 Citywide Sources (Revenues) ...........................................................................................................49 •Citywide Revenues ....................................................................................................................................................49 •General Fund Revenues ...........................................................................................................................................51 •Sales & Use Tax Revenue ......................................................................................................................................52 •Property Tax Revenue ..............................................................................................................................................56 Citywide Uses (Expenditures) ..........................................................................................................59 •Citywide Expenditures ............................................................................................................................................59 •General Fund Expenditures..................................................................................................................................61 •Interfund Transfers ....................................................................................................................................................62 City of Boulder 2021 Approved BudgetPage 44 Citywide Summar y of Sources & Uses Citywide Summary of Sources & Uses The 2021 Approved Budget totals $341.7 million and represents a 7.6% decrease over the 2020 Budget for all funds, including Governmental, Enterprise, Internal Service, and Capital Improvement funds. The primary factor in this $28 million budget decrease from 2020 are operating and capital costs from Sales Tax supported funds. The adopted operating budget of $272.3 million represents a 6% decrease compared to 2020, mainly due to strategic personnel and operating reductions to compensate for the large decline in projected revenue. 2021 Approved Budget (excluding transfers and internal services) The funds summary table on the following page provides an executive summary of the city’s funds, drawing from projected January 1, 2021 beginning and December 31, 2021 ending balances. Most funds that are using fund balance have purposely set aside money to fund capital projects, as seen on the far-right column. It is important to note that the total appropriations and the next page differ from the total budget above because the above total does not include internal services funds and transfers between funds (which accounts for $56 million). These are removed in order to avoid double counting expenditures in originating and receiving funds. However, the budget appropriation for the year does need to include this amount, which can be found on the following page Total Budget $341,743,592 Operating Budget $272,317,823 General Fund $120,675,887 Dedicated Funds $151,641,936 Capital Budget $69,425,769 Governmental Capital Fund $9,714,872 Dedicated Funds $59,710,897 City of Boulder 2021 Approved BudgetPage 45 Citywide Summary of Sources & Uses Further information about these specific funds can be found in the Fund Financials section of this document, which shows a six-year projection for each fund, in addition to 2019 actual and 2020 revised budget amounts. Moreover, each fund’s emergency reserve policy and current balances are summarized in the Appendix section of this document. As of 1/1/2021 Estimated Sources Uses As of 12/31/2021 (Draw From)/ Contribution To Fund Balance General 31,005,918$ 147,328,354$ 146,937,662$ 32,056,608$ 1,050,690$ Governmental Capital 6,050,417 10,866,184 9,714,872 7,201,729 1,151,312 .25 Cent Sales Tax 2,539,731 8,119,584 8,423,320 2,235,994 (303,737) Affordable Housing 5,546,662 5,074,402 2,919,288 7,701,777 2,155,115 Airport 1,798,033 693,374 371,990 2,119,417 321,384 Boulder Junction GID Parking 9,902 478,377 300,646 187,633 177,731 Boulder Junction Access GID TDM 507,568 633,325 361,792 779,101 271,533 Boulder Junction Improvement 4,734,308 1,098,942 500,000 5,333,250 598,942 Boulder Municipal Property Authority 458,334 3,915,408 3,915,408 458,334 - Capital Development 8,323,192 684,413 1,020,262 7,987,343 (335,849) Climate Action Plan 343,405 2,110,010 2,030,752 422,664 79,259 Community, Culture & Safety Tax 1,154,996 9,659,134 5,435,466 5,378,664 4,223,668 Community Development Block Grant (CDBG)- 824,551 824,551 - - Community Housing Assistance Program 322,059 3,177,696 3,059,469 440,286 118,227 Compensated Absences 2,181,110 883,004 743,660 2,320,437 139,327 Computer Replacement 7,667,486 3,146,784 5,595,121 5,219,149 (2,448,337) Dental Self Insurance 292,000 1,152,000 885,800 558,200 266,200 Downtown Commercial District 13,312,857 8,020,655 7,791,574 13,541,938 229,081 Equipment Replacement 6,035,579 1,959,204 654,242 7,340,542 1,304,963 Facility Renovation and Replacement 8,004,039 3,119,063 3,299,079 7,824,024 (180,015) Fleet Operations and Replacement 18,981,710 9,154,733 7,055,788 21,080,656 2,098,946 HOME Investment Partnership Grant - 1,186,669 1,186,669 - - Library 1,005,898 1,619,569 1,434,767 1,190,699 184,801 Lottery 126,106 1,007,112 1,007,067 126,151 45 Open Space 9,197,885 26,825,024 27,878,199 8,144,710 (1,053,175) Permanent Park and Recreation 2,872,241 3,625,061 6,401,761 95,541 (2,776,700) Planning and Development Services 7,301,957 10,218,090 12,242,346 5,277,701 (2,024,256) Property and Casualty Insurance 4,413,928 2,374,700 3,083,411 3,705,217 (708,711) Recreation Activity 1,064,006 10,126,789 9,625,921 1,564,873 500,867 Stormwater/Flood Management Utility 15,733,898 16,199,502 16,892,046 15,041,354 (692,544) Sugar Sweetened Beverage Distribution Tax 19,253 3,800,000 3,800,000 19,253 - Telecommunications 2,679,286 511,577 412,795 2,778,068 98,782 Transit Pass GID (Forest Glen)32,963 20,215 19,464 33,715 752 Transportation 17,220,179 30,598,897 29,268,768 18,550,308 1,330,129 Transportation Development 1,701,149 1,029,418 893,339 1,837,228 136,079 University Hill Commercial District 880,168 422,931 590,466 712,633 (167,535) W astewater Utility 13,167,148 25,662,784 30,258,348 8,571,585 (4,595,563) Water Utility 28,389,543 38,294,139 38,800,169 27,883,514 (506,029) W orker's Compensation Insurance 2,991,093 2,578,490 2,171,236 3,398,347 407,254 Totals 228,066,007$ 398,200,164$ 397,807,514$ 229,118,643$ 1,052,636$ FUNDS SUMMARY Fund Note: The table above reflects the impact of the 2020 budget, including estimated revenues (with transfers in) and appropriations (with transfers out), on projected unreserved fund balance. Projected Fund Balance 2021 Approved Budget City of Boulder 2021 Approved BudgetPage 46 Citywide Summary of Sources & Uses COMBINED BUDGET SUMMARY Sources 2019 Actual 2020 Approved 2021 Approved Sales and Use Taxes 149,069,606$ $ 137,718,268* 129,929,677$ Charges for Services 82,082,691 89,721,914 87,835,578 Property Tax 44,747,423 49,968,985 50,267,372 Intergovernmental Revenues 9,557,510 8,801,575 9,715,985 Franchise Taxes 15,596,584 12,887,401 13,010,003 Licenses, Permits & Fines 14,484,042 13,944,641 11,320,124 Development & Impact Fees 26,696,908 9,736,635 9,979,197 Accommodation-Admission Taxes 10,865,194 10,658,680 6,770,251 Other Revenues 7,968,226 3,558,863 3,592,983 Specific Ownership & Tobacco Tax 2,694,174 2,504,248 2,473,204 Leases, Rents & Royalties 7,094,378 8,871,603 7,056,334 Interest & Investment Earnings 7,271,041 4,364,765 4,245,428 Development Excise Taxes 3,379,223 2,209,692 2,227,666 Grant Revenues 3,308,884 8,175,866 3,411,412 Misc Sales of Materials & Goods 2,374,972 2,520,467 2,264,268 Intragovernmental Charges 20,706,956 19,984,666 23,613,694 Interfund Transfers, Cost Allocation 53,109,024 30,911,415 30,486,987 Total Sources 461,006,835$ $416,539,684 398,200,164$ Uses 2019 Actual 2020 Approved 2021 Approved Personnel 151,359,635$ 161,910,552$ 150,562,205$ Operating 133,288,022 98,702,524 93,910,336 Capital 54,065,089 80,767,694 69,425,769 Debt Service 26,213,876 28,336,825 27,842,664 Subtotal 364,926,623 369,717,595 341,740,974 Transfers 32,831,064 36,298,330 30,505,627 Internal Services 23,240,079 24,082,673 25,560,913 Total Uses 420,997,766$ 430,098,598$ 397,807,514$ The above represents 100% of all city revenues and expenditures including internal service funds and interfund transfers. *2020 Approved revenue does not include the extension of the .15 cent city sales and use tax for maintenance, restoration, acquisition and preservation of open space land. Please note that this total would be 143,018,268 including ordinance 8377. City of Boulder 2021 Approved BudgetPage 47 Citywide Summary of Sources & Uses Key Budget Assumptions The summary of key assumptions table documents global budget assumptions that govern cost estimates provided by each city department. Historical Staffing Levels One measure of personnel cost pressure is the size of city staff, which is measured by standard full-time equivalents (FTEs). The 2021 Approved Budget includes a citywide staffing level of 1,375.83 FTE. As can be seen in the chart below, the city manages staffing levels in connection with changing economic conditions and revenue projections. Rate of Change Revenues Retail Sales Tax -11.00% Property Tax 1.00% Water Rates 8.00% Wastewater Rates 5.00% Stormwater/Flood Management Rates 12.00% Most Codified Fees for Service CPI Expenses Non-Personnel Budgets, Rate of Increase 0.00% Management/Non-union Employees 0.00% Boulder Municipal Employees Association 0.00% Fire Union Employees 0.00% Police Union Employees*3.50% * As stipulated per BPOA contract. KEY ASSUMPTIONS ‐ 300 600 900 1,200 1,500 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21Full Time Equivalent (FTE) City of Boulder 2021 Approved BudgetPage 48 Citywide Summary of Sources & Uses Staffing Levels by Department The 2021 Approved Budget proposes a total city staffing level of 1,375.83 FTE. In 2020 and into 2021, several positions were eliminated and/or reduced to address changing economic conditions. The 2021 Approved Budget includes an ongoing reduction of 55.88 FTEs across departments to align with decreased revenue projections. In addition, 35.25 FTEs will be held vacant in 2021 with the intention of filling these positions again as revenues recover. The approved staffing level also includes 10.60 new ongoing FTEs and the extension or addition of 10.00 fixed-term FTEs to meet changing service-level needs. Also reflected for 2021 is the full-time equivalent of the city’s non-standard staffing. Non-standard staff, more commonly referred to as seasonal or temporary employees, provide a needed supplement to standard staff on a seasonal basis, largely in the summer. STAFFING LEVELS BY DEPARTMENT 2020 Revised Staffing 2021 Standard Reduced1 2021 Standard New2 2021 Vacancies Held3 2021 Recommended Staffing 2021 Fixed-Term Extensions4 2021 Recommended Non-Standard Staffing5 City Attorney's Office 28.00 (1.00)27.00 1.05 City Clerk's Office 4.00 4.00 City Council 1.00 1.00 City Manager's Office 13.00 (3.00)(1.00)9.00 Climate Initiatives 21.00 (1.00)(2.00)18.00 4.00 2.51 Communication & Engagement 20.75 (3.00)17.75 Community Vitality 47.01 (6.13)40.88 Facilities & Fleet 37.54 37.54 Finance 45.00 (2.00)1.00 (2.00)42.00 Fire-Rescue 124.00 (2.00)122.00 General Governance 0.00 0.00 Housing & Human Services 48.75 (8.50)4.00 44.25 1.37 Human Resources 23.00 (1.00)22.00 Innovation & Technology 44.00 (6.00)1.00 39.00 Library & Arts 81.75 (12.25)1.75 (2.50)68.75 2.50 Municipal Court 18.35 (2.00)16.35 Open Space & Mountain Parks 125.35 1.00 126.35 55.65 Parks & Recreation 143.50 (17.75)125.75 61.39 Planning & Development Services6 91.90 (2.50)(1.00)88.40 3.00 Police 289.25 (3.50)1.85 (7.00)280.60 Transportation & Mobility 81.52 (2.50)(2.00)77.02 1.00 3.18 Utilities 168.19 168.19 2.00 8.20 Totals 1,456.86 (56.38)10.60 (35.25)1,375.83 12.50 133.35 1FTEs recommended for ongoing elimination. Some position eliminations were made in 2020 and will continue in 2021. 2New recommended standard FTEs. 3Positions to be held vacant for all of 2021. Recommend filling FTEs in 2022. 4Fixed-term FTEs with 2020 expiration dates recommended to continue in 2021. 5Seasonal and temporary FTEs calculated based on average of $17.94 per hour over 2080 working hours per year.These are equivalency estimates and do not reflect actual number of staff. 617.08 FTEs in Planning & Development Services expired in 2020. City of Boulder 2021 Approved BudgetPage 49 Citywide Sources (Revenues) Citywide Sources (Revenues) The 2021 Approved Budget is based on projected citywide revenues of $337.7 million, representing a 6.3% decrease from the total revenues projected for the 2020 budget. This is mainly due to a sharp decline in expected retail sales and use taxes, as well as decreased expected income from tourism and recreation. This large decline is partially negated by stabilizing sources of income from real estate taxes as well as utility revenue. The three largest revenue sources for the city are sales and use taxes, utility rate charges, and property taxes. These three funding sources represent roughly 74% of the total sources of city funds. CITYWIDE SOURCES (REVENUES) FOR 2021 TOTAL = $337,663,389 Sales and Use Tax $129,929,677 38% Utility Rates $71,917,707 21% Property Tax $50,267,372 15% Other $35,433,653 11% Other Taxes $24,481,124 7% Charges for Services $15,917,871 5% Intergovernmental Revenues $9,715,985 3% Licenses, Permits & Fines – 3% Development & Impact Fees – 3% Grant Revenues – 1% Interest & Investment Earnings – 1% Leases, Rents & Royalties – <1% Misc. Sales of Materials & Goods – <1% Other Revenues – 1% Franchise Taxes – 4% Accommodation-Admission Taxes – 2 % Specific Ownership & Tobacco Tax – <1% Development Excise Taxes – <1% City of Boulder 2021 Approved BudgetPage 50 Citywide Sources (Revenues) Citywide Sources, Excluding Utilities The figure below represents citywide revenue sources without Water, Wastewater, or Stormwater/Flood Management Utilities. Utility fees are based on use of the systems and are not reflective of economic conditions.. TOTAL = $257,618,749 Sales and Use Tax $129,929,677 50% Property Tax $50,267,372 20% Other $28,508,720 11% Other Taxes $24,481,124 10% Charges for Services $15,915,871 6% Intergovernmental Revenues $8,515,985 3% Franchise Taxes – 5 % Accommodation/Admission Taxes – 3 % Specific Ownership & Tobacco Tax – < 1 % Development Excise Taxes – < 1 % Licenses, Permits & Fines – 4 % Development & Impact Fees – 2 % Grant Revenues – 1 % Interest & Investment Earnings – 1 % Leases, Rents & Royalties – < 1 % Misc. Sales of Materials & Goods – < 1 % Other Revenues – 1 % CITYWIDE SOURCES (REVENUES) FOR 2021, EXCLUDING UTILITIES City of Boulder 2021 Approved BudgetPage 51 Citywide Sources (Revenues) General Fund Sources (Revenues) The 2021 Approved Budget is based on projected General Fund revenues of $147.3 million, which represents a 6.7% decrease from the total revenues projected for the 2020 budget. This decrease is largely due to a fall in projected sales and use tax from decreased economic activity. Property tax will be a stabilizing force in 2021 and will help mitigate this dramatic loss in sales tax revenue. TOTAL = $147,328,354 Sales and Use Taxes $60,032,723 41% Property Tax $39,642,661 27% Other Taxes $8,801,696 6% Cost Allocation/Transfers $11,425,826 8% Other $23,389,208 16% Charges for Services $4,036,240 Licenses, Permits & Fines – 4% Intergovernmental Revenues – <1% Grant Revenues – <1% Interest & Investment Earnings – <1% Leases, Rents & Royalties – <1% Misc. Sales of Materials & Goods – < 1% Other Revenues – <1% Franchise Taxes – 8% Accommodation-Admission Taxes – 5% Specific Ownership & Tobacco Tax – 2% Rec. Marijuana Excise Taxes – <1% GENERAL FUND SOURCES (REVENUES) FOR 2021 City of Boulder 2021 Approved BudgetPage 52 Citywide Sources (Revenues) Sales & Use Tax Revenue Sales and use taxes comprise 38% of the city’s total revenues, including utility revenues. sales and use taxes are transaction taxes levied on all sales, purchases, and leases of tangible personal property and taxable services sold or leased by persons engaged in business in the city. The tax is collected by the vendor or lessor and remitted to the city. For every retail tax dollar collected in Boulder, the city retains 44 cents, which is distributed across the city’s General Fund, Open Space Fund, Transportation Fund, .25 Cent Sales Tax Fund (which supports Parks & Recreation), and the Community, Culture, and Safety Tax Fund (which supports capital infrastructure). General: 19¢ Transportation: 9¢ Parks & Recreation: 3¢ Open Space: 10¢ 44¢ City of Boulder: 44¢ State of Colorado: 33¢ RTD/ Cultural: 12¢ Boulder County: 11¢ For every retail tax $ collected in Boulder: Community, Culture, and Safety Capital Tax: 3¢ City of Boulder 2021 Approved BudgetPage 53 Citywide Sources (Revenues) Sales & Use Tax Revenue, Continued Retail sales tax, which is three-fourths of total sales and use tax revenue, has been impacted and is projected to be impacted significantly as the region grapples with the ongoing public health crisis. The city has partnered with the University of Colorado to attempt to get a realistic picture of what revenues will look like moving forward. As of June 2020, retail sales tax has fallen 11% year to date from the prior year. The city is currently projecting an 11% decrease from what was originally budgeted in 2020. SALES TAX REVENUES 2017-2021 (in 1,000s) $0 $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 2017 Actual 2018 Actual 2019 Actual 2020 Budget 2021 Projected Community, Culture, and Safety Tax Fund Open Space Fund Transportation Fund .25 Cent Sales Tax Fund (Parks & Recreation) General Fund City of Boulder 2021 Approved BudgetPage 54 Citywide Sources (Revenues) Sales & Use Tax Revenue, Continued Rate Original Start Date Last Renewed Date Expiration Date .25 Cent Sales Tax Fund (Parks and Recreation)0.25%January 1, 1996 January 1, 2016 December 31, 2035 Community, Culture, and Safety Tax Fund 0.30%January 1, 2015 January 1, 2018 December 31, 2021 General Fund 1.00%January 1, 1964 N/A None General Fund [1]0.38%January 1, 1988 January 1, 2009 None General Fund [2]0.15%January 1, 1993 January 1, 2010 None General Fund [3]0.15%January 1, 2005 N/A December 31, 2024 General Fund [4]0.11%January 1, 2019 N/A None General Fund Subtotal 1.79% Open Space Fund 0.40%January 1, 1967 January 1, 1974 None Open Space Fund [4]0.22%January 1, 1990 January 1, 2014 None Open Space Fund [5]0.15%January 1, 2004 January 1, 2020 December 31, 2039 Open Space Subtotal 0.77% Transportation Fund 0.60%January 1, 1967 January 1, 1974 None Transportation Fund [5]0.15%January 1, 2004 January 1, 2014 December 31, 2039 Transportation Subtotal 0.75% 2020 Total 3.86% Rate Start Date Last Renewed Date Expiration Date Recreational Marijuana Sales and Use Tax 3.50%January 1, 2014 N/A None Food Service Tax [6]0.15%January 1, 1987 N/A None SALES & USE TAX COMPONENTS IN 2021 [2] The 0.15% Sales and Use Tax component was originally dedicated to the .15 Cent Fund and moved to the General Fund, extended indefinitely, and debruced, by voters in 2009. [3] The 0.15% Sales and Use Tax component was originally dedicated to the Public Safety Fund and moved to the General Fund for public safety purposes and extended until 2024, at which point it expires. [6] All revenue collected by the Food Service Tax is transferred to the Boulder Visitors and Convention Bureau. ADDITIONAL SALES & USE TAX [1] The 0.38% Sales and Use Tax component was extended indefinitely and debruced by voters in 2008. [5] In 2013, voters approved the extension of the 0.15% Sales and Use Tax for Open Space until 2019 at which point it would shift to Transportation for 2020 through 2029, and then shift to General Fund purposes for 2030 to 2039, expiring at the end of 2039. At the same time in 2013, a temporary 0.15% Sales and Use Tax for Transportation was approved by voters to bridge the gap until 2020 when the 0.15% Sales and Use Tax for Open Space (previous sentence) shifted to Transportation. In 2019, that 0.15% temporary Transportation tax was extended and repurposed to the Open Space Fund and expires at the end od 2039. [4] In 2013, voters approved the extension of this 0.33% Sales and Use Tax as follows: 0.33% for Open Space from 2014 through 2018; 0.22% for Open Space and 0.11% for General Fund purposes from 2019 through 2034; 0.10% for Open Space and 0.23% for General Fund purposes starting in 2035 and beyond. City of Boulder 2021 Approved BudgetPage 55 Citywide Sources (Revenues) Sales & Use Tax Revenue, Continued Looking forward to the next 15 years, the projected sales and use tax rate will include several changes, including: 2022: Overall sales and use tax rate declines due to expiration of the community, culture, and safety tax. 2025: Overall sales and use tax rate declines due to expiration of a portion of General Fund tax. 2030: Portion of transportation tax shifts to General Fund. 2035: Overall sales and use tax rate declines due to expiration of the 0.25 cent tax supporting Parks & Recreation. 2036: Portion of open space tax shifts to General Fund. APPROVED SALES & USE TAXES 2020-2039 1.79%1.79%1.64%1.79%1.91%1.91% 0.30% 0.25% 0.25% 0.25% 0.25%0.25% 0.77% 0.77% 0.77% 0.77%0.65% 0.65% 0.75% 0.75% 0.75%0.60%0.60% 0.60% 0.00% 0.50% 1.00% 1.50% 2.00% 2.50% 3.00% 3.50% 4.00% 4.50% 2020‐2021 2022‐2024 2025‐2029 2030‐2034 2035 2036‐2039 Transportation 0.75%0.75%0.75%0.60%0.60%0.60% Open Space 0.77%0.77%0.77%0.77%0.65%0.65% Parks and Recreation 0.25%0.25%0.25%0.25%0.25% Community Culture & Safety Tax 0.30% General Fund 1.79%1.79%1.64%1.79%1.91%1.91% City of Boulder 2021 Approved BudgetPage 56 Citywide Sources (Revenues) Property Tax Revenue In odd years, property values are assessed, and the residential rate is adjusted, as needed, to comply with the Gallagher Amendment to the Colorado Constitution. With that, the 2019 reassessment and adjustment of the residential assessment rate to 7.15% impacted property taxes payable in 2020 and 2021. Property tax revenue estimates for 2021 used the city’s mill levy and the 2019 citywide assessed value escalated by 1% to account for 2020 additions. The calculation of property tax is: Market Value of Property x Assessment Rate x Mill Levy = Property Tax For taxes payable in 2020 and 2021 the residential assessment rate is 7.15% and the commercial assessment rate is 29%. For example: Residential: For every $100,000 of home value, homeowners pay $85.66 in property tax to the City of Boulder. $100,000 x 7.15% x 0.011981 = $85.66 Commercial: For every $100,000 in commercial value, business owners pay $347.50 in property tax to the City of Boulder. $100,000 x 29% x 0.011981 = $347.50 For every dollar of property tax collected in Boulder through the general citywide tax rate, the city receives 14 cents. Of these 14 cents, 10 cents go to general city operations, 2 cents go to Public Safety, 1 cent goes to Parks & Recreation, and less than 1 cent goes to the Library. Boulder County Schools: 57¢ Boulder County: 27¢ City of Boulder: 14¢ Special Districts: 2¢ For every property tax $ collected in Boulder: General: 9¢ Library: <1¢ Parks & Recreation: 1¢ General – Public Safety: 2¢14¢ Community Housing Assistance Program: 1¢ City of Boulder 2021 Approved BudgetPage 57 Citywide Sources (Revenues) Property Tax Revenue, Continued In addition to the general citywide property tax, which is paid by every taxable property in the city, there are several special districts within the community that levy a separate mill rate. The revenue received from the Downtown Commercial District and the University Hill Commercial District are still restricted to the Denver- Boulder Consumer Price Index (CPI) and a local growth factor, as provided by the Taxpayers’ Bill of Rights (TABOR) Amendment to the Colorado Constitution. In the November 4, 2008 election, city voters approved the removal of the remaining TABOR restriction on the general property tax with a phase-in period and without any specific restriction on the use of the “de-Bruced” funds. Forest Glen Special District supports Eco Passes for residents of that district and collects only enough to pay for that program. Tax Year Revenue Year 2020 2021 Taxing Entity Mill Levy Projected Temporary Credit Projected Adjusted Mill Levy 2021 Projected Revenue General Citywide 11.981 - 11.981 47,968,488$ Downtown District (CAGID)*9.990 6.404 3.460 1,354,702$ University Hill District (UHGID)*4.984 3.266 1.719 33,873$ Boulder Junction - Parking 10.000 - 10.000 329,256$ Boulder Junction - Transportation**5.000 - 5.000 565,910$ Forest Glen 2.310 1.203 1.383 15,142$ * These districts are still under TABOR requirements for retaining revenue. ** This estimate includes payment in lieu of property taxes. MILL LEVY & PROJECTED REVENUE City of Boulder 2021 Approved BudgetPage 58 Citywide Sources (Revenues) Property Tax Revenue, Continued The approved citywide mill levy rate for 2021 is the same as in 2020. The property tax chart below shows the past five years of actual revenue collected. PROPERTY TAX REVENUES 2017-2021 (in 1,000s) $‐ $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 2017 Actual 2018 Actual 2019 Actual 2020 Budget 2021 Projected Library Fund Community Housing Assistance Fund Permanent Park and Recreation Fund General Fund City of Boulder 2021 Approved BudgetPage 59 Citywide Uses (Expenditures) The 2021 Approved Budget is based on projected citywide expenditures of $341.1 million, representing a 7.7% decrease from the total expenditures in the 2020 Budget. This is mainly due to a decrease in personnel and operating spending. CITYWIDE USES (EXPENDITURES) FOR 2021 TOTAL = $341,743,592 Climate Initiatives $5,757,701 2% Community Vitality $11,718,983 3% General Governance $16,865,220 5% Housing & Human Services 20,053,024 6% Internal Services $25,485,220 8% Library & Arts $9,251,680 3% Open Space & Mountain Parks $28,306,199 8%Parks & Recreation $28,474,806 8% Planning $13,033,434 4% Municipal Court $2,050,646 <1% Fire - Rescue $21,325,117 6% Police $36,886,853 11% Facilities & Fleet $6,769,952 2% PW - Transportation & Mobility $30,840,275 9% PW - Utilities $84,924,483 25%Electric Utility Development – <1% Sustainability – 1% Citywide Debt – 1% City Attorney, Clerk, Council – 1% City Manager’s Office – <1% General Government – <1% Communication – <1% Fundwide/Citywide – 2% Innovation & Technology – 4% Finance – 1% Human Resources – 1% Police/Fire Pensions - 1% Citywide Uses (Expenditures) City of Boulder 2021 Approved BudgetPage 60 Citywide Uses (Expenditures) Citywide Uses (Expenditures), Excluding Utilities The figure below represents citywide expenditures without Water, Wastewater, or Stormwater/Flood Management Utilities, which are supported through user fees. CITYWIDE USES (EXPENDITURES) FOR 2021, EXCLUDING UTILITIES TOTAL = $256,970,176 Climate Initiatives $5,757,701 2% Community Vitality $11,718,983 5% General Governance $16,865,220 7% Housing & Human Services $20,053,024 8% Internal Services $25,485,220 10% Library & Arts $9,251,680 3% Open Space & Mountain Parks $28,306,199 11% Parks & Recreation $28,474,806 11% Planning $13,033,434 5% Municipal Court $2,050,646 1% Fire - Rescue $21,325,117 8% Police $36,886,853 14% Facilities & Fleet $6,769,952 3% PW - Transportation & Mobility $30,840,275 12% Electric Utility Development – 1% Sustainability – 1% Fundwide/Citywide – 1% Innovation & Technology – 5% Finance – 2% Human Resources – 1% Police/Fire Pensions - 1% Citywide Debt – 2% City Attorney, Clerk, Council – 1% City Manager’s Office – 1% General Government – 1% Communication – 1% City of Boulder 2021 Approved BudgetPage 61 Citywide Uses (Expenditures) General Fund Uses (Expenditures) The 2021 Approved Budget is based on projected General Fund expenditures of $146.3 million, representing a 9.3% decrease from total General Fund expenditures in the 2020 Budget. The majority of this decrease is attributed to large reductions in personnel and operating expenses. GENERAL FUND USES (EXPENDITURES) FOR 2021 TOTAL = $146,937,662 Climate Initiatives $3,726,949 3% Community Vitality $2,776,790 2% General Governance $16,865,220 12% Housing & Human Services $8,143,753 6% Internal Services $23,183,678 15% Library & Arts $7,716,913 5% Parks & Recreation $4,057,219 3% Planning $791,088 1% Municipal Court $2,050,646 1% Fire - Rescue $20,394,789 14% Police $36,806,853 25% Facilities & Fleet $4,916,278 3% PW - Transportation & Mobility $471,538 <1% Transfers Out $14,835,949 10% Electric Utility Development – 2% Sustainability – 1% Fundwide/Citywide– 5% Innovation & Technology – 3% Finance – 3% Human Resources – 3% Police/Fire Pensions - 1% Citywide Debt – 3% City Attorney, Clerk, Council – 2% City Manager’s Office – 2% General Government – 3% Communication – 2% City of Boulder 2021 Approved BudgetPage 62 Citywide Uses (Expenditures) INTERFUND TRANSFERS Receiving Fund Purpose 2019 Actual 2020 Approved 2021 Recommended $ 29,484,227 $ 17,819,477 $ 14,835,949 Planning and Development Services Subsidy 2,210,018$ 2,284,292$ 1,961,097$ Affordable Housing Subsidy 1,179,460 1,136,741 1,005,959 Governmental Capital Fund General Capital Funding 22,737,510 11,142,223 8,866,184 Recreation Activity Subsidy 1,407,210 1,549,466 1,545,954 Open Space and Mountain Parks Subsidy 990,123 - - Water Utility Wells Property 92,785 92,785 92,785 Downtown Commercial District Parking Meter Revenue - 1,143,819 968,819 University Hill Commercial District Parking Meter Revenue - 325,000 250,000 Fleet Replacement Fund Pay off Hogan Pancost Loan 721,970 - - Fleet Replacement Fund Valmont Butte Loan Repayment 145,151 145,151 145,151 $ 555,983 $ 564,323 $ 564,323 General Cost Allocation 555,983$ 564,323$ 564,323$ $ 145,137 $ 147,330 $ 147,362 General Cost Allocation 144,110$ 146,272$ 146,272$ Planning and Development Services Impact Fee Administration 1,027 1,058 1,090 $ 44,565 $ 45,234 $ 45,234 General Cost Allocation 44,565$ 45,234$ 45,234$ $ 30,822 $ 31,250 $ 131,250 General Cost Allocation 28,537$ 28,965$ 28,965$ General Loan Repayment 100,000$ Downtown Commercial District (CAGID)Loan Repayment 2,285 2,285 2,285 $ 20,032,976 $ - $ - Governmental Capital Fund Broadband COP Proceeds 20,032,976$ -$ -$ $ - $ 180,445 $ 5,445 General Cost Allocation -$ 5,445$ 5,445$ Boulder Junction GID-Parking Operating Transfer - 175,000 - $ 19,099 $ 19,672 $ 20,262 Planning and Development Services Excise Tax Collection Costs 19,099$ 19,672$ 20,262$ $ 127,835 $ 129,752 $ 129,752 General Cost Allocation 127,835$ 129,752$ 129,752$ $ 104,513 $ 106,080 $ 106,080 General Cost Allocation 104,513$ 106,080$ 106,080$ $ 26,225 $ 26,618 $ 26,618 General Cost Allocation 26,225$ 26,618$ 26,618$ $ 16,216 $ 16,460 $ 16,460 General Cost Allocation 16,216$ 16,460$ 16,460$ $ 52,116 $ 52,898 $ 2,052,898 General Cost Allocation 52,116$ 52,898$ 52,898$ Governmental Capital Fund HRIS Replacement - - 2,000,000 Downtown Commercial District Fund Total $ 330,541 $ 335,218 $ 335,218 General Cost Allocation 330,541$ 335,218$ 335,218$ $ 175,175 $ 13,988 $ 6,994 General Cost Allocation 6,890$ 6,994$ 6,994$ Computer Replacement Chambers Equipment Replacement 118,285 - - Planning and Development Services Fund Records Assessment 50,000 - - $ 49,459 $ 100,402 $ 205,879 General Cost Allocation 49,459$ 50,201$ 50,201$ General Muni Court FR&R Reduction - - 155,678 Boulder Junction GID-Parking Fund Total Compensated Absences Fund Total Community Development Block Grant (CDBG) Fund Total Computer Replacement Fund Total Boulder Junction GID-TDM Fund Total Capital Development Fund Total Climate Action Plan Tax Fund Total Community Housing Assistance Program Fund Total Boulder Municipal Property Authority Total Originating Fund General Fund Total Airport Fund Total Equipment Replacement Fund Total Facility Renovation and Replacement Fund Total .25 Cent Sales Tax Fund Total Affordable Housing Fund Total City of Boulder 2021 Approved BudgetPage 63 Citywide Uses (Expenditures) INTERFUND TRANSFERS Receiving Fund Purpose 2019 Actual 2020 Approved 2021 Recommended Originating Fund $ 1,117,221 $ 323,330 $ 393,278 General Cost Allocation 318,551$ 323,330$ 323,330$ General HHS Fleet Reduction 76,700 - 69,948 General Hogan Pancost Loan 721,970 - - $ 11,040 $ 11,205 $ 11,205 General Cost Allocation 11,040$ 11,205$ 11,205$ $ 2,090,102 $ 2,121,454 $ 2,121,454 General Cost Allocation 2,090,102$ 2,121,454$ 2,121,454$ $ 125,806 $ 127,694 $ 127,694 General Cost Allocation 125,806$ 127,694$ 127,694$ $ 2,224,130 $ 2,257,491 $ 2,257,491 General Cost Allocation 2,224,130$ 2,257,491$ 2,257,491$ $ 646,560 $ 665,902 $ 985,714 General Cost Allocation 441,284$ 447,648$ 453,648$ Planning and Development Services Subsidy 197,127 210,105 523,917 Transportation Departmental Cost Allocation 8,149 8,149 8,149 $ 18,779 $ 19,060 $ 19,060 General Cost Allocation 18,779$ 19,060$ 19,060$ $ 26,942 $ 27,346 $ 27,346 General Cost Allocation 26,942$ 27,346$ 27,346$ $ 292 $ 297 $ 297 General Cost Allocation 292$ 297$ 297$ $ 2,171,036 $ 2,209,729 $ 2,384,314 General Cost Allocation 1,680,476$ 1,705,683$ 1,705,683$ General Human Services and Housing 13,000 13,000 13,000 Planning and Development Services Subsidy 444,616 457,954 629,921 Recreation Activity Expand Program 28,000 28,000 28,000 Transit Pass General Improvement District Subsidy 4,944 5,092 7,710 $ 17,693 $ 18,083 $ 18,339 General Cost Allocation 9,388$ 9,529$ 9,529$ Planning and Development Services Excise Tax Admin 8,305 8,554 8,810 $ 48,012 $ 48,732 $ 48,732 General Cost Allocation 48,012$ 48,732$ 48,732$ $ 1,360,573 $ 1,411,696 $ 1,373,507 General Cost Allocation 1,029,260$ 1,044,444$ 1,050,444$ Planning and Development Services Subsidy 315,013 350,952 306,763 Transportation Departmental Cost Allocation 16,300 16,300 16,300 $ 2,026,729 $ 2,087,371 $ 2,057,398 General Cost Allocation 1,692,757$ 1,717,380$ 1,735,381$ Planning and Development Services Subsidy 317,672 353,691 305,717 Transportation Departmental Cost Allocation 16,300 16,300 16,300 $ 49,333 $ 50,073 $ 50,073 General Cost Allocation 49,333$ 50,073$ 50,073$ Totals 63,129,137$ 30,968,610$ 30,505,626$ Sugar-Sweetened Beverage Tax Fund Total Telecommunications Fund Total Open Space Fund Total Permanent Park and Recreation Fund Total Planning and Development Services Fund Total Stormwater/Flood Management Utility Fund Total Fleet Operations and Replacement Fund Total HOME Investment Partnership Grant Fund Total Transit Pass GID Fund Total Transportation Fund Total Worker's Compensation Insurance Fund Total Transportation Development Fund Total University Hill Commercial District Fund Total Wastewater Utility Fund Total Water Utility Fund Total City of Boulder 2021 Approved BudgetPage 64 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 65 Department Overviews • City Attorney’s Office ................................................................................................................................................67 • City Clerk’s Office .........................................................................................................................................................71 • City Council ......................................................................................................................................................................75 • City Manager’s Office ..............................................................................................................................................79 • Climate Initiatives .......................................................................................................................................................83 • Communication & Engagement ......................................................................................................................89 • Community Vitality ....................................................................................................................................................93 • Facilities & Fleet............................................................................................................................................................97 • Finance ..............................................................................................................................................................................101 • Fire-Rescue ...................................................................................................................................................................105 • General Governance ..............................................................................................................................................109 • Housing & Human Services ................................................................................................................................111 • Human Resources .....................................................................................................................................................117 • Innovation & Technology ......................................................................................................................................121 • Library & Arts ................................................................................................................................................................127 • Municipal Court ...........................................................................................................................................................131 • Open Space & Mountain Parks ......................................................................................................................135 • Parks & Recreation ..................................................................................................................................................139 • Planning & Development Services ..............................................................................................................143 • Police ...................................................................................................................................................................................147 • Transportation & Mobility .....................................................................................................................................151 • Utilities ..............................................................................................................................................................................155 City of Boulder 2021 Approved BudgetPage 66 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 67 2021 Approved Budget $3,768,645 Department Divisions • Administration • Central Records Management • Consultation & Advisory • Prosecution & Civil Litigation 2021 Key Initiatives • Continue to provide legal support and direction for the Boulder Energy Future project. • Continue to support the City Council’s initiatives. • Support city working groups. • Defend various litigation. • Support city boards and commissions. City Attorney’s Office Budget 27.00 FTE Boulder Municipal Building City of Boulder 2021 Approved BudgetPage 68 City Attorney’s Office Budget Department Mission The City Attorney’s Office is the legal advisor to the City Council, the city’s boards and commissions, and all city officials. The City Attorney’s Office also represents the city in civil litigation and prosecutes violations of the municipal code. The City Attorney’s Office reviews and approves the form of all city contracts, works with Risk Management on insurance and claims, and provides legal advice to all city departments. Central Records maintains the official files for the city and provides copies of official actions of the city upon request. It also oversees records management for the city. Department Overview Administration Provides supervisory, secretarial, administrative, and budget support for the Consultation and Advisory Services area and the Prosecution and Litigation Service area including file maintenance and reporting, updating the municipal code, and development of the department budget. This area also funds required continuing legal education for staff attorneys, all equipment replacement, and law library and electronic legal research resources. Central Records Management The records office oversees records management for the city including on-line access, retention, and destruction. The office establishes and trains on best industry practices and assists both internal and external customers with researching current and archived documents of the City Council. It also receives, advises, and coordinates Colorado Open Records Act requests. Consultation & Advisory Provides legal support for the City Council and the city’s advisory boards and commissions. Provides general legal support for the operating departments, including compliance with the Colorado Open Records Act, elections law, Council agenda support, bond finance and tax matters, water rights defense, conflict of interest advice, the city’s legislative agenda, and legal maintenance of the city’s real estate and affordable housing portfolios. Prosecution & Civil Litigation Defends the city in civil litigation matters and challenges the actions of other persons and entities when those actions are contrary to the city’s interests. Prosecuting violations of the Boulder Municipal Code is also a primary duty of this workgroup, as well as working closely with enforcement and other city staff to implement and enhance the city’s enforcement strategies. 2020 Accomplishments • Supported the Boulder Energy Future project, serving on the executive team, leading the acquisition team, representing the city in the Colorado Courts, and working with outside counsel before the Federal Energy Regulatory Commission. • Prosecuted municipal code violations including new violations related to flavored tobacco and electronic smoking devices, and violations of COVID-related safety regulations including businesses failing to require and abide by personal protective equipment requirements, and property owners permitting large gatherings in violation of city, county, or state bans. CAO lawyers total 301 years of legal work, an average of 21.5 years! CAO support staff total 271 years of combined government/legal support, an average of 22.5 years! City of Boulder 2021 Approved BudgetPage 69 City Attorney’s Office Budget Department Detail Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Attorney’s Office -$ - (264,927)$ (1.00) Cost Reduction of Existing Service Eliminate Assistant City Attorney I- Marijuana Position - - (184,776) (1.00) Repurpose Senior Counsel Position to Assistant City Attorney II Position - - (80,151) - FTE Amount FTE Amount FTE Amount FTE Amount Administration 1.50 431,433$ 1.50 495,506$ 1.50 485,330$ - (10,176)$ Central Records Management 2.50 248,693 2.50 262,843 2.50 263,902 - 1,059 Consultation and Advisory 16.25 2,261,346 16.25 2,352,108 15.25 2,192,208 (1.00) (159,900) 7.75 833,464 7.75 806,473 7.75 827,205 - 20,732 Total 28.00 3,774,936$ 28.00 3,916,930$ 27.00 3,768,645$ (1.00) (148,285)$ Personnel 3,422,595$ 3,551,118$ 3,405,817$ (145,301)$ Operating 282,762 291,069 290,755 (314) Interdepartmental Charges 69,579 74,743 72,073 (2,670) Total 3,774,936$ 3,916,930$ 3,768,645$ (148,285)$ General 27.00 3,634,416$ 27.00 3,769,991$ 26.00 3,618,072$ (1.00) (151,919)$ Property and Casualty Insurance 1.00 140,520 1.00 146,939 1.00 150,573 - 3,634 Total 28.00 3,774,936$ 28.00 3,916,930$ 27.00 3,768,645$ (1.00) (148,285)$ Note: EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND 1Risk Management is a program within the Finance Department. However, internal litigation costs assigned to Risk Management's Property and Casualty Insurance Fund are related to FTE within City Attorney's Office (CAO) and reflected in the CAO budget within Prosecution and Litigation. STAFFING AND EXPENDITURE BY PROGRAM Prosecution and Civil Litigation 1 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 2020 Accomplishments, Continued • Provided support to the city’s boards and commissions including providing attorney staffing at City Council, Planning Board, Landmarks Board, the Beverage Licensing Authority, the Board of Zoning Adjustments, and the new Cannabis Licensing and Advisory Board on a regular basis. Also, as needed, provided support at the Open Space Board of Trustees, the Parks and Recreation Advisory Board, the Human Relations Commission, and the Transportation Advisory Board. • Coordinated responses to a record number of Colorado Open Records Act (CORA) requests. • Represented the city in a wide range of litigation including defense of the assault weapons ban, personal injury claims against the city, and civil rights litigation. In the first seven months of 2020, the City Attorney’s Office has received and responded to 150 CORA requests! City of Boulder 2021 Approved BudgetPage 70 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 71 2021 Approved Budget $808,803 Department Divisions • Administration • Boards & Commissions • City Council Support • Elections • Sister Cities 2021 Key Initiatives • Launch electronic petition system in January • Recruit for annual boards and commissions. • Manage council member elections. • Hire City Clerk and Deputy City Clerk. • Update election and initiative processes to reflect new code. City Clerk’s Office Budget 4.00 FTE Department Funding General Fund 100% Twenty Ninth Street City of Boulder 2021 Approved BudgetPage 72 City Clerk’s Office Budget Department Mission The City Clerk’s Office provides excellent service in support of the City Council, assists customers in accessing information to foster more informed, open and user-friendly access to participatory government, and supports residents’ direct legislation efforts through the initiative petition process. Department Overview The City Clerk’s Office administers municipal elections and supports city council through the development of meeting agenda materials, action summaries and minutes. We make this information accessible to the public electronically in real time. In addition, the City Clerk’s Office supports the city council through administration of the annual board and commission recruitment process. The City Clerk’s Office also oversees the Domestic Partnership Registry and serves as liaison to ten local sister city organizations. 2020 Accomplishments • Completed development and testing of new electronic petition system. • Completed annual boards and commissions recruitment. • Converted Domestic Partnership Registration process to virtual process to accommodate needs during COVID. • Processed multiple citizen-initiated petitions. • Aligned petition initiative process to Charter. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Clerk's Office 28,497$ - 22,046$ - New/Enhanced Program New Budget for Elections & Matching Funds 120,000 - - - Cost Escalation of Existing Service Increase Budget for Online Petitions System Operations & Maintenance - - 42,000 - Cost Reduction of Existing Service Hold Deputy City Clerk Position Vacant 6 Months (66,911) - - - Reduce Multiple NPE Expenditure Categories- One-Time (24,592) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (19,954) - City of Boulder 2021 Approved BudgetPage 73 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount City Clerk and Support Services 0.30 249,068$ 0.30 143,294$ 0.30 386,053$ - 242,759$ 0.20 25,742 0.20 37,762 0.20 15,381 - (22,381) General Administration 3.40 372,702 3.40 410,529 3.40 401,494 - (9,035) Sister City Administration 0.10 10,995 0.10 10,666 0.10 5,875 - (4,791) Electronic Signatures & Petitioning Software - - - 400,000 - - - (400,000) Total 4.00 658,507$ 4.00 1,002,251$ 4.00 808,803$ - (193,448)$ Personnel 425,364$ 426,649$ 423,202$ (3,447)$ Operating 224,144 164,800 374,799 209,999 Interdepartmental Charges 8,999 10,802 10,802 - Capital - 400,000 - (400,000) Total 658,507$ 1,002,251$ 808,803$ (193,448)$ General 4.00 658,507$ 4.00 602,251$ 4.00 808,803$ - 206,552$ Governmental Capital - - - 400,000 - - - (400,000) Total 4.00 658,507$ 4.00 1,002,251$ 4.00 808,803$ - (193,448)$ Board and Commission Administration STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY PROGRAM Conduct of Elections Incl. Campaign Finance Reform/Matching Funds Admin. Variance 2020 to 2021 2019 Actual 2021 Approved Budget 2020 Approved Budget City Clerk’s Office BudgetCity Clerk’s Office Budget City of Boulder 2021 Approved BudgetPage 74 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 75 2021 Approved Budget $409,250 Department Divisions • City Attorney • City Manager • Municipal Judge The 2021 Council Action Guide outlines priorities, projects, and enhancements to essential services that have been identified by City Council: • Advancing Racial Equity • Boulder Electric Utility Development • Climate Mobilization Action Plan • Community Benefits Phase II • East Boulder Subcommunity • Financial Strategy Committee • Homelessness • Housing • Police Oversight • South Boulder Creek Flood Mitigation/CU South • Use Tables and Standards • Transportation City Council Budget 1.00 FTE Department Funding General Fund 100% Sunrise Amphitheater City of Boulder 2021 Approved BudgetPage 76 City Council Budget Department Mission City Council serves as the governing body for the City of Boulder, providing policy direction and leadership to the city organization. Department Overview City Attorney The City Attorney’s Office is the legal advisor to the City Council, the city’s boards and commissions, and all city officials. The City Attorney’s Office also represents the city in civil litigation and prosecutes violations of the municipal code. The City Attorney’s Office reviews and approves the form of all city contracts, works with Risk Management on insurance and claims, and provides legal advice to all city departments. Central Records maintains the official files for the city and provides copies of official actions of the city upon request. It also oversees records management for the city. City Manager The City Manager’s Office (CMO) champions an engaged, collaborative, and innovative organizational culture, provides professional leadership in the administration and execution of city policy as established by council, and establishes relationships and partnerships to implement community priorities. Municipal Judge The Boulder Municipal Court provides an accessible, efficient, and impartial forum for all participants in cases involving municipal ordinance violations, adjudicates cases consistent with the law, the needs of the individual, and the community’s values, and promotes public trust in both the justice system and local government. You can visit the City of Boulder’s website for details about upcoming elections, including open seats on City Council. https://bouldercolorado.gov/elections Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Council -$ - (34,053)$ - Cost Reduction of Existing Service Reduce Multiple NPE Expenditure Categories- Ongoing - - (34,053) - City of Boulder 2021 Approved BudgetPage 77 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount City Council - 226,743$ 1.00 451,266$ 1.00 409,250$ - (42,016)$ Total - 226,743$ 1.00 451,266$ 1.00 409,250$ - (42,016)$ Personnel 121,358$ 324,736$ 316,773$ (7,963)$ Operating 100,759 122,532 87,717 (34,815) Interdepartmental Charges 4,627 3,998 4,760 762 Total 226,744$ 451,266$ 409,250$ (42,016)$ General - 226,744$ 1.00 451,266$ 1.00 409,250$ - (42,016)$ Total - 226,744$ 1.00 451,266$ 1.00 409,250$ - (42,016)$ Note: In 2019, City Council approved a City Council assistant pilot program. The budget for this position resides within City Council, but the position is managed by the City Manager's Office. STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY 2019 Actual 2020 Approved Budget Variance 2020 to 2021 2021 Approved Budget City Council Budget City of Boulder 2021 Approved BudgetPage 78 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 79 2021 Approved Budget $1,841,306 Department Divisions • Administration • Chief Policy Advisor/ Intergovernmental Affairs • Equity • Independent Police Monitor • Volunteer Services 2021 Key Initiatives • Roll-out mandatory Bias and Microaggression Training to all city staff, boards, commissions, and council utilizing in-house staff facilitators guided by an external consulting team. The Equity team will assist departments with performing a racial equity assessment of their departments to better understand how to apply racial equity tools and instruments to programs, policies, and budget decisions. Racial equity staff begin to implement a City of Boulder racial equity plan to ensure alignment with equity goals. • Volunteer services needs to re-certify for Service Enterprise Certification, revise and implement an organizational court ordered volunteer program, increase organizational capacity through expanded utilization of volunteer programs, and continue implementing work items outlined in the Volunteer Cooperative Strategic Plan. • Implement the city’s 2021 regional, state, and federal policy agenda. • In conjunction with members of the implementation team, the city’s first Independent Police Monitor will convene the first Police Oversight Panel, establishing a mechanism for civilian police oversight. A majority of the work will be to build community relationships to better understand the needs of the community and analyzing data to help inform suggestions to police policy and programs. • Continue leading the cross-departmental COVID-19 recovery process. City Manager’s Office Budget 9.00 FTE Department Funding General Fund 100% Golden Cottonwood City of Boulder 2021 Approved BudgetPage 80 City Manager’s Office Budget Department Mission The City Manager’s Office (CMO) champions an engaged, collaborative, and innovative organizational culture, provides professional leadership in the administration and execution of city policy as established by council, and establishes relationships and partnerships to implement community priorities. Department Overview City Manager’s Office Administration & Operations The City Manager’s Office provides professional leadership in the administration and execution of policies and objectives formulated by City Council, develops and recommends alternative solutions to community problems for council consideration, plans and develops new programs to meet future needs of the city, prepares the annual budget, and fosters community pride in city government through excellent customer service. Chief Policy Advisor / Intergovernmental Affairs The city closely tracks and attempts to influence matters that, although falling outside of the city’s jurisdictional authority, have the potential of significantly impacting the Boulder community. The Intergovernmental Relations program ensures that the city’s interests are furthered through the development of strategic alliances and informed engagement with other local, regional, state, and federal governmental entities. The Chief Policy Advisor works in close coordination with City Council members, the City Manager, and city departments to develop and communicate official city positions on intergovernmental matters by overseeing the development and implementation of the city’s regional, state, and federal policy agenda including all related coalition building, collaborations, and advocacy necessary to advance the stated positions. Equity The city is committed to advancing racial equity to ensure all Boulder residents, business owners, and visitors enjoy high levels of physical and mental well-being with abundant recreational, cultural, and educational opportunities in an environment where all human rights are respected. City staff and leadership are building capacity around the role government plays in creating institutional and structural racism. Simultaneously, they are aligning resources, applying tools, and employing best practices when implementing programs, policies, or making budgetary decisions to ensure a person’s race or ethnicity does not negatively impact any community member’s experience. Independent Police Monitor On October 29, 2019, City Council gave unanimous final approval to recommendations from the Police Oversight Task Force to install an auditor-monitor model to monitor complaints against police officers and staff. The newly adopted monitor model will also enlist a new police oversight panel whose role will be to review internal affairs investigations, conduct community engagement, and evaluate the Independent Police Monitor. Boulder’s first Independent Police Monitor was hired in July 2020. Volunteer Services The city recognizes the value of Boulder’s many talented volunteers to help achieve community and organizational goals. The city’s Volunteer Cooperative strives to create a community of service, offering community members expanded opportunities to participate in addressing local issues. Building on a rich legacy of volunteerism in some departments, cooperative members work together to create a more integrated system and coordinated experience for volunteers with a range of interests and expertise. Volunteer opportunities are a valuable form of community engagement. They connect residents with city staff to enhance programs and create relationships, while helping volunteers develop or use their skills and gain experience. City of Boulder 2021 Approved BudgetPage 81 City Manager’s Office Budget 2020 Accomplishments • CMO is revising the Intergovernmental Agreement (IGA) with the Boulder County Office of Emergency Management. This includes a strong focus on disaster planning and preparedness across the organization. • Despite the disruption to the legislative session caused by the pandemic, CMO helped draft and pass two bills that, together represent monumental reforms to Colorado’s mobile home law. CMO was also part of the successful effort to convince the state to share with all local governments a portion of its CARES Act Coronavirus Relief Funds. It then worked with Boulder County governments to identify a collaborative and effective use for these funds that promoted COVID recovery efforts. • Volunteer Services created more customized opportunities for volunteer communication through implementation of texting and applications through Volunteer Management Software (VMS) system, staffed the COVID-19 Recovery Center with community volunteers, and enlisted Equity Recovery Community Connectors in COVID-19 response and recovery efforts, created new ambassador programs including the Park Champs program in response to staff shortages due to COVID-19, hosted virtual volunteer appreciation for volunteer appreciation week and citywide volunteer appreciation including board and commissions members, created volunteer appreciation webpage with virtual volunteer annual report, implemented citywide COVID-19 safety training for all in-person volunteers, and created program specific on-line trainings for volunteers available through the VMS. • Based on the Government Alliance on Race and Equity (GARE) teachings, most city council members and over 350 city staff from all city departments participated in Advancing Racial Equity: The Role of Government, an opportunity to understand institutional and structural racism and the role government plays in creating racial inequities through its policy, program, and budget decisions. Council and staff presented Council’s Racial Equity Resolution at the Spring CU Diversity summit. • Implementation and training on a Racial Equity Instrument has started to assist staff in applying a racial equity focus to program, policy, and budget decisions. Staff drafted and began community engagement in the city’s first racial equity plan to be adopted by council in Q4 of 2021. • Implementation of a Equity Recovery Team as part of the COVID-19 Recovery Process which included the creation of a Rapid Response Racial Equity Assessment and Equity Recovery Connectors to assist in keeping an equity embedded in recovery efforts to shift from a transactional to transformational approach in recovery including budgeting for equity utilizing the Rapid Response Racial Equity Assessment for budget cuts and 2021 budget process. • Successful recruitment of the city’s first Independent Police Monitor. The structure of the City Manager’s Office shifted in 2020 to now include the City Clerk’s Office as part of the department, while the engagement team has moved to join with the communications team, forming the Communication and Engagement Department. City Manager’s Office Budget City of Boulder 2021 Approved BudgetPage 82 Department Detail City Manager’s Office Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE City Manager's Office (240,699)$ - (365,577)$ (3.00) Cost Reduction of Existing Service Eliminate CMO Equity Specialist Position - - (103,715) (1.00) Eliminate Management Analyst Position - - (99,083) (1.00) Eliminate Program & Project Manager Position - - (162,780) (1.00) Hold CMO Administrative II Position Vacant (75,699) - - - Hold Deputy City Manager Position Vacant 9 Months (165,000) - - - FTE Amount FTE Amount FTE Amount FTE Amount 8.00 1,144,331$ 8.00 1,489,063$ 6.00 1,078,555$ (2.00) (410,508)$ 1.00 249,064 1.00 266,189 1.00 276,555 - 10,366 - 65,901 1.00 229,892 1.00 257,408 - 27,516 - - - - 1.00 180,537 1.00 180,537 Volunteer Services 1.00 205,461 1.00 231,029 - 48,250 (1.00) (182,779) Citywide Projects 1.00 133,265 1.00 235,959 - - (1.00) (235,959) Total 11.00 1,798,022$ 12.00 2,452,132$ 9.00 1,841,306$ (3.00) (610,827)$ Personnel 2 1,462,845$ 2,048,118$ 1,429,292$ (618,826)$ Operating 2 286,555 356,063 357,116 1,053 Interdepartmental Charges 48,621 47,951 54,898 6,947 Total 1,798,022$ 2,452,132$ 1,841,306$ (610,826)$ General 11.00 1,798,022$ 12.00 2,452,132$ 9.00 1,841,306$ (3.00) (610,827)$ Total 11.00 1,798,022$ 12.00 2,452,132$ 9.00 1,841,306$ (3.00) (610,827)$ Note: 1 2 Variance 2020 to 2021 2020 Approved Budget 2019 Actual EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Independent Police Monitor Policy Advisor / Intergovernmental Relations 2021 Approved Budget Equity 1 Community Engagement & Neighborhood Services moved to Communication & Engagement in mid-2020. Equity moved from Human Resources in mid-2019. City Administration / Operations STAFFING AND EXPENDITURE BY PROGRAM The Community Connector program presented at the 2020 Transforming Local Government Conference which included participation of one of the Community Connectors. City of Boulder 2021 Approved BudgetPage 83 2021 Approved Budget $5,757,701 Department Divisions • Administration • Climate, Sustainability, & Resilience • Communication & Engagement • Local Power - Electric Utility Development (Utility Occupation Tax) • Zero Waste 2021 Key Initiatives • Implement community priorities related to future electric utility services. • Define and launch new partnership projects to support community goal of achieving 100% renewable electricity supply by 2030. • Examine strategies and funding needs to inform a community decision on future climate action investment. • Continue the design and roll-out of the Climate Mobilization Action Plan (CMAP). • Develop local community solar gardens to serve low income customers. • Advance a Circular Economy roadmap including developing a reuse strategy and identifying new metrics for transition to a circular economy. • Continue progress towards toward the community’s greenhouse gas reduction goals. • Complete lighting upgrades and retro-commissioning studies for commercial buildings over 50,000 square feet. • Advocate for 2021 legislative action on priority bills such as electrification, low-emission vehicles, energy storage, energy choice, building energy use single use plastics and pesticide preemption rules. Climate Initiatives Budget 18.00 FTE New Solar Canopy on Downtown Parking Garage City of Boulder 2021 Approved BudgetPage 84 Climate Initiatives Budget Department Mission Climate Initiatives takes bold, innovative, and collaborative actions to create systemic change that equitably addresses the global climate crisis and ensures quality of life in Boulder and beyond. Department Overview The City of Boulder is deeply committed to addressing the global challenge of climate change and has been engaged since 2006 when our first Climate Action Plan was completed, and Boulder voters approved the nation’s first local carbon tax. The Climate Initiatives department (Climate Initiatives) supports our community’s values and adopted policy goals by designing strategies that improve community health, implementing climate action planning and reporting, increasing recycling and waste diversion, moving our community toward a more circular economy, coordinating municipal sustainability activities, undertaking environmental data management, and participating in strategic municipal and community programs and projects. Climate Initiatives generally focuses on local climate action strategies guided by the long-term goal of 80% reduction in emissions (from 2005) by 2050 and 85% waste diversion by 2030. To date (based on 2018 data), the city has achieved an 18% reduction in greenhouse gas emissions and 50% waste diversion. In addition to communitywide GHG emission reductions, Climate Initiatives identifies, coordinates, and implements efforts to advance broader sustainability, resilience, and equity objectives within the city organization and more broadly in the community, region, and state. Climate Initiatives implements its mission through strategic investment in a combination of regulatory and voluntary programs and in facilitating broad community and stakeholder engagement. Since 2018, the electric utility municipalization project has also been housed in Climate Initiatives as it directly relates to the Boulder community’s ability to achieve its energy goals. Climate Initiatives work increases the city’s effectiveness in sustainability-related efforts within the community and the region through strategic partnerships with key partners and organizations. Many of these, such as the Colorado Communities for Climate Action (CC4CA), University of Colorado, Boulder Valley School District (BVSD), Boulder County, Colorado Recycles, other cities, and state and federal agencies and legislators, are designed to inform climate and sustainability policy and programs. These regional efforts help to set the city’s state and federal policy agenda related to sustainability, which in turn support changes to legislation and regulations. The city also partners with national and international organizations such as the Carbon Neutral Cities Alliance and the Urban Sustainability Directors Network to advance the community’s goals. Finally, this workgroup directly supports the city’s resilience and equity work in the organization and community. In 2021, Climate Initiatives will continue to work with the community to develop a revised set of climate action goals and strategies to address the current accelerated urgency of the climate crisis, as detailed by the International Panel on Climate Change (IPCC). Central to this effort, there will be a community engagement strategy implemented as part of the Climate Mobilization Action Plan (CMAP). The revised set of strategies will align with current state legislation and will be designed to enhance the role of equity and resilience in the climate action planning effort. Local Power - Electric Utility Development (Utility Occupation Tax) Since 2010, the city has focused on changing its energy supply, which continues to rely on fossil fuels as the primary source of energy. To draw from renewable sources while keeping rates and reliability comparable to offerings through the current provider, the city has pursued a strategy of creating a locally owned and controlled electric utility (Local Power Initiative). Current financial analysis supports the feasibility of creating a local electric utility. Staff is currently working to refine the estimated costs of starting the utility, including the costs to purchase the facilities, separate the existing system into two independent systems, start up the utility operations, and pay for purchased power. City of Boulder 2021 Approved BudgetPage 85 Climate Initiatives Budget The Local Power Initiative has been, and is currently, funded by the Utility Occupation Tax (UOT). The UOT was first approved by voters in 2011 to fund the electric utility development effort and originally expired on Dec. 31, 2017. A ballot measure to extend the UOT through 2022 was approved by Boulder voters in November 2017. The UOT allows the city to continue to work on key initiatives to form a Boulder-owned municipal electric utility and develop future energy strategies. The city and Xcel Energy are currently in negotiations for a settlement related to the city’s effort to municipalize. Should an agreement be reached and approved by voters in the November 2020 election, a new budget will need to be developed and approved by City Council. If there is no settlement, the 2021 efforts will focus on the ongoing litigation efforts associated with acquisition and interconnection of the system and refining the financial model with updated power supply and system separation costs. Climate, Sustainability, & Resilience (CAP Tax, General Fund, Energy Impact Offset and Marijuana Licensing Fees, Solar Grant and Sales Tax Rebates) Climate, Sustainability, and Resilience efforts entail working with Boulder businesses, residents and key partners to reduce greenhouse gas emissions through energy efficiency, local renewable energy development and building and transportation electrification using a combination of education, incentives, technical assistance and regulatory requirements. Existing strategies are designed to support residents’ and businesses’ ability to reduce environmental impact, reduce costs, become more resilient to the impacts felt from a changing climate, and become more inclusive and equitable. Climate, Sustainability, and Resilience efforts are primarily funded through the voter-approved Climate Action Plan (CAP) tax, which was implemented in 2006. The CAP tax is currently scheduled to sunset in March 2023. 2021 efforts will focus on continuing to expand work in the ecosystems and financial systems areas. Climate Initiatives will also work to pilot new financing options to improve the affordability and increase access to clean energy technologies for all community members. Zero Waste (Trash Tax, Disposable Bag Fee) The Zero Waste team works with key partners, the Boulder community, and city departments to reduce the generation of waste and — to the maximum extent possible—preserve reusable resources. This is done through a combination of policy development, education, incentives, investments in zero waste facilities, technical assistance, and regulatory requirements. In addition, the Zero Waste team completed Circular Boulder, an urban metabolism study that quantified materials flowing into and out of the Boulder region; and helped develop a vision for moving toward a more circular materials economy, looking at the impacts of consumption and addressing upstream materials use in addition to downstream waste management. The city has a goal to divert 85% of the waste stream away from landfill and direct it toward reuse, recycling, and composting, so only 15% of the waste generated would be trash. Current community-wide diversion is 50%. Zero Waste efforts are supported by the city’s Trash Tax, which was first instituted in 1989 (without a vote), renewed by voter approval in 1994, and in 2009, increased (by council action) to the voter-approved maximum ($3.50/household and $0.85/yard for commercial trash). 2021 efforts will focus on systems change that fosters movement toward a circular economy – so the easiest, least expensive consumer choice will be the most sustainable choice as well. Did you know? Boulder is a part of the Carbon Neutral Cities Alliance (CNCA), a global collaboration of 20 cities who are committed to cutting emissions by 80% or more by 2050. Climate Initiatives Budget City of Boulder 2021 Approved BudgetPage 86 Climate Initiatives Budget 2020 Accomplishments • Implemented strategic investment programs to assist the community during COVID-19. • Developed a sustainable take-out container subsidy program to help restaurants increase usage of compostable and recyclable service ware. • Enhanced rebate programs for small, locally-owned businesses and residents. • The Local Power Initiative Project finalized distribution engineering designs and began settlement negotiations with Xcel Energy. • Helped the community achieve an 18% reduction in greenhouse gas emissions and more than 60 MW of local renewable generation through efficiency, local generation, and electrification. • Invested in three local solar garden projects to support low-income residents. • Installed more than 2MW of solar on city facilities. • Secured a DC-fast charging installation for the city’s parking garage at 1500 Pearl. • Engaged the community and key stakeholders in the Climate Action Mobilization Plan (CMAP). • Negotiated contract (contract award pending) with Accelerating Neighborhood Climate Action (ANCA) for the design/ facilitation of neighborhood and faith-based climate action forums. • Engaged community and organizational partners in new ecosystems efforts and launched the Grow and Give Modern Victory Garden and worked with Eco-Cycle to launch the Community Carbon Farming project. • Completed Circular Boulder study to develop a holistic picture of materials being consumed, transformed, and wasted in Boulder and inform future program design. • Developed partnership agreement with 350.Colorado to coordinate approach for the Financial Working Group and economic systems portion of CMAP. • Successfully implemented the 2020 Boulder Energy Conservation Code. • Launched a new refundable Deconstruction Deposit program to increase waste diversion. • Gathered field data to inform future code requirements through the city’s Alpine-Balsam site including hospital deconstruction and Pavilion renovation projects. • Advanced progress towards achieving the city’s goal of net-zero energy construction by 2031. • Supported the city’s climate policy agenda and litigation efforts. • Adopted a major update to the state’s process for tracking carbon pollution required by SB19-096. • Informed regulations passed by the Air Quality Control Commission aimed at phasing out hydrofluorocarbons (HFCs) to curb greenhouse gas emissions and meet the state’s aggressive emission reduction goals by 2050. • Advanced climate lawsuit with Boulder and San Miguel Counties against Exxon Mobil and Suncor. In 2017, Boulder and Boulder County launched the Colorado Communities for Climate Action (CC4CA) to actively engage in climate policy issues at the state-level. CC4CA has grown to a coalition of 34 local governments across the state advocating for stronger state and federal climate policy. City of Boulder 2021 Approved BudgetPage 87 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount 6.50 5,195,408$ 6.80 2,470,522$ 4.05 2,071,985$ (2.75) (398,537)$ Subtotal 6.50 5,195,408$ 6.80 2,470,522$ 4.05 2,071,985$ (2.75) (398,537)$ 2.05 359,776$ 2.15 381,733$ 1.65 295,771$ (0.50) (85,962)$ 4.95 1,673,752 5.05 2,023,250 6.10 1,901,000 1.05 (122,250) 6.40 1,631,638 7.00 1,371,258 6.20 1,359,193 (0.80) (12,065) Subtotal 13.40 3,665,166$ 14.20 3,776,242$ 13.95 3,555,964$ (0.25) (220,278)$ Cost Allocation Cost Allocation 127,835$ 129,752$ 129,752$ -$ Subtotal 127,835$ 129,752$ 129,752$ -$ Total 19.90 8,988,408$ 21.00 6,376,516$ 18.00 5,757,701$ (3.00) (618,815)$ Personnel 2,482,618$ 2,702,290$ 2,495,824$ (206,466)$ Operating 6,505,790 3,674,226 3,261,876 (412,350) Total 8,988,408$ 6,376,516$ 5,757,701$ (618,815)$ General Fund 14.95 7,186,822$ 15.95 4,223,513$ 11.90 3,726,949$ (4.05) (496,564)$ Climate Action Plan Tax 4.95 1,801,587 5.05 2,153,002 6.10 2,030,752 1.05 (122,250) Total 19.90 8,988,408$ 21.00 6,376,516$ 18.00 5,757,701$ (3.00) (618,815)$ Local Power - Electric Utility Development Climate, Sustainability, and Resilience STAFFING AND EXPENDITURE BY PROGRAM 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY Zero Waste Climate, Sustainability, & Resilience Local Power - Electric Utility Development Administration, Regional Sustainability Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Climate Initiatives 95,710$ 4.00 (210,251)$ (1.00) Continuation of One-Time Programs Extend 3 Positions to Support Department & Local Power/Municipalization Project 296,812 3.00 - - Extend Communications Specialist II (Climate Initiatives) Position 89,898 1.00 - - Cost Reduction of Existing Service Delay New Initiatives in Department (182,000) - - - Eliminate Regional Sustainability/Policy Advisor Position - - (128,860) (1.00) Reduce Salary Cost for Multiple Trash Tax Positions - - (56,391) - Reduce Salary Cost for Zero Waste Team Manager & Hold Vacant 2 Months (20,000) - (25,000) - Reduce Support for Zero Waste Compliance & Climate Action Plan Energy Advising (89,000) - - - Climate Initiatives Budget The Circular Boulder report found that when you quantify the impacts of embodied emissions (those resulting from production of the goods we consume) is larger than all local sources of emissions put together. That means that even a small change in circularity can have an enormous effect on overall impact. For example, a 5% reduction in the amount of ‘stuff’ we consume is equivalent to a 10% reduction in the amount of energy we use. City of Boulder 2021 Approved BudgetPage 88 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 89 2021 Approved Budget $2,548,242 Department Divisions • Media/External Communication • Video Services/Channel 8 • Internal Communication • Web Content/Social Media • Community Engagement • Neighborhood Services 2021 Key Initiatives • Develop a new department mission, vision and strategic plan, recognizing the recent merger of communication and engagement. • Develop a language access strategy and standards for reaching non-English speakers. • Launch a new city website and content management standards. • Support the development of, and engagement around, master planning and other high-priority city initiatives, with the greatest focus on the adoption and launch of a Racial Equity Plan, the creation of a Police Master Plan, and cross-departmental approaches to addressing issues associated with homelessness. • Supplement printed community newsletter frequency with electronic newsletters and enhanced digital newsroom. • Continue to pivot to meet ongoing online meeting and engagement needs, as well as a desire for increased short-form video production. • Seek and obtain sustainable funding to support current and emerging models of the community connector model. • Continue to partner with city colleagues, community members, and organizations to increase engagement by those with less access to, and influence with, decision-makers and their local government. Communication & Engagement Budget 17.75 FTE Department Funding General Fund 100% Bear Peak City of Boulder 2021 Approved BudgetPage 90 Communication & Engagement Budget Department Mission The Communication Department gathers and shares timely, relevant and accurate information to support and encourage open, participatory government and an informed community. In June 2020, the Engagement Team, previously housed in the City Manager’s Office, joined this department. The focus of the engagement team is to support meaningful and inclusive engagement by community members, strengthening connections and relationships between local government and the public we serve. Department members will create an updated and combined mission in 2021. Department Overview Media / External Communication Media/External Communication ensures the public receives timely and accurate information related to city operations, projects, and policies, council action, crisis/disaster communications, economic vitality initiatives, and awareness campaigns through traditional media, social media, and the internet. Video Services / Channel 8 Video Services/Channel 8 provides coverage of City Council, Boards, and Commission meetings. The station also produces original Boulder programming for Comcast cable Channels 8 and 880, social media, and the city website to explain issues facing the community, increase awareness of items under consideration by council and council action, provide public service announcements, deliver weekly City of Boulder news, create annual programming such as the State of the City presentation, and produce internal organization videos. Internal Communication Internal Communication conveys organizational information to all City of Boulder employees. Topics include changes in employee benefits, city compensation systems, significant city projects, staff development and training, city policies, and updates on council work plans. Web Content / Social Media Web Content/Social Media leads department liaison teams and oversees content standards and social media guidelines to best leverage digital forms of communication, which includes allowing for engagement outside of regular business hours. The goal is to use these tools to inform a broader segment of the community about city services and programs. Community Engagement The Community Engagement program fosters more inclusive and meaningful public participation and relationship building. This team supports departments in creating and executing transparent and inspiring processes that allow the public to share input in a variety of ways. This input informs decision-making by City Council, others in the city organization and, sometimes, the community. The approach is strategic, with an emphasis on capacity building and shared learning. An additional focus of this program is to increase engagement among residents who have never participated in local government and/or are members of traditionally under-represented groups. Neighborhood Services The focus of the Neighborhood Services program is to build and strengthen collaborative relationships within neighborhoods. The liaison works directly with residents, as well as with community partners, to foster healthy communication and increased trust. The program strives to connect community needs to available resources, create a more welcoming and connected community, and enhance residential quality of life by creating pathways toward effective problem-solving, resource provision, civic education, leadership, connection, and engagement opportunities. The newly launched Spanish Facebook page achieved 500 followers within its first two weeks. City of Boulder 2021 Approved BudgetPage 91 Communication & Engagement Budget In the first three months of the pandemic, the three members of the engagement team spent a combined total of 58,215 minutes or 970 hours, on Zoom, supporting council, boards and commissions, and other engagement needs across the city. 2020 Accomplishments • Created a Spanish Hub on the city website for translation and interpretation services. • Developed Channel 8 Amazon App to reach new audiences. • Received six awards in statewide, national, and international competitions for print, digital, video, and strategic communications from Telly Awards, Public Relations Society of America Awards, and Hermes Creative Awards. • Pre-pandemic, began livestreaming Housing Advisory Board meetings in addition to providing live coverage of City Council, OSBT, Planning Board, and other community events. During and post-pandemic, supported wholesale shift from in-person meetings and engagement to virtual spaces, testing and implementing a variety of online tools, including Teams and Zoom; also created protocols and user guides for each of these platforms. • Supported, through communication and engagement, council priority projects, Community, Culture and Safety Tax projects, master plans, and reputation management (Racial Equity, Path to Home, Open Space Master Plan, Transportation Master Plan, Vision Zero and approval of radio towers). • Supported, through communication and engagement counsel, high priority Planning projects, including CU South, land use code changes and East Boulder Subcommunity Plan, Retail Study, creation of a Manufactured Housing Strategy, Library district polling and outreach, North Boulder Library design, Fire- Rescue Master Plan, and Alpine-Balsam and hospital deconstruction. • Continued to support 24/7 online engagement through the Be Heard Boulder site. • Supported and phased out City Text Boulder pilot, to test the power and reach of text messages to hard to reach communities; the phase out of this work was made possible by the addition of a more popular Spanish-language Facebook page, created and maintained by the newly hired Language Access Program Manager. • Iterated successful Community Connector model, standing up and supporting Emergency Response Connectors and Equity Recovery Connectors, while also ensuring that project-based community connectors were able to share underrepresented perspectives and gather the input of others in meaningful ways. • Received a Transforming Local Government Innovation Award from the Alliance for Innovation for the community connector work noted above. • Built capacity and connections through Neighborhood Services programs, including grants, Inside an HOA, Manufactured Homeowners in Boulder (C-MOB); San Juan del Centro Together; Neighborhood Office Hours; and Build Your Community opportunities. • Stood up a Conversaciones con la Ciudad program at Sacred Heart of Jesus Church, reaching more than 50 Latino parents of children to deliver important service information and learn firsthand about challenges they face. • Both communications and engagement staff supported the city’s response and recovery teams during COVID, with a focus on ensuring the release of timely, accurate, and coordinated information and supporting proactive engagement to better understand and meet community needs. City of Boulder 2021 Approved BudgetPage 92 FTE Amount FTE Amount FTE Amount FTE Amount Media/External Communication 8.25 1,179,259$ 9.25 1,414,175$ 8.25 1,241,511 (1.00) (172,664)$ Internal Communication 1.00 104,488 1.00 126,948 - 10,044 (1.00) (116,904) Video Services / Channel 8 5.00 593,873 5.00 579,813 4.00 463,188 (1.00) (116,625) Communication Admin 1.00 71,725 1.00 69,261 2.00 168,971 1.00 99,710 3.00 661,207 3.00 677,192 3.50 664,528 0.50 (12,664) Total 18.25 2,610,553$ 19.25 2,867,390$ 17.75 2,548,242$ (1.50) (319,148)$ Personnel 2 1,925,580$ 2,141,558$ 1,825,304$ (316,253)$ Operating 583,973 596,103 610,951 14,848 Interdepartmental Charges 101,000 129,729 111,986 (17,743) Total 2,610,553$ 2,867,390$ 2,548,242$ (319,148)$ General 18.25 2,610,553$ 19.25 2,867,390$ 17.75 2,548,242$ (1.50) (319,148)$ Total 18.25 2,610,553$ 19.25 2,867,390$ 17.75 2,548,242$ (1.50) (319,148)$ 1 2 STAFFING AND EXPENDITURE BY PROGRAM 2019 Actual 2020 Approved Budget Variance 2020 to 2021 2021 Approved Budget Community Engagement & Neighborhood 1 Services Community Engagement & Neighborhood Services moved from City Manager's Office in mid-2020. EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Note: The 2021 budget represents 17.25 FTE employees and associated non-personnel costs budgeted within the Communications & Enagaement Department. There are an additional 8.5 Communication FTEs and associated non-personnel costs budgeted in the following departments: Climate Initiatives, Community Vitality, Facilities & Fleet, Fire-Rescue, Housing & Human Services, Open Space & Mountain Parks, Parks & Recreation, Planning & Development Services, Police, Transportation, and Utilities. Department Detail SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Communication & Engagement (122,000)$ - (430,691)$ (3.00) Cost Reduction of Existing Service Eliminate Deputy Director Position - - (167,279) (1.00) Eliminate Internal Communications III Position - - (121,689) (1.00) Eliminate Producer/Engineer Position - - (78,723) (1.00) Hold Engagement Manager Position Vacant TBD Months (72,000) - - - Reduce Channel 8 Contractor Funding - - (6,000) - Reduce Newsletters from 3 to 2 - - (37,000) - Reduce Scope of Growing Up Boulder - - (20,000) - Suspend Neighborhood Services Grant Program- One-Time (50,000) - - - Significant Changes Communication & Engagement Budget In its first two years, the Be Heard Boulder website has been viewed by 40,000 unique visitors with more than 5,000 achieving the coveted ranking of being engaged. City of Boulder 2021 Approved BudgetPage 93 2021 Approved Budget $11,821,268 Department Divisions • Administration • Business Services • Access & Parking • Economic Vitality • District Management 2021 Key Initiatives • Implementation of the Citywide Retail Strategy. • Planned landscaping enhancements on University Hill. • Implementation of an Affordable Commercial Program. • Completion of several major maintenance projects. Community Vitality Budget 40.88 FTE Department Funding General Fund 23% Downtown Commercial District Fund 66% University Hill Commercial District Fund 5% Boulder Junction Access GID ‐ Parking Fund 3% Boulder Junction Access GID ‐ TDM Fund 3% Framed Flatirons Covered In Snow Communication & Engagement Budget City of Boulder 2021 Approved BudgetPage 94 Community Vitality Budget Department Mission Community Vitality provides administrative oversight and support, and strategic direction throughout the city organization and with partner groups in the community to nurture and enhance the entrepreneurial spirit of our community; support long-term economic sustainability through strategic initiatives; support Boulder businesses with assistance services, retention and outreach efforts, and incentive programs; and support targeted efforts in the downtown, Boulder Junction, and University Hill commercial areas. Department Overview Administration Provides administrative oversight and support, and strategic direction to the department and partnership to key stakeholders, both externally and throughout the city organization. Provides staff liaison support to four advisory boards: Downtown Management Commission, University Hill Commercial Area Management Commission, and two Boulder Junction Access Districts: Parking and Transportation Demand Management. Business Services The Business Services function includes providing excellent customer service to the department through the delivery of business and financial services, including financial modeling and analysis, information technology support, staff training and development programming, process improvement programming and support, and departmental data analytics in the support of strategic decision-making and operations. Access & Parking Maintains and operates downtown, Boulder Junction, University Hill, and citywide public automobile and bicycle parking infrastructure, including two surface lots and six garages, totaling more than 2,240 auto parking spaces and more than 1,300 bike racks. Additionally, provides operations for the on-street parking and Neighborhood Parking Program (10 current neighborhood zones). Provides external customer services in selling parking products and assisting visitors and residents with access and parking needs. Uses education and enforcement to manage parking in the downtown, Boulder Junction and University Hill commercial areas, in twelve Neighborhood Parking Permit (NPP) zones, and citywide. Economic Vitality Supports and coordinates efforts throughout the city organization and with partner groups in the community to nurture and enhance the entrepreneurial spirit of our community, support long-term economic sustainability through strategic initiatives, support Boulder businesses with assistance services, retention and outreach efforts, and incentive programs, and support targeted efforts in the downtown, Boulder Junction, and University Hill commercial areas. District Management & Placemaking Manage the public space on University Hill, Downtown, and Boulder Junction, including the Pearl Street Mall, coordinate with business organizations, plan for and coordinate public space capital improvements within commercial districts, and manage street-related special events permitting in the downtown and on University Hill. In April, Community Vitality conducted a COVID-19 Business Impact Survey completed by over 1,200 representatives of a broad range of the city’s businesses, including nonprofit organizations and women and people of color-owned businesses. City of Boulder 2021 Approved BudgetPage 95 Community Vitality Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Community Vitality (685,000)$ - (490,856)$ (6.13) Cost Reduction of Existing Service Eliminate Parking Enforcement Officer Position - - (68,437) (1.00) Eliminate Flex Rebate Program - - (100,000) - Eliminate Lot Attendant Positions - - (262,419) (5.13) Reduce Downtown Improvements - - (60,000) - Reduce General Fund Transfer to CAGID (175,000) - - - Reduce General Fund Transfer to UHGID (75,000) - - - Reduce Hill Reinvestment Strategy (15,000) - - - Reduce Multiple CIP Projects (420,000) - - - COVID-19 There are several impacts of the COVID-19 pandemic in terms of revenue loss and subsequent capital project reductions. Additionally, several customer service enhancements for parking products, including the continued effort to move towards more gateless systems at all parking structures was reduced and deferred to future years due to revenue losses in our parking structures. COVID-related impact to the CV 2021-2026 CIP included the reduction of the planned capital investment in the University Hill Commercial Area. While lighting and public landscaping will be addressed in 2020-2021, other capital investment will be delayed indefinitely until the full revenue impact, completion of the Hill Hotel project, and future parking infrastructure planning are better understood. Finally, significant reductions are included in the 2021 CAGID capital budget. In addition to delays in software and customer service improvements, reductions in scope were necessary for several projects, including elevator repairs and other structural improvements. Also, the CAGID deck repair program and the capital improvement program for Boulder Junction was cancelled for 2021. 2020 Accomplishments • Supported the economic response and recovery to the COVID-19 pandemic. • Installation of new pay stations throughout the city for on-street parking that will enhance the customer experience. • Continued implementation of the Access & Management Parking Strategy (AMPS) including the beginning of a community process to explore changes to the Neighborhood Parking Program and parking product pricing. • Planned (late 2020) commercial area lighting enhancements on University Hill. Nonprofit organizations funded by Community Vitality have provided substantial assistance to businesses impacted by the coronavirus pandemic. Through June 30, 2020, Boulder Small Business Development Center (SBDC) provided over 1,500 hours of consulting, including assistance with EIDL, PPP, and other loan and grant applications, to nearly 600 businesses and hosted 25 webinars with over 2,600 attendees to share ideas, tools, and best practices to help businesses adapt to changing conditions. City of Boulder 2021 Approved BudgetPage 96 Department Detail Community Vitality Budget FTE Amount FTE Amount FTE Amount FTE Amount 7.75 2,110,622$ 8.75 2,152,301$ 8.75 1,968,327$ - (183,974)$ Subtotal 7.75 2,110,622$ 8.75 2,152,301$ 8.75 1,968,327$ - (183,974)$ Economic Vitality & District Management City Vitality Operations & Management 2.00 333,422$ 2.00 339,572$ 2.00 338,979$ - (593)$ 0.50 1,285,107 0.50 1,764,837 0.50 2,088,017 - 323,180 - 346,845 - 204,300 - 202,000 - (2,300) - 181,168 - 269,500 - 182,700 - (86,800) - 89,654 - 112,000 - 112,000 - - 0.50 125,000 0.50 125,000 0.50 50,000 - (75,000) SBDC State Grant Pass-Through - - - - - 450,000 - 450,000 Subtotal 3.00 2,361,196 3.00 2,815,209 3.00 3,423,696 - 608,487 13.00 863,557$ 13.00 1,034,145$ 12.00 961,222$ (1.00) (72,924)$ 9.50 647,668 9.50 775,609 9.00 720,916 (0.50) (54,693) 3.50 215,889 3.50 258,536 3.00 240,305 (0.50) (18,231) Maintenance (On-Street/Garage/District) Ops 10.50 1,597,611 10.50 1,132,554 10.50 1,106,520 - (26,034) 13.75 551,794 12.75 1,061,728 6.63 884,477 (6.13) (177,251) - 411,335 - 412,800 - 424,975 - 12,175 Subtotal 37.25 3,424,298$ 36.25 3,641,227$ 29.13 3,377,194$ (7.13) (264,034)$ - 799,129$ - 1,498,077$ - 1,240,000$ - (258,077)$ Cost Allocation and Transfers - 448,747 - 930,135 - 975,801 - 45,666 - 1,245,842 - 1,252,402 - 836,250 - (416,152) Subtotal - 2,493,718$ - 3,680,614$ - 3,052,051$ - (628,563)$ Total 48.00 10,389,834$ 48.00 12,289,351$ 40.88 11,821,268$ (7.13) (468,083)$ Personnel 3,249,206$ 3,703,209$ 3,410,840$ (292,369)$ Operating 4,821,440 5,227,665 5,358,377 130,712 Capital 624,599 1,515,000 1,240,000 (275,000) Debt Service 1,245,842 1,250,117 836,250 (413,867) Cost Allocation and Transfers 448,747 593,360 975,801 382,441 Total 10,389,834$ 12,289,351$ 11,821,268$ (468,083)$ General 18.78 2,759,678$ 18.60 2,518,690$ 17.81 2,776,790$ (0.79) 258,100$ Governmental Capital - - - 225,000 - - - (225,000) 25.39 6,426,017 26.12 7,815,914 19.62 7,791,574 (6.50) (24,340) 4.03 524,891 2.22 632,342 2.30 590,466 0.08 (41,876) 0.03 545,849 0.69 605,416 0.73 300,646 0.04 (304,770) 0.03 133,399 0.38 491,989 0.42 361,792 0.04 (130,197) Total 48.25 10,389,834$ 48.01 12,289,351$ 40.88 11,821,268$ (7.13) (468,083)$ Boulder Junction Access GID-Parking Boulder Junction Access GID-TDM Customer Service Operations Transaction Fees Capital Improvement Program, Cost Allocation, and Debt Service Capital Improvement Program Debt Service EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Downtown Commercial District University Hill Commercial District NPP/Other - Enforcement TDM & Eco Pass Program Programs/Sponsorship - BID/DBP Public Space Enhancements Administration Department Administration EV Programs and Sponsorships Business Incentive Programs Parking and Access: Operations, Maintenance, and Enforcement Enforcement On Street Meters - Enforcement STAFFING AND EXPENDITURE BY PROGRAM 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 Boulder Chamber hosted 90 hours of webinars and helped create resource materials in collaboration with Boulder County Public Health, Latino Chamber and others to assist businesses with understanding and complying with public health orders. City of Boulder 2021 Approved BudgetPage 97 2021 Approved Budget $16,932,815 Department Divisions • Facilities • Fleet Services • Radio Services Facilities & Fleet Budget 2021 Key Initiatives • Begin construction of the new $10 million North Boulder Branch Library, which will be a cutting edge, net-zero energy performing building. The Library Master Plan identified the need for the building since the 1990s. • Complete the first-ever, citywide Facilities Master Plan that will provide a 50-year vision of where to locate and how to best consolidate city services. • Building Automation System (BAS) and HVAC Equipment replacements for multiple buildings. The city’s enterprise BAS that controls HVAC equipment for 28 city facilities will be updated and critically deficient HVAC equipment will be replaced. • Upgrade the city’s fuel management software/ system to be compatible with an upgraded fleet asset and work order system so fueling information is readily available for fleet users. 37.54 FTE Snow And Ice Removal City of Boulder 2021 Approved BudgetPage 98 Facilities & Fleet Budget Departmental Mission The Facilities & Fleet Department is the overall “steward” of city buildings and vehicles which includes managing, maintaining, and operating city-owned buildings and managing and maintaining city vehicles in accordance with industry standards, best practices, and the city’s climate commitment goals. Department Overview Facilities Facilities provides new construction, major maintenance, renovation and replacement, and O&M services in accordance with industry standards for over 380 city-owned buildings and structures. This results in managing daily maintenance operations for over one-million square feet of building space located in multiple locations throughout the city. Facilities manages the Capital Development, Facility Renovation and Replacement, and Equipment Replacement funds. In addition, Facilities manages Energy Performance Contracts and collaborates citywide to implement Boulder’s Climate Commitment which includes aggressive Green House Gas (GHG) emissions reduction targets for city facilities. Facilities is also involved with environmental remediation projects on city property. Fleet Services Fleet Services maintains over 500 vehicles and over 600 pieces of equipment in the city’s fleet in accordance with industry standards. Fleet Services also manages the Fleet Replacement Fund, by actively working with internal customers to replace vehicles with those that are electric or alternatively fueled and providing a variety of fuel types for the city’s fleet. The overall objective of Fleet Services is to provide a reliable and safe city fleet while also minimizing the environmental impact of vehicle and equipment use by city staff as much as possible. Radio Services Radio Services provides corrective maintenance on all mobile and stationary communications equipment. Radio Services is also building out the infrastructure for the new city-owned and operated radio communication system. The overall objective of Radio Services is to ensure comprehensive coverage and system redundancy all the time (24/7/365). 2020 Accomplishments • Completed the new radio system infrastructure project, which will provide a redundant and modern radio system for emergency response and other critical service responses. This $6 million upgrade was funded by the community, culture and safety tax. • Created a new citywide Facilities & Fleet Department to more strategically and efficiently manage resources. This was an outcome of the Public Works and Planning & Development Services Assessment. • Deconstructed the interior of the Boulder Community Health Hospital and the Pavilion Medical Office building at Alpine-Balsam. • Restructured the fleet vehicle auction process and increased the frequency to every three months which helps to reduce the financial burden to the city. • Improved the use of asset management data. The Facilities database was expanded from 22 to 70 city buildings providing a clearer picture of portfolio condition, value, and needs. This database is being used to help guide the first-ever, citywide Facilities Master Plan. Did you know Facilities is actively managing the energy consumption of city buildings? Facilities is alerted any time equipment goes offline, if energy consumption exceeds historical use, or if a solar PV system goes down or underproduces. Every day Facilities monitors 28 city facilities that use 85 percent of the energy from city operations to ensure the buildings are consuming the least amount of energy necessary. City of Boulder 2021 Approved BudgetPage 99 Facilities & Fleet Budget Every year, six Fleet mechanics complete over 10,000 repairs on 969 city vehicles and equipment. Counting just actual workdays, that’s almost one repair an hour by each mechanic. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Facilities & Fleet -$ - (235,978)$ - Cost Reduction of Existing Service Reduce Capital Facility Renovation & Replacement - - (90,000) - Reduce Frequency of Window Washing Program - - (11,280) - Reduce Major & Minor Maintenance - - (134,698) - Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Facilities and Fleet Division Support & Customer Service 3.92 487,608$ 4.37 555,666$ 5.89 623,325$ 1.52 67,659$ Fleet Operations 9.70 3,020,152 9.25 2,994,552 9.80 3,064,421 0.55 69,870 Fleet Replacement 0.65 4,157,879 0.65 4,953,188 0.70 3,379,895 0.05 (1,573,293) Radio Shop 2.10 241,564 2.10 181,204 3.10 538,838 1.00 357,633 14.80 3,442,735 14.30 5,060,699 13.15 4,506,946 (1.15) (553,753) - 560,060 - 1,782,915 - 606,102 - (1,176,813) Subtotal 31.17 11,909,998$ 30.67 15,528,224$ 32.64 12,719,528$ 1.97 (2,808,697)$ Capital Improvement Program 1.25 10,620,944$ 3.75 9,219,518$ 4.90 2,557,201$ 1.15 (6,662,317)$ Cost Allocation/Transfers - 638,984 - 400,197 - 626,413 - 226,216 - 976,676 - 995,961 - 1,029,673 - 33,712 Subtotal 1.25 12,236,604$ 3.75 10,615,676$ 4.90 4,213,287$ 1.15 (6,402,389)$ Total 32.42 24,146,604$ 34.42 26,143,900$ 37.54 16,932,815$ 3.12 (9,211,085)$ Personnel 2,835,462$ 3,323,963$ 3,485,878$ 161,915$ Operating 11,767,203 10,820,169 5,708,082 (5,112,087) Interdepartmental Charges 2,127,140 1,595,870 515,461 (1,080,409) Capital 5,801,138 9,007,740 5,567,307 (3,440,433) Debt Service 976,676 995,961 1,029,673 33,712 Cost Allocation and Transfers 638,984 400,197 626,413 226,216 Total 24,146,604$ 26,143,900$ 16,932,815$ (9,211,085)$ General 17.29 7,474,612$ 16.79 4,952,391$ 19.19 4,916,278$ 2.40 (36,113)$ Capital Development - 67,073 - 19,672 - 20,262 - 590 Capital Improvement CCS - - - - 1.00 133,493 1.00 133,493 .25 Cent Sales Tax - 421,537 - 450,262 - 461,415 - 11,153 Fleet 13.43 7,801,078 12.98 8,576,339 12.65 7,055,788 (0.33) (1,520,551) Equipment Replacement 0.25 765,926 0.50 1,839,713 0.45 654,242 (0.05) (1,185,471) 1.45 5,003,283 4.15 4,178,940 4.25 3,299,079 0.10 (879,861) Governmental Capital - 2,613,095 - 6,126,583 - 392,258 - (5,734,325) Total 32.42 24,146,604$ 34.42 26,143,900$ 37.54 16,932,815$ 3.12 (9,211,085)$ STAFFING AND EXPENDITURE BY PROGRAM 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Facility Renovation and Replacement Facilities Equipment Replacement (non-Fleet) Capital Improvement Program, Cost Allocation, and Debt Service Debt Service City of Boulder 2021 Approved BudgetPage 100 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 101 2021 Approved Budget $10,378,726 Department Divisions • Administration • Accounting, Treasury, AP/AR • Purchasing • Budget • Taxpayer Services & Compliance • Regulatory Licensing • Payroll • Risk Management 2021 Key Initiatives • Support documentation and tracking for COVID-19 relief federal grants received by the city. • Monitor economic recovery and collaborate with Financial Strategy Committee to develop long-term fiscal sustainability strategy. • Continue to drive organization-wide focus on internal controls through audits and consultations regarding best practices. • Continue to implement purchasing assessment recommendations, including maturing the purchasing liaison program. • Complete an upgrade of Munis ERP (version 2020.1), continue to provide ongoing Munis trainings/support, support the Human Resource Information System (HRIS) project, and implement Employee Expense Reimbursement Module to all departments. • Further implement Budgeting for Community Resilience grant recommendations, and support implementation of the Citywide Retail Strategy. Finance Budget 42.00 FTE Department Funding General Fund 50% Sugar‐Sweetened Beverage Distribution Tax Fund 1% Property & Casualty Insurance Fund 28% Workers Compensation Insurance Fund 21% Top of Hogback Trail City of Boulder 2021 Approved BudgetPage 102 Finance Budget Department Mission The Finance Department is an innovative leader and partner in fiscal stewardship. The empowered and knowledgeable finance team provides timely support and consistent guidance to fulfill our customers’ needs. Department Overview Administration Administration directs activities and ensures communication and collaboration with city departments related to city financial matters. In addition, it is responsible for the administration of the following: Munis Enterprise Resource Planning system, special projects, and Flood Recovery Grants. Accounting, Treasury, Accounts Payable/Receivable The Accounting, Treasury, and Accounts Payable / Receivable division includes general accounting functions, external financial reporting, internal audit, daily cash management, debt management, bond disclosure, other compliance requirements, accounts payable and accounts receivable functions including vendor tax documentation; and other functions such as financial document imaging, records retention, and centralized mail coordination. In addition, this division manages the compensated absences fund, which is used to fund vacation and sick-time payouts when employees leave the city organization. Purchasing The Purchasing division is responsible for managing the city’s procurement process and execution of contracts for constructing capital improvements, purchasing tangible personal property, obtaining insurance policies, purchased services, and consulting services. Budget The Budget division coordinates city-wide operating budget development activities, collaborates with the Planning Department and other departments to create the Capital Improvement Program (CIP), provides budgetary support and guidance to city departments, performs budgetary forecasting and analysis, engages in long-range financial planning, and performs policy analysis at the request of the City Manager. Taxpayer Services & Compliance The Tax Revenue and Audit division provides business licensing (sales tax licensing), tax collection, reporting, education, and compliance functions for sales and use taxes, accommodation taxes, admission taxes, and other city transactional taxes. Regulatory Licensing The regulatory licensing division includes compliance and issuances or renewal of regulatory licenses such as liquor licenses, medical and recreational marijuana business licenses, hemp licenses, special event licenses, and other miscellaneous licenses. Payroll The Payroll division performs payroll functions including processing of paychecks and W2s. This division ensures compliance with federal and state payroll, pension, and other tax reporting requirements. Risk Management The Risk Management division plays an essential role in minimizing risk exposure for city employees, residents and visitors, and the city’s fleet and facilities. The division works closely with departments, providing training, guidance, and recommendations to safely meet objectives. This division also manages the city’s insurance programs, including workers’ compensation insurance and liability insurance. During the first half of the year sales tax staff has responded to over 14,000 emails. City of Boulder 2021 Approved BudgetPage 103 Finance Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Finance (284,335)$ - (214,244)$ (1.00) New/Enhanced Program New Senior Internal Auditor Position 4,500 - 119,437 1.00 Cost Reduction of Existing Service Eliminate Administrative Specialist II Position - - (68,996) (1.00) Eliminate External Occupational Safety and Health Administration (OSHA) Audit & Training - - (67,000) - Eliminate Front Desk Position & Regrade Auditor Position - - (80,000) (1.00) Hold Budget Analyst II Position Vacant (97,535) - - - Hold Financial Analyst Position Vacant (93,300) - - - Reduce Accounting Temporary Services (49,000) - - - Reduce Financial Consultants (16,000) - (30,000) - Reduce Multiple NPE Expenditure Categories- One-Time (33,000) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (62,685) - Reduce Risk Management Contractual Medical Services - - (25,000) - 2020 Accomplishments • Focused on employee professional development, encouraged training, and continued cross training efforts. • The Government Finance Officers Association (GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to the city for its 2018 Comprehensive Annual Financial Report (CAFR) and awarded the city Outstanding Achievement for its 2018 Popular Annual Financial Report (PAFR). Both 2019 documents were submitted to GFOA for consideration as well. • The Finance department is focused on continuous improvement and implementing best practices. In 2020 the city revised its purchasing card and travel policies and developed its first comprehensive Purchasing Policy Manual which includes the framework for an Underserved Business Program. In addition, the city initiated a purchasing data project that will collect and update vendor information to perform data analysis to inform more strategic procurement related initiatives. • The city went live with a new tax and revenue management system (GenTax). This system manages tax revenues for over 14,000 tax accounts that remit over $140 million in tax annually. As of July 2020, over 80% of the accounts that remit tax on a monthly or quarterly are using the new GenTax system with an expectation over 90% of accounts by year-end. Online payments by taxpayers has doubled when compared to same time last year. • City council approved two new license types, hemp cultivation and extraction licenses and tobacco retailer licenses. • Finance implemented a substantial financial system - Munis ERP - upgrade to version 2019.1 which included a large data migration, new servers, and organization-wide trainings and testing. Finance also rolled-out a pilot of the Employee Expense Reimbursement module to three departments. Due to COVID, City Licensing processed 23 curbside applications so that phone and online orders of marijuana could be delivered to curbside locations and those applications were all received during a 5 day period in March, 2020. City of Boulder 2021 Approved BudgetPage 104 Department Detail Finance Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration #5.00 757,648$ 5.00 1,027,792$ 4.00 894,876$ (1.00) (132,916)$ Subtotal 5.00 757,648$ 5.00 1,027,792$ 4.00 894,876$ (1.00) (132,916)$ Accounting, Treasury, AP/AR #Portfolio and Debt Management 0.50 43,622$ 0.50 43,673$ 0.50 48,286$ - 4,613$ Financial Reporting 5.00 797,582 5.00 869,992 4.50 770,232 (0.50) (99,760) Payment and Receipt Processing 2.00 132,973 2.00 153,224 2.00 154,082 - 858 #Centralized Mail Services - 62,544 - 62,711 - 55,471 - (7,240) Subtotal 7.50 1,036,722$ 7.50 1,129,599$ 7.00 1,028,071$ (0.50) (101,528)$ Purchasing Purchasing Management and Compliance 4.00 333,795$ 4.00 429,437$ 4.00 395,650$ - (33,787)$ Subtotal 4.00 333,795$ 4.00 429,437$ 4.00 395,650$ - (33,787)$ Budget0; 7Budget Development, Forecasting and Policy Analysis 5.50 688,370$ 5.50 725,539$ 4.00 533,565$ (1.50) (191,974)$ Subtotal 5.50 688,370$ 5.50 725,539$ 4.00 533,565$ (1.50) (191,974)$ Taxpayer Services & Compliance Taxpayer Services & Collections 7.00 994,713$ 6.00 2,233,464$ 4.00 938,294$ (2.00) (1,295,170)$ 1, Tax Audit 4.60 309,684 4.00 401,110 4.80 501,243 0.80 100,133 Tax Audit - Recreational Marijuana 0.90 73,397 0.90 95,066 0.60 55,219 (0.30) (39,847) #Tax Audit - Sugar Sweetened Beverage Tax 0.50 41,906 0.50 45,547 0.60 79,615 0.10 34,069 Subtotal 13.00 1,419,700$ 11.40 2,775,187$ 10.00 1,574,372$ (1.40) (1,200,815)$ Regulatory Licensing #1.80 199,091$ 1.50 202,419$ 2.15 179,132$ 0.65 (23,287)$ #Miscellaneous Vendor 0.40 30,382 0.20 17,583 0.40 31,240 0.20 13,657 #Medical Marijuana 0.60 123,353 1.40 121,308 0.75 68,176 (0.65) (53,132) Recreational Marijuana 1.20 180,947 2.50 246,398 1.55 176,020 (0.95) (70,378) #- 692 - - 0.15 35,120 0.15 35,120 Subtotal 4.00 534,464$ 5.60 587,708$ 5.00 489,688$ (0.60) (98,020)$ Payroll Payroll 4.00 355,714$ 4.00 372,517$ 4.00 358,430$ - (14,087)$ Subtotal 4.00 355,714$ 4.00 372,517$ 4.00 358,430$ - (14,087)$ Risk Management *53Property and Casualty Insurance 2.00 2,409,545$ 2.00 2,645,810$ 2.00 2,932,838$ - 287,028$ #Worker's Compensation Insurance 2.00 1,674,143 2.00 2,152,092 2.00 2,171,236 - 19,144 Subtotal 4.00 4,083,689$ 4.00 4,797,902$ 4.00 5,104,074$ - 306,172$ Total 47.00 9,210,101$ 47.00 11,845,680$ 42.00 10,378,726$ (5.00) (1,466,955)$ Personnel 4,303,286$ 4,995,157$ 4,482,793$ (512,365)$ Operating 4,752,430 6,695,396 5,732,316 (963,080) Interdepartmental Charges 105,052 105,054 94,485 (10,569) Cost Allocation 49,333 50,073 69,132 19,059 Total 9,210,101$ 11,845,680$ 10,378,726$ (1,466,955)$ General 42.50 5,084,507$ 42.50 7,002,232$ 37.40 5,195,037$ (5.10) (1,807,195)$ Sugar Sweetened Beverage Distribution Tax 0.50 41,906 0.50 45,547 0.60 79,615 0.10 34,068 Property and Casualty Insurance 2.00 2,409,544 2.00 2,645,810 2.00 2,932,838 - 287,028 Worker's Compensation Insurance 2.00 1,674,144 2.00 2,152,092 2.00 2,171,236 - 19,144 Total 47.00 9,210,101$ 47.00 11,845,680$ 42.00 10,378,726$ (5.00) (1,466,955)$ 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 STAFFING AND EXPENDITURE BY PROGRAM Department Administration, ERP, and Special Projects Liquor Licensing Administration EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND During the week of go-live for the new system, the sales tax and audit division collectively spent over 80 hours on the phone answering over 1,400 phone calls. City of Boulder 2021 Approved BudgetPage 105 2021 Approved Budget $21,325,117 Department Divisions • Administration • Community Risk Reduction • Emergency Services • Internal Support 2021 Key Initiatives • Launch Light Response Vehicle pilot with ALS capabilities to respond to medical emergencies. • Optimize deployment to maintain service-levels under financial constraint. • Streamline process for the replacement of fire apparatus to enhance operational consistency and cost effectiveness across the fleet. • Renegotiate 3rd party EMS and Ambulance contract to achieve Master Plan goals related to system resiliency and patient outcomes. Fire-Rescue Budget 122.00 FTE Department Funding General Fund 100% Prescribed Burn Finance Budget City of Boulder 2021 Approved BudgetPage 106 Fire-Rescue Budget Department Mission The Boulder Fire-Rescue Department protects lives and property from harm through effective risk reduction, emergency response, and recovery assistance. Department Overview Administration Administration provides strategic oversight and visioning, as well as financial, performance management, and data analytics for the department. The Administration division includes the Office of the Chief, who serves as the main point of representation for the department in areas of community importance, including long-term community risk mitigation planning and interagency relations, such as mutual aid agreements with neighboring jurisdictions. Community Risk Reduction Community Risk Reduction provides fire prevention services through public education, coordinated engineering, and enforcement initiatives. The public education program targets specific groups based on risk and key demographics. The workgroup also offers evaluation and intervention for children ages 3 to 18 who have been involved in a fire-setting incident. Community Risk Reduction also provides inspection and enforcement services to ensure existing buildings and new construction meet fire and safety code requirements, as well as providing fire cause and origin determination on all fires. Emergency Services Emergency Services provides a full range of emergency response services as noted in the City Charter, Boulder Valley Comprehensive Plan, and Department Master Plan. These services include responding to structure fires, wildland fire mitigation and response, surface water rescues, technical rescues, hazardous materials response, and emergency medical services. These services are carried out by sworn personnel who staff seven strategically located stations throughout the city. Several of these emergency response functions are fulfilled through contracts with cooperative entities to ensure resiliency and cost-effective service provision. Internal Support Internal Support provides the services necessary to run the department on a daily basis, including facilities and fleet maintenance, technology support, supplies and equipment maintenance, procurement and human resources management, occupational health, and training. The training program in particular provides an ongoing curriculum for all of the sworn personnel, helping them maintain the skills needed to handle the wide variety of community risks. These include emergency medical skills and various fire-fighting and life-saving certifications based on national standards. 2020 Accomplishments • Finalized Fire Master Plan and received Council acceptance. • Completed multi-year application and review process and received departmental accreditation from the Center for Public Safety Excellence (CPSE). • Altered nearly all departmental operations to safely and effectively respond to COVID-19 with focus on patient care and protection of personnel. • Shifted mid-stream (due to COVID-19) to launch internally run fire academy graduating 6 recruits. • Leveraged departmental expertise to help guide citywide infectious disease PPE procurement program. City of Boulder 2021 Approved BudgetPage 107 Fire-Rescue Budget Boulder Fire-Rescue received accredited status in early 2020 putting it in a select group of 284 fire agencies within North America to have received such a designation. Approximately 11% of the U.S. population and 17% of the Canadian population are protected by an accredited agency. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Fire-Rescue 160,000$ - (545,116)$ (2.00) New/Enhanced Program Launch Light Response Vehicle Pilot with ALS Capability - - 35,000 - New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Fire Portion)- - 133,384 - Increase Department Budget 160,000 - - - Cost Reduction of Existing Service Modify Water Rescue Program Service - - (31,000) - Reduce Programmatic Overtime - - (70,000) - Reduce Multiple NPE Expenditure Categories- Ongoing - - (80,000) - Reduce Occupational Health Programming - - (15,000) - Reduce Overtime Through Alternative Deployment Models including Light Response Vehicle Pilot - - (300,000) - Reduce Community Risk Reduction Administrative Capacity - - (67,000) (1.00) Reduce Wildland Fire Administration & Operations Capacity - - (150,500) (1.00) City of Boulder 2021 Approved BudgetPage 108 Fire-Rescue Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Emergency Operations Fire-Rescue 24.25 3,564,950$ 24.25 4,086,761$ 24.25 3,952,903$ - (133,858)$ Wildland Response 8.00 940,362 8.00 1,039,189 7.00 877,904 (1.00) (161,285) Water Rescue 24.25 3,585,274 24.25 3,313,043 24.25 3,346,199 - 33,156 Hazardous Materials 24.25 3,719,421 24.25 3,450,433 24.25 3,519,081 - 68,648 Emergency Medical Services 24.25 4,234,606 24.25 4,251,835 24.25 4,305,187 - 53,352 Subtotal 105.00 16,044,613$ 105.00 16,141,261$ 104.00 16,001,274$ (1.00) (139,987)$ Community Risk Reduction Public Education 2.67 337,845$ 2.67 298,699$ 2.33 271,270$ (0.34) (27,429)$ Code Enforcement 3.17 296,263 4.17 496,848 3.84 473,931 (0.33) (22,917) Investigations 1.16 288,760 1.16 234,271 0.83 227,575 (0.33) (6,696) Subtotal 7.00 922,868$ 8.00 1,029,818$ 7.00 972,776$ (1.00) (57,042)$ Internal Support Facilities (Stations)0.45 9,383,906$ 0.45 1,713,876$ 0.45 364,281$ - (1,349,595)$ Fleet 0.45 1,429,051 0.45 1,345,600 0.45 1,349,618 - 4,018 Supplies & Equipment 0.45 488,474 0.45 437,908 0.45 370,616 - (67,292) Technology 1.13 406,312 1.13 520,035 1.13 500,567 - (19,468) Safety Equipment 0.63 242,886 0.63 249,017 0.63 245,214 - (3,803) Human Resources 0.13 52,743 0.13 25,052 0.13 24,419 - (633) Occupational Health 0.63 227,145 0.63 220,704 0.63 192,901 - (27,803) Training 3.13 649,085 3.13 642,238 3.13 652,583 - 10,345 Subtotal 7.00 12,879,602$ 7.00 5,154,430$ 7.00 3,700,199$ - (1,454,231)$ Administration Strategic Planning 2.00 393,354$ 2.00 348,062$ 2.00 338,729$ - (9,333)$ Finance 2.00 237,002 2.00 238,457 2.00 235,286 - (3,171) Collaborating Agency Relationships - 26,578 - 76,853 - 76,853 - - Subtotal 4.00 656,934$ 4.00 663,372$ 4.00 650,868$ - (12,504)$ Total 123.00 30,504,017$ 124.00 22,988,881$ 122.00 21,325,117$ (2.00) (1,663,764)$ Personnel 17,789,361$ 17,765,823$ 17,485,639$ (280,184)$ Operating 1,703,305 1,819,453 1,944,558 125,105 Interdepartmental Charges 1,995,805 2,052,605 964,592 (1,088,013) Capital 9,015,546 1,351,000 930,328 (420,672) Total 30,504,017$ 22,988,881$ 21,325,117$ (1,663,764)$ General 122.33 22,215,321$ 124.00 21,637,881$ 122.00 21,325,117$ (2.00) (312,764)$ Open Space Fund 0.67 128,123 - - - - - - Community, Culture, & Safety Tax - 8,160,573 - 1,351,000 - - - (1,351,000) Total 123.00 30,504,017$ 124.00 22,988,881$ 122.00 21,325,117$ (2.00) (1,663,764)$ STAFFING AND EXPENDITURE BY FUND EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY PROGRAM Variance 2020 to 2021 2019 Actual 2021 Approved Budget 2020 Approved Budget City of Boulder 2021 Approved BudgetPage 109 2021 Approved Budget $3,198,298 Department Divisions • Contingency • Non-Departmental Contracts • Citywide Memberships • Citywide Programs Department Overview Contingency • The City Manager’s Contingency includes funds set aside for unforeseen matters that may arise during the fiscal year. Non-Departmental Contracts • Non-Departmental Contracts are annual contracts that promote or benefit the city. Citywide Memberships • Citywide Memberships includes funds for memberships in organizations for city departments and council that assist the city in influencing regional and national decision-making. Citywide Programs • Funding for citywide programs are funds for programs with an associated time frame or for planning and development of new programs to meet future needs of the city. General Governance Budget Department Funding General Fund 100% Boulder County Courthouse City of Boulder 2021 Approved BudgetPage 110 General Governance Budget Department Detail Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE General Governance 263,818$ - (21,900)$ - New/Enhanced Program New Budget for Centralized Personal Protective Equipment 263,818 - - - Cost Reduction of Existing Service Reduce Office of Special Events (OSE) Costs - - (21,900) - Variance 2020 to 2021 Amount Amount Amount Amount City Manager's Contingency Extraordinary Personnel -$ 119,916$ 119,916$ -$ Manager's Contingency 117,561 136,166 366,166 230,000 Subtotal 117,561$ 256,082$ 486,082$ 230,000$ Non-Departmental Contracts Convention and Visitors Bureau 2,233,482$ 2,329,300$ 1,401,363$ (927,937)$ Humane Society Building Loan 60,000 60,000 60,000 - Office of Emergency Management 285,293 285,000 285,000 - Tribal Consultation - 37,500 37,500 - Negotiations Support 12,298 46,393 46,393 - Subtotal 2,591,073$ 2,758,193$ 1,830,256$ (927,937)$ Citywide Memberships 48,500$ 49,543$ 50,534 991$ Colorado Municipal League 80,785 85,783 85,783 - Metro Mayors Caucus 8,558 8,686 8,720 34 National League of Cities 8,050 8,689 9,005 316 Rocky Flats Stewardship Coalitions 1,000 1,000 1,000 - Colorado Communication and Utility - 6,000 6,000 - Alliance for Innovation 7,650 7,650 7,650 - International Town and Gown Assoc.800 400 400 - Colorado Climate Future Coalition 30,000 30,000 30,000 - Mayor's Innovation Alliance 2,000 2,300 2,300 - Subtotal 187,344$ 200,051$ 201,392$ 1,341$ Citywide Programs West Nile Virus / IPM 253,487$ 258,750$ 258,750$ -$ Citywide Special Events / Coordinator 97,214 126,000 126,000 - Training and Technology 9,450 13,000 - (13,000) Event Support and Sponsorships 14,393 80,000 11,000 (69,000) 900 21,000 21,000 - Big Ideas Conference Host - 25,000 - (25,000) Citywide Personal Protective Equipment - - 263,818 263,818 Subtotal 375,444$ 523,750$ 680,568$ 156,818$ Total 3,271,422$ 3,738,076$ 3,198,298$ (539,778)$ Operating 3,271,422$ 3,738,076$ 3,198,298$ (539,778)$ Total 3,271,422$ 3,738,076$ 3,198,298$ (539,778)$ General 3,271,422$ 3,738,076$ 3,198,298$ (539,778)$ Total 3,271,422$ 3,738,076$ 3,198,298$ (539,778)$ Note: 2019 Actual Community Survey Denver Regional Council of Governments 2020 Approved Budget 2021 Approved Budget No budgeted FTE included in City Manager's Contingency, Non-Departmental Contracts, Citywide Memberships, or Citywide Programs. EXPENDITURE BY FUND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY City of Boulder 2021 Approved BudgetPage 111 2021 Approved Budget $20,054,114 Department Divisions • Administration • Community Relations • Policy / Data & Analytics • Housing Asset Management • Community Investment • Special Initiatives • Planning & Development Review • Community Family / Older Adult Services 2021 Key Initiatives • Continue implementation of the Homelessness Strategy including achieving housing goals, fully implementing integrated data for improved outcome tracking, and refine new adult homeless service system. • Continue investing city’s housing and human services financial resources aligning direct services with expanding partnerships to achieve outcome driven goals identified in the Human Services Strategy, Health Equity initiative, Housing Strategy, the Economic Sustainability Strategy, Resilience Strategy, and the Boulder Valley Comprehensive Plan (BVCP). • Continue to pursue identification of Boulder as a Lifelong Colorado community removing barriers and implementing strategies to ensure Boulder is a livable community for all ages and abilities. • Further the development of key affordable housing development and preservation projects in the city. The completion of various projects will add approximately 243 additional units in 2020. • Continue promotion of the city’s Human Rights Ordinance protecting against discrimination in housing, employments and public accommodation including the addition of two new protected classes – immigration status and source of income. Housing & Human Services Budget 44.25 FTE Sparkwest in Boulder Junction Department Funding General Fund 40% Sugar-Sweetened Beverage Distribution Tax Fund 19% Community Housing Assistance Program (CHAP) Fund 16% Affordable Housing Fund 15% HOME Investment Partnership Grant Fund 6% Community Development Block Grant (CDBG) Fund 4% Other Grants <1% City of Boulder 2021 Approved BudgetPage 112 Housing & Human Services Budget Department Mission The Housing and Human Services Department provides resources and community connections so everyone can experience Boulder as a just, inclusive, and equitable community. HHS commits to achieving this mission by building relationships with those serve, fostering collaborative partnerships, addressing systemic inequities, investing in and implementing effective, sustainable and solution-based policies and programs, and creating and preserving a diversity of housing options. Department Overview Administration Provides oversight of the department work programs, policy development and implementation, strategic and community planning, implementation of Housing initiatives, Human Services and Homelessness Strategies, regional partnership development and coordination, finance and budget oversight, and public communications. Community Relations Community Relations consists of Human Relations Commission (HRC), the Community Mediation Service (CMS), and Office of Human Rights (OHR). HRC is charged with identifying and addressing human relations issues and social problems, fostering positive community relations and protecting human rights, and making social policy recommendations to City Council. The HRC allocates funding to the community for cultural events and diversity and inclusion programs. CMS provides community conflict resolution services for city residents, and in some instances, organizations and businesses, including landlord-tenant and neighborhood disputes and restorative justice. OHR enforces the Human Rights and Failure to Pay Wages Ordinances. Policy & Planning Leads initiatives to address community housing needs, social policy, and equity issues through community and stakeholder engagement, supportive policy, market and data analysis; and development of effective policies and programs, identify and create effective social response systems; and, oversees development and implementation of the Housing, Human Services, and Homelessness Strategies. Coordinates with other city departments, community organizations and partners to implement city programs, policies and regulations including the Inclusionary Housing ordinance, Homelessness Strategy, and the Boulder County Regional Housing Partnership. The group establishes and monitors appropriate metrics to measure program success and effectiveness. Team also staffs the Housing Advisory Board. Housing Asset Management Serves the community by promoting and implementing the City of Boulder’s Affordable Homeownership Program. Asset Management also protects the integrity of the city’s affordable housing programs by ensuring compliance with state, federal and city rules and regulations. Community Investment Community Investment invests financial resources and provides technical assistance to housing partners and community-serving agencies. Local and federal housing funds create and preserve affordable housing, federal community development funding improves community facilities and supports programs serving low- and moderate-income persons, Human Services Funding supports the operations of community nonprofits, Health Equity Fund furthers health promotion, wellness programs, and chronic disease prevention to address health equity, the Substance Education and Awareness grant funding for community education and prevention programs for children, youth, and families related to substance and recreational marijuana use and impacts. Community Investment also participates in regional housing activities serving as the lead agency for the Boulder Broomfield HOME Consortium Boulder County Regional Housing Partnership and assists in allocating funding to address COVID-19. City of Boulder 2021 Approved BudgetPage 113 Housing & Human Services Budget Family Services Family Services includes the Child Care Subsidy Program (CCS), financial assistance to support low- and lower- middle-income families in paying for quality, affordable child care, and Family Resource Schools (FRS), a partnership with the Boulder Valley School District (BVSD) to provide outreach, direct services and referrals for families and children to remove academic and non-academic barriers to success in five Boulder elementary schools. Family Services promotes youth leadership development and engagement through the Youth Opportunities Program (YOP) and the city manager-appointed Youth Opportunities Advisory Board (YOAB), which advises the city on youth-related issues in the community. Older Adult Services Prior to the pandemic, Senior Services provided programs and services for older adults at the East and West Age Well Centers, including enrichment programs, resource seminars and support groups, wellness programs, day trips, resource and referral for community services, and short-term case management for vulnerable older adults. Senior Services administers the city’s Food Tax Rebate Program for families, individuals with disabilities and older adults with lower incomes. Senior Services collaborates with Boulder County and community agencies to plan, coordinate, and evaluate services for older adults, including the Age Well Boulder County strategic plan, and staffs the City Manager- appointed Senior Community Advisory Committee. The Committee provides consultation and expertise to city staff on policy and programs related to older adults and serves as city liaison to the Boulder Seniors Foundation. The current budget situation required the closing of the East Age Well Center and the suspension of many enrichment programs, resource seminars and support groups, wellness programs, and day trips. All other services continue, and suspended programs and services will resume as conditions improve and resources are available. 2020 Accomplishments • Amid the pandemic and associated city budget reductions, HHS continued to provide core services to the community including providing affordable homeownership opportunities, community mediation, case management for families and older adults, human rights protections, and ongoing policy guidance and implementation. • 199 new low/moderate/middle income permanently affordable homes were added this year with another 243 anticipated by the end of the year. • 8.4% of homes in the city are now permanently affordable showing remarkable progress towards the goal of 15% of homes by 2035. • Community Relations successfully petitioned the Boulder County District Court judges to encourage mediation prior to any eviction filing. • Progress continues on development projects furthering the city’s commitment to creating and preserving diverse housing options in Boulder. In partnership with Boulder Housing Partners, 120 affordable homes were completed at 30Pearl, a mixed-use development offering an additional 179 new market rate housing opportunities. Ponderosa Community Stabilization continued on the path to provide affordable and stable housing by annexing into the city, beginning infrastructure replacement and improvements, and designing housing options serving the residents of the community. Since the City of Boulder launched the Substance Education and Awareness (SEA) Fund in 2016 to prevent youth substance use by leveraging the city’s recreational marijuana tax revenue, $1.38M have been invested in community- and school-based youth programs and family-focused media campaigns. City of Boulder 2021 Approved BudgetPage 114 Housing & Human Services Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Housing & Human Services (181,400)$ - (1,327,666)$ (4.50) New/Enhanced Program Bring Early Diversion, Get Engaged (EDGE) Program In-House from Police - - 161,920 4.00 Increase Budget for Human Services Grants 200,000 - - - Cost Reduction of Existing Service Eliminate 3 Older Adult Services (OAS) Customer Service Positions - - (71,431) (1.50) Eliminate Asset Program Manager Position - - (118,040) (1.00) Eliminate Data Analytics Project Manager Position - - (87,221) (1.00) Eliminate Human Services Planner Position - - (101,547) (1.00) Eliminate Older Adult Services (OAS) East Center - - (9,620) - Eliminate Planner III Position - - (105,370) (1.00) Eliminate Program Development Manager Position - - (128,860) (1.00) Eliminate Program Manager Position - - (110,420) (1.00) Eliminate Senior Project Manager Position - - (36,682) (0.25) Eliminate Youth Opportunity Program Grant Funds - - (164,500) - Reduce Fleet Replacement Funding (69,948) - - - Reduce Grants for Homelessness Program (100,000) - - - Reduce Human Relations Commission - - (9,530) - Reduce Human Services Fund Grants (120,952) (336,114) - Reduce Multiple NPE Expenditure Categories- One-Time (90,500) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (125,375) - Reduce OAS Admin Spc Position and Temporary Help - (26,648) (0.25) Reduce Youth Opportunity Program Coordinator Position - (58,228) (0.50) Since 2018, Older Adult Services has provided over $100,000 to help with rent, utilities, health care and other basic needs and hosted over 875 programs and events. 2020 Accomplishments, Continued • Implemented the recently adopted Manufactured Housing Strategy through successful lobbying at the state legislature and adopted local ordinances that further Boulder Valley Comprehensive Plan (BVCP) policies. • Through coordinated efforts aligned with the Homelessness Strategy, helped 147 adults exit homelessness between January and June 2020, including the provision of housing for 70 people, family reunification services for 26 people, diversion services for 42 people and participation opportunities in treatment or other programs for 27 people. City of Boulder 2021 Approved BudgetPage 115 Department Detail Housing & Human Services Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 7.85 1,228,779$ 8.50 1,372,025$ 7.75 1,141,446$ (0.75) (230,579)$ Subtotal 7.85 1,228,779$ 8.50 1,372,025$ 7.75 1,141,446$ (0.75) (230,579)$ Family Services 0.29 172,150$ 0.28 239,580$ 0.28 241,764$ - 2,184$ Family Resource Schools 6.77 791,059 5.32 770,987 5.39 784,093 0.07 13,106 Prevention and Intervention - 146,167 - 148,430 - 146,230 - (2,200) Youth Opportunities Program 1.00 281,763 1.15 314,438 0.58 84,233 (0.57) (230,205) Subtotal 8.06 1,391,139$ 6.75 1,473,435$ 6.25 1,256,320$ (0.50) (217,115)$ 2.44 249,586$ 1.50 253,272$ 1.70 251,292$ 0.20 (1,980)$ Food Tax Rebate Program - - - - 0.30 23,962 0.30 23,962 Office of Human Rights 0.75 60,042 1.00 95,071 1.00 94,151 - (920) Community Mediation 2.00 201,602 2.00 199,423 2.00 203,737 - 4,314 Subtotal 5.19 511,230$ 4.50 547,766$ 5.00 573,142$ 0.50 25,376$ Community Funding & Planning 3.50 7,899,569$ 3.00 7,181,145$ 2.00 6,578,801$ (1.00) (602,344)$ 3.00 1,855,496 4.00 2,389,361 6.00 2,067,578 2.00 (321,783) Subtotal 6.50 9,755,065$ 7.00 9,570,506$ 8.00 8,646,379$ 1.00 (924,127)$ Senior Services Food Tax Rebate Program 0.28 30,028$ 0.42 36,504$ - -$ (0.42) (36,504)$ Senior Centers 4.44 393,112 3.84 344,361 2.20 233,924 (1.64) (110,437) Senior Resources 2.85 278,518 2.79 294,304 2.52 275,803 (0.27) (18,501) Senior Health & Wellness 0.82 161,907 1.19 178,812 1.08 166,421 (0.11) (12,391) Senior Social Programs 1.08 134,287 1.26 149,537 1.45 165,302 0.19 15,765 Subtotal 9.47 997,852$ 9.50 1,003,518$ 7.25 841,450$ (2.25) (162,068)$ Housing 4.00 21,190,152$ 3.00 5,932,477$ 1.75 6,045,734$ (1.25) 113,257$ Asset Management 3.00 707,540 5.00 925,715 4.25 808,247 (0.75) (117,468) Planning and Policy 4.50 531,146 4.50 520,329 4.00 450,131 (0.50) (70,198) Subtotal 11.50 22,428,838 12.50 7,378,521 10.00 7,304,112 (2.50) (74,409) Cost Allocation and Transfers Cost Allocation and Transfers - 286,915$ - 291,233$ - 291,265$ - 32$ Subtotal - 286,915$ - 291,233$ - 291,265$ - 32$ Total 48.57 36,599,818$ 48.75 21,637,004$ 44.25 20,054,114$ (4.50) (1,582,890)$ Personnel 4,662,493$ 5,060,274$ 4,519,931$ (540,343)$ Operating 31,000,547 16,102,108 15,101,129 (1,000,979) Interdepartmental Charges 162,456 183,389 141,789 (41,600) Capital 487,407 - - - Debt Service - - - - Cost Allocation 286,915 291,233 291,265 32 Total 36,599,818$ 21,637,004$ 20,054,114$ (1,582,890)$ General Fund 31.37 9,000,670$ 31.65 9,731,932$ 30.40 8,343,753$ (1.25) (1,388,179)$ Sugar Sweetened Beverage Distribution Tax 1.00 4,599,384 1.00 3,735,393 1.00 3,720,384 - (15,009) Affordable Housing 7.88 18,654,633 7.84 3,166,088 6.09 2,919,288 (1.75) (246,800) Community Housing Assistance Program 4.97 3,146,818 5.00 3,176,937 4.25 3,059,469 (0.75) (117,468) Community Development Block Grant 2.35 656,256 2.26 732,101 2.01 824,551 (0.25) 92,450 HOME Investment Partnership Grant 1.00 542,057 1.00 1,094,553 0.50 1,186,669 (0.50) 92,116 Total 48.57 36,599,818$ 48.75 21,637,004$ 44.25 20,054,114$ (4.50) (1,582,890)$ Community Relations STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY Community Relations and Human Relations Commission Community Funding Planning Early Childhood Programs Community Investment Variance 2020 to 2021 2019 Actual 2020 Approved Budget 2021 Approved Budget City of Boulder 2021 Approved BudgetPage 116 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 117 2021 Approved Budget $4,417,549 Department Divisions • Core HR Administration • Business Partnership & Labor Relations • Learning • HR Technology & Data • Talent Acquisition • Total Rewards (Benefits, Compensation, & Well-Being) 2021 Key Initiatives • Human capital management and payroll system implementation (phase 1). • Develop employee bonus and incentive program. • As budget allows, relaunch core HR services (e.g., citywide learning program, leadership academy, career coaching, tuition reimbursement) with an eye to equity. • Co-lead a citywide initiative to define the future of work – considering workplace of the future, talent acquisition, development and retention, employer brand, city culture building, and total rewards. • Continued focus on approaching recruitment, retention, employee development, total rewards, and learning through a racial and gender equity lens. Human Resources Budget City Staff Maintaining The Trail System 22.00 FTE City of Boulder 2021 Approved BudgetPage 118 Human Resources Budget Department Mission The Human Resources (HR) department seeks to maximize the city’s significant investment in people by fostering a culture and brand that embody our core values, and by aligning our workforce to best meet desired citywide business outcomes. This is done by providing services focused on improving the employee experience to attract, retain, and reward high performing staff at all levels of the city organization. Department Overview Core HR Administration Core HR collaborates with employees and managers across the city to execute foundational HR transactions ensuring timely and accurate payroll, benefits, recruiting, onboarding, and offboarding. The team provides frontline customer service and triages employee issues to escalate appropriately. Business Partnership & Labor Relations HR Business Partners (HRBPs) work collaboratively with the city’s workforce to provide people-oriented solutions based on expertise in human resources and broad-based knowledge of the city operations. HRBPs assist in strategy development for the clients they support in areas such as hiring and selection, compensation and classification, retention and talent development, and employee/labor relations. This team manages the city’s negotiation strategies and processes to create union contracts with collective bargaining units: Boulder Municipal Employees Association (BMEA), International Association of Fire Fighters (IAFF) and Boulder Police Officers Association (BPOA). The team also advises employees and supervisors on contract interpretation and application. Learning The Learning function designs and delivers high quality training solutions to all city employees. The learning program is aligned to the city’s organizational effectiveness framework and administered via in-person and digital platforms. HR Technology & Data Manages the department’s applications portfolio and core HR system, provides people-analytics services, and partners with Innovation & Technology to best enable HR services with technology. This team will drive a multi- year Human Capital Management System implementation beginning in 2021. Talent Acquisition Talent Acquisition supports all departments in attracting and hiring the best talent to meet their business objectives. Talent Acquisition partners with Total Rewards to attract talent by promoting the city’s competitive compensation, benefits, and lifestyle perks and by establishing strong employer brand awareness. Total Rewards (Benefits, Compensation, Well-Being) The Total Rewards team manages the City of Boulder employee compensation and benefit programs. This includes benefits selection and renewal strategies, open enrollment administration and benefits management for medical, dental, vision, life, other supplemental insurance, and voluntary products. It also manages the city’s compensation and classification strategies and policies and ensures fair pay practices based on market and budget. The team also provides benefits outreach, retirement consulting, and ensures compliance with the Family and Medical Leave and Affordable Care acts. Well-Being develops and manages the citywide wellness program, “Well-Being @Work”, that aims to support employees in improving their health, morale and engagement. This work is led by the Well-Being Coordinator and supported by staff ‘wellness champions’ from city departments across the organization. City of Boulder 2021 Approved BudgetPage 119 Human Resources Budget 2020 Accomplishments • Led employee-centric citywide response and recovery efforts to COVID-19 through a strategic personnel reduction, temporary policy changes, and employee communication. • Launched a market-based and equitable citywide job classification and compensation structure. • Completed a multi-year planning and readiness phase in preparation for a 2-year human capital management and payroll system implementation. • Continued to apply a racial and gender equity lens to all HR work including removing names from all job applications, completing a pay equity analysis, and readying for adoption of CO Equal Pay for Equal Work Act. • Redefined the role and processes for core HR transactions and frontline customer service. • Continued growth of in-house HR subject matter expertise by adding staff that bring skills related to HR strategy and ops, benefits and compensation analysis, and HR data and systems. • Launched a series of employee pulse surveys to drive key decisions around COVID-19 recovery and the overall employee experience. The city will save nearly $1.7m with a one city, one Boulder approach to 6 holiday furlough days in 2020. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Human Resources (170,000)$ - 254,679$ (1.00) New/Enhanced Program New Human Resources Information System (HRIS) Administration - - 500,000 - Cost Reduction of Existing Service Eliminate HR Coordinator Position - - (90,321) (1.00) Reduce Multiple NPE Expenditure Categories- One-Time (170,000) - - - Reduce Multiple NPE Expenditure Categories- Ongoing - - (140,000) - Repurpose Talent Acquisition Manager to Recruiting Program Manager - - (15,000) - City of Boulder 2021 Approved BudgetPage 120 Department Detail Human Resources Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration Strategy 3.00 456,867$ 2.00 374,638$ 2.00 374,638$ - -$ Business & Technology Services 3.00 371,818 3.00 558,814 3.00 858,814 - 300,000 Core HR - - - 150,000 4.00 506,000 4.00 356,000 Citywide Compensation Adjustments - - - 750,000 - 750,000 - - Subtotal 6.00 828,686$ 5.00 1,833,451$ 9.00 2,489,451$ 4.00 656,000$ Business Partnership & Labor Relations Business Partnership & Labor Relations 7.00 753,605$ 6.00 901,252$ 5.00 751,000$ (1.00) (150,252)$ Subtotal 7.00 753,605$ 6.00 901,252$ 5.00 751,000$ (1.00) (150,252)$ Learning Learning 3.00 506,562$ 3.00 479,511$ 1.00 215,000$ (2.00) (264,511)$ Subtotal 3.00 506,562$ 3.00 479,511$ 1.00 215,000$ (2.00) (264,511)$ Talent Acquisition Talent Acquisition 2.00 298,173$ 2.00 300,945$ 1.00 178,040$ (1.00) (122,905)$ Subtotal 2.00 298,173$ 2.00 300,945$ 1.00 178,040$ (1.00) (122,905)$ Benefits Administration 4.00 535,346$ 5.00 578,286$ 3.00 316,044$ (2.00) (262,242)$ Compensation 1.00 202,287 1.00 156,688 2.00 156,688 1.00 - Well-Being Programs & Administration 1.00 299,086 1.00 359,513 1.00 311,325 - (48,188) Subtotal 6.00 1,036,720$ 7.00 1,094,487$ 6.00 784,058$ (1.00) (310,430)$ Total 24.00 3,423,746$ 23.00 4,609,646$ 22.00 4,417,549$ (1.00) (192,097)$ Personnel 2,474,075$ 2,701,506$ 2,587,215 (114,291)$ Operating 887,113 1,848,825 1,783,032 (65,793) Interdepartmental Charges 62,558 59,315 47,302 (12,013) Capital - - - - Total 3,423,746$ 4,609,646$ 4,417,549$ (192,097)$ General 24.00 3,423,746$ 23.00 4,609,646$ 22.00 4,417,549 (1.00) (192,097)$ Total 24.00 3,423,746$ 23.00 4,609,646$ 22.00 4,417,549$ (1.00) (192,097)$ Total Rewards EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 STAFFING AND EXPENDITURE BY PROGRAM There are 7,000+ training courses available to enhance employee development. City of Boulder 2021 Approved BudgetPage 121 2021 Approved Budget $14,395,083 Department Divisions • Capital, Non-IT, & Citywide Items • Administration • Application Services • Customer Engagement • Cyber Security and Privacy • Infrastructure Services • Innovation & Analytics • Project Management Office 2021 Key Initiatives • Continued construction of Broadband fiber infrastructure. • Implementation of phase one of the Data Warehouse. • Following fall 2020 user testing and department content migration, a newly redesigned city website will launch in first quarter of 2021. • The development of phase 1 of the Constituent Relationship Management (CRM) will begin in early 2021. • City staff will evaluate shared files on city systems and move relevant content to SharePoint and Microsoft Teams, reducing our on-premise storage footprint and improving collaboration. Architecting a next generation Azure computing and data infrastructure will continue our work to transition more city services to the cloud. • A Boulder Direct Democracy Online (BDDO) system will be released, as authorized by Measure 2G, for 2021 elections. • Ongoing digital transformation with focus on developing a comprehensive digital transformation roadmap, including establishment of citywide digital signature capabilities for use on both internal and external processes requiring formal signature. • Establishment of a Security, Risk, and Compliance Advisory Committee as well as a Digital Services Governance Committee. Innovation & Technology Budget 39.00 FTE Construction of Broadband Network Department Funding General Fund 39% Governmental Capital Fund (tied to General Fund) 33% Telecommunications Fund 3% Computer Replacement Fund 25% City of Boulder 2021 Approved BudgetPage 122 Innovation & Technology Budget Department Mission The Innovation and Technology (IT) department enables impactful, efficient, and high-quality services for constituents and employees through operational effectiveness, innovation, and technology systems. Our services include: • Citywide technology leadership, IT administration and procurement. • Support for over 1,600 employees and thousands of end user computing devices. • Connectivity and service availability via critical infrastructure, including 200 miles of fiber optic cable, hundreds of servers and two data centers. • Management of constituent-facing and business critical applications. • Integration, analysis and management of city data. • Business process improvement and implementation of technology projects and systems. • A security program focused on relationship-building and getting the basics right to keep constituents, employees, data, and systems secure from cyber and privacy threats. • Employee training and communications that achieve to successfully manage change, engage and train city employees about technology. • Innovation that drives transformation of Boulder’s operations through experimentation. Department Overview Capital, Non-IT, & Citywide Items Includes partial funding for major citywide technology initiatives. The most notable item in this category is funding for the IT Capital Improvement Plan, which supports broadband project activities. Administration The IT Administrative division provides overall leadership, strategic planning, and management support to the other divisions of IT, including financial management and administration of citywide technology funds. Application Services The Application Services division provides software support, application development, data management, software implementation, and reporting support to both the city’s customer-facing municipal services (e.g. city website, Police, Fire-Rescue, Parks and Recreation, Public Works Utilities, etc.) and internal business operations (e.g. Human Resources, Finance, etc.). The division is increasingly focused on the use of new application and data analysis to integrate systems and provide new, online services and digital information. Customer Engagement The Customer Engagement division is responsible for IT Service Desk support, training, and communications. The IT Service Desk provides phone and email-based technical support to all city staff members with a focus on first-call resolution whenever possible. If issues cannot be resolved at the Service Desk, they are triaged to another IT team. The IT training team facilitates a wide variety of modern, custom training approaches for several technology tools used in the city by leveraging instructor-led training, user guides, videos, eLearning, and more. IT communications manages connections with IT users, focusing on important changes and information in our technology environment. The Open Data program publishes 113 datasets, representing 90 percent of city departments. Of the 102 datasets, 54 have automated updates. City of Boulder 2021 Approved BudgetPage 123 Innovation & Technology Budget Cyber Security & Privacy The Cyber Security division provides technology risk management, data governance and data loss prevention, security incident handling and recovery, vendor and application security assessments, enterprise-wide technology and process hardening, business continuity planning, policy development, contract assessment, and staff education. The Cyber Security division is responsible for the city’s statutory and industry compliance posture in the areas of privacy, healthcare, critical infrastructure, payment card, and criminal justice information. These services are provided proactively to all city departments, city employees, and persons associated with the city such as volunteers, boards and commissions members, and City Council members. Infrastructure Services The Infrastructure Services Division provides a reliable and robust data, voice, and fiber optic communications infrastructure supporting over 1,600 city employees, telephones, workstations, mobile devices, and over 350 physical and virtual servers providing voice, Web, e-mail, GIS, database, and office productivity services. Infrastructure Services also takes a leadership role in the research, selection, and implementation of new devices, Internet of Things (IoT), server, storage, managed cloud services, and telecommunication technologies to help improve city services now and in the future. Innovation & Analytics The Innovation and Analytics division partners with city departments to apply collaborative, user-centric, and data-driven practices that heighten service to the Boulder community. The division helps departments leverage their data assets for informed decision-making with data science and business intelligence practices, while also improving transparency and accountability through open data publishing and data-informed community engagement. The division uses process improvement training and methods to help city staff continuously improve their program and processes’ performance. The division also helps IT and departments seek, incubate, partner on, and pilot new solutions that transform the city’s digital footprint to best serve the Boulder community. Project Management Office The IT Project Management Office (PMO) delivers management and consulting services for numerous city initiatives. The IT PMO specializes in meeting the city’s project management, business analysis, and process improvement needs in the technology space. Internally, the Project Management Office supports all IT work planning efforts, resource management, and procurement related activities such as contracting and request for proposal (RFP) processes. 2020 Accomplishments • IT implemented several new technologies to enhance city staff’s remote access and collaboration capabilities including, Remote Desktop Services which provides secure remote access to city network resources and specialized applications from any Internet attached computer, Always on VPN which allows all city laptops/tablets to remotely and seamlessly access city network resources, and Microsoft Teams, which provides voice communication, video meeting/chat, collaboration and file sharing capabilities from any Internet attached device (computer, tablet, smartphone). • A new Microsoft Teams-based phone system was implemented, greatly enhancing communication capabilities for an internal, mobile and remote workforce while reducing overall costs by nearly $300k/year. • A two-year project began to build approximately 60 miles of broadband infrastructure, along with 10 miles of fiber laterals to key locations in the city including 20 low and middle-income housing areas with low services, traffic signals, and radio towers. This will be the first step in core smart city infrastructure as well as closing the access gap in our community. Since the COVID-19 Work from Home order, there have been 748,051 Teams chat messages, 20,320 Teams calls and 31,006 Teams meetings. City of Boulder 2021 Approved BudgetPage 124 Innovation & Technology Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Innovation & Technology -$ - (672,065)$ (5.00) New/Enhanced Program New Database Administrator Position - - 102,115 1.00 Cost Reduction of Existing Service Eliminate Business Analyst II Position - - (125,311) (1.00) Eliminate Data Analytics Project Manager Position - - (85,173) (1.00) Eliminate GIS Program Manager Position - - (120,464) (1.00) Eliminate PMO Position - - (79,150) (1.00) Eliminate Manager Position (TBD)- - (115,568) (1.00) Eliminate Tech Support Analyst II Position - - (86,801) (1.00) Reduce Consulting Costs - - (60,000) - Reduce Staff Training Budget - - (42,501) - Suspend IT Paid Internship Program - - (59,211) - 2020 Accomplishments, Continued • The cyber security program strengthened our email anti-phishing safeguards, performed freshwater utility and water reclamation utility critical infrastructure audits, and completed the city’s 2020 payment card industry compliance self-assessment. Projects are in progress to enable multi-factor authentication and deliver a cyber security skills training to all city employees. As a result of our citywide cyber security efforts and engaged staff, the city did not experience any significant security incidents in 2020. • Numerous data management and analytics goals were accomplished in 2020. A new Data Policy was approved on January 1st and the city began implementing key data principles through data classification and data use agreements. As a result of the new Data Policy, we began road mapping and implementing a new citywide data warehouse architecture, laying the foundation for strengthened data integrity, protection, sharing, and analytics. In the context of this work, Boulder became one of just 24 U.S. cities and the first in Colorado to be recognized by What Works Cities for its data and innovation practices, receiving silver certification in 2020. The Innovation and Analytics division began exhibiting its more sophisticated data science capabilities with the new Data Scientist role hired in fall 2019. The team supported COVID-19 response and recovery efforts, including development of a COVID-19 Early Detection Warning System for Boulder County jurisdictions to identify early virus trends using 911 call data. Data and Analytics partnered with the city’s Racial Equity Program to develop new equity indicators and assessment tools that will help departments objectively assess equity impacts of services. The team also supported the Boulder Police Department’s new Police Chief’s efforts to strengthen its data assets and operational data tools. • The Department undertook several cutting-edge initiatives to strengthen public engagement through the city’s digital footprint. IT and Communications led initial design and BETA testing of a new, public facing website design developed through specific user surveying and design practices. The department partnered with Community Vitality and Google.org to develop the ‘Boulder for Me’ service eligibility calculator, a tool to be integrated into the new website for community members to quickly understand what services the city offers to meet their greatest needs. • A new Boulder Direct Democracy Online (BDDO) system was developed, which will allow Boulder registered voters to endorse petitions online during elections in 2021. • Worked jointly with the Finance Department to implement a new Sales Tax system (GenTax), which allows Boulder businesses to file and submit their tax payments online. City of Boulder 2021 Approved BudgetPage 125 Innovation & Technology Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 3.00 384,435$ 3.00 494,768$ 3.00 416,529$ - (78,239)$ Subtotal 3.00 384,435$ 3.00 494,768$ 3.00 416,529$ - (78,239)$ Customer Experience 1.30 260,584$ 2.35 246,986$ 2.40 233,690$ 0.05 (13,296)$ 1.00 180,243 1.20 144,601 1.50 176,985 0.30 32,384 Subtotal 2.30 440,827$ 3.55 391,588$ 3.90 410,675$ 0.35 19,087$ Strategy and Innovation Innovation 2.00 371,781$ 3.00 451,633$ 2.00 323,544$ (1.00) (128,089)$ Subtotal 2.00 371,781$ 3.00 451,633$ 2.00 323,544$ (1.00) (128,089)$ Application Services 16.75 1,648,058$ 10.82 1,753,264$ 9.90 1,464,658$ (0.92) (288,606)$ Database Administration 1.00 248,014 1.13 181,304 2.10 322,316 1 141,012 Subtotal 17.75 1,896,072$ 11.95 1,934,568$ 12.00 1,786,974$ 0.05 (147,594)$ Project Management Office - 560,305$ 5.00 663,710$ 3.00 415,991$ (2.00) (247,719)$ Subtotal - 560,305$ 5.00 663,710$ 3.00 415,991$ (2.00) (247,719)$ Infrastructure Services 2.30 348,108$ 2.15 364,916$ 2.20 365,571$ 0.05 655$ Server Administration 3.35 539,575 4.20 598,271 4.40 605,886 0.20 7,615 8.65 845,917 7.40 929,353 5.50 664,974 (1.90) (264,379) Subtotal 14.30 1,733,600$ 13.75 1,892,540$ 12.10 1,636,431$ (1.65) (256,109)$ Security Services Security Administration 1.40 255,044$ 2.75 486,604$ 2.00 368,759$ (0.75) (117,845)$ Subtotal 1.40 255,044$ 2.75 486,604$ 2.00 368,759$ (0.75) (117,845)$ Citywide IT (non-departmental) - 6,072$ - -$ - -$ - -$ - 137,860 1.00 439,688 1.00 268,264 - (171,424) 1.00 2,532,167 - 2,898,908 - 2,797,316 - (101,592) Subtotal 1.00 2,676,099$ 1.00 3,338,596$ 1.00 3,065,580$ - (273,016)$ Capital Improvement Program - 2,166,473$ - 4,292,472$ - 5,970,600$ - 1,678,128$ Subtotal - 2,166,473$ - 4,292,472$ - 5,970,600$ - 1,678,128$ Total 41.75 10,484,636$ 44.00 13,946,478$ 39.00 14,395,083$ (5.00) 448,605$ Personnel 5,162,362$ 5,495,501$ 4,687,785$ (807,716)$ Operating 4,415,461 3,847,604 3,642,722 (204,882) Interdepartmental Charges 178,213 209,846 148,732 (61,114) Capital 649,541 4,313,284 5,835,600 1,522,316 Other Financing Uses 79,058 80,244 80,244 - Total 10,484,635$ 13,946,478$ 14,395,083$ 448,605$ General 40.75 5,785,995$ 43.00 6,755,098$ 38.00 5,652,167$ (5.00) (1,102,931)$ Governmental Capital - 1,516,933 - 3,385,000 - 4,735,000 - 1,350,000 Telecommunications 1.00 412,291 1.00 568,036 1.00 412,795 - (155,241) Computer Replacement - 2,769,416 - 3,238,343 - 3,595,121 - 356,778 Total 41.75 10,484,635$ 44.00 13,946,478$ 39.00 14,395,083$ (5.00) 448,605$ Project Management EXPENDITURE BY CATEGORY Capital Improvement Program End-User Device and Office Automation Administration and Tier 2 Support STAFFING AND EXPENDITURE BY FUND Citywide Telecommunications & Computer Replacement Programs - Non CIP IT Capital Money Telecom Connectivity Variance 2020 to 2021 2019 Actual 2021 Approved Budget 2020 Approved Budget STAFFING AND EXPENDITURE BY PROGRAM Network Administration Applications & Related Support Service Desk Training In June 2020 alone, our email system received 1.2 million messages and sent 170,000 messages. 60,000 phishing messages and 240,000 spam messages were detected and quarantined by our email protection system. Innovation & Technology Budget City of Boulder 2021 Approved BudgetPage 126 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 127 2021 Approved Budget $9,251,680 Department Divisions • Administration • Public Services • eServices • Community Engagement & Enrichment • Office of Arts & Culture 2021 Key Initiatives • Continue planning of the North Boulder Branch Library project and associated public art. • Implement facility floorplan and furnishing enhancements to improve patron access at the George Reynolds Branch Library. • Offer One Book, One Boulder for the second year. As in 2020, the book selected will reflect community interests, needs and current events, and several events will be offered to all ages around the topic/ selected book. • Continue and expand the Creative Neighborhoods: Work Projects to build the positive social infrastructure potential of arts leadership at a very local level and in response to the developing circumstances of the pandemic and recession. • Conduct the 6th Arts and Economic Prosperity Study in collaboration with American’s for the Arts which will comprehensively examine the economic impact of cultural nonprofits and their audiences. Library & Arts Budget 68.75 FTE Boulder Public Library Department Funding General Fund 83% Library Fund 16% Governmental Captial Fund 1% City of Boulder 2021 Approved BudgetPage 128 Library & Arts Budget Department Mission The Boulder Public Library connects people, ideas, and information to transform lives and strengthen our community. The Boulder Office of Arts and Culture coordinates an alignment in the creative community around the Community Cultural Plan’s Vision for Culture: Together, we will craft Boulder’s social, physical, and cultural environment to include creativity as an essential ingredient for the well-being, prosperity, and joy of everyone in the community. Department Overview Administration Administration is comprised of the director’s office and administrative roles, including project/contract management and long-range planning, budget and accounts payable functions, volunteer services, facilities maintenance, and administrative support for the Library Commission, the Arts Commission, and the Boulder Library Foundation. It also includes oversight of the Carnegie Library for Local History. Public Services Public Services includes customer service staff, materials circulation services, interlibrary loans, patron account maintenance, holds and Prospector system administration, and materials handling. The division supports reference and technology assistance and oversight of the Meadows, George Reynolds, and North Boulder (NoBo) Corner Library branch operations and programs. eServices eServices manages the administration and maintenance of library-specific IT systems and equipment, including the integrated library system and self-checkout machines, the Automated Materials Handling systems, the public computer reservation and printing system, computer technology support, the library website, the public meeting room A/V equipment, BLDG 61 (library maker space), collection development and the curation of library materials (books, music, movies and more) and electronic resources (ebooks, informational databases, and streaming/downloadable content) and resource services (receiving, processing, and cataloging library materials and resources). Community Engagement & Enrichment This division helps connect the community with the library through educational and entertaining programs, events, exhibits and outreach; literacy-building and learning for all ages; communications, community engagement, and marketing; and fundraising in league with the Boulder Library Foundation and through other external grant opportunities. The division includes the Programs, Events and Outreach team, Youth Services, the BoulderReads adult literacy work group, and the library’s communications and grant-writing teams. Office of Arts & Culture Includes administration and oversight of cultural grants, creative sector programs, public art, support for cultural nonprofits, creative neighborhoods programs, and support for individual artists and creative professionals. It also is responsible for administering support for the Dairy Center for the Arts, Boulder Museum of Contemporary Arts, the NoBo Art District, and the Arts Commission. The new public art project in the Civic Area by Adam Kuby supports dozens of local jobs in construction, metal fabrication, engineering, concrete, landscaping, and more. City of Boulder 2021 Approved BudgetPage 129 Library & Arts Budget Significant Changes 2020 Accomplishments • Implemented holds carryout service at the Main Library and Meadows Branch Library, to get books and more into the hands of community members during the Governor’s “Stay at Home” order. Assigned staff from several library teams to offer onsite self-service holds pick-up of library materials, copy/print services, and physically-distanced computing. • Distributed 250 wireless hotspots with unlimited data service to low-income families in need of an internet connection for virtual schooling and other internet connectivity needs. • Expanded the Online Library for all ages featuring ebooks, downloadable audiobooks, movies, and music, online classes, community and research resources, homework help, hundreds of interactive and recorded virtual events and programs for all ages, how-to videos, tech help, reading recommendations and much more. • Quickly established the “Creative Neighborhoods: Work Projects” initiative which connects artists who have been impacted financially by the pandemic with commissions for projects to help their neighbors reconnect and recover. • Worked with the Boulder Arts Commission, City Manager’s Office, Budget and Finance Department, and the arts service nonprofit Create Boulder to move funding to nonprofit stabilization challenge fund. That investment of $20,000 was doubled by donations to Create Boulder, and then further expanded to return more than $160,000 to Boulder cultural nonprofits. • Responded promptly to the closures of the pandemic to move Boulder Arts Week online. This included providing sponsorships to help artists with the costs of conducting their programs online. And, establishing a new website: Boulder Arts Online, which continues to serve as a clearinghouse for pandemic-friendly arts activity. SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Library & Arts (215,722)$ 2.50 (1,120,010)$ (10.50) New/Enhanced Program Bring Library Security & Support Services In-House - - 100,000 1.75 Increase Budget for Cultural Grants (Arts)100,000 - - - Increase Budget for Library Services 100,000 2.50 - - Cost Reduction of Existing Service Reduce Administrative Functions & Sponsorships (Arts)(3,861) - (66,484) - Reduce Cultural Grants Program (Arts)(39,312) - (117,938) - Reduce Public Art Maintenance & Unscheduled Projects (Arts)(20,000) - (5,100) - Adjust Operations at Meadows, Reynolds, & NoBo Branch Libraries - - (4,500) - Adjust Operations for Library Acquisitions, Collection Development, Resource Services, & Archive - - (127,500) - Adjust Operations for Main Library Patron & Youth Services & Materials Handling - - (3,500) - Adjust Operations for Materials Handling - - (109,889) (2.25) Adjust Operations for Programs, Events, & Sponsorships - - (11,000) - Eliminate 2 Programs, Events, & Outreach Specialist Positions - - (94,189) (1.25) Eliminate 3 Branch Library Specialist Positions - - (141,037) (2.25) Eliminate 3 Library Specialist Positions - - (134,979) (2.25) Eliminate Bilingual Library Youth Specialist Position - - (63,997) (0.50) Eliminate Branch Services Manager Position - - (102,647) (1.00) Eliminate Collection Development & Library Specialist Position (51,105) (0.75) Eliminate Creative Technologist Position - - (63,617) (1.00) Eliminate Library & Scheduling Specialist Position - - (66,596) (1.00) Hold Carnegie Branch Librarian Position Vacant (90,329) - - - Hold Resource Services Manager Position Vacant (110,252) - - - Reduce BLDG61 Makerspace Materials - - (30,000) - Reduce BoulderReads Program & Hold BoulderReads Manager Position Vacant (66,968) - (1,500) - Reduce Non-Personnel Staff Support (85,000) - (24,432) - City of Boulder 2021 Approved BudgetPage 130 Library & Arts Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Library Administration 4.00 741,670$ 4.00 894,553$ 5.75 765,835$ 1.75 (128,718)$ - 218,451 - 300,585 - 307,304 - 6,719 Volunteer Services 1.00 110,586 1.50 132,455 1.50 122,313 - (10,142) Grant Programs - 398,874 - 450,000 - 323,500 - (126,500) Subtotal 5.00 1,469,580$ 5.50 1,777,593$ 7.25 1,518,952$ 1.75 (258,641)$ Arts and Culture Arts Administration 3.00 437,733$ 3.00 494,859$ 3.00 441,184$ - (53,675)$ Arts Grants - 931,373 - 925,000 - 874,650 - (50,350) 0.50 48,109 0.50 44,986 0.75 44,744 0.25 (242) Public Art Maintenance - - - 30,000 - 4,900 - (25,100) Subtotal 3.50 1,417,214$ 3.50 1,494,845$ 3.75 1,365,478$ 0.25 (129,367)$ Community Engagement and Enrichment 2.25 188,441$ 2.25 192,429$ 1.50 118,089$ (0.75) (74,340)$ 2.50 254,977 2.50 250,249 2.00 165,241 (0.50) (85,008) 5.25 490,098 5.25 468,767 4.00 371,442 (1.25) (97,325) 5.50 1,602,408 5.50 1,608,586 4.75 1,545,327 (0.75) (63,259) 6.00 443,368 7.00 534,947 6.50 471,142 (0.50) (63,805) Subtotal 21.50 2,979,293$ 22.50 3,054,978$ 18.75 2,671,241$ (3.75) (383,737)$ Public Services 21.25 1,357,661$ 21.25 1,366,194$ 16.75 1,157,007$ (4.50) (209,187)$ 14.50 928,738 15.50 1,024,294 12.25 784,043 (3.25) (240,251) Subtotal 35.75 2,286,399$ 36.75 2,390,488$ 29.00 1,941,050$ (7.75) (449,438)$ eServices 6.00 412,463$ 6.00 490,088$ 5.00 331,630$ (1.00) (158,458)$ 3.00 917,754 3.00 898,452 3.00 954,063 - 55,611 - 127,265 - 176,500 - 156,000 - (20,500) 3.00 298,445 3.00 322,022 2.00 213,265 (1.00) (108,757) Subtotal 12.00 1,755,927$ 12.00 1,887,062$ 10.00 1,654,958$ (2) (232,104)$ Capital Improvement Program - 763,095$ - 7,728,823$ - 100,000$ - (7,628,823) Subtotal - 763,094.90$ - 7,728,823$ - 100,000$ - (7,628,823)$ Total 77.75 10,671,508$ 80.25 18,333,789$ 68.75 9,251,680$ (11.50) (9,082,109)$ Personnel 5,992,114$ 6,407,693$ 5,369,055$ (1,038,638)$ Operating 3,447,175 3,722,082 3,243,790 (478,292) Interdepartmental Charges 476,561 475,191 538,835 63,644 Capital 755,658 7,728,823 100,000 (7,628,823) Total 10,671,508$ 18,333,789$ 9,251,680$ (9,082,109)$ General 77.00 9,190,966$ 79.75 9,044,061$ 68.25 7,716,913$ (11.50) (1,327,148)$ Library 0.50 1,480,542 0.50 1,560,905 0.50 1,434,767 - (126,138) Governmental Capital - - - 700,000 - 100,000 - (600,000) Capital Development - - - 3,000,000 - - - (3,000,000) Capital Improvement CCS - - - 4,028,823 - - - (4,028,823) Total 77.75 10,671,508$ 80.25 18,333,789$ 68.75 9,251,680$ (11.50) (9,082,109)$ Makerspace Capital Improvement Program EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Branch Libraries Resource Services Technology Support Flatirons Library Consortium Library Facility and Asset Maintenance Patron Services Arts Programs BoulderReads Carnegie Library for Local History Programs, Events, & Outreach Library Materials Youth Services STAFFING AND EXPENDITURE BY PROGRAM 2019 Actual Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 Between April and July, BPL created 90 online story time videos families can enjoy 24/7 while staying Safer at Home, and launched a popular Dial-a-Story line, community members can call to hear a new story read weekly. City of Boulder 2021 Approved BudgetPage 131 2021 Approved Budget $2,050,646 Department Divisions • Administration • Adjudication • Case Management 2021 Key Initiatives • Establish a Community Court if funding materializes from the training and technical assistant grant from the U.S. Department of Justice mentioned in 2020 Accomplishments. • Will continue to develop and broaden a robust teleworking model for court staff to ensure service delivery and health and wellness. • Will continue to design and implement phases for conducting Court that corresponds to the health ebb and flow of the community. Municipal Court Budget View Of The Flatirons In The Fall 16.35 FTE City of Boulder 2021 Approved BudgetPage 132 Municipal Court Budget Department Mission The Boulder Municipal Court provides an accessible, efficient, and impartial forum for all participants in cases involving municipal ordinance violations; adjudicates cases consistent with the law, the needs of the individual, and the community’s values; and promotes public trust in both the justice system and local government. Department Overview Administration Court Administration is responsible for achieving department goals and objectives, managing budgetary and financial information, assuring adherence to policies and regulations, and leading, developing, and supervising Court staff. Staffing includes the court administrator, a deputy court administrator, and administrative support for budget preparation, financial transaction processing, accounting/statistical analyses, technology enhancements, web management, including 24/7 online payment options, and various clerical responsibilities. Adjudication Adjudication consists of all Court functions that occur in the courtroom. Judges preside over Court sessions with animal, general, parking, photo radar, photo red light, and traffic violations, as well as selected administrative and civil hearings. Staff manage case flow in and out of the courtroom and set court dates. Adjudication includes the Presiding Judge’s involvement with various external collaborators, including the campus-community alcohol coalition, Acting on Alcohol Concerns Together (AACT), and Boulder County Public Health’s Substance Abuse Implementation Team. Case Management Case Management includes a variety of functions that comprise the core work of the Court, including scheduling, payment processing, database management, collections, and other non-compliance actions, as well as interfacing with Department of Motor Vehicles (DMV) and the Colorado Bureau of Investigations (CBI). Court staff consists of front-line employees who interact with the public on the phone, at the counter, and in the courtroom. Probation staff monitor compliance with Court orders regarding municipal violations that most affect the community and process cases for defendants at in-custody sessions at the Boulder County jail. Probation staff seek to leverage the Court’s contact with homeless individuals through a variety of efforts. 2020 Accomplishments • Applied for a training and technical assistance grant from the U.S. Department of Justice to bolster efforts to create a robust Community Court within Boulder. This grant funding assists with developing effective responses to low-level, non-violent offenses. This is especially helpful in dealing with homeless populations. • Maintained operations even after the City temporarily closed due to the pandemic. In addition, the Court adopted video conferencing for hearings to protect the public and staff’s health and safety. • Due to fiscal restraints brought on by the pandemic, the Court reduced its budget to meet the economic realities while maintaining excellent service delivery. • Fully transitioned the old SharePoint site to the new Citywide SharePoint Hub site. In 1955, when the Boulder Municipal Court was formally established (previously called the Police Magistrate Court), the monthly salary for the presiding judge was $400. That $400 in 1955 equals about $3,763 in 2019. City of Boulder 2021 Approved BudgetPage 133 Municipal Court Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 3.75 389,923$ 3.75 528,356$ 2.75 405,093$ (1.00) (123,264)$ Subtotal 3.75 389,923$ 3.75 528,356$ 2.75 405,093$ (1.00) (123,264)$ Adjudication Adjudication 4.60 623,469$ 4.60 655,393$ 3.60 551,834$ (1.00) (103,559)$ Subtotal 4.60 623,469$ 4.60 655,393$ 3.60 551,834$ (1.00) (103,559)$ Case Management Animal 1.20 125,256$ 1.20 130,005$ 1.00 102,473$ (0.20) (27,533)$ General 1.20 125,382 1.20 130,004 1.00 106,706 (0.20) (23,298) Parking 1.20 172,638 1.20 181,039 1.00 156,523 (0.20) (24,517) Photo Enforcement 1.20 119,367 1.20 121,088 1.00 104,206 (0.20) (16,883) Probation Services 4.00 363,816 4.00 435,581 5.00 517,106 1.00 81,525 Traffic 1.20 125,259 1.20 130,006 1.00 106,707 (0.20) (23,300) Subtotal 10.00 1,031,718$ 10.00 1,127,725$ 10.00 1,093,719$ 0.00 (34,005)$ Total 18.35 2,045,110$ 18.35 2,311,474$ 16.35 2,050,646$ (2.00) (260,828)$ Personnel 1,619,563$ 1,817,340$ 1,643,599$ (173,741)$ Operating 366,829 436,417 407,047 - (29,370) Interdepartmental Charges 58,718 57,717 - - (57,717) Total 2,045,110$ 2,311,474$ 2,050,646$ (260,828)$ General 18.35 2,045,110$ 18.35 2,311,474$ 16.35 2,050,646$ (2.00) (260,828)$ Total 18.35 2,045,110$ 18.35 2,311,474$ 16.35 2,050,646$ (2.00) (260,828)$ STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM Variance 2020 to 2021 2019 Actual 2021 Approved Budget 2020 Approved Budget EXPENDITURE BY CATEGORY In Colorado, there are nearly 200 municipal courts. Many are part-time courts, with some holding court sessions only once or twice a month. Boulder’s is among a small group that operates full-time. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Municipal Court (305,717)$ - (159,556)$ (2.00) Cost Reduction of Existing Service Eliminate 2 Deputy Court Clerk Positions - - (159,556) (2.00) Reduce Facilities Renovation & Replacement Funding (155,678) - - - Reduce Material Computer Software (68,845) - - - Reduce Multiple NPE Expenditure Categories- One-Time (81,193) - - - City of Boulder 2021 Approved BudgetPage 134 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 135 2021 Approved Budget $28,306,199 Department Divisions • Office of the Director • Central Services • Community Connections & Partnerships • Resources & Stewardship • Trails & Facilities 2021 Key Initiatives • Continue to steward the Open Space Fund and the open space system during ongoing COVID-19 recovery. Implement top priorities of the Master Plan approved in 2019. Key initiatives will align with focus areas, outcomes and strategies as outlined in the Plan: • Improve soil health, integrate sustainable agricultural practices and resource protection, improve agricultural-related infrastructure, support the next generation of ranchers and farmers, and connect communities to agriculture and food. • Foster connection with nature to improve wellness and reduce stress, continue to grow the Volunteer and Service-Learning program to teach stewardship as a responsible lifestyle, provide opportunities for all, and connect youth and families to nature. • Safeguard large habitat blocks and corridors, maintain and restore grasslands, forests, wetlands and riparian areas, control invasive species, promote biodiversity of plants and animals, maintain soil health, and improve research and monitoring around ecological health. • Use best management practices for recreation/visitor use, maintain and improve trails and visitor infrastructure, support enjoyable recreation opportunities on OSMP lands, assess appropriateness of potential passive recreation activities, protect scenic resources, and address visitation levels and growth where appropriate. • In the focus area of Financial Sustainability, continue to invest in asset management to understand total cost of system management and take care of what we have. The 2021 budget will be the first that fully incorporates the extension of the 0.15 percent sales tax increment that passed through a ballot measure in November 2019. Open Space & Mountain Parks Budget 126.35 FTE Department Funding Lottery Fund 2% Open Space Fund 98% Chautauqua Repaired Hiking Path City of Boulder 2021 Approved BudgetPage 136 Open Space & Mountain Parks Budget Department Mission The Open Space & Mountain Parks Department (OSMP) preserves and protects the natural environment and land resources that characterize Boulder. The department fosters appreciation and uses that sustain the natural values of the land for current and future generations. Department Overview Office of the Director The OSMP Director’s Team ensures strategic alignment of OSMP projects with the department’s mission and priorities. This workgroup includes the director, the deputy director, the science officer, the community relations coordinator, and the four managers of the service areas outlined below. Central Services The Central Services workgroup provides support for the daily internal operations of the department. This workgroup offers real estate, information resources and business services, including acquisition of land interests and management of easement requests; management of data, geographic information systems, and web content; and preparation, analysis, and management of the OSMP budget and related financial systems. Community Connections & Partnerships The Community Connections & Partnerships workgroup engages community members around the mission and vision of OSMP. This workgroup coordinates public-facing community efforts in planning, education and outreach, and Ranger services, including coordination of the OSMP Master Plan; Trail Study Area and other system plans; volunteer projects and services, as well as the Junior Ranger Program; and visitor engagement, emergency response, and law enforcement. Resources & Stewardship The Resources & Stewardship workgroup enhances Boulder’s natural environment by protecting its ecological, agricultural, cultural, and water assets. This workgroup contains expertise in natural resource management, ecological systems, and recreation and cultural stewardship, including preservation and restoration of ecological, agricultural, water, historical, and cultural resources; tracking and monitoring of the variety of systems across OSMP; and research around visitor use and impacts. Trails & Facilities The Trails & Facilities workgroup supports the design, construction, and maintenance of OSMP’s physical assets. This service area is responsible to maintain OSMP’s trails, trail heads and other access points, office buildings and other structures across the open space system; and the department’s equipment and vehicle assets. 2020 Accomplishments • Throughout COVID-19 response and recovery the OSMP system remained open, ensuring access to passive recreation opportunities to promote physical and mental health and connection with nature during challenging times. The department focused on enhanced regional and interdepartmental collaboration, partnerships, and a volunteer ambassador program to ensure consistency with other land management agencies and to support users of the open space system. OSMP lands support a host of native species, including more than 740 species of plants, 300 bird species, 130 species of butterflies, 60 species of mammals, 20 reptile and amphibian species and 15 species of fish. These lands also host some of the highest-quality cliff-nesting raptor habitats in the western United States! City of Boulder 2021 Approved BudgetPage 137 Open Space & Mountain Parks Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Open Space & Mountain Parks (2,258,703)$ - 21,606$ 1.00 New/Enhanced Program Convert Trails Research Coordinator from Temporary to Standard Position - - 21,606 1.00 Cost Reduction of Existing Service Reduce Multiple CIP Projects- One-Time (1,800,000) - - - Reduce Multiple NPE Expenditure Categories- One-Time (458,703) - - - 2020 Accomplishments, Continued • Preserved and restored natural resources. OSMP continued to implement top natural resource priorities of Grassland, Forestry, and Trail Study Area plans through integrated site planning and design review teams; investments in ecological funded research topics; and monitoring of important species. Specific projects included mule deer research, removal of invasive plants, and forest thinning operations. • Preserved and enhanced agricultural resources. OSMP continued to implement top priorities of the Agricultural Management Plan, including work with tenants and lessees to accomplish goals, preparing properties for agricultural tenancy, and maintaining and improving agricultural infrastructure. A pilot project around soil health continued in 2020. • Worked to reduce the trail maintenance backlog. Through partnership with youth corps, conservation corps, contracted crews, in-house crews, and volunteers, completed trail maintenance across the OSMP system. • Focused on continuous improvement within the OSMP department. OSMP continued to assess and develop best practices related to OSMP’s scientific approach, data stewardship, planning and design, work plan, and budget management. During pandemic response, the department stewarded the Open Space Fund and focused on phasing and rescaling projects to still accomplish system maintenance across functions and services. People have lived and thrived on lands currently part of OSMP for more than 10,000 years. The oldest artifact found on OSMP lands is a Cody Complex arrowhead left by early bison hunters, estimated to be between 6,000 and 7,000 years old! City of Boulder 2021 Approved BudgetPage 138 Open Space & Mountain Parks Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Director's Team 6.00 1,105,551$ 6.00 1,187,859$ 6.00 1,168,848$ - (19,011)$ 2.00 206,885 2.00 218,035 2.00 209,008 - (9,027) 2.00 322,285 2.00 340,212 2.00 328,353 - (11,860) Subtotal 10.00 1,634,722$ 10.00 1,746,106$ 10.00 1,706,209$ - (39,898)$ 8.00 775,274$ 8.00 1,366,966$ 8.00 1,326,270$ - (40,696)$ Real Estate Services 5.00 504,312 4.00 560,057 4.00 424,947 - (135,111) Resource Information Services 7.75 1,200,602 7.75 1,355,842 7.75 1,474,181 - 118,339 Subtotal 20.75 2,480,188$ 19.75 3,282,866$ 19.75 3,225,397$ - (57,468)$ Community Engagement 5.50 667,973$ 6.00 701,750$ 6.00 699,216$ - (2,534)$ Volunteer Service Learning & Partnerships 3.00 524,358 3.00 536,907 3.00 526,362 - (10,546) Junior Rangers 1.00 410,383 1.00 436,371 1.00 413,849 - (22,522) Outreach 2.00 468,175 2.00 431,814 2.00 409,963 - (21,851) Planning Services 6.00 686,757 5.50 807,349 5.50 704,015 - (103,333) Ranger Services 19.05 2,069,154 19.05 2,106,618 19.00 2,152,612 (0.05) 45,994 Subtotal 36.55 4,826,801$ 36.55 5,020,809$ 36.50 4,906,018$ (0.05) (114,791)$ Agricultural Management 5.00 507,864$ 5.00 585,506$ 6.00 691,132$ 1.00 105,626$ Cultural Resources Program 2.00 278,532 2.00 236,808 2.00 225,868 - (10,940) Ecological Services from General Fund - 53,755 2.00 184,661 - - (2.00) (184,661) Ecological Stewardship 4.05 629,997 4.05 762,485 4.10 686,138 0.05 (76,348) 3.50 610,772 3.50 547,685 3.50 593,525 - 45,840 Recreation and Cultural Stewardship 2.00 315,831 3.00 401,927 4.00 410,720 1.00 8,793 Human Dimensions 3.00 432,011 3.00 421,883 3.00 410,223 - (11,660) 2.00 354,280 2.00 343,707 2.00 334,464 - (9,244) Vegetation Management 4.00 668,129 4.00 644,782 4.00 640,425 - (4,357) Water Resource Administration 2.00 471,998 2.00 522,382 2.00 527,176 - 4,794 3.00 386,815 3.00 493,449 4.00 569,309 1.00 75,859 Subtotal 30.55 4,709,984$ 33.55 5,145,276$ 34.60 5,088,979$ 1.05 (56,297)$ Equipment and Vehicles 1.00 1,043,388$ 1.00 1,013,546$ 1.00 1,044,047$ - 30,502$ Facility Management 4.00 1,813,908 4.75 929,715 4.75 1,144,245 - 214,530 Signs Graphics Display 2.00 328,153 2.00 301,949 2.00 297,387 - (4,562) Trails Stewardship 15.50 2,127,620 14.75 2,256,953 14.75 1,981,009 - (275,945) 3.00 607,245 3.00 612,137 3.00 586,870 - (25,267) Subtotal 25.50 5,920,314$ 25.50 5,114,299$ 25.50 5,053,558$ - (60,742)$ Capital Improvement Program - 6,216,337$ - 4,038,275$ - 4,466,705$ - 428,430$ Cost Allocation - 2,090,102 - 2,121,454 - 2,121,454 - - Debt Service - 3,835,811 - 1,806,146 - 1,737,880 - (68,266) Subtotal - 12,142,250$ - 7,965,875$ - 8,326,039$ - 360,164$ Total 123.35 31,714,259$ 125.35 28,275,230$ 126.35 28,306,199$ 1.00 30,969$ Personnel 14,785,039$ 15,424,854$ 15,091,490$ (333,364)$ Operating 3,675,578 3,727,273 3,615,695 (111,578) Interdepartmental Charges 1,111,392 1,157,228 1,272,975 115,747 Capital 6,216,337 4,038,275 4,466,705 428,430 Cost Allocation 2,090,102 2,121,454 2,121,454 - Debt Service 3,835,811 1,806,146 1,737,880 (68,266) Total 31,714,259$ 28,275,230$ 28,306,199$ 30,969$ General - 53,755$ 2.00 184,661$ - -$ (2.00) (184,661)$ Lottery - 32,221 - 428,000 - 428,000 0.00 - Open Space 123.35 31,628,283 123.35 27,662,569 126.35 27,878,199 3.00 215,630 Total 123.35 31,714,259$ 125.35 28,275,230$ 126.35 28,306,199$ 1.00 30,969$ Community and Partnerships 2019 Actual 2020 Approved Budget Variance 2020 to 2021 STAFFING AND EXPENDITURE BY PROGRAM Office of the Director Community Relations Office Science Office Central Services Business Services 2021 Approved Budget Resources and Stewardship Forest Ecology Restoration Plant Ecology Wildlife Ecology Trails and Facilities Trailhead Maintenance Capital Improvement Program, Cost Allocations, and Debt Service EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND City of Boulder 2021 Approved BudgetPage 139 2021 Approved Budget $29,474,806 Department Divisions • Operations • Planning & Ecological Services • Business Services • Community Building & Partnerships 2021 Key Initiatives • Complete significant portions of the BPR Master Plan with thorough public engagement from the Boulder community. • Continuously adapt to changes caused by COVID-19 in providing community recreation programming through virtual programming, safely designed classes and services and innovative offerings. • Complete a Recreation Facility Needs Assessment to determine potential enhancements for each of our three recreation centers to ensure they meet the current and future health and wellness needs of the community. • Complete design and begin construction at the Flatirons Golf Course to modernize and restore golf course’s facilities that were destroyed in the 2013 flood. • Develop a comprehensive restoration management plan for Boulder Creek in coordination with other departments. This will balance recreation and public use with maintaining the stream’s ecosystem, which is critical to Boulder. • Conduct a neighborhood park refresh at North Boulder Park which will focus on playground replacement, irrigation renovation, forestry maintenance, ADA compliance and shelter repairs. Parks & Recreation Budget 125.75 FTE Scott Carpenter Pool Nearing Construction Completion Open Space & Mountain Parks Budget City of Boulder 2021 Approved BudgetPage 140 Parks & Recreation Budget Department Mission The Parks and Recreation Department promotes the health and well-being of the entire Boulder community by collaboratively providing high-quality parks, facilities, and programs. This mission will be accomplished through sustainable practices, partnerships, continuous improvement and a focus on the common good, service excellence and health at the core of all we do. Department Overview Operations The Operations team performs the day-to-day management of facilities and public spaces. This includes maintenance for nearly 1,800 acres of urban parkland, facility operations of recreation centers, outdoor pools, reservoir, and golf course, and programming in aquatics, arts, sports, therapeutic recreation, wellness, camps, youth outreach. Planning & Ecological Services The Planning and Ecological Services team manages capital project planning, design and construction, urban forestry and natural lands, asset management and park renovation projects, and community engagement related to planning efforts. Business Services The Business Services team functions include finance, marketing, communications, information technology, staff training and development, business planning and process improvement. Community Building & Partnerships The Community Building & Partnership team supports accessibility and equity efforts for the department. This includes: Outreach, in the form of community access to public spaces, the delivery of programming for those from underrepresented communities as well as individuals with disabilities, and coordinating system-wide volunteer efforts, engagement in the form of promotion of department services through digital and print media, and Partnerships, in the exploration of public/private relationships that facilitate community goals. 2020 Accomplishments • Navigated the COVID pandemic with uninterrupted park access, service cessation and then adjustment with a focus on safety, equity and financial sustainability. Provided for the health and well-being of the community with modified facility operations at recreation centers, the Boulder Reservoir and outdoor pools, and adjusted or virtual programming from EXPAND, YSI, gymnastics, sports, fitness and summer camps. • Completed and opened the new Visitor Service Center at the Boulder Reservoir. This project was funded by the General Fund, .25 Cent Sales Tax Fund, Permanent Parks and Recreation Fund, grants and private donations. The new visitor service center features improved locker rooms, event and group gathering space and a new concession partner to make this a family-friendly community hub. • Completed construction on Scott Carpenter Pool and opened for swimming. The enhancement includes a 50-meter outdoor pool, leisure pool, lazy river, splash pad and renovated bathhouse. This project was funded through the Community, Culture and Safety Tax, Capital Improvement Funds, and Permanent Parks and Recreation Funds. Every year, we plant nearly 12,000 annuals on the Mall and give away 9,000 tulip bulbs to community members. City of Boulder 2021 Approved BudgetPage 141 Parks & Recreation Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Parks & Recreation (1,944,030)$ - 5,000$ - New/Enhanced Program New Exterior Security Cameras at Recreation Facilities 30,000 - - - New On-Demand Fitness Equipment 10,000 - 5,000 - Cost Reduction of Existing Service Adjust Operations at North Boulder Rec Center & Hold Positions Vacant (188,301) - - - Adjust Operations at East Boulder Community Center & Hold Positions Vacant (308,762) - - - Adjust Operations at South Boulder Rec Center & Hold Positions Vacant (272,388) - - - Adjust Operations at Outdoor Pools & Hold Positions Vacant (133,876) - - - Adjust Sports Programming & Hold Positions Vacant (217,492) - - - Adjust Gymnastics Programming & Hold Positions Vacant (284,673) - - - Adjust EXPAND/Inclusion Programming & Hold Positions Vacant (254,887) - - - Adjust Youth Services Initiative & Hold Positions Vacant (113,153) - - - Reduce Operating Expenses & Hold Positions Vacant (210,498) - - - 2020 Accomplishments Continued • Kicked off the Boulder Parks and Recreation Master Plan Update which will include significant community engagement over the course of the project. The Master Plan will be presented to Parks and Recreation Advisor Board (PRAB) and City Council for review and adoption in 2022. • Extended new and 100%-free financial aid to make sure everyone in the Boulder community has access to healthy recreation opportunities, funded by Boulder’s Health Equity Fund. • Implemented new golf management software to provide more effective management, user-friendly reservations, and usable data to inform decision-making. In 2020, the EXciting Programs Adventures and New Dimensions Program (EXPAND) celebrated 40 years of ensuring recreation access is available for those with disabilities. City of Boulder 2021 Approved BudgetPage 142 Department Detail Parks & Recreation Budget FTE Amount FTE Amount FTE Amount FTE Amount Business Services Department Administration 2.00 248,964$ 2.00 333,294$ 2.00 329,829$ - (3,465)$ Business Services 12.50 1,413,029 14.25 1,848,452 11.50 1,379,934 (2.75) (468,518) Subtotal 14.50 1,661,992$ 16.25 2,181,746$ 13.50 1,709,763$ (2.75) (471,983)$ Operations 4.00 973,549$ 2.50 904,538$ 3.50 1,194,629$ 1.00 290,091$ Recreation Centers 17.25 2,583,141 16.00 2,762,740 12.50 2,570,317 (3.50) (192,423) Recreation Programs 7.00 1,771,296 8.00 1,800,354 5.00 1,197,727 (3.00) (602,627) Aquatics 5.00 1,381,337 9.50 1,929,989 6.75 1,447,937 (2.75) (482,052) Golf 7.00 1,442,275 7.00 1,418,162 6.00 1,209,195 (1.00) (208,967) Reservoir 4.75 969,066 4.75 1,067,297 4.75 1,088,347 - 21,050 Sports 3.00 595,843 3.00 623,425 1.00 313,526 (2.00) (309,899) Urban Parks 40.00 5,141,205 40.00 5,510,509 38.00 4,849,952 (2.00) (660,558) 3.00 428,171 3.00 426,073 3.00 345,209 - (80,864) Subtotal 91.00 15,285,883$ 93.75 16,443,088$ 80.50 14,216,839$ (13.25) (2,226,249)$ Community Building & Partnership Special Events 1.00 240,768$ 1.00 262,974$ 1.00 207,342$ - (55,632)$ Community Partnerships & Volunteerism 2.00 328,853 2.50 318,709 2.50 340,889 - 22,181 Access and Inclusion 9.25 1,268,865 8.25 995,823 5.25 604,244 (3.00) (391,579) Subtotal 12.25 1,838,485$ 11.75 1,577,505$ 8.75 1,152,475$ (3.00) (425,030)$ Planning & Ecological Services Planning & Project Management 7.50 729,352$ 7.25 837,125$ 7.75 826,081$ 0.50 (11,044)$ Construction & Maintenance Management 5.00 443,895 5.00 446,067 5.00 517,425 - 71,358 Forestry 7.00 1,031,705 7.00 1,264,040 6.00 1,032,224 (1.00) (231,816) Natural Lands 4.25 431,617 4.25 444,158 4.25 437,983 - (6,175) Subtotal 23.75 2,636,569$ 23.50 2,991,389$ 23.00 2,813,713$ (0.50) (177,677)$ Capital Improvement Program 15,562,480$ 4,898,000$ 8,540,000$ 3,642,000$ Capital Refurbishment Program 55,367 400,000 350,000 (50,000) Cost Allocation 681,789 692,017 692,017 - Interdepartmental Charges 421,538 450,262 - (450,262) Subtotal 16,721,174$ 6,440,279$ 9,582,017$ 3,141,738$ Total 141.50 38,144,105$ 145.25 29,634,008$ 125.75 29,474,806$ (19.50) (159,201)$ Personnel 14,891,500$ 15,899,244$ 13,275,661$ (2,623,583)$ Operating 6,586,798 7,694,485 6,967,128 (727,357) Interdepartmental Transfers & Charges 1,103,327 1,142,279 692,017 (450,262) Capital 15,562,480 4,898,000 8,540,000 3,642,000 Total 38,144,105$ 29,634,008$ 29,474,806$ (159,201)$ General 40.00 5,274,365$ 40.50 4,687,353$ 37.50 4,057,219$ (3.00) (630,134)$ Lottery - 798,623 - 428,000 - 428,000 - - .25 Cent Sales Tax 36.00 7,844,869 36.50 9,431,080 33.25 7,961,905 (3.25) (1,469,175) Recreation Activity 56.25 10,985,374 59.00 11,647,328 44.75 9,625,921 (14.25) (2,021,407) Permanent Park and Recreation 9.25 5,918,450 9.25 3,040,246 10.25 6,401,761 1.00 3,361,515 Capital Development Fund - 3,122,425 - 400,000 - 1,000,000 - 600,000 Community, Culture, & Safety Tax - 4,200,000 - - - - - - Total 141.50 38,144,105$ 145.25 29,634,008$ 125.75 29,474,806$ (19.50) (159,201)$ Note: Interdepartmental charges were zeroed out in 2021, these are captured in Facilities & Fleet ongoing and major maintenance category. 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 STAFFING AND EXPENDITURE BY PROGRAM Recreation Administration Valmont City Park Capital Improvement Program, Interdepartmental Charges, and Debt Service EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND BPR committed 10,036 entries to recreation facilities in 2020 to be funded by the Recquity Grant received from the Health Equity Fund. The actual number of entries is expected to exceed this number despite reduced levels of service caused by COVID. City of Boulder 2021 Approved BudgetPage 143 2021 Approved Budget $13,033,434 Department Divisions • Comprehensive Planning • Development Review • Administrative Services • Building Services • Engineering Review • Information Resources 2021 Key Initiatives • Continue progress on optimizing the many processes of the department to increase efficiency of services and continue the path of becoming operationally excellent as identified in the department strategic plan. • Complete city council priority initiatives for the East Boulder subcommunity plan and other land use code changes. • In collaboration with the Transportation & Mobility Department, complete an update to the Design and Construction Standards related to public transportation infrastructure that incorporated the Transportation Master Plan and Vision Zero. • Implement improvements to the department records management processes to increase access and accuracy of records used by city staff and the community. Planning & Development Services Budget 88.40 FTE Department Funding General Fund 6% Planning & Development Services Fund 94% Biker on Pearl Parkway at Junction Place City of Boulder 2021 Approved BudgetPage 144 Planning & Development Services Budget Department Mission The Planning & Development Services Department collaborates with our community to define a shared vision for the city’s future while consistently administering codes and policies to ensure the health, safety, and well- being of our community. Department Overview Comprehensive Planning Comprehensive Planning leads planning and policy development projects and programs. This includes long range planning, historic preservation, urban design, and ecological planning. The division develops and implements the Boulder Valley Comprehensive Plan, prepares subcommunity and area plans and other special planning efforts, manages the historic preservation program, acts as an urban design resource for the city, and coordinates both the urban wildlife management program and integrated pest management program. Development Review Development Review for Planning provides project review and zoning administration for the community and customers. Collaborating with other workgroups of the Planning & Development Services Department, the team ensures consistent application of city regulations and policies in both “by right” and discretionary review projects. The group also coordinates regular updates to the city’s land use code and development regulations and oversees annexation processes. Administrative Services Administrative Services administers Planning & Development Services operations, including customer service, reception, and permit support. It also administers the licensing program, including contractor licensing, rental housing licensing, and short-term rental housing licensing. The division also provides support to four advisory boards and general administrative support to the department. Building Services Building Services establishes minimum requirements to safeguard public health, safety, general welfare, and the environment through the effective application of city building codes, which determine standards for how buildings may be built, modified, occupied, and maintained. Plan review and inspection services include verification of code compliance for structural, mechanical, electrical, plumbing, and energy conservation components of buildings. Building Services coordinates with other city divisions to develop code amendments to meet Boulder’s Climate Commitment goals and collaborates with customers to gather feedback and ensure construction codes and regulations are well understood. The Code Compliance team in Building Services is responsible for enforcing city regulations involving land use, building code, and residential rental property maintenance. Engineering Review Engineering Review is responsible for the review, permitting, and inspection of work by private parties within or impacting public rights-of-way and public easements. This responsibility involves city-maintained infrastructure including domestic water, wastewater, stormwater, transportation, and improvements maintained by private service providers for electric, telecommunications, and natural gas. This workgroup is also responsible for administration of floodplain and wetland protection ordinances for both public and private projects. Information Resources Information Resources provides services to leverage technology and support business functions in Planning & Development Services and the Public Works Departments. This includes the administration and management of land management, permitting, licensing, asset management, and geographic information systems (GIS) in addition to records, research, and reporting services. City of Boulder 2021 Approved BudgetPage 145 Planning & Development Services Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Planning & Development Services 81,013$ 3.00 (337,200)$ (2.50) Continuation of One-Time Programs Extend Energy Code Position 58,984 1.00 - - Extend Land Use Code Update Position 72,166 1.00 - - Extend Project Specialist/Permit Technician Position 69,143 1.00 - - Cost Reduction of Existing Service Adjust Operations for Rental Licensing Program - - (28,307) (0.50) Eliminate Administrative Services Position - - (79,776) (1.00) Eliminate Comprehensive Planning Manager - - (194,117) (1.00) Hold Deputy Director of Planning & Development Services Position Vacant (119,280) - - - Reduce Consulting Services Budget for Planning Projects - - (35,000) - Over 10,755 customer self-service accounts have been created since the implementation of the new permitting and land management system (EnerGov) in 2018. 2020 Accomplishments • The Planning & Development Services Department was created in 2020 through the merger of the Planning Department and the Development Service Division of the Public Works Department and was based on recommendations of an assessment of both departments. The new Planning & Development Services Department focused on establishing a culture of operation excellence and initiated a review and optimization of department processes. • The department’s response to the coronavirus pandemic included implementing a fully on-line and electronic application process in a short period of time along with a new virtual building and utility inspection system. • In collaboration with multiple city departments, the community, and business interests, Planning & Development Services created and implemented a streamlined and quick process to support the Boulder Business Recovery Expansion program. This program allowed restaurant and retail businesses to expand into public and private outdoor space during the pandemic recovery. • Made progress on council priority initiatives including use table and community benefit code changes and the East Boulder Subcommunity plan. Completed the mid-term update to the Boulder Valley Comprehensive Plan. • Focused efforts on the building permit review process that significantly increased and exceeded the 80% on time delivery standard for the review and issuance of building permits. City of Boulder 2021 Approved BudgetPage 146 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Planning 1.85 1,234,266$ 11.63 1,314,833$ 6.97 810,070$ (4.66) (504,763)$ Comprehensive Planning 13.97 1,367,593 11.15 1,447,104 8.65 1,134,064 (2.50) (313,040) Development Review 20.05 1,873,764 17.00 1,969,599 13.00 1,635,209 (4.00) (334,390) Information Resources 4.47 587,464 4.25 704,052 2.89 550,583 (1.36) (153,469) Subtotal 40.34 5,063,088$ 44.03 5,435,588$ 31.51 4,129,926$ (12.52) (1,305,662)$ Development Services Division Support & Customer Service 3.44 1,491,019$ 15.49 1,748,906$ 11.53 1,261,931$ (3.96) (486,975)$ Building Services 17.77 1,618,905 15.39 1,818,123 14.73 1,706,270 (0.66) (111,852) Code Enforcement 7.02 545,466 7.00 638,348 7.00 624,311 - (14,037) Engineering Review 15.66 1,725,576 16.36 1,895,465 13.02 1,545,288 (3.34) (350,177) Information Resources 13.16 1,573,466 13.25 1,817,863 10.61 1,508,216 (2.64) (309,647) Subtotal 57.05 6,954,433$ 67.49 7,918,705$ 56.89 6,646,017$ (10.60) (1,272,688)$ Cost Allocation and Transfers Cost Allocation and Transfers - 2,224,130$ - 2,257,491$ 2,257,491$ - -$ Subtotal - 2,224,130$ - 2,257,491$ - 2,257,491$ - -$ Total 97.39 14,241,650$ 111.52 15,611,784$ 88.40 13,033,434$ (23.12) (2,578,350)$ Personnel 10,244,887$ 11,470,182$ 8,974,102$ (2,496,080)$ Operating 1,332,867 1,277,651 1,194,404 (83,247) Interdepartmental Charges 379,766 587,361 607,437 20,076 Capital 60,000 19,099 - (19,099) Other Financing 2,224,130 2,257,491 2,257,491 - Total 14,241,650$ 15,611,784$ 13,033,434$ (2,578,350)$ General 11.69 956,573$ 11.15 1,098,094$ 8.05 791,088$ (3.10) (307,006)$ Planning & Development Services 85.70 13,285,078 100.37 14,513,690 80.35 12,242,346 (20.02) (2,271,344) Total 97.39 14,241,650$ 111.52 15,611,784$ 88.40 13,033,434$ (23.12) (2,578,350)$ Division Management, Support & Customer Service EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 Planning & Development Services Budget In the first 6 months of 2020 over 14,000 building inspections were completed, which is about 1,500 fewer than the same time frame in 2019. City of Boulder 2021 Approved BudgetPage 147 2021 Approved Budget $36,886,852 Department Divisions • Administration • Operations • Support & Staff Services 2021 Key Initiatives • Continue the Master Plan and Police Reform processes. • Begin the process of accreditation with the Commission on Accreditation for Law Enforcement Agencies (CALEA) which focuses on policies, procedures and practices that provide greater accountability, risk mitigation and an in-depth review of department operations. • Develop a full-time Police Officer Training Section to enhance current training practices and incorporate the Integrating Communications, Assessment and Tactics (ICAT) curriculum in all of our training. Police Budget 280.60 FTE Officers in Personal Protective Equipment City of Boulder 2021 Approved BudgetPage 148 Police Budget Department Mission The Boulder Police Department partners with the community to provide service and safety. The mission entails a full range of services, which includes but are not limited to crime prevention, enforcement, security, investigations, management of public disorder and quality of life issues, emergency and disaster response, and training. The Boulder Police Department strives to be a premier law enforcement agency and a model of excellence in policing by creating partnerships, building trust, reducing crime, and improving the quality of life for our community. Department Overview Administration Administration includes the police chief and support staff. This workgroup provides leadership, management and direction, sets policy, coordinates planning and department initiatives, and works with staff to set the vision, values, and philosophy of the organization. Operations The Operations Division is responsible for the enforcement and investigative functions of the department. It consists of four primary sections, each of which consists of specific work units. The four Sections are: Traffic and Administration; Watch I (Dayshift Patrol); Watch II & III (Afternoon and Evening Patrol); and Investigations (Detectives). This division provides all the uniformed patrol officers who patrol the city and respond to calls for service, Hill and Mall officers, and detectives who investigate crimes. The Community Services Unit, School Resource Officers, Animal Protection Unit, Homeless Outreach Team, and Code Enforcement Unit also work out of this division. Support & Staff Services The Support and Staff Services division provides all support to Operations, maintains the internal operations of the department, and provides non-enforcement services to the public. This division consists of five primary Sections: Business and Facility Services, Property and Evidence, Records Services, Communications (Dispatch), and Training and Personnel. 2020 Accomplishments • Successfully managed 24/7 operations of the Police Department during the coronavirus pandemic. Received a grant in the amount of $64K from Department of Justice for Coronavirus Emergency Supplemental Funding. • Began update of the 2013 Police Department Master Plan to support public safety services and provide a framework for reforming policing in Boulder. The Master Plan will build on the department’s strengths, address existing deficiencies, and help define the future course of the department. • Hired a new Strategic Data and Policy Analyst to begin to move the department towards improved data- driven decision making. With this new process, we will strengthen and tactically analyze crime data and quality of life issues impacting the community. • Improved the body worn camera and taser program with top of the line, leading-edge hardware and software for accountability and less lethal options for officers. It’s not all dogs and cats for the Officers of Boulder Police Animal Protection Division. The city’s Animal Protection Officers handle a myriad of calls, everything from dogs running at large, cases involving animal abuse and neglect, ill or injured animals, and dangerous animals. City of Boulder 2021 Approved BudgetPage 149 Police Budget Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Police (2,295,498)$ - 568,670$ (1.65) New/Enhanced Program Increase Budget for Improvements in Body Worn Cameras, In-Car Cameras, & Tasers - - 133,297 - New Budget for Police Accreditation, Policy, Training Needs, & New Accreditation Manager Position - - 187,125 1.00 New Budget for Radio Equipment, Operations & Maintenance, & Infrastructure (Citywide Police Portion)- - 337,568 - Repurpose Portion of School Resource Officer (SRO) Program to Training Program - - - - Continuation of One-Time Programs Expand Master Plan 150,000 - - 0.85 Cost Escalation of Existing Service Expand Redlight Camera Program - - 124,200 - Cost Reduction of Existing Service Defer Fleet Replacement Funding (866,397) - - - Eliminate Police Annex on University Hill - - (51,600) - Hold 2 Administrative Specialist I Positions Vacant (TBD)(133,079) - - - Hold 5 Police Officer Positions Vacant (500,000) - - - Hold Accident Report Specialist Position Vacant (63,355) - - - Hold Animal Protection Officer Position Vacant (64,792) - - - Hold Assistant Crime Analyst Position Vacant (75,351) - - - Hold Dispatcher Position Vacant (62,935) - - - Hold Property & Evidence Tech Position Vacant (74,589) - - Reduce Multiple NPE Expenditure Categories- One-Time (290,000) - - - Repurpose Positions for Get Engaged (EDGE) Program & Move to Housing & Human Services - - (161,920) (3.50) Suspend Muni Campus Overtime (315,000) - - - For the Boulder Police Animal Protection Division, not all calls involve the “usual” species. Officers interact, handle, and have to contend with some unique species. Potbelly pigs, Iguana’s, goats, rattlesnakes, bats, and the occasional Tegu are just a few of the not-so-usual animals that Animal Protection Officers get called to handle. City of Boulder 2021 Approved BudgetPage 150 Department Detail Police Budget FTE Amount FTE Amount FTE Amount FTE Amount Administration Department Administration 6.00 1,131,269$ 6.00 1,237,568$ 7.85 1,451,042$ 1.85 213,474$ Subtotal 6.00 1,131,269$ 6.00 1,237,568$ 7.85 1,451,042$ 1.85 213,474$ Operations Animal Protection 7.00 701,688$ 7.00 726,791$ 5.00 504,307$ (2.00) (222,484)$ Code Enforcement 6.00 406,907 6.00 468,384 6.00 445,295 - (23,089) Community Services Programs 9.00 1,274,909 10.00 1,350,934 10.00 846,842 - (504,092) Crime Analysis 2.00 194,206 2.00 197,545 1.00 113,245 (1.00) (84,301) Criminalist 3.00 360,956 3.00 374,999 2.00 213,070 (1.00) (161,929) Detectives 31.00 3,983,919 31.00 4,095,388 31.00 4,249,327 - 153,938 Mall Unit/Homeless Outreach Team 9.00 795,830 9.00 909,484 9.00 1,194,747 - 285,263 Narcotics 4.00 543,304 4.00 579,191 4.00 596,940 - 17,750 Off Duty Reim - 688,735 - - - - - - Operations Command 5.00 872,750 5.00 898,935 5.00 898,935 - - Patrol Watches I, II, III, NIT 104.00 12,180,521 104.00 12,943,775 104.00 12,166,819 - (776,956) Photo Enforcement 6.00 1,068,877 6.00 1,193,014 5.50 1,389,330 (0.50) 196,315 Traffic Enforcement 19.00 1,876,401 19.00 1,906,365 18.00 2,246,116 (1.00) 339,751 Subtotal 205.00 24,949,004$ 206.00 25,644,806$ 200.50 24,864,973$ (5.50) (779,833)$ Support and Staff Services Business Services 3.00 854,259$ 3.00 807,348$ 3.00 738,925$ - (68,423)$ Facilities 5.50 806,956 5.50 897,048 5.50 759,018 - (138,030) Fleet - 1,392,925 - 1,373,350 - 508,901 - (864,449) Personnel 2.00 281,737 2.00 206,017 2.00 365,056 - 159,039 Police & Fire Communications Center 33.00 3,241,530 33.00 3,259,427 32.00 3,212,948 (1.00) (46,480) Property & Evidence 5.00 766,436 5.00 864,085 4.00 446,086 (1.00) (417,999) Records 21.00 1,352,835 21.00 1,689,028 18.00 1,338,320 (3.00) (350,708) Technology 2.00 1,491,818 2.00 1,393,307 2.00 1,541,202 - 147,895 Training 4.00 864,143 4.00 714,633 4.00 1,392,813 - 678,180 Victim Services 1.75 174,387 1.75 182,464 1.75 187,568 - 5,104 Subtotal 77.25 11,227,026$ 77.25 11,386,708$ 72.25 10,490,837$ (5.00) (895,871)$ Capital Improvement Program Capital Improvement Program - -$ - 360,000$ 80,000$ - (280,000)$ Subtotal - -$ - 360,000$ - 80,000$ - (280,000)$ Total 288.25 37,307,299$ 289.25 38,629,082$ 280.60 36,886,852$ (8.65) (1,742,230)$ Personnel 31,486,315$ 32,765,952$ 31,710,880$ (1,055,072)$ Operating 3,681,967 3,461,365 3,474,575 13,210 Interdepartmental Charges 2,139,017 2,041,765 1,621,397 (420,368) Capital - 360,000 80,000 (280,000) Total 37,307,299$ 38,629,082$ 36,886,852$ (1,742,230)$ General 288.25 37,307,299$ 289.25 38,269,082$ 280.60 36,806,852$ (8.65) (1,462,230)$ Governmental Capital - - - 100,000 - 80,000 - (20,000)$ Fleet Replacement - - - 260,000 - - - (260,000) Total 288.25 37,307,299$ 289.25 38,629,082$ 280.60 36,886,852$ (8.65) (1,742,230)$ EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Note: Personnel and operating expenses in PD have been reclassed from 2019-2021 to more accurately reflect programs and expenses. 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 STAFFING AND EXPENDITURE BY PROGRAM City of Boulder 2021 Approved BudgetPage 151 Transportation & Mobility Budget 2021 Approved Budget $31,525,098 Department Divisions • Transportation Operations • Transportation Maintenance • Transportation Planning • Capital Project Management • Airport Management 2021 Key Initiatives • Vision Zero Implementation including the 20 is Plenty initiative. • The Access Management and Parking Strategy (AMPS) work program (parking pricing, NPP) in collaboration with Community Vitality. • Airport runway reconstruction ($6M) and Aircraft charging station. • Expand local HOP service to serve more people and jobs in North and East Boulder. 77.02 FTE Aerial View of 11th at Canyon City of Boulder 2021 Approved BudgetPage 152 Transportation & Mobility Budget Department Mission The Transportation & Mobility Department is dedicated to maintaining and improving the quality of life in Boulder by planning for future needs, building and maintaining municipal infrastructure, managing public investments, and protecting health and safety. Department Overview Transportation Planning & Operations Transportation Planning & Operations ensures a safe and efficient multi-modal transportation system. This includes the planning, program, and policy work of GO Boulder to design and encourage the use of a multimodal system, as well as the operations work of determining, operating, and maintaining appropriate infrastructure and traffic control. This work group also oversees the city’s progress toward meeting the goals of the Transportation Master Plan. Capital Project Management Capital Project Management is responsible for managing the implementation of the transportation Capital Improvement Program (CIP) projects. This includes the planning, design, permitting, construction, and public outreach of Transportation-related CIP projects. In addition, the group manages major capital maintenance improvements to the roadway, bridges, bikeways, and pedestrian system. Transportation Maintenance Transportation Maintenance includes the maintenance, operations, and repairs to city streets, bike paths, medians, underpasses, and contracted maintenance for state highways. This workgroup responds to emergencies and maintains mobility through weather-related events. Airport Management The Airport consists of airport operations, repair and renovation of associated city buildings, grounds maintenance, pavement upkeep and repairs, fueling system maintenance, snow removal, planning and management of all CIP projects, and natural resource management. 2020 Accomplishments • Passed the TMP Update Completion unanimously with support from Community, TAB, and Council late 2019 with implementation in 2020. • Managed the 2019-2020 snow and maintenance season, which had the most precipitation of any year on record in Boulder. • Substantially completed of the Foothills/Colorado Underpass project. • Received $4M in grant funds for electrification of HOP bus fleet, Vision Zero. and Ped improvements. • Implemented the 1st Neighborhood Green Street at 13th Street Project. • Received Gold Level in 2020 from Walk Friendly Communities. • City Council passed 20 is Plenty speed ordinance for all neighborhood streets. City of Boulder 2021 Approved BudgetPage 153 Transportation & Mobility Budget The City of Boulder has installed 5 new cameras in 4 intersections which are in specific locations, main thoroughfares into and through the city that are high volume areas that allow travelers to monitor overall traffic and road conditions. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Transportation & Mobility (3,020,548)$ 1.00 (1,231,000)$ (2.00) Continuation of One-Time Programs Extend GIS Technician Position 71,952 1.00 - - Cost Reduction of Existing Service Delay Boulder Creek Path Improvements from 2021 to 2025-2026 (350,000) - - - Delay Boulder Valley Employee Survey (40,000) - - - Delay Emerald Ash Borer Tree Removal (325,000) - - - Delay Fleet Replacement Costs for Street Sweeping Vehicles (22,000) - - - Delay Fleet Replacement for CIP & Signals Groups (60,000) - - - Delay Table Mesa Multi-Use Path from 2021 to 2022 (600,000) - - - Delay Tributary Greenways from 2021 to 2022 (97,500) - - - Eliminate 2021 HOP Fleet Replacement (123,000) - - - Eliminate 4 GO Boulder Interns & 1 CIP Intern (Non-Standard)- - (120,000) - Eliminate Project Manager Position - - (65,000) (0.50) Eliminate Project Manager Position - - (165,000) (0.50) Eliminate Route Optimization Studies for HOP Expansion & Other Transit Studies - - (237,000) - Eliminate Senior Planner-Temp Position (Non-Standard)- - (90,000) - Eliminate Transit Planner I Position - - (120,000) (1.00) Eliminate Travel & Training Budget (60,000) - - - Hold GO Boulder Manager Position Vacant (150,000) - - - Hold Vision Zero Engineer Position Vacant (130,000) - - - Realize Savings from Neighborhood Eco-Pass RTD Rebate (100,000) - - - Reduce Capital Maintenance Projects (Minimal)(200,000) - - - Reduce Consultant-Based Transportation Projects - - (28,000) - Reduce HOP Weekend Frequency (360,000) - - - Reduce Low Stress Walk/Bike- Neighborhood GreenStreets (15,000) - - - Reduce Median Maintenance (70,000) - - - Reduce Major Capital Reconstruction (105,000) - - - Reduce Multi-Use Path Capital Maintenance (25,000) - - - Reduce Mutli-Use Path Enhancements (25,000) - - - Reduce Pedestrian Crossing Treatments (25,000) - - - Reduce Renewed Transit Vision- Capital (50,000) - - - Reduce Scope of Annual Walk & Bike Week - - (15,000) - Reduce Street Lighting Service - - (100,000) - Reduce Street Sweeping - - (175,000) - Reduce TIP Implementation Projects (160,000) - - - Reduce Transportation Demand Management Program - - (116,000) - Transportation & Mobility Budget City of Boulder 2021 Approved BudgetPage 154 Transportation & Mobility Budget Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Transportation Division Support & Customer Service 6.01 $1,543,110 6.01 1,016,557$ 6.56 1,764,660 0.55 748,103$ Airport Maintenance and Operations 1.10 346,560 1.10 333,892 1.10 326,756 - (7,136) Transportation Planning 6.50 5,787,230 8.00 5,877,269 6.00 4,951,017 (2.00) (926,252) Transportation Operations 16.75 4,766,321 17.75 5,855,565 15.75 4,393,907 (2.00) (1,461,658) Project Management 15.58 2,146,737 15.58 2,858,575 15.83 2,452,286 0.25 (406,289) Transportation Maintenance 20.97 3,815,952 21.97 4,534,039 21.97 3,740,486 - (793,553) Chautauqua Access Management Program - 133,225 - 198,248 - 198,248 - - Subtotal 66.91 18,539,135$ 70.41 20,674,145$ 67.21 17,827,360$ (3.20) (2,846,785)$ Capital Improvement Program 11.31 13,399,987$ 11.31 21,619,773$ 9.81 11,252,469$ (1.50) (10,367,304)$ Cost Allocation/Transfers - 2,233,294 0.00 2,264,492 - 2,445,269 - 180,777 - - 0.00 - - - - - Subtotal 11.31 15,633,281$ 11.31 23,884,265$ 9.81 13,697,738$ (1.50) (10,186,527)$ Total 78.22 34,172,416$ 81.72 44,558,410$ 77.02 31,525,098$ (4.70) (13,033,312)$ Personnel 6,814,863$ 7,534,683$ 6,447,171$ (1,087,512)$ Operating 11,275,066 11,484,777 8,856,530 (2,628,247) Interdepartmental Charges 1,098,432 1,832,070 1,935,554 103,484 Capital 12,750,762 21,442,396 11,904,147 (9,538,249) Debt Service - - - - Cost Allocation and Transfers 2,233,294 2,264,484 2,381,696 117,212 Total 34,172,416$ 44,558,410$ 31,525,098$ (13,033,312)$ General 1.50 283,591$ 1.50 1,298,625$ 1.50 471,538$ - (827,087)$ Airport 1.15 726,932 1.15 5,806,876 1.15 371,990 - (5,434,886) Transportation 75.57 31,478,167 79.07 34,047,372 74.37 29,268,767 (4.70) (4,778,605) Transportation Development - 761,696 - 893,708 - 893,339 - (369) - 13,296 - 11,829 - 19,464 - 7,635 Boulder Junction Improvement - 908,734 - 2,500,000 - 500,000 - (2,000,000) Total 78.22 34,172,416$ 81.72 44,558,410$ 77.02 31,525,098$ (4.70) (13,033,312)$ p District Capital Improvement Program, Cost Allocation, and Debt Service 2021 Approved Budget Variance 2020 to 2021 2020 Approved Budget 2019 Actual STAFFING AND EXPENDITURE BY FUND STAFFING AND EXPENDITURE BY PROGRAM EXPENDITURE BY CATEGORY Debt Service Did you know that Boulder has been recognized as a Gold Member in 2020 Pedestrian group Walk Friendly Communities who rate walkable cities all over the world? City of Boulder 2021 Approved BudgetPage 155 Utilities Budget 2021 Approved Budget $86,101,630 Department Divisions • Planning & Project Management • Utilities Maintenance • Water Resources • Water Treatment • Wastewater Treatment • Water Quality & Environmental Services 2021 Key Initiatives • Key flood utility initiatives include, continued design and permitting of the South Boulder Creek Flood Mitigation Project and advancing the Stormwater and Flood Utility Master Plan. The master plan sets policies and procedures and a prioritization framework to guide flood management, stormwater drainage and stormwater quality in the city. • At the Water Resource Recovery Facility, staff will conduct a design effort and begin construction on a new cover for one of the anaerobic digesters. The project will address a significant process and safety risk from the 40-year old existing cover by implementing modern technology to improve reliability, reduce fugitive biogas emissions, and support gas storage needs consistent with the recently completed Renewable Natural Gas project commissioned in 2020. • Complete an update to the drought plan based on based on updated water supply and demand projections. The update will provide the city the tools to recognize and respond to a drought that will affect the municipal water supply. • Continue work on addressing critical infrastructure needs such as rehabilitation of the Barker Gravity source water pipeline, continuing to strengthen aging sanitary sewers, and replacement of treated water pipes and system components. 168.19FTE Hydroelectric Power Plant City of Boulder 2021 Approved BudgetPage 156 Utilities Budget Department Mission The Utilities Department provides water, wastewater, and stormwater & flood services to protect human and environmental health through efficient management of fiscal and natural resources. Department Overview Planning & Project Management Planning & Project Management provides strategic planning, permitting, public engagement, engineering, construction, and asset management for the water, wastewater, and stormwater/flood management utilities. Utilities Maintenance Utilities Maintenance operates, maintains, and provides emergency response for the water distribution, wastewater collection, flood control facilities and stormwater collection systems of the city. This workgroup also performs all water meter reading, maintenance, and repair. Water Resources Water Resources manages the city’s municipal raw water supplies and hydroelectric facilities. This group manages the diversion, storage, and delivery of raw water and completes water rights accounting. This workgroup also manages the water conservation program, leasing of raw water supplies to agricultural users, protects the city’s water rights in water court proceedings, acts as a liaison with ditch companies, and manages the instream flow program for Boulder Creek. Water Treatment Water Treatment operates and maintains the two water treatment plants responsible for providing the Boulder community with potable water for public health and fire response. This unit is responsible for compliance with federal and state regulations and with the Safe Drinking Water Act. Wastewater Treatment Wastewater Treatment is responsible for protection of environmental quality and public health through safe and efficient operation and maintenance of the Water Resource Recovery Facility (WRRF). The WRRF and associated operations are managed in accordance with federal and state regulations, including the Clean Water Act. Water Quality & Environmental Services Water Quality & Environmental Services serves as a technical resource and provides regulatory support for Utilities and other city departments. Services include implementation of and support for regulatory permits, monitoring to meet regulations, evaluating performance of wastewater treatment and drinking water treatment processes, and implementation of programs to protect the health of natural systems, including the city’s source water and stormwater systems. The group also provides project management services in support of integrating water quality enhancement and regulatory compliance into the city’s CIP. 2020 Accomplishments • Staff recently commissioned the newly installed Carter Lake Pipeline, which allowed the Boulder Reservoir Water Treatment Plant to begin treating water from the 21-mile long buried steel pipeline that delivers water directly from Carter Lake Reservoir year-round. The completion of the pipeline marks the successful culmination of a 25-year-long effort on behalf of City staff. • Completed a Risk and Resilience Assessment, which identified and ranked vulnerabilities in the city’s drinking water system. The assessment, mandated by America’s Water Infrastructure Act, will be used to inform the Utilities CIP and address potential threats to the system. City of Boulder 2021 Approved BudgetPage 157 Utilities Budget 2020 Accomplishments Continued • At the WRRF, completed a project that will redefine beneficial use and resource recovery of biogas, by converting wastewater-derived biogas into a renewable natural gas (RNG) for vehicle fuel. The new RNG end- use will replace the legacy combined-heat-and-power cogeneration system, and will be used to supplement vehicles providing solid waste, recycling, and composting service within the Boulder community. • The project team continued to advance a preliminary design for the South Boulder Creek Flood Mitigation project. This included extensive public outreach and receiving direction from City Council on a design configuration to advance. Phase II geotechnical field investigations were also completed for the project. • In coordination with the City of Boulder, the Mile High Flood District led efforts to restore a section of Goose Creek between Junction Place and Foothills Parkway. Construction began in January and was substantially complete in May. The project included restoration of the creek channel, rebuilding drop structures, removal of sediment and debris buildup, and wetland mitigation. • Additional Solar PV Systems – At the Water Resource Recovery Facility and the 63rd St. Water Treatment Plant, additional Solar PV Systems were added as part of the city’s Generation Solar bundled project. At the WRRF, the new solar PV system increases the total amount of electricity provided by renewable solar technology to 20% with 1.5 MW generation capacity overall now offsetting grid usage at the WRRF. The economic impact of a water supply outage is estimated at over $6M per day. The city is not directly adjacent to another major water provider and continues to make investments to ensure that we can serve as our own backup to mitigate these economic risks and to maintain high levels of public health. Significant Changes SUMMARY BY DEPARTMENT ONE-TIME $ FIXED-TERM FTE ONGOING $ ONGOING FTE Utilities (3,845,187)$ 2.00 -$ - Continuation of One-Time Program Extend 2 GIS Technician Positions 134,813 2.00 - - Other Adjust Water Fund Reserve (3,980,000) - - - City of Boulder 2021 Approved BudgetPage 158 Department Detail FTE Amount FTE Amount FTE Amount FTE Amount Administration Billing Services 6.00 1,131,671$ 6.00 1,040,278$ 6.00 1,044,171$ - 3,893$ Division Administration 14.15 2,077,916 14.49 2,350,017 15.79 2,514,360 1.30 164,342 Subtotal 20.15 3,209,587$ 20.49 3,390,295$ 21.79 3,558,530$ 1.30 168,235$ Planning and Project Management Flood Management - -$ - -$ - -$ - -$ Planning and Project Management 8.00 1,958,759 7.30 2,280,813 6.20 2,153,915 (1.10) (126,898) Subtotal 8.00 1,958,759$ 7.30 2,280,813$ 6.20 2,153,915$ (1.10) (126,898)$ Collection System Maintenance 13.35 1,598,304$ 13.45 1,697,291$ 13.05 1,644,352$ (0.40) (52,938)$ Distribution System Maintenance 14.80 2,435,873 14.35 2,427,095 13.65 2,408,296 (0.70) (18,799) Flood Channel Maintenance 3.30 514,431 3.50 900,749 3.50 703,617 - (197,131) Meter Operations 6.00 1,140,256 6.25 1,043,105 6.25 1,055,339 - 12,234 Storm Sewer Maintenance 11.80 1,295,825 11.70 1,364,859 11.55 1,588,041 (0.15) 223,182 Subtotal 49.25 6,984,690$ 49.25 7,433,097$ 48.00 7,399,645$ (1.25) (33,453)$ Water Resources and Hydroelectric Hydroelectric Operations 3.00 581,476$ 3.00 545,616$ 3.00 544,847$ - (769)$ Raw Water Facilities Operations 2.00 424,775 2.00 383,669 2.00 374,668 - (9,001) Water Resources Operations 5.00 2,222,003 5.00 2,114,456 5.00 2,134,545 - 20,090 Water Conservation - - - - 0.50 330,409 0.50 330,409 Subtotal 10.00 3,228,254$ 10.00 3,043,741$ 10.50 3,384,469$ 0.50 340,729$ Water Treatment Water Treatment Plants Operations 27.00 4,838,438$ 28.00 5,055,167$ 28.00 4,998,204$ - (56,962)$ Subtotal 27.00 4,838,438$ 28.00 5,055,167$ 28.00 4,998,204$ - (56,962)$ Wastewater Treatment Marshall Landfill Operations - 23,649$ - 45,000$ - 45,000$ - -$ 27.00 4,762,833 26.00 5,078,304 26.00 5,076,267 - (2,037) Subtotal 27.00 4,786,483$ 26.00 5,123,304$ 26.00 5,121,267$ - (2,037)$ - 330,073$ - 342,145$ - 342,145$ - -$ Industrial Pretreatment 3.12 345,988 3.07 374,151 3.25 400,950 0.18 26,798 Stormwater Permit Compliance 0.95 186,493 1.25 485,590 - 22,592 (1.25) (462,998) Stormwater Quality Operations 3.40 349,003 2.80 423,026 4.45 835,849 1.65 412,823 Wastewater Quality Operations 3.42 502,171 3.92 559,380 3.75 595,099 (0.17) 35,719 Water Conservation 0.63 176,004 0.98 495,793 - - (0.98) (495,793) Water Quality Operations 7.98 927,046 7.48 1,171,341 7.25 1,078,250 (0.23) (93,091) Subtotal 19.50 2,816,777$ 19.50 3,851,427$ 18.70 3,274,884$ (0.80) (576,543)$ Capital Improvement Program 8.00 24,470,577$ 8.70 29,185,841$ 9.00 37,379,134$ 0.30 8,193,294$ Cost Allocation/ Transfers - 4,027,862 - 4,164,969 - 4,416,620 - 251,651 Debt Service and Windy Gap - 15,198,272 - 14,383,988 - 14,414,962 - 30,974 Subtotal 8.00 43,696,710$ 8.70 47,734,798$ 9.00 56,210,716$ 0.30 8,475,918$ Total 168.90 71,519,698$ 169.24 77,912,642$ 168.19 86,101,630$ (1.05) 8,188,988$ Distribution and Collection System Maintenance 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 STAFFING AND EXPENDITURE BY PROGRAM Water Resource Recovery Facility (WRRF) Operations Water Quality Environmental Services Hazardous Materials Management Capital Improvement Program, Cost Allocation, Transfers and Capital Payments Utilities Budget City of Boulder 2021 Approved BudgetPage 159 FTE Amount FTE Amount FTE Amount FTE Amount 2019 Actual 2020 Approved Budget 2021 Approved Budget Variance 2020 to 2021 Personnel 15,439,725$ 17,118,099$ 16,960,588$ (157,511)$ Operating 15,748,756.85 12,463,450.54 12,582,443.19 118,992.65 Interdepartmental Charges 1,950,767.92 2,288,432.00 2,127,866.37 (160,565.63) Capital 19,816,252.96 28,800,703.10 36,950,275.07 8,149,571.97 Debt Service 14,536,333.29 13,076,988.00 13,063,837.52 (13,150.48) Other Financing 4,027,861.92 4,164,969.35 4,416,620.00 251,650.65 Total 71,519,698$ 77,912,642$ 86,101,630$ 8,188,988$ Lottery - -$ - 151,067$ - 151,067$ - -$ Water Utility 80.80 35,893,641 82.35 37,720,603 81.98 38,800,169 (0.37) 1,079,565 Wastewater Utility 56.77 25,087,455 56.70 25,551,300 56.90 30,258,348 0.20 4,707,049 31.33 10,538,602 30.19 14,489,672 29.31 16,892,046 (0.88) 2,402,374 Total 168.90 71,519,698$ 169.24 77,912,642$ 168.19 86,101,630$ (1.05) 8,188,988$ Stormwater/Flood Management Utility EXPENDITURE BY CATEGORY STAFFING AND EXPENDITURE BY FUND Utilities Budget A brewery waste product from Avery Brewing continues to be beneficially reused at the WRRF to help improve nitrogen removal, a practice that started in 2017. The WRRF team is testing another brewer waste product from a different brewery that has shown impressive early results. Department Detail, Continued Utilities Budget City of Boulder 2021 Approved BudgetPage 160 [This page intentionally left blank] City of Boulder Page 161City of Boulder Page 161 2021-2026 Approved CIP Capital Improvement Program Introduction ..........................................................................................................................................165 Funding Summaries ............................................................................................................................171 • Funding by Department .......................................................................................................................................172 • Funding by Project Type ........................................................................................................................................174 • Funding by Fund .........................................................................................................................................................176 Department Overviews ....................................................................................................................179 • Citywide ............................................................................................................................................................................181 • Community Vitality ..................................................................................................................................................183 • Facilities ...........................................................................................................................................................................189 • Fire-Rescue ...................................................................................................................................................................197 • Innovation & Technology .....................................................................................................................................201 • Library & Arts ..............................................................................................................................................................209 • Open Space & Mountain Parks .......................................................................................................................211 • Parks & Recreation ..................................................................................................................................................219 • Police .................................................................................................................................................................................227 • Transportation ...........................................................................................................................................................229 • Utilities & Greenways ............................................................................................................................................235 CEAP (Community & Environmental Assessment Process) ................................................248 City of Boulder Page 162City of Boulder Page 162 2021-2026 Approved CIP The City of Boulder’s 2021-2026 Capital Improvement Program (CIP) contains information on how the city plans to invest available resources into key infrastructure and facilities between 2021 and 2026. The 2021-2026 CIP provides the funding plan (amount needed by year) for each CIP project in the document’s summary sections and in each project sheet. This section contains: planned project funding summaries organized by department, project type, and fund; links to maps and detail project sheets illustrating the location of projects throughout the city; and narratives describing the rationale behind project prioritization. The 2021-2026 CIP has four main parts: Introduction Provides an overview of the 2021-2026 CIP including process and highlights. Funding Summaries Contains analysis of how the 2021-2026 CIP allocates dollars among city departments, project types, and funds. Capital Project Overviews Contains highlights of each department’s focus, operating and maintenance impacts, unfunded projects, CEAP projects, board action, 2021-2026 CIP, and a link to that department’s project sheets. CEAP (Community & Environmental Assessment Process) Contains a list of individual projects identified in the annual CIP process that will complete a CEAP. Capital Improvement Program City of Boulder Page 163City of Boulder Page 163 2021-2026 Approved CIP The funding tables (includes tables in the Funding Summaries section, as well as tables in the Capital Project Overviews section) show the six-year Estimated Total Cost for each project, which includes total approved budget for 2021, and the estimated cost for each year between 2021 through 2026. Funding tables in the Capital Project Overviews section list projects by the following types: 1. Capital Enhancement, 2. Capital Maintenance, 3. Capital Planning Studies, 4. Land Acquisition, or 5. New Facility/Infrastructure. Example Capital Improvement Program City of Boulder 2021-2026 Approved CIPPage 164 [This page intentionally left blank] City of Boulder Page 165City of Boulder Page 165 2021-2026 Approved CIP INTRODUCTION The City of Boulder’s Capital Improvement Program (CIP) is a comprehensive, six-year plan for capital investment in maintaining and enhancing public infrastructure. The CIP provides a forecast of funds available for capital projects and identifies all planned capital improvement projects and their estimated costs over the six-year period. A community’s CIP is a guide that lays out the framework for achieving the current and future goals related to the physical assets of the community. Boulder invests in facilities and infrastructure and provides a high-level of municipal services. The city owns and maintains 385 buildings and structures (including three recreation centers, five library facilities, eight fire stations, and five parking structures), 1,800 acres of parkland, over 46,000 acres of Open Space & Mountain Parks, 305 centerline miles of streets, 159 centerline miles of bike facilities, 80 underpasses, two water treatment facilities, one wastewater treatment facility, 11 dams, and over 800 miles of water and wastewater piping. The city funds the construction and maintenance of these assets using a wide range of sources, including tax revenues, bond proceeds, and fees and continues to look for ways to leverage its funding, through federal, state, and local grants and reimbursements, to maximize funding for CIP projects. The CIP development process prioritizes the city’s numerous needs across multiple departments and services with attention to the limits of each funding source, progress on ongoing CIP projects, funding commitments made by prior CIPs, and ongoing work. City of Boulder Page 166City of Boulder Page 166 2021-2026 Approved CIP Introduction City of Boulder Page 167City of Boulder Page 167 2021-2026 Approved CIP How Boulder Plans for Capital Improvements The Capital Improvement Program is one component of the city’s planning and review of capital projects. These phases represent a continuous process of planning, funding, and implementation (see graphic on previous page). Phase 1: Departmental Master or Strategic Planning • Guided by the Boulder Valley Comprehensive Plan (BVCP) and the Sustainability + Resilience Framework, departmental master plans establish detailed policies, priorities, facility and system needs, and funding plans. • Most master/strategic plans involve significant public participation and often result in CIP projects. • Plans are reviewed by advisory boards/commissions and the Planning Board, and are accepted by City Council. Phase 2: Capital Improvement Program (CIP) and Budget Appropriation • The CIP project prioritization is guided by departmental, sub-community, and area plans. • The CIP forecasts available funds for capital projects and identifies all planned projects and estimated costs over a six-year period. • First year’s CIP program is adopted by City Council as a counterpart to the operating budget. Phase 3: Project Planning and Design • Evaluates a full range of project alternatives and resulting impacts (not system-wide alternatives). • Identifies an appropriate review process, including the Community and Environmental Assessment Process (CEAP), or a Concept Plan and Site Plan review. CEAPs are reviewed by department advisory boards/ commissions, the Planning Board, and finally, City Council. • Includes appropriate community engagement in design alternatives. • Identifies if a project qualifies for public art. Phase 4: Project Engineering and Final Design • Some projects require Technical Document Review and are reviewed internally through the Development Review Committee. Phase 5: Final Permitting • Some projects require building, flood, stormwater discharge, or right-of-way permits. Phase 6: Project Construction and Management • Projects requiring building, right-of-way, or wetlands permitting also require construction and post- construction follow-up. • Once construction is complete, the project is closed out and becomes a city asset. Introduction City of Boulder Page 168City of Boulder Page 168 2021-2026 Approved CIP Opportunities for Community Influence The graphic on this page shows the general steps in Boulder’s planning process, along with the general expectations for community engagement and the level of detail in construction plans. Master plans include a robust community engagement process that ultimately results in conceptual CIP projects. These conceptual projects are then scheduled into the six-year CIP, with some design work and financing completed as they approach the budget funding cycle. Additional engagement often happens in Phase 3, especially when there are numerous alternatives to consider. Community engagement during final permitting and construction is limited to informing community members about impacts to their daily lives. City Council, advisory boards/commissions, community members, and others have the highest amount of influence during the master planning process and in the scheduling of years two through six of the CIP. Introduction City of Boulder Page 169City of Boulder Page 169 2021-2026 Approved CIP Current & Upcoming Master Plans Several departmental master plan updates are underway (or will soon begin) and will inform future capital planning. These include: • Flood and Stormwater Utility (2022) • Facilities (2021) • Police (2022) • Parks & Recreation (2021) 2021-2026 Capital Improvement Program The 2021-2026 CIP is impacted by the economic crisis caused by COVID-19. With goals of flattening the curve and protecting lives, city facility closures began March 13, 2020 and state and local stay-at-home and safer- at-home orders followed. This caused a shock to many of the city’s revenue sources including sales and use tax, accommodations tax, admissions tax, licenses, permits, fees and charges for services including recreation fees, and parking fees. In fact, staff has seen nearly 70% or revenue sources impacted. University of Colorado economists predict the recession will last three to five years before some city revenue sources recover to pre- COVID levels. The 2021-2026 CIP includes $668 million. This includes discrete projects as well as categories of funding for ongoing needs (e.g. local drainage improvements, major trail maintenance). The city is spending the majority, about 95%, of its 2021-2026 capital funds on capital maintenance and enhancement of its existing assets. The CIP focuses on taking care of what the city already owns with an emphasis on making improvements to its core service areas. Capital enhancements involve upgrades to existing facilities that may include upgraded technologies, materials, and equipment that can be more efficient, effective, and less costly to operate over time. With that revenue picture, the proposed 2021-2026 CIP has just over $73 million approved for 2021, and approximately $668 million is approved for project allocations for years 2021-2026. The 2021 proposed CIP is lower than anticipated at this time last year as several projects shifted to out years and is lower than the 2020 Approved CIP ($85.6 million). It is important to remember that, unlike an operating budget, the capital budget may significantly fluctuate between years due to timing of projects and availability of funding. Several large 2021 capital projects include: • Interceptor Sewer Realignment $3.6M • Pavement Management Program $4.8 million • Ongoing repairs to Barker Gravity Pipeline $3.8M • General Parks Improvements $900K Introduction City of Boulder 2021-2026 Approved CIPPage 170 [This page intentionally left blank] City of Boulder Page 171City of Boulder Page 171 2021-2026 Approved CIP Funding by Department ....................................................................................................................................172 Funding by Project Type ....................................................................................................................................174 Funding by Fund ....................................................................................................................................................176 Overview of Funding Summaries The Funding Summaries section provides full detail of the city’s CIP budget needs from 2021 through 2026 by department, project type, and fund. For each of the three funding views, the following information is shown: • Total project cost for 2021 through 2026 • Planned funding allocation in each year 2021-2026 and the six-year total • Prior funded amount The Funding Summaries focus on estimated budget needs for all projects. In practice, as projects are planned, designed, and constructed, during any given year, appropriated project sources almost always differ from project expenditures. In some circumstances, such as a large project that requires many years of accumulated funds before design or construction can commence, expenditures may significantly lag appropriations. All tables and graphs in this section include transfers between departments. These transfers are included in the departments because they will appear in the individual department sections of the overall city budget. FUNDING SUMMARIES City of Boulder Page 172City of Boulder Page 172 2021-2026 Approved CIP Funding by Department The Public Works Utilities and Transportation divisions have the greatest allocations of resources in the 2021- 2026 CIP. Many departments have dedicated revenue sources that keep their CIP funding relatively constant. For example, both Open Space & Mountain Parks and Parks & Recreation have dedicated revenue sources, and their CIP funding remains relatively constant. During the renewal of the Community, Culture, and Safety Tax and the 2018 Budget process, discussions with Council highlighted that the General Fund CIP has been limited, generally to Facilities & Asset Management- related projects, and supplemented through voter-approved capital funding initiatives. With many unfunded capital projects residing in the General Fund, the 2018 Budget, for the first time, included $3.65 million to begin phase one of a formal Capital Improvement Program for the General Fund. The chart on the following page displays the share of total 2021 2026 CIP spending by each department. The following city departments are participating in the 2021-2026 CIP: • Citywide • Community Vitality • Facilities & Asset Management • Fire-Rescue • Innovation & Technology • Library & Arts • Open Space & Mountain Parks • Parks & Recreation • Police • Transportation • Utilities & Greenways Funding Summaries City of Boulder Page 173City of Boulder Page 173 2021-2026 Approved CIP Funding Summaries 2021-2026 FUNDING SUMMARY BY DEPARTMENT Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Citywide 20,440,544$ 1,440,704$ 4,339,440$ 4,886,800$ 4,886,800$ 4,886,800$ -$ Community Vitality 8,900,000 1,240,000 1,805,000 1,975,000 1,870,000 500,000 1,510,000 Fire-Rescue 10,491,560 - - 10,491,560 - - - Innovation & Technology 15,728,400 6,360,600 682,800 5,930,000 575,000 1,855,000 325,000 Library & Arts 100,000 100,000 - - - - - Open Space & Mountain Parks 32,568,485 4,466,705 5,139,780 5,178,000 5,678,000 5,928,000 6,178,000 Parks & Recreation 30,974,500 8,540,000 3,478,000 4,710,000 6,157,000 2,606,500 5,483,000 Police 80,000 80,000 - - - - - PW/Facilities & Fleet 71,373,046 1,578,841 3,178,841 61,798,841 1,578,841 1,658,841 1,578,841 PW/Stormwater & Flood Utility 139,075,927 9,285,391 14,345,078 7,272,982 96,672,471 4,806,821 6,693,185 PW/Transportation & Mobility 82,353,396 12,263,869 17,638,444 15,392,000 12,433,333 12,542,250 12,083,500 PW/Wastewater Utility 117,354,642 14,694,831 55,245,894 28,923,000 5,690,918 5,860,000 6,940,000 PW/Water Utility 138,984,590 13,398,913 54,102,825 19,749,883 22,709,930 18,071,716 10,951,324 TOTAL 668,425,091$ 73,449,854$ 159,956,101$ 166,308,065$ 158,252,294$ 58,715,928$ 51,742,850$ $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 2021 2022 2023 2024 2025 2026 2021-2026 Funding by Department Community Vitality Open Space & Mountain Parks Parks & Recreation Library & Arts PW/Facilities & Fleet Other PW/Transportation & Mobility PW/Utilities City of Boulder Page 174City of Boulder Page 174 2021-2026 Approved CIP Funding by Project Type Each CIP project has been classified as a city investment in one of five project types: Capital Enhancement, Capital Maintenance, Capital Planning Studies, Land Acquisition, and New Facility/Infrastructure. The five project types are defined by the following criteria: 1. Capital Enhancement • Construction results in the expansion or significant improvement of an existing facility or asset. • Projects have a discrete start and end date. • Projects are location specific. • Projects are typically over $100,000 in total project cost, but do not have to be. Innovation & Technology projects are typically over $50,000 in total project cost. • Projects result in a durable, long lasting asset, with a useful life of at least 15 years. Innovation & Technology projects may be as short as five years. • Projects may qualify for a percent for art allocation. 2. Capital Maintenance • Project results in the repair, replacement, or renovation of an existing asset. • Projects may or may not have a discrete start and end date. • Projects are location specific or programs that cover a geographic area. • Projects are typically over $100,000 in total project cost. Innovation & Technology projects are typically over $50,000 in total project cost. 3. Capital Planning Studies • Project results in the development of a study or plan which is intended to identify, plan, or prepare for the construction or acquisition of capital assets or a capital program. • Projects have a discrete start and end date. • Projects are typically for studies that are over $100,000 in total cost. 4. Land Acquisition • Project or program results in the acquisition of real property, such as land, mineral or water rights, or permanent easements. • Projects may have discrete start and end dates, or may be programmatic. • Projects or programs may be location specific or citywide. • Projects or programs typically include acquisitions totaling over $100,000. 5. New Facility/Infrastructure • Project results in the construction or acquisition of a new asset. • Construction results in additional square footage of an existing asset. • Projects have a discrete start and end date. • Projects are location specific. • Projects are typically over $100,000 in total project cost, but do not have to be. • Projects result in a durable, long lasting asset, with a useful life of at least 15 years. • Projects may qualify for a percent for art allocation. Funding Summaries City of Boulder Page 175City of Boulder Page 175 2021-2026 Approved CIP Funding Summaries Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected CIP-CAPITAL ENHANCEMENT 364,746,101$ 31,903,801$ 61,607,038$ 107,651,984$ 122,889,142$ 18,740,061$ 21,954,076$ CIP-CAPITAL MAINTENANCE 270,913,494 38,156,064 90,851,704 44,589,048 32,105,092 37,490,351 27,721,237 CIP-CAPITAL PLANNING STUDIES 4,558,333 955,000 420,000 1,530,000 1,353,333 300,000 - CIP-LAND ACQUISITION 6,140,603 1,324,989 1,352,360 1,060,474 769,727 800,516 832,537 CIP-NEW FACILITY/INFRASTRUCTUR 22,066,560 1,110,000 5,725,000 11,476,560 1,135,000 1,385,000 1,235,000 Total 668,425,091$ 73,449,854$ 159,956,101$ 166,308,065$ 158,252,294$ 58,715,928$ 51,742,850$ 2021-2026 FUNDING SUMMARY BY TYPE $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 2021 2022 2023 2024 2025 2026 2021-2026 Funding by Project Type New Facility/Infrastructure Land Acquisition Capital Planning Studies Capital Maintenance Capital Enhancement City of Boulder Page 176City of Boulder Page 176 2021-2026 Approved CIP Funding by Fund Detailed descriptions of all of the city’s funds are available in the introduction section of the 2020 Approved Budget. Many of the funds exist to handle dedicated revenues that can only be used for specific types of capital projects. These restrictions provide consistency in planning for project types, but also require the city to allocate resources to a specific category of infrastructure and maintain existing priorities. The Greenways Program is not a fund as defined above, but is used within the CIP to illustrate the funding structure of the Public Works - Greenways workgroup, and to call out the CIP projects associated with the work of Greenways. The following funds qualify for a percent for art allocation: 0.25 Cent Sales Tax Fund, Facility Renovation & Replacement Fund, Governmental Capital/General Fund, Permanent Park & Recreation Fund, Transportation Fund, and Transportation Development Fund. Similar to the department distributions described earlier in this section, the Transportation and Utility Funds are the largest contributors to the city’s 2021-2026 CIP. The following chart shows the distribution of six-year funding by fund. The CIP projects are funded through the following 21 sources. • .25 Cent Sales Tax Fund (for Parks & Recreation) • Airport Fund • Boulder Junction GID - Parking • Capital Development Fund • Community, Culture, & Safety Tax Fund • Computer Replacement Fund • Downtown Commercial District Fund • Equipment Replacement Fund • Facility Renovation & Replacement Fund • Fleet Fund • Governmental Capital Fund (tied to General Fund) • Lottery Fund • Open Space Fund • Permanent Park & Recreation Fund • Planning & Development Services Fund • Stormwater & Flood Management Utility Fund • Transportation Fund • Transportation Development Fund • University Hill Commercial District Fund • Wastewater Utility Fund • Water Utility Fund Funding Summaries City of Boulder Page 177City of Boulder Page 177 2021-2026 Approved CIP Funding Summaries Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected .25 Cent Sales Tax 8,037,000$ 2,165,000$ 1,750,000$ 1,022,000$ 1,000,000$ 600,000$ 1,500,000$ Airport 333,333 - - - 333,333 - - Bldr Junction GID- Parking 2,100,000 - - 210,000 1,890,000 - - Boulder Junction Capital Improvement 400,000 - 100,000 100,000 100,000 - 100,000 Capital Development 2,855,958 1,000,000 - 1,855,958 - - - Community, Culture, and Safety Tax 6,225,199 2,552,000 434,000 3,239,199 - - - Computer Replacement 4,745,872 1,278,072 432,800 580,000 575,000 1,555,000 325,000 Downtown Commercial District 8,350,000 1,090,000 1,705,000 1,875,000 1,770,000 500,000 1,410,000 Equipment Replacement - - - - - - - Facility Renovation & Replacement 69,380,788 1,186,583 1,578,841 61,798,841 1,578,841 1,658,841 1,578,841 General 100,000 100,000 - - - - - Governmental Capital 37,994,205 6,097,962 6,189,440 15,633,203 4,886,800 5,186,800 - Lottery 6,042,402 1,007,067 1,007,067 1,007,067 1,007,067 1,007,067 1,007,067 Open Space 30,000,485 4,038,705 4,711,780 4,750,000 5,250,000 5,500,000 5,750,000 Permanent Parks & Recreation 17,269,500 4,947,000 1,300,000 3,050,000 2,839,000 1,578,500 3,555,000 Planning and Development Services 19,099 19,099 - - - - - Stormwater & Flood Management Utility 138,169,525 9,134,324 14,194,011 7,121,915 96,521,404 4,655,754 6,542,118 Transportation 70,312,492 9,790,298 11,654,444 14,542,000 11,300,000 11,742,250 11,283,500 Transportation Development 9,600,000 800,000 5,550,000 850,000 800,000 800,000 800,000 University Hill Comm District 150,000 150,000 - - - - - Wastewater Utility 117,354,642 14,694,831 55,245,893 28,923,000 5,690,918 5,860,000 6,940,000 Water Utility 138,984,590 13,398,913 54,102,825 19,749,883 22,709,930 18,071,716 10,951,324 Total 668,425,091$ 73,449,854$ 159,956,100$ 166,308,065$ 158,252,294$ 58,715,928$ 51,742,850$ 2021-2026 FUNDING SUMMARY BY FUND $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 $160,000,000 $180,000,000 2021 2022 2023 2024 2025 2026 2021-2026 Funding by Fund Community Vitality Funds Open Space Fund Parks & Recreation Funds Governmental Capital Fund PW/Transportation Funds Other PW/Utilities Funds City of Boulder 2021-2026 Approved CIPPage 178 [This page intentionally left blank] City of Boulder Page 179City of Boulder Page 179 2021-2026 Approved CIP Citywide ....................................................................................................................................................................181 Community Vitality ..............................................................................................................................................183 Facilities ....................................................................................................................................................................189 Fire-Rescue..............................................................................................................................................................197 Innovation & Technology ...................................................................................................................................201 Library & Arts ........................................................................................................................................................209 Open Space & Mountain Parks ......................................................................................................................211 Parks & Recreation ..............................................................................................................................................219 Police ..........................................................................................................................................................................227 Transportation ......................................................................................................................................................229 Utilities & Greenways ........................................................................................................................................235 DEPARTMENT OVERVIEWS City of Boulder 2021-2026 Approved CIPPage 180 [This page intentionally left blank] City of Boulder Page 181City of Boulder Page 181 2021-2026 Approved CIP Current Focus for Capital Planning & Projects in the 2021 Capital Budget The goals of the General Fund CIP are to provide a sustainable funding source for essential capital needs; improve resiliency of essential services; and save the city money in the long run by not deferring necessary improvements. Many General Fund CIP projects are found within the corresponding departments. However, there are several projects in 2021 that are true citywide projects and do not have an associated department focus. Projects in 2021 include: Continuing payment support for Hogan Pancost - The Hogan Pancost property is a 22.2-acre parcel in area II contiguous to South East Boulder (see image on next page). After several attempts by developers to annex and develop the property, council decided that it would be in the best interest of the community for the city to purchase the land. Having control of the property will allow for a pause to consider the most appropriate uses. It will remove the incentive to maximize the return on investment. It will also allow time to consider the effects of the South Boulder Creek flood mitigation study and guarantee that the neighboring community has a voice in what ultimately happens on the property. Additionally, citywide projects include Nonprofit Support outlined within the 2017 Community, Culture, and Safety Tax approved by voters. Projects in 2021 include: • Renovation of the Boulder Museum of Contemporary Art (BMoCA); • Improve facilities at Resource Central to expand recycling and reuse efforts. Operating & Maintenance Impacts Operating costs will be included as appropriate. Unfunded Projects & Emerging Needs Many of the city’s unfunded needs reside in the General Fund and include facility backlogs, emerging technology needs, and large, unfunded facility replacements. The goal of this funding source is to address the backlog, critical infrastructure, and technology needs while also recognizing that additional funding sources will be needed to accomplish larger, high-dollar projects such as new facilities. Citywide City of Boulder Page 182City of Boulder Page 182 2021-2026 Approved CIP CLICK HERE for detailed Project Sheets! 2021-2026 Capital Improvement Plan Hogan Pancost Property (Yellow-lined area) CEAP Projects N/A Board Action N/A Citywide Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 20,440,544$ 1,440,704$ 4,339,440$ 4,886,800$ 4,886,800$ 4,886,800$ -$ CIP-Capital Enhancement Total 12,800,000$ 800,000$ 3,000,000$ 3,000,000$ 3,000,000$ 3,000,000$ -$ CCS Agreements - BMOCA 500,000$ 500,000$ -$ -$ -$ -$ -$ CCS Agreements - Resource Central 300,000$ 300,000$ -$ -$ -$ -$ -$ Pavilion Debt Service 12,000,000$ -$ 3,000,000$ 3,000,000$ 3,000,000$ 3,000,000$ -$ CIP-Capital Maintenance Total 6,038,784$ -$ 698,736$ 1,566,448$ 1,886,800$ 1,886,800$ -$ General Fund Capital 6,038,784$ -$ 698,736$ 1,566,448$ 1,886,800$ 1,886,800$ -$ CIP-Land Acquisition Total 1,601,760$ 640,704$ 640,704$ 320,352$ -$ -$ -$ Hogan Pancost Land Purchase 1,601,760$ 640,704$ 640,704$ 320,352$ -$ -$ -$ Location: 1750 13th St BMoCA will renovate the current facility, which is necessary for the organization to sustain its current levels of growth and provide the best service for the community. General Fund Capital dollars transferred to the Governmental Capital Fund to provide a sustainable funding source for essential capital needs; improve resiliency of essential services; and save the city money in the long run by not deferring necessary improvements. Specific projects will be identified during the annual CIP process. The Hogan Pancost property is a 22.2-acre parcel in area II contiguous to South East Boulder. After several attempts by developers to annex and develop the property, council decided that it would be in the best interest of the community for the city to purchase the land. Having control of the property will allow for a pause to consider the most appropriate uses. It will remove the incentive to maximize the return on investment. It will also allow time to consider the effects of the South Boulder Creek flood mitigation study and guarantee that the neighboring community has a voice in what ultimately happens on the property. Location: 6400 Arapahoe Ave Debt service payments in the out-years, in the event Pavilion reuse is approved by council. Citywide Capital City of Boulder Page 183City of Boulder Page 183 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget In alignment with citywide goals and plans, Community Vitality developed a departmental strategic plan focusing on access for people, vision of place, and pursuit of vitality. During the COVID pandemic, the city’s response and recovery, and within an economically constrained environment, it is critically important to adhere to community- supported plans for the purposes of prioritization and efficiency. Specific objectives within the CV Strategic Plan were helpful in guiding decisions within the development of the 2021-2026 Capital Improvement Plan (CIP): • Invest in existing infrastructure to enhance and extend life of district-owned assets and develop a strategic asset plan for future opportunities. • Set and achieve customer service enhancements such as, reducing in-person wait times, setting standards for responsiveness to customer issues, and further development of partnerships. • Utilize existing programs to contribute to the city-wide Vision Zero goals; safety enhancements for pedestrians, bikes, and vehicles. • To facilitate a diverse and dynamic economy where residents and businesses grow and succeed together through strategic partnerships (internal and external), policies, and programs. Community Vitality manages several general improvement districts and the district-owned assets. In the Central Area General Improvement District (CAGID), Community Vitality manages five parking structures, two of which have leasable commercial property. Major 2020 projects in the parking structures included work at the Randolph Center to repair persistent water infiltration, structural improvements in the St. Julien Hotel parking structure, and completion of the staircase replacements at 1100 Spruce and 1500 Pearl buildings. The other major 2020 capital project was the replacement of most of the aging on-street parking stations. This is a necessary upgrade to aging infrastructure. This program is essential for maintaining healthy commercial areas and generates significant General Fund revenue. The project is funded through the Facilities and Asset Management Equipment Replacement Fund (ERF). There are several impacts of the COVID-19 pandemic in terms of revenue loss and subsequent capital project reductions. Community Vitality is in a prominent role in supporting the economic recovery of the city and ensuring a successful and vibrant retail environment. This involves supporting small business grants, affordable commercial programs, and partnership development, all which have significant operational impact. Additionally, several customer service enhancements for parking products, including the continued effort to Community Vitality City of Boulder Page 184City of Boulder Page 184 2021-2026 Approved CIP move towards more gateless systems at all parking structures was reduced and deferred to future years due to revenue losses in our parking structures. Other COVID impacts to the CV 2021-2026 CIP included the reduction of the planned capital investment in the University Hill Commercial Area. While lighting and public landscaping will be addressed in 2020-2021, other capital investment will be delayed indefinitely until the full revenue impact, completion of the Hill Hotel project, and future parking infrastructure planning are better understood. Finally, significant reductions are included in the 2021 CAGID capital budget. In addition to delays in software and customer service improvements, reductions in scope were necessary for several projects, including elevator repairs and other structural improvements. Also, the CAGID deck repair program and the capital improvement program for Boulder Junction was cancelled for 2021. 2021 Capital Projects • Completion of the St. Julien capital improvements • Completion of the Randolph Center improvements • Elevator repairs at St. Julien • Affordable Commercial capital program pilot • 1500 Pearl exterior brick repairs • University Hill public landscaping 2020 Adjustments (if applicable) • Reduction of scope for the pay station replacement project ($225,000) • Reallocation of parking deck repairs to St. Julien repairs ($400,000) • Postponement of Pearl Street Refresh Planning ($65,00) • Postponement of Phase 1 – Gateless Technology ($130,000) • Cancellation of other software enhancements ($50,000) Operating and Maintenance Impacts An operational impact that Community Vitality has closely monitored is the pace in which a project can be completed based on project management capacity within the department. With the addition of a project and program manager (added in 2019), departmental capacity to lead projects increased; however, the need for additional capacity to complete major projects still existed. The department retained Orion, Inc., to assist the department with project management through early 2021. Unfunded Projects and Emerging Needs Unfunded Projects The Farnsworth Assessment (2017) identified over $12 million of parking structure facilities capital projects and repair and replacement suggested over a period of 10 years based on current conditions and urgency of attention. The 2021-2026 Community Vitality CIP reflects the top priorities in addressing deferred maintenance but cannot absorb the entire amount identified in the Assessment. Additionally, planning for a future refresh of the Pearl Street Mall and surrounding area is prudent. A large project will require a community conversation and other funding sources than currently identified. The only funding included in the CIP is $65,000 in 2021 as a shared portion of an initial internal planning effort (in conjunction with Parks and Recreation). Community Vitality Capital City of Boulder Page 185City of Boulder Page 185 2021-2026 Approved CIP Emerging Needs The impact of COVID on the business community and the overall local economy will persist throughout 2021 and beyond. As a property owner and key partner with business organizations, Community Vitality will have to monitor the need for investment in district-owned spaces for affordable opportunities and other areas where city investment may be appropriate. CEAP Projects N/A Board Action The Downtown Management Commission (DMC) recommended approval of the Community Vitality 2021-2026 CIP at their July 14 meeting. The Boulder Junction Access District Commissions (Parking & TDM) recommended approval of the Community Vitality 2021- 2026 CIP at their July 22 meeting. The University Hill Commercial Area Management Commission (UHCAMC) will consider the Community Vitality 2021-2026 CIP at their August meeting. Pearl Street in Spring Community Vitality Capital City of Boulder Page 186City of Boulder Page 186 2021-2026 Approved CIP Community Vitality Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 8,900,000$ 1,240,000$ 1,805,000$ 1,975,000$ 1,870,000$ 500,000$ 1,510,000$ CIP-Capital Enhancement Total 2,000,000$ 300,000$ 475,000$ 175,000$ 850,000$ 100,000$ 100,000$ Affordable Commercial Capital Prog 500,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ -$ Gateless System Installation 300,000$ -$ 300,000$ -$ -$ -$ -$ Parking Product Software Enhancemen 225,000$ 50,000$ 75,000$ -$ -$ -$ 100,000$ University Hill Landscaping 150,000$ 150,000$ -$ -$ -$ -$ -$ Parking Garage Exterior Brick Rehab 825,000$ -$ -$ 75,000$ 750,000$ -$ -$ CIP-Capital Maintenance Total 6,835,000$ 875,000$ 1,330,000$ 1,800,000$ 1,020,000$ 400,000$ 1,410,000$ 1500 Pearl Brick Repairs 175,000$ 175,000$ -$ -$ -$ -$ -$ Boulder Junction Public Improvemnts 400,000$ -$ 100,000$ 100,000$ 100,000$ -$ 100,000$ Ceiling and Roof Repair/Replace 400,000$ -$ 50,000$ 350,000$ -$ -$ -$ This is a likely program in 2020 with a portion of the program funded as capital projects in the existing CAGID owned retail spaces. A portion of this project work is funded through the General Fund transfer to CAGID. Council will define program details and scope of capital-related project work later in 2019 or early 2020. In alignment with the Access and Parking Management Strategy (AMPS), this project is to enhance the customer service through the application of innovative solutions within the parking garages. This technology, currently utilized at the Trinity Garage, will allow improved customer experience and reduced operating costs. The project was initially scheduled for 2020-2021 and was delayed to 2022 as a budget reduction measure. This will coincide with the timing of the next phase of AMPS implementation. Budgeting for Resiliency: Helpful. In alignment with the City's Goals and Values and Community Vitality's areas of focus, this project seeks to improve customer service through the development and acquisition of of software that enhances the current suite of parking products offered by Community Vitality. The scale and individual products will be developed through a department strategic planning process and the next phase of the AMPS implementation. The overall scope of the project was reduced as a budget savings measure. Budgeting for Resiliency: Helpful. UHGID is responsible for a portion of the investment in public infrastructure. This is a partnership with Forestry to replace trees and otherwise improve the aesthetics in the public right-of-way. Budgeting for Resilience: Amenity. This project is to address necessary rehabilitation of the brick structure at the Spruce and Pearl parking structure. This includes replacing necessary bricks and addressing any structural issues that arise during assessment. Some of this work is necessary to address issues that arose out of other construction projects in 2019-2020. Scope reduced in 2024. Budgeting for Resiliency: Important Assessing the brick façade on the west, south, and east elevations of the parking structure and removing loose and deteriorated brick. Replacing the damaged bricks, and at all lintel locations, removing the mortar from the bed joints and installing a soft sealant joint. The work will focus on areas where there is potential safety issues from loose materials. Budgeting for Resiliency: Important Boulder Junction Parking District is responsible for the maintenance and enhancement of capital assets within the district. Since the establishment of the district, no funds have been aside for public improvements and other related enhancements to the district. While there is not an individual project identified at this time, there is expected necessary investment within the district, utilizing Boulder Junction Access District (Parking) funds. This was initially planned for 2021. Due to lost revenue, this will be delayed until 2022. A long-term planning effort with the Boulder Junction Commissions will take place in 2020 to help inform future investment. Budgeting for Resiliency: Helpful. Significant patching and replacement of areas of the roof and ceilings within the Pearl and Spruce structures is necessary. Exact scoping for the improvements will occur in 2022 with construction in 2023. Budgeting for Resiliency: Important. Community Vitality Capital 2021-2026 Capital Improvement Plan City of Boulder Page 187City of Boulder Page 187 2021-2026 Approved CIP Community Vitality Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Garage Deck & Structural Cap Maint 2,000,000$ -$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ HVAC System Repair-Replacement 340,000$ -$ 20,000$ 300,000$ 20,000$ -$ -$ Interior Tenant Space Repairs 450,000$ 50,000$ 200,000$ 50,000$ 50,000$ -$ 100,000$ Parking Building Doors and Windows 200,000$ -$ -$ -$ 200,000$ -$ -$ Parking Garage Elevator Replacement 1,000,000$ 250,000$ 500,000$ -$ -$ -$ 250,000$ Parking Garage Fire Supp. Repairs 350,000$ 100,000$ -$ -$ 250,000$ -$ -$ ParkingGarage Staircase Replacement 720,000$ -$ 60,000$ 600,000$ -$ -$ 60,000$ Randolph Garage Deck Repairs 700,000$ 200,000$ -$ -$ -$ -$ 500,000$ St. Julien Ramp Repairs 100,000$ 100,000$ -$ -$ -$ -$ -$ CAGID is a 50% owner of the Randolph Center at 1100 Walnut. The facility has experienced persistent water penetration, leading to some infiltration into the tenant spaces below and adjacent to the parking structure. After an engineering report confirmed that the leaking is occurring due to poor sealing in the parking structure, immediate repairs are necessary. The estimated total amount of immediate repair is $465,000. Through the Condo Association, additional assessment took place in 2020. This prioritized work to be completed in 2020. However, additional work will be necessary in 2021. Budgeting for Resiliency: Important. CAGID manages retail space for 13 tenants and approximately 16,000SF within the Pearl and Spruce structures. As the owner of the retail spaces, there is annual maintenance within the spaces and sometimes more extensive work required if/when a tenant space turns over. This represents the expected annual amount for more significant repairs. Additional consideration may be given to CAGID businesses impacted by the pandemic and assistance will be determined based on future criteria. Budgeting for Resiliency: Helpful. This is required capital maintenance on all CAGID assets based on the Farnsworth facility assessment report. Several doors and windows are in need of replacement and/or repair. This will help with the energy efficiency of these buildings. This project is projected to be completed in 2024. Budgeting for Resiliency: Helpful. This project is to address continued work in updating the elevators within the downtown parking garages. Work in replacing elevators at Spruce and Pearl Street garages is being completed in 2020. This project would plan, scope, and bid the next major repair and/or replacement (at the St. Julien) in 2021 and 2022. An assessment of the other garages allowed for an overall reduced scope and cost, $310,000 in savings over three years. Budgeting for Resiliency: Important This project is to address critical repairs within parking structures to the fire suppression and sprinkler systems. An assessment is being conducted in 2020 and early information allows for the overall scope of the project to be reduced. Capital work is likely to be completed in 2021. Future work is expected in 2024. Budgeting for Resiliency: Important. This project will continue the work to address deferred maintenance in all downtown parking garages. This will prioritize the replacement of staircases at the RTD garage. This work was delayed from 2021 to 2022-2023 to reduce budget. Budgeting for Resilience: Important. Coating leak prevention and repairs Traffic coating at the entrance to the parking structure on Level B1 removal and replacement to minimize water infiltration through the slab. The majority of work will be completed in 2020. Some additional work is necessary in 2021 as a part of the entire project. Budgeting for Resiliency: Important. The 2017 Farnsworth Facilities Assessment identified deferred maintenance to be addressed in all of the CAGID parking structures. Specifically, one the largest in scale was the annual cost of repairing the concrete parking decks and underlying structure that wears down over time. This Capital Maintenance program seeks to address deferred maintenance by making an annual investment of $400,000 into various projects, with a focus on the concrete parking decks and underlying structure. The amount was reduced and reallocated in 2020 and 2021 to focus on specific projects and reduce overall budget impact. Budgeting for Resiliency: Important. This project is the planning, scoping, and construction of HVAC systems at Spruce and Pearl garages. This impacts the parking areas, tenant spaces, and offices and represents a phased approach from 2022-2025. Budgeting for Resiliency: Helpful. 2021-2026 Capital Improvement Plan Community Vitality Capital City of Boulder Page 188City of Boulder Page 188 2021-2026 Approved CIP 2021-2026 Capital Improvement Plan Community Vitality Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected CIP-Capital Planning Studies Total 65,000$ 65,000$ -$ -$ -$ -$ -$ Pearl Street Mall Planning 65,000$ 65,000$ -$ -$ -$ -$ -$ This project is for internal planning dollars in support of a collaboration effort between Community Vitality and Parks and Recreation to plan for a future refresh of Pearl Street Mall. This represents half of the estimated amount of the planning effort. This is an initial internal step; public and stakeholder engagement will be mandatory as a part of any future funding beyond the scope of this internal planning process. This project was postponed to 2021 as a budget reduction measure. Budgeting for Resiliency: Important. CLICK HERE for detailed Project Sheets! Pay to Park Community Vitality Capital City of Boulder Page 189City of Boulder Page 189 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget In 2021, the Facilities Department will focus on three areas:(1) planning, designing, and constructing new and major renovation of building infrastructure, (2) maintaining existing infrastructure, and (3) completing the city’s first-ever Facilities Master Plan and implementing an improved capital planning process for the city’s building portfolio. New Construction and Major Renovation of Building Infrastructure The newly established Facilities Department is leading design and construction efforts on two new construction projects, the North Boulder Branch Library and Fire Station 3 relocation. A third major project is the redevelopment of the Alpine-Balsam site which was purchased by the city in December 2015. The first major project on the site occurred in 2018 with the renovation of the existing Brenton Building which consolidated the city’s Finance Department into one building. This was followed by interior deconstruction of the Boulder Community Health (BCH) hospital and Medical Office Pavilion (Pavilion) to prepare for major renovation of the Pavilion building. The focus in 2021 will be continuing renovation of existing buildings and planning for redevelopment of the site into a centralized Western City Campus which will enable several existing city buildings, currently dispersed, to be consolidated into this one location to better serve the community. Through consolidation many efficiencies can be achieved through more effective use of physical space, reductions in deferred maintenance backlog, economy in operations and maintenance and advancements towards the city’s climate commitment by creating high energy performing buildings. Maintenance of Existing Infrastructure The Facilities Department expanded the asset management program from 22 to 70 city facilities in 2020. The asset management software is used to prioritize building system replacement needs and assign a Facility Condition Index (FCI) score to each building. The Deferred Facility Maintenance Projects funding will be used on urgent or high priority system repairs or replacements in buildings with the lowest FCI score. Replacements funded with this project include HVAC systems, fire suppression/detection systems, major maintenance or replacement of roofing systems, etc. Fire stations major maintenance will continue in 2021. The 24/7 occupancy of the city’s eight fire stations and their status as essential facilities requires a higher level of maintenance. This annual CIP project is distributed among the eight Boulder fire stations to improve the quality of kitchen, dining, and living areas. The 2021 project plan is currently being developed in coordination with Boulder Fire-Rescue Department. Facilities City of Boulder Page 190City of Boulder Page 190 2021-2026 Approved CIP Facilities Capital The Parks and Recreation (BPR) Aquatics Facility Study (AFS) identified deferred maintenance needs within existing BPR facilities. Addressing the needs identified will be a multi-year effort and East Boulder Community Center (EBCC) will be the focus for 2021 and 2022. Facilities will partner with BPR on a Natatorium Enhancement project that addresses the identified deferred maintenance and improves the user experience. In 2021, funding will be used to supplement planning and design for the EBCC Natatorium Enhancement project and in 2022 funding will go toward implementation with the Facilities portion being used to address necessary facility repairs. Facilities will partner with BPR on the Neighborhood and Community Park Capital Maintenance project. This project provides funding for asset maintenance throughout the Neighborhood and Community Park system as well as a complete renovation of one neighborhood park annually to meet the goals outlined within the BPR Master Plan and Capital Investment Strategy. Facilities will contribute funding and collaborate with BPR on the planning, design, and implementation of a renovation for North Boulder Park in 2021 and Martin Park in 2023. Facilities Master Plan Implementation The new Facilities Master Plan (FMP) is a comprehensive assessment of all city facilities encompassing more than 70 buildings and structures (it excludes OSMP barns and ranches and park shelters). Key goals of the first Facilities Master Plan are to identify a common vision and core values across all city facilities and to measure facility health and condition against these common values. It is also to guide a strategic implementation plan and capital investment strategy for near term, within the timeframe of CIP planning and over the long term, decades. Major milestones for investment strategies align with the city’s Climate Commitment Goals in both 2030 for city buildings and 2050 with community wide goals. A key strategic initiative of the FMP is to consolidate 22 facilities that are not otherwise tied to a specific geographic location such as a fire station or recreation center. There are numerous benefits that can be achieved through consolidation such as operational and maintenance efficiencies, energy efficiency, space economy, increased staff effectiveness and more. Many of these benefits also result in cost savings and most importantly better delivery of essential services to the community. The completion of the FMP and development of the implementation strategy as it applies to capital planning will be a focus of the Facilities Department in 2021. Municipal Building Lobby City of Boulder Page 191City of Boulder Page 191 2021-2026 Approved CIP Facilities Capital Covid-19 Impacts The COVID-19 pandemic has resulted in fiscal and staffing constraints for the Facilities Department and non- furloughed staff resources have been diverted to COVID Recovery. The planning and design schedule for the Alpine-Balsam redevelopment project has also been impacted. At this point, it is unclear if there will be an impact in 2021 on the overall Alpine-Balsam redevelopment timeline. The Facilities Master Plan (FMP) adoption has been delayed due to the Covid-19 pandemic impact on the City Council schedule and some staff shifts to focus on COVID Recovery. In 2021 capital investment projects will be executed that align with City Council initiatives and maintain current building infrastructure. Strategic investment opportunities to reduce the backlog of deferred maintenance in city buildings will addressed in the FMP in 2021 with implementation on prioritized projects anticipated to proceed in 2022. 2021 Capital Projects • BCH Hospital Deconstruction • Western City Campus Development • New Fire Station 3. More details can be found in BFR CIP. • New North Boulder Library. More details can be found in BPL CIP. • North Boulder Park Shelter Repair • Aquatic Facilities Major Maintenance • Fire Stations Major Maintenance • Major Maintenance of Building Systems 2020 Adjustments (if applicable) Alpine-Balsam Hospital Deconstruction – Budget Deferral ($1,600,000) As part of the Alpine-Balsam Area Plan, adopted by City Council on Oct. 1, 2019, the city is deconstructing the main hospital building at the Alpine-Balsam site. The timing of deconstruction of the exterior of the main hospital should be completed concurrent with flood mitigation construction along Balsam Ave. The flood mitigation work is not anticipated to begin until 2022 at the earliest. The funding for the exterior deconstruction of the hospital has already been appropriated but it is does not need to be encumbered until 2022 to coincide with flood mitigation work. Therefore, $1.6 million (one-time) of the hospital exterior deconstruction funding can be deferred until late 2021. Teahouse Entry Alterations – Budget Reduction ($255,000) This CIP was created mostly in response to a need for thermal protection from the elements right at the main entry doors. Adding an entry vestibule has many challenges that had not been fully identified at the time the CIP was presented. A solution to provide a simple air curtain, which will cost under $10k can be implemented to alleviate the primary concern. BMoCA Electrical Upgrade – Budget Reduction ($104,000) This was originally planned as a 2017 CIP project to upgrade the electrical system in BMoCA. Since the CIP was approved in 2017, BMoCA has planned for an expansion of their facility and it was determined that an electrical upgrade to the facility should be completed as part of the expansion project and not independently. This project should be reassessed when BMoCA has determined what level of improvement (or none) they will be making to the facility. Aesthetic Improvements to City Buildings – Budget Reduction ($150,000) This 2020 CIP was funded to make minor aesthetic improvements in various buildings as needed. These improvements are not necessary given current budget challenges and while most administrative buildings are closed to the public and staff are teleworking. Facilities Capital City of Boulder Page 192City of Boulder Page 192 2021-2026 Approved CIP Municipal Building Flood Gates – Budget Reduction ($94,000) The manual flood gates at the Municipal building are not currently working properly; however, a solution that meets current flood regulations has not been found. The project has been further delayed so that a solution that is well coordinated with other Civic Area improvements can be implemented. This project has been delayed indefinitely until such a solution is identified. Operating and Maintenance Impacts The new North Boulder (NoBo) Library will be under construction in 2021. Boulder Public Libraries are currently leasing a 500 square foot storefront location and the new NoBo Library will be a 10,500 square foot high- performance building owned and maintained by the city. The estimated General Fund budget impact for the new NoBo library is $300,000 annually. $90,000 for O&M and Utilities and $210,000 in FR&R contributions to fund major maintenance and repair & replacement over the life of the building. The new Fire Station 3 and Pavilion remodel will be in the design phase in 2021 with construction expected to start in 2022. Facilities will develop the ongoing funding needed for both buildings in the 2022 budget submittal. NoBo Library and Fire Station 3 represent a net increase in total square footage and operating expenses when compared to their previous building locations. The Pavilion remodel project will allow for the consolidation of existing office buildings into a single high-performance building resulting in an overall net reduction in square footage which will lower O&M and Utility expenses for the overall city portfolio. Facilities operating expenses will increase in the short term as NoBo, Fire Station 3, and the Pavilion come online, but will start to decrease as the consolidated buildings are deconstructed, sold, or repurposed by the city. Operating expense reductions are not expected to be realized until 2026 and beyond. O&M expenses for the remainder of the city’s building portfolio are expected to remain steady as investments are made in replacing aging building infrastructure through the Deferred Facility Maintenance Projects CIP. Critical and high priority building system replacements will reduce the O&M for that specific building system, yet the balance of existing infrastructure will continue to age. The Facilities Master Plan will address the capital funding target for the city building portfolio and the impact to on-going operating and capital budgets will be clearer in 2021. Unfunded Projects and Emerging Needs Fire Station #8, opened in 2015, and the Brenton Building, opened in 2018, have not been collecting facility renovation and replacement funding (FR&R). Best management practice recommends 2% of the facilities replacement value be collected annually to fund future renovations and replacements to maintain the value of the asset over its life cycle. Fire Station #8 has a $6 million replacement value and the Brenton building is $8 million. In total, $280,000 of annual funding for future replacement needs are not being collected for these buildings. The COVID-19 pandemic forced the closure of city administrative buildings and city staff who could work remotely were asked to do so for an extended period through 2020. As a result, the organization learned that the city can effectively telework and many staff now prefer to maintain some amount of telework permanently in their weekly schedule. Another lesson learned is that in-person engagement and collaboration is also necessary for true success and service excellence. The pandemic also brought to light the requirements for a healthy building, one that lessens the spread of infectious disease and promotes the health of individuals who occupy the spaces. These lessons will be incorporated into all new building projects moving forward and overall should result in reduction of costs per employee – both from physical space reduction as well as reduced health care expense. Facilities Capital City of Boulder Page 193City of Boulder Page 193 2021-2026 Approved CIP The Facilities Master Plan (FMP) will be completed in 2021. The FMP will guide the city’s future capital investment strategy for the building portfolio. Guidance and direction provided in the FMP could significantly change the unfunded needs in 2022. CEAP Projects N/A Board Action N/A Facilities Capital BCH Medical Pavilion Interior Deconstruction Facilities Capital City of Boulder Page 194City of Boulder Page 194 2021-2026 Approved CIP Facilities & Asset Management Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 71,373,046$ 1,578,841$ 3,178,841$ 61,798,841$ 1,578,841$ 1,658,841$ 1,578,841$ CIP-Capital Enhancement Total 61,992,258$ 392,258$ 1,600,000$ 60,000,000$ -$ -$ -$ BCH Hospital Deconstruction 1,600,000$ -$ 1,600,000$ -$ -$ -$ -$ Western City Campus Redevelopment 60,392,258$ 392,258$ -$ 60,000,000$ -$ -$ -$ CIP-Capital Maintenance Total 9,030,788$ 1,186,583$ 1,578,841$ 1,798,841$ 1,428,841$ 1,458,841$ 1,578,841$ Aquatics Facility Repairs 1,476,000$ 100,000$ 1,123,000$ 253,000$ -$ -$ -$ Building Perf Energy Requirements -$ -$ -$ -$ -$ -$ -$ Deferred Facility Maint Projects 5,764,788$ 816,583$ 305,841$ 705,841$ 1,278,841$ 1,228,841$ 1,428,841$ On May 16, 2019 City Council voted to proceed with deconstruction of the main hospital to prepare the Alpine-Balsam site for future redevelopment. The full scope of the deconstruction project includes interior deconstruction of the main hospital and Pavilion to prepare the latter building for future renovation. The exterior of the hospital building will be deconstructed and separated from the Pavilion building and the holes in the side of Pavilion where the hospital was once connected will be temporarily patched back until full renovation of that building proceeds. The basement of the hospital building will be excavated and the whole left behind will be filled. The final phase of work necessary to complete the deconstruction project is grading of the site which is being coordinated with future flood mitigation plans so that grading as part of the deconstruction project can work towards achieving those future flood mitigation goals for the site. The total project costs have been estimated between $14M - $16M for the work described above. The first ATB in 2019 appropriated $11,850,000 to the project. This amount reflects what was available from year end balance carryover from 2018 to utilize towards this project. In the 2020 approved budget, $3,350,000 was appropriated to bring total project appropriations up to $16M in order to complete all phases of the hosptial deconstruction. The timing of deconstruction of the exterior of the main hospital should be completed concurrent with flood mitigation construction along Balsam Ave. The flood mitigation work is not anticipated to begin until 2022 at the earliest. The funding for the exterior deconstruction of the hospital has already been appropriated but it is does not need to be encumbered until 2022 to coincide with flood mitigation work. Therefore, $1.6 million (one-time) of the hospital exterior deconstruction funding can be deferred from the original 2020 budget to help fill a funding gap due to the COVID-19 Pandemic. The Capital Funding Plan below reflects needing the $1,600,000 back in 2022 to complete the project. This project is considered ‘Essential’ using the Budgeting for Resilience classification in that it could not be cut without a significant impact, or risk of impact, to the city’s basic operation and functioning. The BCH Hospital building is partially deconstructed and finishing deconstruction of the exterior will enable the rest of the site to be made ready for future redevelopment. Leaving the building standing as a unoccupied cold shell poses significant health, life, and safety risks. The Alpine-Balsam Area Plan was adopted by Council in the fall of 2019. The plan included the intent to renovate the Medical Office Pavilion for city services and redevelop the eastern portion of the site as a new consolidated Western City Campus. In 2020, a budget of $1.7M was appropriated to begin design work to advance development of the site for this purpose and to prepare the remainder of the site for future housing development. Early design work included development of a city-wide master consolidation program to inform an approach for delivery of city services now and into the future as well as flood mitigation design and other horizontal infrastructure analysis necessary to complete the project. An additional $392,258 in 2021 will bring the total appropriations to $2,100,000 covering most, if not all, design work required for the project. Construction on the site is anticipated to begin in 2023 and early estimated costs for the city portion of redevelopment work are approximately $60,000,000. This number includes renovation costs of the Pavilion building, site improvements, and escalation for a construction start in 2023. The number also includes the deconstruction cost of Park Central and New Britain buildings which will be possible once city staff and services are relocated out of those buildings and onto the Western City Campus. It may also capture flood mitigation work on site and additional horizontal infrastructure such as roads and pedestrian paths that are required by regulatory agencies to be constructed as part of the Western Campus redevelopment. Design work at this stage is conceptual, and therefore cost estimates on all aspects of the project will be further developed as the project progresses and is refined. As more details develop on various aspects of the project such as flood mitigation, these may develop in subsequent years as separate and discrete CIP projects. Funding for the Western Campus Redevelopment project will be through bond proceeds in the General Fund. A portion of debt service for the bond will be offset from lease savings from vacating Center Green city offices. This project is considered ‘Essential’ using the Budgeting for Resilience classification in that it could not be cut without a significant impact, or risk of impact, to the city’s basic operation and functioning. This project enables the city to realize significant operational and cost efficiency through consolidation of multiple aging buildings into a single high performance city campus. The Parks and Recreation (P&R) Aquatics Facility Study (AFS) identified deferred maintenance needs within P&R existing facilities. P&R operates 11 pools within the city including indoor and outdoor leisure pools, lap pools and hot tubs. As part of the Aquatics Facility Study ongoing maintenance and repairs to recreation facilities have been prioritized starting with the three indoor facilities. 2021 funding will be used to supplement planning and design funding for East Boulder Recreation Center (EBRC). 2022 funding will be used to supplement EBRC Natatorium enhancements, with the Facilities portion going to address necessary facility repairs. 2023 funding will go toward funding the remaining Aquatic Facility repairs identified in the Aquatics Feasibility Study. This project is considered ‘Helpful’ using the Budgeting for Resilience classification in that it could be cut without significant or immediate impacts to the city’s basic operations and functioning. Perform energy assessments and retro commissioning (RCx) to comply with Boulder Building Performance Ordinance (BPO) (Ordinance no. 8071). The RCx requires implementing cost effective RCx measures within two years of the study. FAM will be performing the energy assessments, RCx, and implement cost-effective measures on buildings greater than 5,000 square feet. The Facilities Department has performed asset reviews for 80 city facilities and loaded that data into an asset management software. Facilities used that software to create building and system priorities. For example, a recreation center is maintained to a higher standard than a maintenance shop, and roofing systems are given a higher priority than interior finishes. The software program allows Facilities to prioritize system replacements based on a buildings Facility Condition Index (FCI). Replacements funded with this project include HVAC systems, boilers, parking lot repairs, and various other building systems. The ultimate goal with this funding is to address system replacements in buildings with the lowest FCI to drive to an acceptable FCI for the portfolio over time. Facilities Capital 2021-2026 Capital Improvement Plan City of Boulder Page 195City of Boulder Page 195 2021-2026 Approved CIP Facilities & Asset Management Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Fire Stations Major Maintenance 900,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ Fleet - System Repairs/Replacements 300,000$ -$ -$ 220,000$ -$ 80,000$ -$ Martin Park Shelter Major Maint 170,000$ -$ -$ 170,000$ -$ -$ -$ No Boulder Park Shelter Repair 120,000$ 120,000$ -$ -$ -$ -$ -$ Tantra Park Shop Renovation 300,000$ -$ -$ 300,000$ -$ -$ -$ CIP-Capital Planning Studies Total 350,000$ -$ -$ -$ 150,000$ 200,000$ -$ Facilities Master Plan Updates 350,000$ -$ -$ -$ 150,000$ 200,000$ -$ This project funds the first update to the new Facilities Master Plan (FMP) which is a comprehensive assessment of all city facilities encompassing more than 70 buildings and structures (it excludes OSMP barns and ranches and P&R shelters). Key goals of the first Facilities Master Plan were to identify a common vision and core values across all city facilities and to measure facility health and condition against these common values to guide a strategic implementation plan and capital investment strategy for near term, within the time frame of CIP planning and over the long term, decades. Major milestones for investment strategies align with the city's Climate Commitment Goals in both 2030 for city buildings and 2050 to align with community wide goals. A key strategic initiative of the FMP is to consolidate 22 facilities that are not otherwise tied to a specific geographic location such as a fire station or recreation center. There are numerous benefits that can be achieved through consolidation such as operational and maintenance efficiencies, energy effiiciency, space economy, increased staff effectiveness and more. Many of these benefits also result in cost savings and most importantly better delivery of essential services to the community. The update to the FMP, funded by this project, will provide an update on progress towards goals identified in the original plan and define the next near term strategic investment plan based on what has been achieved, new opportunities that have arisen and other influences experienced since the first FMP was adopted. This project is considered ‘Helpful’ using the Budgeting for Resilience classification in that it could be cut without significant or immediate impacts to the city’s basic operations and functioning. Funding is already appropriated for the first city-wide Facilities Master Plan (FMP), anticipated to be adopted in 2021. The update to the FMP in 2024 & 2025 will provide an update on progress towards goals identified in the original plan and define the next near term strategic investment plan based on what has been achieved, new opportunities that have arisen and other influences experienced since the first FMP was adopted. The 24/7 occupancy of the city's eight fire stations and the status as essential facilities requires a higher level of maintenance. This annual CIP project will be distributed among the eight Boulder fire stations to maintain finishes to industry standards, and upgrade kitchen, dining and living areas. Work on Fire Station 3 will be limited due to future replacement scheduled to be complete in 2023. This project is considered ‘Important’ using the Budgeting for Resilience classification in that it could not be cut without a significant impact, or risk of impact, to the city’s basic operation and functioning. Fire Stations are essential but the types of projects funded out of Fire Stations Major Maintenance are classified as ‘Important’. The types of projects funded include non-infrastructure upgrades to fire stations that support first responder’s ability to perform their job functions. Building infrastructure system repair and replacement projects for Fire Stations (i.e. roof, HVAC, water heater, etc. replacements) are funded through Deferred Facility Maintenance Projects which is classified as ‘Essential’. The Fleet Services Building, originally constructed in 1989, has numerous system repairs and upgrades needed including upgrades to the fire alarm panels, mechancial ventilation system replacement and asphalt repair and replacement. Utilizing the Facilities Department new capital asset planning software system, projects will be prioritized and bundled to efficiency implement. This project is considered ‘Important’ using the Budgeting for Resilience classification in that it could not be cut without a significant impact, or risk of impact, to the city’s basic operation and functioning. This project will fund building infrastructure maintenance required for the life, health, and safety of city staff and visitors. The P&R Round 1, Capital Investment Strategy project improved the shelter's exterior to include ADA access to the shelters, lighting upgrades, amenities (benches/tables), bear proof trash/recycling receptacles and concrete flatwork. FR&R funding was not available with 2013/2014 CIS project. This project upgrades the plumbing and fixtures and renews interior and exterior surface finishes of this facility constructed in 1962. Minor cosmetic work totaling $16,000 was last done in 2007. Code upgrades for the electrical systems will also be accomplished as required with any major renovation project. The funding for this project will be combined with Parks & Rec funding for Neighborhood and Community Park Capital Maintenance to complete the repairs at Martin Park in 2023. This project is considered ‘Helpful’ using the Budgeting for Resilience classification in that it could be cut without significant or immediate impacts to the city’s basic operations and functioning. The P&R Round 1, Capital Investment Strategy project improved the shelter's exterior to included ADA access to the shelters, lighting upgrades, amenities (benches/tables), bear proof trash/recycling receptacles and concrete flatwork. FR&R funding was not available to time with CIS project. This project upgrades the plumbing systems and fixtures and renews interior and exterior surface finishes of the facility built in 1969. Minor concrete work totaling $19,000 was last done in 2007. Electrical code upgrades will also be accomplished as required with major renovation projects. The funding for this project will be combined with Parks & Rec funding for Neighborhood and Community Park Capital Maintenance to complete the repairs at North Boulder Park in 2021. This project is considered ‘Helpful’ using the Budgeting for Resilience classification in that it could be cut without significant or immediate impacts to the city’s basic operations and functioning. Renovate the Tantra Park Shop for continuing use for Park Operations maintenance staff. The 3,000 square foot facility, constructed in 1984, needs repairs and renovations to major building systems. At this time, no specific scope has been identified for this project planned in 2023. This project is considered ‘Important’ using the Budgeting for Resilience classification in that it could not be cut without a significant impact, or risk of impact, to the city’s basic operation and functioning. Tantra Park is the south zone Parks Operations and Maintenance team’s maintenance shop. Tantra Park is assessed as ‘Important’ rather than ‘Helpful’ because of the building’s role in supporting the daily operations of the team providing the maintenance of all neighborhood and community parks in the south zone. CLICK HERE for detailed Project Sheets! Facilities Capital 2021-2026 Capital Improvement Plan Facilities Capital City of Boulder 2021-2026 Approved CIPPage 196 [This page intentionally left blank] City of Boulder Page 197City of Boulder Page 197 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget Fire-Rescue updated its departmental Master Plan in early 2020 and included a number capital replacement and enhancement elements that would enable the department to achieve its Council-accepted strategic goals over the next 7-10 years under three funding scenarios: Fiscally-Constrained, Action, and Vision. At the Fiscally- Constrained level, the Master Plan called for the city to move forward with the relocation and replacement of Fire Station #3 to accomplish three objectives. Fire-Rescue made much progress in 2020 on sourcing and engaging with design and architecture firms to replace Fire Station #3. The full design and permitting process is expected to last into early 2022. Construction timelines are being planned with built-in flexibility to accommodate evolving space needs and changing financial circumstances. Boulder Fire-Rescue’s primary CIP focus for 2021 will be the design and permitting for the relocation of Fire Station #3. The project has completed conceptual design work and is now in the pre-application phase. The relocation accomplishes three primary goals. First, the station is being moved to take it out of a 100-year floodplain. Second, the new station is being re-located to an area that is better situated to respond to higher call volumes. Finally, the replacement of Station #3 will expand Fire-Rescue’s system-wide facility capacity to expand into fire-based advanced life support (paramedicine) and transport as well as potentially accommodate administrative staffing space needs. The relocation and replacement of Fire Station #3 is being funded from a number of sources including dedicated dollars generated by the Community, Culture, and Safety Tax that was passed in 2017 in addition to supplemental General Fund capital funding and use of Fire- Rescue’s balance of impact fees and development excise taxes in the Capital Development Fund. In addition to facility capital projects, Fire-Rescue maintains a capital investment program to achieve the timely replacement of its rolling capital stock of eleven front-line and three reserve fire apparatus. Fire-Rescue will be incorporating the fire apparatus replacement model into the CIP to allow for increased coordination of these capital purchases with other overall city planning efforts. In 2021, Fire-Rescue will be replacing one of its fire engines that will operate out of Fire Station #2 and additional engine in 2021 that will operate out of Fire Station #3. Fire-Rescue City of Boulder Page 198City of Boulder Page 198 2021-2026 Approved CIP In addition, Fire-Rescue also secured $250,000 in one-time General Fund capital funding to complete renovations at its seven stations. These renovations resolved gender neutrality deficiencies and also provided for health and safety compliant storage and maintenance space for firefighter personal protective equipment including bunker gear and self-contained breathing apparatus. 2021 Capital Projects • Fire Station #3 Relocation • Replacement of a Type 1 Fire Engine 2020 Adjustments The station three project has been evaluated for scalability and staff is proceeding with the project in a measured way. Because the station has just completed the pre-application process, there are currently no further fiscal impacts that can be mitigated during the 2020 budget year. Apparatus replacement modeling would have called for the replacement of one engine this year, but due to budgets adjustments in 2019, this was delayed to 2021. Operating and Maintenance Impacts Constructing a new Fire Station #3 will reduce facility maintenance and energy costs relative to the current Station #3 facility that was built in the 1960s. The new station may also include administrative office space along with community and shared meeting space that could be used by other city departments as well as community members. Additionally, the station renovations that were completed in 2020 resulted in system- wide installation of health-compliant laundry facilities which negated the need for separate third-party laundry service generating thousands of dollars in annual operational savings. Unfunded Projects and Emerging Needs Fire-Rescue’s Master Plan called for a number of capital investments for which sufficient funding has not been identified. At the Fiscally-Constrained level, the relocation and replacement of Fire Station #3 is falling short of approved funding levels. Depending upon the final design of the station, it is anticipated that a range of $4.9 million to $11.1 million in additional funding will be needed. At the Action-Level, Fire-Rescue’s capital strategy focuses on relocating Fire Station #4 and Fire Station #2, with priority on the latter. In both cases, relocation will remedy the size and functionality deficiencies that currently exist at the outdated stations and likely involve land acquisition. No funding has been identified for either station relocation. Fire-Rescue has also identified the potential need to better address maintenance in the near-term and repairs in the long-term at the Boulder County Regional Fire Training Center (FTC). The FTC assets for which current maintenance funding is insufficient and replacement funding does not exist include the teaching and administrative space, the fire ground’s driving pad, and the burn and smoke buildings. Fire-Rescue manages the FTC under an agreement with the FTC’s Board and Boulder County. The City of Boulder is set to take ownership of the facility in 2034 at which point deferred maintenance and replacement will be shouldered solely by the city. In addition to maintenance and replacement, Fire-Rescue intends to eventually pursue phase II of the FTC facility master plan which calls for expansion of the on-site classroom space and adding dormitories to accommodate increased demand. This is identified at the Vision-level within Fire-Rescue’s Master Plan. CEAP Projects N/A Board Action N/A Fire-Rescue Capital City of Boulder Page 199City of Boulder Page 199 2021-2026 Approved CIP CLICK HERE for detailed Project Sheets! Boulder Fire-Rescue Vehicles 2021-2026 Capital Improvement Plan Boulder Fire Station No. 8 and Regional Training Center Fire-Rescue Capital Fire-Rescue Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 10,491,560$ -$ -$ 10,491,560$ -$ -$ -$ CIP-New Facility/Infrastructure Total 10,491,560$ -$ -$ 10,491,560$ -$ -$ -$ Fire Station 3 Desn & Construction 10,491,560$ -$ -$ 10,491,560$ -$ -$ -$ Fire Station #3 is being moved north on 30th Street to a location that removes it from a 100-year floodplain, better situates it to serve growing call volumes, and allow Fire-Rescue to build a modern station that can address system-wide capital deficiencies and supports possible service enhancements into fire-based advanced life support. The station’s $12.5 million relocation was originally approved and funded out of the 2017 Community, Culture and Safety Tax with $6.2 million in additional General Fund support. The land acquisition and recent completion of the Fire Master Plan coincided with the design phase of the project and present the city with the ability to help achieve 9 of 22 of Fire’s master plan goals relating to system-wide facility capacity, expansion into ALS, and response improvement depending upon the station’s approved design. Design options showing varying station size or phasing will be carried through the Site Review regulatory process currently planned to continue through 2021. The station’s alternate designs lead to total construction costs ranging from $25.5 million to $31.7 million generating funding shortfalls of $4.9 million to $11.1 million. Construction is being delayed until 2023 to allow time for financial conditions to improve and station design to be fully vetted and finalized. Fire-Rescue Capital City of Boulder 2021-2026 Approved CIPPage 200 [This page intentionally left blank] City of Boulder Page 201City of Boulder Page 201 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget During 2019 the city continued the projects recommended by the 2018 assessment of citywide IT operations. A significant and almost immediate outcome of this work has been improved transparency into the IT needs, gaps, and opportunities in the city. This includes major gaps in IT capital funding and technical debt from legacy systems that still demand resources. The next step in IT Transformation is to enhance and streamline the IT funding model citywide which will likely have impacts on the city’s IT capital management. A number of internal and constituent facing technology projects are planned for 2021. From an infrastructure standpoint, the city is investing in upgrades to the existing network infrastructure, redundant backup of critical IT business systems to cloud hosted disaster recovery services, and implementation of a significant network capital project, a 50+ mile dark fiber broadband backbone. Early phases of this project will begin to address data connectivity for underserved members of the community. On the application side, the city is refreshing the website and implementing an enterprise Data Warehouse. These projects will continue into and beyond 2021. While typically most of IT’s projects are capital maintenance projects that involve the replacement and upgrade to existing systems and software, in the next three years, it is expected that significant departmental efforts will need to focus on transforming technical operations and capacity. This is likely to require investment in both capital and operating dollars. IT Transformation is currently underway, including a redesign of the city’s technology funding. On a strategic level, the city is currently looking at how to treat capital funding for technology projects recognizing several factors: • A strong shift towards a cloud first technology posture; • Shorter, more significant technology innovation, and obsolescence, cycles; • Convergence of software and hardware; • Rapidly increasing bandwidth consumption and connected devices; and • Increased focus on mobile technology solutions. Innovation & Technology City of Boulder Page 202City of Boulder Page 202 2021-2026 Approved CIP Innovation & Technology Capital 2021 Capital Projects • Initiation and replacement of the city’s web platform and constituent relationship management system; Replacement and upgrade of Network Firewall equipment; • Refresh and upgrade to Laserfiche, the city’s document management system; • Replacement of the Data Backup and disaster recovery system • Replacement of the virtual server and storage system; and • Expand the Enterprise wide Data Warehouse. 2020 Adjustments (if applicable) During 2020 the Constituent Relationship Management project was put on hold due to COVID-19 constraints. The project will be moved to 2021. As a result of COVID-19 the replacement of the City’s telephone infrastructure will be transitioned from a on premise VoIP system to a cloud delivered Microsoft Teams solution. It is anticipated this project will result in ongoing cost savings for the city organization. Operating and Maintenance Impacts Many of IT’s CIP assets already have established maintenance and operations funding. No significant increases are anticipated as the result of near-term projects. Additionally, while device replacement has traditionally been captured in the CIP, the operating model manages this as an ongoing operational expense, and going forward, will be captured in the department Computer Replacement Fund operational budget and no longer included in the CIP. Unfunded Projects and Emerging Needs Unfunded projects and emerging needs fall into three categories: system replacement, technology transformation, and market dynamics. System Replacement Based on the more than 300 applications managed across the city, total system replacement is estimated to be between $8 million and $18 million. The wide range is due to various factors, including opportunities for system/function consolidation, new tech market entrants/consolidation, a changing technology landscape, and increasing cost of contracted IT labor. Technology Transformation IT is changing more quickly than it ever has. A few examples include cybersecurity, software defined infrastructure, preeminence of cloud technologies, expanding data use and needs, and the internet of things/connected devices. The current capital funding model does not consider these factors in its approach or strategy and will need to be reworked in 2020 and onwards. Market Dynamics Middle market technology firms that traditionally serve local governments are being consolidated and acquired more quickly than in the past. The outcome can be that a vendor chooses to support and continue one application over others from their portfolio of similar products. The impact to the city is that a system with a planned five to seven year lifecycle may only be vendor supported two to four years, and the city must move to a new product. CEAP Projects N/A Board Action N/A City of Boulder Page 203City of Boulder Page 203 2021-2026 Approved CIP 2021-2026 Capital Improvement Plan Innovation & Technology Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 15,728,400$ 6,360,600$ 682,800$ 5,930,000$ 575,000$ 1,855,000$ 325,000$ CIP-Capital Enhancement Total 1,050,000$ 550,000$ 250,000$ 250,000$ -$ -$ -$ Enterprise CRM 300,000$ 300,000$ -$ -$ -$ -$ -$ Enterprise Data Warehouse 750,000$ 250,000$ 250,000$ 250,000$ -$ -$ -$ CIP-Capital Maintenance Total 14,678,400$ 5,810,600$ 432,800$ 5,680,000$ 575,000$ 1,855,000$ 325,000$ Data Backup and Disaster Recovery 140,000$ -$ 140,000$ -$ -$ -$ -$ Database Hardware Replacement 540,600$ 65,600$ -$ 300,000$ -$ 150,000$ 25,000$ Network Hardware Replacement 2,920,000$ 290,000$ 275,000$ 280,000$ 500,000$ 1,300,000$ 275,000$ Security Administration 252,800$ 30,000$ 17,800$ -$ 75,000$ 105,000$ 25,000$ Server Hardware Replacement 825,000$ 825,000$ -$ -$ -$ -$ -$ Software Replacement 10,000,000$ 4,600,000$ -$ 5,100,000$ -$ 300,000$ -$ General Fund CIP. Replacement of current CRM system, Inquire Boulder. The current system has many deficiencies and has not been updated since its release in 2013. This solution is an enterprise-level tool. Originally approved for 2020 project has been put on hold due to the affects of COVID-19 on the organization. General Fund CIP. The siloed nature of various departments throughout the city makes sharing of internal information and data relatively difficult, as often it is unknown what data exists, what form it exists in, and whether it is compatible with data collected in another department. Having a citywide centralized system will allow departments to integrate data from multiple sources and applications into one location. A data warehouse would improve data quality and consistency throughout the City. This initial phase of the project is funding for consulting and cloud hosting services. An increase in the CRF of $30,000/year has already been built into the FY2020 rates for continued support of this solution. This project reflects the software and other project expenses needed to ensure timely replacement of the city's software applications. These systems are necessary to conduct day to day city business. The project reflects the hardware, software and support needed to ensure reliable high speed backup of files, databases and applications stored on the city’s enterprise servers and data storage sub-systems. Note that these systems are required not only for disaster preparedness and recovery purposes, but to meet legal records retention requirements. Hardware and related software necessary to provide and support the computing infrastructure that delivers critical database services. Project includes maintenance and end of life equipment replacement. This is an ongoing project and includes the hardware and related software used to provide and support a reliable and secure high-speed data and voice communications infrastructure to connect City computing devices to internal data repositories and computing services, while supporting connectivity to the Internet and other external data resources and services. Project involves maintenance and end of life equipment replacement. Most elements of the network infrastructure have a useful life of six years. This is the maximum lifecycle recommended by the equipment vendor and industry best practices. Equipment used to provide and support network devices and software needed to ensure the city’s network, server and computing infrastructure are secured against external Cyber-threats such as viruses, malware and hackers in compliance with FBI, CIP (Critical Infrastructure Protection) and PCI (Purchasing Card Industry) security standards. Project includes maintenance and end- of life-equipment replacement. Hardware and related software necessary to provide and support the computing infrastructure that delivers critical services, including enterprise software applications (e.g. financial, payroll, permitting and licensing, electronic mail, etc.), critical departmental applications (e.g. police and fire records, court case management, recreation registration, etc.) enterprise data storage resources, internal/external web systems, and electronic document management repositories. Project includes maintenance and end of life equipment replacement. Innovation & Technology Capital CLICK HERE for detailed Project Sheets! City of Boulder 2021-2026 Approved CIPPage 204 [This page intentionally left blank] City of Boulder Page 205City of Boulder Page 205 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget Continuing to provide library destinations that welcome diversity, anchor the community, strengthen its identity, and allow staff members to provide service excellence to all community members is the purpose of the library’s capital improvement program. The library in collaboration with the Facilities Department is pursuing capital projects to address library master plan goals to open a full-service branch library in North Boulder and to update public spaces at the George Reynolds Branch Library. North Boulder Branch Library The first two phases (i.e. planning and site design) of the north Boulder branch library are complete. Both phases were informed by extensive community input. The building design incorporates passive heating and cooling, solar voltaic panels, and other features to make the building net zero ready and reduce ongoing maintenance and energy costs. The facility will include space for the Boulder Reads adult literacy program, public meeting space, and a makerspace. Site design includes convenient multimodal access to community members who reside in surrounding neighborhoods and a walking path that connects directly to The Meadows manufactured home community property. The site review process will be complete in 2020. Construction is anticipated to begin in 2021. The project is funded from Community, Culture, and Safety (CCS) Tax for capital improvements revenues, development excise tax (DET) and impact fee revenues collected for the library, a council-initiated, one-time General Fund contribution, and Library Fund reserves. The total amount of CCS tax revenues for the project is $5 million, $4 million are from DET and impact fee revenues, a $700,000 one-time General Fund contribution, and a generous $500,000 donation from the Boulder Library Foundation. The COVID-19 pandemic impacted the project schedule, delaying start of construction by approximately two months. There are no impacts to project funding which is primarily restricted to this purpose and was allocated in 2020. George Reynolds Branch Library Public Space Reconfiguration The George Reynolds Branch is home library to many older adult patrons and families who reside in south Boulder. The facility reached 50 years old in 2018 and is overdue for interior renovation. The public spaces, Library & Arts City of Boulder Page 206City of Boulder Page 206 2021-2026 Approved CIP furnishings and collection floor plan have not been updated for several years and do not have the flexibility and functionality to meet the current needs and expectations of the library’s patrons. The project includes reducing the height and footprint of book stacks to improve ADA access and site lines, creating more space for collaborative workspace, public computing and seating, and redesigning the children’s space making it conducive to exploration and learning. Office of Arts & Culture Community Cultural Plan The Office of Arts & Culture is currently implementing phase two of the Community Cultural Plan. The mission of the division is “to facilitate an alignment in the community around the community’s vision for culture: Together, we will craft Boulder’s social, physical, and cultural environment to include creativity as an essential ingredient for the well-being, prosperity, and joy of everyone in the community.” Eight municipal strategies are recommended in the Cultural Plan to realize this vision. In phase one, the division had a focus on foundation programs including cultural grants, programs for artists and creative professionals, and public art. For phase two, 2019 through 2021, those three strategies will be enhanced while new initiatives are launched including support for the NoBo Art District, the Creative Neighborhoods program, and new ways to support cultural venues. In addition to accomplishments in support for cultural organizations, programs for artists, the creative workforce, and other focus areas, the primary capital component of the Community Cultural Plan is the public art program. Currently, there are 12 public art projects underway in different phases of artist selection, design, and construction. There are also two donation proposals being processed which may result in the acquisition of artworks. The major accomplishments of the past year include the pilot Creative Neighborhood murals program, the installation of temporary artworks in the Civic Area and at CU, and a series of mural installations along pedestrian and bike routes including in Martin Acres and along the Boulder Creek Path. Site-specific murals will be featured in the Main Library public restroom renovations. North Boulder Library Branch Artist Rendering Library & Arts Capital City of Boulder Page 207City of Boulder Page 207 2021-2026 Approved CIP Public Art Program The Office of Arts & Culture public art program is the primary capital component in the Community Cultural Plan. Public Art is guided by the Cultural Plan, as well as the Public Art Policy and the biennial Public Art Implementation Plan. The 2020 deployment of approximately $200,000, generated through the CCS tax, is dedicated to public art projects within the city. Introduced to the public art policy in 2018, allocation of a percent for art funding within qualifying CIP projects will thoughtfully integrate public artworks into many CIP projects across departments. These public art allocations are captured in the department project sheets of qualifying CIP projects. Creative Neighborhoods Mural Project The Creative Neighborhoods Mural Program is planned for a second round of artworks in 2020. The funding provides for new artwork commissions on residential properties, visible from public paths and streets, throughout Boulder. Through open calls, homeowners and professional artists will apply to participate. Selected homeowners will work with the Office of Arts & Culture to partner with regional artists from the City-approved mural artist roster. These homeowner + artist teams develop a design, share it with neighbors, and then paint the murals on homes, garages and fences that can be seen from the public right-of-way. Homeowners commit to maintaining the mural for at least five years 2021 Capital Projects • Construction of the north Boulder branch library • George Reynolds Branch Library public space reconfiguration 2020 Adjustments (if applicable) The COVID-19 pandemic delayed the start of construction of the north Boulder branch library by approximately two months. The George Reynolds Branch Library public space reconfiguration, funded by the Library Fund, was postponed in 2020 due to impacts of the COVID-19 pandemic. The Main Library north building renovation feasibility study was cancelled in 2020. Operating and Maintenance Impacts North Boulder Branch Library – In 2022, the north Boulder branch library will require approximately $830,000 in ongoing personnel and operating funds for security, equipment maintenance, courier service, etc. This is in addition to the current annual personnel allocation for the NoBo Corner Library, as those staff members will be reassigned to the new branch library. Ongoing building maintenance and utilities costs, which are managed by the Facilities Department, are currently estimated at $300,000, annually. George Reynolds Branch Library Public Space Reconfiguration This reconfiguration project will have minimal impacts to operating and maintenance of the facility. Office of Arts & Culture Public Art Maintenance General maintenance of the public art collection is the responsibility of the host department. Technical maintenance, conservation, restoration, or repair is the responsibility of the Office of Arts & Culture. In 2018, the Office of Arts & Culture received $30,000 of dedicated funding for maintenance of the public art assets, generated through the General Fund. This was a one-time allocation with an anticipated five-year commitment (2018 through 2022). Funds are committed to the maintenance needs of a portion of the existing collection of urban design and public art projects. As public art projects increase in volume through the introduction of the percent for art rule, staff demands continue to be stretched. The Office of Arts & Culture has one dedicated Full Time Equivalent (FTE) employee to oversee the public art policy, commissioned projects, public art maintenance, murals and the neighborhood mural program, and donations. An additional public art FTE position is a goal of the Office of Arts & Culture. Library & Arts Capital City of Boulder Page 208City of Boulder Page 208 2021-2026 Approved CIP Unfunded Projects and Emerging Needs Library The 2018 Boulder Public Library Master Plan identifies unfunded projects for 2022 and later, such as: opening a Gunbarrel Corner Library; conducting a renovation feasibility study of the Main Library’s north building; renovation of the Main Library’s north building to upgrade and/or reconfigure the Canyon Theater, expand the BLDG 61 makerspace, and make more space for community partners; and Carnegie Library for Local History restoration. Ongoing operating fund for grounds maintenance is an emerging need for the north Boulder branch library project that will need to be addressed through a joint 2022 budget request from the library and the Parks and Recreation Department. Cost estimates for grounds maintenance are forthcoming. As the library adds staff members to meet master plan goals there is also an emerging need for staff workspace. There may be some opportunity to reconfigure and modify current workspaces that may meet the criteria for a capital project. All city-owned library facility building systems will need to be assessed for energy sustainability in the next few years. Office of Arts & Culture The city is committed to commissioning a diversity of public artworks that range in duration and media and material, from a breadth of artists. This will be accomplished through a fund mix that financially supports the flexibility needed to reach commissioning goals. Current funding includes a percent for art dedicated from capital parent projects – new capital or capital enhancement projects that qualify for public art allocation – and Community, Culture, and Safety Tax. Collectively, these two fund sources are estimated to reach about half of the annual recommended fund mix. Additionally, nearly half of the projects underway are showing a budget gap from construction cost escalation, site variables, permitting reviews, and costs which are impacting direct investment into public art. A strategy for funding gaps in personnel, commissioning, and maintaining assets acquired through the commissioning of public art continues to be a priority as the collection grows. Alley Artwork in Downtown Constellation Art on Pearl Street Library & Arts Capital City of Boulder Page 209City of Boulder Page 209 2021-2026 Approved CIP Untitled Mural by Patrick Maxcy, Office of Arts & Culture’s Creative Neighborhoods Mural Program (photo credit: Lauren Click) CEAP Projects N/A Board Action Staff will seek the Library Commission’s advice on overall priority for new capital projects. The commission’s favorable recommendation for capital project funding from the Library Fund (required by city charter) and Library Fund reserves (not required) will be sought. All public art projects receive review and ultimately approval by the Boulder Arts Commission (Arts Commission) before advancing to the City Manager for approval. Additionally, the Arts Commission reviews and ultimately approves Public Art Implementation Plan, which serves as the public art workplan CLICK HERE for detailed Project Sheets! Library & Arts Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 100,000$ 100,000$ -$ -$ -$ -$ -$ CIP-Capital Enhancement Total 100,000$ 100,000$ -$ -$ -$ -$ -$ GRB Library Public Space Reconfig 100,000$ 100,000$ -$ -$ -$ -$ -$ (Helpful) The George Reynolds Branch Library is home library to many patrons who reside in south Boulder. The facility reached 50 years in 2018. The public spaces and collection layout have not been updated for several years. The current floor plan and furnishings do not meet the needs and expectations of its users. Public spaces need reconfiguration to align with the ways the community wants to use the library. 2021-2026 Capital Improvement Plan Library & Arts Capital City of Boulder 2021-2026 Approved CIPPage 210 [This page intentionally left blank] City of Boulder Page 211City of Boulder Page 211 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget The 2021 Open Space & Mountain Parks (OSMP) Department capital budget includes projects that are a part of the department’s core mission, including capital maintenance of trailheads and trails; agricultural lands management; capital ecosystem maintenance and restoration; and strategic and resource planning. The department’s 2021 capital budget is the first that fully incorporates guidance from the OSMP Master Plan that was adopted in 2019. Projects will align with the Master Plan focus areas, which serve as departmental work program priorities for 2021: • Agriculture Today and Tomorrow – Agriculture and water projects aim to improve soil health, integrate sustainable agricultural practices and resource protection, take care of existing infrastructure, and support the next generation of ranchers and farmers. • Community Connections, Education, and Inclusion – Interpretive and integrated planning projects support citywide engagement with federally recognized American Indian Tribes and indigenous peoples, foster connection with nature, and engage youth corps to encourage stewardship as a career and responsible lifestyle. • Ecosystem Health and Resilience – Ecological and restoration projects safeguard large habitat blocks and corridors, reduce undesignated trails, maintain and restore grasslands, forests, wetlands and riparian areas, control invasive species, and promote biodiversity of plants and animals. • Responsible Recreation, Stewardship, and Enjoyment – These projects maintain and improve trails and visitor infrastructure, support enjoyable passive recreation opportunities on OSMP lands, protect scenic resources, and address visitation levels and growth where appropriate. • Financial Sustainability – Capital projects across OSMP support department efforts to take care of what we have and understand total cost of system management. In 2021, OSMP will continue to invest in asset management and other systems in support of Master Plan objectives. Like other departments, OSMP has experienced revenue shortfalls related to COVID-19 and has taken steps to steward Open Space Fund dollars during pandemic response and recovery. The 2021 CIP reflects a 25% decrease from the initial CIP created by the department. Reductions focused on phasing and rescaling Open Space & Mountain Parks City of Boulder Page 212City of Boulder Page 212 2021-2026 Approved CIP Open Space & Mountain Parks Capital projects to ensure fiscally responsible capital maintenance and high priority projects can still occur. The revised $4.4M CIP supported by the Open Space Fund and the Lottery Fund will deliver on department commitments and work to address maintenance backlogs on the land system. The 2021 CIP will support business needs while understanding that additional adjustments will be necessary over the coming years as the department implements the Master Plan. 2021 Capital Projects • Centennial Trailhead Maintenance • Fish Passage at East Boulder Ditch • Gebard/Greenbelt Meadows Integrated Site Project Implementation • Gunbarrel Integrated Site Project Implementation • Implement Tall Oatgrass Operating Plan • Improve Ecosystem Services and Soil Health on Irrigated Lands • Maintain Agricultural, Irrigation, and Water Management Infrastructure • North Trail Study Area Implementation (North Foothills Sub-Area) • Prairie Dog Management • Restore Habitat and Ecological Functioning on Lower Boulder Creek • Royal Arch Trail Repair • Upper Bear Canyon Trail Reroute and Restoration Chautauqua Meadow DrainOSMP and Fire-Rescue Complete Prescribed Burns City of Boulder Page 213City of Boulder Page 213 2021-2026 Approved CIP 2020 Adjustments (if applicable) OSMP reduced approximately $3.4M from the 2020 budget in response to COVID-19 revenue impacts to the Open Space Fund. Department personnel expenditures were reduced by approximately $1M as a result of the citywide hiring freeze on non-essential positions and the furlough of 38 department employees from April-June 2020. Notably, the Junior Ranger program was cancelled to prevent group gathering and use of shared vehicles and equipment during COVID-19 response and recovery. The remainder of department budget adjustments were accomplished through 25% reductions to non-personnel, 2020 capital, and 2019-2020 capital carryover projects. The department utilized its work planning system to make reductions based on criteria including maintenance condition, staffing impacts, project connection to Master Plan tiered strategies, and more. Reductions focused on rescaling and rephasing projects to still accomplish system maintenance in 2020 while adhering to physical distancing and other regulations. Operating and Maintenance Impacts In 2021, OSMP will focus on maintaining irrigation and water infrastructure on leased land, restoring ecological functioning of riparian, floodplain, and grassland habitat, closing and restoring social trails, and addressing trail maintenance backlogs. These projects are aimed at reducing deferred maintenance and some savings are expected on operations and maintenance because of these efforts. For example, ecological restoration projects will remove sediment to allow fish passages while reducing maintenance to head gates. Increases to operations and maintenance will occur where new infrastructure is added, for example, around improved agricultural irrigation. OSMP is confident that any added O&M can be supported by existing operating budget. OSMP Ranger with Cattle dogs Open Space & Mountain Parks Capital City of Boulder Page 214City of Boulder Page 214 2021-2026 Approved CIP Open Space & Mountain Parks Capital Unfunded Projects and Emerging Needs Over the last year, the Open Space Board of Trustees (OSTB) and City Council have made recommendations around prairie dog management and soil health resulting in the off-cycle addition of two fixed-term positions and capital dollars to support these efforts. In the first quarter of 2020, the OSBT made recommendations around prairie dog management that included potential for increased funding. Due to COVID-19 work plan impacts, City Council review of the OSBT recommendations has been delayed. It is possible that after Council review or at Council direction, additional dollars will be added to the 2021 capital budget via Adjustment to Base process. Related to funding, Open Space & Mountain Parks derives most of its revenue from sales and use taxes. Over the past three years, OSMP has experienced several changes to its sales tax structure, including the sunset of a 0.11 percent sales tax increment and the sunset of the annual General Fund transfer to the Open Space Fund. Most recently, voters extended a 0.15 percent sales tax that had been set to expire in 2019, through 2039. The first-year revenue collection from this increment, estimated at $5.3M, will support purchase of a conservation easement at Long’s Gardens. Along with sales and use tax changes, OSMP anticipates revenue impacts from COVID-19 given its sales tax structure. In 2021, OSMP will continue to strategically set conservative budgets as department funding stabilizes. Based on strategies implemented in previous and current budget cycles, OSMP feels prepared to develop a 2021 budget that reflects financial realities and upholds our commitment to stewarding the land system. OSMP has maintained contingency reserves at 20% of operating plus debt, maintained strong fund balances, repaid debt in advance of expiring tax increments, de-obligated capital carryover, and improved work planning processes to better understand capital needs. OSMP will be actively monitoring and adapting to revenue projections over the next several years. CEAP Projects There are no CEAP projects in the OSMP CIP. All 2021 department capital projects are guided by existing plans, including the Master Plan, Agricultural Resources Management Plan, Grassland Ecosystem Management Plan, Forest Ecosystem Management Plan, and the North and West Trail Study Area Plans. In some cases, these approved plans called for sub-area plans, and several 2021 capital projects are the result of those sub-planning efforts. This includes the Gebhard and Gunbarrel Integrated Site Projects, initiation of property integration planning for the Fort Chambers/Wells site, and the North Trail Study Area Implementation (North Foothills Sub- Area). Board Action The Open Space Board of Trustees unanimously recommended the 2021-2026 CIP on June 3, 2020 after previous review at the April 22 and May 13 business meetings. City of Boulder Page 215City of Boulder Page 215 2021-2026 Approved CIP Open Space & Mountain Parks Capital 2021-2026 Capital Improvement Plan Open Space & Mountain Parks Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 32,568,485$ 4,466,705$ 5,139,780$ 5,178,000$ 5,678,000$ 5,928,000$ 6,178,000$ CIP-Capital Enhancement Total 16,395,580$ 1,135,000$ 2,380,740$ 2,169,960$ 2,595,960$ 3,911,960$ 4,201,960$ Emergent Lottery Projects 1,712,000$ -$ -$ 428,000$ 428,000$ 428,000$ 428,000$ Emergent OS Projects 9,348,479$ -$ -$ 745,563$ 1,344,996$ 3,483,960$ 3,773,960$ Fish Passage at East Boulder Ditch 250,000$ 250,000$ -$ -$ -$ -$ -$ Fish Passage at Goodhue Ditch 655,000$ 55,000$ 600,000$ -$ -$ -$ -$ Gebhard ISP Construction 250,000$ 250,000$ -$ -$ -$ -$ -$ Gunbarrel Hill Trail Management 1,530,000$ 480,000$ 1,050,000$ -$ -$ -$ -$ NTSA N Foothills Sub-Area Implement 2,650,101$ 100,000$ 730,740$ 996,397$ 822,964$ -$ -$ CIP-Capital Maintenance Total 14,162,905$ 2,991,705$ 2,489,040$ 2,478,040$ 2,212,040$ 2,016,040$ 1,976,040$ Agricultural Fencing Maintenance 485,000$ 67,000$ 80,000$ 82,000$ 84,000$ 86,000$ 86,000$ Rehab Lewis House for Ag Use 210,000$ 210,000$ -$ -$ -$ -$ -$ (Helpful) This project supports implementation of the 2017 facilities assessment, which identified deferred maintenance on structures across the OSMP system. It also supports implementation of the Agricultural Resources Management Plan, which identified nine properties/sites for their potential for future agricultural operations. Each year, OSMP aims to completes at least one major renovation to an identified site, including remodeling the farmhouses to prepare them for agricultural tenancy. In 2021, project dollars will support renovations and upgrades to the Lewis House. The Lewis House is a historic structure on an OSMP agricultural property that has been vacant for many years. The rehabilitation work will make the house livable for agriculture tenants as well as reduce our facility maintenance backlog. This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Financial Sustainability. It links to multiple strategies in the Master Plan, primarily addressing ATT.1) Reduce maintenance backlog for agriculture and water infrastructure. This program captures Lottery Fund CIP dollars that support multiple OSMP charter purposes. The annual funding amount is determined by the budget division of the Finance department and OSMP selects appropriate project sites based on criteria for Lottery Fund spending. Capital dollars in 2020 will primarily support completion of multiyear projects. This may include maintenance and/or renovations to trails, facilities, or other infrastructure on the land system. Projects include: 1.) Anemone Trail Construction ($223,000) - Construction of West Trail Study Area reroute of the 3-mile Anemone Trail loop and associated closures/restoration of rerouted and undesignated trails. Final construction in 2020 after bid and final design in 2019. This project is to capture multiple projects all funded through the OS fund not originally tied to a project account so OSMP can start to understand capital spending on unanticipated projects. (Helpful) OSMP will collaborate with Xcel Energy to install fish passage at the East Boulder Ditch diversion structure that is owned by Xcel Energy. The project will create a more gently sloping diversion structure that will be more easily navigable for native and sport fish, including several species of state concern. Creating fish passage will connect four miles of aquatic habitat that is currently fragmented. It will also allow sediment to be naturally transported through the system thereby reducing the need for regular sediment removal. The 2013 flood destabilized much of South Boulder Creek resulting in high sediment deposition at the EBD headgate. This has led to significant structural issues and increased maintenance needs resulting in resource impacts adjacent to the headgate in high quality riparian habitat, including critical habitat for Prebles Meadow Jumping Mouse. The project accomplishes key objectives of the Ecosystem Health and Resilience focus area of the Master Plan, specifically strategy EHR.1) Preserve and restore important habitat blocks and corridors. (Helpful) The project will create a fish passage at the Goodhue Ditch by building a fishway at the ditch diversion on South Boulder Creek. Irrigation diversion dams create barriers to the movement of aquatic organisms in rivers, including disrupting spawning, fragmenting habitat and isolating populations of native and sport fish. Goodhue ditch has several fish species of state concern and creating this fish passage will connect five miles of aquatic habitat that is currently fragmented. OSMP will pursue partnership funding from the Colorado Water Conservation Board, USFWS National Fish Passage Program, and the Colorado Parks and Wildlife Fishing is Fun program. This project accomplishes key objectives of the Ecosystem Health and Resilience focus area of the Master Plan, specifically strategy EHR.1) Preserve and restore important habitat blocks and corridors. (Helpful) Upon completion of the Integrated Site Project for Gebhard in 2020, the project will transition to construction. In 2019, OSMP began a planning project at Gebhard/Greenbelt Meadows to assess the condition of visitor infrastructure, habitat conditions, restoration opportunities, interpretation, and other items for the area. Priority action items from the plan include restoring fragile natural resources, construction of a bridge as well as the addition of a separated pedestrian only path. The department anticipates that this infrastructure will reduce habitat impacts while meeting community passive recreational needs. After construction, the department will close and restore undesignated trails. This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Ecosystem Health and Resilience, and Community Connections, Education, and Inclusion. It links to multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and corridors. (Important) This project will address deferred capital maintenance to internal and boundary fencing to allow continued leasing services to the agricultural community. The project also mitigates risk of encroachments onto OSMP leased lands if boundaries are not properly maintained. Each year, OSMP strives to replace/maintain 15,000-20,000 linear feet of fence based on replacement needs across the system. Infrastructure to be maintained includes barbed wire and high tensile fences, livestock handling corrals, and vehicle access gates. Livestock grazing is the predominant use of OSMP land leased for agriculture, and specific fencing has been designed to reduce any impacts to wildlife movements. Fencing also protects grassland habitats supported by grazing on agricultural properties. This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow and Financial Sustainability. It links to multiple strategies in the Master Plan, primarily addressing ATT.1) Reduce maintenance backlog for agriculture and water infrastructure. (Helpful) This project will design and construct “Loop A” as defined by the Integrated Site Plan for Gunbarrel Hill that was completed with the community over the last two years. OSMP will designate the Loop A trail and close undesignated social trails. Interpretive educational signage will be added along the designated trail to enhance communications with visitors heighten community understanding of land management efforts. After closure of undesignated trails, a separate but related 2021 CIP project “Gunbarrel Hill Vegetation Restoration” will restore grassland habitat in the construction area. This trail project will improve ecological systems by increasing habitat block size while enhancing the visitor experience on a designated, more sustainable trail system. Undesignated trails within Gunbarrel are encroaching on grassland habitat, and this project will better protect the densest population of Grasshopper Sparrows in Boulder County. This project accomplishes key objectives of three focus areas of the OSMP Master Plan: Community Connections, Education, and Inclusion, Ecosystem Health and Resilience, and Responsible Recreation, Stewardship, and Enjoyment. It links to multiple strategies in the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and closures, and EHR.4) Reduce undesignated social trails. (Helpful) The North Trail Study Area Plan approved by City Council in 2016 calls for additional actions in the North Foothills Sub-Area. This project will create a North Foothills sub-area implementation plan that incorporates visitor infrastructure, habitat, restoration, interpretation, and other management actions for that area. The project will result in an agreed upon alignment for the North Sky Trail. Additionally, it will incorporate restoration work for the draws along the trail, needed actions at the Coyote Trailhead, potential activation of a Habitat Conservation Area, actions at Mahogany Loop, recommendations for structures (Wright House, Joder House), and possibilities for interpretive education signage in the area. This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Ecosystem Health and Resilience, and Responsible Recreation, Stewardship, and Enjoyment. It links to multiple strategies in the MP, primarily addressing RRSE.7) Build new trails as guided by past and future plans, and EHR.1) Preserve and restore important habitat blocks and corridors. City of Boulder Page 216City of Boulder Page 216 2021-2026 Approved CIP Open Space & Mountain Parks Capital Open Space & Mountain Parks Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Centennial TH Outhouse Replacement 70,000$ 70,000$ -$ -$ -$ -$ -$ Eco Resto and GMAP Implementation 825,000$ 125,000$ 140,000$ 140,000$ 140,000$ 140,000$ 140,000$ Facilities Assessment Repairs 2,790,000$ 400,000$ 460,000$ 470,000$ 480,000$ 490,000$ 490,000$ Farm Site Improvements 765,000$ 85,000$ 160,000$ 310,000$ 210,000$ -$ -$ Gunbarrel Hill Veg Restoration 125,000$ 75,000$ 50,000$ -$ -$ -$ -$ Improve Soil Health and Agroecology 1,107,000$ 182,000$ 185,000$ 185,000$ 185,000$ 185,000$ 185,000$ Irrigation Infra Maintenance 697,500$ 119,500$ 112,000$ 114,000$ 116,000$ 118,000$ 118,000$ Lower Boulder Creek Restoration 701,750$ 266,750$ 335,000$ 100,000$ -$ -$ -$ Prairie Dog Management 1,262,500$ 112,500$ 150,000$ 250,000$ 250,000$ 250,000$ 250,000$ Prairie Dog Wkg Grp Implementation 1,735,200$ 290,000$ 317,040$ 327,040$ 267,040$ 267,040$ 267,040$ (Important) This annual CIP supports relocation of prairie dogs where there are conflicts with agriculture and neighbors. Project dollars support relocation, barrier fence installation, and basic restoration. Specifically, OSMP will hire contractors to perform relocation of prairie dogs to identified receiving sites. Management of prairie dogs and consultation/coordination on city and private projects is crucial to supporting the citywide goal of prairie dog protection, management and conflict reduction. Prairie dog management is a high priority for City Council and the community. This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. It links to multiple strategies in the MP, primarily addressing ATT.3) Address conflicts between agriculture and prairie dogs. (Helpful) Gunbarrel restoration work will be coordinated with the associated 2021 CIP “Gunbarrel Hill Trail Management” which will construct “Loop A” as defined by the Integrated Site Plan with associated closure of undesignated trails. Restoration work will include preparation of disturbed areas for seeding and erosion control. In addition to restoration work associated with trails, islands of native forbs will be drill-seeded to improve native plant diversity in untrailed habitat blocks. Enhancement and protection of high-quality grassland bird habitat and improvement of visitor infrastructure are priorities in the Gunbarrel area. This project accomplishes key objectives of the Ecosystem Health and Resilience focus area of the Master Plan, primarily addressing EHR.1) Preserve and restore important habitat blocks and closures, and EHR.4) Reduce undesignated social trails. (Important) This project accomplishes soil health improvement and restoration efforts on un-leased agricultural properties and properties where prairie dogs have been removed either by a plague event or removal efforts. Tasks and methods include compost applications, keyline plowing, cover crop and/or perennial seeding, rotational grazing, invasive plant species management, hay cutting, prairie dog barrier fence installation, and field irrigation infrastructure maintenance. The goal is to restore viable agricultural production to un-leased agricultural properties while enhancing ecosystem services (which includes soil health and carbon sequestration). This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. The project links to multiple strategies in the Master Plan, primarily addressing ATT.2) Increase soil health and resilience. (Important) This project replaces or improves existing irrigation structures and infrastructure on priority agricultural leased and unleased lands, including diversion structures, irrigation ditches, laterals, wells, and measuring devices. Where appropriate, OSMP will add telemetry infrastructure. A well maintained and functioning water delivery infrastructure is critical to OSMP irrigated properties. In some cases, novel ecosystems have developed that are dependent on the continued delivery of these water rights. Maintenance priorities are established on a three-year basis and implemented annually based on conversations with the agriculture and water community. This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. It primarily supports strategy ATT.1) Reduce maintenance backlog for agriculture and water infrastructure. (Helpful) This project will improve ecological functioning of lower Boulder Creek from 75th Street to Hwy 287. The project will restore riparian and floodplain wetlands that existed along Boulder Creek prior to gravel mining, converting formerly mined gravel pits/ponds to habitat that will support northern leopard frogs, a Colorado Tier 1 Species of Greatest Conservation Need. Non-native grasslands will be converted to native grasslands. Restored aquatic habitat will support several native fish species of concern. Most of the work will be done using heavy equipment to recontour the site and redistribute the numerous waste piles left over from mining operations. Seeding, planting and weed management will take place following earth work. The project accomplishes key objectives of the Ecosystem Health and Resilience focus area of the Master Plan, specifically strategy EHR.1) Preserve and restore important habitat blocks and corridors. (Helpful) This project involves replacing the existing outhouse at this trailhead which, due to increased visitation in recent years, is now undersized and no longer functions as designed. It uses a s (Helpful) This project will support large non-native tree removal projects, contracted herbaceous weed spraying and removal, seeding, planting, soil stabilization, and other tasks related to restoring and enhancing native ecosystems in priority habitat areas. These project areas are largely riparian and wetland areas that received the lowest indicator ratings in the 2010 Grassland Ecosystem Management Plan (GMAP) and were further heavily damaged by the 2013 flooding. Most of these projects fall within riparian, wetland, and grassland systems across OSMP and may include non-native species removal, native plantings, maintenance mowing or spraying, fencing, etc. The project accomplishes key objectives of the Ecosystem Health and Resilience focus area of the Master Plan, specifically strategy EHR.1) Preserve and restore important habitat blocks and corridors. This program supports the facilities maintenance needed to fulfill multiple OSMP charter purposes. In 2017, OSMP began a facilities assessment to inventory all OSMP structures, determine their condition and what is needed to maintain them including the priority of each facility along with estimated maintenance and repair costs both immediate and long term. This information was delivered to OSMP in 2017 as the Facilities Assessment and has been used to prioritize facility maintenance. This project accomplishes key objectives of the OSMP Master Plan, primarily Financial Sustainability, FS.4) Take care of what we have. (Important) This planning project supports implementation of Prairie Dog Working Group recommendations, which encompass prairie dog management, prairie dog conservation, conflict mitigation, education, and funding. At the direction of City Council, OSMP began to implement recommendations in 2020, with continuation in 2021. Dollars in 2021 will support updates and revisions to the prairie dog habitat suitability model for use in plan updates, work with neighboring landowners and stakeholders to begin assessing the viability of reintroducing the black-footed ferret in the Southern Grasslands, and work to update the Grassland Ecosystem Management Plan. This project accomplishes key objectives in two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. The project links to two strategies in the MP: ATT.3) Address conflicts between agriculture and prairie dogs, and EHR.2) Update and continue implementing system plans guiding ecosystem management. (Important) This project will support construction of new or significant enhancement of existing infrastructure on irrigated and grazing land. Infrastructure to be constructed includes irrigation ponds and/or cisterns and necessary pumps, and out-building construction or modifications to support these operations. Eight infrastructure improvement projects will take place at the Hunter Kolb, Manchester, Hartnagle, and ERTL properties. All four properties are included among nine sites identified for potential diversified agricultural operations in the Agricultural Resources Management Plan. This project accomplishes key objectives of three focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, Ecosystem Health and Resilience, and Financial Sustainability. It links to multiple strategies in the Master Plan, primarily addressing ATT.5) Encourage diverse and innovative agricultural operations, and ATT.6) Support the success of ranchers and farmers. 2021-2026 Capital Improvement Plan City of Boulder Page 217City of Boulder Page 217 2021-2026 Approved CIP Open Space & Mountain Parks Capital Open Space & Mountain Parks Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected RIS Application Support & Software 331,705$ 131,705$ 60,000$ 60,000$ 40,000$ 40,000$ -$ Road and Vehicle Bridge Maintenance 640,000$ 90,000$ 110,000$ 110,000$ 110,000$ 110,000$ 110,000$ Royal Arch: Trail Re-Route & Repair 166,000$ 166,000$ -$ -$ -$ -$ -$ Tall Oatgrass Management 431,250$ 56,250$ 75,000$ 75,000$ 75,000$ 75,000$ 75,000$ Upper Bear Canyon Reroute & Restore 290,000$ 290,000$ -$ -$ -$ -$ -$ Youth Corps and Contracted Crews 1,530,000$ 255,000$ 255,000$ 255,000$ 255,000$ 255,000$ 255,000$ CIP-CAPITAL PLANNING STUDIES 2,010,000$ 340,000$ 270,000$ 530,000$ 870,000$ -$ -$ 2021 Resident Survey 65,000$ 65,000$ -$ -$ -$ -$ -$ Chautauqua Ranger Cottage Site Plan 1,420,000$ 100,000$ 200,000$ 400,000$ 720,000$ -$ -$ Property Integration Fort Chambers 270,000$ 100,000$ 20,000$ 80,000$ 70,000$ -$ -$ Visitor Use Management Planning 255,000$ 75,000$ 50,000$ 50,000$ 80,000$ -$ -$ (Important) This CIP will support critical repairs to the popular and heavily used Royal Arch Trail to mitigate safety hazards and reduce impacts to surrounding ecosystems. Deteriorating conditions exist in sections of the trail requiring a 500-foot reroute to improve trail safety and sustainability. Additionally, repairs are needed to address an undermined retaining wall on a steep slope of the trail that is resulting in erosion and deteriorating steps. Total repairs are estimated at 2,500 feet of trail in steep and rocky terrain. The project will accomplish the West Trail Study Area objective to repair and reroute the Royal Arch Trail. Intermittent trail closures are expected during construction. This project accomplishes key objectives of the Responsible Recreation, Stewardship, and Enjoyment focus area of the (Important) This project implements action items from the 2018 Tall Oatgrass Ecological Impact Study. The project supports mapping, containment, eradication, and early detection of the aggressive non- native tall oatgrass on OSMP lands with collaboration across the county and the Colorado Front Range. Actions include mowing, grazing, mechanical and herbicide treatments, research related to treatment efficacy, and monitoring in the eradication zones. Dollars may support fencing and water infrastructure to support cattle grazing to remove tall oatgrass. Tall oatgrass invasion poses an immediate threat to native ecosystems, decreases overall plant and animal species diversity, has the potential to change fuel loads and fire behavior, and has dramatically expanded its extent on OSMP lands in the past 5-10 years. This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Agriculture Today and Tomorrow, and Ecosystem Health and Resilience. It primarily supports strategy EHR.1) Preserve and restore importance habitat blocks and corridors. (Helpful) This project will reroute 1,600 feet of the Upper Bear Canyon Trail to move the trail further from the riparian area. Restoration and habitat mitigation will improve ecological functioning of the Bear Creek riparian habitat, which is being impacted by the current trail alignment. The project addresses deferred maintenance as outlined in the Trails Condition Assessment. The project delivers on commitments associated with other trail re-route work in this area completed in 2015-2016 and fulfills the requirements of the City Wetlands Permit. This project accomplishes key objectives of two focus areas of the OSMP Master Plan: Ecosystem Health and Resilience, and Responsible Recreation, Stewardship, and Enjoyment. Specifically, it supports strategies EHR.1) Preserve and restore important habitat blocks and corridors, and RRSE.2) Reduce trail maintenance backlog. (Helpful) This project supports annual hiring of contracted trail crews and youth corps to augment and accelerate work of in-house trail crews and accomplish deferred trail maintenance. Annual contracts are scalable based on available crew weeks and trail maintenance needs. Corps members benefit from exposure to a variety of hard skills, career development, and an increased understanding of land use management. In 2019, 30% of our standard and temporary trails staff previously worked with an organization we partner with for conservation corps, and 66% of our standard and temporary trails staff have been part of a conservation corp. The annual work plan is determined based on trail condition assessment results from 2019. In 2021, work will focus on Mt. Sanitas, undesignated trail restoration, Red Rocks, Range View/Ute, Saddle Rock, and other general deferred maintenance. This project accomplishes key objectives of four focus areas of the OSMP Master Plan: Community Connections, Education, and Inclusion, Ecosystem Health and Resilience, Financial Sustainability, and Responsible Recreation, Stewardship, and Enjoyment. It links to multiple strategies in the Master Plan, primarily addressing RRSE.2) Reduce trail maintenance backlog. (Helpful) This project occurs every five years and is a 12-month visitor survey conducted at OSMP exit points to understand, update, and trend information about our visitor population. The survey has been administered since 1992 and helps OSMP understand the "who, what, why, when and how" behind visitation estimate numbers. Updated and current visitor information is necessary to successfully manage operations, infrastructure planning, staffing allocation, amenity provision, and public process and decision making for recreation management. It is a needed input into planning processes, including the Visitor Use Management Plan and Integrated Site Plans. This project will support prioritization of Master Plan implementation. This project accomplishes key objectives of the Responsible Recreation, Stewardship, and Enjoyment focus area of the Master Plan, primarily addressing RRSE.1) Update and implement visitor use management guidance. (Helpful) This project will assist with identifying short- and long-term management actions at the Fort Chambers/Poor Farm property purchased by OSMP in 2018. This planning project will assess future needs, purposes and functions around the Queen Anne house, associated outbuildings and the surrounding agricultural, natural and cultural landscape. The plan will identify the best approach for the future management of the site. Project scope includes sites inventories, analysis, and management recommendations with associated phasing and costing. This project will support citywide engagement with recognized tribes and indigenous peoples and result in a fiscally constrained management approach for the buildings and property. The project accomplishes key objectives of the OSMP Master Plan in three focus areas: Agriculture Today and Tomorrow, Community Connections, Education and Inclusion, and Ecosystem Health and Resilience. It links to multiple strategies in the MP, including addressing CCEI.4) Support citywide engagement with federally recognized American Indian Tribes and indigenous peoples. (Helpful) This project will continue department work to implement and adapt visitor management strategies guided by the 2005 Visitor Master Plan (VMP). Incorporating findings from visitor use studies and land management best practices OSMP will assess and update the types and specifications of in-use or potential visitor management practices the department may consider and deploy to manage visitor use and build a monitoring strategy to inform site-specific management decisions. OSMP will develop a toolkit of visitor use management strategies to consider in relation to other aspects of service delivery. Through this project, specific coordination work will occur on the systemwide trailhead shuttle feasibility study and regional visitor management coordination including efforts such as the NOCO 2050 project. This project accomplishes key objectives of the Master Plan in the Responsible Recreation, Stewardship, and Enjoyment focus area. The project primarily supports the strategy RRSE.1) assess and manage increasing visitation but also works towards RRSE.4) Encourage multimodal access to trailheads and RRSE.5) Manage passive recreation activities requiring an OSMP permit. (Helpful) The Resource Information Services group completed a strategic operating plan in 2018. Annual capital dollars support implementation of plan recommendations. Additionally, dollars support OSMP’s portion of enterprise technology investments as guided by IT. Dollars in 2021 will support ongoing configuration of the Beehive Asset Management system for OSMP and go-live of additional data sets within this system. OSMP will partner with other departments to purchase and process LiDar, including classification of points and derivation of products including Tree Canopy and Elevation Contours. The department will purchase updated ESRI ELA/Imagery and is prepared to support OSMP specific action items around web content management as the city develops its new website. This project accomplishes two strategies within the Financial Sustainability focus area of the Master Plan: FS.3) Understand total cost of system management, and FS.4) Take care of what we have. (Essential) This project supports inspection and maintenance of vehicle bridges including inventory and load rating. Additionally, dollars support deferred road and engineered trail maintenance across roads owned by OSMP. By addressing road maintenance, the department accomplishes objectives of the Financial Sustainability focus area of the Master Plan, specifically FS.4) Take care of what we have. Both the public and staff benefit from better maintained roads and it reduces future costs. (Helpful) This site plan for the Chautauqua Ranger Cottage will explore options for improving visitor flow and orientation, interpretive signs, interpretive exhibits, restrooms, and visitor amenities at the Chautauqua Ranger Cottage. Out-year work will explore programming, maintenance and enforcement opportunities to help achieve desired outcomes. This project would include a phased approach to designing site improvements considering resource concerns, visitor experience, perceived crowding and neighborhood impacts. This project accomplishes key objectives of three focus areas of the OSMP Master Plan: Community Connections, Education, and Inclusion, Ecosystem Health and Resilience, and Responsible Recreation, Stewardship, and Enjoyment. It links to multiple strategies in the Master Plan, primarily addressing RRSE.8) Provide welcoming and inspiring visitor facilities and services. 2021-2026 Capital Improvement Plan City of Boulder 2021-2026 Approved CIPPage 218 [This page intentionally left blank] City of Boulder Page 219City of Boulder Page 219 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget The comprehensive approach to the department’s 2021 capital program is founded on implementing the key themes of the BPR Master Plan, primarily on taking care of existing assets that provide core services to the community while strategically enhancing key parks and facilities outlined within the department’s capital investment strategy. In 2020, staff have started the five-year update to the master plan as adopted within the current CIP to refine the goals and strategies to guide the next several years. Staff have consistently prioritized funding on specific projects that meet several criteria related to safety, usage, efficiencies, and revenue generation. Staff have identified options for reducing spending strategically as a standard practice for this fiscal environment and especially as it applies to the CIP. For both 2021 as well as the full 6-year CIP staff have performed careful analysis and projections for all funds that make up the department CIP and adjusted the spending accordingly to remain within funding projections while still maintaining a healthy fund balance for reserves. Over half of the CIP is now funded exclusively out of the Permanent Parks and Recreation fund while the remaining is funded appropriately out of the .25 Cent Sales Tax, Lottery Fund, and Capital Development Fund. Staff will continue to monitor and adjust spending as necessary with new fund projections and revenue information are available related to COVID-19. Staff have also been innovative in partnering when possible to leverage capital funding that align with many key themes identified in the BPR Master Plan, including: • Community Health and Wellness – Parks and facilities are being improved with capital maintenance and enhancements to the Flatirons Golf Course Facility, Boulder Reservoir, and many outdoor facilities such as courts, playgrounds and ballfields. The amenities are critical to the department’s core services and outlined in recent plans and studies. • Taking Care of Existing Facilities - through implementation of the Asset Management Software, improvements to North Boulder Park, Boulder Reservoir South Shore, and Columbia Cemetery will extend the useful life of priority facilities and increase the condition of many assets. Parks & Recreation City of Boulder Page 220City of Boulder Page 220 2021-2026 Approved CIP • Building Community Relationships – BPR continues to address the Emerald Ash Borer epidemic in Boulder and maintain as much tree canopy as possible. With help from the Tree Trust, developed by the PLAY Boulder Foundation, staff are making progress in fighting the pest and planting replacement trees through capital funding. • Youth Activity and Engagement - many youth sports facilities and play areas will be enhanced and renovated through the 2021 projects that will continue to allow the department to focus on youth and provide opportunities for children in the community. 2021 Capital Projects Flatirons Golf Course Capital Enhancements The Flatirons Golf Course is the primary focus for BPR in 2021 and comprises $6.9M of the overall $9M CIP. Flatirons in the only public course in Boulder and provides a highly desired recreation amenity while also contributing to funding sources through revenue generation that are so important in helping BPR deliver the recreation programs and services to the community. The golf course has many planned enhancements to ensure playability and provide necessary visitor amenities. This project will provide design and construction of a new pro shop, clubhouse and staff office to replace the former events center that was demolished as a result of the 2013 flood. The proposed facility is not intended to replace the previous event center facility in terms of the previous functions and use such as catered events and banquets. Programming for the golf course and surrounding community needs have been analyzed to build a facility for maximized community benefit. The new facility would include basic services indoors and new outdoor spaces to take advantage of the beautiful Colorado weather and the amazing views of the flatirons from this location. The existing building, containing the pro shop and cart storage, would receive some minor renovations for a consistently pleasing experience. The new facility, including outdoor spaces, would increase the functional space by 130% while remaining safely outside of floodplains. Existing Golf Course Pro Shop & Clubhouse Parks & Recreation Capital City of Boulder Page 221City of Boulder Page 221 2021-2026 Approved CIP The design of the replacement facility will occur in 2020 and construction to begin in 2021. Throughout the past several years, the community has experienced residential and commercial growth providing opportunities to expand the services and community programs at the Flatirons Golf Course if new facilities were available. Construction of a new facility has been a priority since the necessary demolition of the event center. Proposed improvements have been carefully considered to fit the current and projected community growth while following the BPR Master Plan guidance of creating multi-use facilities that will serve a wide range of community members. The proposed facility will offer enhanced golf services with a strong focus on the customer experience and flexibility in use to accommodate a variety of programs and events of interest to golfers and non- golfers. Additionally, the facility will be designed to meet the City’s Energy Conservation Code and other climate action goals for energy efficiency and environmental sustainability. The City of Boulder is projected to grow an average of 17% in population, jobs and housing over the next 25 years, and the area immediately north of the golf course has been targeted to support much of that growth as a federal Opportunity Zone. The East Arapahoe Transportation Plan has designated East Arapahoe Avenue a “complete street” to allow it to handle increasing traffic volumes through improvements that encourage non-single-occupancy vehicle use. Aquatics Facility Capital Enhancements Based on recommendations of the 2015 Boulder Aquatics Feasibility Plan, this project provides implementation of priority indoor and outdoor pool enhancements for Boulder’s aquatics programs. In 2021, the East Boulder Community Center leisure pool will be redesigned with community input to determine a new and improved family aquatics experience. This work will include a new multi-use leisure pool for warm water classes and instruction, a new play structure and an outdoor splash pad will be completed in 2022 in partnership with Facilities and Asset Management funding necessary facility repairs. Athletic Field Capital Enhancements Based on key recommendations of the Athletic Field Study, this program will allow implementation of field repairs and enhancements including turf, field renovations, and expansion to accommodate additional capacity for sports uses. Average cost for a complete renovation of an irrigation system is $63K and which is necessary to ensure preventative maintenance of the systems. System failures can lead to field closures and loss of revenue from field use. In 2021, funding will be used to plan and design access improvements for Pleasantview Fields. Natural Lands Management The department’s natural lands team manages over 1,000 acres of wildlife and vegetation conservation areas to support the regions vulnerable ecosystems within urban areas. Capital funding helps support planning and implementation of critical conservation measures and management strategies on the properties. In 2021, funding will provide an opportunity to partner with other departments in developing a comprehensive restoration and management plan for Boulder Creek to balance recreation and public use with maintaining the streams ecosystem which is critical to Boulder. Boulder Reservoir South Shore Capital Enhancements Continuing to implement the 2012 Master Plan and recent Concept Plan and Capital Strategy, this project will provide key improvements to the south shore recreation area and various visitor amenities to serve the region. Funding is planned to continue key enhancement priorities that are outlined each year in the recently approved Concept Plan and Capital Strategy. Projects include a variety of amenities including but not limited to signage, dock repairs, trail connections, pavilions, facility maintenance, road repair, landscaping, and parking lot repair. Urban Forest Management This project provides annual funding to continue the EAB response by allowing critical safety measures of removing identified trees throughout the city and replacing with new tree species to slow the spread of the pest and ensure safety of the public as well as expanded urban forest management practices. This project also provides treatment of trees designated for preservation and associated infrastructure improvements such as irrigation to ensure sustainability of the new trees. Parks & Recreation Capital City of Boulder Page 222City of Boulder Page 222 2021-2026 Approved CIP Department Master Plan Update This project will provide funding for consultants and staff to continue a 5-year update to the department’s master plan to ensure alignment of departmental programs, services and facilities to meet the needs and goals of the community. This project will include various research tools such as a recreation facilities and programs assessment, an updated community survey and outreach to all members of the community to analyze the mission and offerings of the department. A comprehensive historic and cultural plan will be completed in conjunction with this master plan update to provide for goals and recommendations to ensure the sustainability of the departments’ historic and cultural assets over time. Neighborhood and Community Park Capital Maintenance This project provides funding for asset maintenance throughout the system as well as a complete renovation of one neighborhood park annually to meet the goals outlined within the BPR Master Plan and Capital Investment Strategy. The renovations typically include playground replacement, irrigation renovation, forestry maintenance, ADA compliance and shelter repairs. In 2021, renovations will be focused at North Boulder Park. Recreation Facility Capital Maintenance Based on recommendations of the 2016 Facility Strategic Plan and upcoming Recreation Needs Assessment, this program will provide annual capital funding for implementation of key facility repairs and renovations at the city’s three recreation centers to ensure acceptable facility conditions and continue cost-effectively meeting the needs of health and wellness opportunities within Boulder. This project is combined with funding from the Facilities and Asset Management (FAM) Division of Public Works. In 2021, exterior security cameras will be installed at all three recreation centers to increase safety outside the centers within the parking lots and discourage illegal activity outside of normal operating hours. Civic Area Gathering Parks & Recreation Capital City of Boulder Page 223City of Boulder Page 223 2021-2026 Approved CIP 2020 Adjustments Given the current uncertainty related to COVID-19, staff reprioritized the current CIP projects and considered pauses and delays on specific projects to provide the greatest flexibility and responsiveness to budget challenges that exist. Staff have reviewed prioritization criteria to determine what projects should continue and what projects should pause. The following projects were paused and delayed in 2020 to be continued in 2021: • Flatirons Golf Course Capital Enhancements $2,195,000 • Master Plan Update $140,000 • General Park Improvements $42,000 Equitable Distribution In planning and developing the CIP, the department strives to provide equitable distribution of improvements throughout the city, both geographically and socio-economically. In planning projects and identifying needs, the department reviews all asset management information to prioritize the critical deficiencies and engages staff as well as the PRAB to understand the capital priorities that exist throughout the community. The planned six-year CIP includes a variety of projects throughout Boulder’s many subcommunities and even emphasizes development of assets within areas not currently serviced as park amenities. Operating and Maintenance Impacts The department prioritizes capital projects based on maintaining existing assets and decreasing the maintenance backlog of the department’s portfolio of parks and facilities. Therefore, most projects included in the department’s Capital Improvement Program will not have an impact on maintenance costs due to replacement of aging infrastructure and efficiencies associated with new and improved facilities and systems. However, as the department fulfills commitments relative to long-term planning needs such as the increase in facilities at Scott Carpenter Park, future phases of Valmont City Park, Boulder Junction Park, or Violet Neighborhood Park, the department will need to carefully design enhancements in sensitivity to the department’s O&M funding and not overburden funds with maintenance of these new facilities. Staff are also carefully planning future facilities and current renovations to include energy efficiency and opportunities for reducing short-term and long-term O&M needs. This not only reduces maintenance costs and ongoing expenses but meets the city’s climate goals Civic Area Nature Play Space Parks & Recreation Capital City of Boulder Page 224City of Boulder Page 224 2021-2026 Approved CIP by reducing emissions and achieving environmental sustainability objectives. As an example, irrigation systems are much more efficient now using digital systems, rain sensors, and other technology to not over water. Also, building systems include efficient lighting, pumps, and filters for pools and sustainable materials. Unfunded Projects and Emerging Needs In the long-term, additional funding will need to be secured to develop any new major facilities, as well as improve service standards for maintenance operations and to fund deferred maintenance. The department’s master plan includes a list of priority items to complete based on various funding levels (fiscally constrained, action and vision). The department’s 2016 Capital Investment Strategy identified investments of $104 million with available funding of only $64 million over the next 10 years. Staff continue to evaluate deferred maintenance needs, including park sites and recreation facility needs, and have implemented an Asset Management Plan (AMP) to assist in capital planning and day-to-day operations. The current maintenance and facility improvements backlog, including major repairs and replacements, is significant. The department anticipates that this backlog will continue until funding levels reach appropriate amounts to accommodate life-cycle projections for the department’s assets. The current budget reflects an economic reality that is not predicted to shift anytime soon, and it is within this reality that the department must plan. With maintenance backlog estimated at over $16 million on approximately $215 million in assets, the department faces difficult trade-off decisions about how to manage and operate its facilities and provide its programs. City guidelines regarding capital improvement prioritize the maintenance of current assets over the development of new facilities, and through the master planning process, the community has indicated strong support for this concept. Even with the .25 cent sales tax renewal, the department must focus on maintaining and improving all deteriorating assets. Simultaneously, the department must respond to the community’s shifting values related to new facilities by providing adequate facilities to meet those needs and by making them accessible to the entire community. Key Unfunded Projects Include: • Boulder Reservoir South Shore enhancements to accommodate increased use and visitation as well as basic amenities to support the regional destination as outlined in the Boulder Reservoir Master Plan and currently evaluated through the Concept Plan and Capital Strategy. • The Recreation Facility Strategic Plan projected a total of $4.5 million in deferred maintenance and an additional $3 million over the next ten years in the three recreation centers. This funding need will also be refined and updated with the upcoming master plan related to the Recreation Facilities Needs Assessment. • The city’s pools and recreation centers represent the largest contributors of natural-gas-related greenhouse gas emissions within the entire city operations. Transitioning these facilities to electric solutions will be critical for the city to achieve its 2030 80% greenhouse gas reduction goal. While technology solutions are emerging, but have mixed results for public pools, retrofitting an existing facility represents a cost premium that has not currently been factored into the CIP projects. Staff will need to research and determine the best solution and cost relative to achieving a balanced approach to the city’s various goals. • Increased capacity and additional facilities for youth and adult sports fields. • Expansion and enhancement of recreation centers and aquatics facilities that accommodate increased demand for lap swimming, fitness equipment, and multi-use classroom space that could be expanded. Parks & Recreation Capital City of Boulder Page 225City of Boulder Page 225 2021-2026 Approved CIP To mitigate the impacts of limited funding, staff is: • Working collaboratively with Facilities & Asset Management (FAM) to prioritize funding for deferred, major and ongoing facility maintenance. • Deferring low-priority improvements and new capital projects that cannot be funded operationally. • Completing projects to achieve energy efficiencies at recreation facilities; and • Developing long-term partnerships and non-traditional funding sources to support desired new facilities and enhancements to existing facilities. CEAP Projects N/A Board Action The Parks & Recreation Board (PRAB) unanimously approved the following two resolutions in support of the BPR 2021-2026 CIP at the June 22, 2020 meeting: a motion to approve the 2021 recommended expenditures from the Permanent Parks & Recreation Fund and a motion to approve the Draft 2021–2026 Parks & Recreation Department Capital Improvement Program. Based on updated revenue assumptions, the department shifted funding in out years from the original proposal reviewed on June 22, 2020. The PRAB approved two revised resolutions in support of the BPR 2021-2026 CIP at the August 24, 2020 meeting: a motion to approve the 2021 recommended expenditures from the Permanent Parks & Recreation Fund and a motion to approve the Draft 2021–2026 Parks & Recreation Department Capital Improvement Program. 2021-2026 Capital Improvement Plan Parks & Recreation Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 30,974,500$ 8,540,000$ 3,478,000$ 4,710,000$ 6,157,000$ 2,606,500$ 5,483,000$ CIP-Capital Enhancement Total 17,768,000$ 6,610,000$ 1,638,000$ 1,790,000$ 3,630,000$ 100,000$ 4,000,000$ Aquatic Facility Enhancements 2,858,000$ 120,000$ 1,638,000$ -$ -$ 100,000$ 1,000,000$ Capital Infrastructure Enhancements 2,580,000$ -$ -$ 1,580,000$ 1,000,000$ -$ -$ East Mapleton Ballfield Enhancement 2,100,000$ -$ -$ 210,000$ 1,890,000$ -$ -$ Flatirons Golf Course Enhancement 6,990,000$ 6,490,000$ -$ -$ 500,000$ -$ -$ Valmont City Park - Phase 2 3,240,000$ -$ -$ -$ 240,000$ -$ 3,000,000$ CIP-Capital Maintenance Total 13,006,500$ 1,730,000$ 1,840,000$ 2,920,000$ 2,527,000$ 2,506,500$ 1,483,000$ Athletic Field Improvements 176,000$ 50,000$ -$ 63,000$ -$ 63,000$ -$ Boulder Reservoir South Shore 2,676,500$ 200,000$ -$ 1,300,000$ 355,000$ 721,500$ 100,000$ Columbia Cemetery Capital Maintenan 168,000$ -$ 40,000$ 32,000$ 32,000$ 32,000$ 32,000$ Based on recommendations of the 2015 Boulder Aquatics Feasibility Plan, this project provides implementation of priority indoor and outdoor pool enhancements for Boulder's aquatics programs. In 2020, funding will provide the final touches to the new Scott Carpenter pool with infrastructure and equipment to operate the facility. In 2021, the East Boulder Community Center leisure pool will be redesigned with community input to determine a new and improved family aquatics experience. This work will include a new multi-use leisure pool for warm water classes and instruction, a new kids play structure and an outdoor splash pad will be completed in 2022 in partnership with Facilities and Asset Management funding necessary facility repairs. Finally, in 2025, funding is provided to partner with City Transportation to begin the design of the 30th street improvements along Scott Carpenter park to remain in compliance with necessary infrastructure required through the city's regulatory planning and development review process for Scott Carpenter Pool enhancements. The construction of the 30th street improvements is anticipated to be approximately $1M and is required to be complete by 2026. This project is categorized as "helpful". This project will provide capital funding to implement enhancements at parks and facilities throughout the system. Currently undeveloped park sites such as Violet Park in north Boulder and Eaton Park in Gunbarrel have planned amenities that need to be implemented to meet service levels of surrounding neighborhoods. Other properties have seen a dramatic shift in land use adjacent to the park and warranting a redevelopment option to serve more residents such as Mapleton Ballfields. Additionally, this project will provide implementation of planned amenities at developed park sites that haven't been constructed such as restrooms, ballfields, additional sport courts and play areas. The Recreation Facility Needs Assessment completed in 2021 will also outline future priorities that will be funded through this project that will enhance the existing recreation facilities. In 2021, funding is identified to support the redevelopment of the Flatirons Golf Course facility to meet the needs of the community. The new facility will result in an increase of square footage and capital development funds are being used to address the growth related aspects and expansion of city services at Boulder's only public golf course. This project is categorized as helpful. The Flatirons Golf Course is the only public course in Boulder and provides a highly desired recreation amenity while also contributing to funding sources through revenue generation. The golf course has many planned enhancements to ensure playability and provide necessary visitor amenities. This project will provide design and construction of a new pro shop, clubhouse and staff office to replace the former events center that was demolished as a result of the 2013 flood. The design of the replacement facility will occur in 2019, permitting in 2020 and construction to begin in 2021. In 2024, funding is provided to allow for various course improvements including tee boxes, cart paths, turf and irrigation maintenance. This project is categorized as amenity. This project provides for the development of the next major phase of Valmont City Park, south of Valmont Road. Potential amenities to be built include adventure playground elements, community garden space, a splash pad, skate elements, an event pavilion and additional parking. Final plans will be completed in 2023 to determine amenities for development as well as available funding. Final design and permitting will occur in 2024 with construction to commence in 2026. This project also allows for increased park service to the surrounding areas of east Boulder as well as the entire Boulder community. This project is categorized as helpful. As a result of the implementation of the Boulder Junction area along 30th street near Mapleton, the area has increased in residential units resulting in more demand for community park and recreation amnenities such as playgrounds, dog parks, open lawn areas and other multi-use amenities. The original area plan indicated a goal of providing park and recretion amenties to this new residential area as development occurs. This project will result in the addition of new amenities at the existing East Mapleton Ballfield site that is in close proximity to Boulder Junction connected by the underpass along Goose Creek.A community planning project will be completed to determine the final design and priorities for construction. Any reduction in ballfields will be replaced at other sports complexes as included in the department's Athletic Field Study completed in 2015. Based on key recommendations of the Athletic Field Study, this program will allow implementation of field repairs and enhancements including turf, field renovations and expansion to accommodate additional capacity for sports uses. Average cost for a complete renovation of an irrigation system is $63K which is necessary to ensure preventative maintenance of the systems. System failures can lead to field closures and loss of revenue from field use. In 2021, funding will be used to design parking lot expansion improvements for Pleasantview Fields. This project is categorized as "helpful". Continuing to implement the 2012 Master Plan and recent Concept Plan and Capital Strategy, this project will provide key improvements to the south shore recreation area and various visitor amenities to serve the region. Funding is planned through 2026 to continue key enhancement priorities that are outlined each year in the recently approved Concept Plan and Capital Strategy. Projects include a variety of amenities including but not limited to signage, dock repairs, trail connections, pavilions, facility maintenance, road repair, landscaping, and parking lot repair. This project is categorized as helpful. The cemetery is a designated landmark and requires ongoing maintenance to meet the preservation requirements associated with all the infrastructure ranging from headstones, markers, ornamental fencing and grounds maintenance. This project will provide necessary funding to complete projects as well as local match for leveraging state grant funds. This project is categorized as a helpful project. Parks & Recreation Capital City of Boulder Page 226City of Boulder Page 226 2021-2026 Approved CIP CLICK HERE for detailed Project Sheets! 2021-2026 Capital Improvement Plan Parks & Recreation Capital Parks & Recreation Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 ProjectedCapital Program Total 30,974,500$ 8,540,000$ 3,478,000$ 4,710,000$ 6,157,000$ 2,606,500$ 5,483,000$ CIP-Capital Enhancement Total 17,768,000$ 6,610,000$ 1,638,000$ 1,790,000$ 3,630,000$ 100,000$ 4,000,000$ Aquatic Facility Enhancements 2,858,000$ 120,000$ 1,638,000$ -$ -$ 100,000$ 1,000,000$ Capital Infrastructure Enhancements 2,580,000$ -$ -$ 1,580,000$ 1,000,000$ -$ -$ East Mapleton Ballfield Enhancement 2,100,000$ -$ -$ 210,000$ 1,890,000$ -$ -$ Flatirons Golf Course Enhancement 6,990,000$ 6,490,000$ -$ -$ 500,000$ -$ -$ Valmont City Park - Phase 2 3,240,000$ -$ -$ -$ 240,000$ -$ 3,000,000$ CIP-Capital Maintenance Total 13,006,500$ 1,730,000$ 1,840,000$ 2,920,000$ 2,527,000$ 2,506,500$ 1,483,000$ Athletic Field Improvements 176,000$ 50,000$ -$ 63,000$ -$ 63,000$ -$ Boulder Reservoir South Shore 2,676,500$ 200,000$ -$ 1,300,000$ 355,000$ 721,500$ 100,000$ Columbia Cemetery Capital Maintenan 168,000$ -$ 40,000$ 32,000$ 32,000$ 32,000$ 32,000$ Based on recommendations of the 2015 Boulder Aquatics Feasibility Plan, this project provides implementation of priority indoor and outdoor pool enhancements for Boulder's aquatics programs. In 2020, funding will provide the final touches to the new Scott Carpenter pool with infrastructure and equipment to operate the facility. In 2021, the East Boulder Community Center leisure pool will be redesigned with community input to determine a new and improved family aquatics experience. This work will include a new multi-use leisure pool for warm water classes and instruction, a new kids play structure and an outdoor splash pad will be completed in 2022 in partnership with Facilities and Asset Management funding necessary facility repairs. Finally, in 2025, funding is provided to partner with City Transportation to begin the design of the 30th street improvements along Scott Carpenter park to remain in compliance with necessary infrastructure required through the city's regulatory planning and development review process for Scott Carpenter Pool enhancements. The construction of the 30th street improvements is anticipated to be approximately $1M and is required to be complete by 2026. This project is categorized as "helpful".This project will provide capital funding to implement enhancements at parks and facilities throughout the system. Currently undeveloped park sites such as Violet Park in north Boulder and Eaton Park in Gunbarrel have planned amenities that need to be implemented to meet service levels of surrounding neighborhoods. Other properties have seen a dramatic shift in land use adjacent to the park and warranting a redevelopment option to serve more residents such as Mapleton Ballfields. Additionally, this project will provide implementation of planned amenities at developed park sites that haven't been constructed such as restrooms, ballfields, additional sport courts and play areas. The Recreation Facility Needs Assessment completed in 2021 will also outline future priorities that will be funded through this project that will enhance the existing recreation facilities. In 2021, funding is identified to support the redevelopment of the Flatirons Golf Course facility to meet the needs of the community. The new facility will result in an increase of square footage and capital development funds are being used to address the growth related aspects and expansion of city services at Boulder's only public golf course. This project is categorized as helpful. The Flatirons Golf Course is the only public course in Boulder and provides a highly desired recreation amenity while also contributing to funding sources through revenue generation. The golf course has many planned enhancements to ensure playability and provide necessary visitor amenities. This project will provide design and construction of a new pro shop, clubhouse and staff office to replace the former events center that was demolished as a result of the 2013 flood. The design of the replacement facility will occur in 2019, permitting in 2020 and construction to begin in 2021. In 2024, funding is provided to allow for various course improvements including tee boxes, cart paths, turf and irrigation maintenance. This project is categorized as amenity. This project provides for the development of the next major phase of Valmont City Park, south of Valmont Road. Potential amenities to be built include adventure playground elements, community garden space, a splash pad, skate elements, an event pavilion and additional parking. Final plans will be completed in 2023 to determine amenities for development as well as available funding. Final design and permitting will occur in 2024 with construction to commence in 2026. This project also allows for increased park service to the surrounding areas of east Boulder as well as the entire Boulder community. This project is categorized as helpful. As a result of the implementation of the Boulder Junction area along 30th street near Mapleton, the area has increased in residential units resulting in more demand for community park and recreation amnenities such as playgrounds, dog parks, open lawn areas and other multi-use amenities. The original area plan indicated a goal of providing park and recretion amenties to this new residential area as development occurs. This project will result in the addition of new amenities at the existing East Mapleton Ballfield site that is in close proximity to Boulder Junction connected by the underpass along Goose Creek.A community planning project will be completed to determine the final design and priorities for construction. Any reduction in ballfields will be replaced at other sports complexes as included in the department's Athletic Field Study completed in 2015. Based on key recommendations of the Athletic Field Study, this program will allow implementation of field repairs and enhancements including turf, field renovations and expansion to accommodate additional capacity for sports uses. Average cost for a complete renovation of an irrigation system is $63K which is necessary to ensure preventative maintenance of the systems. System failures can lead to field closures and loss of revenue from field use. In 2021, funding will be used to design parking lot expansion improvements for Pleasantview Fields. This project is categorized as "helpful". Continuing to implement the 2012 Master Plan and recent Concept Plan and Capital Strategy, this project will provide key improvements to the south shore recreation area and various visitor amenities to serve the region. Funding is planned through 2026 to continue key enhancement priorities that are outlined each year in the recently approved Concept Plan and Capital Strategy. Projects include a variety of amenities including but not limited to signage, dock repairs, trail connections, pavilions, facility maintenance, road repair, landscaping, and parking lot repair. This project is categorized as helpful. The cemetery is a designated landmark and requires ongoing maintenance to meet the preservation requirements associated with all the infrastructure ranging from headstones, markers, ornamental fencing and grounds maintenance. This project will provide necessary funding to complete projects as well as local match for leveraging state grant funds. This project is categorized as a helpful project. Parks & Recreation Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected General Park Improvements 5,481,000$ 900,000$ 1,000,000$ 900,000$ 640,000$ 1,190,000$ 851,000$ Natural Lands Management 675,000$ 50,000$ 50,000$ 75,000$ 500,000$ -$ -$ Recreation Facility Capital Maint 1,030,000$ 30,000$ 500,000$ -$ 500,000$ -$ -$ Urban Forest Management 2,800,000$ 500,000$ 250,000$ 550,000$ 500,000$ 500,000$ 500,000$ CIP-Capital Planning Studies Total 200,000$ 200,000$ -$ -$ -$ -$ -$ Master Plan Update 200,000$ 200,000$ -$ -$ -$ -$ -$ Based on recommendations of the 2016 Facility Strategic Plan and upcoming Recreation Needs Assessment, this program will provide annual capital funding for implementation of key facility repairs and renovations at the city's three recreation centers to ensure acceptable facility conditions and continue cost-effectively meeting the needs of health and wellness opportunities within Boulder. This project is combined with funding from the Facilities and Asset Management (FAM) Division of Public Works. In 2021, exterior security cameras will be installed at all three recreation centers to increase safety outside the centers within the parking lots and discourage illegal activity outside of normal operating hours. In 2022, facility maintenance will be focused on the East Boulder Community Center in conjunction with the planned improvements to the leisure pool. This project is categorized as helpful. Trees are important assets to the community and provide many benefits to Boulder. In September 2013, Forestry staff discovered an Emerald Ash Borer (EAB) infestation within the city. The subsequent delimitation survey showed that EAB was well established within a corridor in central Boulder. Over the next 15 years, EAB management, including tree removal, tree replacement, wood disposal and pesticide treatments will have a significant direct budgetary impact to the city and private residents. The loss of tree canopy will have considerable economic, social, and environmental impacts for decades. In September of 2015, an Information Item detailing the Emerald Ash Borer management plan was presented to City Council. As a result of the recent discovery of the Emerald Ash Borer (EAB), a response plan has been developed to slow the spread of the pest and maintain a safe community from the potential hazards This project will provide funding for consultants and staff to complete a 5-year update to the department's master plan to ensure alignment of department al programs, services and facilities to meet the needs and goals of the community. This project will include various research tools such as a recreation facilities and programs assessment, an updated community survey and outreach to all members of the community to analyze the mission and offerings of the department. A comprehensive historic and cultural plan will be completed in conjunction with this master plan update to provide for goals and recommendations to ensure the sustainability of the departments' historic and cultural assets over time. This project is categorized as important. The department's natural lands team manages over 1,000 acres of wildlife and vegetation conservation areas to support the regions vulnerable ecosystems within urban areas. Capital funding helps support planning and implementation of critical conservation measures and management strategies on the properties. In 2021, funding will provide an opportunity to partner with other department's in developing a comprehensive restoration and management plan for Boulder Creek to balance recreation and public use with maintaining the streams ecosystem which is critical to Boulder. In 2022, funding will allow for the replacement of a trail bridge at Coot Lake Natural Area that is in disrepair and in danger of failure if not replaced within the next year. In 2023, funding will allow the department to complete and inventory and prioritization of the department's populations of prairie dogs across the system to better manage the colonies aligned with the department's goals. In 2024, funding will allow the department to begin relocation of the prairie dogs at Valmont Park to allow for the next phase of planned improvements. This project is categorized as "Important". This project provides funding for asset maintenance throughout the system as well as a complete renovation of one neighborhood park annually to meet the goals outlined within the BPR Master Plan and Capital Investment Strategy. The renovations typically include playground replacement, irrigation renovation, forestry maintenance, ADA compliance and shelter repairs. The current list of parks within the CIP include: 2021 -North Boulder Park 2022 - East Boulder Community Park 2023 - Martin Park 2024 - Parkside Park 2025 - Shanahan Ridge Park 2026 - Elmer's Two-Mile Park This project is categorized as important. City of Boulder Page 227City of Boulder Page 227 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget The 2021 capital needs for the Police Department focus on replacement of high-dollar equipment as opposed to rolling stock as in the past few years. The following project is brought forward: Bomb Squad Suit Replacement: The Boulder Police Department Bomb Team provides regional response to all of Boulder County and City of Longmont and responds to over 100 calls per year. Approximately 6% require the use of the bomb suit. The bomb squad suits are unfunded and will have an estimated replacement cost of $40,000 each. The suits were last replaced around 2008-2010 and the life expectancy of a typical suit is five years. The department needs two suits immediately and two more in the near future. One of our previous suits was purchased for us by the University of Colorado Environmental Hazardous Material Division as compensation for all the money the bomb team saves them by disposing of their explosive laboratory chemicals. We may be able to investigate the possibility of them funding a third or fourth suit. Becasue the suits are expired by at least double the recommended useful life, this is a critical need for the Police Department. 2021 Capital Projects • Bomb Squad Suit Replacement 2021 Project Delays and Cuts Since the Bomb Squad Suits are currently 10 to 12 years old which is over twice the typical life expectancy, if the suits are not replaced, they could pose a critical life-threatening safety failure to bomb response staff. 2020 Adjustments (if applicable) Although no 2020 capital projects have been adjusted due to COVID-19, our 2019 project, Incident Command Vehicle, which was not yet started, has been deferred in 2020 and may once again be deferred in 2021, depending on required budget reductions. Operating and Maintenance Impacts The only operating impact is the ongoing replacement amounts needed for future bomb suit replacement $16,800 annually. Police City of Boulder Page 228City of Boulder Page 228 2021-2026 Approved CIP 2021-2026 Capital Improvement Plan Police Capital Unfunded Projects and Emerging Needs In the future, BPD will incorporate new initiatives into the planning and budget processes as city resources allow. Examples include: upgrading technology to improve response times and increase efficiency; and expanding the Public Safety Building to better accommodate staffing and technology needs. • Public Safety Building 1st Floor Tile Replacement: The tile floor on the first floor of the Public Safety Building is over 30 years old, dated-looking and is showing much wear and tear. Not only is the floor showing wear, some of the tiles are cracked while some are coming up and need to be replaced. Replacing the first-floor tiles will require less ongoing maintenance and give the first floor a consistent and more updated look. • Public Safety Building Expansion and Renovation. Construct a 25,000 square-foot expansion for Police functions, along with associated renovations to the existing facility. The renovation would focus on net zero, generating its required energy from an on-site solar system. This will provide many opportunities to leverage financial incentives such as rebates, production incentives for the solar system, or even tax credits (captured by a partner with tax liability and passed through to the city). These financial incentives can cover as much as 50% of the incremental cost that is required to go above the minimum energy code requirements. Estimated cost $25 million to $30 million. • Bomb Robots. The current bomb robots were purchased in 2012. The current replacement fund has approximately $100,000 towards the replacement. The actual costs for replacement will fall between $400,000 and $635,000. This is an underfunded project. The Police Department has no short or long-term emerging capital needs related to COVID-19 and related revenue loses. CEAP Projects N/A Board Action N/A Police Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 80,000$ 80,000$ -$ -$ -$ -$ -$ CIP-Capital Enhancement Total 80,000$ 80,000$ -$ -$ -$ -$ -$ PD Bomb Squad Suits 80,000$ 80,000$ -$ -$ -$ -$ -$ BFCR Category: Essential. The Boulder Police Department Bomb Team provides regional response to all of Boulder County and City of Longmont and responds to over 100 calls per year. Approximately 6% require the use of the bomb suit. The bomb squad suits are unfunded and will have an estimated replacement cost of $40,000 each. The suits were last replaced around 2008- 2010 and the life expectancy of a typical suit is five years. The department needs two suits immediately and two more in the near future. One of our previous suits was purchased for us by the University of Colorado Environmental hazardous material division as compensation for all the money the bomb team saves them by disposing of their explosive laboratory chemicals. We may be able to investigate the possibility of them funding a 3rd or 4th suit. Because the suits are expired by at least double the recommended useful life, this a critical need for the Police Department. City of Boulder Page 229City of Boulder Page 229 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget The projects that have been included in the Transportation Capital Improvement Program were selected and developed to implement Transportation Master Plan (TMP) investment policies and principles identified under Initiative 10 of the 2019 TMP Update “Funding the Transportation System”. The key investment principles include the following: • Maintain and operate the existing, valuable multi-modal system, including investments in safety • As additions are made to the system, address ongoing operation and maintenance needs • Continue to advance innovations in the design, construction, operation, and maintenance of the system • Strategically enhance the Complete Street network, prioritizing projects that have maximum impact improving safety, mobility, and efficiency • Advance corridor studies integrating the city’s Sustainability Framework and resiliency strategy • Leverage external funds extending the ability of local dollars to implement city goals. Continuously strive for efficiency and effectiveness in how work is accomplished Assure budget decisions are sustainable over time • Keep in mind the goal of identifying long-term, sustainable funding that is tied to vehicle use The 2019 TMP Update also identified the need to prioritize investment in the existing transportation system to preserve existing infrastructure as well as safety. An key area of focus within the TMP is the new Low-Stress Walk/ Bike Network, which consists of vertically separated infrastructure, buffered infrastructure and neighborhood green streets. As the Low-Stress Walk/Bike Network and other key TMP initiatives are consistent with the 2019 TMP, the goal of each CIP project and program is to improve safety for all users of the transportation system, including pedestrians, cyclists, transit users, and vehicles. Each of these components are a focus within the individual CIP projects as well as multi-modal CIP programs. One example of this in the program portion of the CIP includes the Neighborhood Speed Management Program (NSMP), which was a renewed focus area beginning in 2017, and continues as part of the 2021-2026 portfolio. Transportation City of Boulder Page 230City of Boulder Page 230 2021-2026 Approved CIP Additionally, CIP line items that were created in the 2020 CIP will carry forward in the 2021-2026 program which include capital funding for implementation of the Low-Stress Walk/Bike network (aka neighborhood greenstreets), intersection and crossing safety improvements as part of Vision Zero, and transit infrastructure improvements in fulfillment of the Renewed Vision for Transit. The COVID-19 pandemic has significantly impacted the Capital Improvement Program for Transportation. Because the Transportation Fund is largely sales tax dependent, the fund is expected to see a 20% or greater reduction for 2020 and 2021. Staffing and budget reductions combined have notably limited the ability of projects and programs to be funded, managed and implemented. Several transportation projects have external grant funding, and staff are working with these partners to obtain scheduling extensions to allow city budgets and staffing to stretch out to match the demands of each project. Annual major capital maintenance programs have also been reduced for 2021 in response to reduced funding. 2021 Capital Projects • Intersection Safety Projects • HSIP/VZ Traffic Signal Reconstruction • Pavement Management Program • Downtown Boulder Transit Station Improvements • Arapahoe Multi-Use Path/Transit Enhancements • Mesa Elementary SRTS • Major Capital Reconstruction • Traffic Signal Broadband Fiber • Sidewalk Maintenance • CMPI Ped Crossing Treatments • 47 TH/BNSF Sidewalk Crossing 2020 Adjustments In response to the reduction of Transportation Fund Revenue due to the COVID-19 pandemic, a number of projects and programs have been adjusted. • Postponed 6th / 9th Bridge Deck Repairs • Delayed one NSMP Complex Project • Deferred Low Stress Walk/Bike Project • Delay Deficient Street Light Replacement • Reduced Multi-Use Path Maintenance Projects Operating and Maintenance Impacts Each of the projects included in the current Transportation CIP will improve operational and/or maintenance conditions and needs. For example, the HSIP/VZ Traffic Signal Reconstruction project will improve operations, safety and reduce maintenance demands on staff because the infrastructure and technology will be new. Also, the Pavement Management Program repaves miles of city streets each year, which reduces the need to fill potholes by city maintenance crews. Major portions of CIP expenditures are focused on preservation of the system, which reduces costly total replacements of facilities and extends infrastructure service life at optimal timing intervals. Transportation Capital City of Boulder Page 231City of Boulder Page 231 2021-2026 Approved CIP Unfunded Projects and Emerging Needs The Transportation division has a number of unfunded projects identified in the Transportation Master Plan (TMP). These projects range from reconstructing existing underpasses and bridges, reconstructing aging streets, completing missing links of sidewalks, and multi-use paths. Transportation has historically used an opportunistic approach to fund major rehabilitation, reconstruction, and enhancement projects by taking advantage of external grant funding opportunities. Transportation will continue to use an asset management/ prioritization approach to taking on capital projects. This includes optimizing investments in the system in a manner that is fiscally prudent and consistent with the TMP. Transportation funding is limited and highly dependent on sales tax. Sales tax revenue accounted for 80 percent of the $32.8 million local transportation budget (not including federal funds) in 2018. Transportation’s dedicated sales tax revenue is not keeping up with inflation, resulting in declining purchasing power. Even with 78 percent of our expenditures going to essential operations and maintenance, we are still deferring maintenance, which is more costly over time. Outside of local funding, the city is facing increased competition for regional, state and federal funding. A needs assessment evaluated all areas of transportation’s essential services in the community, including capital maintenance and the Capital Improvement Program (CIP). This assessment identified $20.8 million in one-time capital expenditures. Key Unfunded Projects Include: • Large portions of the Low/Stress Walk and Bike Network. • A number of segments from the 30th Street and Colorado Avenue Corridor Complete Street Plan. • The East Arapahoe Transportation Plan has identified key improvements for investment that should be prioritized in coming years. • Canyon Boulevard Complete Streets investments currently have no identified funding. Boulder Creek Path Underpass at Arapahoe and 13th Transportation Capital City of Boulder Page 232City of Boulder Page 232 2021-2026 Approved CIP 2021-2026 Capital Improvement Plan CEAP Projects Downtown Boulder Transit Station Improvements: This project will expand the number of bays along Canyon Boulevard and 14th Street and adjacent to the Downtown Boulder Transit Station. This project is in fulfillment of the Renewed Vision for Transit goals and is funded in part by federal grant funds. Arapahoe Multi-Use Path/Transit Enhancements: This project will upgrade existing and missing sidewalk sections to a multi-use along Arapahoe between Foothills and Cherryvale. It will also enhance existing transit stops and access along the corridor. This project is consistent with the Transportation Master Plan and the East Arapahoe Transportation Plan goals and is funded in part by federal grant funds. Board Action The Transportation Advisory Board (TAB) recommended approval of the draft 2021-2026 Capital Improvement Program on July 13, 2020. Transportation Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 82,353,396$ 12,263,869$ 17,638,444$ 15,392,000$ 12,433,333$ 12,542,250$ 12,083,500$ CIP-Capital Enhancement Total 58,248,063$ 9,383,869$ 9,718,444$ 12,162,000$ 8,870,000$ 9,291,250$ 8,822,500$ 47TH/BNSF Sidewalk 636,250$ -$ -$ 127,500$ -$ 508,750$ -$ 1,900,000$ 288,000$ 287,000$ 1,325,000$ -$ -$ -$ Downtown Boulder Transit Station Improvement 982,000$ 226,969$ -$ 755,031$ -$ -$ -$ CMPI Crossing Treatments 291,000$ 291,000$ -$ -$ -$ -$ -$ Fourmile Canyon Creek CCS 2,186,000$ 1,752,000$ 434,000$ -$ -$ -$ -$ Greenways Program Transportation 682,500$ 97,500$97,500$ 97,500$ 195,000$ 97,500$ 97,500$ HSIP/VZ Baseline/Canyon 192,243$ -$ 17,477$ 174,766$ -$ -$ -$ HSIP/VZ Traffic Signal Reconstruction 1,024,670$ -$ 102,467$ 922,203$ -$ -$ -$ Intersection Safety Projects 302,880$ 302,880$ -$ -$ -$ -$ -$ Low Stress Walk/Bike - Neighborhood Green Streets 425,000$ 50,000$75,000$ 75,000$ 75,000$ 75,000$ 75,000$ Mesa Elementary Safe Routes to School 342,000$ 342,000$ -$ -$ -$ -$ -$ Misc Development Coordination 300,000$ 50,000$50,000$ 50,000$ 50,000$ 50,000$ 50,000$ This project will improve walking and biking routes to Mesa Elementary School in the Table Mesa neighborhood by improving crossings of Lehigh and constructing a pathway near Bear Creek elementary. This project is funded by Safe Routes to School grant funds. This ongoing funding is intended to construct infrastructure improvements in coordination with or prompted by potential private development. Throughout the year, situations arise where infrastructure improvements required in the vicinity of a proposed development should be made at the same time as the development, and for which a developer cannot be required to construct. Improvements that are typically included are bike and pedestrian, functional efficiency, safety, system preservation, and transit system improvements. This project is growth related because it addresses needs from new development. A major goal in the Transportation Master Plan is to create an integrated multimodal system and one that is supportive of land use patterns. In the near term, the money will be used for issues that arise during the year that are small items required to be constructed as a result of development or to coordinate with a development project. The projects are not known at this time. Improvement to existing Baseline and Canyon Creek pedestrian crossing to align with Vision Zero goals. Resilience Classification: Essential Project:Traffic Signal Reconstruction projects to facilitate goals of Vision Zero and overall safety. Intersection locations include: Baseline/Broadway, Baseline/Mohawk, and Folsom/Pine. Resilience Classification: Essential The Intersection Safety Projects are funded almost entirely by a grant from the Highway Safety Improvement Program (HSIP), a federal grant program for local communities to improve safety at high hazard locations. The City is a recipient of HSIP grant funds to implement safety mitigation treatments at three intersections around the City. These intersection locations are Colorado/Regent, Baseline/29th and Broadway/Rayleigh. The safety treatments to be installed at all three locations will improve safety for vehicles, bicycles and pedestrians. Resilience Classification: Essential This program will provide funding toward implementation of the low-stress walk/bike network including Neighborhood Green Streets. Resilience Classification: Important Project includes pedestrian improvements Resilience Classification: Important Arapahoe Multi-Use Path/Transit Enhancement This project will upgrade existing and missing sidewalk sections to a Multi-Use Path along Arapahoe between Foothills and Cherryvale. It will also enhance existing transit stops and access along the corridor. This project is consistent with the Transportation Master Plan and the East Arapahoe Transportation Plan goals and is funded in part by federal grant funds. Resilience Classification: Important Project includes improvements to pedestrian and bike crossing treatments at the following locations: 15th and Iris, Aurora and Evans and 33rd and Colorado. Resilience Classification: Essential Construction of a multi-use path underpass at 19th Street and path connections along Fourmile Canyon Creek. This project replaces a structurally deficient bridge and provides safer access to Crest View Elementary School for pedestrians and bicyclists. It also provides improved vehicular access on 19 th Street, which is an emergency access route, during a major storm event. Capital tax funding is for non-flood improvements. This project is categorized as “Essential” using the Budgeting for Resilience framework. This project will provide Transportation’s contribution to the overall greenways program. Funding will be opportunistic and prioritized with the other funding in the Greenways CIP. These funds will be combined with funding from the Transportation and Utilities Fund. This project is for an ongoing funding program. https://bouldercolorado.gov/water/greenways-program Resilience Classification: Important This project will expand the number of transit bays along Canyon Boulevard and 14th Street and adjacent to the Downtown Boulder Transit Station. This project is in fulfillment of Renewed Vision for Transit goals and is funded in part by federal grant funds. Cf Transportation Capital City of Boulder Page 233City of Boulder Page 233 2021-2026 Approved CIP 2021-2026 Capital Improvement Plan Transportation Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 ProjectedCapital Program Total 82,353,396$ 12,263,869$ 17,638,444$ 15,392,000$ 12,433,333$ 12,542,250$ 12,083,500$ CIP-Capital Enhancement Total 58,248,063$ 9,383,869$ 9,718,444$ 12,162,000$ 8,870,000$ 9,291,250$ 8,822,500$ 47TH/BNSF Sidewalk 636,250$ -$ -$ 127,500$ -$ 508,750$ -$ 1,900,000$ 288,000$ 287,000$ 1,325,000$ -$ -$ -$ Downtown Boulder Transit Station Improvement 982,000$ 226,969$ -$ 755,031$ -$ -$ -$ CMPI Crossing Treatments 291,000$ 291,000$ -$ -$ -$ -$ -$ Fourmile Canyon Creek CCS 2,186,000$ 1,752,000$ 434,000$ -$ -$ -$ -$ Greenways Program Transportation 682,500$ 97,500$97,500$ 97,500$ 195,000$ 97,500$ 97,500$ HSIP/VZ Baseline/Canyon 192,243$ -$ 17,477$ 174,766$ -$ -$ -$ HSIP/VZ Traffic Signal Reconstruction 1,024,670$ -$ 102,467$ 922,203$ -$ -$ -$ Intersection Safety Projects 302,880$ 302,880$ -$ -$ -$ -$ -$ Low Stress Walk/Bike - Neighborhood Green Streets 425,000$ 50,000$75,000$ 75,000$ 75,000$ 75,000$ 75,000$ Mesa Elementary Safe Routes to School 342,000$ 342,000$ -$ -$ -$ -$ -$ Misc Development Coordination 300,000$ 50,000$50,000$ 50,000$ 50,000$ 50,000$ 50,000$ This project will improve walking and biking routes to Mesa Elementary School in the Table Mesa neighborhood by improving crossings of Lehigh and constructing a pathway near Bear Creek elementary. This project is funded by Safe Routes to School grant funds. This ongoing funding is intended to construct infrastructure improvements in coordination with or prompted by potential private development. Throughout the year, situations arise where infrastructure improvements required in the vicinity of a proposed development should be made at the same time as the development, and for which a developer cannot be required to construct. Improvements that are typically included are bike and pedestrian, functional efficiency, safety, system preservation, and transit system improvements. This project is growth related because it addresses needs from new development. A major goal in the Transportation Master Plan is to create an integrated multimodal system and one that is supportive of land use patterns. In the near term, the money will be used for issues that arise during the year that are small items required to be constructed as a result of development or to coordinate with a development project. The projects are not known at this time. Improvement to existing Baseline and Canyon Creek pedestrian crossing to align with Vision Zero goals. Resilience Classification: Essential Project:Traffic Signal Reconstruction projects to facilitate goals of Vision Zero and overall safety. Intersection locations include: Baseline/Broadway, Baseline/Mohawk, and Folsom/Pine. Resilience Classification: Essential The Intersection Safety Projects are funded almost entirely by a grant from the Highway Safety Improvement Program (HSIP), a federal grant program for local communities to improve safety at high hazard locations. The City is a recipient of HSIP grant funds to implement safety mitigation treatments at three intersections around the City. These intersection locations are Colorado/Regent, Baseline/29th and Broadway/Rayleigh. The safety treatments to be installed at all three locations will improve safety for vehicles, bicycles and pedestrians. Resilience Classification: Essential This program will provide funding toward implementation of the low-stress walk/bike network including Neighborhood Green Streets. Resilience Classification: Important Project includes pedestrian improvements Resilience Classification: ImportantArapahoe Multi-Use Path/Transit EnhancementThis project will upgrade existing and missing sidewalk sections to a Multi-Use Path along Arapahoe between Foothills and Cherryvale. It will also enhance existing transit stops and access along the corridor. This project is consistent with the Transportation Master Plan and the East Arapahoe Transportation Plan goals and is funded in part by federal grant funds.Resilience Classification: ImportantProject includes improvements to pedestrian and bike crossing treatments at the following locations: 15th and Iris, Aurora and Evans and 33rd and Colorado.Resilience Classification: EssentialConstruction of a multi-use path underpass at 19th Street and path connections along Fourmile Canyon Creek. This project replaces a structurally deficient bridge and provides safer access to Crest View Elementary School for pedestrians and bicyclists. It also provides improved vehicular access on 19 th Street, which is an emergency access route, during a major storm event. Capital tax funding is for non-flood improvements. This project is categorized as “Essential” using the Budgeting for Resilience framework.This project will provide Transportation’s contribution to the overall greenways program. Funding will be opportunistic and prioritized with the other funding in the Greenways CIP. These funds will be combined with funding from the Transportation and Utilities Fund. This project is for an ongoing funding program.https://bouldercolorado.gov/water/greenways-programResilience Classification: ImportantThis project will expand the number of transit bays along Canyon Boulevard and 14th Street and adjacent to the Downtown Boulder Transit Station. This project is in fulfillment of Renewed Vision for Transit goals and is funded in part by federal grant funds.Cf Transportation Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Neighborhood Speed Management Program 1,600,000$ 250,000$ 250,000$ 275,000$ 275,000$ 275,000$ 275,000$ Pavement Management Program 29,500,000$ 4,775,000$ 4,850,000$ 4,850,000$ 4,900,000$ 5,000,000$ 5,125,000$ Ped Facs Enh Missing Links Crossing 750,000$ 100,000$ 115,000$ 125,000$ 125,000$ 135,000$ 150,000$ Renewed Transit Vision - Capital El 210,000$ -$ 25,000$ 35,000$ 50,000$ 50,000$ 50,000$ Table Mesa Multi-Modal Improvements 5,500,000$ -$ 2,500,000$ 3,000,000$ -$ -$ -$ TIP Local Match/TMP Implementation 10,923,520$ 758,520$ 915,000$ 350,000$ 3,000,000$ 2,900,000$ 3,000,000$ Traffic Signal Broadband Fiber 500,000$ 100,000$ -$ -$ 200,000$ 200,000$ -$ CIP-Capital Maintenance Total 13,557,000$ 1,930,000$ 2,405,000$ 2,405,000$ 2,255,000$ 2,276,000$ 2,286,000$ Major Capital Reconstruction 5,100,000$ 700,000$ 850,000$ 850,000$ 900,000$ 900,000$ 900,000$ Multiuse Path Capital Maintenance 2,495,000$ 350,000$ 425,000$ 425,000$ 425,000$ 435,000$ 435,000$ Ped Facilities Repair, Replace, ADA 3,756,000$ 579,000$ 629,000$ 629,000$ 629,000$ 640,000$ 650,000$ The City of Boulder’s budget priorities for transportation funding are the safety and preservation of the transportation system, including maintaining all streets in a good and safe condition. The Transportation Division has established a Pavement Management Program (PMP) for Boulder’s 300-mile street system, which includes inspecting and rating all streets on a three-year interval to maintain awareness of existing conditions and guide where pavement repairs will be made in future years. The purpose of the Pavement Management Program is to provide the optimal level of funding, timing, and renewal strategies that will keep the citywide street pavement network at or above a “Good” OCI rating. The end result is that the best strategy may be to defer a costly reconstruction on one street in order to complete less expensive treatments on other streets to minimize its deterioration into a more costly type of treatment, such as reconstruction. Street treatments that may take place under this program include mill/overlay, chip-seal, and crack-fill/seal. Resilience Classification: Essential The Pedestrian Facilities budget is an ongoing funding program that includes the installation of missing sidewalk links and pedestrian crossing/safety treatments and potentially social paths and sidewalk widening improvements. The list of identified missing sidewalk links has been prioritized for construction. Crossing treatment improvements are prioritized citywide and include median refuge islands, crosswalk lighting, flashing signs, neck-downs, signing, lighting and/or pedestrian signals. This program meets the Transportation Master Plan goal of creating an integrated, multimodal transportation system emphasizing the role of the pedestrian mode as the primary mode of travel The focus of the Neighborhood Speed Management Program (NSMP) is to reduce speeding traffic on neighborhood streets. This can improve safety and the quality of life in Boulder’s neighborhoods. The City of Boulder’s budget priorities for transportation funding are the safety and preservation of the transportation system, including maintaining all multi-modal corridors in a good and safe condition. The Transportation Division is charged with providing major maintenance to the off-street multi-use path network. This budget addresses activities such as replacing panels of concrete, flood proofing underpasses and re-decking pedestrian overpasses. Resilience Classification: Essential This ongoing program allows for repair, replacement and construction of existing and new sidewalks and construction of access ramps. Sidewalk repair priorities have been established in the Sidewalk Repair Program and yearly funding is spent accordingly. Compliance with ADA is resulting in additional expenditures for access ramps and driveway modifications. This program meets the Transportation Master Plan (TMP) goal of creating an integrated, multimodal transportation system, emphasizing the role of the pedestrian mode as the primary mode of travel as it is in the beginning and end of every travel trip. The program also meets federal ADA requirements of working towards bringing sidewalks and access ramps up to the current federal standards. And, the TMP investment policies identify maintenance as the highest priority item to find. Resilience Classification: Essential The Major Capital Reconstruction project provides funding to repair existing transportation assets that are close to or at the end of their useful life. Repairs could be for roadway, bikeway, pedestrian or transit capital assets. This funding is primarily focused on improving the health of minor structures and bridges. This funding will provide the ability to complete the capital repairs that are not eligible for grant funding or to be used as leveraged funds for this type of project as opportunities arise. This program will provide capital maintenance and upgrades to transit facilities within the city transportation network. Resilience Classification: Important This project will upgrade the existing sidewalk along Table Mesa/South Boulder Road bridge over US-36. The sidewalk will be updated to a multi-use path for pedestrians and cyclist to improve mobility between the Park and Ride and transit stop on each side of US36. This project is consistent with Transportation Master Plan goals and is funded in part by federal grant funds. Resilience Classification: Important This ongoing funding is for the implementation of capital enhancement projects identified in the Transportation Master Plan that will be prioritized in the current update to the master plan. This money will also be used as local match to leverage potential federal and state funding for project submitted in future years’ DRCOG TIP submittal process or other funding match opportunities, developing conceptual plans for projects prior to submitting for possible external funding or for smaller high priority projects identified through the TMP process. If the city succeeds in acquiring external project funds, this money will become the city’s funding match. And, in this case, new projects will be created in the CIP that will include the external funding and the city’s match. This budget item allows flexibility to be ready to implement high priority projects that are identified through the TMP update that was completed in 2019. The highest priority projects identified in the TMP that best meet the DRCOG scoring criteria are submitted to compete for federal funding. Prior to finalizing the list of projects to submit for DRCOG TIP funding, staff will work with TAB to identify the best projects and then submit the project list to council for their review prior to submitting for potential funding. Resilience Classification: Important This project will construct infrastructure to connect city traffic signal equipment with the Broadband backbone network being installed by the IT Department. Resilience Classification: Important Transportation Capital City of Boulder Page 234City of Boulder Page 234 2021-2026 Approved CIP CLICK HERE for detailed Project Sheets! Transportation Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 ProjectedNeighborhood Speed Management Program 1,600,000$ 250,000$ 250,000$ 275,000$ 275,000$ 275,000$ 275,000$ Pavement Management Program 29,500,000$ 4,775,000$ 4,850,000$ 4,850,000$ 4,900,000$ 5,000,000$ 5,125,000$ Ped Facs Enh Missing Links Crossing 750,000$ 100,000$ 115,000$ 125,000$ 125,000$ 135,000$ 150,000$ Renewed Transit Vision - Capital El 210,000$ -$ 25,000$ 35,000$ 50,000$ 50,000$ 50,000$ Table Mesa Multi-Modal Improvements 5,500,000$ -$ 2,500,000$ 3,000,000$ -$ -$ -$ TIP Local Match/TMP Implementation 10,923,520$ 758,520$ 915,000$ 350,000$ 3,000,000$ 2,900,000$ 3,000,000$ Traffic Signal Broadband Fiber 500,000$ 100,000$ -$ -$ 200,000$ 200,000$ -$ CIP-Capital Maintenance Total 13,557,000$ 1,930,000$ 2,405,000$ 2,405,000$ 2,255,000$ 2,276,000$ 2,286,000$ Major Capital Reconstruction 5,100,000$ 700,000$ 850,000$ 850,000$ 900,000$ 900,000$ 900,000$ Multiuse Path Capital Maintenance 2,495,000$ 350,000$ 425,000$ 425,000$ 425,000$ 435,000$ 435,000$ Ped Facilities Repair, Replace, ADA 3,756,000$ 579,000$ 629,000$ 629,000$ 629,000$ 640,000$ 650,000$ The City of Boulder’s budget priorities for transportation funding are the safety and preservation of the transportation system, including maintaining all streets in a good and safe condition. The Transportation Division has established a Pavement Management Program (PMP) for Boulder’s 300-mile street system, which includes inspecting and rating all streets on a three-year interval to maintain awareness of existing conditions and guide where pavement repairs will be made in future years. The purpose of the Pavement Management Program is to provide the optimal level of funding, timing, and renewal strategies that will keep the citywide street pavement network at or above a “Good” OCI rating. The end result is that the best strategy may be to defer a costly reconstruction on one street in order to complete less expensive treatments on other streets to minimize its deterioration into a more costly type of treatment, such as reconstruction. Street treatments that may take place under this program include mill/overlay, chip-seal, and crack-fill/seal.Resilience Classification: EssentialThe Pedestrian Facilities budget is an ongoing funding program that includes the installation of missing sidewalk links and pedestrian crossing/safety treatments and potentially social paths and sidewalk widening improvements. The list of identified missing sidewalk links has been prioritized for construction. Crossing treatment improvements are prioritized citywide and include median refuge islands, crosswalk lighting, flashing signs, neck-downs, signing, lighting and/or pedestrian signals.This program meets the Transportation Master Plan goal of creating an integrated, multimodal transportation system emphasizing the role of the pedestrian mode as the primary mode of travel The focus of the Neighborhood Speed Management Program (NSMP) is to reduce speeding traffic on neighborhood streets. This can improve safety and the quality of life in Boulder’s neighborhoods. The City of Boulder’s budget priorities for transportation funding are the safety and preservation of the transportation system, including maintaining all multi-modal corridors in a good and safe condition. The Transportation Division is charged with providing major maintenance to the off-street multi-use path network. This budget addresses activities such as replacing panels of concrete, flood proofing underpasses and re-decking pedestrian overpasses. Resilience Classification: Essential This ongoing program allows for repair, replacement and construction of existing and new sidewalks and construction of access ramps. Sidewalk repair priorities have been established in the Sidewalk Repair Program and yearly funding is spent accordingly. Compliance with ADA is resulting in additional expenditures for access ramps and driveway modifications. This program meets the Transportation Master Plan (TMP) goal of creating an integrated, multimodal transportation system, emphasizing the role of the pedestrian mode as the primary mode of travel as it is in the beginning and end of every travel trip. The program also meets federal ADA requirements of working towards bringing sidewalks and access ramps up to the current federal standards. And, the TMP investment policies identify maintenance as the highest priority item to find. Resilience Classification: Essential The Major Capital Reconstruction project provides funding to repair existing transportation assets that are close to or at the end of their useful life. Repairs could be for roadway, bikeway, pedestrian or transit capital assets. This funding is primarily focused on improving the health of minor structures and bridges. This funding will provide the ability to complete the capital repairs that are not eligible for grant funding or to be used as leveraged funds for this type of project as opportunities arise. This program will provide capital maintenance and upgrades to transit facilities within the city transportation network.Resilience Classification: ImportantThis project will upgrade the existing sidewalk along Table Mesa/South Boulder Road bridge over US-36. The sidewalk will be updated to a multi-use path for pedestrians and cyclist to improve mobility between the Park and Ride and transit stop on each side of US36. This project is consistent with Transportation Master Plan goals and is funded in part by federal grant funds.Resilience Classification: Important This ongoing funding is for the implementation of capital enhancement projects identified in the Transportation Master Plan that will be prioritized in the current update to the master plan. This money will also be used as local match to leverage potential federal and state funding for project submitted in future years’ DRCOG TIP submittal process or other funding match opportunities, developing conceptual plans for projects prior to submitting for possible external funding or for smaller high priority projects identified through the TMP process. If the city succeeds in acquiring external project funds, this money will become the city’s funding match. And, in this case, new projects will be created in the CIP that will include the external funding and the city’s match. This budget item allows flexibility to be ready to implement high priority projects that are identified through the TMP update that was completed in 2019. The highest priority projects identified in the TMP that best meet the DRCOG scoring criteria are submitted to compete for federal funding. Prior to finalizing the list of projects to submit for DRCOG TIP funding, staff will work with TAB to identify the best projects and then submit the project list to council for their review prior to submitting for potential funding. Resilience Classification: Important This project will construct infrastructure to connect city traffic signal equipment with the Broadband backbone network being installed by the IT Department. Resilience Classification: Important 2021-2026 Capital Improvement Plan Transportation Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Sidewalk Maintenance 1,506,000$ 251,000$ 251,000$ 251,000$ 251,000$ 251,000$ 251,000$ Signal Maintenance & Upgrade 400,000$ -$ 200,000$ 200,000$ -$ -$ -$ Vision Zero Capital Projects 300,000$ 50,000$50,000$ 50,000$ 50,000$ 50,000$ 50,000$ CIP-Capital Planning Studies Total 333,333$ -$ -$ -$ 333,333$ -$ -$ Airport Master Plan 333,333$ -$ -$ -$ 333,333$ -$ -$ CIP-New Facility/Infrastructure Total 10,215,000$ 950,000$ 5,515,000$ 825,000$ 975,000$ 975,000$ 975,000$ 28th St Valmont to Iris 4,700,000$ -$ 4,700,000$ -$ -$ -$ -$ Multiuse Path - Enhancements 1,315,000$ 200,000$ 215,000$ 225,000$ 225,000$ 225,000$ 225,000$ 4,200,000$ 750,000$ 600,000$ 600,000$ 750,000$ 750,000$ 750,000$ This funding is an ongoing program for expanding and improving the off-street multiuse path network. The construction of multiuse path facilities is included in almost all other transportation CIP projects. This program provides additional funding for small-scope multiuse path projects and/or projects not specifically associated with other capital projects. Projects constructed with this funding meet the Transportation Master Plan goal of developing an integrated multimodal transportation system. Projects will be consistent with the current bike, pedestrian, and transit modal plans as well as the TMP, and the projects are prioritized yearly. Funds will be spent on implementing the confluence are park connections, including Airport to Andrus as the first connection, Valmont road as second connection priority, and 61st St as a third TIP Local Match TMP Implementation This ongoing funding is for the implementation of projects identified in the Transportation Master Plan (TMP) that will be prioritized in the current update to the Master Plan. This money will also local match to leverage potential federal and state funding for project submittal. Resilience Classification: Important. The City of Boulder’s budget priorities for transportation funding are the safety and preservation of the transportation system, including maintaining all pedestrian corridors and sidewalks in a good and safe condition. The Sidewalk Maintenance budget funds the Miscellaneous Sidewalk Repair Program which shares in sidewalk repairs anywhere in the city with property owners paying for half of the repair costs for sidewalks adjacent to their property, with no out of pocket maximum for residential property owners. Resilience Classification: Essential This program will implement safety measures and mitigation to address hazardous intersections and crossings. Airport Master Plan for 2024 The Signal Maintenance and Upgrade project is an on-going program that is used for the installation of new traffic signals and signal upgrades. Budgeting as a capital project at $400,000 every four years. This is a continuation of an existing project for which we have been awarded $4,700,000 in external grant funds to be awarded in the year 2021. This is for the 28th Street Multi-Modal Enhancements Project. Transportation Capital City of Boulder Page 235City of Boulder Page 235 2021-2026 Approved CIP Current Focus for Capital Planning and Projects in the 2021 Capital Budget Water Utility The capital improvements focus for the Water Utility continues to be on rehabilitation and replacement of existing assets and addresses a combination of source water and treated water needs. The source water needs will include several large capital projects like the Barker Gravity Line rehabilitation. The Barker Supply system represents one of two major water supply pipelines to the Betasso Water Treatment facility. This project involves the rehabilitation of approximately 12 miles of raw water pipeline between Barker Reservoir and Kossler Reservoir and is estimated to be completed over a 12-year period. Additional source water projects include Albion Dam, and the Barker Dam Outlets works. The capital improvements focus for the treated water system includes water treatment plant (WTP) needs as well as water distribution system needs. Both the Boulder Reservoir and Betasso treatment plants have major asset management related rehabilitation project needs. The Boulder Reservoir Water Treatment Plant has a large capital rehabilitation project identified in the six-year CIP called the 63rd Street Electrical Upgrades and High Service Pump Station Replacement project. This project includes the replacement of medium voltage electrical components that are at the end of their useful life. The project also includes the replacement of the facility’s six high service pumps which pump treated water from the plant into the city’s water distribution system. The Betasso Water Treatment Plant recently underwent major upgrades the past two years to address aging facilities, but additional investment is still required. The six-year CIP includes four major projects to address aging infrastructure and lack of critical treatment process redundancy. These projects will address the disinfection system, the corrosion control system, the backwash system, and the raw water supply system to the facility. These four process components will likely be combined into two large capital projects. The water distribution system needs include the ongoing small diameter water line rehabilitation program which involves the replacement of approximately four miles of pipe (1% of the system) annually. This program is funded at approximately $3.5 million per year. In 2020, Utilities staff began a comprehensive evaluation of the water transmission system which is comprised of the system’s larger pipes. This analysis will provide information on the 65 miles of the system’s larger diameter pipes and will include recommendations for future rehabilitation projects. Utilities & Greenways City of Boulder Page 236City of Boulder Page 236 2021-2026 Approved CIP Wastewater Utility The capital improvements focus for the Wastewater Utility continues to be on rehabilitation and replacement of existing assets as well as meeting current regulatory requirements. The Wastewater Utility priorities address a combination of wastewater collection system needs as well as capital projects at the Water Resource Recovery Facility (WRRF). The 2017 Wastewater Collection System Master Plan (WWCSMP) identified four high priority (Tier 1) projects that were recommended to address larger diameter sewers with hydraulic limitations. Three of the four projects have funding identified in the six-year CIP. The largest of these projects is the realignment of the city’s main interceptor sewer between 63rd Street and the WRRF. The Interceptor sewer project, which is estimated at $45- $50 million, has cash funding of $10 million and has been identified for a revenue bond in 2022 for an additional $35-$40 million. Other high priority WWCSMP projects include the Goose Creek Trunk sewer project and the Baseline & Foothills Trunk sewer project. The largest WRRF capital project identified in the six-year CIP involves a nutrient removal project to address effluent phosphorus regulations that are expected to be part of the upcoming CDPHE permit to meet Regulation 85. Other projects include the Process Automation System (PAS) Phase II instrumentation and controls project and a new secondary digester cover. It is anticipated that Utilities will bond approximately $20-$25 million in 2023 for the projects’ construction phase. The focus for the wastewater collection system will continue on the current sewer rehabilitation program with the goal of rehabilitating or replacing all vitrified clay pipe (VCP) sewers as well as addressing the system’s hydraulic limitations identified in the 2017 Wastewater Collection System Master Plan (WWCSMP). The rehabilitation effort is in its fifth year of an ongoing program with a projected 20-year duration. The rehabilitation program utilizes a trenchless technology approach to line the sewers before they collapse. Those sewer pipe sections which cannot be lined are replaced by conventional construction through the open cut program. Sanitary Sewer Manhole Replacement - Annual Utilities Infrastructure Renewal ProgramSanitary Sewer Replacement on Broadway - Annual Sewer Rehabilitation Program Utilities & Greenways Capital City of Boulder Page 237City of Boulder Page 237 2021-2026 Approved CIP Stormwater & Flood Management Utility The capital improvements focus for the Stormwater and Flood Management Utility will address a combination of flood mitigation projects as well as storm sewer improvement projects. Major flood mitigation projects identified in the six-year CIP include Gregory Canyon Creek, Fourmile Canyon Creek, and South Boulder Creek. The Gregory Canyon Creek Improvements project will include two phases with the first in design this year. Gregory Canyon Creek Phase I construction funding is identified in the six-year CIP in 2022 at approximately $8 million. This project, which will provide drainageway improvements to convey the 10- year storm event. This phase will provide improvements between Arapahoe Avenue and Pennsylvania Avenue. The project’s second phase is identified outside the 6-yr CIP. The Fourmile Canyon Creek project will involve improvements at various locations between Broadway Avenue and 19th Street, Utilities staff is coordinating with Transportation staff on the design and construction funding for these projects. The South Boulder Creek Phase I flood mitigation improvements are identified in the six-year CIP in 2024 at an estimated cost of $66 - $96 million. This project will involve the construction of a detention facility on the south side of Hwy US 36 to prevent flood waters overtopping the highway and will provide the protection of approximately 1,900 structures located downstream. The South Boulder Creek Mitigation Plan was completed in 2015. It is anticipated that City Council will provide direction to city staff on the level of flood protection at the June 16, 2020 meeting. Funding has been identified for the project’s preliminary and final design phases in the six-year CIP. Flood mitigation plans are anticipated to be completed in 2020 for Upper Goose Creek, Twomile Creek, Skunk Creek, King’s Gulch, and Bluebell Creek. These plans will help identify future flood mitigation projects. Capital improvements for the stormwater collection system will focus on expansion of the system into underserved areas and capacity improvements to address hydraulic limitations identified in the 2017 Stormwater Master Plan (SMP). Specific projects will include an expansion of storm sewer system in the vicinity of Pearl Street from 17th Street to 21st Street. The six-year CIP includes approximately $4 million in 2021 for this project. Another high priority project involves drainageway improvements and the expansion of the storm sewer system in the upper Goose Creek basin. Open channel improvements have been identified for the reach between 19th Street and Folsom Avenue for an existing section of unimproved channel located behind the homes along Edgewood Avenue. The 2017 SMP identified the Upper Goose Creek basin as the highest Tier 1 priority. This project would involve construction of new storm sewers and the upsizing of existing storm sewers located between 4th Street and 19th Street. The open channel and storm sewer components will be combined into a single project to address localized flooding in the area. The Upper Goose Creek Storm and flood project is funded in 2024 at $25 million. Approved Utility Rates for 2021 Rates 2020 2021 2022 2023 Water 7%8%8%6% Wastewater 5%5%5%5% Stormwater/Flood Management 7%12%12%12% Utilities & Greenways Capital City of Boulder Page 238City of Boulder Page 238 2021-2026 Approved CIP Utilities & Greenways Capital Single-Family Residential Monthly Bill Impact Monthly Bill 2020 Rates Monthly Bill 2021 Rates Monthly Difference Water $41.72 $45.05 $3.33 Wastewater $37.45 $39.32 $1.87 Stormwater $17.54 $19.64 $2.10 Total $96.71 $104.01 $7.30 Greenways The primary focus of the 2021-2026 Greenways CIP is on flood mitigation, bicycle and pedestrian multi-use paths, and habitat and water quality improvements along Gregory Canyon, Skunk, Twomile Canyon, and Goose Creeks in anticipation of future major drainageway improvements along these corridors. For more information about the timing and details of these projects, please see the Utilities -Stormwater/Flood web page: https:// bouldercolorado.gov/flood/the-creeks-of-boulder-co. A secondary focus for the 2021-2026 Greenways CIP is for habitat restoration and streambank stabilization projects along the Greenways corridors. Many streambank areas are degraded, eroding, and in need of restoration. The loss of ash trees, due to Emerald Ash Borer (EAB), has exacerbated this situation. Restoring the degraded streambanks also improves water quality, helps restore the urban tree canopy and supports pollinators and other native species. Funding is also being allocated in 2022 for an update to the Greenways Master Plan, last updated in 2011. 2021 Capital Projects Water Utility • Barker Gravity Line Rehabilitation • Barker Dam Outlet Works Rehabilitation • Albion Dam Rehabilitation • 63rd Street Electrical Upgrades & High Service Pump Station Replacement • Betasso Disinfection & Corrosion Control Improvements • Betasso Supply & Backwash System Improvements • Large Meter & Vault Replacement project Wastewater Utility • Interceptor Sewer Realignment Project • Goose Creek Trunk Sewer Project • Baseline & Foothills Trunk Sewer Project • Sanitary Sewer Annual Lining program • Water Resource Recovery Facility (WRRF) Phosphorus Project • Process Automation System (PAS) Phase II project • Digester Cover Replacement Stormwater & Flood Management Utility • Gregory Canyon Creek Phase I Improvements • Fourmile Canyon Creek Improvements (Broadway, 19th Street) • South Boulder Creek Phase I Improvements • Stormwater Drainage Improvements City of Boulder Page 239City of Boulder Page 239 2021-2026 Approved CIP 2020 Adjustments (if applicable) Due to unknowns related to the impact that the COVID-19 pandemic will have on Utility finances, the following 2020 projects have been put on hold as revenues will continue to be monitored. • Barker Dam and Reservoir $100,000 • Boulder Canyon Hydro Penstock Repair $673,012 • Maxwell Hydro/Pressure-Reducing Facility $185,000 • Meter Replacement Program $230,000 • Silver Lake Dam $200,000 • Source Systems Condition Assessment $350,000 • Water Resource Recover Facility (WRRF) Digester Cover Replacement Design $200,000 • WRRF Nutrient Compliance Study $250,000 • WRRF Primary Clarifier Phase 1 Rehab $115,000 Operating and Maintenance Impacts The Utilities CIP identifies numerous projects and programs over a moving six-year period. The CIP projects and programs typically have a minimum estimated cost of $50,000. There are typically corresponding operational and maintenance (O&M) costs associated with new infrastructure, however, many of projects also result in a reduced maintenance burden that can offset the increased maintenance of other projects. An example of this is the sanitary sewer condition assessment program, which includes the cleaning and TV inspection of the entire sewer system. This annual program has been completed by private contractors for the last four years but will be completed by city maintenance staff beginning in 2020. Greenways habitat maintenance is routinely coordinated with Parks and Open Space maintenance staff. Major drainageway improvements are maintained by the flood maintenance staff and multi-use paths and underpasses are maintained by either Transportation or Parks maintenance, depending upon jurisdiction. Unfunded Projects and Emerging Needs The city’s Water, Wastewater, and Stormwater & Flood Management Utilities are enterprise funds that are funded by the rate payers who are provided city services. Enterprise funds are specifically dedicated to those services and cannot be used for other city needs. This is a different funding mechanism than the General Fund, which relies on city sales and use taxes, to fund other city departments. For this reason, Utilities may utilize a slightly different approach in explaining “unfunded projects and emerging needs”. Utilities staff prioritize all capital project needs in the various funds through the master plan process and other more detailed evaluations. Projects are scheduled in the CIP based on their level of priority and can be postponed several years to minimize rate increases in a given year. Large capital projects that are funded through revenue bonds may require larger rate increases to cover the bond’s debt service. All the projects in the Utilities six-year CIPs are funded if the projected future rate increases are enacted. There are many factors currently impacting the health and condition of the Greenways system, such as tree loss due to Emerald Ash Borer, pollinator and native species decline, spread of noxious weeds, contamination from pesticide use, and soil erosion. Significant environmental changes are taking place due to climate change compounding these factors and impacting natural ecosystems. Staff believe a collaborative approach across the city and community is needed to better face these challenges. The Greenways Program will continue to partner on projects funded through other departments and incorporating the objectives of the Greenways Program. Utilities & Greenways Capital City of Boulder Page 240City of Boulder Page 240 2021-2026 Approved CIP CEAP Projects The Interceptor Sewer Realignment project is the type of project that would typically require the completion of a CEAP. Since the interceptor sewer is located in Boulder County, it has triggered the Boulder County 1041 process. The 1041 process requires a comprehensive analysis very similar to the CEAP. These requirements include an extensive alternatives analysis, environmental surveys including T&E species, wetlands, and impacts to floodplains to address the project’s benefits evaluated through the lens of environmental, social, and economic impacts. The city’s sanitary sewer is a 50-yr old unlined concrete pipe that is at the end of its useful life. The pipe is failing from internal corrosion, is hydraulically insufficient, and was exposed during the 2013 and 2015 flood events when Boulder Creek overflowed its banks and caused significant erosion across the interceptor sewer alignment. This project will involve the construction of approximately 2.5 miles of new large diameter pipe, and the rehabilitation of existing sections of pipe. The project’s primary goals will address structural stability, increased capacity, and alignment vulnerability. Board Action The preliminary 2021 Utilities budget and the 2021-2026 CIP was presented to the WRAB on May 18, 2020 and also at their June 15, 2020 meeting. A third WRAB meeting to discuss the CIP was held on July 20, 2020 where the WRAB voted 4-0 to recommend the CIP and rates. The following language was included in the motion: The Water Resources Advisory Board recommends approval of the 2021-2026 CIP for the Water, Wastewater, and Flood & Stormwater Management Utilities including proposed rate adjustments to support 2021 revenue increases of 8% in the Water Utility, 5% in the Wastewater Utility, and 12% in the Stormwater & Flood Management Utility, for an overall rate increase of 7.5% or $7.30 per month for average single family residential. WRAB recognizes the seriousness of recommending a double-digit increase for the Stormwater & Flood Utility in a time of great economic pain and uncertainty, but also recognizes that the initiatives supported by this Utility go directly to protecting the health and safety of our residents and cannot be compromised. WRAB also encourages Council to focus on the dollar amount increases, rather than the associated percent increases. In making this recommendation, it is important to WRAB that Utilities continues to expand the customer assistance program. The Greenways Advisory Committee meeting is scheduled for August 18th to review the 2021-2026 Greenways Program CIP and provide a recommendation to City Council. Utilities & Greenways Capital Betasso Water Treatment Facility City of Boulder Page 241City of Boulder Page 241 2021-2026 Approved CIP Water Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 138,984,590$ 13,398,913$ 54,102,825$ 19,749,883$ 22,709,930$ 18,071,716$ 10,951,324$ CIP-Capital Enhancement Total 43,602,240$ 3,500,000$ 28,750,000$ 1,052,476$ 9,899,764$ 250,000$ 150,000$ 63rd WTF Campus Electrical & HSPS 20,300,000$ 2,000,000$ 18,300,000$ -$ -$ -$ -$ Barker Dam Outlet 10,752,240$ -$ -$ 977,476$ 9,774,764$ -$ -$ BWTF Disinfection & Corrosion 11,600,000$ 1,150,000$ 10,450,000$ -$ -$ -$ -$ Green Lake 2 Dam 350,000$ -$ -$ 75,000$ 25,000$ 250,000$ -$ Lakewood Hydroelectric/PRV 200,000$ 50,000$ -$ -$ -$ -$ 150,000$ Wittemyer Ponds 400,000$ 300,000$ -$ -$ 100,000$ -$ -$ CIP-Capital Maintenance Total 92,422,350$ 9,388,913$ 24,992,825$ 17,537,407$ 12,650,166$ 17,311,716$ 10,541,324$ Albion Dam 10,853,761$ 986,706$ 9,867,055$ -$ -$ -$ -$ Barker Gravity Pipeline Repair 27,351,114$ 3,782,672$ 6,018,967$ 4,640,332$ 4,815,945$ 3,972,156$ 4,121,042$ BCH Penstock Repair 6,763,783$ 1,274,492$ 1,013,472$ 1,054,011$ 1,096,171$ 1,140,018$ 1,185,619$ Boulder Canyon Hydro 250,000$ -$ -$ 250,000$ -$ -$ -$ The City owns and operates two potable water treatment facilities that supply water to customers. These are the Betasso Water Treatment Facility (BWTF) rated at 40 million gallons per day (mgd) and the 63rd Water Treatment Facility (63rd WTF) rated at 16 mgd. Initial construction of the 63rdWTF took place in 1969 to provide critical backup supply during times when BWTF is offline for repairs or emergencies. In addition, the facility is required for use of critical water rights from the western slope. Since the 63rdWTF construction, various expansion and improvement projects have been constructed to maintain service and the ability to meet more stringent regulations. Overall, the facility has provided high-level service to City water customers but is aging and needs repairs. The focus of this project is twofold: 1) replacing major power supply and electrical components on the campus and to improve their reliability and redundancy and 2) Repair and replacement (R&R) of the largest power consuming treatment process on campus called the high service pump station (HSPS). The HSPS was built in 1969 and is the sole source of supply to the distribution system from the 63rd WTF. Minor repairs have been implemented over time, but the station is now at its end of useful life. The project also contemplates converting the existing power supply of the station to a lower voltage that is less hazardous and more easily maintained. This project is categorized as Essential using the Budgeting for Resilience framework.This project will provide funds for the rehabilitation/replacement of the existing outlet works system of Barker Dam. The Barker Dam outlet facilities are over 100-years old and in need of significant rehabilitation. The current configuration of the outlet gates requires that Barker Reservoir be nearly emptied to perform a thorough inspection once every 5-10 years. Reconfiguration of the outlet facilities would potentially eliminate the need to empty the reservoir for gate inspection. As currently envisioned, the project would require construction of a vertical shaft near the north embankment, inlet tunnels and one outlet tunnel, an outlet distribution facility, a pipeline to Barker Gravity Line, and valve house. The outlet facilities would provide the opportunity to develop a hydroelectric generation facility as well. Information regarding the alternative approaches will be provided as part of the Community & Environmental Assessment Process (CEAP). The City owns and operates two potable water treatment facilities that supply water to customers. The vast majority of water is supplied to the City via the Betasso Water Treatment Facility (BWTF). Initial construction of the BWTF took place in 1964. Since then various expansion and improvement projects have been constructed to maintain service and the ability to meet more stringent regulations. Most recently items of highest priority were repaired in the 2016 capital improvements project. The next phase of priority repair and replacement (R&R) focuses on two main items: 1) Disinfection capacity and 2) the lime and carbon dioxide chemical feeds systems used for corrosion control. Because these two aspects of the treatment process interact and work together they are being addressed in a single combined project. Currently regulatory driven disinfection occurs in two tanks known as clearwells. Clearwell #1 is baffled and performs most of the disinfection. Clearwell #2 is not baffled and therefore has limited capacity. Major repairs are required for Clearwell #1 in the next 5 years to repair corroded structural members and replace its interior and exterior coatings. This project focuses on baffling Clearwell #2 or adding disinfection capacity. This will help meet anticipated regulations, will add redundancy to allow for timely repairs to Clearwell #1, and provides needed system reliability improvements to meet level of service goals now through buildout. The project will also address priority repair and replacement (R&R) for the lime and carbon dioxide chemical feeds systems. These critical systems are used for conditioning treated water to prevent corrosion of pipes in the distribution system and to control of lead and copper levels for regulatory compliance. This project is categorized as Essential using the Budgeting for Resilience framework.This project will provide funds for the evaluation of alternatives and design of the rehabilitation of Green Lake 2 Dam. Green Lake 2 Dam needs extensive rehabilitation to allow continued full storage of water. This project is categorized as Essential using the Budgeting for Resilience framework.The Lakewood Hydroelectric station is located on the raw water transmission system near Betasso Water Treatment Facility. This project provides ongoing enhancements of hydro-electric equipment at this location as systems age or need to be replaced. A generator overhaul was completed in 2016 and a pressure reducing valve refurbishment is planned for 2019/2020. This project is categorized as Essential using the Budgeting for Resilience framework.Wittemyer Ponds consists of multiple reservoirs planned for potential use to facilitate city water exchanges. Alternatives for improving the ponds to reservoirs will be considered for final implementation. This project is categorized as Essential using the Budgeting for Resilience framework.In 2016, the reservoir underwent emergency repair at the outlet works. In 2017, a rehabilitation alternative study was issued. This project will fund the dam liner, crest and spillway repair as recommended in the Source Water Master Plan, MWH, 2008. This project is categorized as Essential using the Budgeting for Resilience framework.This project will provide funds for ongoing repairs to the Barker Gravity Pipeline. A rehabilitation segment was placed in 2016 and the results updated the 12-year rehabilitation cost estimates forecast for 2017 to 2028. Grout patching repairs will continue in the segments not being rehabilitated in any given year. The BCH Penstock is a pressure pipeline that delivers water from Kossler Reservoir to Boulder Canyon Hydro. This project is categorized as Essential using the Budgeting for Resilience framework.This project will provide funds for analysis and targeted repairs for areas discovered in the inspection in 2019. An analysis will be performed on approximate remaining operational life including recommendations from metallurgical and corrosion experts. The rehabilitation project is scheduled for 12 years at approximately 850 feet per year. Boulder Canyon Hydroelectric – Maintenance and Inspection of the installed replacement unit (commercial operation started in 2013) and control systems.This project is categorized as Essential using the Budgeting for Resilience framework. 2021-2026 Capital Improvement Plan Utilities & Greenways Capital City of Boulder Page 242City of Boulder Page 242 2021-2026 Approved CIP Water Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Distribution Waterline Replacement 12,600,000$ -$ 4,200,000$ -$ 4,200,000$ -$ 4,200,000$ Hydro Facilities Rehab Program 387,983$ 58,493$ 60,833$ 63,266$ 65,797$ 68,428$ 71,166$ Instream Flow Structures and Gaging 40,000$ 10,000$ 10,000$ 10,000$ 10,000$ -$ -$ Kohler Tank Yard Piping Replacement 1,000,000$ -$ -$ -$ 1,000,000$ -$ -$ Kossler Dam 2,750,000$ 100,000$ 1,500,000$ 300,000$ 100,000$ 750,000$ -$ Lakewood Pipeline 384,864$ -$ -$ -$ 384,864$ -$ -$ Large Meter Improvements Phase 1 1,360,000$ -$ 1,360,000$ -$ -$ -$ -$ Meter Replacement Program 425,000$ 425,000$ -$ -$ -$ -$ -$ Silver Lake Hydroelectric/PRV 250,000$ -$ -$ 250,000$ -$ -$ -$ Skyscraper Dam 171,071$ 171,071$ -$ -$ -$ -$ -$ Source Systems Condition Assessment 425,829$ -$ -$ -$ -$ 425,829$ -$ Source Water Rehabilitation Program 1,163,947$ 175,479$ 182,498$ 189,798$ 197,390$ 205,285$ 213,497$ Potable water customers are billed for their water use based a network of nearly 30,000 water meters. Meters in the system are tested by the City in accordance with AWWA best practices and overall provide reliable service to City customers and Utility Billing. However, many cohorts of meters are at the end of predicted lifespan and require replacement. The majority of these meters can be replaced via in-house crews to streamline schedule and save costs. The City of Boulder Public Works (PW) Department is dedicated to maintaining and improving the quality of life in Boulder by planning for future needs, promoting environmental quality, building and maintaining municipal infrastructure, managing public investments, and protecting health and safety (PW Mission Statement). The utilities division helps meet this goal by ensuring our utility system is engineered, built, operated, and maintained according to industry best practices. One key component is ongoing replacement of treated water pipes in the system that are at the end of their useful life. Timely replacement of old piping helps limit the number and frequency of pipe breaks in the system and the risks they impart on public health, the environment, customer service and cost efficiency of utility services. As of 2020 the City’s program replaces about four to five miles of pipe per year, which is approximately a 100-yr replacement frequency. Overall, the success of this program is demonstrated by the reduction of water main breaks from historic levels of >100 breaks per year to current levels of <40 breaks per year. Projects are prioritized through a comprehensive approach that considers overall utility reliability and redundancy, improvements required to serve the City Comprehensive Plan, City Council priorities, safety of the public and operations staff, regulations, available budget and revenues, timing of other PW projects, timing with other City department projects, and pavement management projects. The next phase of work will target pipeline replacement in 4th Avenue from Mapleton to about Linden. This project is categorized as Essential using the Budgeting for Resilience framework.Hydro maintenance for all facilities. Misc minor items/repairs/upgrades not included in specific CIP budgets. This project is categorized as Essential using the Budgeting for Resilience framework.Boulder will install a stream gauge on Boulder Creek downstream of the Rural Ditch headgate and improve flow measurement along the reach. The stream gage will be used to measure instream flow water that Boulder is leasing to users below the headgate. The City’s potable water system includes a complex system of hydroelectric stations, pump stations, and storage tanks. These critical facilities control pressure, transfer large volumes of water across the City and provide critical water storage for use during short-term periods of high consumer demand, emergency storage for potential times of interrupted water supply, and water to meet fire flow demands. The Kohler site is especially important for water transmission as it a major hub of several of these major infrastructure system components all at the same location. Since their original construction various improvement projects have been completed to maintain service and the ability to meet more stringent regulations. The next phase of priority repair and replacement (R&R) at the Kohler site focuses on yard piping replacement. This piping is old and at the end of its useful lifespan. This project is categorized as Essential using the Budgeting for Resilience framework.Kossler Dam Face Rehabilitation Project was completed in 2015. Temporary repairs were constructed to the Kossler Reservoir Inlet Structure in 2017. Both the Inlet Structure and the Outlet Structure will require full rehabilitation/replacement within 10 years and is presently scheduled for 2025. Gate analysis 2021 and replacement in 2022/2023. This project provides funding for periodic inspection and maintenance on the Lakewood Pipeline. Potable water customers are billed for their water use based a network of nearly 30,000 water meters. Meters in the system are tested by the City in accordance with AWWA best practices and overall provide reliable service to City customers and Utility Billing. However, many cohorts of meters are at the end of predicted lifespan and require replacement. The majority of these meters can be replaced via in-house crews to streamline schedule and save costs. However, some of the meters are located in vaults that need to be replaced due to issues related to age, safe access for operations and maintenance, and space required for modern meter equipment. Four vaults are contemplated with this project phase including: 1) Broadway & Pennsylvania (CU Large Meter) 2) Grandview & 19th (CU Large Meter) 3) Folsom Field 4-inch Meter/Vault 4) Justice center 6th and Canyon 4-inch Meter/Vault The Silver Lake Hydroelectric station is located on the raw water transmission system near the Lakewood Reservoir. This project provides ongoing enhancements of hydro-electric equipment at this location as systems age or need to be replaced. This project is categorized as Essential using the Budgeting for Resilience framework.Funding is for infrastructure evaluation and gate replacement as recommended in the Source Water Master Plan. This project is categorized as Essential using the Budgeting for Resilience framework.An assessment of the components that make up the City’s source water system including a detailed inventory of all asset to determine the type of asset, structural and maintenance condition, redundancy, remaining useful life, and approximate replacement or rehabilitation costs. This project is categorized as Essential using the Budgeting for Resilience framework.Funding for capital maintenance for the critical source water facilities, hydroelectric, pressure reducing, and reversible pump-generator system components not identified as individual capital projects. Utilities & Greenways Capital 2021-2026 Capital Improvement Plan City of Boulder Page 243City of Boulder Page 243 2021-2026 Approved CIP Water Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Transmission System R&R Program 21,500,000$ 1,500,000$ -$ 10,000,000$ -$ 10,000,000$ -$ Treated Water Misc. R&R 2,100,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ 350,000$ Utility Billing Computer System 125,000$ 125,000$ -$ -$ -$ -$ -$ Water Mains In-House R&R Program 2,400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ 400,000$ Watershed Improvements 120,000$ 30,000$ 30,000$ 30,000$ 30,000$ -$ -$ CIP - CAPITAL PLANNING STUDIES 1,600,000$ 350,000$ 150,000$ 1,000,000$ -$ 100,000$ -$ Kohler Hydro/PRV Facility 50,000$ -$ -$ -$ -$ 50,000$ -$ Maxwell Hydro/PRV Facility 150,000$ 100,000$ -$ -$ -$ 50,000$ -$ Sunshine Hydroelectric/PRV Facility 150,000$ -$ 150,000$ -$ -$ -$ -$ Treated Water Hydro Study 250,000$ 250,000$ -$ -$ -$ -$ -$ Water System Master Plan & COS 1,000,000$ -$ -$ 1,000,000$ -$ -$ -$ The Sunshine facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project will inspect and rebuild the turbine. The City owns, operates, and maintains an extensive, 65-mile potable water transmission system (i.e., pipes greater than 12-inches in diameter). This system has a replacement value of $350M or about 20 percent of the value of the treated water system overall. The transmission system is of high importance because it supplies the vast majority of water to the system and has limited valving to isolate segments for repairs and/or emergency response. Historically, the City water transmission replacement program has been very limited as this portion the system has been relatively high functioning with few pipe breaks. Overall, the transmission pipe system has provided acceptable service to City customers but is at a point where reinvestment is needed to address aging infrastructure and to prevent and minimize pipe breaks and/or emergency scenarios. Furthermore, over the past 10-20 years City water demands have “grown into” the capacity of the system that previously could be used for redundancy. A formal Water Transmission Study is ongoing at this time recognizing the transmission system is aging and in need of a prioritized plan for reinvestment. The study is evaluating various key components of the transmission system to maintain high-quality service and flexibility for operations, maintenance, and emergency scenarios now through buildout. Funding is established in this budget cycle to launch and maintain a replacement program to stay on top of aging infrastructure issues. The City of Boulder owns and operates a complex treated water utility system valued at approximately $1.7 billion. Overall, these facilities provide high-level service to City water customers, but various components of the system need ongoing repairs and miscellaneous other improvements to address aging infrastructure, equipment obsolescence, and safe/reliable operations. The purpose of this project is to repair or replace miscellaneous capital assets or components within the treated water system as needed throughout the year. This project primarily involves selection and purchase of equipment per typical City purchasing policies. The existing Utility Billing Computer System is aging and needs updates. This project will upgrade the system. f (S ) The City of Boulder Public Works (PW) Department is dedicated to maintaining and improving the quality of life in Boulder by planning for future needs, promoting environmental quality, building and maintaining municipal infrastructure, managing public investments, and protecting health and safety (PW Mission Statement). The utilities division helps meet this goal by ensuring our utility system is engineered, built, operated, and maintained according to industry best practices. One key component is ongoing replacement of treated water pipes in the system that are at the end of their useful life. Timely replacement of old piping helps limit the number and frequency of pipe breaks in the system and the risks they impart on public health, the environment, customer service and cost efficiency of utility services. As of 2020 the City’s program replaces about four to five miles of pipe per year, which is approximately a 100-yr replacement frequency. This project focuses on the components of these efforts most effectively performed by in-house City crews. Projects are prioritized through a comprehensive approach that considers overall utility reliability and redundancy, improvements required to serve the City Comprehensive Plan, City Council priorities, safety of the public and operations staff, regulations, available budget and revenues, timing of other PW projects, timing with other City department projects, and pavement management projects. This project is categorized as Essential using the Budgeting for Resilience framework.General Watershed improvements for critical as recommended in the 2009 Source Water Master Plan. This project funds ongoing improvements to facilitate continued reliable operation of the watershed source water storage and delivery system. Fund augmentation needs will be assessed at the end of 2019. This project is categorized as Essential using the Budgeting for Resilience framework.The Kohler facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project is an update to the complete overhaul of the pump valves (2019/2020) which includes: disassembly, inspection, repair and reassembly. This project is categorized as Essential using the Budgeting for Resilience framework.The Maxwell facility is a treated water pressure reducing and hydroelectric facility located below Betasso Water Treatment Facility. This project is to completely replace the pump control valve. This project is categorized as Essential using the Budgeting for Resilience framework.The City’s potable water system includes two (2) mountain-to-town hydroelectric stations, two (2) in-town hydroelectric facilities, two (2) “reverse pump stations” integrated with the two in-town hydroelectric stations, and three (3) pump stations. There is one (1) stand-alone pressure reducing valve (PRV) station and each of the hydroelectric and system pump stations are equipped with co-located PRVs as well. These facilities serve the primary purpose of controlling pressure and transferring water between the City’s three pressure zones in a cost-efficient and safe manner. These facilities have provided acceptable service to City customers but have required ongoing and consistent reinvestment to address aging infrastructure, surge mitigation, or operational issues related to pressure management. Many components of the system are now at a critical point in their life cycle whereby potentially large investments are needed to continue reliable service and to meet City level of service goals now through buildout. The purpose of this study is to confirm the most cost- efficient options for all treated water hydroelectric stations and their adjacent pressure controlling infrastructure. The project includes conceptual-level design for the preferred alternative for yard piping and PRV system at the Sunshine Hydro Campus. Utilities Engineering (UE) implements long-term utility planning processes to develop and prioritize projects within the Capital Improvement Program (capital projects), identify and plan utility improvements needed now and through buildout of the Boulder Valley Comprehensive Plan, and document implications for utility rates. As part of this planning process, the UE team periodically executes holistic, long-range master plans to catalogue infrastructure and funding needs anticipated in the water system (source water to customer meters) now and through buildout. The City’s current master plan dates back to 2011 and an update is necessary. The purpose of this project is to update the master plan for the water fund as a hole (both source water and treated water systems) and to integrate a Cost of Service study (COS) to confirm appropriate revenue and rate needs near- and long-term as required for financial sustainability of the utility. 2021-2026 Capital Improvement Plan Utilities & Greenways Capital City of Boulder Page 244City of Boulder Page 244 2021-2026 Approved CIP Utilities & Greenways Capital Water Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected CIP-New Facility/Infrastructure Total 1,360,000$ 160,000$ 210,000$ 160,000$ 160,000$ 410,000$ 260,000$ Barker Dam Hydroelectric 150,000$ -$ 50,000$ -$ -$ -$ 100,000$ Carter Lake Hydroelectric 250,000$ -$ -$ -$ -$ 250,000$ -$ NCWCD Conv - Boulder Feeder Canal 960,000$ 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ 160,000$ This project is categorized as Essential using the Budgeting for Resilience framework.Analysis and develop hydroelectric potential if preferred as recommended in the Source Water Master Plan, MWH, 2008/2009. Analyze potential for hydroelectric facility on the city's portion of the Carter Lake Pipeline and then design and build if preferred.This project is categorized as Essential using the Budgeting for Resilience framework. NCWCD Conv - Boulder Feeder Canal point source drainage inflow improvements on a priority basis. Wastewater Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 117,354,642$ 14,694,831$ 55,245,893$ 28,923,000$ 5,690,918$ 5,860,000$ 6,940,000$ CIP-Capital Enhancement Total 28,723,918$ 2,550,000$ 2,090,000$ 22,523,000$ 230,918$ 250,000$ 1,080,000$ Lower Goose Creek Trunk Sewer Repl 4,300,000$ 1,000,000$ -$ 3,300,000$ -$ -$ -$ Meter Replacement Program 315,000$ 75,000$ 240,000$ -$ -$ -$ -$ Water Resource Recovery Pumps 375,000$ 75,000$ 150,000$ -$ -$ 150,000$ -$ WRRF Activated Sludge 230,918$ -$ -$ -$ 230,918$ -$ -$ WRRF Instrumentation/Control 2,500,000$ 1,400,000$ -$ -$ -$ 100,000$ 1,000,000$ WRRF Permit Improvements 1,780,000$ -$ 1,700,000$ -$ -$ -$ 80,000$ WRRF Permit Improvements - Proj. Bo 19,223,000$ -$ -$ 19,223,000$ -$ -$ -$ CIP-Capital Maintenance Total 88,630,724$ 12,144,831$ 53,155,893$ 6,400,000$ 5,460,000$ 5,610,000$ 5,860,000$ Collection System Monitoring 900,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ Condition Assessment Program 5,540,000$ 730,000$ 890,000$ 920,000$ 960,000$ 1,000,000$ 1,040,000$ Interceptor Sewer Realignment 48,075,000$ 3,600,000$ 44,475,000$ -$ -$ -$ -$ Inverted Siphon Replacement 3,800,000$ 300,000$ 3,500,000$ -$ -$ -$ -$ Sanitary Sewer Manhole Rehab 1,740,000$ 260,000$ 270,000$ 280,000$ 300,000$ 310,000$ 320,000$ This project provides for the rehabilitation and improvement to the existing wastewater manholes that are part of the city's wastewater collection system. The program is funded at $200,000 per year (2018) escalated by an inflation index for future years. The asset condition assessment shows the need for increased funding to meet system needs. Escalation in program funds begins in 2021. One of four Tier One (highest priority) projects identified in the 2016 Wastewater Collection System Master Plan Update, the Goose Creek Trunk Sewer Replacement Project will address structurally deteriorated sections of trunk sewer and improve the ability of this sewer to handle wet weather flows. This project is for replacing aging water meters that are used for customer billing and usage information. There are currently over 28,000 meters in the system, and most of them are reaching the end of their useful life at 15 – 20 years old. This project provides funding for a large meter (greater than 2 inch) replacement on an ongoing basis. These meters are tested annually and will be repaired or replaced as needed. The small meter (less than 2 inch) program will begin in 2022 and aim to replace all small meters within 10 years. The existing pumps at the Boulder Water Resource Recovery Facility require rehabilitation. This project will fund the upgrade of those pumps on a recurring basis. The highest priority assets will be funded each cycle. This project will fund the scheduled rehabilitation of the Boulder Water Resource Recovery Facility's mechanical aeration system, which is a critical system supporting the microbiological process. Specifically, this money is for a preventative maintenance service through a qualified third-party. The typical agreements are 5-years and we pay in advance for annual services. This project will fund the rehabilitation and/or replacement of instrumentation & control (I&C) facilities at the Boulder Water Resource Recovery Facility. These recommendations are based on the 2013 Process Automation System (PAS) Strategic Plan. The PAS Strategic Plan identified $6,000,000 worth of I&C improvements to be completed over 10 years. The Boulder Water Resource Recovery Facility requires improvements and new facilities as required by Federal and State regulation to improve effluent quality, as identified by the State of Colorado Discharge Permit System (CDPS) Permit. This project addresses necessary improvements to remove phosphorus. The Boulder Water Resource Recovery Facility requires improvements and new facilities as required by Federal and State regulation to improve effluent quality, as identified by the State of Colorado Discharge Permit System (CDPS) Permit. This project addresses necessary improvements to remove phosphorus. This project provides funds for monitoring of the City's wastewater collection system. Flow monitoring informs capital project design and provides useful information about the impact of rainfall The Wastewater Utility Condition Assessment Program is intended to provide an ongoing comprehensive cleaning and assessment of the city's sanitary sewer collection system. There are approximately 370 miles of sanitary sewer pipe in the collection system. The City's existing main sanitary interceptor sewer is at the end of its useful life and is hydraulically insufficient. The interceptor is unlined concrete pipe that is corroding and was exposed during the 2013 flood and 2015 rainstorm. This project is for the re-alignment of the interceptor sewer and rehabilitation of the existing interceptor sewer and will aim to satisfy three primary goals: structural stability, increased capacity and decreased flood vulnerability. Since the project will occur within unincorporated Boulder County, a 1041 (Areas and Activities of State Interest) is required for the project. The county's 1041 process is similar to the city's CEAP process so CEAP is marked below. Project estimate increased from $30M to $48M based on preliminary design and 1041 process. Of the 370 miles of sanitary sewer in the city's wastewater collection system, there exists only one inverted siphon. This feature conveys wastewater flow from the majority of Gunbarrel underneath Boulder Creek on the property of the Boulder Water Resource Recovery Facility. The existing ductile iron siphon was installed in 1976. The 2019 wastewater condition assessment program identified two issues: internal pipe corrosion and the inability to effectively clean and maintain the pipe. This project will replace the inverted siphon and will allow for future integration of flows that are currently conveyed over Boulder Creek via an elevated pipeline from east Gunbarrel. 2021-2026 Capital Improvement Plan City of Boulder Page 245City of Boulder Page 245 2021-2026 Approved CIP Wastewater Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 ProjectedCapital Program Total 117,354,642$ 14,694,831$ 55,245,893$ 28,923,000$ 5,690,918$ 5,860,000$ 6,940,000$ CIP-Capital Enhancement Total 28,723,918$ 2,550,000$ 2,090,000$ 22,523,000$ 230,918$ 250,000$ 1,080,000$ Lower Goose Creek Trunk Sewer Repl 4,300,000$ 1,000,000$ -$ 3,300,000$ -$ -$ -$ Meter Replacement Program 315,000$ 75,000$ 240,000$ -$ -$ -$ -$ Water Resource Recovery Pumps 375,000$ 75,000$ 150,000$ -$ -$ 150,000$ -$ WRRF Activated Sludge 230,918$ -$ -$ -$ 230,918$ -$ -$ WRRF Instrumentation/Control 2,500,000$ 1,400,000$ -$ -$ -$ 100,000$ 1,000,000$ WRRF Permit Improvements 1,780,000$ -$ 1,700,000$ -$ -$ -$ 80,000$ WRRF Permit Improvements - Proj. Bo 19,223,000$ -$ -$ 19,223,000$ -$ -$ -$ CIP-Capital Maintenance Total 88,630,724$ 12,144,831$ 53,155,893$ 6,400,000$ 5,460,000$ 5,610,000$ 5,860,000$ Collection System Monitoring 900,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ 150,000$ Condition Assessment Program 5,540,000$ 730,000$ 890,000$ 920,000$ 960,000$ 1,000,000$ 1,040,000$ Interceptor Sewer Realignment 48,075,000$ 3,600,000$ 44,475,000$ -$ -$ -$ -$ Inverted Siphon Replacement 3,800,000$ 300,000$ 3,500,000$ -$ -$ -$ -$ Sanitary Sewer Manhole Rehab 1,740,000$ 260,000$ 270,000$ 280,000$ 300,000$ 310,000$ 320,000$ This project provides for the rehabilitation and improvement to the existing wastewater manholes that are part of the city's wastewater collection system. The program is funded at $200,000 per year (2018) escalated by an inflation index for future years. The asset condition assessment shows the need for increased funding to meet system needs. Escalation in program funds begins in 2021. One of four Tier One (highest priority) projects identified in the 2016 Wastewater Collection System Master Plan Update, the Goose Creek Trunk Sewer Replacement Project will address structurally deteriorated sections of trunk sewer and improve the ability of this sewer to handle wet weather flows.This project is for replacing aging water meters that are used for customer billing and usage information. There are currently over 28,000 meters in the system, and most of them are reaching the end of their useful life at 15 – 20 years old. This project provides funding for a large meter (greater than 2 inch) replacement on an ongoing basis. These meters are tested annually and will be repaired or replaced as needed. The small meter (less than 2 inch) program will begin in 2022 and aim to replace all small meters within 10 years.The existing pumps at the Boulder Water Resource Recovery Facility require rehabilitation. This project will fund the upgrade of those pumps on a recurring basis. The highest priority assets will be funded each cycle.This project will fund the scheduled rehabilitation of the Boulder Water Resource Recovery Facility's mechanical aeration system, which is a critical system supporting the microbiological process. Specifically, this money is for a preventative maintenance service through a qualified third-party. The typical agreements are 5-years and we pay in advance for annual services.This project will fund the rehabilitation and/or replacement of instrumentation & control (I&C) facilities at the Boulder Water Resource Recovery Facility. These recommendations are based on the 2013 Process Automation System (PAS) Strategic Plan. The PAS Strategic Plan identified $6,000,000 worth of I&C improvements to be completed over 10 years.The Boulder Water Resource Recovery Facility requires improvements and new facilities as required by Federal and State regulation to improve effluent quality, as identified by the State of Colorado Discharge Permit System (CDPS) Permit. This project addresses necessary improvements to remove phosphorus.The Boulder Water Resource Recovery Facility requires improvements and new facilities as required by Federal and State regulation to improve effluent quality, as identified by the State of Colorado Discharge Permit System (CDPS) Permit. This project addresses necessary improvements to remove phosphorus.This project provides funds for monitoring of the City's wastewater collection system. Flow monitoring informs capital project design and provides useful information about the impact of rainfall The Wastewater Utility Condition Assessment Program is intended to provide an ongoing comprehensive cleaning and assessment of the city's sanitary sewer collection system. There are approximately 370 miles of sanitary sewer pipe in the collection system. The City's existing main sanitary interceptor sewer is at the end of its useful life and is hydraulically insufficient. The interceptor is unlined concrete pipe that is corroding and was exposed during the 2013 flood and 2015 rainstorm. This project is for the re-alignment of the interceptor sewer and rehabilitation of the existing interceptor sewer and will aim to satisfy three primary goals: structural stability, increased capacity and decreased flood vulnerability. Since the project will occur within unincorporated Boulder County, a 1041 (Areas and Activities of State Interest) is required for the project. The county's 1041 process is similar to the city's CEAP process so CEAP is marked below. Project estimate increased from $30M to $48M based on preliminary design and 1041 process. Of the 370 miles of sanitary sewer in the city's wastewater collection system, there exists only one inverted siphon. This feature conveys wastewater flow from the majority of Gunbarrel underneath Boulder Creek on the property of the Boulder Water Resource Recovery Facility. The existing ductile iron siphon was installed in 1976. The 2019 wastewater condition assessment program identified two issues: internal pipe corrosion and the inability to effectively clean and maintain the pipe. This project will replace the inverted siphon and will allow for future integration of flows that are currently conveyed over Boulder Creek via an elevated pipeline from east Gunbarrel. Wastewater Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Sanitary Sewer Rehabilitation 22,300,000$ 3,400,000$ 3,500,000$ 3,600,000$ 3,800,000$ 3,900,000$ 4,100,000$ Utility Billing Computer System 62,500$ 62,500$ -$ -$ -$ -$ -$ WRRF Digester Cleaning 142,331$ 142,331$ -$ -$ -$ -$ -$ WRRF Digester Complex 3,250,000$ 3,250,000$ -$ -$ -$ -$ -$ WRRF Primary Clarifiers 770,893$ -$ 70,893$ 700,000$ -$ -$ -$ WRRF Rehabilitation 1,500,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ 250,000$ WRRF Secondary Clarifiers 550,000$ -$ 50,000$ 500,000$ -$ -$ -$ Secondary clarification is an essential unit process of the overall treatment system at the Boulder WRRF. Similar to the primary clarifiers, the internal componentry is submerged in wastewater and needs repair and rehabilitation periodically, and eventual replacement. This project is to repair the internal mechanism to provide full-utilization of the asset. This project provides for the rehabilitation and improvement to the existing sanitary sewer piping of the city's wastewater collection system. The program is funded at approximately $2,500,000 per year (2014) escalated at 4% annually in order to rehabilitate the entire system in approximately 20 years. The objectives of rehabilitation are to prevent pipe failure, improve system hydraulics, reduce infiltration of groundwater, and reduce ongoing maintenance needs. The existing Utility Billing Computer System is outdated and needs updated. This project will update the system. The Boulder Water Resource Recovery Facility has a primary and secondary digester. This project is to provide cleaning on a 10-year cycle. The last time the primary was cleaned was 2012, and the secondary was cleaned in 2014. This project is to replace the Water Resource Recovery Facility secondary digester floating cover. The cover has tipped and failed on several occasions in recent years taking the system offline and limiting its ability to handle gas and interrupting wastewater treatment. The Water Resource Recovery Facility's primary clarifiers are concrete circular settling tanks with rotating steel mechanisms to separate solids from the water. They are located after the headworks and before the aeration basins (biological process). The mid-term rehabilitation in 2023 will recoat the rotating mechanisms. The long-term replacment in 2029 will replace mechanisms, drives, walkway bridges, and effluent weirs, baffles, and launders. The Wastewater Utility Asset Management Planning Tool identified miscellaneous rehabilitation projects not identified in master plan documents. This funding could be for one project or several smaller projects. Utilities & Greenways Capital 2021-2026 Capital Improvement Plan City of Boulder Page 246City of Boulder Page 246 2021-2026 Approved CIP Utilities & Greenways Capital 2021-2026 Capital Improvement Plan Stormwater & Flood Management Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Capital Program Total 139,075,927$ 9,285,391$ 14,345,078$ 7,272,982$ 96,672,471$ 4,806,821$ 6,693,185$ CIP-Capital Enhancement Total 122,166,042$ 6,682,674$ 11,704,853$ 4,529,548$ 93,812,500$ 1,836,851$ 3,599,616$ 2017 MP -Wonderland Creek 1 Stm Sew 386,896$ 386,896$ -$ -$ -$ -$ -$ Boulder Creek Flood Mitigation 684,285$ -$ -$ -$ -$ -$ 684,285$ East Pearl 3,862,873$ 3,862,873$ -$ -$ -$ -$ -$ Fourmile Misc Flood Mitigation 427,965$ -$ -$ -$ -$ 202,775$ 225,190$ Greenways Program - Flood fund 585,000$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ 97,500$ Greenways Program-Lottery Fund 906,402$ 151,067$ 151,067$ 151,067$ 151,067$ 151,067$ 151,067$ Gregory Creek Flood Mitigation 9,225,219$ -$ 8,224,574$ -$ -$ -$ 1,000,645$ Local Drainage Improvements 6,546,407$ 986,949$ 1,026,427$ 1,067,484$ 1,110,183$ 1,154,591$ 1,200,774$ South Boulder Crk Flood Mitigation 72,000,000$ 1,000,000$ 2,000,000$ 3,000,000$ 66,000,000$ -$ -$ Stormwater Quality Improvements 1,309,282$ 197,390$ 205,285$ 213,497$ 222,037$ 230,918$ 240,155$ Upper Goose Creek 26,231,713$ -$ -$ -$ 26,231,713$ -$ -$ CIP-Capital Maintenance Total 12,371,043$ 1,918,432$ 1,928,569$ 2,003,312$ 2,090,244$ 2,169,454$ 2,261,032$ Drainageway Maintenance/Enhancement 3,580,000$ 540,000$ 560,000$ 580,000$ 610,000$ 630,000$ 660,000$ Storm Sewer Rehabilitation 4,364,272$ 657,966$ 684,285$ 711,656$ 740,122$ 769,727$ 800,516$ The Drainageway Maintenance/Enhancement fund is intended to provide for larger maintenance related projects along the city’s 16 major drainageways. This funding will address ongoing sediment removal efforts as well as large scale vegetation removal along the drainageways including efforts relating to the city’s Emerald Ash Bore (EAB) removal program. This work will be performed by qualified private contractors. This project is categorized as “Essential” using the Budgeting for Resilience framework. The program provides funds for the rehabilitation or replacement of existing storm sewers that have reached the end of their useful life. The storm sewer system in Broadway between Fourmile Canyon Creek and Wonderland Creek requires improvements. This project expands the storm sewer system in this area to provide a sufficient level of service. The Boulder Creek Restoration Plan was accepted by City Council in February 2016 and identified various improvements along Boulder Creek and Boulder Slough. This project will provide funds The storm sewer system in Downtown Boulder along Pearl Street from 16th Street to 21st Street requires improvements. The master plan project expands the storm sewer system in this area to provide a sufficient level of service. This project provides funding to add an additional culvert at Broadway in conjunction with the Broadway reconstruction project. It will be used for general flood mitigation efforts along the drainage in future years. This project is categorized as "Essential" using the Budgeting for Resilience framework. This funding will provide Utilities contributions to the overall Greenways Program. Funding will be prioritized with other funding in the Greenways CIP. These funds will be combined with funding from the Transportation Fund. This project is for an ongoing funding program. This project is categorized as “Important” using the Budgeting for Resilience framework. https://bouldercolorado.gov/water/greenways-program The funding will provide Lottery funds contributions to the overall greenways program. Funding will be opportunistic and prioritized with the other funding in the Greenways CIP. These funds will be combined with funding from the Transportation and Utilities Fund. This project is for an ongoing funding program. https://bouldercolorado.gov/water/greenways-program A flood mitigation plan for Gregory Canyon Creek was approved by City Council in December 2015. The plan identified various improvements, primarily involving replacement of culverts to increase the conveyance capacity of the channel to carry a 10-year storm event. This project is categorized as “Essential” using the Budgeting for Resilience framework. https://bouldercolorado.gov/flood/gregory-canyon-creek-flood-mitigation-study This capital project provides funds to improve local drainage problems which are small enough to be outside of the scope of a master planning effort. Most work funded by this program is intended to address system deficiencies highlighted through customer complaints. Funding is also used to supplement the storm sewer rehabilitation program. This project is to mitigate flooding in the West Valley from South Boulder Creek based on recommendations in the 2015 South Boulder Creek Flood Mitigation Plan. This project eliminates overtopping of US36 during a 100-year storm event and greatly reduces downstream flood risks. This project is the initial phase and includes construction of a regional flood detention pond located just south of US36. It is anticipated that bond proceeds will be used to fund construction. This program will fund stormwater quality projects as identified in the Stormwater Master Plan and the stormwater quality engineering staff to improve water quality in Boulder Creek and its tributaries. This funding can be used for multiple efforts such as infrastructure maintenance, installation and planning studies. There is extensive localized flooding in the upper Goose Creek basin. This project would enlarge the channel to provide increased capacity between 19th Street and Folsom Street in order to construct storm sewer improvements in the upper basin. City of Boulder Page 247City of Boulder Page 247 2021-2026 Approved CIP CLICK HERE for detailed Project Sheets! 2021-2026 Capital Improvement Plan Stormwater & Flood Management Utility Estimated Total Cost 2021 Recommended 2022 Projected 2023 Projected 2024 Projected 2025 Projected 2026 Projected Transportation Coordination 4,364,272$ 657,966$ 684,285$ 711,656$ 740,122$ 769,727$ 800,516$ Utility Billing Computer System 62,500$ 62,500$ -$ -$ -$ -$ -$ CIP-Land Acquisition Total 4,538,843$ 684,285$ 711,656$ 740,122$ 769,727$ 800,516$ 832,537$ Preflood Property Acquisition 4,538,843$ 684,285$ 711,656$ 740,122$ 769,727$ 800,516$ 832,537$ This program will fund the reconstruction of existing storm sewers, the construction of new storm sewers and water quality improvements as part of on-going Transportation Division improvement projects. This project is for an ongoing funding program. This project is for the future upgrade of the Utility Billing Computer System This project provides on-going funding for the purchase of properties from willing sellers in areas prone to flooding especially the city's high hazard regulatory area. The city periodically updates its flood mapping to reflect changing conditions and improvements in flood modeling. The highest risk properties are identified and prioritized for purchase, based on updated mapping for each of the drainageways. This project is categorized as “Important” using the Budgeting for Resilience framework. The project is for an ongoing funding program. Funding has been escalated to reflect inflation. Utilities & Greenways Capital City of Boulder Page 248City of Boulder Page 248 2021-2026 Approved CIP Project planning and design for major capital projects takes a project outlined in a master plan and provides more detailed assessment to determine location, function, and design alternatives and preferred approaches. The process for review and approval of individual projects is identified in the annual CIP and budget approval process. At this time, various processes may be identified for a specific project. • Concept Plan and Site Review: Concept Plans and Site Plans are reviewed by the interdepartmental staff Development Review Committee, departmental Advisory Boards, Planning Board, and City Council (call-up option). • Community and Environmental Assessment Process (CEAP): The CEAP provides a framework for balanced and thoughtful consideration of environmental and social issues in the preliminary planning and design of capital projects. It also provides a forum for public discussion of broad level project issues relative to master plans and overall community goals. It is a tool to aid in the development and refinement of project design and impact mitigation options. • Project-Specific Community Process and Design: Many projects are not required to go through concept and site review and would not benefit from a CEAP process. These typically have a project- specific design and public process to efficiently and appropriately identify community needs, concerns, and preferences. Many projects have been assessed through facility studies, area or facility planning processes, mitigation plans, or other studies. The processes are collaborative with multiple city and/or county departments. CEAP City of Boulder Page 249City of Boulder Page 249 2021-2026 Approved CIP CEAP Projects Recommended for a CEAP The Appendix to Title 2 of the Boulder Revised Code instructs that major capital improvement projects should be handled in accordance with the City Plans and Projects Handbook, dated November 2007. As such, a list of projects identified to undergo a CEAP is provided with the annual capital budget. CEAP reviews are prepared when projects are in the site location and facility design phase. The primary purpose of the CEAP is to encourage the consideration of potential social and environmental impacts in planning and decision-making and, ultimately, to arrive at actions that achieve the objectives of the project with the fewest impacts. The intent of the CEAP is to make project planning more efficient by considering issues in advance of implementation. CEAP findings are submitted by departments to their respective advisory board for review as part of CIP project approval. For those departments that do not have an advisory board, the Planning Board is responsible for reviewing CEAP findings as part of project approval. Council has the opportunity to call up projects for their review and approval. For those departments that do not have an advisory board, Planning Board is responsible for reviewing CEAP findings as part of project approval. The following capital improvement projects included in the 2020-2025 CIP were recommended to complete a Community and Environmental Assessment Process (CEAP). Transportation Downtown Boulder Transit Station Improvements: This project will expand the number of bays along Canyon Boulevard and 14th Street, adjacent to the Downtown Boulder Transit Station. This project is in fulfillment of the Renewed Vision for Transit goals and is funded in part by federal grant funds. Arapahoe Multi-Use Path/Transit Enhancements: This project will upgrade existing and missing sidewalk sections to multi-use along Arapahoe between Foothills and Cherryvale. It will also enhance existing transit stops and access along the corridor. This project is consistent with the Transportation Master Plan and the East Arapahoe Transportation Plan goals and is funded in part by federal grant funds. City of Boulder 2021-2026 Approved CIPPage 250 [This page intentionally left blank] City of Boulder 2021 Approved BudgetPage 251 Fund Financials • General Fund ...................................................................................................................................................................252 • Governmental Capital Fund (tied to General Fund) ............................................................................254 • .25 Cent Sales Tax Fund ..........................................................................................................................................255 • Affordable Housing Fund .......................................................................................................................................256 • Airport Fund ......................................................................................................................................................................257 • Boulder Junction Access GID - Parking Fund .........................................................................................258 • Boulder Junction Access GID - TDM Fund ................................................................................................259 • Boulder Junction Improvement Fund ...........................................................................................................260 • Boulder Municipal Property Authority Fund ..............................................................................................261 • Capital Development Fund ...................................................................................................................................262 • Capital Improvement - Community, Culture, Safety Tax Fund .....................................................263 • Climate Action Plan Fund .......................................................................................................................................264 • Community Development Block Grant Fund ...........................................................................................265 • Community Housing Assistance Program Fund ..................................................................................266 • Compensated Absences Fund ...........................................................................................................................267 • Computer Replacement Fund ............................................................................................................................268 • Dental Self Insurance Fund ..................................................................................................................................269 • Downtown Commercial District Fund ............................................................................................................270 • Equipment Replacement Fund ...........................................................................................................................272 • Facility Renovation & Replacement Fund ...................................................................................................273 • Fleet Operations & Replacement Fund ........................................................................................................274 • HOME Investment Partnership Grant Fund ...............................................................................................275 • Library Fund ......................................................................................................................................................................276 • Lottery Fund ......................................................................................................................................................................277 • Open Space Fund .........................................................................................................................................................278 • Permanent Park & Recreation Fund ...............................................................................................................279 • Planning & Development Services Fund ....................................................................................................280 • Property & Casualty Insurance Fund .............................................................................................................281 • Recreation Activity Fund ........................................................................................................................................282 • Stormwater/Flood Management Utility Fund ..........................................................................................283 • Sugar-Sweetened Beverage Distribution Tax Fund ...........................................................................285 • Telecommunications Fund ....................................................................................................................................286 • Transit Pass GID (Forest Glen) Fund ................................................................................................................287 • Transportation Fund ..................................................................................................................................................288 • Transportation Development Fund.................................................................................................................290 • University Hill General Improvement District Fund ..............................................................................291 • Wastewater Utility Fund ..........................................................................................................................................292 • Water Utility Fund .........................................................................................................................................................294 • Workers’ Compensation Insurance Fund ..................................................................................................296 City of Boulder 2021 Approved BudgetPage 252GENERAL FUND 2021 FUND FINANCIAL20192020202120222023202420252026ActualRevised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance64,250,248$ 50,842,986$ 31,005,918$ 31,396,610$ 31,051,035$ 31,439,835$ 33,078,604$ 29,933,809$ Sources of FundsSales and Use Taxes65,777,734$ 54,263,898$ 58,015,148$ 60,743,160$ 63,257,274$ 65,940,675$ 62,622,037$ 64,135,928$ Property Taxes35,695,034 38,819,463 39,642,661 40,435,514 41,244,225 42,069,109 42,910,491 43,768,701 Accomodation/Admission Taxes10,865,194 5,765,070 6,770,251 6,960,813 7,156,829 7,358,457 7,565,858 7,779,202 Occupation Taxes7,726,157 7,986,239 8,117,542 8,274,559 8,284,950 8,295,588 8,306,477 8,317,623 Municipalization5,076,181 2,076,181 2,071,985 2,071,985 - - - - Ownership Taxes2,336,910 2,108,392 2,108,392 2,150,560 2,193,571 2,237,442 2,282,191 2,327,835 Sales of Goods185,121 164,928 326,500 328,030 329,591 331,182 332,806 334,462 License, Permits, and Fines9,892,365 6,891,930 8,932,359 9,493,824 9,540,089 9,587,440 9,635,905 9,685,510 Fees1,867,301 1,931,795 1,699,904 1,695,002 1,690,199 1,685,492 1,680,878 1,676,357 Recreational Marijuana3,632,734 3,822,843 4,136,149 4,215,514 4,302,686 4,397,814 4,501,065 4,612,623 Intergovernmental1,375,967 632,781 1,469,011 1,468,752 1,468,493 1,468,235 1,467,977 1,467,719 Interest and Investment Earnings1,291,252 900,000 900,000 900,000 900,000 900,000 900,000 900,000 Leases, Rents, and Royalties172,293 139,001 190,000 195,700 201,571 207,618 213,847 220,262 Other Revenue1,498,593 1,713,790 1,522,626 1,723,626 1,624,646 1,725,687 1,826,748 1,827,831 Cost Allocation11,258,508 11,425,826 11,425,826 11,768,601 12,121,659 12,485,309 12,859,868 13,245,664 Total Sources of Funds $ 158,651,344 $ 138,642,138 $ 147,328,354 $ 152,425,641 $ 154,315,783 $ 158,690,048 $ 157,106,148 $ 160,299,716 Uses of FundsCity Council226,743$ 451,266$ 409,250$ 416,288$ 423,447$ 430,729$ 438,137$ 438,137$ City Manager's Office2,459,229 3,129,325 1,841,306 1,954,861 2,004,748 2,055,909 2,108,375 2,108,375 City Clerk658,507 602,251 667,855 542,139 554,504 567,151 580,086 580,086 Communications1,842,467 1,831,142 2,273,241 2,280,972 2,335,135 2,390,584 2,447,350 2,447,350 General Government3,271,422 1,553,776 1,533,217 1,277,065 1,283,450 1,289,868 1,296,317 1,296,317 City Attorney's Office3,634,415 3,765,491 3,618,074 3,718,019 3,820,725 3,926,268 4,034,727 4,034,727 Municipal Court2,045,110 2,311,474 2,050,647 2,169,571 2,222,555 2,276,832 2,332,435 2,332,435 Climate Initiatives1,991,414 1,715,819 1,654,963 1,900,171 1,938,649 1,977,907 2,017,960 2,017,960 Energy Strategy5,195,408 2,470,522 2,071,985 - - - - - Human Resources3,423,746 4,109,646 4,417,549 4,687,898 4,794,389 4,903,298 5,014,681 5,014,681 Finance5,351,941 5,717,098 5,107,151 5,475,951 5,604,619 5,736,311 5,871,096 5,871,096 Innovation & Technology5,785,996 6,423,675 5,652,167 5,908,022 6,039,574 6,174,055 6,311,531 6,311,531 Police37,307,299 38,283,082 36,670,853 39,582,838 40,642,596 41,730,742 42,848,040 42,898,215 Fire21,360,348 21,623,881 21,311,117 21,850,546 22,403,630 22,970,713 23,552,150 23,552,150 Police/Fire Pensions620,862 950,104 974,083 974,083 974,083 974,083 974,083 974,083 Development Services213,156 260,327 260,162 267,629 275,311 283,213 291,342 291,342 Planning743,417 2,920,187 2,249,505 2,190,279 2,235,417 2,281,484 2,328,502 2,328,502 Facilities & Fleet7,474,611 5,373,259 4,916,278 4,970,155 5,024,623 5,079,687 5,135,355 5,135,355 Transportation & Mobility283,591 1,298,625 273,290 285,700 288,811 291,957 295,137 295,137 Housing & Human Services9,000,671 9,145,957 8,323,752 8,723,083 8,846,616 8,971,900 9,098,957 9,098,957 Library7,773,752 7,549,216 6,351,435 6,595,276 6,760,215 6,929,279 7,102,571 7,102,571 City of Boulder 2021 Approved BudgetPage 253GENERAL FUND 2021 FUND FINANCIAL20192020202120222023202420252026ActualRevised Approved Projected Projected Projected Projected ProjectedCONTINUEDArts1,417,214$ 1,464,844$ 1,335,477$ 1,394,315$ 1,410,671$ 1,427,218$ 1,443,960$ 1,443,960$ Parks and Recreation4,376,565 6,231,819 5,603,173 6,022,134 6,160,678 6,302,410 6,447,403 6,447,403 Open Space and Mountain Parks53,755 - - - - - - - Community Vitality2,759,678 2,518,690 2,776,790 2,845,967 2,901,493 2,958,103 3,015,818 3,015,818 Citywide6,899,052 6,085,736 6,944,843 6,980,673 7,016,687 7,052,887 7,089,274 7,089,274 Capital- 11,142,223 7,935,857 9,830,857 7,935,857 7,935,857 7,935,857 7,935,857 Debt4,443,009 4,441,500 4,441,150 4,463,356 4,485,673 4,508,101 4,530,641 4,530,641 Dedicated Expenses- 5,253,142 3,754,719 4,118,841 4,198,302 4,280,206 4,364,632 4,451,665 One Time Expenses- 4,123,006 1,203,249 1,030,000 1,030,000 1,030,000 1,030,000 1,030,000 Transfers31,445,229 314,526 314,526 314,526 314,526 314,526 314,526 314,526 Mid Year Adjustment to Base- (4,582,402) - - - - - - Total Uses of Funds 172,058,607$ 158,479,206$ 146,937,662$ 152,771,216$ 153,926,984$ 157,051,279$ 160,250,943$ 160,388,150$ Ending Fund Balance Before Reserves 50,842,986$ 31,005,918$ 31,396,610$ 31,051,035$ 31,439,835$ 33,078,604$ 29,933,809$ 29,845,375$ ReservesLegally Restricted Fund Balance3,969,750 3,369,486 2,768,783 2,168,079 1,887,728 1,927,728 1,967,728 2,007,728 Restricted by Management Fund Balance2,314,604 1,585,089 1,585,089 1,585,089 1,585,089 1,585,089 1,585,089 1,585,089 Pay Period 272,804,569 2,970,945 3,137,321 3,303,697 3,470,073 3,636,449 166,376 332,752 Reserves25,614,678 23,080,398 23,905,416 23,994,168 24,496,942 25,929,336 26,214,614 25,919,804 Total Reserves34,703,601$ 31,005,918$ 31,396,608$ 31,051,033$ 31,439,833$ 33,078,602$ 29,933,807$ 29,845,373$ Ending Fund Balance After Reserves 16,139,385$ -$ 2$ 2$ 2$ 2$ 2$ 2$ City of Boulder 2021 Approved BudgetPage 254GOVERNMENTAL CAPITAL 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance-$ 36,231,827$ 4,048,345$ 5,199,657$ 9,014,593$ 33,126$ 1,098,062$ 1,862,998$ Sources of FundsGeneral Fund Transfer21,672,574$ 4,744,720$ 6,222,407$ 8,369,767$ 7,317,127$ 7,317,127$ 7,317,127$ 7,317,127$ General Fund One Time- 3,663,726 - - 700,000 - - - IT Transfer1,064,936 1,064,936 3,064,936 1,064,936 1,064,936 1,064,936 1,064,936 1,064,936 Facilities and Fleet Transfer3,232 1,668,841 1,578,841 1,668,841 1,668,841 1,668,841 1,668,841 1,668,841 Bond Proceeds20,032,976 - - - - - - - Adjustment to Base / Carryover- 32,227,473 - - - - - - Interest84,849 - - - - - - - Total Sources of Funds42,858,567$ 43,369,696$ 10,866,184$ 11,103,544$ 10,750,904$ 10,050,904$ 10,050,904$ 10,050,904$ Uses of FundsIT - Broadband Debt Service1,239,322$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ 1,500,000$ IT - Broadband Backbone162,611 18,755,737 - - - - - - IT - Enterprise Data Warehouse- 250,000 250,000 250,000 250,000 - - - IT - Enterprise Constituent Relationship Mgmt- - 135,000 - - - - - IT - Software Replacement63,900 1,500,000 100,000 - 5,100,000 - 300,000 - IT - HRIS- - 4,500,000 - - - - - IT -Data Center51,100 417,475 - - - - - - IT - Electronic Signatures and Petitioning- 400,000 - - - - - - Citywide - Hogan Pancost640,703 640,704 640,704 640,704 320,352 - - - Citywide - General Fund Capital- - - 698,736 1,566,448 1,886,800 1,886,800 - Police - Bomb Truck Replacement- 100,000 - - - - - - Police - Bomb Squad Suits- - 80,000 - - - - - F&F - Pavilion Debt Service- - - - 3,000,000 3,000,000 3,000,000 3,000,000 F&F- Boulder Hospital Deconstruction2,613,095 10,912,234 - 1,600,000 - - - - F&F- Pavilion Remodel Design- 1,607,742 392,258 - - - - - F&F- Alpine Balsam Garage- 397,000 - - - - - - F&F- Facilities Maintenance- 1,168,841 1,186,583 1,668,841 1,668,841 1,668,841 1,668,841 1,668,841 Library - NoBo Construction- 1,200,000 - - - - - - Fire - Apparatus Replacement- - 930,327 930,327 930,327 930,327 930,327 930,327 Fire - Fire Station #3854,973 - - - 5,396,403 - - - 2020 Reductions (Transfer back to GF)- 3,910,000 - - - - - - Total Uses of Funds5,625,704$ 42,759,733$ 9,714,872$ 7,288,608$ 19,732,371$ 8,985,968$ 9,285,968$ 7,099,168$ Ending Fund Balance Before Reserves37,232,863$ 4,614,317$ 5,199,657$ 9,014,593$ 33,126$ 1,098,062$ 1,862,998$ 4,814,734$ ReservesSoftware Replacement Reserve1,001,036$ 565,972$ 5,100,000$ 5,100,000$ 750,000$ 1,814,936$ 2,579,872$ 3,644,808$ Total Reserves1,001,036$ 565,972$ 5,100,000$ 5,100,000$ 750,000$ 1,814,936$ 2,579,872$ 3,644,808$ Ending Fund Balance After Reserves36,231,827$ 4,048,345$ 99,657$ 3,914,593$ (716,874)$ (716,874)$ (716,874)$ 1,169,926$ Note: Fund created in 2019. City of Boulder 2021 Approved BudgetPage 255.25 CENT SALES TAX 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance7,220,772$ 8,828,988$ 2,539,731$ 2,235,994$ 2,625,896$ 3,887,416$ 5,329,097$ 7,244,450$ Sources of FundsSales Tax9,094,750$ 7,504,762$ 7,983,329$ 8,417,662$ 8,787,186$ 9,173,448$ 9,482,708$ 9,721,174$ Interest133,197 172,165 32,255 16,099 18,906 27,989 38,370 52,160 Valmont City Park 64,911 - 60,000 61,800 63,654 65,564 67,531 69,556 Grants and Donations86,096 - - - - - - - Other Revenue74,130 44,000 44,000 45,320 46,680 48,080 49,522 51,008 Adjustment to Base- 10,430 - - - - - - Total Sources of Funds 9,453,084$ 7,731,357$ $ 8,119,584 $ 8,540,881 8,916,426$ 9,315,081$ 9,638,130$ 9,893,899$ Uses of FundsBusiness Services & Marketing800,990$ 1,053,445$ 877,851$ 965,557$ 1,001,765$ 1,039,332$ 1,078,307$ 1,118,743$ Urban Parks 2,511,189 2,659,217 2,220,965 2,304,251 2,390,661 2,480,310 2,573,322 2,669,822 Valmont City Park Operations428,171 448,360 345,209 358,155 371,586 385,520 399,977 414,976 Special Events 240,768 263,005 207,342 215,117 223,184 231,554 240,237 249,246 Community Partnerships & Volunteerism 293,889 280,420 303,712 228,143 236,698 245,575 254,784 264,338 Planning and Project Management222,951 293,639 216,439 224,555 232,976 241,713 250,777 260,181 Forestry181,123 627,964 473,081 490,822 509,228 528,324 548,136 568,691 Natural Lands431,617 464,302 437,983 454,407 471,447 489,127 507,469 526,499 Land Operations and Maintenance2,657,696 461,415 479,872 499,067 519,030 539,791 561,382 583,838 Dept. Administration1,331,167 - - - - - - - Planning and Project Management259,039 - - - - - - - Sports Field Maintenance688,259 - - - - - - - FAM - Ongoing and Major Maintenance421,538 461,415 461,415 478,719 496,670 515,296 534,619 554,667 Capital Improvement Program1,704,334 6,952,458 2,165,000 1,750,000 1,022,000 1,000,000 600,000 1,500,000 Capital Refurbishment Projects52,317 200,000 150,000 100,000 100,000 100,000 100,000 100,000 One Time Use- RAF- 688,062 - - - - - - Adjustment to Base- 1,041,484 - - - - - - COVID-19 Reducton - (1,977,479) - - - - - - Total Uses of Funds 7,844,867$ 14,020,615$ 8,423,320$ 8,150,979$ 7,654,906$ 7,873,400$ 7,722,777$ 8,881,368$ Ending Fund Balance Before Reserves 8,828,988$ 2,539,731$ $ 2,235,994 $ 2,625,896 3,887,416$ 5,329,097$ 7,244,450$ 8,256,981$ ReservesOperating Reserve857,849$ 1,028,201$ 869,536$ 888,339$ 920,435$ 953,716$ 988,224$ 1,024,005$ FEMA De-obligation Reserve33,766 33,766 33,766 33,766 33,766 33,766 33,766 33,766 PERA Legislative Contingency2,972 - - - - - - - Pay Period 27 Reserve92,709 93,846 96,635 110,410 124,185 137,960 13,775 27,549 Sick/Vacation/Bonus Reserve215,916 10,535 10,851 11,177 11,512 11,858 12,213 12,213 Total Reserves1,203,212$ 1,166,348$ 1,010,788$ 1,043,692$ 1,089,898$ 1,137,300$ 1,047,978$ 1,097,533$ Ending Fund Balance After Reserves 7,625,776$ 1,373,382$ $ 1,225,206 $ 1,582,204 2,797,518$ 4,191,798$ 6,196,473$ 7,159,448$ City of Boulder 2021 Approved BudgetPage 25620192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance7,902,097$ 6,911,825$ 5,546,662$ 7,701,777$ 7,082,044$ 6,184,467$ 4,991,446$ 3,482,707$ Sources of FundsCash In Lieu of Affordable Units6,580,046$ 3,292,080$ 3,303,443$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ 1,000,000$ Transfer from General Fund221,741 221,741 210,378 221,741 221,741 221,741 221,741 221,741 Transfer from Short-Term Rental Revenue957,719 915,000 795,581 811,493 827,722 844,277 861,162 878,386 Miscellaneous Revenues28,000 - - - - - - - Linkage Fee3,509,863 525,000 525,000 472,500 425,250 382,725 344,453 310,007 Interest173,665 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Real Estate Sales5,794,405 - - - - - - Ponderosa Moble Home Park376,554 220,000 220,000 - - - - - Other22,367 - - - - - - - Total Sources of Funds 17,664,360$ 5,193,821$ $ 5,074,402 2,525,734$ 2,494,713$ 2,468,743$ 2,447,356$ 2,430,134$ Uses of FundsProgram Management877,112$ 1,038,758$ 791,926$ 815,684$ 840,154$ 865,359$ 891,320$ 918,059$ Cost Allocation144,110 146,272 146,272 150,660 155,180 159,835 164,630 169,569 Impact Fee Administration1,027 1,058 1,090 1,122 1,156 1,191 1,226 1,263 Acquisition, Rehabilitation and Construction16,514,000 1,980,000 1,980,000 2,178,000 2,395,800 2,635,380 2,898,918 3,188,810 Ponderosa Mobile Home Park1,118,384 - - - - - - - Project Carryover and Encumbrances- 3,392,896 - - - - - - Total Uses of Funds 18,654,633$ 6,558,983$ 2,919,288$ 3,145,466$ 3,392,290$ 3,661,765$ 3,956,094$ 4,277,701$ Ending Fund Balance Before Reserves 6,911,825$ 5,546,662$ $ 7,701,777 7,082,044$ 6,184,467$ 4,991,446$ 3,482,707$ 1,635,140$ ReservesSick/Vacation Accrual12,235$ -$ -$ -$ -$ -$ -$ -$ PERA Legislative Contingency1,046 - - - - - - - Pay Period 2717,319 17,319 21,829 26,339 30,849 35,358 4,510 9,020 Total Reserves30,600$ 17,319$ 21,829$ 26,339$ 30,849$ 35,358$ 4,510$ 9,020$ Ending Fund Balance After Reserves 6,881,225$ $ 5,529,343 $ 7,679,948 7,055,705$ 6,153,618$ 4,956,088$ 3,478,197$ 1,626,120$ Notes: There is no requirement for a designated reserve as funds will only be allocated after they have been collected rather than based upon revenue projections. AFFORDABLE HOUSING 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 25720192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance1,989,129$ 2,004,103$ 1,798,033$ 1,971,926$ 2,126,749$ 2,289,671$ 2,438,772$ 2,613,071$ Sources of FundsAirport Rental478,000$ 605,595$ 645,342$ 658,249$ 671,414$ 684,842$ 698,539$ 712,510$ Fuel Flowage Fees35,841 18,540 22,580 19,669 20,259 20,867 20,867 20,867 Federal Grant327,775 4,900,000 - - - 300,000 - - State Grant- 250,000 - - - 16,666 - - Interest on Investments39,490 61,626 25,452 12,946 19,719 21,267 22,897 24,388 Revenue Carry Over- 825,009 - - - - - - Total Sources of Funds 881,106$ 6,660,770$ 693,374$ 690,864$ 711,392$ 1,043,643$ 742,303$ 757,764$ Uses of FundsAirport Management278,703$ 293,206$ 286,490$ 294,652$ 300,545$ 306,556$ 312,687$ 318,941$ Transportation Administration20,004 20,656 20,266 20,874 21,501 22,146 22,810 23,494 R&M Infrastructure363,660 - - - - - - - Cost Allocation44,565 45,234 45,234 48,697 50,158 51,663 51,663 51,663 Capital Improvement Program- 5,427,780 - - - 333,333 - - Facility Building Reserves20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Encumbrances, Carryovers & Adjustments- 916,677 - - - - - - Total Uses of Funds 726,932$ 6,723,553$ 371,990$ 384,224$ 392,204$ 733,698$ 407,160$ 414,098$ Ending Fund Balance Before Reserves $ 2,143,303 $ 1,941,321 $ 2,119,417 $ 2,278,566 $ 2,445,937 $ 2,599,616 $ 2,773,915 $ 2,956,737 ReservesDesignated113,904$ 100,205$ 89,902$ 98,596$ 106,337$ 114,484$ 121,939$ 130,654$ Sick/Vacation Accrual16,307 16,796 14,641 15,080 15,532 15,998 16,478 16,972 Pay Period 27 Reserve - 20248,989 6,458 6,458 6,458 6,458 6,458 - - Total Reserves139,200$ 143,287$ 147,492$ 151,817$ 156,266$ 160,844$ 160,844$ 160,844$ Ending Fund Balance After Reserves $ 2,004,103 $ 1,798,033 $ 1,971,926 $ 2,126,749 $ 2,289,671 $ 2,438,772 $ 2,613,071 $ 2,795,893 AIRPORT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 258BOULDER JUNCTION ACCESS DISTRICT (BJAD) - PARKING 2021 FUND FINANCIAL20192020202120222023202420252026Actuals Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance262,492$ 51,835$ 9,902$ 187,633$ 275,202$ 294,489$ 621,074$ 861,792$ Sources of FundsProperty Tax273,306$ 325,012$ 389,574$ 484,900$ 494,538$ 729,888$ 744,356$ 762,965$ Ownership Tax14,836 14,985 15,134 15,286 15,439 15,593 15,749 16,143 Interest on Investment5,377 1,011 193 2,383 1,981 2,120 4,472 6,205 Long Term Garage Parking Revenue12,375 36,660 48,330 50,263 52,273 54,364 56,539 57,952 Short Term Garage Parking Revenue29,273 19,089 25,120 38,942 39,720 40,515 41,325 42,358 Miscellaneous Revenue25 25 25 25 25 25 25 25 Operating Transfer from BJAD-TDM- 175,000 - - - - - - Total Sources of Funds 335,192$ 571,782$ 478,377$ 591,798$ 603,977$ 842,506$ 862,466$ 885,648$ Uses of FundsOperatingParking Garage operations - Contract87,113$ 89,726$ 85,500$ 88,065$ 90,707$ 93,428$ 96,231$ 99,118$ BJAD - GID/Parking - Personnel6,279 48,426 52,259 54,350 56,524 58,784 61,136 63,581 BJGID/Admin Non-Personnel4,968 27,646 31,637 32,270 32,915 33,573 34,245 34,930 Sub-Total Operating98,360$ 165,798$ 169,396$ 174,684$ 180,146$ 185,786$ 191,612$ 197,629$ Capital Improvement PlanAnnual CIP Projects-$ -$ -$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ Sub-Total Capital-$ -$ -$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ Transfers to Other FundsCost Allocation28,537$ 28,965$ 28,965$ 29,544$ 29,544$ 30,135$ 30,135$ 30,135$ Reimbursement of BJAD-TDM for Operating Transfer- - - - 175,000 - - - Sub-Total Expense Transfers28,537$ 28,965$ 28,965$ 29,544$ 204,544$ 30,135$ 30,135$ 30,135$ DebtLease Purchase Payment: Pederson Development 416,667$ 416,667$ -$ -$ -$ -$ -$ -$ Payment to CAGID for Operating Loan2,285 2,285 2,285 - - - - - Payback to City of Boulder for Loan Gap- - 100,000 200,000 100,000 200,000 300,000 - Sub-Total Debt 418,952$ 418,952$ 102,285$ 200,000$ 100,000$ 200,000$ 300,000$ -$ Total Uses of Funds 545,849$ 613,715$ 300,646$ 504,229$ 584,690$ 515,921$ 621,747$ 327,764$ Ending Fund Balance Before Reserves51,835$ 9,902$ 187,633$ 275,202$ 294,489$ 621,074$ 861,792$ 1,419,676$ ReservesOperating54,585$ 61,372$ 50,208$ 84,206$ 97,643$ 86,159$ 103,832$ 54,737$ PERA Legislative Contingency26 - - - - - 26 26 Total Reserves54,611$ 61,372$ 50,208$ 84,206$ 97,643$ 86,159$ 103,858$ 54,763$ Ending Fund Balance After Reserves(2,776)$ (51,469)$ 137,425$ 190,996$ 196,846$ 534,915$ 757,935$ 1,364,914$ City of Boulder 2021 Approved BudgetPage 259BOULDER JUNCTION ACCESS DISTRICT (BJAD) - TRAVEL DEMAND MANAGEMENT (TDM) 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance426,342$ 461,524$ 507,568$ 779,101$ 1,288,912$ 1,778,475$ 1,778,475$ 2,172,846$ Sources of FundsProperty Tax156,969$ 278,764$ 312,353$ 584,062$ 593,471$ 744,580$ 756,920$ 775,843$ Ownership Tax8,517 13,938 15,618 29,203 29,674 37,229 37,846 38,792 Payments In Lieu of Taxes - 103,234 298,908 308,006 123,332 55,551 55,551 35,551 Interest on Investment3,094 9,000 6,446 5,610 9,280 12,805 12,805 15,644 Transfer from BJAD-Parking (Reimbursement)- - - - 175,000 - - - Total Sources of Funds 168,580$ 404,936$ 633,325$ 926,881$ 930,756$ 850,165$ 863,122$ 865,830$ Operating Uses of FundsTDM Admin Personnel24,518$ 32,458$ 36,320$ 37,773$ 39,284$ 40,855$ 40,855$ 42,489$ TDM Admin NPE37,466 6,874 18,176 18,540 18,910 19,289 19,289 19,674 TDM Programs66,051 139,114 301,851 355,150 377,222 389,701 389,701 395,236 Cost Allocation5,364 5,445 5,445 5,608 5,777 5,950 5,950 6,128 Total Operating Uses of Funds 133,399$ 183,891$ 361,792$ 417,070$ 441,193$ 455,794$ 455,794$ 463,528$ Transfers to Other FundsOperating Transfer to BJAD-Parking-$ 175,000$ -$ -$ -$ -$ -$ -$ Sub-Total Expense Transfers-$ 175,000$ -$ -$ -$ -$ -$ -$ Total Uses of Funds133,399$ 358,891$ 361,792$ 417,070$ 441,193$ 455,794$ 455,794$ 463,528$ Ending Fund Balance Before Reserves461,524$ 507,568$ 779,101$ 1,288,912$ 1,778,475$ 2,172,846$ 2,185,802$ 2,575,149$ ReservesOperating22,278$ 30,710$ 60,419$ 69,651$ 73,679$ 76,118$ 76,118$ 77,409$ Total Reserves22,278$ 30,710$ 60,419$ 69,651$ 73,679$ 76,118$ 76,118$ 77,409$ Ending Fund Balance After Reserves439,246$ 476,858$ 718,682$ 1,219,261$ 1,704,796$ 2,096,728$ 2,109,685$ 2,497,740$ City of Boulder 2021 Approved BudgetPage 26020192020202120222023202420252026Actuals Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance3,379,263$ 6,122,669$ 4,734,308$ 5,333,250$ 5,727,571$ 5,875,402$ 4,310,455$ 4,606,070$ Sources of FundsTransportation DET1,350,337$ 309,795$ 349,795$ 250,000 225,000 202,500 182,250 164,025 Transportation Use Tax- 60,000 20,000 20,000 18,000 16,200 14,580 13,122 General Fund Construction Use Tax805,521 150,000 150,000 100,000 90,000 81,000 72,900 65,610 Parks Impact Fees1,418,626 568,000 555,000 - - - - - Interest on Investments77,656 23,844 24,147 24,321 24,831 25,353 25,885 26,429 Total Sources of Funds 3,652,140$ 1,111,639$ $ 1,098,942 $ 394,321 357,831$ 325,053$ 295,615$ 269,186$ Uses of FundsAdopted Key Public Improvements:Development Coordination24,226$ -$ -$ -$ -$ -$ -$ -$ Boulder Slough Project884,508 2,500,000 500,000 - - - - - Total Uses of Funds908,734$ 2,500,000$ 500,000$ -$ 210,000$ 1,890,000$ -$ -$ Ending Fund Balance Before Reserves 6,122,669$ 4,734,308$ 5,333,250$ 5,727,571$ 5,875,402$ 4,310,455$ 4,606,070$ 4,875,256$ ReservesPay Period 27 Reserve - 20243,000$ 3,000$ 3,000$ 3,000$ 3,000$ 3,000$ -$ -$ Total Reserves3,000$ 3,000$ 3,000$ 3,000$ 3,000$ 3,000$ -$ -$ Ending Fund Balance After Reserves 6,119,669$ 4,731,308$ $ 5,330,250 $ 5,724,571 5,872,402$ 4,307,455$ 4,606,070$ 4,875,256$ BOULDER JUNCTION IMPROVEMENT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 26120192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance444,488$ 458,334$ 458,334$ 458,334$ 458,334$ 458,334$ 458,334$ 458,334$ Sources of FundsLeases, Rents, Royalties3,976,925$ 4,725,915$ 3,909,408$ 4,269,658$ 3,906,382$ 3,311,664$ 3,313,815$ 3,313,741$ Interest Earnings19,674 6,000 6,000 6,000 6,000 6,000 6,000 6,000 2020 Bond Proceeds20,142,669 - - - - - - - Total Sources of Funds 24,139,268$ 4,731,915$ 3,915,408$ 4,275,658$ 3,912,382$ 3,317,664$ 3,319,815$ 3,319,741$ Uses of FundsBMPA Base Rentals-Principal2,345,484$ 2,418,704$ 2,428,553$ 2,500,329$ 2,582,998$ 2,072,935$ 2,143,188$ 2,213,799$ BMPA Base Rentals-Interest1,631,441 2,307,211 1,480,855 1,769,329 1,323,384 1,238,729 1,170,627 1,099,942 Administrative Fee5,828 6,000 6,000 6,000 6,000 6,000 6,000 6,000 Transfer to Govt Cap Fund20,032,976 - - - - - - - Underwriter Fees109,694 - - - - - - - Total Uses of Funds 24,125,422$ 4,731,915$ 3,915,408$ 4,275,658$ 3,912,382$ 3,317,664$ 3,319,815$ 3,319,741$ Ending Fund Balance 458,334$ 458,334$ 458,334$ 458,334$ 458,334$ 458,334$ 458,334$ 458,334$ BOULDER MUNICIPAL PROPERTY AUTHORITY 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 26220192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance12,996,142$ 13,234,490$ 8,323,192$ 7,987,343$ 8,631,626$ 7,454,345$ 8,155,803$ 8,895,144$ Sources of FundsInterest - Excise Taxes50,273$ 37,361$ 15,547$ 8,926$ 8,990$ 9,055$ 9,120$ 9,186$ Impact Fees3,159,130 551,151 578,709 607,644 638,026 669,927 703,424 738,595 Interest - Impact Fees218,443 134,118 90,157 48,583 53,157 44,616 49,602 54,859 Total Sources of Funds 3,427,846$ 722,630$ 684,413$ 665,153$ 700,174$ 723,599$ 762,146$ 802,640$ Uses of FundsExcise Tax Administration19,099$ 19,672$ 20,262$ 20,870$ 21,496$ 22,141$ 22,805$ 23,489$ Capital Improvement Program- Excise Tax- 1,884,533 - - - - - - Capital Improvement Program- Impact Fees3,170,399 1,515,467 1,000,000 - 1,855,958 - - - Encumbrances, Carryovers & Adjustments- 2,214,257 - - - - - - Total Uses of Funds 3,189,498$ 5,633,929$ 1,020,262$ 20,870$ 1,877,454$ 22,141$ 22,805$ 23,489$ Ending Fund Balance Before Reserves 13,234,490$ 8,323,192$ 7,987,343$ 8,631,626$ 7,454,345$ 8,155,803$ 8,895,144$ 9,674,294$ ReservesRestricted Balance - Excise Tax3,071,357$ 1,224,185$ 1,239,733$ 1,248,659$ 1,257,649$ 1,266,704$ 1,275,824$ 1,285,010$ Restricted Balance - Impact Fee10,163,133 7,099,006 6,747,610 7,382,967 6,196,696 6,889,099 7,619,319 8,389,284 Total Reserves 13,234,490$ 8,323,192$ 7,987,343$ 8,631,626$ 7,454,345$ 8,155,803$ 8,895,144$ 9,674,294$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ CAPITAL DEVELOPMENT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 26320192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance9,549,313$ 9,625,679$ 1,154,996$ 5,378,664$ 11,595$ 11,595$ 11,595$ 11,595$ Sources of FundsBond Proceeds (CCS2)8,100,000$ -$ -$ -$ -$ -$ -$ -$ Sales and Use Tax (CCS2)11,194,383 9,063,032 9,659,134 - - - - - Total Sources of Funds 19,294,383$ 9,063,032$ 9,659,134$ -$ -$ -$ -$ -$ Uses of FundsCCS1Encumbered c/o and Actual1,675,070.39$ 1,018,034.12$ -$ -$ -$ -$ -$ -$ CCS2Citywide Radio Infrastructure796,656 - - - - - - - North Boulder Branch Library533,046 3,828,823 - - - - - - Fire Station #38,102,954 1,351,000 - 2,749,000 - - - - Scott Carpenter Pool4,200,000 - - - - - - - Public Art$90,402 200,000 - - - - - - Fourmile Canyon Creek4,580 1,314,000 1,752,000 434,000 - - - - Resource Central- 400,000 1,000,000 - - - - - Meals on Wheels1,600,000 - - - - - - - KGNU Radio- 350,000 - - - - - - BMOCA- 250,000 500,000 - - - - - Debt Service2,215,308 2,182,880 2,183,466 2,184,069 - - - - Reduction Pending Actual Revenue- (600,000) - - - - - - Appropr. from ATBs, Carryovers- 7,238,977 - - - - - - Total Uses of Funds 19,218,017$ 17,533,714$ 5,435,466$ 5,367,069$ -$ -$ -$ -$ Ending Fund Balance Before Reserves 9,625,679$ 1,154,996$ 5,378,664$ 11,595$ 11,595$ 11,595$ 11,595$ 11,595$ ReservesAdministrative Contingency-$ 500,000$ 500,000$ -$ -$ -$ -$ -$ Pay Period 27- 2,788 5,576 8,363 - - - - Total Reserves-$ 502,788$ 505,576$ 8,363$ -$ -$ -$ -$ Ending Fund Balance After Reserves 9,625,679$ 652,208$ 4,873,088$ 3,232$ 11,595$ 11,595$ 11,595$ 11,595$ Note:Temporary tax ends December 31, 2021.CAPITAL IMPROVEMENT - COMMUNITY, CULTURE, SAFETY TAX 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 264201920202021202220232024*2025*2026*Actuals Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance1,619,394$ 2,430,756$ 343,405$ 422,664$ 404,711$ 390,620$ 380,298$ 373,648$ Sources of FundsClimate Action Plan Tax 1,757,587$ 1,710,649$ 1,705,649$ 1,700,649$ 1,695,649$ -$ -$ -$ CAP Tax Extension*- - - - - 1,690,649 1,685,649 1,680,649 Interest27,291 47,400 4,361 3,043 2,914 2,812 2,738 2,690 Energy Impact Offset Fund828,072 400,000 400,000 350,000 300,000 200,000 150,000 150,000 Miscellaneous- - - - - - - - Grant Revenue- - - - - - - - Total Sources of Funds 2,612,949$ 2,158,049$ 2,110,010$ 2,053,692$ 1,998,563$ 1,893,461$ 1,838,387$ 1,833,339$ Uses of FundsCAP Administration47,916$ 78,090$ 75,298 75,298$ 75,298$ 75,298$ 75,298$ 75,298$ CAP Communications81,066 82,548 82,223 82,223 82,223 82,223 82,223 82,223 Program Tracking & Evaluation51,092 51,973 61,421 61,421 61,421 61,421 61,421 61,421 Boulder's Energy Future80,088 60,093 85,911 85,911 85,911 85,911 85,911 85,911 Market Innovation197,396 219,172 207,364 207,364 207,364 207,364 207,364 207,364 Commercial Energy973,820 857,028 860,371 850,371 840,371 830,371 820,371 810,371 Residential Energy241,973 224,346 228,412 225,412 222,412 219,412 216,412 213,412 Energy Impact Offset Fund- 400,000 300,000 350,000 300,000 200,000 150,000 150,000 Special Projects/ Grants400 50,000 - - - - - - Cost Allocation 127,835 129,752 129,752 133,645 137,654 141,784 146,037 150,418 Encumbrances, Carryovers & Adjustments- 2,108,397 - - - - - - 2020 Mid-year Reductions- (16,000) - - - - - - Total Uses of Funds 1,801,587$ 4,245,400$ 2,030,752$ 2,071,645$ 2,012,654$ 1,903,784$ 1,845,037$ 1,836,418$ Ending Fund Balance Before Reserves 2,430,756$ 343,405$ 422,664$ 404,711$ 390,620$ 380,298$ 373,648$ 370,569$ ReservesPay Period 2723,132$ 23,132$ 23,285$ 23,438$ 23,592$ 23,745$ 153$ 307$ Sick, Vacation, Liability Reserve- - - - - - - - PERA Legislative Contingency525 - - - - - - - Emergency Reserve50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Total Reserves73,657$ 73,132$ 73,285$ 73,438$ 73,592$ 73,745$ 50,153$ 50,307$ Ending Fund Balance After Reserves 2,357,099$ 270,273$ 349,379$ 331,273$ 317,028$ 306,553$ 323,495$ 320,262$ Note:*CAP Tax sunsets in March 2023.CLIMATE ACTION PLAN 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 26520192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance-$ -$ -$ -$ -$ -$ -$ -$ Sources of FundsCurrent Year Federal Grant656,256$ 732,101$ 824,551$ 824,551$ 824,551$ 824,551$ 824,551$ 824,551$ Available Prior Years Grant Balances- 899,357 - - - - - - Total Sources of Funds 656,256$ $ 1,631,458 824,551$ 824,551$ 824,551$ 824,551$ 824,551$ 824,551$ Uses of FundsProgram Management205,000$ 214,895$ 261,975$ 271,144$ 280,634$ 290,456$ 300,622$ 311,144$ Cost Allocation26,225 26,618 26,618 27,683 28,790 29,942 31,139 32,385 Community Development & Housing Activities425,031 490,588 535,958 525,724 515,127 504,153 492,789 481,022 Encumbrances, Carryovers & Adjustments- 899,357 - - - - - - Total Uses of Funds $ 656,256 $ 1,631,458 824,551$ 824,551$ 824,551$ 824,551$ 824,551$ 824,551$ Ending Fund Balance-$ $ - -$ -$ -$ -$ -$ -$ Note: This fund may not have designated reserves as expenditures are funded only on a reimbursement basis by the Department of Housing and Urban Development. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 266COMMUNITY HOUSING ASSISTANCE PROGRAM 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance1,021,253$ 1,450,240$ 322,059$ 440,286$ 16,135$ 17,051$ 17,968$ 917$ Sources of FundsProperty Tax2,865,479$ 3,172,988$ 3,172,988$ 3,349,345$ 3,382,838$ 3,551,980$ 3,587,500$ 3,765,574$ Housing Excise Tax45,040 - - - - - - - Interest28,216 147 147 4,403 161 171 180 9 Loan repayment204,576 - - - - - - - Housing Application Fees3,175 4,561 4,561 4,561 4,561 4,561 4,561 4,561 Proceeds from Sale of Units429,319 - - - - - - - Total Sources of Funds 3,575,805$ 3,177,696$ $ 3,177,696 3,358,309$ 3,387,560$ 3,556,711$ 3,592,241$ 3,770,144$ Uses of FundsProgram Management450,455$ 525,715$ 408,247$ 424,577$ 441,560$ 459,222$ 477,591$ 496,695$ Cost Allocation104,513 106,080 106,080 110,323 114,736 119,326 124,099 129,063 Housing Project Grants/Funding: Acquisition, Rehabilitation & Construction2,591,850 2,545,142 2,545,142 3,247,560 2,830,348 2,977,247 3,007,602 3,143,471 Encumbrances, Carryovers & Adjustments- 1,128,940 - - - - - - Total Uses of Funds 3,146,818$ $ 4,305,877 $ 3,059,469 3,782,460$ 3,386,644$ 3,555,794$ 3,609,292$ 3,769,228$ Ending Fund Balance Before Reserves 1,450,240$ 322,059$ $ 440,286 16,135$ 17,051$ 17,968$ 917$ 1,833$ ReservesPERA Legislative Contingency431$ -$ -$ -$ -$ -$ -$ -$ Pay Period 2714,301 14,301 15,218 16,135 17,051 17,968 917 1,833 Total Reserves14,732$ $ 14,301 $ 15,218 16,135$ 17,051$ 17,968$ 917$ 1,833$ Ending Fund Balance After Reserves 1,435,508$ $ 307,758 $ 425,068 -$ -$ -$ -$ -$ Note: There is no requirement for a designated reserve as the CHAP allocation process allows the Housing Project Funding to function as a reserve. City of Boulder 2021 Approved BudgetPage 267COMPENSATED ABSENCES 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance2,689,778$ 2,900,088$ 2,181,110$ 2,320,454$ 2,525,964$ 2,733,861$ 2,944,616$ 3,158,238$ Sources of Funds1% Transfer from the General Fund884,384$ -$ 855,287$ 941,396$ 950,810$ 960,318$ 969,921$ 979,620$ Interest on Investments 44,004 17,483 27,717 15,704 16,707 18,187 19,684 21,201 Total Sources of Funds 928,388$ 17,483$ 883,004$ 957,100$ 967,517$ 978,505$ 989,605$ 1,000,821$ Uses of FundsRetirement and Termination Payout701,861$ 720,000$ 727,200$ 734,472$ 741,817$ 749,235$ 756,727$ 764,295$ Cost Allocation16,216 16,460 16,460 17,118 17,803 18,515 19,256 20,026 Total Uses of Funds 718,077$ 736,460$ 743,660$ 751,590$ 759,620$ 767,750$ 775,983$ 784,321$ Ending Fund Balance 2,900,088$ 2,181,110$ 2,320,454$ 2,525,964$ 2,733,861$ 2,944,616$ 3,158,238$ 3,374,738$ Note:Based on health of the fund, temporary suspension of contributions in 2020. City of Boulder 2021 Approved BudgetPage 26820192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance8,667,269$ 8,784,482$ 7,667,486$ 5,219,149$ 5,095,135$ 4,397,629$ 4,238,533$ 4,065,767$ Sources of FundsTransfer In - Workstation Contributions2,892,905$ 2,387,959$ 2,299,978$ 2,322,978$ 2,357,822$ 2,381,401$ 2,405,215$ 2,429,267$ Department Hardware rugged LT replacement deposits- - 94,500 95,445 96,399 97,363 98,337 99,320 Data Center Virtual Server Charges- 42,022 110,411 111,516 112,631 113,757 114,895 116,044 Office 365 Collections- 493,800 537,810 537,810 540,499 540,500 540,501 540,502 Transfer from Equipment Replacement Fund118,285 - - - - - - - Misc Used Equipment Sales21,871 - - - - - - - Interest32,748 188,106 104,084 37,578 76,427 65,964 84,771 81,315 Total Sources of Funds $ 3,065,809 3,111,887$ 3,146,784$ 3,105,327$ 3,183,779$ 3,198,986$ 3,243,718$ 3,266,449$ Uses of FundsTransfer to Government Capital Fund for HRIS-$ -$ 2,000,000$ -$ -$ -$ -$ -$ Microsoft License Expense515,507 493,800 624,000 467,748 477,103 486,645 496,378 506,305 Computer Replacements 671,308 774,739 685,501 675,000 675,000 675,000 675,000 675,000 City-Wide Replacements1,709,665 2,907,445 2,232,722 2,032,637 2,674,147 2,140,302 2,187,848 3,744,214 Cost Allocation52,116 52,898 52,898 53,956 55,035 56,136 57,258 58,404 Total Uses of Funds $ 2,948,596 4,228,882$ 5,595,121$ 3,229,341$ 3,881,285$ 3,358,082$ 3,416,485$ 4,983,923$ Ending Fund Balance Before Reserves $ 8,784,482 7,667,486$ 5,219,149$ 5,095,135$ 4,397,629$ 4,238,533$ 4,065,767$ 2,348,292$ ReservesBeginning Reserve Requirement -$ 2,354,795$ 2,427,974$ 2,222,078$ 2,742,784$ 3,023,028$ 3,274,089$ 2,617,818$ Enterprise Software Replacement Reserve- - - 100,000 100,000 100,000 100,000 100,000 Pay Period 27- 1,281 1,293 1,304 1,315 1,326 1,338 1,349 Annual Increase to Replacement Reserve- 879,402 880,540 906,956 934,165 962,190 1,019,468 1,050,052 Decrease for Replacement Purchases- (807,504) (1,087,729) (487,554) (755,235) (812,456) (1,777,076) (1,417,127)Total Reserves-$ 2,427,974$ 2,222,078$ 2,742,784$ 3,023,028$ 3,274,089$ 2,617,818$ 2,352,092$ Ending Fund Balance After Reserves $ 8,784,482 5,239,512$ 2,997,072$ 2,352,351$ 1,374,601$ 964,444$ 1,447,949$ (3,800)$ COMPUTER REPLACEMENT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 269DENTAL SELF INSURANCE 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance-$ -$ 292,000$ 558,200$ 809,346$ 1,044,756$ 1,263,725$ 1,465,525$ Sources of FundsCharges to Departments-$ 1,152,000$ 1,152,000$ 1,163,520$ 1,175,155$ 1,186,907$ 1,198,776$ 1,210,764$ - - - - - - - - Total Sources of Funds-$ 1,152,000$ 1,152,000$ 1,163,520$ 1,175,155$ 1,186,907$ 1,198,776$ 1,210,764$ Uses of Funds3rd Party Claims Administration-$ 860,000$ 885,800$ 912,374$ 939,745$ 967,938$ 996,976$ 1,026,885$ Total Uses of Funds-$ 860,000$ 885,800$ 912,374$ 939,745$ 967,938$ 996,976$ 1,026,885$ Ending Fund Balance Before Reserves-$ 292,000$ 558,200$ 809,346$ 1,044,756$ 1,263,725$ 1,465,525$ 1,649,404$ ReservesYear-end Estimated Liabilities-$ 172,000$ 177,160$ 182,475$ 187,949$ 193,588$ 199,395$ 205,377$ Total Reserves-$ 172,000$ 177,160$ 182,475$ 187,949$ 193,588$ 199,395$ 205,377$ Ending Fund Balance After Reserves-$ 120,000$ 381,040$ 626,871$ 856,807$ 1,070,138$ 1,266,130$ 1,444,027$ Note: This fund was created in 2020. City of Boulder 2021 Approved BudgetPage 27020192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance10,938,346$ 14,894,148$ 13,312,857$ 13,541,938$ 13,557,700$ 13,362,670$ 14,295,992$ 16,021,333$ Sources of FundsProperty/Ownership Tax1,354,765$ 1,386,040$ 1,427,610$ 1,470,417$ 1,514,498$ 1,559,890$ 1,559,890$ 1,606,633$ Short-Term Parking Revenue2,259,041 1,213,767 1,274,455 1,465,624 1,685,467 1,727,604 1,727,604 1,770,794 Long-Term Parking Revenue4,058,122 3,043,592 3,347,951 3,850,143 4,042,651 4,244,783 4,244,783 4,287,231 Punch Cards & Other Parking Product Revenue737,699 348,495 398,028 402,845 407,877 413,128 413,128 419,593 Meterhoods & Tokens (On-Street Meters)86,857 - - - - - - - Rental Income- 215,242 400,242 500,242 515,242 530,692 530,692 546,606 Miscellaneous Revenue63,773 31,460 31,460 31,460 31,460 31,460 31,460 41,460 Interest208,580 298,596 169,805 98,252 98,384 96,999 96,999 103,738 General Fund Transfer to CAGID1,611,000 1,169,394 968,819 1,043,819 1,043,819 1,043,819 1,043,819 1,043,819 BJAD-Parking Fund Transfer to CAGID2,285 2,285 2,285 - - - - - Total Sources of Funds 10,382,122$ 7,708,870$ 8,020,655$ 8,862,802$ 9,339,398$ 9,648,375$ 9,648,375$ 9,819,874$ Uses of FundsPersonnel ExpensesAdministration655,858$ 696,386$ 680,385$ 700,797$ 721,821$ 743,476$ 765,780$ 788,753$ Access/Parking/Customer Service363,482 453,923435,233 448,290 461,739 475,591 489,858 504,554Maintenance 479,526 461,262525,996 541,776 558,030 574,771 592,014 609,774Sub-Total Personnel1,498,866$ 1,611,571$ 1,641,615$ 1,690,863$ 1,741,589$ 1,793,837$ 1,847,652$ 1,903,082$ OperatingGeneral Operations528,335.00$ 674,591.80$ 689,555.00$ 706,793.88$ 724,463.72$ 742,575.31$ 761,139.70$ 780,168.19$ Access/Parking/Customer Service84,143 252,350 255,682 262,074 268,626 275,342 282,225 289,281 Asset Management (Maintenance)779,301 374,103 380,053 389,554 399,293 409,276 419,507 429,995 Eco-Pass Program1,219,056 1,243,427 1,755,426 2,106,511 2,527,814 2,565,731 2,604,217 2,656,301 District Vitality Activities176,188 240,000 165,000 169,950 175,049 180,300 180,300 185,709 Financial Services Fees340,400 315,000 315,000 315,000 315,000 315,000 315,000 315,000 Sub-Total Operating 3,127,423$ 3,099,472$ 3,560,716$ 3,949,884$ 4,410,245$ 4,488,223$ 4,562,389$ 4,656,454$ Capital Improvement PlanAnnual CIP Projects314,824$ 3,082,676$ 1,090,000$ 1,705,000$ 1,875,000$ 1,770,000$ 850,000$ 1,460,000$ Capital Replacement Reserve Contribution327,775 327,775$ 327,775 327,775 327,775 327,775 327,775 327,775 Sub-Total Capital 642,599$ 3,410,451$ 1,417,775$ 2,032,775$ 2,202,775$ 2,097,775$ 1,177,775$ 1,787,775$ DebtSeries 1998(8,160)$ -$ -$ -$ -$ -$ -$ -$ Series 2003 (10th and Walnut)835,050 833,450 836,250 838,300 844,600 - - - Sub-Total Debt 826,890$ 833,450$ 836,250$ 838,300$ 844,600$ -$ -$ -$ DOWNTOWN COMMERCIAL DISTRICT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 27120192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedDOWNTOWN COMMERCIAL DISTRICT 2021 FUND FINANCIALCONTINUEDTransfersCost Allocation 330,541$ 335,218$ 335,218$ 335,218$ 335,218$ 335,218$ 335,218$ 335,218$ Sub-Total Transfers330,541$ 335,218$ 335,218$ 335,218$ 335,218$ 335,218$ 335,218$ 335,218$ Total Uses of Funds 6,426,319$ 9,290,162$ 7,791,574$ 8,847,040$ 9,534,427$ 8,715,053$ 7,923,034$ 8,682,529$ Ending Fund Balance Before Reserves 14,894,148$ 13,312,857$ 13,541,938$ 13,557,700$ 13,362,670$ 14,295,992$ 16,021,333$ 17,158,677$ ReservesOperating Reserve1,073,195$ 1,551,457$ 1,301,193$ 1,477,456$ 1,592,249$ 1,455,414$ 1,323,147$ 1,449,982$ PERA Legislative Contingency1,402 1,4021,402 1,402 1,402 1,402 1,402 1,403Pay Period 2768,397 68,72769,057 69,387 69,717 70,0470 70,047Sick/Vacation Accrual40,014 41,21542,451 43,725 45,036 46,388 47,779 47,779Total Reserves1,183,008$ 1,662,801$ 1,414,103$ 1,591,970$ 1,708,404$ 1,573,251$ 1,372,328$ 1,569,211$ Ending Fund Balance After Reserves 13,711,140$ 11,650,056$ 12,127,835$ 11,965,730$ 11,654,265$ 12,722,741$ 14,649,005$ 15,589,466$ City of Boulder 2021 Approved BudgetPage 2722019202020212022202320242025Actual Revised Approved Projected Projected Projected ProjectedBeginning Fund Balance6,493,832$ 6,843,663$ 6,035,579$ 7,340,542$ 8,491,203$ 9,851,830$ 11,071,111$ Sources of FundsDepartment Contributions981,498$ 1,142,220$ 1,881,300$ 1,881,300$ 1,881,300$ 1,881,300$ 1,881,300$ Interest on Investments 134,259 125,980 77,904 52,852 61,137 70,933 79,712 Total Sources of Funds 1,115,757$ 1,268,200$ 1,959,204$ 1,934,152$ 1,942,437$ 1,952,233$ 1,961,012$ Uses of FundsEquipment Purchases728,345$ 1,782,915$ 606,102$ 733,908$ 530,739$ 680,350$ 698,401$ Support Services30,691 49,804 41,146 42,380 43,652 44,961 46,310 Cost Allocation6,890 6,994 6,994 7,204 7,420 7,643 7,872 Encumbrances, Carryovers & Adjustments- 236,573 - - - - - Total Uses of Funds 765,926$ 2,076,285$ 654,242$ 783,492$ 581,810$ 732,954$ 752,583$ Ending Fund Balance Before Reserves 6,843,663$ 6,035,579$ 7,340,542$ 8,491,203$ 9,851,830$ 11,071,111$ 12,279,541$ ReservesPay Period 271,933$ 1,933$ 1,933$ 1,933$ 1,933$ 1,933$ -$ Department Balances6,841,730 6,033,646 7,338,609 8,489,270 9,849,897 11,069,178 12,279,541 Total Reserves 6,843,663$ 6,035,579$ 7,340,542$ 8,491,203$ 9,851,830$ 11,071,111$ 12,279,541$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ EQUIPMENT REPLACEMENT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 27320192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance10,408,681$ 9,136,063$ 8,004,039$ 7,824,024$ 8,069,444$ 8,045,006$ 8,344,794$ 8,520,589$ Sources of FundsDepartment Contributions610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ 610,196$ General Fund Contribution1,668,841 1,168,841 1,276,583 1,668,841 1,668,841 1,668,841 1,668,841 1,668,841 Energy Performance Contract985,076 990,633 990,633 990,633 990,633 990,633 990,633 990,633 Interest Earnings221,800 173,546 101,651 56,333 58,100 57,924 60,083 61,348 Other Revenues244,751 170,000 140,000 140,000 140,000 140,000 140,000 140,000 Total Sources of Funds 3,730,665$ 3,113,216$ 3,119,063$ 3,466,003$ 3,467,770$ 3,467,594$ 3,469,753$ 3,471,018$ Uses of FundsOperating Project Expenses2,903,225$ 429,935$ 390,287$ 401,995$ 414,055$ 426,477$ 439,271$ 452,449$ Support Services24,552 39,843 32,076 33,039 34,030 35,051 36,103 37,186 Cost Allocation49,459 50,201 205,879 51,707 53,258 54,856 56,502 58,197 Energy Efficiency Lease976,676 995,961 1,029,673 1,065,001 1,102,024 982,581 1,013,240 1,013,240 Capital Improvements Program1,049,370 2,663,000 1,641,164 1,668,841 1,888,841 1,668,841 1,748,841 1,668,841 Encumbrances, Carryovers & Adjustments- 66,299 - - - - - - Total Uses of Funds 5,003,283$ 4,245,239$ 3,299,079$ 3,220,583$ 3,492,208$ 3,167,806$ 3,293,957$ 3,229,913$ Ending Fund Balance Before Reserves 9,136,063$ 8,004,039$ 7,824,024$ 8,069,444$ 8,045,006$ 8,344,794$ 8,520,589$ 8,761,695$ ReservesPay Period 277,013$ 7,013$ 7,065$ 7,118$ 7,171$ 7,223$ 7,276$ 7,381$ Departmental Balances7,865,139 6,655,387 6,515,569 6,799,977 6,813,357 7,149,828 7,361,202 7,636,766 Dushanbe Teahouse Maintenance Balance4,077 119,600 116,012 112,532 109,156 105,881 102,705 99,624 Valmont Butte Balance1,259,834 1,222,039 1,185,378 1,149,817 1,115,322 1,081,862 1,049,406 1,017,924 Total Reserves 9,136,063$ 8,004,039$ 7,824,024$ 8,069,444$ 8,045,006$ 8,344,794$ 8,520,589$ 8,761,695$ Ending Fund Balance After Reserves-$ -$ -$ -$ -$ -$ -$ -$ FACILITY RENOVATION & REPLACEMENT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 27420192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance19,174,379$ 20,328,581$ 18,981,710$ 21,080,656$ 20,967,212$ 19,799,075$ 19,024,560$ 20,034,037$ Sources of FundsVehicle Charges2,734,135$ 2,697,799$ 2,587,312$ 2,664,931$ 2,744,879$ 2,827,225$ 2,912,042$ 2,999,403$ Vehicle Acquisition Charges112,035 157,783 151,011 257,347 339,820 319,421 204,548 525,711 Fleet Replacement Charges3,954,733 4,756,252 5,418,579 5,310,396 5,321,038 5,333,782 5,340,913 5,354,893 Sale of Assets535,575 348,575 406,475 398,271 612,757 772,748 733,175 510,333 Interest Earnings416,846 239,732 246,205 247,978 249,763 251,561 253,372 255,196 Transfer from General Fund867,121 145,151 145,151 - - - - - Other Revenues334,835 100,000 200,000 200,000 200,000 200,000 200,000 200,000 Total Sources of Funds 8,955,280$ 8,445,292$ 9,154,733$ 9,078,923$ 9,468,257$ 9,704,737$ 9,644,050$ 9,845,536$ Uses of FundsOperating Expenditures3,099,664$ 3,123,265$ 3,064,421$ 3,156,354$ 3,251,045$ 3,348,576$ 3,449,033$ 3,552,504$ Fleet Purchases4,217,424 4,936,033 3,299,063 5,397,413 6,730,017 6,458,108 4,495,221 9,983,100 Building Replacement74,210 69,646 80,833 80,833 80,833 80,833 80,833 80,833 Support Services91,228 124,065 218,193 224,739 231,481 238,425 245,578 252,945 Cost Allocation318,551 323,330 393,278 333,029 343,020 353,311 363,910 374,827 Encumbrances, Carryovers & Adjustments- 1,215,824 - - - - - - Total Uses of Funds 7,801,078$ 9,792,163$ 7,055,788$ 9,192,368$ 10,636,396$ 10,479,253$ 8,634,575$ 14,244,209$ Ending Fund Balance Before Reserves 20,328,581$ 18,981,710$ 21,080,656$ 20,967,212$ 19,799,075$ 19,024,560$ 20,034,037$ 15,635,365$ ReservesPay Period 2746,186$ 46,186$ 46,186$ 46,186$ 46,186$ 46,186$ 46,186$ 763$ Sick/Vacation Accrual8,195 8,441 8,694 8,955 9,223 9,500 9,785 10,070 Operating/Fleet Replacement20,274,200 18,927,083 21,025,776 20,912,071 19,743,666 18,968,874 19,978,066 15,624,532 Total Reserves 20,328,581$ 18,981,710$ 21,080,656$ 20,967,212$ 19,799,075$ 19,024,560$ 20,034,037$ 15,635,365$ Ending Fund Balance -$ -$ -$ -$ -$ -$ -$ -$ Note: Minimum Fund Balance: 10% Value of Fleet = $4.4 millionFLEET OPERATIONS & REPLACEMENT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 27520192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance-$ -$ -$ -$ -$ -$ -$ -$ Sources of FundsCurrent Year Federal Grant542,057$ 1,094,553$ 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ Available Prior Years Grant Balances- 2,212,499 - - - - - - Total Sources of Funds $ 542,057 $ 3,307,052 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ Uses of FundsOperatingProgram Management65,114$ 108,362$ 107,462$ 83,814$ 83,348$ 82,863$ 82,359$ 81,835$ Cost Allocation11,040 11,205 11,205 11,653 12,119 12,604 13,108 13,633 HOME Consortium to Other Communities254,523 513,947 557,200 557,200 557,200 557,200 557,200 557,200 Housing Activities211,380 461,039 510,802 534,001 534,001 534,001 534,001 534,001 Encumbrances, Carryovers & Adjustments- 2,212,499 - - - - - - Total Uses of Funds $ 542,057 $ 3,307,052 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ 1,186,669$ Ending Fund Balance-$ -$ -$ -$ -$ -$ -$ -$ Note: This fund may not have designated reserves as expenditures are funded only on a reimbursement basis by the Department of Housing and Urban Development. HOME INVESTMENT PARTNERSHIP GRANT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 276LIBRARY 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance889,202$ 918,256$ 1,005,898$ 1,190,699$ 1,401,699$ 1,626,643$ 1,921,994$ 2,232,132$ Sources of FundsProperty Tax$1,205,374.09 1,314,630$ 1,327,776$ 1,394,165$ 1,408,106$ 1,478,512$ 1,493,297$ 1,567,962$ Interest on Investment1,410 1,598 1,600 1,602 1,605 1,607 1,609 1,611 Grants, Gifts and Third-Party Revenues302,812 250,000 250,000 250,000 250,000 250,000 250,000 250,000 Grant-Funded Position - MROHP- 39,212 40,192 41,197 42,227 43,283 44,365 45,474 Total Sources of Funds 1,509,596$ 1,605,440$ 1,619,569$ 1,645,767$ 1,659,711$ 1,730,119$ 1,744,906$ 1,819,572$ Uses of FundsLibrary Materials1,081,668$ 1,081,668$ 1,084,767$ 1,084,767$ 1,084,767$ 1,084,767$ 1,084,767$ 1,084,767$ Service/Materials Enhancement93,691 200,000 100,000 100,000 100,000 100,000 100,000 100,000 Grant Directed Programming305,183 289,118 250,000 250,000 250,000 250,000 250,000 250,000 2020 Mid-Year Reductions- (182,203) - - - - - - 2020 Adjustment to Base- 129,215 - - - - - - Total Uses of Funds 1,480,542$ 1,517,798$ 1,434,767$ 1,434,767$ 1,434,767$ 1,434,767$ 1,434,767$ 1,434,767$ Ending Fund Balance Before Reserves 918,256$ 1,005,898$ 1,190,699$ 1,401,699$ 1,626,643$ 1,921,994$ 2,232,132$ 2,616,937$ ReservesOperating Reserve120,678$ 131,623$ 132,938$ 139,577$ 140,971$ 148,012$ 149,491$ 156,957$ Pay Period 27- 380 380 380 380 380 34 (312) PERA Legislative Contingency33 - - - - - - - Total Reserves 120,711$ 132,003$ 133,318$ 139,957$ 141,351$ 148,392$ 149,525$ 156,645$ Ending Fund Balance After Reserves 797,544$ 873,895$ 1,057,382$ 1,261,743$ 1,485,292$ 1,773,602$ 2,082,608$ 2,460,292$ Note: Operating reserve equal 10% of Library fund revenues excluding Gifts, Grants and Third-Party Revenues. City of Boulder 2021 Approved BudgetPage 277LOTTERY 2021 FUND FINANCIAL2019202020212022202320242025 2026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance2,720,247$ 3,168,684$ 126,106$ 126,151$ 126,163$ 126,175$ 126,187$ 126,199$ Sources of FundsIntergovernmental Revenues1,225,508$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ 999,137$ Interest Income53,773 7,975 7,975 7,975 7,975 7,975 7,975 7,975 Total Sources of Funds 1,279,280$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ 1,007,112$ Uses of FundsCapitalCapital Projects - P & R798,623$ 725,941$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ 428,000$ Tributary Greenways - Public Works- 1,744,961 151,067 151,100 151,100 151,100 151,100 151,100 Capital Projects - OSMP32,221 1,578,789 428,000 428,000 428,000 428,000 428,000 428,000 Total Capital Improvement Program 830,844$ 4,049,691$ 1,007,067$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ Total Uses of Funds 830,844$ 4,049,691$ 1,007,067$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ 1,007,100$ Ending Fund Balance 3,168,684$ 126,106$ 126,151$ 126,163$ 126,175$ 126,187$ 126,199$ 126,211$ City of Boulder 2021 Approved BudgetPage 278CITY OF BOULDER2019-2026 PROPOSED BUDGETOPEN SPACE FUNDOPEN SPACE 2021 FUND FINANCIAL20192020202120222023202420252026ActualRevisedApprovedProjectedProjectedProjected Projected ProjectedBeginning Fund Balance27,306,101$ 26,506,903$ 9,197,885$ 8,144,709$ 7,330,954$ 7,886,735$ 8,087,112$ 8,328,871$ Sources of FundsNet Sales Tax Revenue28,394,136$ 23,269,653$ 24,457,526$ 25,787,254$ 26,918,564$ 28,101,121$ 29,047,932$ 29,778,004$ Anticipated FEMA Flood Reimbursement- 500,000 500,000 1,000,000 - - - Investment Income466,192 607,147 472,113 475,512 487,400 499,585 512,074 524,876 Miscellaneous Revenue881,350 2,808,263 1,200,964 1,224,983 1,249,483 1,274,473 1,299,962 1,325,961 Agricultural and Caretaker Leases183,260 188,758 194,421 198,309 202,276 206,321 210,448 214,656 General Fund Transfer990,123 - - - - - - - Total Sources of Funds30,915,061$ 26,873,821$ 26,825,024$ 28,186,059$ 29,857,722$ 30,081,500$ 31,070,416$ 32,070,498$ Uses of FundsOffice of the Director1,634,722$ 1,654,164$ 1,706,209$ 1,740,333$ 1,775,139$ 1,828,394$ 1,883,245$ 1,939,743$ Central Services2,480,188 3,083,172 3,225,397 3,289,905 3,355,703 3,456,375 3,560,066 3,666,868 Community Connections & Partnerships4,826,801 4,888,324 4,906,018 5,004,138 5,104,221 5,257,348 5,415,068 5,577,520 Resources & Stewardship4,709,984 4,720,508 5,088,979 5,190,758 5,096,874 5,249,780 5,407,273 5,569,491 Trails & Facilities5,920,314 4,927,568 5,053,558 5,154,629 5,257,721 5,415,453 5,577,917 5,745,254 Carryover/ATB Operating- 12,183,555 - - - - - - Cost Allocation2,090,102 2,121,454 2,121,454 2,174,490 2,228,853 2,284,574 2,341,688 2,400,230 Capital Improvement Program6,216,337 8,797,948 4,038,705 4,711,780 4,750,000 5,250,000 5,500,000 5,750,000 Transfer to BMPA1,153,791 1,153,790 1,084,424 1,084,424 1,084,424 490,769 490,769 490,769 Debt Service - Bonds & Notes2,682,021 652,356 653,456 649,356 649,006 648,431 652,631 651,494 Total Uses of Funds31,714,259$ 44,182,839$ 27,878,199$ 28,999,814$ 29,301,941$ 29,881,123$ 30,828,657$ 31,791,370$ Ending Fund Balance Before Reserves26,506,903$ 9,197,885$ 8,144,709$ 7,330,954$ 7,886,735$ 8,087,112$ 8,328,871$ 8,608,000$ ReservesOSMP Contingency Reserve5,099,584$ 4,640,267$ 4,767,899$ 4,371,846$ 4,910,388$ 4,926,225$ 5,065,731$ 5,208,274$ OSMP Office Space/Service Center Reserve- - - - - 1,000,000 1,500,000 1,500,000 OSMP High Priority Opportunistic Investments- - 1,000,000 1,000,000 1,000,000 - - - PERA Legislative Contingency10,816 - - - - - - - Pay Period 27 Reserve330,119 330,119 387,038 443,956 500,875 557,794 56,919 113,837 Sick/Vacation/Bonus Reserve490,000 48,542 49,999 51,499 53,044 54,635 56,274 57,962 FEMA De-obligation Reserve383,488 383,488 383,488 383,488 383,488 383,488 383,488 383,488 Total Reserves6,314,007$ 5,402,416$ 6,588,424$ 6,250,789$ 6,847,795$ 6,922,142$ 7,062,412$ 7,263,561$ Ending Fund Balance After Reserves20,192,895$ 3,795,469$ 1,556,285$ 1,080,165$ 1,038,940$ 1,164,971$ 1,266,459$ 1,344,439$ City of Boulder 2021 Approved BudgetPage 279PERMANENT PARK & RECREATION 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance5,276,164$ 2,913,837$ 2,872,241$ 95,541$ 1,185,567$ 520,290$ 223,683$ 1,170,500$ Sources of FundsProperty Tax3,255,392$ 3,553,053$ 3,588,584$ 3,768,013$ 3,805,693$ 3,995,978$ 4,035,937$ 4,237,734$ Interest76,492 56,820 36,477 688 8,536 3,746 1,611 8,428 Other Revenues224,240 - - - - - - - Total Sources of Funds 3,556,124$ 3,609,873$ 3,625,061$ 3,768,701$ 3,814,229$ 3,999,724$ 4,037,548$ 4,246,162$ Uses of FundsPlanning and Project Management506,402$ 548,605$ 609,642$ 634,028$ 659,389$ 685,764$ 713,195$ 741,723$ Construction and Maintenance Management443,895 454,055 517,425 538,122 559,647 582,033 605,314 629,527 Capital Refurbishment Projects3,050 200,000 200,000 75,000 75,000 50,000 50,000 50,000 Cost Allocation125,806 127,694 127,694 131,525 135,471 139,535 143,721 148,032 Excise Tax Collection- - - - - - - - Capital Improvement Program4,839,298 2,888,318 4,947,000 1,300,000 3,050,000 2,839,000 1,578,500 3,555,000 Adjustment to Base- 627,414 - - - - - - COVID-19 Reductions- (1,194,617) - - - - - - Total Uses of Funds 5,918,450$ 3,651,469$ 6,401,761$ 2,678,674$ 4,479,506$ 4,296,332$ 3,090,730$ 5,124,282$ Ending Fund Balance Before Reserves 2,913,837$ 2,872,241$ 95,541$ 1,185,567$ 520,290$ $ 223,683 $ 1,170,500 $ 292,380 ReservesPay Period 27 Reserve26,695$ 26,695$ 30,840$ 31,985$ 33,130$ 34,275$ 1,145$ 2,290$ PERA Legislative Contingency748 - - - - - - - Sick/Vacation/Bonus Reserve70,268 10,035 10,336 10,646 10,966 11,295 11,633 11,982 Total Reserves97,711$ 36,730$ 41,176$ 42,631$ 44,096$ 45,570$ 12,778$ 14,272$ Ending Fund Balance After Reserves 2,816,126$ 2,835,511$ 54,365$ 1,142,936$ 476,194$ 178,113$ 1,157,722$ 278,108$ City of Boulder 2021 Approved BudgetPage 28020192020202120222023202420252026ActualsRevisedApproved Projected Projected Projected Projected ProjectedBeginning Fund Balance10,493,505$ 10,920,990$ 7,301,957$ 5,277,701$ 3,905,712$ 3,207,738$ 2,799,826$ 2,702,919$ Sources of FundsGeneral Fund Transfer 2,210,018$ 2,284,292$ 1,961,097$ 2,019,930$ 2,280,528$ 2,548,944$ 2,825,412$ 2,910,174$ Restricted Funds' Transfers (Public Works)1,268,428 1,372,702 1,776,318 1,829,608 1,884,495 1,941,031 1,999,262 2,059,239 Restricted Funds' Transfers (Excise Tax Admin)78,431 29,284 30,163 31,067 31,999 32,959 33,948 34,967 State Historic Tax Credit1,500 - - - - - - - Fees & Permits 9,909,247 7,115,249 6,275,812 7,175,156 7,892,672 8,208,378 8,536,714 8,878,182 Interest on Investments244,938 258,828 174,700 131,943 97,643 80,193 69,996 67,573 Total Sources of Funds13,712,562$ 11,060,355$ 10,218,090$ 11,187,703$ 12,187,336$ 12,811,506$ 13,465,331$ 13,950,135$ -6%-39%-13%13%9%4%4%4%Uses of FundsAdmin, Financial & Communications Services2,461,130$ 2,769,071$ 1,954,700$ 2,003,568$ 2,053,657$ 2,104,998$ 2,157,623$ 2,211,564$ Information Resources 2,160,931 2,521,915 2,058,798 2,110,268 2,163,025 2,217,101 2,272,528 2,329,341 Comprehensive Planning 907,416 870,710 686,194 703,349 720,933 738,956 757,430 776,366 Land Use Review1,821,718 1,969,598 1,635,209 1,676,089 1,717,992 1,760,941 1,804,965 1,850,089 Engineering Review1,693,596 1,758,902 1,632,015 1,672,815 1,714,635 1,757,501 1,801,439 1,846,475 Bldg Construction, Inspection & Enforcement 2,016,157 2,366,003 2,017,938 2,068,387 2,120,097 2,173,099 2,227,426 2,283,112 Cost Allocation/Transfers2,224,130 2,257,490 2,257,491 2,325,216 2,394,972 2,466,821 2,540,826 2,617,051 Encumbrances, Carryovers & Adjustments- 165,699 - - - - - - Total Uses of Funds13,285,078$ 14,679,388$ 12,242,346$ 12,559,692$ 12,885,310$ 13,219,418$ 13,562,237$ 13,913,998$ Ending Fund Balance Before Reserves 10,920,990$ 7,301,956.96$ 5,277,701$ 3,905,712.10$ 3,207,738$ 2,799,826$ 2,702,919$ 2,739,057$ ReservesOperating990,925$ 711,525$ 627,581$ 717,516$ 789,267$ 820,838$ 853,671$ 887,818$ State Historic Tax Credit Fund13,540 13,540 13,540 13,540 13,540 13,540 13,540 13,540 PERA Legislative Contingency9,015 - - - - - - - Pay Period 27275,393 296,913 318,433 339,953 361,472 382,992 21,520 21,520 Sick/Vacation Accrual602,738 66,430 68,423 70,476 72,590 74,768 77,011 79,321 Total Reserves1,891,611$ 1,088,408$ 1,027,977$ 1,141,484$ 1,236,869$ 1,292,137$ 965,742$ 1,002,199$ Ending Fund Balance After Reserves9,029,379$ 6,213,549$ 4,249,724$ 2,764,228$ 1,970,869$ 1,507,688$ 1,737,177$ 1,736,858$ PLANNING & DEVELOPMENT SERVICES 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 281PROPERTY & CASUALTY INSURANCE 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance5,275,904$ 4,959,966$ 4,413,928$ 3,705,217$ 3,127,078$ 2,609,129$ 2,186,910$ 1,917,913$ Sources of Funds0.050.050.060.050.050.050.050.05Charges to Departments2,113,128$ 2,213,502$ 2,318,643$ 2,469,355$ 2,654,556$ 2,880,194$ 3,168,213$ 3,263,259$ Interest on Investments 120,998 33,208 56,057 26,678 22,515 18,786 15,746 13,809 Total Sources of Funds 2,234,126$ 2,246,710$ 2,374,700$ 2,496,032$ 2,677,071$ 2,898,979$ 3,183,959$ 3,277,068$ Uses of Funds0.050.05Insurance Premiums:Airport5,649$ 4,221$ 7,826$ 8,217$ 8,628$ 9,060$ 9,513$ 9,988$ Liability423,251 456,709 586,973 616,321 647,137 679,494 713,469 749,142 Crime13,500 13,000 13,500 14,175 14,884 15,628 16,409 17,230 Boiler45,219 42,395 44,700 46,935 49,282 51,746 54,333 57,050 Property643,650 650,000 817,788 858,677 901,611 946,692 994,026 1,043,728 Flood327,555 307,941 323,338 339,505 356,480 374,304 393,019 412,670 Actuarial Valuation Expense and Consulting100,308 143,023 117,323 119,669 122,063 124,504 126,994 122,111 Claims Administration and Payment561,789 656,438 669,565 682,956 696,615 710,548 724,759 739,254 CAO - Internal Legal Consulting140,520 146,938 150,574 155,091 159,743 164,536 169,472 174,556 External Legal Consultation95,517 98,600 100,572 102,583 104,635 106,728 108,862 104,676 Program Administration193,107 273,483 251,253 130,040 133,941 137,960 142,098 159,058 Total Uses of Funds 2,550,065$ 2,792,748$ 3,083,411$ 3,074,171$ 3,195,021$ 3,321,199$ 3,452,955$ 2,675,654$ Ending Fund Balance Before Reserves 4,959,966$ 4,413,928$ 3,705,217$ 3,127,078$ 2,609,129$ 2,186,910$ 1,917,913$ 2,519,328$ ReservesYear-end Estimated Liabilities853,318$ 1,145,059$ 1,145,059$ 1,161,237$ 1,190,049$ 1,248,636$ 1,286,095$ 1,324,678$ City Reserve Policy (@ 80% risk margin)385,700 517,567 517,567 524,879 537,902 564,383 581,315 598,754 PERA Legislative Contingency- - - - - - - - Pay Period 27 Reserve11,762 11,762 11,762 11,762 11,762 11,762 - - Total Reserves 1,250,780$ 1,674,388$ 1,674,388$ 1,697,878$ 1,739,713$ 1,824,781$ 1,867,410$ 1,923,432$ Ending Fund Balance After Reserves 3,709,187$ 2,739,540$ 2,030,829$ 1,429,200$ 869,416$ 362,128$ 50,503$ 595,896$ City of Boulder 2021 Approved BudgetPage 28220192020202120222023202420252026ActualRevised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance1,667,351$ 1,379,911$ 1,064,006$ 1,564,873$ 1,821,447$ 2,003,924$ 2,198,944$ 2,317,931$ Sources of FundsRecreation Centers3,033,120$ 3,339,150$ 2,897,229$ 2,955,173$ 3,014,277$ 3,104,705$ 3,166,799$ 3,277,637$ Recreation Programs1,761,681 1,780,863 1,215,707 1,240,021 1,264,822 1,302,766 1,328,822 1,381,974 Aquatics491,755 1,050,624 966,618 985,950 1,005,669 1,035,839 1,056,556 1,088,253 Access and Inclusion533,411 163,200 52,850 57,607 69,128 82,953 99,544 119,453 Golf Revenue1,323,970 1,514,000 1,321,950 1,348,389 1,375,357 1,416,617 1,444,950 1,488,298 Reservoir Revenue1,114,344 1,137,000 1,135,000 1,169,050 1,192,431 1,228,204 1,252,768 1,290,351 Sports1,116,222 1,222,200 972,481 991,931 1,011,769 1,042,122 1,062,965 1,094,854 Misc. Recreation Revenue(96,778) 12,241 6,000 12,241 12,241 12,241 12,241 12,241 Transfers - General Fund 1,292,210 1,431,609 1,430,954 1,459,573 1,503,360 1,548,461 1,594,915 1,642,762 Transfers - Health and Wellness from GF115,000 130,857 115,000 130,857 130,857 130,857 130,857 130,857 Adjustments to Base (ATB)- 175,000 - - - - - - Transfer from the .25 Cent Sales Tax Fund - 688,062 - - - - - - Transfers - Transportation Fund13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 COVID-19 Reductions- (5,067,652) - - - - - - Total Sources of Funds10,697,934$ 7,590,154$ 10,126,789$ 10,363,792$ 10,592,911$ 10,917,767$ 11,163,416$ 11,539,680$ Uses of FundsMarketing & Communications115,963$ 145,000$ 125,470$ 131,744$ 135,696$ 139,767$ 143,960$ 148,278$ Recreation Administration857,586 906,538 1,069,159 1,122,617 1,156,296 1,190,985 1,226,714 1,263,516 Recreation Centers2,583,141 2,770,216 2,570,317 2,698,833 2,779,798 2,863,192 2,949,087 3,037,560 Recreation Programs1,771,296 1,800,354 1,197,727 1,257,614 1,295,342 1,334,202 1,374,228 1,415,455 Aquatics1,381,337 1,934,487 1,447,937 1,520,334 1,565,944 1,612,922 1,661,310 1,711,149 Access and Inclusion1,268,865 995,823 604,244 634,456 653,490 673,094 693,287 714,086 Golf1,442,275 1,418,162 1,209,195 1,269,654 1,307,744 1,346,976 1,387,386 1,429,007 Reservoir969,066 1,072,795 1,088,347 1,142,764 1,177,047 1,212,358 1,248,729 1,286,191 Sports595,843 639,504 313,526 329,202 339,079 349,251 359,728 370,520 Adjustments to Base (ATB)- 100,000 - - - - - - COVID-19 Reductions- (3,876,820) - - - - - - Total Uses of Funds10,985,374$ 7,906,059$ 9,625,921$ 10,107,217$ 10,410,434$ 10,722,747$ 11,044,429$ 11,375,762$ Ending Fund Balance Before Reserves1,379,911$ 1,064,006$ 1,564,873$ 1,821,447$ 2,003,924$ 2,198,944$ 2,317,931$ 2,481,849$ ReservesPERA Legislative Contingency4,368$ -$ -$ -$ -$ -$ -$ -$ Pay Period 27 Reserve265,560 278,096 280,826 296,091 311,356 326,622 15,265 30,531 Operating Reserve 1,098,537 731,310 1,058,851 1,212,866 1,353,356 1,501,185 1,656,664 1,706,364 Sick/Vacation Annual Reserve- 45,920 47,298 48,716 50,178 51,683 53,234 54,831 Total Reserves1,368,465$ 1,055,326$ 1,386,975$ 1,557,673$ 1,714,890$ 1,879,490$ 1,725,164$ 1,791,726$ Ending Fund Balance After Reserves11,446$ 8,680$ 177,898$ 263,774$ 289,034$ 319,454$ 592,766$ 690,122$ RECREATION ACTIVITY 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 283STORMWATER/FLOOD MANAGEMENT UTILITY 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance31,623,875$ 34,708,211$ 15,733,898$ 15,041,354$ 10,653,945$ 16,058,990$ 16,493,999$ 17,192,664$ Sources of FundsService Charge Fees12,173,306$ 12,203,350$ 13,083,700$ 14,683,051$ 16,477,907$ 18,492,167$ 20,752,649$ 21,625,921$ Projected Rate Increases- 854,235 1,570,044 1,761,966 1,977,349 2,219,060 830,106 865,037 Plant Investment Fees1,234,181 200,000 100,000 100,000 100,000 100,000 100,000 100,000 Mile High Flood District61,938 250,000 1,200,000 1,000,000 2,000,000 400,000 400,000 400,000 State and Federal Grants(480,634) - - - - - - - Interest on Investments584,957 253,798 236,758 225,609 159,798 240,874 247,399 257,879 Rent and other miscellaneous revenue49,190 9,000 9,000 9,000 9,000 9,000 9,000 9,000 Projected Bonds- - - - - 92,231,713 - - Total Sources of Funds 13,622,937$ $13,770,383 16,199,502$ $17,779,627 20,724,054$ 113,692,813$ 22,339,154$ 23,257,836$ Uses of FundsOperatingAdministration618,555$ 675,325$ 753,747$ 776,359$ 799,650$ 823,640$ 848,349$ 873,799$ Planning and Project Management1,095,643 1,243,288 1,013,907 1,044,324 1,075,653 1,107,923 1,141,161 1,175,396 Stormwater Contract Management98,182 96,775 96,775 99,678 102,669 105,749 108,921 112,189 Stormwater Quality and Education622,902 1,000,539 1,024,535 1,055,271 1,086,929 1,119,537 1,153,123 1,187,716 System Maintenance1,810,256 2,265,608 2,291,658 2,360,408 2,431,220 2,504,157 2,579,282 2,656,660 Subtotal Operating 4,245,538$ 5,281,535$ 5,180,621$ $5,336,040 5,496,121$ 5,661,005$ 5,830,835$ 6,005,760$ DebtWonderland Creek 2015 Revenue Bond1,588,638$ 1,591,688$ 1,591,388$ 1,590,188$ 1,588,088$ 1,590,088$ 1,591,038$ 1,590,938$ Projected Bond - South Boulder Creek/Goose Creek 2024- - - - - 8,300,854 8,300,854 8,300,854 Subtotal Debt 1,588,638$ 1,591,688$ 1,591,388$ 1,590,188$ 1,588,088$ 9,890,942$ 9,891,892$ 9,891,792$ TransfersCost Allocation 441,284$ 447,648$ 453,648$ 499,013$ 548,914$ 603,805$ 664,186$ 730,605$ Planning & Development Services191,127 210,105 523,917 539,635 555,824 572,498 589,673 607,363 Transportation - Admin Support 8,149 8,149 8,149 8,149 8,149 8,149 8,149 8,149 Subtotal Transfers 640,560$ $665,902 985,714$ $1,046,796 1,112,887$ 1,184,453$ 1,262,008$ 1,346,117$ City of Boulder 2021 Approved BudgetPage 284STORMWATER/FLOOD MANAGEMENT UTILITY 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedCONTINUEDCapital4,063,867$ 6,950,548 $9,134,323$14,194,011$7,121,915$4,289,691$4,655,754$6,542,118Projected Bond - South Boulder Creek- - - - - 91,318,527 - - Projected Bond Issuance Costs- - - - - 913,185 - - Encumbrances, Carryover and Adjustments to Base- 18,255,023 - - - - - - Total Uses of Funds 10,538,602$ $32,744,696 16,892,046$ $22,167,035 15,319,010$ 113,257,803$ 21,640,489$ 23,785,786$ Ending Fund Balance Before Reserves 34,708,211$ $15,733,898 15,041,354$ $10,653,945 16,058,990$ 16,493,999$ 17,192,664$ 16,664,714$ ReservesBond Reserves1,987,568$ 1,987,568$ 1,987,568$ 1,987,568$ 1,987,568$ 10,288,422$ 10,288,422$ 10,288,422$ Post Flood Property Acquisition1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 1,050,000 FEMA Deobligation Reserve41,750 41,750 41,750 41,750 41,750 41,750 41,750 41,750 PERA Legislative Contingency2,672 - - - - - - Sick/Vacation/Bonus Reserve132,779 11,060 11,392 11,734 12,086 12,448 12,822 13,206 Pay Period 27 Reserve84,165 86,946 89,727 92,508 95,289 98,070 114,070 130,070 Operating Reserve1,221,524 1,486,859 1,541,584 1,595,709 1,652,252 1,711,364 1,773,211 1,837,969 Capital Reserve 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Total Reserves 4,720,459$ 4,864,183$ 4,922,021$ 4,979,269$ 5,038,944$ 13,402,055$ 13,480,274$ 13,561,418$ Ending Fund Balance After Reserves 29,987,752$ $10,869,714 10,119,333$ $5,674,677 11,020,045$ 3,091,945$ 3,712,390$ 3,103,296$ City of Boulder 2021 Approved BudgetPage 28520192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance4,187,220$ 4,573,429$ 19,253$ 17,772$ 14,810$ 10,367$ 4,443$ 2,962$ Sources of FundsSugar Sweetened Beverage Tax5,046,277$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ Total Sources of Funds 5,046,277$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ Uses of FundsFinance Oversight41,906$ 45,547$ 60,556$ 62,373$ 64,244$ 66,171$ 68,156$ 70,201$ Human Services Oversight124,686 272,495 267,425 275,448 283,711 292,223 300,989 310,019 Community Funding and Grants4,474,698 3,462,898 3,452,959 3,442,252 3,431,718 3,420,872 3,410,120 3,399,046 Carryover remaining fund balance- 4,554,176 - - - - - - Cost Allocation18,779 19,060 19,060 19,928 20,327 20,734 20,734 20,734 Total Uses of Funds 4,660,068$ 8,354,176$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ 3,800,000$ Ending Fund Balance Before Reserves 4,573,429$ 19,253$ 19,253$ 17,772$ 14,810$ 10,367$ 4,443$ 2,962$ ReservesPay Period 27-$ -$ 1,481$ 2,962$ 4,443$ 5,924$ 1,481$ 2,962$ Total Reserves-$ -$ 1,481$ 2,962$ 4,443$ 5,924$ 1,481$ 2,962$ Ending Fund Balance After Reserves4,573,429$ 19,253$ 17,772$ 14,810$ 10,367$ 4,443$ 2,962$ -$ Note: Starting 2019 the revenue cap at $3.8M was removed based on outcome of 2019 ballot measure.SUGAR SWEETENED BEVERAGE DISTRIBUTION TAX 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 28620192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance2,283,481$ 2,587,217$ 2,679,286$ 2,778,068$ 2,801,858$ 2,813,166$ 2,815,224$ 2,803,587$ Sources of FundsTelecom Phone System User Charges586,445$ 530,337$ 391,300$ 391,691$ 392,083$ 392,475$ 392,868$ 393,260$ Leased Fiber Maint Payments - Outside Entity2,945 - - - - - - - BRAN Maintenance91,966 86,250 86,250 86,250 86,250 86,250 86,250 86,250 Interest34,670 53,381 34,027 20,002 20,173 20,255 20,270 20,186 Total Sources of Funds $ 716,026 669,968$ 511,577$ 497,943$ 498,506$ 498,980$ 499,387$ 499,696$ Uses of FundsOperating Expenses182,168$ 392,892$ 186,000$ 229,156$ 236,863$ 244,956$ 253,454$ 160,792$ City Telephone Personnel Expense85,301 61,549 113,199 130,035 133,936 134,059 138,081 142,223 Telecommunications Fiber Locations & Repair1,800 1,568 - - - - - - BRAN Maintenance (Locate & Repair Services) 116,079 94,544 86,250 86,250 86,250 86,250 86,250 86,250 Cost Allocation26,942 27,346 27,346 28,713 30,149 31,656 33,239 34,901 Total Uses of Funds $ 412,291 577,898$ 412,795$ 474,153$ 487,198$ 496,922$ 511,024$ 424,166$ Ending Fund Balance Before Reserves $ 2,587,217 2,679,286$ 2,778,068$ 2,801,858$ 2,813,166$ 2,815,224$ 2,803,587$ 2,879,117$ ReservesOperating2,582,845$ 2,675,214$ 2,773,765$ 2,797,323$ 2,808,400$ 2,810,236$ 2,803,355$ 2,878,654$ PP 274,372 4,072 4,303 4,535 4,766 4,988 232 463 Total Reserves2,587,217$ 2,679,286$ 2,778,068$ 2,801,858$ 2,813,166$ 2,815,224$ 2,803,587$ 2,879,117$ Ending Fund Balance After Reserves $ - -$ -$ -$ -$ -$ -$ -$ TELECOMMUNICATIONS 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 2872019202020212022202320232024Actuals Revised Approved Projected Projected Projected ProjectedBeginning Fund Balance23,930$ 27,474$ 32,963$ 33,715$ 31,472$ 28,994$ 26,259$ Sources of FundsProperty Tax11,442$ 11,490$ 11,835$ 12,190$ 12,555$ 12,932$ 13,320$ Specific Ownership Tax440 645 645 645 645 645 664$ City of Boulder - ECO Pass Subsidy4,944 5,092 7,710 4,944 4,944 4,944 4,944 Interest on Investments13 90 25 25 24 22 20 Total Sources of Funds16,840$ 17,318$ 20,215$ 17,805$ 18,170$ 18,545$ 18,950$ Uses of FundsRTD ECO Pass Cost13,004$ 11,532$ 19,167$ 19,742$ 20,334$ 20,944$ 21,572$ Annual Administration Cost292 297 297 306 315 335 335 Total Uses of Funds13,296$ 11,829$ 19,464$ 20,048$ 20,649$ 21,279$ 21,907$ Ending Fund Balance 27,474$ 32,963$ 33,715$ 31,472$ 28,994$ 26,259$ 23,302$ TRANSIT PASS GENERAL IMPROVEMENT DISTRICT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 28820192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance21,871,470$ 26,004,524$ 17,220,179$ 18,550,308$ 18,213,195$ 18,853,682$ 19,529,966$ 20,283,917$ Sources of FundsSales Tax27,281,960$ 26,413,747$ 23,846,965$ 25,143,282$ 26,246,168$ 27,399,012$ 28,322,034$ 29,033,762$ Highway User's Tax3,020,875 3,135,149 2,747,486 2,802,436 2,886,509 2,973,104 3,062,297 3,154,166 City-Auto Registrations267,269 280,508 253,012 260,602 268,420 276,473 284,767 293,310 County Road & Bridge334,622 339,755 346,550 353,481 360,551 367,762 375,117 382,619 St. Traffic Control & Hwy Maint. & Landscape- 389,508 389,508 389,508 389,508 389,508 389,508 389,508 Reimbursements105,880 175,000 110,000 110,000 110,000 110,000 110,000 110,000 External Funding1,964,294 567,100 789,369 813,237 3,854,711 - 407,000 - Interest on Investments445,964 458,944 330,257 123,985 231,879 227,665 235,671 244,125 Lease Revenue - BTV85,000 55,000 75,000 75,000 75,000 75,000 75,000 75,000 Other Miscellaneous165,395 150,000 170,000 200,000 200,000 200,000 200,000 200,000 Transfers from Other Funds40,749 40,750 40,750 40,750 40,750 40,750 40,750 40,750 Estimated Revenue from ATB's & Carryover- 12,789,707 - - - - - - HOP Reimbursement (RTD)1,899,213 1,458,693 1,500,000 1,545,000 1,591,350 1,639,091 1,688,263 1,738,911 Total Sources of Funds35,611,221$ 46,253,861$ 30,598,897$ 31,857,281$ 36,254,846$ 33,698,364$ 35,190,408$ 35,662,151$ Uses of FundsOperatingTransportation Planning10,389,889$ 10,825,205$ 9,052,169$ 9,323,734$ 9,603,446$ 9,891,549$ 10,188,296$ 10,493,945$ Project Management750,687 835,352 584,150 589,992 595,891 601,850 607,869 613,948 Transportation Maintenance5,152,471 6,171,524 5,774,223 5,947,450 6,125,873 6,309,649 6,498,939 6,693,907 Transportation Administration1,543,109 1,425,249 1,714,661 1,766,101 1,819,084 1,873,656 1,929,866 1,987,762 Other Programs160,993 375,000 47,382 375,000 375,000 375,000 375,000 375,000 Subtotal Operating Uses of Funds17,997,149$ 19,632,330$ 17,172,585$ 18,002,276$ 18,519,295$ 19,051,706$ 19,599,970$ 20,164,561$ TransfersCost Allocation1,680,476$ 1,705,683$ 1,705,683$ 1,773,910$ 1,844,867$ 1,918,662$ 1,995,408$ 2,075,224$ Forest Glen GID4,944 5,092 7,710 5,245 5,402 5,564 5,731 5,903 Parks & Recreation28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 HHS13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 Planning & Development Services Fund444,616 457,954 629,921 642,519 661,795 681,649 702,098 723,161 Subtotal Transfers to Other Funds2,171,036$ 2,209,730$ 2,384,314$ 2,462,675$ 2,553,064$ 2,646,875$ 2,744,237$ 2,845,289$ TRANSPORTATION 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 28920192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedTRANSPORTATION 2021 FUND FINANCIALCONTINUEDCapital Improvements Program11,309,982$ 12,205,312$ 9,711,869$ 11,729,444$ 14,542,000$ 11,323,500$ 12,092,250$ 11,683,500$ Encumbrances, Carryovers & Adjustments- 20,990,834 - - - - - - Total Uses of Funds31,478,167$ 55,038,206$ 29,268,768$ 32,194,394$ 35,614,359$ 33,022,080$ 34,436,457$ 34,693,350$ Ending Fund Balance Before Reserves26,004,524$ 17,220,179$ 18,550,308$ 18,213,195$ 18,853,682$ 19,529,966$ 20,283,917$ 21,252,718$ ReservesSick & Vacation Liability Reserve403,875$ 22,939$ 23,628$ 24,336$ 25,067$ 25,818$ 26,593$ 27,391$ Operating Reserve1,008,409 1,092,103 2,933,535 3,069,743 3,160,854 3,254,787 3,351,631 3,451,478 Pay Period 27 Reserve284,756 290,761 293,372 302,505 311,637 320,769 9,132 18,265 FEMA Reserve65,242 65,242 65,242 65,242 65,242 65,242 65,242 65,242 PERA Contingency6,765 - - - - - - - Total Reserves1,769,047$ 1,471,045$ 3,315,777$ 3,461,826$ 3,562,800$ 3,666,616$ 3,452,598$ 3,562,376$ Ending Fund Balance After Reserves24,235,477$ 15,749,134$ 15,234,531$ 14,751,370$ 15,290,883$ 15,863,350$ 16,831,319$ 17,690,342$ City of Boulder 2021 Approved BudgetPage 2902019202020212022202320242025 2026ActualsRevised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance5,710,964$ 6,207,816$ 1,701,149$ 1,837,228$ 1,898,993$ 1,942,613$ 2,017,880$ 2,075,231$ Sources of Funds2.32.3 2.3Transportation Excise Tax1,002,786$ 889,897$ 945,219$ 935,219$ 925,219$ 915,219$ 905,219$ 895,219$ Transportation Impact Fee131,453 52,311 52,59454,172 48,172 42,172 36,172 30,172 Interest Income124,309 25,574 21,60513,228 13,673 13,987 14,529 14,942 External Funding- - - 4,700,000 - ---Reimbursements- 20,000 10,0005,000 5,000 5,0005,000 5,000 Total Sources of Funds 1,258,548$ 987,782$ 1,029,418$ 5,707,619$ 992,064$ 976,378$ 960,920$ 945,333$ 0 Uses of FundsOperating Expenditures11,544$ 75,625$ 75,000$77,250$ 79,568$ 81,955$ 84,413$ 86,946$ Cost Allocation9,388 9,529 9,5299,529 9,529 9,5299,529 9,529 Excise Tax Administration8,305 8,554 8,8109,075 9,347 9,6279,627 9,627 Capital Improvement Program732,459 800,000 800,000 5,550,000 850,000 800,000 800,000 800,000 Appropriations from ATBs & Carryover- 4,600,740 - - - --- Total Uses of Funds761,696$ 5,494,448$ 893,339$ 5,645,854$ 948,444$ 901,111$ 903,569$ 906,102$ Ending Fund Balance Before Reserves 6,207,816$ 1,701,149$ 1,837,228$ 1,898,993$ 1,942,613$ 2,017,880$ 2,075,231$ 2,114,462$ ReservesDesignated Reserve25,000$ 310,391$ 85,057$91,861$ 94,950$ 97,131$ 100,894$ 103,762$ No. Boulder Undergrounding112,860 112,860 112,860112,860 112,860 112,860 112,860 -Pay Period 27 Reserve - 20248,761 8,726 8,7268,726 8,726 8,726--Total Reserves146,621$ 431,977$ 206,643$ 213,447$ 216,536$ 218,717$ 213,754$ 103,762$ Ending Fund Balance After Reserves 6,061,195$ 1,269,173$ 1,630,585$ 1,685,546$ 1,726,078$ 1,799,164$ 1,861,477$ 2,010,700$ TRANSPORTATION DEVELOPMENT 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 291UNIVERSITY HILL GENERAL IMPROVEMENT DISTRICT 2021 FUND FINANCIAL20192020202120222023202420252026Actuals Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance1,049,184$ 1,036,362$ 880,168$ 712,633$ 728,646$ 734,063$ 734,063$ 728,493$ Sources of FundsProperty Tax32,282$ 36,427$ 37,520$ 38,646$ 39,805$ 40,999$ 40,999$ 42,229$ Ownership Tax1,622 1,494 1,524 1,554 1,585 1,617 1,617 1,649 Short-Term Parking Revenue52,344 59,523 85,000 85,850 86,709 87,576 87,576 88,451 Long-Term Parking Revenue48,476 24,890 37,709 38,086 38,467 38,852 38,852 39,240 Other Parking Products-Meterhoods/Tokens10,520 - - - - - - - Interest16,826 20,209 11,178 5,131 5,246 5,285 5,285 5,245 General Fund Transfer to UHGID350,000 325,000 250,000 300,000 300,000 300,000 300,000 300,000 Total Sources of Funds 512,069$ 467,543$ 422,931$ 469,267$ 471,812$ 474,328$ 474,328$ 476,815$ Uses of FundsPersonnel ExpensesAdministration91,546$ 53,790$ 52,519$ 54,095$ 55,718$ 57,389$ 57,389$ 59,111$ Access/Parking/Customer Service3,293 13,626 19,615 20,203 20,809 21,434 21,434 22,077Maintenance 144,838 95,807 95,636 98,505 101,460 104,504 104,504 107,639Sub-Total Personnel 239,677$ 163,223$ 167,770$ 172,803$ 177,987$ 183,326$ 183,326$ 188,826$ Operating ExpensesAccess/Parking/Customer Service92,829$ 96,000$ 76,636$ 78,935$ 81,303$ 83,742$ 83,742$ 86,254$ Asset Management (Maintenance)130,718 76,499 78,488 80,843 83,268 85,766 85,766 88,339 District Vitality Activities13,655 11,479 19,100 19,673 20,263 20,871 20,871 21,497 EcoPass Program- 33,805 40,740 41,807 42,874 43,941 43,941 44,814 Sub-Total Operating 237,202$ 217,783$ 214,964$ 221,258$ 227,708$ 234,320$ 234,320$ 240,905$ Capital Improvement PlanAnnual CIP Projects-$ 185,000$ 150,000$ -$ -$ -$ -$ -$ Capital Replacement Reserve- 9,000 9,000 9,000 9,000 9,000 9,000 9,000 Sub-Total Capital-$ 194,000$ 159,000$ 9,000$ 9,000$ 9,000$ 9,000$ 9,000$ TransfersCost Allocation 48,012$ 48,732$ 48,732$ 50,194$ 51,700$ 53,251$ 53,251$ 54,848$ Sub-Total Transfers48,012$ 48,732$ 48,732$ 50,194$ 51,700$ 53,251$ 53,251$ 54,848$ Total Uses of Funds 524,891$ 623,738$ 590,466$ 453,254$ 466,395$ 479,897$ 479,897$ 493,579$ Ending Fund Balance Before Reserves 1,036,362$ 880,168$ 712,633$ 728,646$ 734,063$ 728,493$ 728,493$ 711,729$ ReservesOperating279,290$ 104,164$ 98,608$ 75,693$ 77,888$ 80,143$ 80,143$ 82,428$ Sick/Vacation Accrual1,650 1,699 1,750 1,803 1,857 1,912 1,970 1,970 Total Reserves 280,940$ 105,863$ 100,358$ 77,496$ 79,745$ 82,055$ 82,113$ 84,398$ Ending Fund Balance After Reserves 755,423$ 774,305$ 612,275$ 651,149$ 654,318$ 646,439$ 646,381$ 627,331$ City of Boulder 2021 Approved BudgetPage 292WASTEWATER UTILITY 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance30,262,630$ 29,872,000$ 13,167,148$ 8,571,585$ 8,899,898$ 6,924,429$ 6,081,144$ 5,546,478$ Sources of FundsSewer Charges to General Customers21,662,822$ 21,899,171$ 22,764,188$ 23,543,861$ 24,350,238$ 25,184,234$ 26,046,794$ 26,938,897$ Projected Rate Increase - 1,094,959 1,138,209 1,177,193 1,217,512 1,259,212 1,302,340 808,167 COVID-19 Impact- (800,000) - - - - - - Surcharge/ Pretreatment Fees149,543 142,353 142,353 142,353 142,353 142,353 142,353 142,353 Plant Investment Fees2,242,328 1,270,000 1,000,000 700,000 700,000 700,000 700,000 700,000 Connection Charges8,270 10,000 10,000 10,000 10,000 10,000 10,000 10,000 Special Assessments10,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Interest on Investments593,096 228,288 553,034 360,006 373,795 290,825 255,407 232,951 Rent and other miscellaneous revenue30,766 30,000 30,000 30,000 30,000 30,000 30,000 30,000 Bond Proceeds- - - 49,675,000 22,523,000 - - - Total Sources of Funds 24,696,825$ 23,899,770 25,662,784$ 75,663,413$ 49,371,899$ 27,641,624$ 28,511,894$ 28,887,368$ Uses of FundsOperatingAdministration987,647$ 1,067,936$ 1,082,627$ 1,115,106$ 1,148,559$ 1,183,016$ 1,218,506$ 1,255,062$ Planning and Project Management426,213 435,402 415,794 428,268 441,116 454,349 467,980 482,019 Wastewater Quality & Environmental Svcs1,090,826 1,314,571 1,172,100 1,207,263 1,243,480 1,280,785 1,319,208 1,358,785 System Maintenance1,681,603 1,730,227 1,683,262 1,733,760 1,785,773 1,839,346 1,894,527 1,951,362 Wastewater Treatment4,786,483 5,123,304 5,121,267 5,274,905 5,433,152 5,596,147 5,764,031 5,936,952 Total Operating Uses of Funds 8,972,771$ 9,671,440$ 9,475,050$ 9,759,302$ 10,052,081$ 10,353,643$ 10,664,252$ 10,984,180$ Debt2012 Refunding of the WRRF 2005 Revenue Bond 3,321,372 3,142,250 3,124,750 3,127,250 3,128,500 3,128,500 3,128,500 - WRRF UV, Digester, Headworks Imp 2010 Rev Bond675,188 671,088 671,688 571,838 571,538 569,438 573,188 571,350 Sanitary Sewer Rehabilitation Bond 2015679,531 676,131 677,631 678,931 680,581 676,781 677,681 678,131 2015 Sewer Rev Bond71,913 - - - - - - - Foothills Baseline Sewer Bond 2018- 241,306 240,891 241,268 241,063 241,190 241,181 241,035 WRRF Nutrient Compliance and Sanitary Sewer Bond 2023- - - - 1,914,455 1,914,455 1,914,455 1,914,455 Anticipated Bond - Interceptor Replacement 2022- - - 4,222,375 4,222,375 4,222,375 4,222,375 4,222,375 Total Debt Service 4,748,004$ 4,730,775 4,714,960$ 8,841,662$ 10,758,512$ 10,752,739$ 10,757,380$ 7,627,346$ TransfersCost Allocation1,045,560$ 1,044,444 1,050,444 1,155,488 1,271,037 1,334,589 1,401,318 1,471,384 Planning & Development Services315,013 350,952 306,763 315,966 325,445 335,208 345,264 355,622 Transportation - Admin Support - 16,300 16,300 16,789 17,293 17,812 18,346 18,896 Total Transfers Out 1,360,573$ $1,411,696 1,373,507$ 1,488,243$ 1,613,775$ 1,687,609$ 1,764,928$ 1,845,902$ City of Boulder 2021 Approved BudgetPage 293WASTEWATER UTILITY 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedCONTINUEDCapital Improvement Program10,006,107$ 9,737,389$ 14,694,831$ 5,570,893$ 6,400,000$ 5,690,918$ 5,860,000 6,940,000 Projected Bond-Interceptor- - - 49,200,000 - - - - Sanitary Sewer Rehabilitation Bond 2015- - - - 22,300,000 - - - Bond Issuance Costs- - - 475,000 223,000 - - - Carryover, Encumbrances and Adjustments to Base- 15,053,322 - - - - - - Total Uses of Funds 25,087,455$ 40,604,622$ 30,258,348$ 75,335,100$ 51,347,367$ 28,484,909$ 29,046,560$ 27,397,428$ Ending Fund Balance Before Reserves 29,872,000$ $13,167,148 8,571,585$ 8,899,898$ 6,924,429$ 6,081,144$ 5,546,478$ 7,036,418$ ReservesBond Reserves670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ 670,139$ FEMA Deobligation Reserve36,445 36,445 36,445 36,445 36,445 36,445 36,445$ 36,445$ Sick/Vacation/Bonus Reserve304,750 62,004 63,864 65,780 67,753 69,786 71,880 74,036 PERA Legislative Contingency4,859 - - - - - - - Pay Period 27 Reserve226,024 226,024 226,024 226,024 226,024 226,024 27,774 28,607 Operating Reserve 2,583,336 2,770,784 2,712,139 2,811,886 2,916,464 3,010,313 3,107,295 3,207,521 Capital Reserve 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 Total Reserves 4,325,553$ 4,265,396$ 4,208,611$ 4,310,274$ 4,416,825$ 4,512,707$ 4,413,533$ 4,516,748$ Ending Fund Balance After Reserves 25,546,448$ 8,901,752$ 4,362,973$ 4,589,624$ 2,507,604$ 1,568,437$ 1,169,390$ 2,556,116$ Note: Operating reserve levels are based on industry standards and are maintained for revenue bonds, revenue fluctuations (weather and water usage impacts) and the capital intensive nature of the utility. City of Boulder 2021 Approved BudgetPage 294WATER UTILITY 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning of Year Fund Balance40,223,708$ 42,168,090$ 28,389,543$ 27,883,514$ $28,274,367 24,276,327$ 18,432,957$ 18,094,480$ Sources of FundsSale of Water to General Cust28,136,276$ 28,895,738$ 30,610,336$ 32,729,651$ 34,995,623$ 36,725,487$ 38,540,806$ 40,064,247$ Projected Rate Increase - 2,022,702 2,448,827 2,618,372 2,099,737 2,203,529 1,927,040 1,602,570 COVID Impact- (1,200,000)- - - - - - Bulk/Irrigation Water Sales399,444 143,050 143,051 143,050 143,050 143,050 143,050 143,050 Hydroelectric Revenue1,764,680 1,700,000 1,750,850 1,803,226 1,857,172 1,912,737 1,969,970 2,028,919 Miscellaneous Operating Revenues 70,000 30,000 30,000 30,000 30,000 30,000 30,000 25,000 Plant Investment Fees6,146,837 4,000,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 Connection Charges221,526 130,000 130,000 130,000 130,000 130,000 130,000 130,000 Interest on Investments887,373 574,133 567,791 557,670 565,487 485,527 368,659 361,890 Rent, assessments and other misc revenues119,102 20,500 20,500 20,500 20,500 20,500 20,500 20,500 Transfer from General Fund - Fire Training Center92,785 92,785 92,785 92,785 92,785 - - - Projected Bond Proceeds- - - 39,977,055 - - - - Total Sources of Funds 37,838,023$ 36,408,909$ 38,294,139$ 80,602,309$ 42,434,355$ 44,150,830$ 45,630,025$ 46,876,176$ Uses of FundsOperatingAdministration1,605,259$ 1,647,034$ 1,722,157$ 1,773,822$ 1,827,037$ 1,881,848$ 1,938,303$ 1,996,452$ Planning and Project Management436,903 602,122 724,215 745,941 768,319 791,369 815,110 839,563 Water Resources and Hydroelectric Operations3,130,072 3,043,741 3,287,694 3,386,325 3,487,915 3,592,552 3,700,329 3,811,339 Water Treatment4,838,438 5,055,167 4,998,204 5,148,150 5,302,595 5,461,673 5,625,523 5,794,289 Water Quality and Environmental Svcs1,103,050 1,439,542 1,078,250 1,110,598 1,143,916 1,178,233 1,213,580 1,249,987 System Maintenance3,492,831 3,437,263 3,424,724 3,527,466 3,633,290 3,742,288 3,854,557 3,970,194 Windy Gap Payment659,124 1,351,124 1,351,124 200,000 206,000 212,180 218,545 225,102 Total Operating Uses of Funds 15,265,676$ 16,575,993$ 16,586,368$ $15,892,302 16,369,071$ $16,860,143 17,365,947$ 17,886,926$ DebtRefunding of the 1999 and 2000 Revenue Bonds 1,454,441$ -$ -$ -$ -$ -$ -$ -$ Lakewood 2001 Rev Bond; Refunded in 20122,087,000 2,087,800 2,095,600 - - - - - Betasso WTP Improvements - 20152,255,681 2,260,681 2,259,981 2,258,681 2,256,781 2,259,281 2,256,081 2,257,281 Carter Lake Pipeline - 20182,402,570 2,406,044 2,401,909 2,405,771 2,403,726 2,405,999 2,404,908 2,403,465 Projected Bond - Barker/Albian Dam - 2022- - - 3,398,050 3,398,050 3,398,050 3,398,050 3,398,050 Total Debt Service 8,199,692$ 6,754,525$ 6,757,490$ 8,062,502 8,058,557$ 8,063,330 8,059,039$ 8,058,796$ TransfersCost Allocation1,692,757$ 1,717,381$ 1,735,381$ 1,822,150$ 1,913,258$ 2,008,920$ 2,109,366 2,214,835 Planning & Development Services317,672 353,691 305,717 314,889 324,335 334,065 344,087 354,410 Transportation - Admin Support 16,300 16,300 16,300 16,789 17,293 17,811 18,346 18,896 Total Transfers Out 2,026,729$ 2,087,372$ 2,057,398$ $2,153,828 2,254,885$ $2,360,797 2,471,799$ 2,588,141$ City of Boulder 2021 Approved BudgetPage 295WATER UTILITY 2021 FUND FINANCIAL20192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedCONTINUEDCapital9,920,153$ 12,346,837$ 13,398,913$ 14,125,769$ 19,749,883$ 22,709,930$ 18,071,716$ 10,951,323$ Projected Bond - Betasso WTP IMP480,125 - - - - - - - Projected Bond - Albion Dam; WTP Imp; Meter Vault- - - 39,577,055 - - - - Projected Bond - Issuance Costs1,266 - - 400,000 - - - - Encumbrances, Carryover and Adjustments to Base- 12,422,730 - - - - - - Total Uses of Funds 35,893,641$ 50,187,456$ 38,800,169$ 80,211,455$ 46,432,395$ 49,994,199$ 45,968,502$ 39,485,185$ Ending Fund Balance Before Reserves 42,168,090$ 28,389,543$ 27,883,514$ $28,274,367 $24,276,327 $18,432,957 18,094,480$ 25,485,471$ ReservesBond Reserve2,081,429$ 2,081,429$ 2,081,429$ -$ -$ -$ -$ -$ Lakewood Pipeline Remediation Reserve17,385,876 17,851,867 15,400,000 15,400,000 10,000,000 10,000,000 10,000,000 10,000,000 Carter Lake Pipeline Reserve1,530,697 1,530,697 1,530,697 - - - - - FEMA Deobligation Reserve87,951 87,951 87,951 87,951 87,951 87,951 87,951 87,951 Sick/Vacation/Bonus Reserve620,041 65,040 66,991 69,001 71,071 73,203 75,399 77,661 PERA Legislative Contingency6,933 - - - - - - - Pay Period 27 Reserve287,303 288,249 289,195 290,141 291,087 292,033 317,033 342,033 Operating Reserve 4,323,101 4,665,841 4,660,941 4,511,532 4,655,989 4,805,235 4,959,437 5,118,767 Capital Reserve 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 Total Reserves 28,323,330$ 28,323,330$ 26,117,205$ 22,358,625$ 17,106,098$ 17,258,422$ 17,439,820$ 17,626,412$ Ending Fund Balance After Reserves 13,844,760$ 66,212$ 1,766,309$ $5,915,742 7,170,229$ $1,174,535 654,660$ 7,859,059$ Note: Operating reserve levels are based on industry standards and are maintained for revenue bonds, revenue fluctuations (weather and water usage impacts) and the capital intensive nature of the utility. City of Boulder 2021 Approved BudgetPage 29620192020202120222023202420252026Actual Revised Approved Projected Projected Projected Projected ProjectedBeginning Fund Balance1,857,686$ 2,710,003$ 2,991,093$ 3,398,347$ 3,700,406$ 4,010,609$ 4,176,159$ 4,517,124$ 18.00 Sources of Funds0.144309572 0.030.030.030.030.030.030.03Charges to Departments 2,474,384$ 2,393,322$ 2,538,150$ 2,614,295$ 2,767,724$ 2,850,755$ 2,936,278$ 3,024,366$ Interest Earnings50,826 29,823 30,201 30,419 30,638 30,858 31,081 31,304 Insurance Proceeds1,251 10,038 10,138 10,240 10,342 10,445 10,550 10,655 Total Sources of Funds 2,526,460$ 2,433,182$ 2,578,490$ 2,654,953$ 2,808,703$ 2,892,059$ 2,977,909$ 3,066,326$ Uses of FundsInsurance Premiums & Consultations177,484$ 202,479$ 160,578$ 167,001$ 173,681$ 180,628$ 187,854$ 195,368$ 3rd Party Claims Administration1,213,733 1,616,447 1,653,324 1,814,727 1,944,815 2,155,227 2,047,466 1,945,092 Program Administration 233,593 258,093 286,011 294,591 303,429 312,532 321,908 331,565 Cost Allocation49,333 50,073 50,073 51,575 51,575 53,122 54,716 56,358 Risk Prevention Programs- 25,000 21,250 25,000 25,000 25,000 25,000 25,000 Total Uses of Funds 1,674,143$ 2,152,092$ 2,171,236$ 2,352,895$ 2,498,500$ 2,726,510$ 2,636,943$ 2,553,383$ 1,470,410.00 16 Ending Fund Balance Before Reserves 2,710,003$ 2,991,093$ 3,398,347$ 3,700,406$ 4,010,609$ $ 4,176,159 4,517,124$ 5,030,068$ Reserves0.059693734 0.212346998 0.020.020.020.020.020.02Year-end Estimated Liabilities2,444,102$ 2,796,185$ 3,006,257$ 3,240,521$ 3,490,246$ 3,315,734$ 3,149,947$ 2,992,450$ Pay Period 27 Reserve10,980 10,980 10,980 10,980 10,980 10,980 - - Total Reserves 2,455,082$ 2,807,165$ 3,017,237$ 3,251,501$ 3,501,226$ 3,326,714$ 3,149,947$ 2,992,450$ Ending Fund Balance After Reserves 254,921$ 183,928$ 381,110$ 448,905$ 509,383$ 849,445$ 1,367,177$ 2,037,618$ WORKERS' COMPENSATION INSURANCE 2021 FUND FINANCIAL City of Boulder 2021 Approved BudgetPage 297 Appendix Budget Terms ......................................................................................................................................298 Fund Definitions ..................................................................................................................................301 • Governmental Funds ..............................................................................................................................................301 • Proprietary Funds ....................................................................................................................................................302 • Fiduciary Funds ........................................................................................................................................................303 Codified Fees, Rates, & Charges .................................................................................................304 • Climate Initiatives ....................................................................................................................................................305 • Community Vitality ................................................................................................................................................306 • Finance - Tax & License .......................................................................................................................................307 • Fire-Rescue .................................................................................................................................................................309 • Planning & Development Services ...............................................................................................................311 • Utilities ..............................................................................................................................................................................313 Budget Policies ....................................................................................................................................315 • Financial & Management Policies ...............................................................................................................315 • Reserve Targets ........................................................................................................................................................322 Debt Service ........................................................................................................................................324 Budget Appropriation Ordinance ................................................................................................329 City of Boulder 2021 Approved BudgetPage 298 Budget Terms ACCRUAL BASIS - The basis of accounting under which revenues and expenses are recognized when they occur, rather than when collected or paid. AD VALOREM TAX - Tax based on the Assessed Valuation of property. ADJUSTMENT TO BASE (ATB) – This is an appropriation above the annual budget appropriation to account for changing programs and priorities, also known as a supplemental budget. The city has two ATB processes, one in the spring and one in the fall. APPROPRIATION - Legal authorization granted by City Council to make expenditures and incur obligations up to a specific dollar amount. APPROPRIATION ORDINANCE - An ordinance by means of which appropriations are given legal effect. It is the method by which the expenditure side of the annual budget is enacted into law by the City Council. ASSESSED VALUATION - Basis for determining property taxes. The County Assessor determines the assessed valuation of residential real property. For 2020, property was appraised at the 2019 actual value. As provided by state law, the residential rate was 7.15% of its actual 2019 value, and other property was assessed at 29%. BOND - Written promise to pay a specified sum of money, called the face value or principal, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. BUDGET - Financial plan outlining an estimate of adopted expenditures for a given period and the adopted revenue estimates of financing them. Upon approval by City Council, the budget appropriation ordinance is the legal basis for expenditures in the budget year. CAPITAL ASSETS - Assets of significant value and having a useful life of several years. Capital assets are also referred to as fixed assets. CAPITAL IMPROVEMENT PROGRAM (CIP) - An annual, updated plan of capital expenditures for public facilities and infrastructure (buildings, streets, etc.) with estimated costs, sources of funding, and timing of work over a six-year period. CAPITAL PROJECT - Projects involving the purchase or construction of capital assets. Often a capital project encompasses the purchase of land and the construction of a building or facility, or major street construction or reconstruction. Design, engineering, or architectural fees are often a part of a capital project. CAPITAL PURCHASES - Those items which a department purchases that have a value of over $5,000 and a life of longer than one year. DEBT SERVICE - Payment of principal and interest related to long-term debt. DEPARTMENT - An organizational unit of the city which provides one or more services. DEPRECIATION - Expiration in the service life of fixed assets, attributable to wear and tear, deterioration, action of the physical elements, inadequacy, and obsolescence. DESIGNATED FUND BALANCE - A portion of the fund balance that has been set aside for a specific purpose by the City Council. DIVISION - A group of related tasks to provide a specific benefit to either the general public or the city organization. A division is a sub-organizational unit of the department. ENCUMBRANCE - Appropriations committed by contract for goods or services, which have not yet been paid. EXCISE TAX - Indirect tax on the manufacture, sale, or use of certain goods and/or products. City of Boulder 2021 Approved BudgetPage 299 Budget Terms FISCAL YEAR - A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The City of Boulder’s fiscal year is January 1 through December 31. FULL TIME EQUIVALENT (FTE) - Unit used to measure the number of employees based on a 40-hour work week. FUND BALANCE - The balance remaining in a fund after costs have been subtracted from revenues. GENERAL IMPROVEMENT DISTRICT (GID) – Local taxing entities created for the purpose of constructing, operating or maintaining specific public improvements or certain services within the district. The city has five general improvement districts. GENERAL OBLIGATION BONDS - Bonds which the full faith and credit of the issuing government are pledged for repayment. GRANTS - Contributions or gifts of cash or other assets from another organization to be used or expended for a specified purpose or activity. HOME RULE - Statutory and constitutional provisions, which allow municipalities to exercise powers of local self-government such as the administration and collection of local taxes. The City of Boulder is a home rule municipality. INFRASTRUCTURE - Facilities on which the continuance and growth of a community depend, such as streets, water lines, etc. INTERDEPARTMENTAL CHARGES - Charges for services provided by the Internal Service Funds. An example of these charges is vehicle charges. These charges are reflected as expenditures in the department budgets and as revenues in the Internal Service Funds. INTERNAL TRANSFERS - Legally authorized intra-city transfers from a fund receiving revenue to another fund where it is to be expended. Revenue and expenditures are accounted for in both funds. LEASE-PURCHASE AGREEMENTS - Contractual agreements which are termed “leases,” but which in substance amount to purchase contracts, for equipment and machinery. LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance. MATURITY - The date on which the principal or stated value of investments or debt obligations are due and may be reclaimed. MILL LEVY - Rate applied to Assessed Valuation of property to determine property taxes. A mill is 1/10th of a penny, or $1.00 of tax for each $1,000 of assessed valuation. The city’s maximum mill levy, excluding debt service, is thirteen mills per City Charter. The current mill levy is 11.981 mills. MODIFIED ACCRUAL BASIS - Revenues are recorded as the amount becomes measurable and available. Expenditures are recorded when the liability is incurred. OCCUPATION TAX - Tax imposed for the privilege of carrying on a business, trade, or profession. OPERATING BUDGET - Represents the amount of money necessary to provide for the day-to-day functions of city government. It does not include internal transfers between funds, nor does it include expenditures for debt service and capital projects. PERSONNEL SERVICES - This category includes salary and benefits for standard and temporary employees. It also includes budgeted overtime. City of Boulder 2021 Approved BudgetPage 300 PLANT INVESTMENT FEES - Charges to development for connecting to the city’s water or sewer system to compensate for the incremental use of capacity consumed in order to serve the development. PROGRAM - A specific activity within a department. A grouping of programs typically defines a division within a department. PROJECTED - Estimation of revenues or expenditures based on past trends, current economic conditions and future financial forecasts. RESERVES - Funds which are planned to not be spent in the current budget year, and whose level is established by a specific policy decision. Please refer to specific reserve policies in this document. REVISED BUDGET - Most recent estimate of revenues and expenditures including additional appropriations made throughout the year and encumbrances carried over. SALES TAX - Tax collected or required to be collected and remitted by a retailer on taxable sales. SPECIAL ASSESSMENT - A levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. TABOR - Colorado’s Taxpayer Bill of Rights was approved by voters in 1992 and placed significant technical restrictions on the amount of revenue the State of Colorado can retain and spend. TRANSPORTATION DEMAND MANAGEMENT (TDM) PROGRAM - Helps to make Boulder’s transportation system more efficient by influencing how, when, and how often people travel, the routes they take, and the cost of the trip. The goal of GO Boulder’s TDM program, as outlined in city’s Transportation Master Plan (TMP), is to maintain zero growth in vehicle miles traveled and, by 2025, to reduce single-occupant vehicle travel to 25% of all trips. UNALLOCATED FUND BALANCES - Unspent funds whose levels at any point in time are the difference between expected revenues plus any unspent funds from prior years and budgeted expenditures. The primary conceptual difference between unallocated fund balances and reserves is that reserves are earmarked by conscious policy decisions, and unallocated fund balances are funds which remain above the reserve. USE TAX - Tax paid or required to be paid by a consumer for the use, storage, distribution or otherwise consuming tangible personal property or taxable services in the city. The use tax is a complement to the sales tax, and its purposes are to equalize competition between in-city and out-of-city vendors and lessors of tangible personal property and services and to eliminate incentives for city residents to leave the city to purchase or lease tangible personal property and taxable services. USER FEES - The payment of a fee for direct receipt of a public service by the party benefiting from the service. Budget Terms City of Boulder 2021 Approved BudgetPage 301 GOVERNMENTAL FUNDS GENERAL FUND - Accounts for the revenues and expenditures necessary to carry out basic governmental activities of the city such as public safety, human services, legal services, administrative services, and others which are not required to be accounted for in another fund. SPECIAL REVENUE FUNDS - Accounts for the proceeds of specific revenue sources (other than special assessments, pension trusts, proprietary fund operations, and revenues received for major capital projects) that are legally restricted for specific purposes. The City of Boulder has the following special revenue funds: .25 Cent Sales Tax Fund accounts for earmarked sales tax authorized by the voters in 1995 for parks and recreation operating and capital needs. Affordable Housing Fund accounts for cash in lieu of financial contributions from developers and General Fund contributions which are to be used to construct, purchase and maintain permanently affordable housing units in Boulder. This fund is also used to cover administrative costs to run the program. Airport Fund accounts for the operations of the city-owned municipal airport. Financing is provided by grants, rents and leases. Boulder Junction Access (GID) - Travel Demand Management Fund accounts for dedicated property tax and payments in lieu of taxes (PILOT) authorized by the voters to fund transit bus passes, bike and car share programs, and infrastructure for the properties within the Boulder Junction access district. Boulder Municipal Property Authority (BMPA) Fund accounts for base rentals from the General Fund and Open Space Fund for the purpose of acquiring real and personal property and leasing, selling, or otherwise conveying the same to the city. Capital Development Fund accounts for development fee proceeds to be utilized for the acquisition, construction, and improvement of facilities necessary to maintain the current level of public amenities such as police, fire, library, human services, municipal offices, streets, and parks and recreation. Climate Action Plan (CAP) Fund accounts for tax levied on city residents and businesses and is based on the amount of electricity they consume and funds programs related to increasing energy efficiency, increasing renewable energy use, reducing emissions from motor vehicles, and taking other steps toward the goal of meeting the Kyoto Protocol. Community Development Block Grant Fund accounts for the funds granted by the Community Development Block Grant program administered by the U.S. Department of Housing and Urban Development to fund activities that benefit low- and moderate-income persons. Community Housing Assistance Program (CHAP) Fund accounts for property tax, a housing excise tax, and fees to be used to increase the supply of affordable housing in Boulder. HOME Investment Partnership Grant Fund accounts for funds granted by the HOME program administered by the U.S. Department of Housing and Urban Development to fund a wide range of activities including building, buying, and/or rehabilitating affordable housing for rent or homeownership or providing direct rental assistance to low-income people. Library Fund accounts for dedicated property tax, gifts, and donations to fund the operations of the city-owned library and branches. Lottery Fund accounts for State Conservation Trust Fund proceeds to be utilized for the acquisition, development, and maintenance of new conservation sites or for capital improvements or maintenance for recreational purposes on any public site. Fund Definitions City of Boulder 2021 Approved BudgetPage 302 Fund Definitions Open Space Fund accounts for dedicated sales tax for the acquisition and maintenance of open space land. Planning & Development Services Fund accounts for fees for services related to development and building services functions. Recreation Activity Fund accounts for fees for services related to the provision of recreation, reservoir and golf course services/programs. Sugar-Sweetened Beverage Distribution Tax Fund accounts for two cents per ounce excise tax on the distribution of beverages with added sugar and other sweeteners to fund programs related to health promotion, general wellness programs, and chronic disease prevention that improve health equity, and other health programs especially for residents with low-income and those most affected by chronic disease linked to sugary drink consumption. Transit Pass GID Fund accounts for earmarked property tax authorized by the voters in 2000 to fund bus transit passes for participating neighborhoods. Transportation Development Fund accounts for development fees to be utilized for the construction of transportation capital improvements related to new development and growth. Transportation Fund accounts for dedicated sales tax and supplemented by city’s share of the county road and bridge tax, state highway users’ tax, and state auto registration fees for the construction, operation, and maintenance of all major thoroughfares, local streets, bikeways, and walkways. CAPITAL PROJECT FUNDS - Accounts for financial resources to be used for acquisition, construction, and improvement of general fixed assets (other than those financed by Proprietary Funds). The City of Boulder has the following Capital Project Funds: Boulder Junction Improvement Fund accounts for a portion of the use taxes collected from development in the area for the development of a new “Boulder Junction” 160-acre site located around 30th and Pearl Streets. Community, Culture, & Safety Fund accounts for dedicated sales tax for the construction and improvement of capital assets outlined within the ballot language including improving community spaces, bolstering cultural projects and organizations, and enhancing safety. Governmental Capital Fund accounts for a transfer from the General Fund to provide funding for general capital projects throughout the city. Permanent Park & Recreation Fund accounts for dedicated property tax for the acquisition of park land or permanent improvements of park and recreation facilities. PROPRIETARY FUNDS ENTERPRISE FUNDS - Established to finance and account for the acquisition, operation, and maintenance of governmental facilities and services which are entirely or predominantly self-supporting by user charges. All activities necessary to provide such services are accounted for in these funds, including, but not limited to, administration, operations, maintenance, financing and related debt service, and billing collections. The City of Boulder has the following Enterprise Funds: Boulder Junction Access (GID) - Parking Fund accounts for dedicated property tax and fees to fund programs to meet the parking facilities and service goals. Downtown Commercial District Fund (formerly CAGID) accounts for dedicated property tax and fees for the maintenance and operations of parking facilities and services to the district. City of Boulder 2021 Approved BudgetPage 303 Fund Definitions Stormwater/Flood Management Utility Fund accounts for user fees and plant investment fees to support the acquisition, operation, and maintenance of stormwater and flood management facilities. University Hill Commercial District Fund (formerly UHGID) accounts for dedicated property tax and fees for the maintenance and operations of parking facilities and services to the district. Wastewater Utility Fund accounts for user fees and plant investment fees to support the acquisition, operation, and maintenance of wastewater facilities. Water Utility Fund accounts for user fees and plant investment fees to support the acquisition, operation, and maintenance of water facilities. INTERNAL SERVICE FUNDS - Established to finance and account for services and/or commodities required by other funds. The City of Boulder has the following Internal Service Funds: Compensated Absences Fund accounts for a transfer from the General Fund for allowable payments (typically outstanding vacation accrual) to employees existing the organization. Computer Replacement Fund accounts for internal department transfers for the costs of acquiring and maintaining computer equipment used by other city departments. Dental Self-Insurance Fund accounts for employee and city premium contributions and claims payments; and facilitates the monitoring of the city’s self-insured employee dental plan. Equipment Replacement Fund accounts for internal department transfers for the costs of acquiring equipment used by other city departments. Facility Renovation & Replacement Fund accounts for internal department transfers for the costs of maintaining and replacing facilities within the City of Boulder. Fleet Operations & Replacement Fund accounts for internal department transfers for the costs of acquiring automotive equipment used by other city departments, as well as the associated operating and maintenance costs. Property & Casualty Insurance Fund accounts for internal department transfers and facilitates the monitoring of the city’s self- insured property & casualty insurance plan. Telecommunications Fund accounts for internal department transfers for the costs of operating, acquiring, and maintaining telecommunications equipment used by all city departments. Workers’ Compensation Insurance Fund accounts for internal department transfers and facilitates the monitoring of the city’s self-insured workers compensation plan. FIDUCIARY FUNDS PENSION TRUST FUNDS - Accounts for the accumulation of resources to be used for retirement annuity payments at appropriate amounts and times in the future. Resources are contributed by employees and the City of Boulder at amounts determined by biennial actuarial studies and by state law. Fire Pension Fund accounts for retirement annuity payments for the City of Boulder’s firefighters. Police Pension Fund accounts for retirement annuity payments for the City of Boulder’s police officers. City of Boulder 2021 Approved BudgetPage 304 Codified Fees, Rates, & Charges The City of Boulder delivers numerous services to residents and businesses throughout the year. For certain services, good financial management requires the city to recover its costs, in part or in full. In general, these services are of special or unique benefit to the resident or business receiving the service, for example: building safety inspections, development review, vehicle parking, and wastewater treatment. No different from households or private enterprise, city departments face cost increases related to wages and benefits, fuel, utilities, office equipment, and building renovation and repair. Cost recovery practices for the city thus include a periodic review of the fees charged to determine whether city expenditures on selected services are appropriately offset by the fee revenue collected. This review often takes place as part of the development of the budget and the city includes adjustments to fees in the budget document. Without inflation adjustments, the city would need to incrementally shift resources away from current programs to pay for services for residents or businesses receiving a special benefit. This section provides a summary of fees, rates, or user charges codified in the Boulder Revised Code (BRC) section 4-20 for six departments/divisions: Climate Initiatives Community Vitality Finance - Tax & License Fire-Rescue Planning & Development Services Utilities The information in this section includes what the city charges in 2020, approved 2021 fees, and the % change in the fees, which are effective January 1, 2021 unless otherwise noted. For many fees in this section, the change mirrors the rate of inflation in the general level of prices in the economy, the change in construction cost indices widely used in various industries, or the result of a calculation of costs incurred by the city when the actual costs are known. City of Boulder 2021 Approved BudgetPage 305 CLIMATE INITIATIVES Boulder’s marijuana industry accounts for 2% of the community’s total energy use and results in more than 14,000 metric tons of greenhouse gas (GHG) emissions annually. In an effort to mitigate the environmental impact that this new industry would have on the community’s ability to achieve its GHG goals, Boulder Municipal Code sections 6-14- 8(i) and 6-16-8(i) were adopted with requirement that cultivation facilities directly offset 100% of their electricity consumption either through on-site solar, subscriptions to solar gardens or an equivalent that is subject to approval by the city. Where they cannot meet this requirement with on-site solar or participation in a solar garden, license holders pay a per kWh fee to the city for energy impact offset. The city intends to use the fees to catalyze projects that reduce and/or offset the marijuana industry’s greenhouse gas emissions. Beginning in 2020, an applicant for a building or demolition permit which requires a deposit under section 3601.2.3 of the City of Boulder Building code or section R328.2.3 of the City of Boulder Residential Code shall pay an administrative fee of $100. CLIMATE INITIATIVES FEES, RATES, & CHARGES 2020 Approved 2021 Recommended Units Percent Change B.R.C. Section Energy Impact Offset Fee Annual fee of $0.0204 per kWh per license 10,000.00$ 10,000.00$ per year 0.0%4-20-67 Construction and Demolition Deposit Fee Administrative fee for building or demolition permit 100.00$ 100.00$ per year 0.0% FEE PAID BY TYPICAL APPLICANTS 2020 Approved 2021 Recommended Percent Change Climate Initiatives Energy Impact Offset Fee 400,000$ 400,000$ 0.0% Construction and Demolition Deposit Fee 11,000 11,000 0.0% Total 400,000$ 400,000$ 0.0% DEPARTMENT REVENUE IMPACT Codified Fees, Rates, & Charges City of Boulder 2021 Approved BudgetPage 306 Codified Fees, Rates, & Charges COMMUNITY VITALITY FEES, RATES, & CHARGES COMMUNITY VITALITY Community Vitality sets a schedule of user fees to recover a share of the cost of providing mall permits and facilities on the Pearl Street Mall. The fees are based on what the public would pay for similar services from private enterprise. The department reviews all fees annually and uses the current Consumer Price Index (CPI) projections to increase fees for the Pearl Street Mall permit and fee program. In addition to the mall fees in section 4-20, Community Vitality sets fees for long-term parking permits in the Downtown garages and for Downtown and University Hill lots. Staff annually assesses the Downtown Commercial District (CAGID) and University Hill Commercial District (UHGID) long-term parking rates with private sector rates and makes adjustments in alignment with demand and the market. These rate changes also help CAGID and UHGID keep pace with rising expenses. For 2021, Downtown garage permits will remain the same rate as 2020. This reflects the impacts from COVID-19 and the assumption that CPI will remain flat from 2020 to 2021. A comprehensive parking pricing strategy will be developed in 2020-2021 to guide the pricing decisions for 2022. University Hill permit costs will not change for 2021. FEE PAID BY TYPICAL BUSINESS / INDIVIDUAL 2020 Approved 2021 Recommended Units Percent Change B.R.C. Section Long-Term Parking Permit Fees Downtown Garages 465.00$ 465.00$ per quarter 0.0% Downtown Surface Lots 270.00 270.00 per quarter 0.0% Mall Permits/Fees Mobile Vending Carts 2,370.00$ 2,370.00$ per year 0.0% 4-20-11 Ambulatory Vendor Permit (May-Sep)120.00 120.00 per month 0.0% 4-20-11 Ambulatory Vendor Permit (Oct-Apr)60.00 60.00 per month 0.0% 4-20-11 Electricity Event Fee 21.00 21.00 per day 0.0% 4-20-11 Entertainment Vending Permit 17.00 17.00 per month 0.0% 4-20-11 Personal Services Vending Permit (May-Sep)120.00 120.00 per month 0.0% 4-20-11 Personal Services Vending Permit (Oct-Apr)60.00 60.00 per month 0.0% 4-20-11 2020 Approved 2021 Recommended Percent Change Community Vitality Mobile Vending Carts 29,966$ 29,966$ 0.0% Ambulatory/Personal Service Permit 4,219 4,219 0.0% Electricity Event Fee 525 525 0.0% Entertainment Vending Permit 106 106 0.0% Personal Services Vending Permit 1,539 1,539 0.0% Downtown garage long term parking permit 3,781,114 3,781,114 0.0% Downtown lot long term parking permit 257,807 257,807 0.0% Total 4,082,922$ 4,082,922$ 0.00% DEPARTMENT REVENUE IMPACT City of Boulder 2021 Approved BudgetPage 307 Codified Fees, Rates, & Charges FINANCE - TAX & LICENSE DIVISION The Finance Department charges a fee for the following seven city licenses: Auction Licenses; Circus, Carnival and Menagerie Licenses; Hemp Licenses; Itinerant Merchant Licenses; Secondhand Dealer and Pawnbroker Licenses; Mobile Food Vehicle Sales Licenses, and Tobacco Licenses. In 2020, all license fees, except the newest license types of Hemp and Tobacco, are set to increase by the amount of the CPI, rounded up to the nearest whole dollar. For Hemp licenses and Tobacco licenses, it is recommended to keep the license fees the same for the first year of processing to add predictability for license applicants and city staff. City Licensing has taken on the state’s portion of review for local only special event liquor permit processing. For three city licenses, City Licensing has added a necessary fee and now completes the background check work which was previously completed by the Police Department. As a result, for three of these licenses (Auction, Itinerant Merchant, and Secondhand Dealer/Pawnbroker), the city charges an additional $7 fee for each employee of the applicant business subject to an on-line background check through the Colorado Bureau of Investigation (CBI), to review for assessment of criminal operation concerns. In addition, City Licensing coordinates Medical and Recreational Marijuana Business licensing, in collaboration with Police, Fire, Planning Code Enforcement, and the City Attorney’s Office, collecting and reviewing citywide expenditures, to allow for determination of reasoned and concrete rationale before suggesting any changes to those license fees. Liquor Licensing fees are set and capped by the State Liquor Code and State Rules. LICENSE APPLICATION TRENDS: Special Event Liquor Permits and Temporary Modifications totaled 187 in 2019 with the majority being special event liquor permits for non-profit fundraising. In 2020 due to COVID, most non-profit fundraising events were canceled so only 28 special event liquor permits were processed, although 76 temporary modifications to expand outdoor dining areas for permanent liquor licenses were processed in 2020. Our 2020 total as of August 2020 for temporary alcohol service applications was 104. Mobile Food Vehicle (MFV) licenses decreased in 2020 likely due to COVID, from 75 in 2019, to 50 as of August, 2020. In 2019, City Licensing completed a City Manager Rule so that MFV licenses are valid until March 1 of any given year (to better accommodate licensees for Health Department and Fire Department inspections) and also to set the license fee as to how pro-ration will be calculated. Sales and Use Tax city business license applications declined slightly in 2020, this is due to the cancellation of several of the city’s large special events due to the COVID-19 pandemic. This is also a result of the efforts in 2019 to register unlicensed businesses, which inflated 2019 license applications. As of August 2020, there are 87 Marijuana Business Licenses issued. In 2019, there were 89 Marijuana Business Licenses in place. This slight decrease in license numbers is due to surrender of some large recreational grows and some additions of dispensary locations. There are currently fewer pending transfer applications and new license applications in 2020, than in 2019. A large source of unexpected work in 2020 included processing 24 curbside applications for provision of marijuana outside of dispensaries for online and phone orders. In May 2020, staff support began for the new city board, the Cannabis Licensing and Advisory. For Permanent Liquor Licenses for bars and restaurants, license numbers were in 2019 257 (with 15 license surrenders received thus far in 2020 without licenses replacing at the same location), and as of August 2020 a total of 242.There may be more license surrenders in 2020, but temporary modifications to add outdoor occupancy has been stated to really have helped liquor licensees remain viable. Staff support of the Beverage Licensing Authority as the local liquor licensing authority continues. Auctions, Carnivals, Itinerant Merchants for Door to Door sales, and Second Hand Dealer license applications all declined precipitously in 2020 due to the required closures to customers of these types of businesses under public health orders. However, Tobacco Retailer and Hemp Cultivator and Extraction license applications will be new license types added in 2020, and a new source of work in future years. City of Boulder 2021 Approved BudgetPage 308 Codified Fees, Rates, & Charges FINANCE - TAX & LICENSE DIVISION FEES, RATES & CHARGES 2020 Approved 2021 Recommended Units Percent Change B.R.C. Section FEE PAID BY TYPICAL APPLICANTS 2020 Approved 2021 Recommended Percent Change Finance - Tax and License Auctioneer License Fees 210$ 214$ 1.9% Circus, Carnival, & Menagerie License Fees 940 960 2.1% Hemp License Fees 10,000 30,000 200.0% Itinerant Merchant License Fees 832 424 -49.0% Second Hand Dealer/ Pawnbroker License Fees 3,340 850 -74.6% Mobile Food Vehicle License/Renewal Fees 21,484 13,400 -37.6% Tobacco License Fee 20,720 15,680 -24.3% Total 57,526$ 61,528$ -60.1% DEPARTMENT REVENUE IMPACT City of Boulder 2021 Approved BudgetPage 309 Codified Fees, Rates, & Charges FIRE-RESCUE Fire inspections are conducted on all commercial buildings within the City of Boulder. Depending on building use, the inspection may occur every year or every other year. An example would be an office type building which is considered low risk and would be inspected every other year. A business which uses or produces hazardous materials is considered a higher risk and is inspected annually by Boulder Fire-Rescue (BFR). The initial inspection is conducted by on-duty fire crews. All inspections are to ensure compliance with the city’s adopted fire code, the 2018 International Fire Code (IFC). If the business is in violation of a section(s) of the IFC the business owner is notified with a “violation” notice sent to them via mail. Most often, a 30-day time allowance is given to correct the violation. After the 30 days, a re-inspection occurs to verify the violation(s) have been corrected. This re-inspection (considered the first re-inspection) is done by a Fire Code Inspector within the Community Risk Reduction Division of BFR. If the violation(s) are not corrected at that time, additional time may be granted. That time typically ranges from 15 to 30 days. A second re-inspection would occur by the Fire Code Inspector to once again verify they have corrected and complied with the violations noted from the original inspection. At this time, the business has had between 45 and 60 days to correct the originally noted violation(s). The second re-inspection would be the third trip that Boulder Fire-Rescue has been on site to inspect and re- inspect to ensure the business is compliant with fire code. It is not until the second re-inspection (or third trip to the business) that BFR are able to assess a fee for the inspections. The fee is a means to encourage compliance without issuing a court summons. City of Boulder 2021 Approved BudgetPage 310 Codified Fees, Rates, & Charges FIRE-RESCUE FEES, RATES, & CHARGES 2020 Approved 2021 Recommended Units Percent Change B.R.C. Section Commercial/Business Inspections Commercial/Business 2nd Re-inspection 100.00$ 100.00$ per inspection 0.0%4-20-52 Commercial/Business 3rd plus Re-inspection 250.00 250.00 per inspection 0.0%4-20-52 Fire Protection System Inspections Fire Inspection Failure to Show 250.00$ 250.00$ per inspection 0.0%4-20-52 Above Ground Hydrostatic Sprinkler Test1 -First Re-inspection 94.00 94.00 per inspection 0.0%4-20-52 -Second Re-inspection 94.00 94.00 per inspection 0.0%4-20-52 -Each Subsequent Re-inspection 94.00 94.00 per inspection 0.0%4-20-52 Sprinkler System Final Pump Test1 -First Re-inspection 94.00 94.00 per inspection 0.0%4-20-52 -Second Re-inspection 94.00 94.00 per inspection 0.0%4-20-52 -Each Subsequent Re-inspection 94.00 94.00 per inspection 0.0%4-20-52 Fire Protection and Alarm System Installation1 -First Re-inspection 94.00 94.00 per inspection 0.0%4-20-52 -Each Subsequent Re-inspection 94.00 94.00 per inspection 0.0%4-20-52- False Fire Alarm Fees Third False Alarm 150.00$ 150.00 per alarm 0.0%4-20-52 Fourth False Alarm 300.00 300.00 per alarm 0.0%4-20-52 Fifth False Alarm 600.00 600.00 per alarm 0.0%4-20-52 Sixth and Subsequent False Alarm 1,200.00 1,200.00 per alarm 0.0%4-20-52 FEE PAID BY TYPICAL APPLICANTS 2020 Approved 2021 Recommended Percent Change Commercial/Business Inspections 3,250$ 1,250$ -61.5% Fire Protection System Inspections 4,350 1,750 -59.8% False Alarm Fees 5,600 6,000 7.1% Total 15,025$ 9,000$ -40.1% DEPARTMENT REVENUE IMPACT City of Boulder 2021 Approved BudgetPage 311 Codified Fees, Rates, & Charges PLANNING & DEVELOPMENT SERVICES Impact Fees and the Transportation Excise Tax: In November 2016, City Council approved increases to development excise taxes (DETs) and impact fees, which help pay for new growth. Excise taxes and impact fees are one-time charges to fund capital improvements necessitated by new development, helping the city build new facilities, purchase equipment such as fire trucks, develop multi-modal transportation facilities, and support affordable housing. The updated tax and fee changes went into effect on July 1, 2017. The maximum amount the city can charge as an excise tax is limited by the amounts approved by voters. In 2021, the city adjusted each impact fee and the residential Transportation Excise Tax by an inflationary factor (Engineering News Record cost index for all impact fees and the Consumer Price Index (CPI) for the excise tax). The first table demonstrates the impact the changes would have on three types of development scenarios. Affordable Housing Commercial Linkage Fee: On May 1, 2018 the City Council adopted changes to the affordable housing commercial linkage fee, also known as the affordable housing capital facility impact fee. There were three key changes: • Fees will be increasing over 3 years (2019 – 2021) for non-residential development. • Qualified non-profits are eligible for reduced rates beginning in 2019. • Developments that propose affordable commercial space are eligible for reduced rates beginning in 2019. Starting on Jan 1, 2019, impact fees for affordable housing increased and the rate changes were phased in over three years (see table below). 2019 Approved 2020 Approved 2021 Proposed Nonresidential Uses Retail / Restaurant 12.18$ 16.16$ 20.00$ Office 18.27 24.14 30.00 Hospital 12.18 16.08 20.00 Institutional 6.90 8.05 10.00 Warehousing 6.90 8.05 10.00 Light Industrial 10.66 14.08 17.50 IMPACT FEE RATES PER SQUARE FOOT OF NONRESIDENTIAL FLOOR AREA City of Boulder 2021 Approved BudgetPage 312 Codified Fees, Rates, & Charges PLANNING & DEVELOPMENT SERVICES FEES, RATES, & CHARGES 2020 Approved 2021 Recommended Units Percent Change B.R.C. Section Single Family Residential (3,000 sq. ft) Capital Facility Impact Fees 10,171.00$ 10,302.00$ per application 1.3%4-20-62 Transportation Excise Taxes 3,833.64 3,910.31 per application 2.0%3-8-3 Multifamily Residential (10 units) Capital Facility Impact Fees 66,890.00$ 67,755.00$ per application 1.3%4-20-62 Transportation Excise Taxes 27,813.70 28,370.00 per application 2.0%3-8-3 Non-residential (7,500 sq. ft. retail) Capital Facility Impact Fees1 17,700.00$ 17,925.00$ per application 1.3%4-20-62 Affordable Housing Linkage Fee 120,675.00 150,000.00 per application 24.3%4-20-62 Transportation Excise Taxes2 18,600.00 18,600.00 per application 0.0%3-8-3 Leases for Point-to-Point Telecommunications Conduit Crossings 17.67$ 18.44$ per lineal foot 4.4%4-20-20 Notes: · A 3,000 square foot single family residential project · A 10 unit multifamily project in which five units are 1,000 square feet in size, and five units are 1,500 square feet in size · A 7,500 square foot retail project 1The difference between the non-residential and residential Capital Facility Impact (CFI) fee 'Percentage Change' is due to rounding. 2The non-residential Transportation Excise Tax rate is at its maximum. The above table demonstrates the impact that the inflationary changes would have on three types of development scenarios: FEE PAID BY TYPICAL PROJECT 2020 Approved 2021 Recommended Percent Change Planning & Development Services Capital Facility Impact Fees 558,866$ 578,708$ 3.6% Affordable Housing Linkage Fee 565,132 525,000 -7.1% Transportation Excise Taxes 837,587 945,219 12.9% Transportation Impact Fee 52,311 52,594 0.5% Leases for Point-to-Point Telecommunications Conduit Crossings 1,600 1,600 0.0% Total 2,015,496$ 2,103,121$ 4.3% DEPARTMENT REVENUE IMPACT City of Boulder 2021 Approved BudgetPage 313 Codified Fees, Rates, & Charges UTILITIES DEPARTMENT Utility Rate, Specific Service Charges, & Fee Changes: The city owns and operates three utilities: water, wastewater, and stormwater/flood management. Each utility operates as a self-supporting enterprise fund and assesses a variety of rates, charges, and fees to ensure revenues are sufficient to meet operating, maintenance and capital costs and to maintain the financial integrity of each utility. Revenues generated from customers’ monthly utility bills are the largest revenue source for each utility, accounting for 80 to 95 percent of total revenues. The monthly customer bill for water and wastewater services includes a quantity charge based on the volume of use and a fixed service charge based on meter size. Most of the costs associated with the water and wastewater utilities are fixed and the fixed portion of the bill helps support revenue stability and more equitable distribution of costs. The variable portion of the bill is intended to provide a price signal to incentivize efficient water use and helps cover the additional costs the city incurs related to peak demand periods. Comparing bills from year-to-year is a challenge due to the impact weather has on utility bills. In relatively wet and cooler summers, bills will be lower due to reduced outdoor use. Not including weather impacts, customer bill changes are generally a result of rate increases to fund additional infrastructure investment, keep pace with inflation, and meet regulatory requirements. The following table shows estimates of the effects on total utility bills for three sample customer types: • Single Family Inside City Residential account with an average winter consumption of 4,000 gallons, total annual water consumption of 90,000 gallons and irrigable area of 5,200 square feet. For stormwater charges, the account has 3,000 square feet of impervious area; • Inside City Commercial - Restaurant account with a 1” meter, 412,000 gallons of annual consumption, and 7,000 square feet of impervious area; and • Inside City Commercial - Hotel with a 3” meter, 3,200,000 gallons of annual consumption, and 153,000 square feet of impervious area. 2020 Approved 2021 Recommended Units Percent Change B.R.C. Section Water Utility Bill Residential Use 41.72 45.06 per month 8.0%4-20-25 Commercial Use - Restaurant 130.54 140.98 per month 8.0%4-20-25 Commercial Use - Hotel 1,235.85 1,334.72 per month 8.0%4-20-25 Wastewater Utility Bill Residential Use 37.45 39.32 per month 5.0%4-20-28 Commercial Use - Restaurant 232.05 243.65 per month 5.0%4-20-28 Commercial Use - Hotel 1,803.90 1,894.10 per month 5.0%4-20-28 Stormwater/Flood Management Utility Bill Residential Use 17.54 19.64 per month 12.0%4-20-45 Commercial Use - Restaurant 34.24 38.35 per month 12.0%4-20-45 Commercial Use - Hotel 744.72 834.09 per month 12.0%4-20-45 UTILITY BILL FOR TYPICAL ACCOUNT City of Boulder 2021 Approved BudgetPage 314 UTILITIES, CONTINUED Utilities also assesses charges to new customers and customers increasing use of utility infrastructure, which includes fees for physical connections or “taps” into city-owned pipes. The charges are set at a level that recovers costs of providing services. Changes in the fees are generally attributable to cost changes in equipment, materials, fleet, and personnel costs. The table below displays the changes to fees paid by typical users of these services. UTILITIES FEES, RATES, & CHARGES 2020 Approved 2021 Recommended Units Percent Change B.R.C. Section Utility Specific Service Charges Meter Installation - 3/4 inch meter 599.00$ 344.00$ per occurrence -42.6%4-20-23 Meter Installation - 2 inch meter 2,831.00 1,206.00 per occurrence -57.4%4-20-23 Water Tap Fee - 3/4 inch tap 280.00 248.00 per occurrence -11.4%4-20-23 Water Tap Fee - 2 inch tap 688.00 392.00 per occurrence -43.0%4-20-23 Wastewater Tap Fee - 4 inch tap 189.00 173.00 per occurrence -8.5%4-20-27 CHARGE FOR TYPICAL CUSTOMER 2020 Approved 2021 Recommended Units Percent Change B.R.C. Section Water Plant Investment Fee (PIF) Single Family Residential Outdoor (first 5,000 sq. ft. of irrigable area)2.94$ 2.98$ per sq. ft. irrigated area 1.3%4-20-26 Single Family Residential Indoor 12,606.05 12,769.93 single unit dwelling 1.3%4-20-26 Wastewater Plant Investment Fee (PIF)4,916.89$ 4,980.81$ single unit dwelling 1.3%4-20-29 Stormwater / Flood Management Plant Investment Fee (PIF)2.26$ 2.29$ per sq. ft. impervious area 1.3%4-20-46 PLANT INVESTMENT FEES DEPARTMENT REVENUE IMPACT 2020 Approved 2021 Recommended Percent Change Public Works - Utilities Water Utility Rates1 32,950,440$ 32,951,163$ 0.0% Wastewater Utility Rates1 22,994,129 23,902,397 3.9% Stormwater / Flood Management Utility Rates 13,057,585 14,653,744 12.2% Water Utility Specific Service Charges 251,050 251,050 0.0% Wastewater Utility Specific Service Charges 10,000 10,000 0.0% Total 69,263,204$ 71,768,354$ 3.6% 1Billed usage revenue is dependent on multiple factors including indoor usage efficiencies and weather affection outdoor watering. In 2021, Water and Wastewater revenue is adjusted for decreased usage. Codified Fees, Rates, & Charges City of Boulder 2021 Approved BudgetPage 315 Budget Policies FINANCIAL & MANAGEMENT POLICIES The purpose of the City of Boulder’s Financial and Management Policies is to provide guidelines and goals that will influence and direct the financial management practice of the city. A financial policy that is adopted, adhered to, and regularly reviewed is recognized as the cornerstone of sound financial management. An effective financial policy: • Provides principles and guidelines that minimize costs and reduce risk; • Maintains appropriate financial capacity for present and future needs; and • Ensures legal compliance and appropriate internal controls. The following financial and management policies are intended to be consistent with the City of Boulder’s Charter and the Boulder Revised Code. The related section of the City Charter can be found at: City Charter Article VI Finance and Record. The Boulder Revised Code can be found at: Boulder Revised Code. Section 1: Budget Policy 1.1 Budget Submittal & Adoption • No later than three months before the end of each fiscal year, the City Manager shall prepare and submit to the council an annual budget for the ensuing year. • City Council will adopt a budget every year by December 1 prior to the budget period. • The legal period of the council adopted budget is one fiscal year. • The fiscal period for the City of Boulder is January 1 to December 31. 1.2 Form of Budget • The budget shall present an itemized statement of the appropriations approved by the City Manager for estimated expenses and for permanent improvements for each department and each division for the ensuing fiscal year. • Comparative data of the appropriations and the expenditures for the current and last preceding fiscal year as well as the increases or decreases in the approved budget shall be provided. 1.3 Balanced Budget • Annual budgets shall be balanced. Budgeted expenditures and transfers-out will not exceed reasonable projections of the sum of current year revenues, transfers-in, and available fund balances. • One-time revenues shall only be used to cover one-time costs and ongoing revenues shall only be used to cover ongoing costs. • Debt service shall not be utilized for operating expenses. 1.4 Changes to Adopted Budget • Normally, initial appropriations (excluding carryovers and encumbrances) will be made only in the context of the annual budget process when all city needs can be reviewed and prioritized in a comprehensive manner. The annual budget process will also include a projection of the multi-year impact of decisions. Two annual, one-time adjustments to the initial appropriations may be submitted to City Council for approval. 1.5 Budget Process • While the Charter establishes time limits and the essential content of the City Manager’s adopted budget, the budget preparation process is not prescribed. The preparation process is developed by the City Manager with input from the City Council. City of Boulder 2021 Approved BudgetPage 316 1.5 Budget Process (Continued) • The city will develop its annual budget in such a manner in order to incorporate historical trend analysis for revenues and expenditures with an adjustment for current financial trends and developments as appropriate. 1.6 Budgetary Control • The City of Boulder monitors revenues and expenditures on an ongoing basis and ensures that expenditures do not exceed appropriations in a fund for the annual fiscal period. SECTION 2: REVENUE POLICY 2.1 Revenue Review & Projection • The city reviews estimated revenue and fee schedules as part of the budget process. Estimated revenue is projected in a “most likely” scenario for five years and updated annually. • A long-rage financial plan that accounts for long-term revenue and expenditures is updated every five years. 2.2 User Fee Guidelines • The City of Boulder is allowed to recapture, through fees, up to the full cost of providing specific services. The fees will be calculated based on the end user of the service, administrative costs, and market rates. • Adopted rate increases are based on the Citywide Pricing Policy Guidelines, adopted by council in 1994. User fees shall be aligned with these guidelines over a five-year period. • Fees will be reviewed and updated on an ongoing basis. • After a fee has been set, any subsidy or reduced rate user fee offered by the City of Boulder will be based primarily on economic or financial need and are available to City of Boulder residents only. The basis for determining financial need will be 50% of the average median income (AMI) for Boulder County. 2.3 Utility Charges • Adopted rate increases to monthly user fees are developed using a cost-of-service methodology which includes the following: • Determination of the Utility’s revenue requirements for operations, maintenance and capital construction; • Ability of the Utility to maintain adequate reserves and meet debt service coverage requirements; • Analysis of customer demands and usage characteristics; • Allocation of revenue requirements to customer service characteristics; and • Development and design of rate schedules. • Other charges for specific services are designed to recover costs and follow the Citywide Pricing Policy Guidelines, adopted by council in 1994. • Plant Investment Fees, one-time charges to customers connecting to the utility system, are based on the replacement value of the utility assets and are reviewed every three to five years. 2.4 Property Tax • Mill levies shall be certified compliant with the City Charter and TABOR restrictions (with the exception of voter approved removal of TABOR limitations, commonly known as “de-Brucing”). • The City Council shall make an annual appropriation, which shall amount to not less than the return of one-third of a mill tax levied upon each dollar of assessed valuation of all taxable property in the City of Boulder. Budget Policies City of Boulder 2021 Approved BudgetPage 317 2.5 Excise Taxes • In November 1998, the electorate approved a ballot issue that increased the current excise tax rates by an inflationary factor. The rate will be adjusted annually by an inflation factor until the maximum amount included in the ballot issue is reached. 2.6 Education Excise Tax • Education excise tax revenues shall be expended in a manner that supports both Boulder Valley School District (BVSD) and City of Boulder needs and objectives. • Potential projects for education excise tax expenditure may be adopted either by the city or BVSD. 2.7 Asset Forfeiture Revenue • Asset forfeiture/seizure revenue resulting from crime prevention/apprehension activities by the Police Department shall be held in reserve and spent only in accordance with the related Federal Guidelines. 2.8 Accrued Interest-Earmarked Funds • The determination of whether earmarked funds shall accrue interest income is whether the General Fund costs required to collect and administer such funds are allocated to the subject funds. • Interest income shall not be distributed to funds unless they are bearing their appropriate allocation of administrative costs. 2.9 Unspent Revenues • On an annual basis, any unspent revenues subject to and in compliance with the associated limitations of TABOR revenue and spending constraints shall be “reserved” and therefore will be considered “spending” in the current fiscal year. SECTION 3: FINANCIAL ADMINISTRATION 3.1 General Information • The Finance Department shall collect taxes and maintain financial records. 3.2 Financial Audit • In accordance with City Charter requirements, the city will contract for an annual audit by a qualified independent certified public accountant. The city will strive for an unqualified auditors’ opinion. 3.3 Administrative Charges • The city shall employ a cost allocation system to identify the full cost of providing services to the public and recover certain costs incurred by various funds in providing support services to other city departments. • The system shall accomplish the following objectives: complete recovery of costs incurred with the exception of the costs of “general governance”; equitable allocation of costs to users; provision of incentives for service providers to deliver products and services efficiently and effectively; provision of a stable cost allocation system to facilitate the organization’s budgeting for charges and revenues; and promotion of customer confidence in and acceptance of the accuracy, reasonableness, and fairness of the charges they incur. • Charges for “general governance” (City Council, City Clerk council support and elections, etc.) shall not be cost allocated to restricted funds but instead shall be entirely funded out of the General Fund. The “general governance” category shall not include election costs for ballot issues related to funds with earmarked revenue sources. Costs for non-General Fund ballot issues shall be charged to the appropriate fund. Budget Policies City of Boulder 2021 Approved BudgetPage 318 Budget Policies 3.3 Administrative Charges (Continued) • Boulder Housing Partners (formerly the Housing Authority) shall not be charged cost allocation. The City Attorney serves as General Counsel to Boulder Housing Partners and all costs for services provided by the City Attorney’s Office shall be borne by the General Fund. 3.4 Building Maintenance/Renovation • To protect city investment in facilities, funds shall be budgeted annually for maintenance of such facilities. To extend the life of these assets, the goal shall be to increase the funds budgeted annually for maintenance of facilities to approximately 2% of the replacement cost (with the exception of debt financed facilities). • The Facility & Asset Manager will prioritize maintenance/renovation needs to ensure that critical systems are properly maintained so that facility safety and operations continue without interruption. • If/when the revenue base permits, facility maintenance funding shall be given a high priority before consideration of other service restorations or additions. 3.5 Replacement Costs • Funds shall be reserved annually for replacement of city equipment and computers, and these costs will be reflected in the operating expenditures of the activity using the equipment, to facilitate accurate costing of service delivery. • Recognizing the contribution of technology in efficient and effective service provision, improvements in technology shall be important considerations in resource allocations. • Vehicles shall normally be purchased rather than leased and a vehicle replacement fund shall be maintained for replacement of vehicles at the end of their useful life. In the limited situations where vehicles may be leased (temporary vehicles, fire apparatus, etc.) specific approval by the City Manager is required. 3.6 Vehicle Charges • It is the expectation of the City Manager’s Office that all departments will meet the objectives of the Fleet Evaluation Study. These objectives are for no increase in miles driven in the conduct of City business and no net increase in the number of fleet units. 3.7 Grant Expenditures • Expenditures related to grants shall continue only during the period of time they are funded by the grant. • Any grant employees will be considered fixed-term. • The City Manager shall appoint a Grants Committee of Finance and Budget staff to review applications for new grants before they are submitted to the granting agency. 3.8 Property & Casualty and Workers’ Compensation Funds • Both the Property & Casualty and the Workers’ Compensation liability will be self-insured. The goal for both is to fully fund an actuarially calculated liability as of the end of the prior year at the appropriate confidence level. • An actuarial study will be completed every two years in order to determine the appropriate reserve levels. 3.9 Accumulated Sick, Vacation Time, & Appreciation Bonus • To facilitate the long-term financial sustainability of the City, liabilities associated with accumulated sick time, vacation time, appreciation bonuses, and/or any other employee benefits that would result in liability upon termination or retirement shall be fully funded. City of Boulder 2021 Approved BudgetPage 319 Budget Policies 3.10 Compensation Policy • The Human Resources Department shall develop and maintain a compensation philosophy that supports responsible stewardship of public funds, while enabling the city to attract, engage, empower and retain exceedingly talented employees who are committed to serving the community. SECTION 4: CAPITAL IMPROVEMENT PLAN 4.1 Capital Improvement Plan (CIP) Submission • In coordination, the Finance and Planning departments will submit annually to the City Manager, not less than thirty days prior to the date for submission of the City Manager’s adopted budget to the City Council, a list of approved capital improvements to be undertaken during the forthcoming six-year period, accompanied by a six-year capital budget. • While the Charter establishes time limits and the essential content of the adopted CIP budget, the budget preparation process is not prescribed. The preparation process is developed by the City Manager with input from the City Council. 4.2 Inclusion of Operating Costs • Prior to approval of capital projects, associated operating costs must be identified, in accordance with the CIP Guiding Principles, and included in balanced multi-year operating budgets. 4.3 Capital Improvement Project Contingency Funds • CIP project contingency funds may be expended by the Project Manager, with Director approval, for unanticipated needs or changes that are within the original scope of the project. • Requested modifications exceeding the original scope of the project shall be presented to council for approval. 4.4 CIP Arts Funding • Where feasible, Project Managers, when designing capital projects should incorporate public art into the design. SECTION 5: PENSION PLAN POLICY 5.1 Authorization to Expend Funds for Administrative Costs • If budgetary conditions permit, the city may authorize defined contribution (money purchase) pension plans to expend certain forfeiture funds for administrative costs. The plan board(s) may submit a request annually to the City Manager to be considered in the context of the city’s annual budget process. 5.2 Increase for “Old Hire” Police and Fire Pension Plans • “Ad hoc”/cost of living increases, from within the pension plans, for retirees of the Old Hire Police and Old Hire Fire Pension Plans will be funded only if adequate funds are available, on an actuarially sound basis, from existing plan assets. SECTION 6: DEBT POLICY 6.1 Policy Statements • The city shall not become indebted for any purpose or in any manner to which the total amount exceeds 3% of the assessed valuation of the taxable property within the city (including existing debt). • Debt shall be considered only for capital purchases/projects and the term of the debt shall not exceed the useful life of the financed asset. • The city will follow all continuing disclosure requirements for debt issuance. City of Boulder 2021 Approved BudgetPage 320 Budget Policies 6.1 Policy Statements (Continued) • The term of any bond issues and the rate of interest shall be fixed by the ordinance submitting the question to the registered electors of the city. • When using the competitive bond sales method, bonds shall be sold to the responsible bidder with the lowest true interest cost to the city. • Municipal bonds, interfund loans, equipment leases (with the exception of vehicles) and sale/leaseback agreements are approved methods for financing capital projects. SECTION 7: RESERVE POLICY 7.1 Fund Reserves • The table at the end of this section defines individual reserve goals by fund. 7.2 Declared Emergency • In the case of a declared emergency within the city, applicable insurance coverage (subject to the related deductibles) would be the first funding source utilized. Emergency reserves and reserve funds established for other purposes may be utilized for needs related to emergency situations. • The following reserve categories could be utilized if required (as prioritized based upon the importance of the needs related to the emergency versus the negative impact of the steps necessary to replenish reserves in the future): General Fund (no legal restrictions): • Emergency/stabilization reserve; • Computer replacement reserve; • Facility renovation and replacement reserve; • Workers compensation reserve (would have to “book” any unfunded liability); • Property & casualty self-insurance reserve (would have to “book” any unfunded liability); and • Insurance stabilization reserve. Restricted funds (only for emergency purposes within the function of each fund): • Emergency/stabilization reserves; and • Various replacement reserves. SECTION 8: CASH MANAGEMENT & INVESTMENTS 8.1 Investment • It is the policy of the City of Boulder to invest public funds in a manner which will provide preservation of capital, meet the daily liquidity needs of the city, diversify the city’s investments, conform to all cited local and state statutes governing the investment of public funds, and generate market rates of return. • Investments shall be made in accordance with the City Charter and city ordinances and resolutions concerning social or environmental issues. 8.2 Diversification • It is the policy of the city to diversify its investment portfolio. Investments shall be diversified to eliminate the risk of loss resulting from over-concentration of assets in a specific maturity, a specific issuer or a specific class of securities. Diversification strategies shall be reviewed periodically by the Investment Committee. City of Boulder 2021 Approved BudgetPage 321 Budget Policies 8.3 Cash Management • All excess cash, except for cash in certain restricted and special accounts, shall be pooled for investment purposes. The investment income derived from the pooled investment account shall be allocated to the contributing funds based upon the proration their respective average balances bear to the total pooled balance. Interest earnings shall be distributed to the individual funds on a quarterly basis. 8.4 Reporting • The City Manager, or City Manager’s delegate, shall prepare regular reports, at least annually, to the City Council on the investment earnings and performance results of the city’s investment portfolio. City of Boulder 2021 Approved BudgetPage 322 Purpose Current Reserve Target 2021 Projected Amount Reserve Target Met (Yes/No) Percent of Reserve 141,516,432 Reserve is to provide a cushion for revenue shortfalls, emergencies, and for expenditure opportunities. Reserve goal is to hold an amount equal to 20% of ongoing expenditures (Uses of Funds) 24,565,416 No 17.4% 5,712,454 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. Established 15% reserve of Fund's operating budget (including transfers) in 2018. 869,536 Yes 15% 1,798,033 This is an unappropriated reserve for operating, capital emergencies, and revenue shortfalls. 5% of Fund's beginning balance.89,902 Yes 5% 300,646 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls.16.7% of Fund’s total uses.50,208 Yes 16.7% 361,792 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls.16.7% of Fund’s total uses.60,419 Yes 16.7% 1,020,262 Reserve was established to cover emergencies and revenue fluctuations. Current reserve policy designates $500,000 to cover the purposes of the fund. 500,000 Yes N/A 2,030,752 Reserve is to provide a cushion for revenue shortfalls, emergencies, and for expenditure opportunities. Reserve is currently set at $50,000.50,000 Yes N/A 7,791,574 This is an unappropriated reserve to fund unanticipated operating emergencies. Also included within this reserve are funds intended to meet the 3% of Funding Sources Reserve Requirements of TABOR. 16.7% of Fund’s total uses.1,301,193 Yes 16.7% 1,327,776 Reserve was established to cover emergencies. Current reserve policy designates 10% of annual Library property revenues for emergencies. 132,938 Yes 10% Uses of Funds per Reserve Target CAPITAL DEVELOPMENT Uses of Funds per Reserve Target Uses of Funds per Reserve Target DOWNTOWN COMMERCIAL DISTRICT Emergency/ Stabilization Uses of Funds per Reserve Target Uses of Funds per Reserve Target Category RESERVE TARGETS Emergency/ Stabilization Emergency/ Stabilization BOULDER JUNCTION GENERAL IMPROVEMENT DISTRICT - PARKING AIRPORT BOULDER JUNCTION GENERAL IMPROVEMENT DISTRICT - TDM Emergency/ Stabilization GENERAL Uses of Funds per Reserve Target Emergency/ Stabilization CLIMATE ACTION PLAN .25 CENT SALES TAX Emergency/ Stabilization Uses of Funds per Reserve Target Emergency/ Stabilization Emergency/ Stabilization Uses of Funds per Reserve Target LIBRARY Uses of Funds per Reserve Target Emergency/ Stabilization Budget Policies City of Boulder 2021 Approved BudgetPage 323 Budget Policies Purpose Current Reserve Target 2021 Projected Amount Reserve Target Met (Yes/No) Percent of ReserveCategory RESERVE TARGETS 23,839,494 Reserve was established to cover revenue fluctuations which might impact the Fund’s ability to make debt service payments, as well as emergencies related to acquisitions. Reserve per OSBT is to cover an amount based on 20% of operating budget plus outstanding General Obligation and BMPA debt totals supported by sales tax revenues. 4,767,899 Yes 20% 6,047,962 This is an unappropriated reserve which was established to cover revenue fluctuations and operating emergencies. 10% of the operating budget that is funded by fees and permit revenue. 604,796 Yes 10% 9,625,921 Reserve is to provide a cushion for revenue shortfalls, emergencies, and for expenditure opportunities. Target is to allow a rolling fund balance to provide stability to annual operations that may otherwise be affected by shortfalls in revenue. 1,058,851 Yes 11% 5,947,437 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).1,486,859 Yes 25% 19,556,899 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. Reserve is set at 15% of Fund's operating budget.2,933,535 Yes 15% 1,701,149 This is an unappropriated reserve for operating and capital emergencies and revenue shortfalls. 5% of Fund's beginning balance.85,057 Yes 5% 590,466 This is an unappropriated reserve to fund unanticipated operating emergencies. Also included within this reserve are funds intended to meet the 3% of Funding Sources Reserve Requirements of TABOR. 16.7% of Fund’s total uses.98,608 Yes 16.7% 10,848,557 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).2,712,139 Yes 25% 18,643,766 This is an unappropriated reserve for operating emergencies and/or revenue shortfalls. 25% of Fund’s operating budget (including transfers).4,660,941 Yes 25% OPEN SPACE Emergency/ Stabilization RECREATION ACTIVITY Uses of Funds per Reserve Target STORMWATER/FLOOD MANAGEMENT UTILITY Uses of Funds per Reserve Target Emergency/ Stabilization Emergency/ Stabilization TRANSPORTATION Uses of Funds per Reserve Target Emergency/ Stabilization Uses of Funds per Reserve Target Emergency/ Stabilization Uses of Funds per Reserve Target PLANNING AND DEVELOPMENT SERVICES Emergency/ Stabilization UNIVERSITY HILL COMMERCIAL DISTRICT Uses of Funds per Reserve Target TRANSPORTATION DEVELOPMENT Emergency/ Stabilization Emergency/ Stabilization WATER UTILITY Uses of Funds per Reserve Target WASTEWATER UTILITY Uses of Funds per Reserve Target Emergency/ Stabilization Uses of Funds per Reserve Target City of Boulder 2021 Approved BudgetPage 324 Debt Service DEBT POLICY As stated in the Financial and Management Policies, debt shall be considered only for capital purchases/projects and the term of the debt shall not exceed the useful life of the financed asset. Municipal bonds, interfund loans, equipment leases (with the exception of vehicles), certificates of participation, and sale/leaseback agreements are approved methods for financing capital projects. DEBT ADMINISTRATION The following table shows the city’s outstanding debt issuance as of December 31, 2019. The Combined Schedule of Long-Term Debt Payable and the current debt schedules by fund for 2020-2026 present more detailed information about the debt position of the city. The city’s general obligation and revenue bond credit rating has been established as Aa1 by Moody’s Investors Service and AAA by Standard & Poor’s. The primary reasons for these high rating levels are the general strength and diversity of the Boulder economy anchored by a major university, above average income indicators, strong financial performance and reserve policies, and affordable debt levels. Under the City Charter, the city’s general obligation bonded debt issuances are subject to a legal limitation based on 3 percent of total assessed value of real and personal property. None of the city’s outstanding debt is supported by property taxes. As a result, all bonded debt is considered to be self-supporting and the ratio of net bonded debt to assessed valuation is zero. The actual calculation of the debt margin is presented in the Computation of Legal Debt Margin schedule. Government Business Total General Obligations Payable 14,087$ 3,968$ 18,055$ Pension Bonds Payable 6,271 - 6,271 Revenue Bonds payable - 133,646 133,646 Capital Improvement Bonds 36,048 - 36,048 Certificates of Participation 37,165 - 37,165 Lease Purchase Revenue Notes Payable 9,804 - 9,804 Notes Payable 2,510 - 2,510 Promissory Notes - 791 791 Capital Lease Purchase Agreements 6,926 - 6,926 Subtotal 112,811$ 138,405$ 251,216$ Compensated Absences 10,747$ 978$ 11,725$ Estimated Claims Payable-Risk Mgmt 3,761 - 3,761 Total 127,319$ 139,383$ 266,702$ SUMMARY OF OUTSTANDING DEBT (in $1,000s) City of Boulder 2021 Approved BudgetPage 325 Debt Service 2020 2021 2022 2023 2024 2025 2026 Actual Approved Projected Projected Projected Projected Projected Bonds Principal 330$ 325$ 335$ 340$ 345$ 355$ 360$ Interest 62 64 57 51 44 37 30 Subtotal 392$ 389$ 392$ 391$ 389$ 392$ 390$ Principal 425$ 500$ 515$ 525$ 535$ 540$ 550$ Interest 262 94 82 74 65 56 47 Subtotal 687$ 594$ 597$ 599$ 600$ 596$ 597$ Principal 2,080$ 2,165$ 2,250$ 2,340$ 2,435$ 2,530$ 2,635$ Interest 1,251 1,168 1,081 991 897 800 699 Subtotal 3,331$ 3,333$ 3,331$ 3,331$ 3,332$ 3,330$ 3,334$ Principal 532$ 565$ 599$ 313$ -$ -$ -$ Interest 109 76 42 7 - - - Subtotal 641$ 641$ 641$ 320$ -$ -$ -$ Total 5,051$ 4,957$ 4,961$ 4,641$ 4,321$ 4,318$ 4,321$ Note Principal 1,993$ 2,055$ 2,119$ -$ -$ -$ -$ Interest 190 128 65 - - - - Subtotal 2,183$ 2,183$ 2,184$ -$ -$ -$ -$ Total 2,183$ 2,183$ 2,184$ -$ -$ -$ -$ Bond Principal 445$ 455$ 460$ 470$ 480$ 495$ 505$ Interest 207 198 189 179 168 158 146 Subtotal 652$ 653$ 649$ 649$ 648$ 653$ 651$ Total 652$ 653$ 649$ 649$ 648$ 653$ 651$ Fund/Debt Issues 2020-2026 DEBT SERVICE (in $1,000s) General Fund Open Space Fund Capital Improvement - Community, Culture, Safety Tax Fund CCS Sales and Use Tax Rev. Notes - Capital Improvement Projects - Series 2019 - final payment occurs in 2022 General Fund Bonds - Hogan-Pancost Land Acquisition (A + B) - Bond Series 2018 - final payment occurs in 2023 General Fund Bonds - Capital Improvement Projects - Bonds Series 2012 - final payment occurs in 2031 Taxable Pension Obligation - Bonds Series 2010 - final payment occurs in 2030 General Obligation Waste Reduction Loan, Series 2020 - final payment occurs in 2029 Open Space Acquisition Bonds Series 2014 - final payment occurs in 2034 City of Boulder 2021 Approved BudgetPage 326 Debt Service 2020 2021 2022 2023 2024 2025 2026 Actual Approved Projected Projected Projected Projected Projected Fund/Debt Issues 2020-2026 DEBT SERVICE (in $1,000s) Bonds Water and Sewer Revenue Refunding Bonds - Series 2011 - final payment occurs in 2021 Principal 1,930$ 2,015$ -$ -$ -$ -$ -$ Interest 158 81 - - - - - Subtotal 2,088$ 2,096$ -$ -$ -$ -$ -$ Principal 1,535$ 1,565$ 1,595$ 1,625$ 1,660$ 1,690$ 1,725$ Interest 726 695 664 632 599 566 532 Subtotal 2,261$ 2,260$ 2,259$ 2,257$ 2,259$ 2,256$ 2,257$ Principal 1,350$ 1,386$ 1,431$ 1,472$ 1,518$ 1,563$ 1,609$ Interest 1,056 1,016 975 931 887 842 795 Subtotal 2,406$ 2,402$ 2,406$ 2,403$ 2,405$ 2,405$ 2,404$ Total 6,755$ 6,758$ 4,665$ 4,660$ 4,664$ 4,661$ 4,661$ Bonds Principal 480$ 465$ 485$ 495$ 500$ 510$ 515$ Interest 191 86 65 58 51 44 37 Subtotal 671$ 551$ 550$ 553$ 551$ 554$ 552$ Principal 2,350$ 2,450$ 2,575$ 2,705$ 2,820$ 2,945$ -$ Interest 792 675 552 423 288 147 - Subtotal 3,142$ 3,125$ 3,127$ 3,128$ 3,108$ 3,092$ -$ Principal 425$ 435$ 445$ 460$ 470$ 485$ 500$ Interest 251 243 234 221 207 193 178 Subtotal 676$ 678$ 679$ 681$ 677$ 678$ 678$ Principal 135$ 139$ 143$ 148$ 152$ 157$ 161$ Interest 106 102 98 93 89 84 80 Subtotal 241$ 241$ 241$ 241$ 241$ 241$ 241$ Total 4,730$ 4,595$ 4,597$ 4,603$ 4,577$ 4,565$ 1,471$ Bonds Principal 1,010$ 1,040$ 1,070$ 1,100$ 1,135$ 1,170$ 1,205$ Interest 582 551 520 488 455 421 386 Total 1,592$ 1,591$ 1,590$ 1,588$ 1,590$ 1,591$ 1,591$ Water and Sewer Revenue Bonds - Series 2018 - final payment occurs in 2038 Water and Sewer Revenue Bonds - Series 2015 - final payment occurs in 2035 Water and Sewer Revenue Bonds - Series 2016 - final payment occurs in 2035 Water and Sewer Revenue Refunding Bonds - Series 2012 - final payment occurs in 2025 Water and Sewer Revenue Bonds - Series 2010 - final payment occurs in 2030 Water and Sewer Revenue Bonds - Series 2018 - final payment occurs in 2038 Wastewater Utility Fund Storm Water & Flood Revenue - Bonds Series 2015 - final payment occurs in 2035 Stormwater/Flood Management Utility Fund Water Utility Fund City of Boulder 2021 Approved BudgetPage 327 Debt Service 2020 2021 2022 2023 2024 2025 2026 Actual Approved Projected Projected Projected Projected Projected Fund/Debt Issues 2020-2026 DEBT SERVICE (in $1,000s) Bonds Principal 740$ 765$ 790$ 820$ -$ -$ -$ Interest 93 71 48 25 - - - Total 833$ 836$ 838$ 845$ -$ -$ -$ Lease Purchase Revenue Notes This debt is paid with base rentals transferred from various funds as indicated in the above debt service schedules. Principal 66$ -$ -$ -$ -$ -$ -$ Interest 3 - - - - - - 69$ -$ -$ -$ -$ -$ -$ Principal 523$ 540$ 557$ 575$ -$ -$ -$ Interest 71 54 37 19 - - - 594$ 594$ 594$ 594$ -$ -$ -$ Principal 255$ 264$ 274$ 283$ 293$ 303$ 314$ Interest 236 227 217 208 198 188 177 491$ 491$ 491$ 491$ 491$ 491$ 491$ Certificates of Participation Principal 1,575$ 1,625$ 1,670$ 1,725$ 1,780$ 1,840$ 1,900$ Interest 1,247 1,200 1,151 1,097 1,041 983 923 2,822$ 2,825$ 2,821$ 2,822$ 2,821$ 2,823$ 2,823$ Principal 740$ 810$ 825$ 845$ 865$ 885$ 905$ Interest 567 500 482 464 445 425 403 1,307$ 1,310$ 1,307$ 1,309$ 1,310$ 1,310$ 1,308$ Total 5,283$ 5,220$ 5,213$ 5,216$ 4,622$ 4,624$ 4,622$ Capital Leases Principal 133$ 139$ 146$ 153$ -$ -$ -$ Interest 26 19 12 5 - - - 159$ 158$ 158$ 158$ -$ -$ -$ Energy Efficiency Improvement Project - Phases II and III with Suntrust Equipment Finance & Leasing Corp. Principal 665$ 721$ 780$ 843$ 910$ 970$ 482$ Interest 173 150 127 101 73 43 16 838$ 871$ 907$ 944$ 983$ 1,013$ 498$ Total 997$ 1,029$ 1,065$ 1,102$ 983$ 1,013$ 498$ Subtotal Subtotal Energy Efficiency Improvement Project - Phase I with Banc of America Leasing and Capital, LLC Broadband - Taxable Certificates of Participation - Series 2019 - final payment in 2039 2018 Lippencott Property Taxable Certificates of Participation - Series 2015 - final payment in 2035 E.R.T.L. - final payment occurs in 2023 Facility Renovation & Replacement Fund Subtotal 2005C 2013A Subtotal Subtotal Subtotal Subtotal CAGID Refunding - Bonds Series 2012 - final payment occurs in 2023 Luchetta Properties, Inc. - final payment occurs in 2020 Downtown Commercial District Fund Boulder Municipal Property Authority (BMPA) Fund City of Boulder 2021 Approved BudgetPage 328 Real Property Principal Interest Total Principal Interest Total Open Space Properties 804$ 281$ 1,085$ 7,341$ 2,190$ 9,531$ Subtotal 804$ 281$ 1,085$ 7,341$ 2,190$ 9,531$ Principal Interest Total Principal Interest Total Facilities Asset Management 860$ 169$ 1,029$ 4,529$ 380$ 4,909$ Subtotal 860$ 169$ 1,029$ 4,529$ 380$ 4,909$ Total 1,664$ 450$ 2,114$ 11,870$ 2,570$ 14,440$ Represented are all lease/purchase obligations known or predictable at the time of the production of the 2021 budget. Leasehold Improvements Estimated Amount to be Expended During 2021 Remaining Lifetime Obligation 2022 & Beyond LEASE-PURCHASE OBLIGATIONS (in $1,000s) Item 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 $ 2,566,046 $ 2,498,114 $ 2,500,706 $ 2,567,475 $ 2,599,362 $ 3,146,952 $ 3,667,034 $ 3,659,653 $ 4,228,365 $ 4,028,405 76,981$ 74,943$ 75,021$ 77,024$ 77,981$ 94,409$ 110,011$ 109,790$ 126,851$ 120,852$ Amount of Debt Applicable to Debt Margin Total bonded debt 41,747$ 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ 20,462$ Less deductions allowed by charter: Self-supporting GO bonds 41,747$ 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ 20,462$ Total Deductions 41,747$ 87,242$ 77,024$ 77,981$ 70,793$ 37,071$ 30,806$ 24,326$ 20,531$ 20,462$ Debt Applied to Debt Margin -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Legal Debt Margin 76,981$ 74,943$ 75,021$ 77,024$ 77,981$ 94,409$ 110,011$ 109,790$ 126,851$ 120,852$ Note: The total indebtedness of the City, payable solely from the proceeds of ad valorem taxes, shall not exceed 3% of assessed value of taxable property in the municipality. Indebtedness payable in whole or in part from other revenue sources, or is subject to annual appropriations by the Boulder City Council, is not included in this limitation. (Charter of the City of Boulder, Sec. 97) Debt Limit - 3% of Total Assessed Value COMPUTATION OF LEGAL DEBT MARGIN FOR THE LAST TEN YEARS (in $1,000s) Total Assessed Value (Prior Year Assessed Value for Current Year Collections - Estimated) Debt Service City of Boulder 2021 Approved BudgetPage 329 Budget Appropriation Ordinance STATE OF COLORADO ) ) COUNTY OF BOULDER ) SS: ) CITY OF BOULDER ) ORDINANCE NO. 8428 I, Elesha Johnson, City Clerk of Boulder, Colorado, do hereby certify that the attached document is a true and correct copy of Ordinance 8428, “ORDINANCE APPROPRIATING MONEY TO DEFRAY EXPENSES AND LIABILITIES OF THE CITY OF BOULDER, COLORADO, FOR THE 2021 FISCAL YEAR OF THE CITY OF BOULDER, AND SETTING FORTH RELATED DETAILS”, passed and adopted by the Boulder City Council on the 20th day of October 2020. I further certify that the original is on file in the Municipal Building, Office of Central Records, 1777 Broadway, Boulder, Colorado 80306. Dated this 18th day of December 2020. _________________________________ Elesha Johnson City Clerk City of Boulder 2021 Approved BudgetPage 330 Budget Appropriation OrdinanceAttachment C: Budget Appropriation Ordinance 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 ORDINANCE 8428 AN ORDINANCE APPROPRIATING MONEY TO DEFRAY EXPENSES AND LIABILITIES OF THE CITY OF BOULDER, COLORADO, FOR THE 2021 FISCAL YEAR OF THE CITY OF BOULDER, AND SETTING FORTH RELATED DETAILS. BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF BOULDER, COLORADO, that; Section 1. The following appropriations are made for the City of Boulder's 2021 fiscal year for payment of 2021 city operating expenses, capital improvements, and general obligation and interest payments: General Fund $ 146,937,662 Governmental Capital Fund 9,714,872 .25 Cent Sales Tax Fund 8,423,320 Affordable Housing Fund 2,919,288 Airport Fund 371,990 Boulder Junction Improvement Fund 500,000 Capital Development Fund 1,020,262 Capital Improvement - Community, Culture, Safety Tax Fund 5,435,466 Climate Action Plan Tax Fund 2,030,752 Community Development Block Grant Fund 824,551 Community Housing Assistance Program Fund 3,059,469 Compensated Absences Fund 743,660 Computer Replacement Fund 5,595,121 Dental Self Insurance Fund 885,800 Equipment Replacement Fund 654,242 Facility Renovation and Replacement Fund 3,299,079 Fleet Operations and Replacement Fund 7,055,788 HOME Investment Partnership Grant Fund 1,186,669 Library Fund 1,434,767 City of Boulder 2021 Approved BudgetPage 331 Budget Appropriation OrdinanceAttachment C: Budget Appropriation Ordinance 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Lottery Fund 1,007,067 Open Space Fund 27,878,199 Permanent Park and Recreation Fund 6,401,761 Planning and Development Services Fund 12,242,346 Property and Casualty Insurance Fund 3,083,411 Recreation Activity Fund 9,625,921 Stormwater/Flood Management Utility Fund 16,892,046 Sugar-Sweetened Beverage Distribution Tax Fund 3,800,000 Telecommunications Fund 412,795 Transportation Fund 29,268,768 Transportation Development Fund 893,339 Wastewater Utility Fund 30,258,348 Water Utility Fund 38,800,169 Worker's Compensation Insurance Fund 2,171,236 TOTAL $ 384,828,164 Section 2. Appropriations for individual capital projects or encumbrances in the above mentioned funds for fiscal year 2021 shall not lapse at year end but continue until the project is completed or cancelled. Section 3. The Council may transfer unused balances appropriated for one purpose to another purpose. Section 4. These appropriations are necessary for the protection of the public peace, property, and welfare of the residents of the city, and cover matters of local concern. Pursuant to Section 18 of the Boulder City Charter, this ordinance shall take effect immediately upon publication after final passage. City of Boulder 2021 Approved BudgetPage 332 Budget Appropriation OrdinanceAttachment C: Budget Appropriation Ordinance 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 INTRODUCED, READ ON FIRST READING, AMENDED, AND ORDERED PUBLISHED BY TITLE ONLY this 6th day of October 2020. ______________________________ Mayor Attest: ____________________________________ City Clerk READ ON SECOND READING, PASSED AND ADOPTED, this 20th day of October 2020. ______________________________ Mayor Attest: _________________________________ City Clerk