2025 Approved Budget2025APPROVED
BUDGET
FISCAL YEAR
C I T Y O F B O U L D E R | C O L O R A D O
City of Boulder
Fiscal Year 2025 Adopted Budget
2025 APPROVED BUDGET
DEPARTMENT & PROGRAM BUDGETS
City Attorney’s Office
City Council
City Manager’s Office
Climate Initiatives
Communication & Engagement
Community Vitality
Facilities & Fleet
Finance
Fire-Rescue
Housing & Human Services
Human Resources
Innovation & Technology
Municipal Court
Open Space & Mountain Parks
Parks & Recreation
Planning & Development Services
Police
Transportation & Mobility
Utilities
APPENDIX
Adopted Budget Reconciliation & Ordinance
Budget Policies
Budget Terms
Codified Fees, Rates & Charges
Debt Service
Fund Definitions & Fund Financials
GFOA Awards
INTRODUCTION & SUMMARY
2025 Budget Home Page
City Manager’s 2025 Budget Message
Budget In Brief
Sources & Uses
Budget Highlights
Citywide Context, Strategic Planning & Budget Process Transparency
Transparency Portal
Budget Navigation Guide
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program (CIP) Summary
CIP BY DEPARTMENT
Community Vitality
Facilities & Fleet
Fire-Rescue
Innovation & Technology
Open Space & Mountain Parks
Parks & Recreation
Transportation & Mobility
Utilities
TABLE OF CONTENTS
BOULDERCOLORADO.GOV/SERVICES/BUDGET
EXPLORE
2025 Approved Budget
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APPROVED OCTOBER 17, 2024
BUDGET HIGHLIGHTS BUDGET IN BRIEF
The 2025 Approved Budget proposes investments that support core
city services, continue our existing commitments, and advances
key community priorities, with particular focus on equity, safety,
and livability.
Highlights of these investments as aligned to the city's
Sustainability, Equity, and Resilience Goal Area can be found on the
Budget Highlights page.
Navigate the entire 2025 Budget book through this helpful Budget
Navigation Page.
The total 2025 Approved Operating Budget is $399.3 million across
all funds. Excluding debt service and internal services, this
represents a 1.3% increase over the 2024 Approved Operating
Budget. The total 2025 Approved Capital Budget is $189.9 million,
with $807.1 million in planned spending across the Six-Year Capital
Improvement Program. The 2025 Budget represents a balanced yet
responsive approach to supporting community priorities while
maintaining investments in core services.
The Budget in Brief and Budget in Brief Continued sections
provides a breakdown of the sources, or revenues, and uses, or
expenditures, within the city's 2025 Approved Budget.
OPERATING AND CAPITAL BUDGET BY THE NUMBERS
$399.3M TOTAL 2025 OPERATING BUDGET
$189.9M 2025 CAPITAL BUDGET
1,539.10 FULL-TIME EQUIVALENTS (EMPLOYEES)
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2025FISCAL YEAR 2025
Page 5
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FY25-30 CAPITAL IMPROVEMENT PROGRAM
$807.1M 2025-30 PLANNED CAPITAL SPENDING
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APPROVED OCTOBER 17, 2024
EXPLORE OUR BUDGET
The City of Boulder is proud to present the FY2025 Online Budget. This digital budget book is designed
to provide our community with an easy to use, interactive and engaging version of our annual budget
publication. Use this site to browse all the departments, programs, agencies, and projects that support
our Community.
INTRODUCTION & OVERVIEW DEPARTMENT BUDGETS CAPITAL IMPROVEMENT
PROGRAM
City Manager's 2025 Budget Message
Annual budget message from the City
Manager on the 2025 Approved Budget to
Council and Community members.
Budget In Brief
Breakdown of city-wide sources (revenues),
and uses (expenses).
City-Wide Context
A summary of Boulder's demographics, an
overview of the strategic planning, budget
development process, and long-term financial
strategy, city's organizational chart, and a
high-level summary of fund accounting.
Transparency Portal
Detailed budget data within the online budget
book, broken down by program areas,
departments, expenditure, and revenue
types.
Department Budget Pages
Each Department has a landing page showing
their 2025 Approved Budget. Within those
pages is the Department's total 2025
approved budget appropriation, FTE count,
department overview, program overviews,
program outcomes & measures, and links to
each of their program budgets within the
over sections.
Program Budget Pages
Each department program has a page
showing a program overview, the connected
SER goal, summary of enhancements or
realignments (if applicable), and the 2025
approved appropriation.
Capital Improvement Program (CIP)
Summary
A summary of the approved 2025 - 2030 CIP
by Department.
View a full listing of all projects within the six-
year CIP.
Department (CIP) Pages
An comprehensive overview of each
department's planned capital improvement
CIP spending, featuring summaries of key
major projects, and a detailed six-year listing
of all planned projects and their
expenditures.
BUDGET NAVIGATION GUIDEBUDGET NAVIGATION GUIDE
Fiscal Year 2025 | Operating & Capital BudgetFiscal Year 2025 | Operating & Capital Budget
Page 7
FUND FINANCIALS APPENDIX
Fund Financial Summary Pages
A glossary of the City's 41 funds containing links to the updated 2025-2030 fund
financials.
Governmental Funds
Special Revenue Funds
Capital Project Funds
Proprietary Funds
Enterprise Funds
Internal Service Funds
Fiduciary Funds
Pension Trust Funds
Budget Policies
An inventory of the City's financial and management policies.
Budget Terms
A glossary of budget terms found throughout the online digital budget book.
Codified Fees, Rates, & Charges
A listing by department of city fee schedule(s) approved for FY 2025, and the year-
over-year annual percentage change of the fees.
Debt Service
Detailed budget data within the online budget book, broken down by program areas,
departments, expenditure, and revenue types.
Fund Definitions
A glossary of the City's 41 funds containing links to the updated 2025-2030 fund
financials.
GFOA Awards
Detailed budget data within the online budget book, broken down by program areas,
departments, expenditure, and revenue types.
CITY OF BOULDER, COLORADO | Fiscal Year 2025 Approved Budget
Page 8
MESSAGE FROM CITY MANAGER
Dear council and community members,
Developing a budget that matches resources to the outcomes we seek to achieve is one of the most challenging and, at the same time, rewarding,
responsibilities I have as your city manager.
In times of abundance, the process is an opportunity to advance momentum on many of Boulder’s ambitious priorities. In times of limitations, it is a
chance to reflect carefully and make choices about the investments that will serve those with the greatest need while maintaining the services Boulder
expects most from its local government. This budget represents a balanced yet responsive approach to community priorities while maintaining
investments in our core services.
You’ve heard me say it before: we are in the latter situation, with a constrained financial environment. The spending plan I present you with today does
not contain a long list of new programs or initiatives. Instead, our 2025 Approved Budget seeks to honor our existing commitments, especially those that
have been prioritized by City Council; achieve important and clearly defined outcomes across departments; and set us on a responsible course for long-
term financial success.
We’ve realigned existing funding in many departments and made strategic decisions about limited ongoing dollars to position us well for the year ahead.
This budget contains many wins, especially around equity, safety and livability, which rose to the top as priorities through community engagement. Here
are several examples:
$12.2 million in support of 144 affordable housing units at Rally Flats, Thistle, and Ponderosa locations
$515,000 in additional one-time and ongoing funding for human services-related community programs and rental assistance
$515,300 for permanent enhancements to urban rangers staffing and continued funding for the Safe and Managed Public Spaces program, a multi-
departmental strategy to address encampments and help unhoused individuals connect with services
$210,000 to support the extension of a victim services specialist position and hiring of a civilian Property & Evidence position that will allow for the
transfer of a sergeant downtown
$63,000 for increased training and monthly stipends for the Police Oversight Panel and the Independent Police Monitor
Increased one-time funding for the Equity Office, including the creation of an Immigration Legal Defense Fund ($50,000), training and policy analysis
focused on public safety and other public-facing code enforcement activities ($50,000), and diagnostic cultural competency assessments ($50,000)
$350,000 in one-time workforce development and wellness funding for Fire-Rescue staff
$121,000 in investments in Community Wildfire Resilience with a two-year fixed-term project coordinator
Continuation of $40,000 in one-time programmatic funding and a one-year renewal of a part-time support position for Community Connectors and
inclusive engagement
An additional $9,800 for EXPAND recreational programming that supports people living with disabilities.
We believe these commitments are responsive to some of the most critical areas of focus for our community in these complex times, and I am eager to
meet these needs.
Numbers and financial pressures, at a glance
Before we dive too deep in other details, let’s look at the numbers.
The total 2025 Approved Operating Budget is $399.3 million across all funds. Excluding debt service payments and internal service charges, such as fleet
replacements and technology costs, the total operating budget represents a modest 1.3% increase over the 2024 Approved Operating Budget.
City Manager's Budget Message
FY2025 Budget
Page 9
The total 2025 Approved Capital Budget is $190.2 million across all funds. This represents a 34.7% increase in capital investments compared to the 2024
Approved Capital Budget. The total Six-Year Capital Improvement Program is $807.4 million in planned spending supporting over 200 capital projects
across the six years.
This budget reflects the importance of taking care of what we have and ensuring that any new infrastructure and facilities will meet the needs we
anticipate in our rapidly evolving future. As a result, it proposes significant one-time capital expenditures to support some of the most pressing requests.
These include:
Capital maintenance needs across several city buildings, including existing fire stations, the public safety building, the Atrium Building, and North
Boulder Recreation Center, to perform heat pump installations, chiller replacements and solar infrastructure maintenance.
The continued development of a climate- and footprint-friendly Western City Campus and affordable housing at the old Boulder Community Hospital
site, on Broadway, between Alpine and Balsam.
Extensive energy retrofits and public-facing enhancements at the East Boulder Community Center.
A two-year plan to replace aging fire vehicles and response equipment – the cost of which has tripled in the last seven years.
The spending proposal also seeks to sustain the commitments that voters approved for specific purposes through new or extended taxes, such as newly
dedicated arts funding and wildfire resilience and climate funds.
Lastly, it maintains the city’s commitment to setting aside sufficient reserves, for use during emergencies or unforeseen circumstances.
The ability to achieve these goals, however, does not come without trade-offs. Simply put, Boulder is facing challenges.
Sales and use tax – our largest single sources of revenue – is flattening.
Several property tax initiatives are creating heightened uncertainty for governments across the state including the city of Boulder.
Costs related to goods, materials and services continue to rise, in some cases, dramatically. We are especially feeling this pressure in connection
with new construction, but also as we seek to address a backlog in maintenance work necessary to uphold current functionality.
The city’s commitment to exploring minimum wage increases brings additional financial implications.
And lastly, invaluable funding from the American Rescue and Recovery Act, passed federally to meet the challenges of the worldwide pandemic, is
expiring.
Constraints require choices.
Several city funds are feeling effects, including those supporting many of the city’s important function areas, including the maintenance of facilities, paths
and parks, transportation maintenance and infrastructure, housing and human service programs, public safety, communications, fleet operations and
replacements, essential technology and more.
An emphasis on realignments
In recognition of these constraints, we placed added emphasis this year on taking a closer look at how we are spending money we already have. Before
departments requested new funding, we asked them to identify ways they could re-purpose their current budgets to achieve their goals.
I am pleased to share that city leadership understood the assignment. Overall, the 2025 Approved Budget reflects $3 million in realignments. The
following are a few examples:
Realignment of $26,500 from Housing & Human Services operations to personnel to increase an existing Bilingual Family Resource Schools
Program Manager from ¾ time to full-time. This realignment will enable the Family Services Program to focus on enhanced levels of afterschool
programming at Crestview Elementary, the fourth highest-need school within Boulder Valley School District. Crestview Elementary has not had a full
afterschool program since 2016. This realignment will fulfill an ongoing commitment to the program and support increased demand for family case
management and family support services at this school.
Realignment of $91,000 from Parks Operations and Parks Administration Programs to support necessary equipment, training, and uniforms for the
continued build-out of the Urban Rangers Program. This realignment will allow the department to move non-standard staffing to park areas where
they will have the greatest impact, prioritizing the Central Zone, which covers the Pearl Street Mall and Civic Area.
Realignment of $755,400 from Transportation’s Operations Program gas and electricity budget to fund the city’s acquisition and management of
4,500 city streetlights, including a new Streetlight Maintenance Capital Maintenance Program in the CIP ($300,000), funding for ongoing repairs and
maintenance ($225,000), and 2.0 new Streetlight Maintenance Technician positions ($230,400).
Additional spending commitments
When it came time to evaluate proposals for new spending, we used the city’s Sustainability, Equity and Resilience (SER) Framework as our guide, with a
goal of bolstering all seven of the focus areas: Safe, Livable, Healthy & Socially Thriving, Accessible and Connected, Responsibly Governed,
Environmentally Sustainable, and Economically Vital. Council priorities and the Citywide Strategic Plan also informed our recommendations.
Page 10
In addition to the highlights around safety, livability and equity already included in this message, the 2025 Approved Budget allocates:
$350,000 for expanded economic vitality and outdoor dining programs
$600,000 for engagement and technical support for the upcoming update to the Boulder Valley Comprehensive Plan
$1.6 million for infrastructure and landscaping improvements along University Hill to better connect and beautify commercial areas
Transportation commitments, including ongoing Core Arterial Network planning and implementation, replacement of the Violet Street Bridge by
Primos Park ($7.5 million in the six-year CIP), and equity-centered micromobility improvements ($78,000)
$80,000 for a disaster recovery plan to protect against cybersecurity and technology attacks
$370,000 for staffing investments in wastewater treatment and water quality
An additional $954,000 for Boulder’s vibrant arts community, with support for high-priority cultural programs in 2025 as identified through stakeholder
engagement activities after the passage of 2A
$75,000 to streamline the city’s special events process and support gatherings that bring our community together
Many more details, including budgets by departments, are available in the city’s online budget book. The Budget in Brief and Budget Highlights sections
are a good place to start.
An outcomes-focused commitment
For many years, the city’s budget has been the subject of community discussion and decision-making once a year, with two minor adjustment points the
following spring and fall. But government spending plans should be an ongoing reflection of the community’s priorities – and when clearly aligned with
measurable outcomes – its promise.
As we enter the final year of the Budgeting with Resilience & Equity implementation initiative, every program in all departments now has at least three
outcomes they are trying to achieve and proposed methods to measure whether their work is having the intended benefits. All outcomes and measures
roll up to a public dashboard. This will help us – and you, as a community that we know cares – evaluate our progress.
The following is just a sample of the outcomes we are working toward, organized by SER Framework focus area:
Safe
Increased transparency and accountability of police misconduct investigations
Reduced risk of wildfire to vulnerable homes
Respond to community issues in a holistic and non-traditional law enforcement capacity
Livable
Reduced percentage of Boulder residents who experience foreclosure/eviction
Support for community members who are unhoused or underhoused to navigate systems, programs, and services to achieve housing security
Increased percentage of homes that are permanently affordable
Healthy & Socially Thriving
Increased percentage of eligible individuals who are enrolled in benefits (e.g., federal benefits, local programs, financial assistance, subsidies,
vouchers)
Equitable access to all recreation facilities, services and community benefit programs
Access to accurate information about immigration law for all community members
Accessible & Connected
Community members in historically excluded populations achieve higher levels of capacity, comfort, and confidence when participating in local
government
Increased availability of multimodal transportation options to-and-from districts
Timely and responsive software support; uninterrupted access to technology services
Responsibly Governed
Lower total costs of ownership of city buildings
Reduction of the city’s total energy use and maximization of energy efficiency
Proactive threat detection and cybersecurity incident response capabilities
Environmentally Sustainable
Enhanced communication with visitors on open space lands
Preservation and restoration of important habitat blocks and corridors
Protection of public health and environment through compliance with drinking water, stormwater, and wastewater regulations
Economically Vital
Small businesses, including women- and minority-owned businesses, continue to receive technical assistance and connections to financing and
other resources to help them thrive
Educated taxpayer base related to business licensing, tax collection, reporting, and payment responsibilities
Culturally vibrant sense of place within special districts
Looking Long-Term
Page 11
While we recognize the constraints we’re facing, we are also hard at work on a Long-Term Financial Strategy, which was identified as City Council priority
at the 2024 retreat.
The long-term financial strategy will guide future decision-making, both within the budget and as we approach major policy issues that implicate the city’s
long-term financial health. Several council members are serving on a committee to help shape this pivotal plan, and I look forward to the full council’s
consideration on key components of the strategy in 2025.
The establishment of this strategy will guide the organization toward long-term financial stability and revenue sufficiency, positioning us better to meet
critical needs over the next several years while creating a legacy of sound fiscal management.
I appreciate the community’s and council’s understanding around the difficult choices we have made this year – and am optimistic that we will be able
demonstrate meaningful progress toward the many important outcomes we’ve defined, in service of the beautiful Boulder community.
Regards,
Nuria Rivera-Vandermyde
City Manager
Page 12
The 2025 Approved Budget totals $589.5 million across all funds, including Governmental, Enterprise, Internal
Service, and Capital Improvement funds.
The 2025 Approved Operating Budget of $399.3 million represents a 1.3% year-over-year increase when
excluding debt service and internal service charges. Primary drivers for increases are due to planned debt
service for the South Boulder Creek Utilities Flood Mitigation Project and the Alpine-Balsam Western City
Campus development and increases to internal services charges such as fleet and equipment replacements,
technology services and systems, and facilities maintenance. The 2025 Capital Budget of $189.9 million
represents a 34.7% increase compared to 2024, and the 2025-2030 Capital Improvement Program includes
$807.1 million in planned spending across the six years. The 2025 General Fund Budget totals $210.9 million,
representing a 7.5% increase from the 2024 Approved Budget, primary supporting one-time investments in
fleet and facilities maintenance ($4.9 million) and planned debt service ($6.2 million). The 2025 Approved
Budget performs strategic one-time investments and ongoing support to advance equity, safety, and livability
initiatives. A summary of budget highlights can be found on the 2025 Budget Highlights page.
The Budget in Brief provides a breakdown of citywide sources, or revenues, and uses, or expenditures, within
the 2025 Approved Budget.
Sources (Revenues)
Citywide Sources
The 2025 Approved Budget is based on projected citywide revenues of $492.5 million, representing a 6.6%
increase from the total revenues included in the 2024 Approved Budget. Revenue projections included in the
2025 Approved Budget represent a moderate economic outlook, including flattening sales and use tax
projections, and reduced property taxes due to property tax legislation passed during the regular 2024
legislative session. Staff continue to monitor potential legislation and 2024 ballot initiatives given current
property tax uncertainty. Year-over-year increases in anticipated revenues are mainly due to an increase in
expected payments in cash-in-lieu supporting affordable housing and intergovernmental revenues from the
Colorado Department of Transportation (CDOT) for several different grants, totaling $13.8M, including grants
supporting transportation projects such as Baseline ($3.1M), Safe Streets 4 All (SS4A - $2.5M), Broadway BAT
Lanes ($2.4M) and East Arapahoe ($2.3).
Several economic factors were considered during 2025 budget development, including: inflation slowing and
the subsequent impact on sales and use tax revenues, national and regional slowdown in retail sales,
uncertainty in property tax revenues due to State legislation and 2024 ballot measures, and the State of
Colorado experiencing a tight labor market compared to the rest of the nation.
A significant change to the city's sales & use tax was approved by voters in November 2023, dedicating half of
0.15% General Fund sales tax to fund for arts, culture, and heritage, and extending the other half to support
public safety, human services, and other general government purposes.
Additional detail on the City's primary funding sources, sales & use taxes and property tax, can be found on
the 2025 Budget in Brief - Continued page.
2025 Budget in Brief
Page 13
Visualization
Sales and Use Tax
$180,169,275 (29.3%)
Utility Revenues
$94,116,920 (15.3%)
Property Tax
$59,644,511 (9.7%)
Intragovernmental Charges
$59,606,089 (9.7%)
Other Revenues
$30,713,118 (5.0%)
Transfers In
$40,377,109 (6.6%)
Investment Earnings & Bonds
$13,317,150 (2.2%)
Intergovernmental Revenues
$23,589,911 (3.8%)
More (10 grouped)
$112,449,347 (18.3%)
20252025
BudgetBudget
Sales and Use Tax
Utility Revenues
Property Tax
Intragovernmental Charges
Other Revenues
Transfers In
Investment Earnings & Bon…
Intergovernmental Revenues
More (10 grouped)
Sort Large to Small
Combined Budget Summary - Sources
The total revenue budget of for 2025 is $492.5 million, which differs from the total sources within the below
Combined Budget Summary table because the total revenue budget of $492.5 million excludes Internal
Services funds and transfers between funds, with the exception of the transfer to the Medical Insurance Fund,
which ended in 2024. Internal Service funds and transfers are excluded to avoid double-counting revenues in
originating and receiving funds. Thus, the total revenue budget figure of $492.5 million reflects the total
anticipated revenues to perform city services for the 2025 fiscal year.
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Sales and Use Tax
Utility Revenues
Property Tax
Intragovernmental Charges
Other Revenues
Transfers In
Investment Earnings & Bonds
Intergovernmental Revenues
Development & Impact Fees
Licenses, Permits & Fines
Cost Allocation
Accommodation-Admission Taxes
Leases, Rents & Royalties
Grant Revenues
Charges for Services
Franchise Fees
Misc. Sales of Materials & Goods
Specific Ownership & Tobacco Tax
Total
2023 Adopted Budget 2024 Adopted Budget 2025 BudgetExpand All
Citywide Sources excluding Utilities
Page 14
Citywide Sources, excluding Utilities, represents a total of $386.8 million. The chart below represents citywide
revenue sources without Water, Wastewater, or Stormwater and Flood Management Utilities Funds. The
primary reason these three funds are excluded in this total because utility rates are based on direct usage of
the water, wastewater, and stormwater systems and are not reflective of economic conditions. Excluding
Utilities, the two largest revenue sources for the city are sales and use taxes and property tax, representing
62.0% of total revenues for the 2025 Approved Budget.
Visualization
Sales and Use Tax
$180,169,275 (46.6%)
Property Tax
$59,644,511 (15.4%)
Other Revenues
$30,628,778 (7.9%)
Intergovernmental Revenues
$22,189,911 (5.7%)
Licenses, Permits & Fines
$16,559,090 (4.3%)
Development & Impact Fees
$17,474,623 (4.5%)
Accommodation-Admission Taxes
$13,113,556 (3.4%)
Grant Revenues
$12,148,885 (3.1%)
More (6 grouped)
$34,879,987 (9.0%)
20252025
BudgetBudget
Sales and Use Tax
Property Tax
Other Revenues
Intergovernmental Revenues
Licenses, Permits & Fines
Development & Impact Fees
Accommodation-Admissio…
Grant Revenues
More (6 grouped)
Sort Large to Small
General Fund Sources
The 2025 Approved Budget is based on projected General Fund revenues of $190.6 million, which represents
an 4.9% decrease from total revenues approved in the 2024 Budget. This year-over-year decrease is largely
driven by a one-time reimbursement of $13.0 million from the Library District budgeted in 2024. Contributing to
the decline are projected decreases in sales and use taxes (-2%), primarily due to the dedication of sales &
use tax to arts, culture, and heritage, and property taxes (-3%) due to 2024 legislation.
Visualization
Sales and Use Tax
$80,686,655 (42.3%)
Property Tax
$48,783,511 (25.6%)
Other Revenues
$9,735,699 (5.1%)
Cost Allocation
$16,891,752 (8.9%)
Accommodation-Admission Taxes
$13,113,556 (6.9%)
Licenses, Permits & Fines
$5,271,501 (2.8%)
Franchise Fees
$6,050,981 (3.2%)
Specific Ownership & Tobacco Tax
$2,714,031 (1.4%)
More (7 grouped)
$7,355,134 (3.9%)
20252025
BudgetBudget
Sales and Use Tax
Property Tax
Other Revenues
Cost Allocation
Accommodation-Admissio…
Licenses, Permits & Fines
Franchise Fees
Specific Ownership & Toba…
More (7 grouped)
Sort Large to Small
Uses (Expenditures)
Citywide Uses
Page 15
The total 2025 Approved Budget is $589.5 million across all funds which represents a 14.4% increase from the
2024 Approved Budget. While increased investments support base cost increases such as internal services
and planned debt service, as well as additional capital maintenance and infrastructure investments, the 2025
Approved Budget continues to honor existing commitments by advancing key community and council
priorities, particularly around equity, safety, and livability
Examples of investments included in the 2025 Budget include:
Increased investments for housing affordability to advance the development and rehabilitation of over 140
affordable housing units ($12.2 million)
Significant one-time investments in capital maintenance needs to help the city maintain well its current
infrastructure and service to the community ($4.3 million)
Increased one-time funding for the Equity Office to support the creation of an Immigration Legal Defense
Fund ($50,000), training and policy analysis focused on public safety and code enforcement activities
($50,000), and diagnostic cultural competency assessments ($50,000)
Meaningful ongoing and one-time increases to human services-related community programs and rental
assistance services ($515,000)
$121,000 in investments in Community Wildfire Resilience with a two-year fixed-term project coordinator
Continuation of $40,000 in one-time programmatic funding and a one-year renewal of a part-time support
position for Community Connectors and inclusive engagement
Key safety investments to support disaster management planning ($80,000), civilian police staffing
advancing the Reimagine Policing efforts ($131,000), wellness programming and workforce development
for Fire-Rescue staff ($350,000), and permanent enhancements to urban rangers staffing and the Safe &
Managed Spaces Program ($515,300)
The 2025 budget development process emphasized realignments of existing dollars across program areas to
support prioritized program outcomes as aligned to the SER Framework and as established in Budgeting for
Resilience & Equity efforts. The expectation around budget realignments was particularly important given our
current budgeting environment and limited availability of ongoing dollars. The 2025 budget includes
approximately $3.0 million of reallocated funding between program areas to support prioritized outcomes.
This year departments submitted at least three outcomes and measures per program that were in alignment
with the City’s Sustainability, Equity, and Resiliency Framework to help measure program performance and
success. This is an ongoing process for the improvement and transparency of the prioritization of use of city
funds. The full inventory of outcomes and measures can be found on the Budgeting for Resilience and Equity
page of the City of Boulder's website.
Visualization
Utilities
$128,532,187 (21.8%)
Transportation & Mobility
$64,944,278 (11.0%)
Housing & Human Services
$52,676,374 (8.9%)
Police
$46,425,876 (7.9%)
Facilities & Fleet
$66,476,602 (11.3%)
Parks & Recreation
$41,265,186 (7.0%)
Open Space & Mountain Parks
$38,084,363 (6.5%)
Fire-Rescue
$33,951,993 (5.8%)
More (13 grouped)
$116,921,911 (19.8%)
20252025
BudgetBudget
Utilities
Transportation & Mobility
Housing & Human Services
Police
Facilities & Fleet
Parks & Recreation
Open Space & Mountain Pa…
Fire-Rescue
More (13 grouped)
Sort Large to Small
Page 16
Combined Budget Summary - Uses
The total budget of $589.5 million, referenced above, differs with the total uses within the below Combined
Budget Summary - Uses table, totaling $718.7 million, because the total budget figures exclude Internal
Services funds and transfers between funds. Internal Service funds and transfers are excluded to avoid
double-counting expenditures in originating and receiving funds. Thus, the total budget referenced above of
$589.5 million reflects the true cost of the organization's operations by excluding double-counted expenses
between funds and reflects total anticipated expenses of performing city services for the 2025 fiscal year.
Additional detail on the city's key budget assumptions and a summary of all funds subject to appropriation can
be found on the 2025 Budget in Brief - Continued page.
, , , , , ,
, , , , , ,
, , , , , ,
, , , , , ,
, , , , , ,
, , , , , ,
, , , , , ,
Personnel
Capital
Operating
Internal Services
Transfers
Debt Service
Total
2023 Adopted Budget 2024 Adopted Budget 2025 BudgetExpand All
Citywide Uses, Excluding Utilities Funds
The 2025 Approved Budget, excluding the three Utilities Funds, totals $461.6 million, representing a 15.3%
increase from the 2024 Budget. The figure below represents citywide expenditures without Water, Wastewater,
or Stormwater and Flood Management Utilities Funds, which are supported through user fees.
Visualization
Transportation & Mobility
$64,944,278 (14.1%)
Housing & Human Services
$52,676,374 (11.4%)
Police
$46,425,876 (10.1%)
Facilities & Fleet
$66,476,602 (14.4%)
Parks & Recreation
$41,265,186 (8.9%)
Open Space & Mountain Parks
$38,084,363 (8.3%)
Fire-Rescue
$33,951,993 (7.4%)
General Government
$25,829,631 (5.6%)
More (13 grouped)
$91,716,995 (19.9%)
20252025
BudgetBudget
Transportation & Mobility
Housing & Human Services
Police
Facilities & Fleet
Parks & Recreation
Open Space & Mountain Pa…
Fire-Rescue
General Government
More (13 grouped)
Sort Large to Small
General Fund Uses (Expenditures)
The 2025 General Fund Approved Budget is $210.9 million, representing a 7.5% increase compared to the
total 2024 General Fund Approved Budget. This increase is attributed to key and strategic investments in
community priorities and citywide core services such as:
Page 17
Additional Human Services Funding ($200,000) for additional human services grants for non-profit
organizations
Additional funding for Office of Equity & Belonging ($250,000) for the creation of an Immigration Legal
Defense Fund, public safety training, and cultural competency assessments
Office of Independent Police Monitor Enhancements ($63,400) for civilian oversight training and Police
Oversight Panel funding
Fire-Rescue Apparatus Replacements ($3.3 million) to address underfunded fleet replacements backlog
Facilities Capital Maintenance Support ($1.0 million) to support underfunded building maintenance
Reimagine Policing Plan Advancements ($239,500) for new civilian staffing and victim services support
Inclusive Engagement for the Community Connectors Program ($40,000)
As seen in the chart below, primary year-over-year increases are attributed to public safety, Fire-Rescue and
Police, and the General Government program, which supports debt service payments, transfers, as well as
base cost rentals supporting leases associated with the Boulder Municipal Property Authority Fund.
Visualization
Transportation & Mobility
$64,944,278 (14.1%)
Housing & Human Services
$52,676,374 (11.4%)
Police
$46,425,876 (10.1%)
Facilities & Fleet
$66,476,602 (14.4%)
Parks & Recreation
$41,265,186 (8.9%)
Open Space & Mountain Parks
$38,084,363 (8.3%)
Fire-Rescue
$33,951,993 (7.4%)
General Government
$25,829,631 (5.6%)
More (13 grouped)
$91,716,995 (19.9%)
20252025
BudgetBudget
Transportation & Mobility
Housing & Human Services
Police
Facilities & Fleet
Parks & Recreation
Open Space & Mountain Pa…
Fire-Rescue
General Government
More (13 grouped)
Sort Large to Small
Staffing Levels by Department
The 2025 Approved Budget includes a total city staffing level of 1,539.10 full-time equivalents (FTEs), an
increase of 2.0% from 2024 Approved staffing levels. There are additions of 24.35 FTEs across 13
departments. These staffing increases reflect strategic staffing capacity increases for new and enhanced
community investments and programs. A calculated estimate of 192.21 non-standard staff, or seasonal and
temporary employees, is included in the 2025 Approved Budget, mostly within the Open Space and Parks &
Recreation Departments. Non-standard staff provide a needed supplement to standard staff on a seasonal
basis, largely in the summer.
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Historical Staffing
One measure of personnel cost pressure is the size of city staff, which is measured by standard full-time
equivalents (FTEs). The 2025 Approved Budget includes a citywide staffing level of 1,539.10 FTEs. As seen in
the chart below, the city manages staffing levels in connection with changing economic conditions and revenue
projections.
Additional information can be found on the 2025 Budget-in-Brief - Continued page.
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The below summary provides additional information on the city's primary revenue sources, including sales & use taxes and
property taxes, key budget assumptions used to develop the 2025 budget, as well as a summary of all funds subject to
appropriation.
Sales & Use Tax Revenue
Sales and use taxes comprise 36.6% of the city’s total revenues, including utility revenues. Sales and use taxes are
transaction taxes levied on all sales, purchases, and leases of tangible personal property and taxable services sold or leased
by persons engaged in business in the city. The tax is collected by the vendor or lessor and remitted to the city. For every
retail tax dollar collected in Boulder, the city retains 43 cents, which is distributed across six city funds, including the General
Fund and five special revenue funds: Open Space Fund, Transportation Fund, .25 Cent Sales Tax Fund (which supports Parks
& Recreation), Arts, Culture, and Heritage Fund, and the Community, Culture, Resilience and Safety (CCRS) Tax Fund (which
supports capital infrastructure). Of the total sales tax rate of 3.86%, 56% of sales and use tax revenues are dedicated to
specific purposes, supporting the five special revenue funds.
Projected sales and use tax revenues total $180.2 million in the 2025 Approved Budget, including revenues within the General
Fund, Open Space Fund, Transportation Fund, .25 Cent Sales Tax Fund, Arts, Culture, and Heritage Fund, and CCRS Fund.
In addition, the General Fund total includes revenues received from the 3.50% recreational marijuana sales and use tax.
While projected sales and use tax revenues in the 2025 Approved Budget exceed 2024 projected revenues, 2025 revenue
projections still represent a flattening of revenues compared to previous projections due to seeing signs of an economic
slowdown.
The 2025 sales and use tax rate for the City of Boulder totals 3.86%. As shown in the Sales & Use Tax Components table
below, 0.15% of the General Fund sales and use tax that was set to expire in December 2024 was renewed at 50% of the
0.15%, with the other 50% dedicated to arts, culture, and heritage through voter approval in November 2023.
2025 Budget in Brief - Continued
Overview of Primary Revenue Sources & Citywide All Funds Summary
Page 20
Page 21
Over the next 15 years, the projected sales and use tax rate will include several changes, including:
2025: Sales and use tax within the General Fund declines with a portion shifting to Arts, Culture, and Heritage Fund.
2030: Portion of transportation tax shifts to General Fund.
2035: Portion of open space tax shifts to General Fund.
2036: Overall sales and use tax rate decline due to expiration of the .25 cent tax supporting Parks & Recreation.
2037: Community, Culture, Resilience, and Safety Tax expires.
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Property Tax Revenue
Property values are reassessed in odd years and are collected at their new assessed rate the following even year. 2023 was a
reassessment year, and Boulder will collect property taxes based off the updated property value assessment in 2025.
The calculation for property tax is:
Market Value of Property x Assessment Rate x Mill Levy = Property Tax
The Assessment Rate is set by State legislation, and the mill levy is determined by the individual taxing authority.
As set by SB24-233, for property taxes payable in 2024, the residential assessment rate is 6.7% and the commercial
assessment rate for most sub-classes is 27.9% In addition to decreased rates, SB24-233 provides actual value reductions to
residential property equal to $55,000 or an amount that causes the valuation for assessment of the property to be $1,000,
actual value reductions for improved commercial property is $30,000 or an amount that causes the valuation for assessment
to be $1,000.
For example:
Residential: For every $100,000 of home value, homeowners pay $78.80 in property tax to the City of Boulder.
($100,000 Actual Value) x (6.7% Assessed Value for Residential Property) x (.011648 mill levy) = $78.04
With SB24-233, for a home valued at $500,000, homeowners pay $347.29 in property tax to the City of Boulder
($500,000 Actual Value - $55,000 Actual Value Reduction) x 6.7% Assessed Value for Residential Property) x (.011648 mill
levy) = 347.29
Commercial: For every $100,000 in commercial value, business owners pay $324.98 in property tax to the City of Boulder.
($100,000 Actual Value) x (27.9% Assessed Value for Commercial Property) x (.011648 mill levy) = $324.98
With SB24-233, for an improved commercial property valued at $500,000, property owners pay $1,527.40 in property tax to
the City of Boulder
($500,000 Actual Value - $30,000 Actual Value Reduction) x 27.9% Assessed Value for Commercial Property) x (.011648 mill
levy) = 1527.40
For every dollar of property tax collected in Boulder through the general citywide tax rate, the city receives 13 cents. Of these
13 cents, 9 cents goes towards general city operations, 2 cents goes towards Public Safety, 1 cent goes towards Parks &
Recreation and 1 cent goes towards the Community Housing Assistance Program.
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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 Comercial 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.
The property tax chart below shows the past three years as well as the current year and next-year projected property tax
collections.
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Key Budget Assumptions
The summary of key assumptions table documents global budget assumptions that govern cost estimates provided by each
department.
Citywide Summary of Sources & Uses, by Fund
Page 25
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Updated On 28 Nov, 2024
Reset
Broken down by
Org Program*Expenses
History
Visualization
Responsibly Governed
$113,558,671 (26.8%)
Safe
$95,281,085 (22.5%)
Healthy & Socially Thriving
$53,030,994 (12.5%)
Environmentally Sustainable
$54,294,673 (12.8%)
Livable
$54,887,994 (13.0%)
Accessible & Connected
$39,481,247 (9.3%)
Economically Vital
$12,627,867 (3.0%)
Back
2025 Adopted Budget2025 Adopted Budget
Responsibly Governed
Safe
Healthy & Socially Thriving
Environmentally Sustainable
Livable
Accessible & Connected
Economically Vital
Sort Large to Small
Help Share
2025 Budget Highlights
The 2025 Budget reflects a newly implemented Budgeting for Resilience & Equity budgeting process to better align and uplift our
investments with our community goals, as reflected in our Sustainability, Equity, and Resilience Framework. Below is the 2025
Budget represented by goal area and highlights of key investments.
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Safe Healthy & Socially
Thriving
Livable
The Safe goal area supports a welcoming and inclusive
community that fosters positive neighborhood and
community relations and ensures that all residents are
secure and cared for during emergencies and natural
disasters. The 2025 Budget includes initiatives
supporting:
Office of Independent Police Monitor ($63,400):
Increased funding to strengthen civilian review of law
enforcement and learning from best practices to
promote accountability through annual attendance at
the National Association of Civilian Oversight of Law
Enforcement (NACOLE), AXON body camera
licenses for the Police Oversight Panel, and funding
for community events.
Advancement of Reimagine Policing ($239,500):
Additional civilian staffing, including a Victim Services
Specialist, Property and Evidence coordinator
position and Civilian Armorer position, to allow for
enhanced officer readiness and supporting victims of
crimes and critical incidents.
Safe & Managed Spaces ($3.7 million): Additional
one-time funding for the continuation of the
Ambassador Program and permanent investments for
Urban Rangers staffing to foster a climate of safety
and security in public spaces.
Healthy & Socially Thriving focuses on uplifting
residents to be able to meet critical needs, enjoy high
levels of social, physical, and mental well-being, and have
access to abundant recreational, cultural, and educational
opportunities. Investment highlights include:
Equity, Access, and Community Building ($376,000):
Funding for the creation of a new Immigration Legal
Defense Fund, public safety training and cultural
competency assessments, in addition to ongoing
funding for the EXPAND program supporting those
with disabilities, and grant funds for open space trail
repairs and access.
Family Resource Programming ($26,500): A
realignment of $26,500 to support a full-time Bilingual
Resource School Program Manager position for full-
time afterschool programming for the fourth highest
need school in the Boulder Valley School District.
Arts, Culture, & Heritage (Over $3.0 million): Over
$3.0 million in funding to support arts programming,
administration, and events such as Bridge Year Arts
Grant Funding, Experiments in Public Arts program,
Event Sponsorships, Arts Administration, Meadow
Music Event, Arts in the Parks, and Artist Hiring
Incentive Grants. The Arts & Culture Office performed
a Bridge Year Needs Assessment receiving input from
the community, informing key 2025 arts and culture
investments.
The Livable goal area aims to have high-performing,
safe, and well-maintained buildings and infrastructure that
accommodate a diverse set of community needs for
working, learning, playing, and living. Budget highlights
aligned to this goal area include:
Eviction Prevention & Rental Assistance Services
(EPRAS) Funding ($315,000): Additional ongoing
funding for the city's EPRAS program will support
legal aid, rental assistance, and mediation services to
help tenants facing eviction. This program prevents
evictions for 96% of tenants actively engaging with
EPRAS services.
Human Services Funding ($200,000): An additional
$100,000 in ongoing funding and $100,000 in one-
time funding for additional human services grants for
non-profit organizations supporting outcomes such as
economic stability, mobility, and resilience and
increased positive physical, mental, or behavioral
health and well-being.
Housing Affordability Investments ($31.2 million): A
total of $31.2 million to several key affordability
investments, including the construction and
rehabilitation of 144 affordable housing units for Rally
Flats, Thistle, and Ponderosa projects.
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Responsibly Governed Economically Vital Environmentally
Sustainable
Responsibly Governed focuses on providing an
excellent customer experience, responsibly managing the
city’s assets, and making data-driven decisions informed
by community engagement inclusive of those who have
been historically excluded from government programs
and services. 2025 highlights include:
Cybersecurity & Disaster Management Planning
($105,000): The creation of a Disaster Management Plan
will enhance cybersecurity and help the city shield against
future disruptions to operations. Additional funding for
Office of Disaster Management training will advance
efforts in regional disaster prevention and planning.
Significant One-time Capital Maintenance Backlog
Investments ($4.3 million): The city has significant
unfunded and underfunded needs supporting capital
maintenance. The 2025 Budget includes $3.3 million for
fire apparatus replacements and $1.0 million for facilities
capital maintenance, costs that have risen significantly in
recent years.
The Economically Vital goal area supports a healthy,
accessible, resilient, and sustainable economy based on
innovation, diversity, and collaboration that benefits all
residents, businesses, and visitors. Key investments
include:
Small Business Support for Economic Resilience
($200,000): Additional one-time funding will support the
development and implementation of an Economic Vitality
Strategy, named a key council priority at the 2024 Council
Retreat, which aims to expand current capacity for small
business support, including cultivating strategic
partnerships for revitalization, additional business
incentives and financial assistance and enhanced
connection to resources and regional economic
initiatives.
Outdoor Dining Program ($150,000): The Outdoor Dining
Program began as a pilot program in 2020 with the rapid
expansion of outdoor dining during the pandemic. An
outcome of this change shifted business operations and
enhanced cultural vibrancy within the downtown districts,
including University Hill and Downtown Pearl Street Mall
area. Currently the city has 30 parklets predominantly
located within these two districts. With the additional
funding, the city will purchase two additional parklets to
expand the programs and support outcomes of enhancing
cultural vibrancy as well as maintaining well assets within
special districts.
The Environmentally Sustainable goal area advances a
sustainable, thriving, and equitable community that
benefits from and supports clean energy; preserves and
responsibly uses the earth’s resources; and cares for
ecosystems. 2025 budget highlights include:
Community Wildfire Resilience ($1.56 million):
A total of $1.56 million in Climate Tax funding will support
Community Wildfire Protection Plan ($470,000), the new
Community Wildfire Resilience Assistance Program
($559,000), and the addition of a two-year fixed-term
Wildfire Resilience Project Coordinator ($120,000).
Community Wildfire Resilience efforts focus on reducing
risk of wildfire to vulnerable homes and increasing
community preparedness with wildfire education and
resilience grants.
Water Quality Operations ($3.9 million): The Water
Quality program within the Utilities Department includes
$130,000 in staffing enhancements to support technician
work within the Water Resource Recovery Facility Lab to
implement process upgrades to further reduce
phosphorus in the wastewater effluent. In addition, the
conversion of a fixed-term position to permanent staffing
will support greenway management efforts such as
noxious weed and invasive tree monitoring and removal,
ecological support for Utilities projects, program
development, and coordination with a cross-departmental
land manager work group and the Mile High Flood District
(MHFD).
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Accessible & Connected
Accessible & Connected focuses on creating and maintaining a safe, accessible, and
sustainable multimodal transportation system and fostering connectivity and engagement
across the community. Key 2025 investments include:
Community Connectors-in-Residence (CC-in-R) Programming ($40,000): An
additional $40,000 in one-time funding for the CC-in-R program for mental health
services, professional development, and inclusive engagement.
University Hill Streetscape Investments ($1.4 million): Additional one-time funding for
renovations to revitalize public infrastructure and enhance connectivity between the
downtown and University Hill areas, such as transformation of medians with drought-
resistant places, artistic elements, improved lighting, upgraded alleys, and diverse
landscaping solutions.
Shared Micromobility Enhancements ($78,000): Increased ongoing funding to
advance shared micromobility efforts, including programmatic outreach to ensure
awareness and utilization of equity programs and in support of low-income
community members.
Streetlight Maintenance and Operations ($755,000): The Transportation & Mobility
Department realigned funding for the operations and maintenance of the city’s
acquisition of 4,500 streetlights.
Electric Bus Acquisitions and Multimodal Program Support ($226,000): Additional
funding will support the city's portion of the acquisition of seven electric buses for the
HOP bus service and bus stop maintenance, specialized paratransit, and additional
initiatives such as annual Walk & Bike Month and Winter Bike to Work Day.
Page 30
ABOUT BOULDER
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 one of the first cities in the nation to offer curbside recycling, a dedicated sales tax
to preserve and maintain open space, and to mandate a residential green building code. The city is currently home to major
federal labs, a world-class research university, iconic cultural institutions, 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 robust local economy
with a population just over 100,000. Boulder’s unemployment rate trends lower than the state and national rates and local real
estate values are particularly strong in the current market.
The city has received numerous awards including, but not limited to:
• #2 Best Place to Live for Quality of Life in the U.S. – U.S. News & World Report, 2022-2023
• #4 Best Place to Live in the U.S. - U.S. News & World Report, 2022-2023
• #3 America’s Best Bike Networks for a Midsize City - People for Bikes, 2022
• Outstanding Achievement in Local Government Innovation - Alliance for Innovation, July 2020
• What Works Cities Silver Certification 2020 - What Works Cities, June 2020
• Gold-level Walk Friendly Community - Walk Friendly Communities, May 2020
Boulder's History
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. In 1858,
gold seekers established the first non-native settlement in Boulder County at Red Rocks, now named The People’s Crossing,
2025 Citywide Context, Strategic Planning & Budget
Process
Page 31
near the entrance to Boulder Canyon. Throughout the 1860s and 1870s, Boulder became a supply base for miners in search
of gold and silver, and railroad tracks were laid to provide service south to Golden, southeast to Denver, and west to the
mining camps, expanding the city’s economic and social reach. In the 1890s, Boulder was a site for a Chautauqua, a traveling
show providing education and entertainment, and Boulder residents voted to issue bonds to buy the land around what is now
the historic Chautauqua Park.
Between 1920-1950, Boulder’s population grew from approximately 11,000 to 20,000. 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. In 1959, Boulder voters approved the “Blue Line” city-charter amendment, which
restricted city water service to altitudes below 5,750 feet to protect the mountain backdrop from development. In 1967,
Boulder became the first city in the nation to institute a dedicated sales tax to purchase open space lands. 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.
In 1999, an inclusionary zoning ordinance was adopted, requiring 20 percent of new residential development to be
permanently affordable for low to moderate income households. The city adopted Zero Waste principles in 2005 and passed a
municipal carbon tax in 2008 to counteract climate change. Most recently, in 2021, Boulder voters approved the renewal of the
0.3% dedicated sales tax, the Community, Culture, Resilience, and Safety Tax, to fund critical city infrastructure projects and a
grant pool to support non-profits serving the people of Boulder.
City of Boulder Government
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 operations 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. The City’s organization chart is presented below.
STRATEGIC PLANNING & BUDGET PROCESS
Budgeting for Resilience & Equity and the Long-Term Financial Strategy
The City of Boulder developed the 2025 Budget in alignment with the Sustainability, Equity, & Resilience (SER) Framework.
The city's SER Framework comprises seven outcomes necessary for Boulder ’s vision of a great community.
Page 32
The City is in the third and final year of a three-year implementation plan to shift from a more traditional incremental-based
budgeting approach to an enhanced outcome-based budgeting approach. This approach, called Budgeting for Resilience and
Equity, incorporates better performance metrics and identifies outcomes, advances cross-department and -program
collaboration, and increases the transparency of the development of the annual budget and our investments as they align with
community goals.
In 2022, year 1 of this effort, staff implemented a new budgeting software and transparency tool, OpenGov; identified
program areas within each department and cross-departmentally across the organization; and aligned the newly identified
city programs and budgets to the city’s SER Framework. This effort supported heightened transparency of the city’s budget
by further understanding the allocation of resources and demonstrating how our investments aligned to the seven
community goal areas within the framework.
In 2023, year 2 of the implementation, the city added further specificity by developing intended outcomes for each program
area in the city and added performance measures or a plan to develop performance measures to be able to assess the
future impact of our investments. Year 2 also marked the first year the city worked directly with Community Connectors-in-
Residence (CC-in-Rs) and their communities to incorporate their input and priorities into the 2024 budget development
process.
Year 3, the final year of implementation, focused on the refinement of identified outcomes and the further development of
program measures for 2025 budget. As a result of staff efforts in this final year of implementation of Budgeting for
Resilience & Equity, the city has established its first comprehensive citywide inventory of outcomes, measures and targets
through a Budgeting for Resilience & Equity Dashboard aligned to program areas and the SER Framework. These
outcomes and measures were utilized during 2025 budget decision-making to prioritize program areas for realignments of
existing dollars toward areas in the greatest demand or need.
In addition to this refinement, the city unveiled a new Citywide Strategic Plan that presents a three-year plan with 15
strategies, each with priority action steps, aligned to the SER Framework. In the 2025 budget development process, budget
priorities and requests were aligned to the Citywide Strategic Plan strategies and priority action steps, where applicable, and
considered during budget decision-making. The Citywide Strategic Plan serves to bridge the gap between long-term plans,
such as the SER Framework and Boulder Valley Comprehensive Plan, and annual department plans. Department programs,
and associated outcomes and measures, align to the Citywide Strategic Plan, and those strategies further align and support
the greater citywide framework.
This three-year implementation effort has enabled the city to heighten transparency of the allocation of its resources, begin the
journey to enhanced data-driven decision-making, and have greater and shared alignment to community and citywide goals.
Particularly relevant in constrained times, this initiative and annual practice will support the city in prioritizing community and
organizational needs, considering trade-offs, and further understanding the impact of our budget allocations into the future.
While this year marks the third and final year of implementation, the city will continue to build its practice, iterate, evaluate, and
improve Budgeting for Resilience & Equity each year.
Long-Term Financial Strategy & Planning
The Long-Term Financial Strategy builds upon prior policy guidance related to sustainable funding for the City of Boulder. The
city commissioned a Blue-Ribbon Commission (BRC) on Revenue Stabilization in 2008 that developed a comprehensive
report related to sustainable revenue and budgeting approaches. The BRC issued reports in 2008 and 2010, calling for a
comprehensive financial plan, the realignment of resources to better meet community goals, warned against the over-reliance
on retail sales tax and dedicated funding sources, and encouraged the city to pursue a performance measurement system
related to budget.
To further this work, the city established a Financial Strategy Committee in 2019 to serve as an advisory group to support the
development and oversight of a long-term financial strategy. Shortly thereafter, due to the onset of the pandemic, the city
shifted into a position of response and reactiveness. In 2022, staff reengaged this effort by elevating recommendations from
the BRC reports and initiating the three-year implementation plan for BRE outcomes-based budgeting approach in alignment
with the greater SER Framework. Staff also performed a dedicated funding analysis, which highlighted the approximately 68%
of all city funding that is dedicated or restricted for a specific purpose. Dedicated revenues restrict flexibility of funding to meet
Page 33
community priorities of the moment. For sales and use tax, the single largest source of revenue for the city, approximately
56% of revenues are dedicated to specific uses. Given the city’s reliance on dedicated funding, it is extremely important to
maximize the use of these resources as aligned with community expectations, council priorities and citywide needs.
While the General Fund tends to receive a majority of the discussion due to its flexibility of use and funding of core
governmental services, such as public safety, parks, human services, and homelessness services, other funding sources –
including those supporting transportation, parks, housing, and facilities and fleet – have become more strained in recent years
due to the rising costs of performing core service operations and supporting community needs and citywide goals.
As outlined in the BRC and a guiding principle, the Long-Term Financial Strategy aims to support revenue stability and
sufficiency, which would look to rebalance revenue structures, research alternative funding mechanisms, and outline key ballot
strategies.
The Long-Term Financial Strategy contains several key components, including the following:
Establish a Long-Term Financial Plan that outlines guiding principles, performs a current state assessment, recommends
updates to financial policies and commitments to best practices, and future strategic steps. Staff has begun this work and
aims to finalize the Long-Term Financial Plan in the fall of 2024, which will serve as a strategic planning document to guide
the financial strategy forward and provide supporting direction on and priorities of future action steps.
Conduct a Comprehensive Fee Inventory and Study to identify true cost of service levels and establish citywide policies
and practices related to fees and fee updates. Work will begin this fall to inventory current fees and methodologies, assess
and priorities updates, and determine needs for fee studies. Staff anticipates completing this work by quarter 2 of 2025.
Define Core Service Levels to understand service level requirements across the organization. This action step will involve
community engagement to gather valuable input on community priorities. Staff anticipates completing this action step
during 2025.
Explore Alternative Funding Mechanisms to support core city services and community needs. This action step will
include analyzing funding mechanisms, researching funding opportunities, and identifying strategic revenue sources to
consider. Staff will begin this work in the fall of 2024 with a goal of completion during 2025.
Refine Citywide Financial Policies to perform updates in support of the Long-Term Financial Plan’s guiding principles.
This effort is currently underway, and staff anticipates completing this by quarter 1 of 2025.
Develop a Ballot Measure Strategy for 2025 and 2026. This effort will include Financial Strategy Committee and Council
review in the 2025 ballot measures planning and 2026 annual budget discussions.
These goals and action steps outlined in the Long-Term Financial Strategy will guide future decision making, both within the
budget and as we approach major policy issues that implicate the city’s long-term financial health. This comprehensive
strategy will help guide us forward as we seek to establish an equitable, resilient, and stable fiscal strategy to meet our
greatest needs as a community.
Page 34
Budget Development Process
The City operates on an annual budget process with the fiscal year aligned with the calendar year. The coming year’s budget
is adopted by December 1, as provided by the City Charter. Once adopted, within the parameters of policy guidelines,
departments are given full spending authority for their approved budget appropriation.
The City of Boulder Charter establishes the budget process timeline. The budget development schedule is designed to fit
within the charter mandate and to allow for active and early participation by the City Council and the community. As shown in
the chart below, the City’s budget is developed throughout the year, with the most concentrated effort spent between March
and October.
In January, the City Council and City Management perform an annual retreat to discuss and set priorities.
From January through May, departments perform budget planning and development in preparation for budget request
submittals in May.
In June, the Central Budget Office receives budget requests from departments, then reviews and develops analyses on
submittals, and provides summaries and recommendations to the Executive Budget Team. The Executive Budget Team
comprises the City Manager, Deputy City Manager, Chief Financial Officer, Human Resources Director, and two rotating
department directors.
In July, the Executive Budget Team performs a review and approval of budget submittals and the annual budget package.
In September, the City Manager’s Recommended Budget, including the six-year Capital Improvement Program, is publicly
released and presented to the City Council during a council study session.
In October, the budget and annual appropriation ordinances for the upcoming fiscal year are considered by City Council
and adopted during budget readings. Public hearings are held during Council budget readings, which provides the
opportunity for the community to comment on the Recommended Budget.
Once approved by City Council, the Central Budget Office compiles the Approved Budget document and publishes the
document before the beginning of the new fiscal year.
Budget Amendments
The City uses the annual comprehensive budget development process to craft the annual recommended budget submitted for
City Council consideration and approval each October. However, there are opportunities during the fiscal year for changes to
the annual appropriation approved by City Council, such as unanticipated expenses or new mid-year initiatives. The City
schedules two budget supplementals, or adjustments-to-base, in May and November of each fiscal year for Council
consideration to incorporate these appropriation changes to the approved budget.
Budget Philosophy
Page 35
Municipal budgets serve several 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. 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,
Emphasizes measures to improve the productivity and effectiveness of service delivery to residents.
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 Annual Comprehensive Financial Report (ACFR) shows the status of the city’s finances on the basis of generally
accepted accounting principles (GAAP). In most cases, the ACFR 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 ACFR.
Fund Financials & Fund Accounting
The City of Boulder has 41 funds subject to appropriation. The City's fund accounting is designed to demonstrate legal
compliance and to aid financial management by separating transactions related to certain government functions. 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.
Page 36
Page 37
TRANSPARENCY PORTAL
For those seeking a deeper dive into line item detail, we also have the Transparency Portal , which includes all of the data behind the online budget book. This portal
can be a bit overwhelming with information, so here are a few tips for using this site:
The first item to note in the portal is the menu of Reports on the left of the screen. The Reports listed here are all pulling into the online budget book in various
ways. There are some that are more helpful to budget review:
Expenditure by Program . This report will compare 2023 Actuals, to 2024 Adopted Budget, to 2025 Approved Budget by Department Program area.
Sources & Uses . This report will provide citywide information related to sources and uses and compare 2023 Actuals, to 2024 Adopted Budget, to 2025
Approved Budget.
Six Year CIP . This report will provide capital project detail for the 2025-2030 Capital Improvement Program .
REPORT NAVIGATION:
If you scroll down the left bar of the Transparency Portal, below the Reports tab, you will see two additional tabs for “Filters” and “Views”.
The “Views” tab will provide you pre-saved filtered views, and each view will be slightly different based on the Report you are in.
The “Filters” tab is where you will have the most control over slicing the information in different ways. You can use the filters to focus on certain departments
or funds. After filtering to the specific program, departments, and/or fund, you can use the drop down “Broken Down By” to select a level of detail to display. A
couple of helpful ones:
Org Program: This will give you the detail by Program area.
Expense Type: This will give you an equivalent of line-item detail, based on our accounting system. This is the most granular level to view the budget
information.
CIP Project (use in Six Year CIP report only ): This will provide the breakdown of expenses by capital project.
Another helpful tip in the “Filters” tab is the search function within the filter options. For example, if you click on “Org Program” in the list of filters, you can search
for a specific program and filter to only that program.
We encourage the use of the narrative in the online budget book page as a good starting place before diving into the portal. We also appreciate that everyone will have
a slightly different approach to budget review and invite continued feedback on the presentation of information and anything additional that we should highlight.
Thank you!
CITY OF BOULDER ANNUAL BUDGETCITY OF BOULDER ANNUAL BUDGET
FISCAL YEAR 2025FISCAL YEAR 2025
Page 38
$5,103,711
27.00 FTE
Department Overview:
The City Attorney’s Office is the legal advisor to 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.
Summary of 2025 Budget Enhancements and
Realignments:
Addition of an Attorney for the Prosecution & Civil
Litigation program ($143,000). This position will
enable this program to continue to sufficiently defend
all litigation brought against the city and enforce the
Boulder Municipal Code.
•Administration (Responsibly Governed)
•Consultation & Advisory
•Prosecution & Civil Litigation
City Attorney's Office
2025 Budget
Page 40
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
Using the drop down selection list below, please select the department you would like to view.
PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Administration
(Responsibly Governed)
CAO programs are staffed and funded
appropriately
CAO programs are funded and staffed
appropriately to support City initiatives
Ratio of support staff to
attorneys and attorneys to
departments
N/A N/A N/A
Responsibly Governed Administration
(Responsibly Governed)
CAO equipment, file maintenance, and reporting
tools are updated timely for effective use
Ensure CAO equipment needs, file maintenance,
and reporting tools are kept updated to be used
effectively by all CAO programs
Percentage of uptime on
all CAO equipment and
tools for use
80%N/A 85%
Responsibly Governed Administration
(Responsibly Governed)
Ensuring Continuing Legal Education (CLE)
focused on Municipal Client Departments
Percentage of CAO staff who complete at least one
relevant CLE or training session annually
Percentage of Staff
completion
80%N/A 80%
Safe Consultation & Advisory Support Boards and Commissions Attend necessary Boards and Commission
meetings and provide legal advice as needed
Number of meetings
attended by CAO
representative
N/A N/A N/A
Safe Consultation & Advisory Support City Council and their Initiatives Attend necessary meetings and advise City Council
on all proposed iniatives
Number of meetings
attended by CAO
representative
N/A N/A N/A
Safe Consultation & Advisory Support department working groups and plans Ensure departments and working groups have
suffiencient legal support
Number of CAO
representatives in each
department / working
group
1 N/A 1
Safe Consultation & Advisory Coordinate and respond to all CORA Requests Respond and advise on all CORA requests
received by the City
Percentage of CORA
requests received and
responded
100%N/A 100%
Safe Prosecution & Civil
Litigation
Defend and advocate for the City's interests
against challenges from people or entites that
are contrary to the City's interests
Advocate for the City's interest in all forums to
ensure the City's interests are being upheld
Percentage of challenges
to the Boulder Revised
Code upheld in the City's
favor
N/A N/A N/A
Safe Prosecution & Civil
Litigation
Defend all litigation brought against the city Represent and defend the City in all civil lawsuits
and claims in a cost-effective manner
Percentage of cases
defended
N/A N/A N/A
Safe Prosecution & Civil
Litigation
Prosecute violations of the Boulder Revised
Code
Work with the Municipal Court and Police
Department to understand and analyze prosecution
practices to improve positive impacts and
Percentage of unhoused
individuals cited into the
Boulder Revised Court
20%N/A 25%
All
City Attorney's Office
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Operating Budget (FY2023-2025)
Updated On 28 Nov, 2024
Reset
Broken down by
Expenses City Attorney's Office
History
Org Program
Visualization
2023
Adopted Budget
2024 Adopted
Budget
2025
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
DollarsBack
Internal Services
Operating
Personnel
Sort A to Z
Help Share
Expenditure by Program
Page 41
Updated On 29 Dec, 2024
Reset
Broken down by
Org Program*City Attorney's Office Expenses
History
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
DollarsBack
Administration (Responsibl…
Consultation & Advisory
Prosecution & Civil Litigation
Sort A to Z
Help Share
Program Overview
Administration (Responsibly Governed)
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.
Consultation & Advisory
This program provides legal support for City Council, the city’s advisory boards and commissions, and general
legal support for the operating departments, including but not limited to, 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.
Department Staffing
Page 42
Expenditure by Fund
Updated On 29 Dec, 2024
Reset
Broken down by
Funds*City Attorney's Office Expenses
History
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
DollarsBack
General Fund
Internal Service Funds
Sort A to Z
Help Share
Page 43
Program Budget Overview
Description
The City Attorney's Office (CAO) Administration program supervises and supports the administration of other
CAO programs. It provides supervisory, secretarial, and administrative support for the department's
Consultation and Advisory program and the Prosecution and Litigation program, including file maintenance,
reporting, and updating the municipal code. This area also funds required continuing legal education, bar
license fees, and bar dues fees for staff attorneys, all equipment replacement, and the law library and
electronic legal research resources. The purpose of this program aligns with two of the Responsibly Governed
frameworks.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service
in all city business.
Ensures that the city is a safe, equitable, and inclusive workplace.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
600.0K
700.0K
800.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
City Attorney's Office Administration
Responsibly Governed
City Attorney's Office
FY2025 Budget
Page 44
Program Budget Overview
Description
This program provides legal support for City Council, the city’s advisory boards and commissions, and general
legal support for the operating departments, including but not limited to, 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.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Leverages partnerships and encourages shared community responsibility to keep Boulder safe.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Consultation & Advisory
Safe
City Attorney's Office
FY2025 Budget
Page 45
Program Budget Overview
Description
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.
Summary of 2025 Budget Enhancements and Realignments:
1) This program is being enhanced by adding 1 new attorney for $143,000 which will enable this program to
continue to sufficiently defend all litigation brought against the city and enforce the Boulder Municipal Code.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Fosters a climate of safety for individuals in homes, businesses, neighborhoods, and public spaces.
Prevent crime, alleviate harm, and improve quality of life for community members and visitors while
minimizing disparate impacts on community members of color and considering the needs of different
cultures, individuals, and community values.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
1.0M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Prosecution & Civil Litigation
Safe
City Attorney's Office
FY2025 Budget
Page 46
2025 Budget:
$466,354
1.00 FTE
Department Overview:
The City of Boulder has a council-manager form of
government where the elected City Council sets
policies and the council-appointed city manager
administers them. Regular City Council meetings are
held in Council Chambers located in the Penfield
Tate II Municipal Building, 1777 Broadway St.
City Council serves as the governing body for the
City of Boulder, providing policy direction to the city
organization and hires and supervises the following
employees:
City Attorney
City Manager
Municipal Judge
Current Council Priorities:
2025 Major Update of Boulder Valley
Comprehensive Plan (BVCP)
Citywide Long-Term Financial Strategy
Homelessness Programs and Innovations
Economic Development Plan & Program
Enhancements
Climate Action Plan Update
Commercial Area Connections & Quality of Life
Improvements
Wildfire Hardening & Waterwise Landscaping
Policies & Regulation
Family-Friendly Vibrant Neighborhoods (Zoning &
Use Code Updates)
Manufactured/Mobile Home Community Support
Establishment of Council Process Improvement
Working Group
Consideration of Council Pay Increase.
Operating Budget (FY2023-2025)
City Council
2025 Budget
Page 47
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Department Staffing
Expenditure by Fund
Page 48
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
DollarsGeneral Fund
Sort A to Z
Page 49
2025 Budget:
$10,335,644
25.80 FTE
Department Overview:
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; and fosters community pride in city
government through excellent customer service.
The City Manger's Office 2025 budget includes the following
changes:
•Realignment of funds from various programs to better
align with program vision. For example, Tribal Consultation
funds were moved to the Administration program ($75,000)
and realignment to the new Convention and Visitors
Bureau subprogram ($2 million).
•Administration & Operations
•City Clerk Administration & Support Services
•Economic Vitality
•Equity & Belonging
•Independent Police Monitor
•Policy and Intergovernmental Relations
City Manager's Office
2025 Budget
•Increased budget and staffing (FTE) count within the Economic Vitality program, due to new hosting agreements with
the Small Business Development Center (SBDC). The SBDC has revenue from program fees, donations and grants to cover
this expenses growth (5 new FTEs and operating costs, $900,000 total in expenses realigned from the Small Business
Development Center organization).
•Enhancement to small-business support through additional, one-time funding for the Economic Vitality program
($200,000).
•Creation of citywide Project Management office ($75,000). Enhancement for Office of Disaster Management for
training and preparedness ($25,000).
•Enhancement for Equity and Belonging program for the growth of the Immigration Legal Defense Fund ($50,000).
•Enhancements for Independent Police Monitor program for continued growth and support for this program ($33,000).
Page 50
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
Using the drop down selection list below, please select the department you would like to view.
PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Administration &
Operations (Responsibly
Governed)
Coordination of cross-departmental projects,
implementation of citywide initiatives and
guidance/support provided to achieve progress
on City Council's priorities
Percentage of priorities that are either on track or
completed. This is currently measured and updated
as needed on Council Priorities 2022-2023 website
dashboard
Percentage of on track or
completed priorities
11 out of 11 by
end of 2025
N/A 11 out of 11
100% by end of
2025
Responsibly Governed Administration &
Operations (Responsibly
Governed)
Efficient, effective and transparent government Satisfaction results with city programs and services
from bi-annual community survey
Percentage of results that
meet or exceed local
benchamarks
N/A N/A 1% increase in
satisfaction
results
Responsibly Governed City Clerk Administration
& Support Services
Expanded type and quantity of records available
on demand to the public
Decreased number of CORA requests Number of CORA requests 10% decrease in
CORA requests
year over year
N/A 10% decrease
in CORA
requests year
over year
Responsibly Governed City Clerk Administration
& Support Services
More diverse and historically underrepresented
community members apply to serve on boards
and commissions
Number of and demographics of applicants Number of applicants Representative
of the population
N/A 5% increase in
total applicants;
Racial and
ethnic minorities
are
overrepresente
d in applicant
pool
Responsibly Governed City Clerk Administration
& Support Services
Uniform and consistent information on council
actions and agendas that are easily accessed
by staff, council and community
Number of clicks on the website page for council
materials
Number of clicks on the
website
2% increase on
number of clicks
on website over
2023
N/A 5% increase on
number of clicks
on website over
2023
Responsibly Governed City Clerk Administration
& Support Services
Increase understanding of City elections
processes
Number of contested ballot initiatives based on
process concerns and percentage of registered
voters voting in each election
Number of complaints and
percentage of registered
voters voting in each
election
Less than 3
complaints
N/A Less than 3
complaints
Economically Vital Economic Vitality Increased awareness of resources available to
Boulder businesses, including women-and
minority-owned businesses
Increase in the percentage of businesses rating
access to business resources and ease of doing
business as favorable and increased use of
resources by small businesses, including women-
Percentage increase in
business satisfaction rating
68% of
businesses
surveyed rate
ease of doing
N/A 72% of
businesses
surveyed rate
ease of doing
All
City Manager's Office
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Operating Budget (FY2023-2025)
Visualization
2023
Adopted Budget
2024 Adopted
Budget
2025
Budget
Fiscal Year
0.0
2.0M
4.0M
6.0M
8.0M
10.0M
DollarsInternal Services
Operating
Personnel
Sort A to Z
Page 51
Program Overview
Administration & Operations
The City Manager's Office provides professional leadership in the administration and implementation 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; supports all city departments
and the council body; and fosters community pride in city government through excellent customer service.
City Clerk Administration & Support Services
The City Clerk's Office administers municipal elections and supports City Council through the development of
comprehensive meeting agenda materials, action summaries, minutes and the required publication of ordinances and
resolutions.
Economic Vitality
The Office of Economic Vitality develops and implements strategies that reflect the city’s commitment to an accessible,
diverse, and sustainable economy based on innovation, collaboration, and entrepreneurship that benefits all residents,
businesses, and visitors.
Equity & Belonging
The city is committed to advancing equity and belonging to ensure all Boulder residents, business owners and visitors
have equitable access to health, prosperity and fulfillment that is not limited based on a person’s race, ethnicity, age,
gender, ability, religion, sexuality or socioeconomic status. The Office of Equity and Belonging supports the city
organization in creating educational opportunities for city staff, aligning resources, applying tools and employing best
practices when implementing programs, policies or making purchasing and budgetary decisions.
Independent Police Monitor
The Office of the Independent Police Monitor provides civilian oversight of the Boulder Police Department and
recommends improvements to their training, policies and practices. The Monitor classifies and reviews all community
complaints against members of the Boulder Police Department and reviews misconduct investigations to offer
disposition and disciplinary recommendations to the Chief of Police.
Policy and Intergovernmental Relations
The Policy & Intergovernmental Relations program ensures that the city's interests are furthered through strategic
alliances and informed engagement with other local, regional, state and federal governmental entities.
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
2.0M
4.0M
6.0M
8.0M
10.0M
DollarsCMO - Economic Vitality
City Clerk Administration & …
City Manager's Office Admi…
Equity
Independent Police Monitor
Policy Advisor & Intergover…
Sort A to Z
Expenditure by Program
Page 52
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
2.0M
4.0M
6.0M
8.0M
10.0M
DollarsGeneral Fund
Sort A to Z
Expenditure by Fund
Department Staffing
Page 53
Program Budget Overview
Description
The City Manager's Office provides professional leadership in the administration and implementation 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; supports all city departments and the council body; and fosters community pride in city government
through excellent customer service.
Summary of 2025 Budget Enhancements and Realignments:
The 2025 realignments allowed for the moving of funds to the program or department that works most closely with programs or projects. New subprograms were added
in 2025, Office of Disaster Management and Boulder Convention and Visitors Bureau, and funding was realigned to those programs. Other realignments include moving
funds for Tribal Consultation to the Equity and Belonging Program.
Base cost increases in 2025 were updates to the annual citywide memberships that support all city departments and council priorities. Annual costs have increased over
the years but the budget has not been adjusted since 2019.
The two budget enhancements this year include one-time funding of $75,000 for the set up of a city-wide project management office and $25,000 for Office of Disaster
Management training, which is not currently part of that budget.
Visualization
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Actual
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City Manager's Office Administration & Operations Subprograms
City Manager's Office Administration &
Operations
Responsibly Governed
City Manager's Office
FY2025 Budget
Page 54
Program Budget Overview
Description
The City Clerk's Office administers municipal elections and supports City Council through the development of
comprehensive meeting agenda materials, action summaries, minutes and the required publication of
ordinances and resolutions. The Department also manages the annual board and commissions recruitment
process, oversees the Domestic Partnership Registry and database, and serves as the liaison to ten Sister
City organizations. The records division oversees records management for the city, including online public
access, retention, research, and coordinates Colorado Open Records Act requests.
Summary of 2025 Budget Enhancements and Realignments:
A new 5-year contract for the city's online petition software was negotiated in 2024 that increases the base
cost by $45,000 with an annual increase of 3% for the following four years.
Both 2025 and 2026 will be councilmember election years as the city transitions to even year council elections. This increases the base budget by $120,000 for
additional election costs and council candidate matching funds.
Visualization
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Actual
2024 Adopted
Budget
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600.0K
800.0K
1.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
City Clerk Administration & Support Services
Responsibly Governed
City Manager's Office
FY2025 Budget
Page 55
General Governance
The General Governance budget serves a variety of community and cross-
departmental needs. These include contingency funds set aside for unforeseen
matters that may arise during the fiscal year and memberships in organizations
for city departments and council that assist the city in influencing regional and
national decision-making and for programs with an associated time frame or for
planning and development of new programs to meet future needs of the city.
2025's budget realignments were made to transfer budget funds to the
department that most closely works on projects or programs. Funding was
moved to Equity and Belonging for the continuation of building relationships
with our Tribal Nations and funding for the Convention and Visitors Bureau
(CVB) was moved to Economic Vitality’s new subprogram specific to the CVB.
Office of Disaster Management
The Office of Disaster Management became it’s own
sub program in 2025 and is the partnership with
Boulder County to operate the Office of Disaster
Management.
Page 56
Program Budget Overview
Description
The Office of Economic Vitality develops and implements strategies that reflect the city’s commitment to an
accessible, diverse, and sustainable economy based on innovation, collaboration, and entrepreneurship that
benefits all residents, businesses, and visitors. The office works with local, regional and state partners to
support businesses and build a healthy and resilient economy while preserving the community’s character and
quality of life.
Summary of 2025 Budget Enhancements and Realignments:
For the 2025 budget, 2 subprograms were created and funding was realigned to both areas.
Base cost increases for 2025 include additional funding for the Convention and Visitors Bureau based on tax revenue projections and additional funding and revenue for
the Small Business Development program as a result of hosting agreements.
A one-time request for $200,000 will be used to expand current capacity, update the economic sustainability and resilience plan, address commercial vacancy rates and
broaden the support of small businesses.
Visualization
2023
Actual
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2025
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Sort By Chart of Accounts
Economic Vitality Subprograms
Economic Vitality
Economically Vital
City Manager's Office
FY2025 Budget
Page 57
Conventions and Visitors Bureau
Visit Boulder, the Convention and Visitors Bureau, supports a strong local economy by inspiring
visitor connections to Boulder’s unique landscape and culture. The nonprofit supports local
tourism-related businesses and helps generate tax revenue by providing information and
assistance to leisure, group, and business travelers. The nonprofit is funded by a portion of
local accommodations and food services taxes. (https://www.bouldercoloradousa.com/)
Photographed by Frankie Spontelli for Visit Boulder
Small Business Development
Center
The Boulder Small Business Development Center (SBDC) provides training and assistance to
help businesses start, grow, and succeed. The center offers free business consulting, no- or
low-cost workshops, connections to resources, and disaster recovery assistance to small
businesses in Boulder County. Hosted by the City of Boulder, the Boulder SBDC is part of the
Colorado SBDC Network, a partnership of the Colorado Office of Economic Development &
International Trade (OEDIT) and the U.S. Small Business Administration (SBA) and is funded
through public and private sources in addition to the city. (https://bouldersbdc.com/)
Page 58
Page 59
Program Budget Overview
Description
The city is committed to advancing equity and belonging to ensure all Boulder residents, business owners and
visitors have equitable access to health, prosperity and fulfillment that is not limited based on a person’s race,
ethnicity, age, gender, ability, religion, sexuality or socioeconomic status. The Office of Equity and Belonging
supports the city organization in creating educational opportunities for city staff, aligning resources, applying
tools and employing best practices when implementing programs, policies or making purchasing and
budgetary decisions.
Summary of 2025 Budget Enhancements and Realignments:
For 2025, funding was realigned from OSMP and CMO Administration for work with Tribal Nations in
support of consultation and enhanced relationship building.
A one-time request for an additional $50,000 is for partnership with the CU Law School to create a
sustainable legal defense fund in which non-profit organizations can access funding to legally represent
and support immigrant community members and ensure community members have access to accurate
information regarding immigration law.
Visualization
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DollarsPersonnel
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Internal Services
Sort By Chart of Accounts
Equity & Belonging
Healthy & Socially Thriving
City Manager's Office
FY2025 Budget
Page 60
Program Budget Overview
Description
The Office of the Independent Police Monitor provides civilian oversight of the Boulder Police Department and recommends improvements to their training, policies and
practices. The Monitor classifies and reviews all community complaints against members of the Boulder Police Department and reviews misconduct investigations to offer
disposition and disciplinary recommendations to the Chief of Police. The Monitor also supports the Police Oversight Panel which represents the community perspective
during review of misconduct investigations, conducts community engagement and recommends policy and training improvements to the Boulder Police Department.
Summary of 2025 Budget Enhancements and Realignments:
Ongoing requests totaling $33,000 were added that include the cost of additional AXON body worn camera licenses, travel expenses to the NACOLE conference and
Police Oversight Panel member stipends. $30,000 of funding was added for one-time use to help support consultants who support panel bylaw updates and trainings,
and also include funding for increased engagement support in the forms of food, printed material and interpretation and translation services.
Visualization
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Independent Police Monitor
Safe
City Manager's Office
FY2025 Budget
Page 61
Program Budget Overview
Description
The Policy & Intergovernmental Relations program ensures that the city's interests are furthered through
strategic alliances and informed engagement with other local, regional, state and federal governmental
entities. The program works in coordination with council and staff to develop and implement the city's Policy
Statement on Regional, State and Federal Issues. This program also convenes, coordinates and leads
complex cross-departmental staff efforts resulting in new policies, guidelines and agreements.
Summary of 2025 Budget Enhancements and Realignments:
In 2025, $48,000 was realigned to cover the ongoing increase in fees of the city's Federal and State
lobbyists. This request had been approved in prior years with one-time funds.
Visualization
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Policy Advisory & Intergovernmental Relations
Responsibly Governed
City Manager's Office
FY2025 Budget
Page 62
$11,292,008
22.00 FTE
Department Overview:
Climate Initiatives drives local and regional climate
action guided by Boulder’s climate targets, focusing
on mitigation, adaptation and equity. The department
achieves its mission through strategic investments in
regulatory and voluntary programs, policy
development and broad community engagement. Its
work emphasizes transformational changes,
partnerships and bold climate policies that foster
systems-level changes while supporting individual
actions.
In 2025, the Climate Initiatives department will realign
budget to better reflect expected expenses, align
budget with a new chart of accounts after the passing
of the Climate Tax, and better align staff and their
expenses with the programs on which they are
working.
The Community Wildfire Resilience program will be
adding a 2-year fixed term FTE to serve as a Wildfire
Resilience Plan Implementation Coordinator
($120,000).
•Administration
•Circular Economy
•Community Wildfire Resilience
•Cross-Cutting Climate Programs
•Energy Systems
•Nature-based Climate Solutions
Climate Initiatives
2025 Budget
Page 63
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
Using the drop down selection list below, please select the department you would like to view.
PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Environmentally
Sustainable
Administration
(Environmentally
Sustainable)
All department program managers have access
to financial monitoring reports and projection
data to guide team decisions and ensure
spending is directly aligned with, and in support
of key performance measures
Number of months that spend and projection
reports are updated
Number of months per
year
12 N/A 12
Environmentally
Sustainable
Administration
(Environmentally
Sustainable)
Create a culture of continuous improvement for
individual staff and departmental teams
Number of voluntary training or proferssional
development opportunities completed
Number of opportunities
completed
1 N/A 5
Environmentally
Sustainable
Administration
(Environmentally
Sustainable)
Needed standard operating procedures are
identified and created
Percentage of needed SOPs developed Percentage (Number
complete/total needed)
25%N/A 75%
Environmentally
Sustainable
Circular Economy Advance a circular approach in the built
environment to preserve the embodied carbon in
building materials
Annual diversion percentage (annual tons of C&D
materials diverted/total project weight)
Percentage diverted 75%N/A 80%
Environmentally
Sustainable
Circular Economy Reduction in overall communitywide waste
generation
Annual total waste generation per capita Pounds per person per
day
7.0
lbs/person/day
N/A 6.5
lbs/person/day
Environmentally
Sustainable
Circular Economy Increase in awareness of circular economy
principles and initiatives
Number of communication materials/campaigns
focused on promoting circular solutions
Number of materials (CI
and COB newsletter
articles, blog posts, social
media campaigns, press
releases)
6 N/A 9
Environmentally
Sustainable
Community Wildfire
Resilience
Increase use of prescribed fire to create healthy
landscapes and promote public safety
Acres treated Number of acres N/A N/A N/A
Environmentally
Sustainable
Community Wildfire
Resilience
Reduce risk of wildfire to vulnerable homes with
a focus on those in the WUI
Dollars administered to homes through Boulder
Wildfire Resilient Homes Assistance program
Dollars administered N/A N/A 530,000
Environmentally
Sustainable
Community Wildfire
Resilience
Increase community preparedness education for
wildfires
Number of educational materials distributed Number of materials N/A N/A N/A
Environmentally
Sustainable
Cross-Cutting Climate
Programs
Build regional climate equity funding vehicle Implementation of a climate equity fund Completion status (yes/no)N/A N/A Launching in
2025
All
Climate Initiatives
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Operating Budget (FY2023-2025)
Visualization
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Adopted Budget
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Operating
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Transfers
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Page 64
2023
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Budget
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Circular Economy
Community Wildfire Resilie…
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Energy Systems
Nature-Based Climate Solu…
Transfers & Cost Allocation
Sort A to Z
Program Overview
Administration
The Administration program handles budget development and tracking, payments, council scheduling,
deconstruction documentation and contract management for the department. This program also provides
administrative support to the Environmental Advisory Board.
Circular Economy
The Circular Economy (CE) program works with key partners, the Boulder community and city departments to
accelerate the shift to a circular economy through a combination of policy development, education, pilot
programs, incentives, infrastructure investments and technical assistance. Key focus areas include building
deconstruction, consumer reuse systems, organic materials circularity and supporting recycling and end
market development.
Community Wildfire Resilience
The Community Wildfire Resilience program is a cross-departmental effort focused on expanding planning,
preparedness, response, and recovery efforts in response to the increasing wildfire risks exacerbated by
climate change. Funded by individual departmental budgets and further bolstered by the new Climate Tax, this
comprehensive effort underscores the city’s commitment to safeguarding the community through integrated
and protective measures.
Cross-Cutting Climate Programs
Cross-Cutting Climate Programs build capacity and services focused on resilience and equity, engaging with
climate justice and equity-based partners. This program area also oversees tracking and reporting on the
impact of Climate Initiatives towards the city's climate goals.
Energy Systems
The Energy Systems program, in partnership with Boulder businesses, community members and key partners,
uses education, incentives and regulatory measures to reduce greenhouse gas emissions and improve
resilience through energy efficiency, local renewable energy development and building and transportation
electrification.
Nature-based Climate Solutions
The Nature-Based Climate Solutions program (NbCS) collaborates with public and private landowners and
managers to enhance urban forestry, reduce urban heat, manage wildfire risks and improve soil health,
focusing on actions that capture carbon and water to protect and enhance community welfare, particularly in
vulnerable areas.
Expenditure by Program
Page 65
Department Staffing
Expenditure by Fund
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2024 Adopted
Budget
2025 Approved
Budget
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4.0M
6.0M
8.0M
10.0M
DollarsGeneral Fund
Special Revenue Funds
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Page 66
Program Budget Overview
Description
The Climate Initiatives Administration program handles the essential administrative functions that ensure the
smooth operation of the department. This includes tasks such as budget preparation and tracking, contract
development, and payments. The program's activities align with bi-annual Council priorities, the city's Strategic
Plan, and the Sustainability, Equity, and Resilience Framework (SER Framework). By supporting the
department's various work groups, the administration program ensures that all efforts are cohesive and
directed toward citywide outcome indicators. The budget for this program primarily covers personnel-related
expenses dedicated to staffing and supporting these administrative tasks.
Summary of 2025 Budget Enhancements and Realignments:
1)Communications and Engagement Budget Adjustment - A realignment of $15,000 from the Administration
communications and engagement budget to the Energy Systems program has been implemented. This
adjustment more accurately reflects the communications and engagement needs within the department.
2)Reduction in Miscellaneous Consultant Services - The Administration program's budget for miscellaneous
consultant services has been reduced by $15,650 due to the conclusion of a contract.
3)Increase in Personnel Allocation - An increase of $30,600 has been allocated to the Administration program
for personnel expenses, reflecting the reassignment of staff to this program.
Sustainability, Equity, and Resilience (SER) Goals & Objectives: Safe
Objectives
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service in
all city business;
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets; and
Supports strategic decision-making with opportunities for accessible community engagement in multiple
languages and timely and reliable data and analysis.
Climate Initiatives Department Administration
Environmentally Sustainable
Climate Initiatives
FY2025 Budget
Page 67
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
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250.0K
500.0K
750.0K
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DollarsPersonnel
Operating
Internal Services
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Page 68
Program Budget Overview
Description
The Circular Economy (CE) program is dedicated to advancing the shift from the traditional linear economic
model to a circular economy. This transition is crucial for eliminating waste and pollution, extending the
lifecycle of materials and regenerating natural systems. The program collaborates with key partners, the
Boulder community, and city departments to reduce waste generation and change consumption patterns
through a combination of policy development, education, pilot programs, incentives, investments in zero waste
facilities, and technical assistance.
Summary of 2025 Budget Enhancements and Realignments:
1)Disposable Bag Fee Budget Realignment - A budget of $284,283 has been realigned by transferring
funds from the miscellaneous consultant services category to the miscellaneous purchased services category.
This adjustment better aligns with the nature of the expenses associated with the Disposable Bag Fee,
ensuring accurate allocation of resources.
2)City Organization Zero Waste Budget Realignment - A total of $13,000 has been realigned within the
city’s zero waste budget. This includes a $7,000 decrease in the miscellaneous materials category and a
$6,000 decrease in solid management fees. The reduction is due to most city facilities now being equipped
with reusable materials, resulting in fewer purchases. Additionally, the city no longer has access to composting
services. The savings from these reductions will be redirected to cover business travel expenses for
conference attendance, supporting the continued professional development of staff in the Circular Economy
program.
3)Zero Waste Facilities Budget Realignment - The Zero Waste Facilities budget has been realigned with a
total of $29,675 being transferred from the waste management category to the miscellaneous purchased
services category. This shift is intended to support waste reduction, reuse, and recycling efforts, ensuring that
resources are effectively utilized in advancing the goals of the Circular Economy program.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Environmentally Sustainable
Objectives
Ensures the efficient use of natural resources in a manner that does not deplete them over time while
reducing the proliferation of non-reusable materials, toxins, and hazardous products.
Supports the natural environment and its ecosystems so they are better able to resist damage and
recover quickly.
Circular Economy
Environmentally Sustainable
Climate Initiatives
FY2025 Budget
Page 69
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
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250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
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Internal Services
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Page 70
Program Budget Overview
Description
The citywide effort for Community Wildfire Resilience and Preparedness is a cross-departmental effort to
prioritize community planning, preparedness, response and recovery efforts related to the impacts of wildfire.
This comprehensive effort underscores the city's commitment to safeguarding the community through
integrated and proactive measures. The initiative is financially supported through individual departmental
budgets and is further bolstered by an annual allocation of $1.5 million from the Climate Tax.
The program total of $1,071,102 represents the budgeted total within the Climate Initiatives department. The
total 2025 budget for the cross-departmental Community Wildfire Resilience Program is $1,563,064. With an
additional $380,759 found within Fire-Rescue's Community Risk Reduction subprogram that supports the
wildfire prevention, and $111,233 found within Finance's Budget and Grants program supporting the Wildfire
Resilience Grants Program.
Summary of 2025 Budget Enhancements and Realignments:
1)Personnel Expense Realignment - Ongoing realignment of $107,000 to decrease non-personnel
expense budget and increase personnel expense budget. This strategic adjustment enables the funding of
critical positions essential for the program’s success, specifically:
•Two Community Risk Reduction Specialists, housed within the Fire Department;
•One Community Risk Reduction Senior Program Manager, housed within the Fire Department; AND
•One Grants Program Administrator within the Finance Department.
2)Fleet Maintenance and Replacement Charges - A realignment of $107,000 has been directed towards
budgeting for fleet maintenance, replacement charges and necessary purchases. These resources are crucial
for the successful implementation of the Community Wildfire Protection Plan, ensuring that the city’s fleet is
adequately maintained and capable of supporting wildfire preparedness and response operations.
3)Personnel Enhancement - 2-year fixed term employee to serve as Wildfire Resilience Plan
Implementation Coordinator ($120,000).
Sustainability, Equity and Resilience (SER) Goals & Objectives: Environmentally Sustainable
Objectives
Builds and maintains resilient infrastructure, landscapes and neighborhoods to mitigate existing and
future hazards and risks;
Leverages partnerships and encourages shared community responsibility to keep Boulder safe; and
Plans for and provides equitable, timely and effective response and recovery to emergencies and natural
disasters.
Community Wildfire Resilience
Environmentally Sustainable
Climate Initiatives
FY2025 Budget
Page 71
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Page 72
Program Budget Overview
Description
Cross-Cutting Climate Programs are designed to integrate efforts across the various program areas in the
Climate Initiatives department, while focusing on climate justice, equity, resilience and impact measurement.
These programs build engagement opportunities, support partnerships that benefit disproportionately
impacted community members and engage in innovative ways to better serve our community. Additionally,
cross-cutting programs play a critical role in tracking and measuring the impact of efforts through our Climate
Action Plan impact assessment, greenhouse gas emissions inventory, Carbon Disclosure Project and more.
Summary of 2025 Budget Enhancements and Realignments:
1)Budget Realignment Across Cross-Cutting Programs - For the 2025 budget, $196,000 has been
reallocated to better align with anticipated expenditures. Funds were shifted from the Cross-Cutting
Innovations program to the Cross-Cutting Community Programs and Cross-Cutting Program Tracking &
Evaluation. This realignment ensures that financial resources are more accurately distributed in support of
community engagement and the evaluation of program impacts.
2)Increase in Staff Expenses - The 2025 budget also reflects an increase of $65,513 in staff-related
expenses. This adjustment was made by reallocating payment sources for certain staff members to better
correspond with the specific programs they are working on, ensuring that staffing costs are appropriately
matched to programmatic efforts.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Environmentally Sustainable
Objectives
Accelerates progress towards the community's ambitious climate and energy goals through a culture of
shared environmental stewardship across Boulder; and
Provides affordable programming to diverse populations to increase access to and participation in local
climate actions.
Cross-Cutting Climate Programs
Environmentally Sustainable
Climate Initiatives
FY2025 Budget
Page 73
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
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Page 74
Program Budget Overview
Description
Energy Systems efforts focus on providing programs and services, advocating for policy and regulatory
changes and partnering regionally and nationally to drive transformative change to how energy is produced.
These efforts ensure that all Boulder community members have affordable access to the energy they need to
survive and thrive in the face of our changing climate. This includes working with Xcel Energy to decarbonize
the electricity supply, supporting building and transportation electrification and providing equity-centered
initiatives to improve resiliency, energy affordability and grow the clean energy workforce.
Summary of 2025 Budget Enhancements and Realignments:
1)Net Budget Realignment - The 2025 budget reflects a net realignment of $99,309 to better align with
planned expense categories.
2)Adjustment in Personnel Expense Allocation - As part of the $99,309 net realignment, adjustments were
made to the budget for the Energy Distribution System program and the Energy Communications &
Engagement Program based on a change in allocation for communications and engagement personnel.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Environmentally Sustainable
Objectives
Accelerates progress towards the community's ambitious climate and energy goals through a culture of
shared environmental stewardship across Boulder; and
Provides affordable programming to diverse populations to increase access to and participation in local
climate actions.
Energy Systems
Environmentally Sustainable
Climate Initiatives
FY2025 Budget
Page 75
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
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Fiscal Year
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2.0M
3.0M
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Operating
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Healthy, Resilient, Fossil-Free
Buildings
In 2025, the program will expand weatherization and
electrification services for income qualified
households, prioritizing manufactured housing
communities through partnerships with Boulder
County and Energy Outreach Colorado. It will also
complete community engagement efforts and move
to adopt the Healthy, Resilient, Fossil-Free Buildings
Roadmap, which will inform future strategies. The
program will partner with Xcel Energy and the Denver
Regional Council of Governments (DRCOG) to
leverage their more than $600 million planned
investments for regional building decarbonization,
market transformation and workforce development,
while continuing regulatory advocacy at the Colorado
Public Utilities Commission, including engagement in
Xcel Energy’s Wildfire Mitigation Plan.
Page 76
Program Budget Overview
Description
The Nature-Based Climate Solutions (NbS) program focuses on developing, testing and promoting methods
for managing urban landscapes to equitably reduce community risks associated with climate change, while
enhancing carbon and water cycling. The team collaborates across city departments, with community
institutions such as universities and school districts, and with local businesses and community members. The
program pilots and refines practices that contribute to city, state, national and international policy development,
aiming to expand and sustain the benefits of these innovative landscape management approaches.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Environmentally Sustainable
Objectives
Supports the natural environment and its ecosystems so they are better able to resist damage and
recover quickly;
Accelerates progress towards the community's ambitious climate and energy goals through a culture of
shared environmental stewardship across Boulder; and
Ensures the efficient use of natural resources in a manner that does not deplete them over time while
reducing the proliferation of non-reusable materials, toxins and hazardous products.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
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250.0K
500.0K
750.0K
1.3M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Integrated Pest Management & Mosquito Management Programs
The NbS team manages the city-wide policies aimed at eliminating or significantly reducing the use of
synthetic pesticides and herbicides, promoting enhanced biodiversity to minimize the need for these
Nature-Based Climate Solutions
Environmentally Sustainable
Climate Initiatives
FY2025 Budget
Page 77
interventions. Unlike surrounding jurisdictions, the city has not used synthetic pesticides for mosquito control
for over a decade. By enhancing natural controls provided by fully functioning ecosystems, the city maintains
significantly lower levels of mosquitos and West Nile virus compared to neighboring areas that rely primarily on
pesticide applications. Additionally, the city has eliminated pesticide and herbicide use in all urban parks.
Community Forestry Corps
In partnership with the Tree Trust/PLAY Boulder
Foundation and other local organizations, the NbS
team launched the Community Forestry Corps (CFC)
in June 2024. This youth-based urban forestry care
and maintenance program has inspired similar
initiatives in Chicago, Cleveland, and Boise, and will
be expanded nationally with funding for 12 more
programs across the U.S. from 2025-2027. The CFC
focuses on recruiting and involving youth from
historically underserved and under-shaded
communities while addressing the critical need for
watering and maintenance of newly planted trees
during their first 2-3 years. Youth employed by CFC
receive training in state-of-the-art temperature
gathering systems and collect essential
neighborhood-level heat data.
Cool Boulder
The Cool Boulder campaign forms partnerships
between the city, local organizations and
communities to address the climate crisis and
biodiversity loss through nature-based climate action.
The program has reached thousands of community
members with actionable information at personal and
community levels, covering topics like urban forestry
expansion, pollinator habitat, biodiversity
enhancement, rainwater capture and resilience
strategies for wildfire and drought. The Cool Boulder
website offers a comprehensive resource library on
topics ranging from urban heat reduction strategies to
youth education and training opportunities. See
www.CoolBoulder.org
Page 78
Communication & Engagement
2025 Budget
2025 Budget:
$3,898,646
33.00 FTE
Department Overview:
Guided by a North Star of “Creating Connections for a
Thriving Community and Democracy,” the Communication
& Engagement Department provides both strategic and
tactical communication and engagement support to the
City Manager’s Office, City Council, the organization as a
whole, and the city’s more than 20 diverse departments.
The department is centralized to foster consistency in
best practices, continuous learning and innovation, better
collaboration among professionals in similar fields, and
flexibility to support the city’s greatest needs. Several
members, however, are embedded within the department
they support to promote close relationships with subject
matter experts and the development of specialized areas
of knowledge. The Communication & Engagement
Department supports several focus areas in the
Sustainability, Equity and Resilience (SER) Framework,
as well as key priorities in the citywide strategic plan, and
strives to center equity, innovation and authenticity in its
work.
The 2025 Communications & Engagement budget changes focused on continuing support of our Creative Services
team, growing our support for community engagement, and realigning expenses into the Administration program. Key
enhancements and realignments include:
•Realignment of professional development expenses from all programs into one cohesive program, Administration
($120,000 realignment).
•Additional funding for professional development within the Administration program to meet the current amount of
employees ($20,000).
•Enhancing the Community Connectors in Residence within the Community Engagement program through
additional operating funding, including professional development and mental wellbeing ($40,000).
•Continuation of fixed-term employee to support Community Connectors in Residence within the Community
Engagement program which extends the fixed-term position for one more year ($51,000).
•Continuation off a part-time coordinator position within the Creative Services program to support live-streaming and
recording management for City Council and Board and Commission meetings ($30,000)
Page 79
•Administration
•Communications
•Community Engagement
•Creative Services
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SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Administration
(Responsibly Governed)
Department members are well-prepared to
serve the community through ongoing
professional development and staying on top of
emerging trends and technology
90 percent or more of department members
participate in one or more training each year not
including department gatherings
Number of classes taken
each year
90% or more N/A N/A
Responsibly Governed Administration
(Responsibly Governed)
Department leverages funding appropriately and
strategically to achieve programmatic outcomes
Monthly programmatic budget reports indicate
where money is being spent and the pace at which
it being spent is approproriate based on strategic
objectives
Budget reports produced
that show we are on track
12 reports all on
track
N/A N/A
Responsibly Governed Administration
(Responsibly Governed)
Department members feel supported and seen
as they work to achieve their goals
Satisfaction ratings on department or citywide
employee experience survey
Percentage of satisfaction,
disaggregated by
department
70% high or very
high
N/A N/A
Accessible &
Connected
Communications Digital communication channels from the city are
considered reliable and valuable to community
members who choose to get their information
this way
Number of total followers and subscribers across
city main digital channels other than website
(specifically FB, LinkedIn, Instagram, X, formerly
known as Twitter, and YouTube, as well as
electronic newsletters) from June-to-June year-
over-year remains steady or increases, suggesting
that followers see value in content
Number of subscribers
totaled across platforms
each June
175,000 N/A N/A
Accessible &
Connected
Communications Community members view the city's website as
a reliable, helpful and primary source of
information
Quarterly evaluation ratings for each of three
measurement questions yield positive results (ie
"yes" responses) from at least 75 Percent of those
who choose to provide feedback
Positive responses to
measurement questions
75% or higher N/A N/A
Responsibly Governed Communications Increased trust and a shared understanding of
city information and values exists across the city
workforce
More than 60 percent of employees report feeling
informed and engaged, the city is currently
developing an annual survey to measure this
Percentage of satisfaction
for employees citywide
60% or higher N/A N/A
Accessible &
Connected
Community Engagement Engagement for five priority projects associated
with City Council priorities and/or citywide
strategic plan items, as identified by team at
start of each year, aligns with best practices and
approaches outlined in the city’s Engagement
Strategic Framework
Feedback after target projects reflect that more
than 50 percent of participants who respond report
having a very high or high confidence in the
integrity of the engagement process, regardless of
whether they agree with the outcome
Confidence ratings by
participants
N/A N/A N/A
All
Communications & Engagement
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Page 80
Expenditure by Program
Program Overview
Administration
This program area supports general department-wide operations. These operations include budget and fiscal
tracking and management; ensuring staff has an appropriate workplace environment, equipment and supplies;
providing clarity around city policies and requirements; supporting internal communication and enhanced
collaboration within the department; and fostering a thriving and healthy organizational culture.
Communications
This program area is responsible for sharing timely, accurate and relevant information to the public from the
city, City Council and the organization’s many departments. The team distills sometimes complex information
to reach a large and diverse audience through a variety of communication platforms, including the city website
and social media channels, as well as a bi-annual print edition and frequent electronic newsletters. The team
also cultivates positive working relationships with media and coordinates responses to inquiries. The program
area also includes an internal communication focus, with a goal of ensuring that all city employees remain
informed about issues that affect them and help them thrive in their work.
Community Engagement
This program area fosters inclusive and meaningful public participation and relationship-building between the
Boulder community and local government. The team supports departments in creating and implementing
transparent and inspiring opportunities for the public to provide input; seeks to build trust, increase civic
confidence and co-create effective engagement strategies with historically excluded populations; champions
innovation, equity and language access; and promotes productive dialogue and participation.
This program area also houses Neighborhood Services and a strategic senior program manager who
supports the Volunteer Cooperative. Neighborhood Services empowers residents to build community and
leverage grant-funding to enhance the parts of the city they call home. The Volunteer Cooperative strives to
ensure that volunteer opportunities across the city are rewarding and welcoming to all.
Creative Services
This program area, previously known as Multimedia/Video Services or Channel 8, is responsible for creating
visually based information, content and stories through video production, podcasts, graphic design, animation,
brand guidance, and other techniques and specialties that foster effective external and internal
communications. The team is also responsible for providing live and/or on-demand video coverage for City
Council and boards and commissions.
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
DollarsAdministration (Accessible …
City Manager's Office Admi…
Communications
Community Engagement
Creative Services
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Page 81
Department Staffing
Expenditure by Fund
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
DollarsGeneral Fund
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Page 82
Program Budget Overview
Description
This program area supports general department-wide
operations for the Communication & Engagement
Department. These operations include budget and
fiscal tracking and management; ensuring staff has
an appropriate workplace environment, equipment
and supplies; providing clarity around city policies
and requirements; assisting with vital onboarding and
trainings; planning monthly department gatherings,
other meetings and events; supporting effective
internal communication and collaboration within the
department; and fostering a thriving and healthy
organizational culture.
Summary of 2025 Budget Enhancements and
Realignments:
1)The 2025 Budget includes a budget-neutral
realignment of $120,000 from other programs within
the Communication and Engagement Department to
accurately reflect administrative and department-wide
support costs.
2)The 2025 Budget also includes an additional
$20,000, ongoing, to support professional
development based on its growth, in recent years, in
number of staff.
Communications & Engagement Administration
Accessible & Connected
Communications & Engagement
FY2025 Budget
Page 83
Updated On 24 Sep, 2024
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Page 84
Program Budget Overview
Description
The Communications program area is responsible for
sharing timely, accurate and relevant information to
the public from the city, City Council and the
organization’s many departments. The team distills
sometimes complex information to reach a large and
diverse audience through a variety of communication
platforms, including the city website and social media
channels, as well as a bi-annual print edition and
frequent electronic newsletters. This team plays a
24/7 on-call role in providing crisis response support
and communications. The team also cultivates
positive working relationships with media and
coordinates responses to inquiries.
The Communications program also houses the
internal communications focus area, which strives to
keep city employees informed about relevant and
helpful info to support them as individuals and in their
service to community.
Summary of 2025 Budget Enhancements and
Realignments:
1)The 2025 Budget includes a budget-neutral
realignment of $60,000 from the Communications
Program Area to Administration to separate operating
costs from programmatic expenditures, in keeping
with outcome-based budgeting principles.
Communications
Accessible & Connected
Communications & Engagement
FY2025 Budget
Page 85
Updated On 24 Sep, 2024
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2025
Recommended
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1.0M
1.5M
2.0M
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Internal Services
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Page 86
Program Budget Overview
Description
The Community Engagement program area fosters inclusive and meaningful public participation and
relationship-building between the Boulder community and local government. The team supports departments
in creating and implementing transparent and inspiring opportunities for the public to provide input; seeks to
build trust, increase civic confidence and co-create effective engagement strategies with historically excluded
populations; champions innovation, equity and language access; and promotes productive dialogue and
participation that leads to informed decision-making.
Summary of 2025 Budget Enhancements and Realignments:
1)The 2025 Budget provides one-time funding in furtherance of the city’s successful Community Connectors
model. This includes $40,000 for programmatic needs related to professional development/wellness, language
access and community-facing events, and the continuation of a part-time staff position to support coordination,
which had previously been funded through American Rescue and Recovery Act funding.
2)The 2025 Budget also includes a budget-neutral reallocation of $35,000 from Community Engagement to
Administration to separate operating costs from programmatic expenditures, in keeping with outcome-based
budgeting principles.
Community Engagement
Accessible & Connected
Communications & Engagement
FY2025 Budget
Page 87
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Community Engagement Subprograms
Neighborhood Services Program
The Neighborhood Services program helps community members who live in
Boulder find and utilize city resources, address place-based issues and ideas in
partnership with city departments, achieve collective empowerment, and build
community in the places individuals feel most at home. This program includes direct
training and services, which include grant funding for neighborhood-based projects.
An emphasis is placed on equity, with additional focus and prioritization given to
communities that have fewer resources and have been historically excluded from
local government services.
Page 88
Volunteer Cooperative Program
The Volunteer Cooperative program, newly created in summer 2023, works to
coordinate and promote volunteerism across the city organization. The goal is to
create consistent practices, share and form a decentralized volunteer coordination
team. This program area recognizes that volunteerism is perhaps the greatest form
of community engagement and strives to support the generous individuals who
donate their skills, time and energy to local government. It consists of one staff
position (FTE).
Community Connectors in Residence
Page 89
Program Budget Overview
Description
The Creative Services program, previously known as
Multimedia/Video Services or Channel 8, is
responsible for creating visually based information,
content and stories through video production,
podcasts, graphic design, animation, brand guidance,
and other techniques that foster effective external
and internal communications. The team is also
responsible for providing live and/or on-demand
video coverage for City Council, as well as most of
the city’s boards and commissions. Although it is not
its core function, the team has also experienced a
surprising increase in post-pandemic requests to
support non-meeting livestreams and audio/visual
needs for increasingly complex live events post-
pandemic.
Summary of 2025 Budget Enhancements and
Realignments:
1)The 2025 Budget includes continuation, with one-
time funding, of a part-time coordinator position to
support livestreaming and recording management for
City Council and Board and Commission meetings.
2)The 2025 Budget also includes a budget-neutral
reallocation of $25,000 from Creative Services to
Administration to separate operating costs from
programmatic expenditures, in keeping with
outcome-based budgeting principles.
Creative Services
Accessible & Connected
Communication & Engagement
FY2025 Budget
Page 90
Updated On 24 Sep, 2024
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Page 91
Community Vitality
2025 Budget
$23,033,997
47.25 FTE
Department Overview:
Community Vitality manages the city's general improvement
districts (including downtown, University Hill and Boulder
Junction) and serves all community members through arts and
culture grants and programming, special event support and
the management of parking and access services including
enforcement and maintenance of assets. The department is
guided by three strategic pillars:
Cultural Vibrancy
Promoting a rich and diverse cultural scene that reflects the
city's unique identity. This includes supporting a wide range of
artists and organizations through grant funding and ensuring
that arts and cultural programs are innovative, educational
and widely accessible.
District Vitality
Increasing the economic and social health of improvement districts, ensuring they are vibrant, accessible and resilient.
This involves supporting local businesses, enhancing public spaces and encouraging activities that draw people in,
creating lively, engaging districts that contribute to the overall well-being of the city.
Access for All
Ensuring that all community members can participate in and benefit from the city's improvement districts, cultural
programs and special events. This includes making districts accessible and connected, offering affordable or free
programming, and fostering a healthy and socially thriving urban environment.
Together, these values create a framework for a more vibrant city.
Community Vitality's 2025 budget represents a significant realignment in savings to key programs which will promote
greater efficiency in use of existing resources while aiming to meet the department's values.
Summary of 2025 Budget Enhancements:
1)$75,000 in one-time funds within the Special Events to increase sponsorship funds.
2)$500,000 in one-time funds within District Vitality to continue the Ambassador Program.
3)$150,000 in one-time funds within District Vitality to continue the Outdoor dining Program.
4)$25,000 in ongoing funds to support the purchase of eco-passes for part-time employees within special districts.
5)$100,000 for a new 2-year fixed term Arts Grants Program Specialist.
6)$432,000 in one-time funds to support bridge year arts grant funding.
7)$165,250 in one-time funds to support an update the city's Cultural Plan.
8)$100,000 in one-time funds to support the Experiments in Public Art Program.
9)$75,000 in one-time funds to support the Artist Incentive Hiring Program.
10)$50,000 in one-time funds for public art maintenance.
11)$30,000 in one-time funds for the Creative Neighborhoods Program.
Page 92
Department Programs:
•Administration
•Arts + Culture
•Customer Service
•District Vitality
•Parking & Access Enforcement
•Parking & Access Maintenance
•Special Events
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SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Administration
(Economically Vital)
Increase community knowledge about revenue
uses and how they fund products and programs
in the community
Dollars spent on publicizing informational materials Dollars spent on
advertising
N/A N/A N/A
Responsibly Governed Administration
(Economically Vital)
Increase community knowledge about revenue
uses and how they fund products and programs
in the community
Number of community events attended Number of community
events attended
N/A N/A N/A
Responsibly Governed Administration
(Economically Vital)
Improved knowledge and application of City
Wide and Community Vitality strategies and
goals
Number of staff who complete city specific trainings Number staff complete
city-specific training
N/A N/A N/A
Responsibly Governed Administration
(Economically Vital)
Improved knowledge and application of City
Wide and Community Vitality strategies and
goals
Number of staff who self report attending townhalls Number report attending
town halls
N/A N/A N/A
Responsibly Governed Administration
(Economically Vital)
Improved knowledge and application of City
Wide and Community Vitality strategies and
goals
Percentage of Agree/Strongly Agree with
statements around strategies and goals on the
employee engagement survey
Percentage agree/strongly
agree with statements
N/A N/A N/A
Responsibly Governed Administration
(Economically Vital)
Maximize the efficiency and effectiveness of
existing financial resources
Percentage of budget remaining at year end Percentage of budget
utilized
95%N/A N/A
Economically Vital Arts + Culture Optimize the allocation and utilization of
program budget resources
Percentage of allocated budget utilized by the end
of each fiscal year
Percentage of GOS
grantees operating budget
that is funded by the Office
of Arts and Culture grant
program
4%2%4%
Economically Vital Arts + Culture Increased participation in arts and cultural
activities among residents
Number of residents attending events Count of individual artists
participating in our
programs, sponsorships,
grants, public art
opportunities
N/A 271 N/A
Economically Vital Arts + Culture Increased participation in arts and cultural
activities among residents
Percentage increase in participation Percentage participation in
events
N/A N/A N/A
Healthy & Socially Arts + Culture Enhanced public appreciation for Arts and Attendance trends at cultural events Count of interactions with N/A N/A N/A
All
Community Vitality
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Budget
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0.0
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10.0M
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20.0M
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Debt Service
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Page 93
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
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10.0M
15.0M
20.0M
DollarsAdministration (Economica…
Arts + Culture
Capital Improvement Progr…
Community Vitality Custom…
Debt Service
Economic Vitality & District…
Parking Enforcement
Parking Maintenance
Special Events
Transfers & Cost Allocation
Sort A to Z
Program Overview
Administration
Administration provides oversight, support and strategic direction to the Community Vitality Department and
fosters partnerships with key stakeholders, both externally and throughout the city organization.
Arts + Culture
The Office of Arts + Culture supports the Community Vitality pillar of Cultural Vibrancy. The office is
responsible for the oversight of cultural grants, creative sector programs, public art, support for cultural
nonprofit organizations, creative neighborhoods programs, and support for individual artists and creative
professionals.
Customer Service
Customer Service serves as the frontline for residents and visitors, ensuring that their needs are met with
respect and efficiency. Reflecting the principle of Access for All, this work group strives to provide clear,
accessible information and service to all community members.
District Vitality
The District Vitality work group is focused on nurturing economically and socially thriving special districts within
the city. It is dedicated to District Vitality and fostering vibrant, sustainable improvement districts that are
attractive, prosperous and resilient.
Parking & Access Enforcement
Parking Enforcement plays a crucial role in managing the city’s parking resources efficiently and safely.
Guided by the department pillar of Access for All, the work group ensures that access to the improvement
districts is equitably available to all community members, regardless of their mode of transportation.
Parking & Access Maintenance
Parking Maintenance enhances public spaces within improvement districts across the city. By prioritizing the
department pillar of District Vitality, the work group maintains safe and appealing infrastructure that
contributes to the overall health of Boulder.
Special Events
The mission of the Office of Special Events is to lead, manage and expand special events across the city
organization. Committed to the department pillar of Cultural Vibrancy, the program plays a central role in
promoting the city's unique identity to community members.
Expenditure by Program
Page 94
Six Year Capital Improvement Program Spending
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
7.0M
8.0M
DollarsEnterprise Funds
Internal Service Funds
Capital Project Funds
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Department Staffing
Page 95
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
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20.0M
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Page 96
Program Budget Overview
Description
Administration provides oversight, support and strategic direction to the Community Vitality Department and
fosters partnerships with key stakeholders, both externally and throughout the city organization. By upholding
the value of Access for All, the program promotes transparent and inclusive governance through support of
four resident-lead special district commissions. It supports District Vitality by coordinating resources and
initiatives that drive economic and cultural growth. Additionally, administration fosters Cultural Vibrancy by
facilitating the integration of diverse cultural perspectives into policymaking and program development.
Summary of 2025 Budget Enhancements and Realignments:
1) $15,000 in savings from miscellaneous consulting services will be realigned to janitorial services and food
for city-led events.
Sustainability, Equity and Resilience (SER) Goals & Objectives:
Responsibly Governed - Models stewardship and sustainability of the city’s financial, human, information
and physical assets.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Administration
Economically Vital
Community Vitality
FY2025 Budget
Page 97
Program Budget Overview
Description
The Office of Arts + Culture is the heartbeat of the city’s cultural life, providing opportunities for artistic
expression and cultural celebration. Embodying Access for All, the program ensures that arts and culture are
accessible to everyone, offering diverse programming that reflects the city’s varied communities. It strengthens
District Vitality by making the city a more attractive place to live, work, and visit, drawing people into public
spaces and supporting local businesses. The program is the cornerstone of Cultural Vibrancy, fostering a
dynamic, innovative cultural scene that honors the city’s heritage while encouraging new, creative
expressions. The mission of the program, identified in the 2015 Community Cultural Plan, is to 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.
Summary of 2025 Budget Enhancements and Realignments:
1)Arts + Culture will begin contracting with a vendor to update the 2015 Community Cultural Plan and its
associated costs. The Community Cultural Plan is a strategic document that helps guide the Office of Arts +
Culture’s operations based on community cultural priorities. The total cost of this one-time enhancement in
2025 is $165,250.
2)A one-time budget enhancement is needed to continue to support the distribution of General Operating
Support (GOS) grants for existing and new recipients. The enhancement follows recommendation from the
Bridge Year Needs Assessment and includes an inflationary increase for existing GOS grants and gap funding
for new organizations. The total cost of the enhancement is $432,000.
3)The Artists Hiring Incentive Grants program is continuing beyond its original ARPA-funded pilot program for
an additional year to incentivize nonprofits and cultural venues to hire Boulder artists. The total cost to create
the one-time grant program is $75,000.
4)A one-time budget enhancement of $100,000 is needed to continue funding for the Experiments in Public
Arts program. The program is designed to add temporary public art, residencies and engagement programs for
deploying public art for community needs.
5)A one-time budget enhancement of $30,000 is needed to fund the Creative Neighborhoods program
(previously funded by CCS and ARPA) for an additional year. The objective of the program is to fund artistic
projects in neighborhoods across the city with the goal of increasing social infrastructure assets.
6)A one-time budget enhancement of $50,000 will help fill the gap in one year of funding for general
maintenance of public art assets.
7) Not pictured in the chart below is a $151,566 expense for the annual cost allocation transfer.
Arts + Culture
Healthy & Socially Thriving
Community Vitality
FY2025 Budget
Page 98
Sustainability, Equity and Resilience (SER) Goals & Objectives: Healthy & Socially Thriving
Economically Vital - Promotes creativity, innovation and entrepreneurship, and provides support for small
businesses and community-based organizations.
Healthy & Socially Thriving - Cultivates a wide range of recreational, cultural, educational, civic, and
social opportunities for all people regardless of their race, ethnicity, age, gender, sexual identity, ability, or
socioeconomic status.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Page 99
Program Budget Overview
Description
Customer Service serves as the frontline for community members and visitors, ensuring that their needs are
met with respect and efficiency. Reflecting the principle of Access for All, this program strives to provide clear,
accessible information and services to all residents and visitors. The Customer Service team provides a wide
range of services including managing parking permit programs, assisting visitors with navigating and paying
for parking, and responding to resident and visitor feedback.
Summary of 2025 Budget Enhancements and Realignments:
1)Realignment of $86,909 from credit card processing fee savings to support the implementation of new
parking management software.
Sustainability, Equity and Resilience (SER) Goals & Objectives:
Accessible & Connected - Ensures physical and digital access to government services and public spaces.
Responsibly Governed - Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and
quality customer service in all city business.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
1.0M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Community Vitality Customer Service
Accessible & Connected
Community Vitality
FY2025 Budget
Page 100
Program Budget Overview
Description
The District Vitality program nurtures economically and socially thriving special districts within the city. It is
dedicated to District Vitality by fostering vibrant, sustainable improvement districts that are attractive,
prosperous and resilient. The program promotes the department pillar of Access for All by ensuring that all
community members have the opportunity to participate in and benefit from district improvements and
activities in districts. Additionally, the program supports Cultural Vibrancy by integrating the Office of Arts +
Culture into its district planning and development, creating unique, culturally rich spaces that reflect the city’s
diverse character.
Summary of 2025 Budget Enhancements and Realignments:
1) A realignment from administration savings of $10,000 will provide expanded support for the University Hill
Merchants Association.
2) A one-time budget enhancement of $500,000 will continue the district Ambassador Program for another
year. The initial pilot program for the downtown and University Hill districts has improved overall visitor
experience, helped make the districts cleaner and more attractive, and supported local businesses.
3) The Outdoor Dining Pilot Program was launched during the COVID-19 pandemic and has since become an
important activator of outdoor spaces and driver of economic activity in the districts. A one-time budget
enhancement of $150,000 will help continue the program for an additional year. Funding will be used to
purchase at least two additional parklets as well as set aside money for replacement and maintenance.
4)A realignment of $42,000 will also provide additional funding for downtown business employee benefits and
general downtown improvements.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Economically Vital
Accessible & Connected - Supports a balanced transportation system that reflects effective land use,
manages congestion and facilitates strong regional multimodal connections.
Economically Vital - Attracts, sustains and retains a broad mix of businesses, entrepreneurs and jobs, and
supports a diverse and skilled workforce.
Healthy & Socially Thriving - Cultivates a wide range of recreational, cultural, educational, civic, and
social opportunities for all people regardless of their race, ethnicity, age, gender, sexual identity, ability, or
socioeconomic status.
Responsibly Governed - Models stewardship, resilience and sustainability of the city’s financial, human,
information, and physical assets.
District Vitality
Economically Vital
Community Vitality
FY2025 Budget
Page 101
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Page 102
Program Budget Overview
Description
The Parking & Access Enforcement team plays a crucial role in managing the city’s parking resources
efficiently and safely. Guided by the department pillar of Access for All, the program ensures that access to
improvement districts is available to all community members, regardless of their mode of transportation. It
enhances District Vitality by supporting the smooth flow of traffic and increasing access to local businesses,
helping to maintain a vibrant, economically active district. Parking Enforcement also aids Cultural Vibrancy by
supporting access to special events and cultural programs.
Summary of 2025 Budget Enhancements and Realignments:
1) Through administration budget savings, we realigned $15,000 to increase the enforcement work group's
uniform budget.
Sustainability, Equity and Resilience (SER) Goals & Objectives:
Responsibly governed - Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and
quality customer service in all city business.
Safe - Fosters a climate of safety for individuals in homes, businesses, neighborhoods and public spaces.
Safe - Prevents crime, alleviates harm and improves quality of life for community members and visitors
while minimizing disparate impacts on community members of color and considering the needs of different
cultures, individuals and community values.
Number of voided violations
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
1.0M
1.2M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Parking & Access Enforcement
Safe
Community Vitality
FY2025 Budget
Page 103
Program Budget Overview
Description
The Parking & Access Maintenance program maintains and enhances public spaces within improvement
districts across the city. By prioritizing the department pillar of District Vitality, the program maintains safe
and attractive structures that draw in community members, contributing to the overall health and appeal of
Boulder. It bolsters the pillar of Access for All by ensuring that city-owned parking facilities are safe, clean
and accessible to everyone. Maintenance also supports Cultural Vibrancy by preserving culturally significant
sites and maintaining public art and cultural infrastructure.
Summary of 2025 Budget Enhancements and Realignments:
1) Through EcoPass and credit card processing savings, we realigned $490,000 to increase the maintenance
budget for building repair & maintenance, snow removal and uniforms.
Sustainability, Equity and Resilience (SER) Goals & Objectives:
Safe - Builds and maintains resilient infrastructure, landscapes and neighborhoods to mitigate existing and
future hazards and risks.
Accessible and connected - Supports a balanced transportation system that reflects effective land use,
manages congestion and facilitates strong regional multimodal connections.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Parking & Access Maintenance
Livable
Community Vitality
FY2025 Budget
Page 104
Program Budget Overview
Description
The mission of the Office of Special Events is to lead, manage and expand special events across the city and
within the special districts Community Vitality manages. Committed to the department pillar of Cultural
Vibrancy, the office plays a central role in promoting the city's unique identity to community members and
visitors. It also supports the department pillar of Access for All by ensuring that events are inclusive,
welcoming and accessible to all attendees and contributes to District Vitality by driving economic activity and
enhancing the social fabric of the community, making districts lively and engaging. To accomplish these goals,
the Office of Special Events provides a portfolio of services designed to support the Boulder community, as
well as the city's special event, filming, business, and tourism industries. Core services include civic
engagement, economic development, special initiatives, major event and film support services, permitting, and
promotion of Boulder as a film and special event destination.
Summary of 2025 Budget Enhancements and Realignments:
1) The 2025 Special Events budget includes one-time funding of $75,000 to support the Boulder Social Streets
initiative which promotes activation in public spaces throughout the community.
Sustainability, Equity and Resilience (SER) Goals & Objectives:
Economically Vital - Invests in amenities, infrastructure and services that contribute to an exceptional
quality of life and attracts employees and visitors.
Healthy & Socially Thriving - Cultivates a wide range of recreational, cultural, educational, civic, and
social opportunities for all people regardless of their race, ethnicity, age, gender, sexual identity, ability, or
socioeconomic status.
Safe - Fosters a climate of safety for individuals in homes, businesses, neighborhoods, and public spaces.
Special Events
Healthy & Socially Thriving
Community Vitality
FY2025 Budget
Page 105
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
DollarsPersonnel
Operating
Sort By Chart of Accounts
Page 106
$93,273,722
51.90 FTE
Department Overview:
The Facilities & Fleet Department provides expertise
and strategic stewardship of city buildings, vehicles,
and radio assets in alignment with city goals and
community values. The department consists of three
divisions: Facilities, Fleet and Radio Services.
The Facilities & Fleet Department manages the
Capital Development, Facility Renovation and
Replacement, Fleet Replacement, and Equipment
Replacement funds, which is inclusive of radio
infrastructure replacement.
Much of the 2025 budget increase for the Facilities &
Fleet Department was in response to inflationary
pressures affecting operations & maintenance
expenses, such as building maintenance and repair
costs within the Facilities Division, and parts costs
within the Fleet Division.
Summary of 2025 Budget Enhancements and
Realignments:
Additional funding for facility capital maintenance
($1,038,115).
Funding for critical spare pumps, motors and
controllers at city recreation center and outdoor
pools ($263,000).
Funding for a work truck ($70,000) and tools
($12,000) for an HVAC
Facilities Maintenance Technician.
Additional funding for the replacement of fire
trucks/fire apparatus ($3.3 million).
Realignment of external commercial fleet repair
budget to fund a new mobile fleet mechanic
($108,191) and a tow truck ($140,000).
The 2025 budget also advances work on major
capital projects such as the Alpine Balsam
Implementation, replacements of fire stations 2 & 4,
and East Boulder Community Center deep retrofit.
Facilities & Fleet
2025 Budget
Page 107
Department Programs:
•Administration
•Capital Equipment Replacement
•Energy Management
•Facility Project Management
•Facility Operations
•Fleet Operations & Replacement
•Radio System Management
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
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PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Capital Equipment
Replacement
Maintain an updated inventory of equipment
replacements
Conduct annual review of equipment replacement
inventory with participating departments
Number of inventory
reviews performed during
the year
1 N/A 1
Responsibly Governed Capital Equipment
Replacement
Increase utilization of the equipment
replacement fund by department customers
Percentage of departments that contribute to,
and/or spend from the equipment replacement fund
in a fiscal year
Percentage of total
participation
60%N/A 60%
Responsibly Governed Capital Equipment
Replacement
Sustained funding for future equipment
replacements
Year over year increase of contributions into the
ERF for equipment replacement
Percentage change in
budgeted contributions into
the equipment
replacement fund
1.5%N/A 1.5%
Environmentally
Sustainable
Energy Management Reduce city's energy use / maximize energy
efficiency
Building energy use intensity (EUI)Green House Gas (GHG)
emissions reporting
N/A N/A N/A
Environmentally
Sustainable
Energy Management Transparency to city's energy profile Track and quantify city's energy budget Accuracy of budget report N/A N/A N/A
Environmentally
Sustainable
Energy Management Transition to electrification in buildings and fleet Tracking gas fired equipment reduction / tracking
gas use
Year over year
KBtu/Therms natural gas
consumption. Number of
buildings that are 100
percent electric
N/A N/A N/A
Responsibly Governed Facility Operations Lower total costs of ownership of city buildings Maintenance and Operations costs per square foot
in line with industry standards
Measures against industry
stantards
N/A N/A N/A
Responsibly Governed Facility Operations Clean, healthy, and safe environment across all
city buildings
Number of corrective service requests performed.
Time to completion of service request
Measure against historical
data
N/A N/A Improvement
over 2024
Responsibly Governed Facility Operations Lower total costs of ownership of city buildings Number of critical failures (emergency fixes),Measure against historical
data
N/A N/A N/A
Responsibly Governed Facility Operations Maintain buildings well, with priority on new or
heavily renovated buildings as identified in FMP
- 70%-80% predictive and preventative
maintenance and only ~20% reactive
maintenance work orders
Number of preventative versus reactive
maintenance work orders performed to assess
timeliness and priority of preventive maintenance
Measures against industry
stantards
N/A N/A SR/PM
60%/40%
All
Facilities & Fleet
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Page 108
Operating Budget (FY2023-2025)
Visualization
2023
Adopted Budget
2024 Adopted
Budget
2025
Budget
Fiscal Year
0.0
20.0M
40.0M
60.0M
80.0M
DollarsCapital
Debt Service
Internal Services
Operating
Personnel
Transfers
Sort A to Z
Expenditure by Program
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
20.0M
40.0M
60.0M
80.0M
DollarsAdministration (Responsibl…
Capital Equipment Replac…
Capital Improvement Progr…
Debt Service
Energy Management
Facility Operations
Facility Project Management
Fleet
No Program
Radio System Management
Transfers & Cost Allocation
Sort A to Z
Program Overview
Administration (Responsibly Governed)
Administrative, including financial and payroll support for the department.
Capital Equipment Replacement
Supports department capital equipment replacement needs. Departments transfer replacement contributions
each year to support the future replacement of capital equipment.
Energy Management
The strategic management of citywide energy needs, including the electrification of buildings to reduce
Boulder's carbon emissions and the transition to renewable energy sources where available.
Facility Project Management
Page 109
The staff and resources needed to support the Facilities Capital Improvement Program (CIP), as well as
smaller facility projects that fall outside of the scope of the CIP.
Facility Operations
The operational maintenance of over 70+ buildings in the city's asset portfolio, including preventative
maintenance, corrective maintenance, access control, custodial operations, and security.
Fleet Operations & Replacement
Fleet Services maintains and manages the replacement of over 1,200 vehicles and fleet equipment units. This
program includes fleet repairs, preventative maintenance, new vehicle outfitting, and fuel expenses that are
needed to keep the city's fleet operating safely and efficiently, as well as projected replacement expenses.
Radio System Management
The maintenance and management of the city's recently upgraded radio system, including radio tower
infrastructure, radio unit maintenance and replacement, and specialized support for the city's public safety
departments which rely on the radio system during regular operations and emergency response calls.
Six Year Capital Improvement Program Spending
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
10.0M
20.0M
30.0M
40.0M
50.0M
60.0M
DollarsCapital Project Funds
Internal Service Funds
Special Revenue Funds
Sort Large to Small
Page 110
Expenditure by Fund
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
20.0M
40.0M
60.0M
80.0M
DollarsCapital Project Funds
General Fund
Internal Service Funds
Special Revenue Funds
Sort A to Z
Department Staffing
Page 111
Program Budget Overview
Description
The Facilities & Fleet Administration Program includes general administrative, financial and payroll support for
all the divisions within the department.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
1.0M
DollarsPersonnel
Operating
Internal Services
Transfers
Sort By Chart of Accounts
Facilities & Fleet Department Administration
Responsibly Governed
Facilities & Fleet
FY2025 Budget
Page 112
Program Budget Overview
Description
In keeping aligned with the city's goal of taking care of what the city already owns, the Facilities & Fleet
Department manages Boulder's capital equipment replacement program, which ensures that departments
save each year for future equipment needs in excess of $5,000. Departments work with the Facilities & Fleet
Department in keeping track of their capital equipment inventory and contribute funding each year
commensurate with the lifecycle of the equipment. Funding can then be used for capital outlay as equipment
reaches the end of its useful life. The Equipment Replacement Fund also collects contributions for future
replacement of the city's radio infrastructure.
The 2025 budget for capital equipment replacement increases substantially (approximately $2 million) in 2025
over 2024 due to planned expenditures that support the city's radio system.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
The capital equipment replacement program supports the Responsibly Governed SER framework objective by
managing city assets and funding for their replacement.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
DollarsOperating
Capital
Sort By Chart of Accounts
Capital Equipment Replacement
Responsibly Governed
Facilities & Fleet
FY2025 Budget
Page 113
Program Budget Overview
Description
The city’s Climate Action Plan calls for an 80% reduction in emissions in city buildings by 2030. The Energy
Management program focuses on becoming more energy efficient with a coordinated and strategic approach
to the city’s energy portfolio. The overall objective is to reduce Boulder’s carbon emissions and the transition to
renewable energy sources where available. Currently the city measures Building Energy use Intensity (EUI),
for all buildings where we have data. The near-term goal for the Energy Management Program is to assure
industry best practices are in place across the building portfolio.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Environmentally Sustainable
Objectives
The Energy Management program is closely aligned to the SER goal of Environmentally sustainable - A
sustainable, thriving, and equitable community that benefits from and supports clean energy; preserves and
responsibly uses the earth’s resources; and cares for ecosystems.
Ensures the efficient use of natural resources in a manner that does not deplete them over time while
reducing the proliferation of non-reusable materials, toxins, and hazardous products.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Energy Management
Environmentally Sustainable
Facilities & Fleet
FY2025 Budget
Page 114
Program Budget Overview
Description
Facilities Operations Maintenance refers to the comprehensive management and upkeep of City of Boulder
buildings, and infrastructure to ensure optimal functionality, safety, and efficiency. This is accomplished
through a combination of skilled labor, strategic planning and the use of monitoring technology. The program
focuses on achieving operational excellence by transitioning from a more reactive maintenance response in
buildings to a more proactive and preventative maintenance model. This helps to lower the total costs of
ownership of city buildings and provide a better environment for staff and the community.
Summary of 2025 Budget Enhancements and Realignments:
1) Budget enhancement of $263,000 to fund critical spare pumps, motors and controllers related to single-
point-of-failure equipment for city recreation centers and outdoor pools.
2) Repurposing of 1 FTE Facilities Technician position to .5 FTE Data Analyst and .5 FTE Administrative
Assistant to better support data-driven decision making and general office activities.
3) Addition of a $70,000 truck and $12,000 in tools for an HVAC Facilities Maintenance Technician position.
This is for an existing 1 FTE position that is being shifted from a general Facilities Maintenance Technician to a
HVAC specialist.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
This program models stewardship, resilience, and sustainability of the city’s physical assets.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Facility Operations
Responsibly Governed
Facilities & Fleet
FY2025 Budget
Page 115
Program Budget Overview
Description
The Facilities Project Management Program involves planning, managing and implementing infrastructure
replacements, renovations, and new construction projects, conducting building forensics investigations,
evaluating real estate and providing strategic assessments and planning on more than 70 facilities and just
under 2 million square feet. The program has a seven member staff team including four licensed professionals
who provide Project Management and are supported by building construction specialists.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
The program models stewardship, resilience, and sustainability of the city’s physical assets.
Facility Project Management also supports the SER goal of Environmentally Sustainable as the program
accelerates progress towards the community’s ambitious climate and energy goals through a culture of
shared environmental stewardship across Boulder.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Facility Project Management
Responsibly Governed
Facilities & Fleet
FY2025 Budget
Page 116
Program Budget Overview
Description
The Fleet Division is responsible for the maintenance and repair of 1,100 internal units as well as 150 outside
agency’s units, such as Boulder Housing Partners and mountain fire districts. This includes over 500 vehicles
and over 600 pieces of equipment ranging from small mowers to fire apparatus and everything in between.
Fleet strives to keep all maintenance and repairs internal for quicker repair turnarounds for all city vehicles, but
the division also coordinates external commercial repairs done through dealers, as needed.
The Fleet Division also is responsible for managing the strategic replacement of city-owned vehicles. Each
year, dozens of units reach the end of their useful lives; the Fleet Replacement Program ensures that
departments put aside enough money each year so that a new unit can be seamlessly ordered without having
to identify a new funding source. The Fleet Division actively pursues opportunities to electrify the fleet through
its replacement program to reduce the city’s greenhouse gas emissions while also maintaining the highest
quality service to inter-departmental customers. The Fleet Division also operates a fuel station and electric
charging infrastructure.
Summary of 2025 Budget Enhancements and Realignments:
1) Sustainable funding for fire apparatus replacements
2) Realignment of commercial repairs to fund a new mobile fleet mechanic, and a tow truck.
In addition to these budget enhancements and realignments, the fleet replacement budget increases in 2025
due to the planned acquisition of two fire trucks, a tow truck and an electric street sweeper.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Models stewardship, resilience, and sustainability of the city’s financial and physical assets including
vehicles and equipment.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service in
all city business.
Fleet Operations & Replacement
Responsibly Governed
Facilities & Fleet
FY2025 Budget
Page 117
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
15.0M
17.5M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Page 118
Program Budget Overview
Description
The Radio Services Division has the responsibility of purchasing, installing, and maintaining all the
communications equipment for city departments. This includes but is not limited to Police, Fire, Open Space
and Mountain Parks (OSMP) Rangers, Transportation, Utilities, Parks & Recreation and Airport. Currently, the
division manages over 900 portable and mobile radios and 5 radio towers in addition to all fire station alerting
throughout the city. The overall objective of the division is to ensure comprehensive (24/7, 365) emergent
support alongside coverage and system redundancy.
The 2025 budget for Radio System Management includes a notable increase that is driven by inflation.
Funding has historically been flat within this program, however, costs continue to rise for critical radio
components such as batteries.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets, including radio communications equipment.
Furthers the city’s interests through the development and enhancement of strategic alliances and informed
engagement with community partners and local, regional, state, and federal government entities
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
600.0K
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Radio System Management
Responsibly Governed
Facilities & Fleet
FY2025 Budget
Page 119
$16,712,159
50.90 FTE
Department Overview:
The Finance Department is an innovative leader and
partner in fiscal stewardship. The department
manages, protects and reports on the City of
Boulder's financial resources to enhance the city's
financial condition and, in partnership, develops
financial strategies to meet community priorities,
ensure financial transparency and build trust in
government. The department provides a diverse
portfolio of programs and services to the community
and the organization. The expert, well-trained and
committed team is engaged with our customers,
guided by and adhere to sound fiscal systems and
policies, and dedicated to continuous improvement.
•Accounting, Treasury, Accounts Payable/Accounts Receivable
•Administration
•Budget & Grants
•Payroll
•Purchasing
•Regulatory Licensing
•Risk Management
•Taxpayer Services & Compliance
Finance
2025 Budget
Summary of 2025 Budget Enhancements and Realignments:
1) Continuation of Existing Fixed-Term Position Request and training realignment: $59,000 - through June 30, 2025.
This fixed-term extension request is the IT Administrator I position to be extended through June 30, 2025 to continue to
support the Munis system as it is used to prepare 2024 Financial statements, support the Workday post-go-live, and
assist with other related projects to assist in ensuring a smooth transition. Specifically, this would help the department
achieve the outcome of efficient service delivery that supports departments functional strengths and the outcome of
supporting sound fiscal management.
Department Programs:
Page 120
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
Using the drop down selection list below, please select the department you would like to view.
PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Accounting, Treasury,
AP/AR
Efficient administration of the Workday
Financials Enterprise Resource Planning
System that supports city staff's work
Address any Workday Financials support request
tickets in a timely manner, first response within 24
hours of receiving Service Depot ticket
Percentage of support
tickets responded to within
24 hours
N/A N/A +10% from
baseline
Responsibly Governed Accounting, Treasury,
AP/AR
Investment of city funds to ensure preservation
of capital, liquidity, and generate returns
Meeting all three of these objectives as noted in
quarterly reports provided by the city’s investment
advisor
Meeting all three
objectives as noted in
quarterly reports provided
by the city’s investment
advisor
Meeting all three
objectives each
quarter for a total
of 12 objectives
met for the year.
N/A N/A
Responsibly Governed Accounting, Treasury,
AP/AR
Accurate presentation of the city's financial
reports
Receiving a “clean” or unmodified audit opinion of
our Annual Comprehensive Financial Report,
Receiving minimal number of findings (0 -3) in the
annual external audit of the financial statements,
and continuing to receive the Government Finance
Officer’s Association Certificate of Achievement for
Excellence in Financial Reporting
Receiving minimal Number
of findings (0-3) in the
annual external audit of
the financial statements
2 findings N/A N/A
Responsibly Governed Accounting, Treasury,
AP/AR
Trust in governance by residents that the city is
properly accounting for taxpayer dollars
Trust in governance by residents as reported in
biennial community survey
Trust in government as
measured by community
surveys (exact questions
and target measures TBD)
N/A N/A N/A
Responsibly Governed Accounting, Treasury,
AP/AR
Efficient vendor setup to support the timely
provision of city services and contribute to
financial health of the city's vendors
Vendors paid within specfic number of day of due
date
First contact with new
vendor within 48 hours of
receiving request from
department
Reaching out to
the vendor within
48 hours 75% of
the time.
N/A N/A
Responsibly Governed Administration Policies and procedures support sound fiscal
management
Credit ratings by Standard & Poor’s Global Ratings
and/or Moody’s Investors Services, Inc
Credit ratings AAA or better N/A AAA or better
Responsibly Governed Administration More informed decision-making with a focus on
key policy issues
EBT, department leadership and department
finance staff as measured by an annual survey
Satisfaction ratings on a
numerical scale
N/A N/A +10% from
baseline
Responsibly Governed Administration Efficient service delivery that supports
departments’ functional strengths
Policies and procedures documented, easily
available to employees, and training of key staff is
provided upon hire and annually thereafter
Number of completed
trainings in Workday
At least two
trainings
provided each
quarter
N/A N/A
All
Finance
City of Boulder - Budgeting for Resilience and Equity Dashboard
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Operating Budget (FY2023-2025)
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Page 121
Visualization
2023
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2024 Adopted
Budget
2025 Adopted
Budget
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20.0M
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DollarsAccounting, Treasury, AP/AR
Administration (Responsibl…
Budget & Grants
Medical Self-Insurance Fund
Payroll
Purchasing
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Risk Management
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Transfers & Cost Allocation
Sort A to Z
Program Overview
Administration
Provides strategic financial direction for the organization, directs financial programs and activities,
communicates and collaborates with city departments related to city financial matters.
Accounting, Treasury, Accounts Payable / Accounts Receivable
Responsible for the daily fiscal operations that include accounts payable, accounts receivable, fixed asset
reporting, cash receipting, collections, general ledger maintenance, project tracking, purchasing card
administration and all financial reporting needs.
Budget & Grants
Coordinates citywide operating budget development activities, collaborates with the Planning & Development
Service 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, provide centralized grants coordination and management, and performs policy
analysis at the request of the City Manager.
Payroll
Provides accurate bi-weekly payroll, ensures employment tax compliance, makes pension, benefit plan, and
other required remittances.
Purchasing
Assists project managers in all departments to help ensure purchases of goods and services are compliant
with procurement rules and provide the best overall value to the city.
Regulatory Licensing
Works with businesses to process new or renewing regulatory licenses such as liquor licenses, medical and
recreational marijuana business licenses, hemp licenses, special event licenses and other miscellaneous
licenses.
Risk Management
Oversees the city’s general liability and workers compensation programs managing the insurance portfolio,
managing and processing claims, developing a robust and comprehensive safety program, ensuring
compliance with the Americans with Disabilities Act and Title VI, and prioritizing and conducting internal audits
or program reviews.
Taxpayer Services & Compliance Page 122
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
for over 13,000 licensed businesses.
Department Staffing
Expenditure by Fund
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
DollarsGeneral Fund
Internal Service Funds
Special Revenue Funds
Sort A to Z
Page 123
Program Budget Overview
Description
The Accounting, Treasury and Accounts Payable/Accounts Receivable program provides accurate and timely
financial management and reporting to ensure the city is properly accounting for taxpayer dollars and other
resources. The team is responsible for general accounting, external financial reporting, internal audit, daily
cash management, debt management, bond disclosures, other compliance requirements, finance enterprise
resource program (ERP), accounts payable and accounts receivable functions including vendor tax
documentation; and other functions such as financial document imaging, records retention, and centralized
mail coordination.
Summary of 2025 Budget Enhancements and Realignments:
The 2024 budget includes a base cost increase of $2,500 to reflect the actual cost of the annual financial
audit. Having a financial audit is required by Charter and is critical to responsibly governing and building trust
in government.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Responsibly Governed
Models stewardship, resilience and sustainability of the city's financial, human, information, and physical
assets.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
1.0M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Accounting, Treasury, AP/AR
Responsibly Governed
Finance
FY2025 Budget
Page 124
Program Budget Overview
Description
Finance Administration includes senior finance leadership and special projects and planning including disaster
response and recovery and support of citywide strategic initiatives. Senior finance leadership partners with the
City Manager's Office, the Financial Strategy Committee, and other department leaders to develop financial
strategies to meet community priorities, build greater financial transparency and trust, ensure the city has
effective financial systems and controls in place, and provide overall direction for the Finance Department and
its activities.
Summary of 2025 Budget Enhancements and Realignments:
1) Continuation of Existing Fixed-Term Position Request and training realignment: $58,718 - through June 30,
2025. This fixed-term extension request is the IT Administrator I position to be extended through June 30,
2025 to continue to support the Munis system as it is used to prepare 2024 Financial statements, support the
Workday post-go-live, and assist with other related projects to assist in ensuring a smooth transition.
Specifically this would help the department achieve the outcome of efficient service delivery that supports
departments functional strengths and the outcome of supporting sound fiscal management.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Responsibly Governed
Furthers the city’s interests through the development and enhancement of strategic alliances and
informed engagement with community partners and local, regional, state, and federal government
entities.
Provides assurance of regulatory and policy compliance and seeks to influence other levels of
government to ensure policy and regulations are equitable.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service
in all city business.
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets.
Finance Department Administration
Responsibly Governed
Finance
FY2025 Budget
Page 125
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Page 126
Program Budget Overview
Description
The Budget Program includes all citywide budget development activities, including collaboration with
departments in the monitoring, reporting, and policy direction associated with budgeting across the
organization. The division supports the annual development of the budget, including operations, 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. The Budget Division, as established in the 2023 Budget, also includes the
Citywide Grants Division which provides organization-wide support in pursuing and managing grant resources
from federal, state, and private sources, and management of citywide grant programs such as the Community,
Culture, Resilience, and Safety(CCRS) Tax Nonprofit Grant Program, the Boulder Wildfire Resilient Homes
Assistance Program, and the E-Bike Program.
The Budget Program supports the entire organization pursuit of citywide goals and objectives articulated in the
City's Sustainability, Equity, and Resilience (SER) Framework. Specifically, the Budget Program is aligned with
the Responsibly Governed goal area of the SER Framework and seeks to advance the SER objectives of
"Models stewardship, resilience, sustainability of the city's financial, human, information, and physical assets"
and "Furthers the city's interests through development and enhancement of strategic alliances and informed
engagement with community partners and local, regional, state, and federal government entities."
Within the Budget & Grants program $111,233 in funding supports the Community Wildfire Resilience program
budget.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Responsibly Governed
Models stewardship, resilience, and sustainability of the city's financial, human, information, and physical
assets; and furthers the city's interests through development and enhancement of strategic alliances and
informed engagement with community partners and local, regional, state, and federal government
entities.
Budget & Grants
Responsibly Governed
Finance
FY2025 Budget
Page 127
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Page 128
Program Budget Overview
Description
Payroll provides accurate bi-weekly payroll, employment tax compliance, and pension and benefit plan
remittances.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Responsibly Governed
Provides assurance of regulatory and policy compliance and seeks to influence other levels of
government to ensure policy and regulations are equitable.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service
in all city business.
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
DollarsPersonnel
Operating
Sort By Chart of Accounts
Payroll
Responsibly Governed
Finance
FY2025 Budget
Page 129
Program Budget Overview
Description
The Purchasing team coordinates citywide procurement activities, collaborates with all departments in the
development and review of their solicitation activities to promote compliant awards that align with city values
and objectives, and develops and performs data analysis to provide oversight and guidance to city
departments for purchase of goods and services. The Purchasing team also leads contracting processes to
help ensure program objectives are met, and risk is minimized. The Purchasing team researches market
conditions and provides input on the impact of the procurement landscape on the city’s purchases and
performs policy analysis at the request of the City Manager. The Purchasing team's outcomes include
demonstrating progress towards goals articulated in the city's Sustainability, Equity, and Resilience framework
and ensure high-quality procurement activities.
Sustainability, Equity and Resilience (SER) Goals & Objectives:
Responsibly Governed
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
DollarsPersonnel
Operating
Sort By Chart of Accounts
Purchasing
Responsibly Governed
Finance
FY2025 Budget
Page 130
Program Budget Overview
Description
The Regulatory Licensing program is in place to protect the public health, safety, and welfare. The
program licenses and regulates the activities of the sale and service of alcoholic beverages, the growing,
processing, and sale of marijuana, the sale of tobacco, hemp extraction, mobile food vehicles,
itinerant merchants (door-to-door sales), secondhand dealers, carnivals, circus or menageries, and
auctions. The program also supports the Beverage Licensing Authority (BLA) and the Cannabis
Licensing and Advisory Board (CLAB) and their business meetings.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Safe and Economically Vital
Fosters a climate of safety for individuals in homes, businesses, neighborhoods and public spaces.
The Regulatory Licensing program is economically vital and helps support a healthy, accessible,
resilient, and sustainable economy by creating a regulatory environment that protects the public health,
safety, and welfare of the Boulder community. The program also supports local businesses in obtaining
regulatory licenses to operate and helps ensure that these businesses are operating compliantly.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Regulatory Licensing
Safe
Responsibly Governed
Finance
FY2025 Budget
Page 131
Program Budget Overview
Description
The Risk Management program minimizes 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 program also manages the city’s insurance programs,
including workers’ compensation insurance and liability insurance. The program works to proactively reduce
the likelihood and severity of claims by proactively addressing known risks and reducing the likelihood they
would occur. By way of best practices and intentionally managing the risk profile of the city the division
reduces the impact on the city, its residents, visitors, and employees allowing them to focus on their own
mission, vision, and values. In 2023, Risk added a new FTE focusing on creating an internal auditing program
for the city.
Summary of 2025 Budget Enhancements and Realignments:
The 2025 budget includes a net increase of $330,000 to reflect higher premiums for the city's multiple lines of
insurance consistent with industry-wide trends (property, crime, general liability workers compensation, etc.).
These increases are partially offset by a decrease in miscellaneous consultant services and projected claims
costs. This program minimizes risk exposure for the city and models stewardship of the city's financial
resources.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Safe
Plans for and provides equitable, timely, and effective response and recovery to emergencies and
natural disasters.
Fosters a climate of safety for individuals in homes, businesses, neighborhoods, and public spaces.
Leverages partnerships and encourages shared community responsibility to keep Boulder safe.
Responsibly Governed
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets.
Accessible & Connected
Ensures physical and digital access to government services and public spaces.
Risk Management
Safe
Finance
FY2025 Budget
Page 132
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
2.0M
4.0M
6.0M
8.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Page 133
Program Budget Overview
Description
The Taxpayer Services & Compliance Division is responsible for business licensing as well as tax reporting,
collection, education, and compliance functions in the city of Boulder. Sales and Use tax comprises
approximately half of the city’s revenues when excluding utilities, and funds core government services, such
as public safety, parks, and open space. The division accomplishes its duties through two functional sections,
Taxpayer Services & Compliance and Tax Audit. The division provides taxpayer education, issues business
licenses, and engages with businesses to review licensing and tax reporting and payment requirements
involving over 13,000 active licensees. The tax and fee types included in the division’s oversight include sales
and use taxes, admissions taxes, accommodation taxes, recreational marijuana and sugar-sweetened
beverage excise taxes, and other transaction taxes and fees. Additionally, staff conduct compliance audits of
taxpayer operations to identify improvement areas and take corrective action to ensure taxes and fees are
remitted as required by the Boulder Revised Code.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Economically Vital
Fosters a collaborative, resource-rich, and thriving regional environment for business, educational, and
public institutions.
Responsibly Governed
Provides assurance of regulatory and policy compliance and seeks to influence other levels of
government to ensure policy and regulations are equitable.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service
in all city business.
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets.
Taxpayer Services & Compliance
Economically Vital
Finance
FY2025 Budget
Page 134
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
1.0M
1.2M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Page 135
2025 Budget:
$33,951,993
142.0 FTE
Department Overview:
The Boulder Fire-Rescue Department protects lives
and property from harm through effective risk
reduction, emergency response, and recovery
assistance.
Summary of 2025 Budget Enhancements:
1) $250,000 in one-time support to continue the
department's Wellness-Fitness Initiative.
2) $30,200 to support an increase in snow removal
expenses.
3)$100,000 in one-time support to continue the
department's workforce development.
4)$29,000 to support the regional initiative of a
Closest Unit Dispatch model.
Department Programs:
Office of the Chief
Administration
Emergency Operations
Fire-Rescue
2025 Budget
Page 136
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
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PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Safe Administration (formerly
Support Services)
By 2030, 35% of the department's stations will
be ADA compliant and achieve a net-zero
energy profile.
The department will complete a Service Level
Agreement (SLA) with the facilities department to
include data sharing and establish baseline energy
consumption rates
Count of energy
consumption rates
N/A N/A Trends for
energy
consumption
challenges will
be identified for
Station 4 and
Station 7.
Safe Administration (formerly
Support Services)
By 2022, 75% of capital emergency response
equipment will be replaced prior to its prescribed
life cycle
The department will establish and formalize a list of
assets subject to being considered critical capital
safety and emergency response equipment
Count of capital
emergency response
equipment replaced prior
to its prescribed life cycle
N/A N/A Life cycle
schedules for
current in-
service PPE
turnout gear will
be developed.
Safe Administration (formerly
Support Services)
By 2022, BFR's Fleet will meet all performance
directives regarding downtime, most notably
evidenced by front line engine availability 95%
of the time
The department will establish baseline service
levels based on unit capability for all front-line
apparatus
Count of hours of front line
engine availability
N/A N/A Out of service
data for prior 3
years will be
compiled for all
front-line
apparatus.
Safe Emergency Operations By 2023, 60% of homes in the Wildland Urban
Interface will have received a personalized
wildfire assessment
10 percent of homes in the urban interface will
receive detailed home assessments and a
sustainable program plan will be developed
Count of homes in the
wildland urban interface
that have received detailed
home assessments
N/A N/A All previous
detailed home
assessments
will be entered
into the new,
comprehensive
software.
Safe Emergency Operations By 2025, BFR will increase the cardiac survival
rate to 12%, besting the national average of 8%
(as measured by patients being discharged from
hospital with no neural deficits)
Establish Baseline Cardiac Survival Rates that can
be tracked year-over-year and integrated into RMS
upgrades
Count of cardiac survival
rate (as measured by
patients being discharged
from hospital with no
neural deficits)
N/A N/A 100% of future
patient data will
be accessible
once data
sharing with
Boulder
All
Fire-Rescue
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Operating Budget (FY2023-2025)
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2023
Adopted Budget
2024 Adopted
Budget
2025
Budget
Fiscal Year
0.0
5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
35.0M
DollarsCapital
Internal Services
Operating
Personnel
Sort A to Z
Page 137
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
DollarsAdministration (Safe)
Capital Improvement Progr…
Emergency Operations
Fire Support Services
No Program
Sort A to Z
Expenditure by Program
Page 138
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
DollarsCapital Project Funds
Sort Large to Small
Six Year Capital Improvement Program Spending
Program Overview
Office of the Chief
The Office of the Chief program within the Fire-Rescue Department comprises the Administrative Office of the
Chief, Business Services, Workplace Development, Strategic Development & Data Analytics, and External
Relationships & Contracts subprogram areas.
Administration
The Administration program (formerly Support Services) provides support and training for the department,
including personnel management, accounting, budget, basic payroll, purchasing and general management of
the department. The Support Services program comprises Facilities, Fleet, Internal Services, Occupational
Health, Safety Equipment, Supplies Equipment, Technology, and Training subprogram areas.
Emergency Operations
The Emergency Operations program provides a full range of emergency response services as noted in the
City Charter, Boulder Valley Comprehensive Plan and Fire-Rescue Strategic Plan. These services are carried
out by Emergency Operations personnel stationed at eight strategically located fire stations throughout the
city. In addition, several emergency response contracts with cooperative entities ensure resiliency and cost-
effective service provision.
Page 139
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
DollarsCapital Project Funds
General Fund
Special Revenue Funds
Sort A to Z
Expenditure by Fund
Department Staffing
Page 140
Program Budget Overview
Description
The Administration program (formerly Support Services) provides support and training for the department,
including personnel management, accounting, budget, basic payroll, purchasing and general management of
the department. The Administration program comprises Facilities, Fleet, Internal Services, Occupational
Health, Safety Equipment, Supplies Equipment, Technology, and Training subprogram areas.
Summary of 2025 Budget Enhancements and Realignments:
1) In 2025, a total of $280,200 in one-time operational enhancements will support the Fire Administration
program, including $250,000 to supplement the department's existing funding for continuation and expansion
of the Wellness-Fitness Initiative (National Fire Protection Association (NFPA) 1582). The program will also
receive an additional $30,200 to support an increase in snow removal expenses.
2) Fire-Rescue reinstated funding to reintroduce the Wellness-Fitness Initiative in 2022, which is a critical
service for Fire personnel and serves as a full physical and behavioral umbrella for the entire department with
150+ indicators, such as Fit for Duty Physical and Behavioral Screening, Oncology Screening, Infectious
Disease Screening and Immunizations, Abnormal Cardiac Follow-up, Sleep Disturbance, and Occupational
Stress Awareness. 2025 sees an additional enhancement of Self-Contained Breathing Apparatus (SCBA) fit
testing for personnel as well as implementing chaplaincy support.
3)The department will also be supported with a capital funding increase of $3.3 million across 2025 and 2026
to enhance the department’s Fleet Replacement Fund, which due to extended apparatus build and delivery
times, has a critical need to move forward. Fire-Rescue has an aging fleet of apparatus, with a replacement
schedule based on a multivariate model that includes industry best practice life cycle, repair expense total
over the life of the vehicle, and changing resource allocation needs based on the risk profile of the community.
These variables all factor into replacement decisions, as well as the production time, which due to supply-
chain issues, can now take as long as 36+ months for delivery. These purchases, which should significantly
reduce repair costs over time, as well as a re-modeling of a multi-year apparatus funding model, is being
supported with funding for 2025.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Safe
Plans for and provides equitable, timely, and effective response and recovery to emergencies and
natural disasters.
Fire Administration
Safe
Fire-Rescue
FY2025 Budget
Page 141
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Facilities
Facilities operates and maintains all department
facilities to ensure safety and functionality.
Facilities has two intended outcomes:
1) 35% of BFR stations will incorporate community
space and appropriate facilities for the delivery of
emergency services.
2) 35% of the department’s stations will be ADA-
compliant and achieve a net-zero energy profile.
Fleet
Fleet manages the maintenance, repair and
replacement processes needed to ensure that the
department's fleet is able to reliably, safely and
efficiently meet response metrics and environmental
objectives.
Fleet has three intended outcomes:
1) Fire-Rescue’s fleet will meet all performance
directives regarding downtime, most notably
evidenced by front line engine availability at 95% of
the time.
2) 99% of capital safety equipment will pass standard
annual safety inspections.
3) 75% of capital emergency response equipment will
be replaced prior to its prescribed life cycle.
Page 142
Internal Services
Internal Services provides support and training for the department, including personnel management,
accounting, budget, basic payroll, purchasing and general management of the department.
Occupational Health
Occupational Health is responsible for minimizing the frequency and severity of job-related injury, illness, and
psychological stress through prevention, early detection, and quality treatment.
Support Services Occupational Health has three intended outcomes:
1) Reduce number of shift days lost to injury by 15% year over year.
2) Increase fitness evaluation participation rate by 20% year over year until 90% achieved.
3) Reduce annual injury related costs (overtime, worker's compensation) by 5% year over year.
Safety Equipment
Safety Equipment provides, inspects, and maintains all Research and Development approved and National
Fire Protection Association (NFPA) compliant safety equipment to all members of the department.
Support Services Safety Equipment has three intended outcomes:
1) Ensure 100% of department personnel are provided prescribed PPE.
2) Ensure 100% of department Self Contained Breathing Apparatus (SCBA) remains within three versions of
the National Fire Protection Association (NFPA) standard.
3) Ensure 100% of SCBA inventory receive annual flow tests.
Supplies Equipment
Supplies Equipment maintains an effective and safe inventory of supplies and equipment needed to fulfill the
daily response capability of the department.
Technology
Technology maintains and evaluates technologies that ensure the continuity and advancement of data and
technology solutions within the department.
Training
Training provides training for fire fighters, helping them maintain and expand the skills needed to handle the
wide variety of demands based on community risk. This includes emergency medical skills training for fire
fighters and associated certifications based on national standards.
Support Services Training has three intended outcomes:
1)Increase proportion of employees certified to NFPA standards by 15% year over year until 100%
achieved.
2)Increase certification compliance by 15% year over year until 100% achieved.
3) Achieve 10% year over year increase in workforce participation in elective professional development
(measured as number of hours offered/attended).
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Program Budget Overview
Description
The Emergency Operations program provides a full range of emergency response services as noted in the
City Charter, Boulder Valley Comprehensive Plan and Fire-Rescue Strategic Plan. These services are carried
out by Emergency Operations personnel stationed at eight strategically located fire stations throughout the
city. In addition, several emergency response contracts with cooperative entities ensure resiliency and cost-
effective service provision. Boulder Fire-Rescue will continue to focus on community resilience throughout
2025 with an All-Hazards response team, including improving cardiac outcomes with the continued growth and
implementation of Advanced Life Support (ALS) within Emergency Medical Services, and increased firefighter
training and equipment throughout Emergency Operations to include both structure fire operations and
specialty operations (Hazmat, Technical Rescue, Water Rescue, and Wildland Response).
Within the Emergency Operations program and Community Risk Reduction subprogram total, $380,759 in
funding supports the Community Wildfire Resilience program budget.
Summary of 2025 Budget Enhancements and Realignments:
1) The realignment of Fire Station #6 staff planned for 2024 has been delayed due to a regional agreement to
move to a Closest Unit Dispatch model of call assignment. The technical nature of this project requires a delay
of physical reassignment of department resources (firefighters and fire apparatus) until the project is complete
(estimated 2026).
2) The department looks forward to moving into New Fire Station #3 in 2024, funded via the City of Boulder
Facilities CIP budget. This station will be a dual-company station (two crews located at the station instead of
one) and will also be the home of one of the department’s two RTX electric fire apparatus engines. The other
RTX will be housed at Fire Station #1. These engines are expected to arrive in 2024 and in service in 2025, if
not before.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Plans for and provides equitable, timely, and effective response and recovery to emergencies and
natural disasters.
Prevent crime, alleviate harm, and improve quality of life for community members and visitors while
minimizing disparate impacts on community members of color and considering the needs of different
cultures, individuals, and community values.
Emergency Operations
Safe
Fire-Rescue
FY2025 Budget
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Visualization
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2025
Recommended
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Operating
Sort By Chart of Accounts
Emergency Operations Subprograms
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Community Risk Reduction
The Community Risk Reduction subprogram
provides fire prevention services through coordinated
engineering, education, 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.
Community Risk Reduction Investigations has an
outcome goal of having investigators on scene within
60 minutes 90% of the time. Community Risk
Reduction Public Education has outcome goals of:
1) Increasing the percentage of student contact vs.
Boulder student population 5% year-over-year.
2) Increasing interactions with juvenile fire setters by
any percentage year-over-year.
The Community Risk Reduction subprogram
comprises the Code Enforcement, Investigations,
and Public Education divisions. Code Enforcement
provides services to ensure existing buildings and
new construction meet fire and safety code
requirements. Investigations provides information
regarding the cause, origin and circumstances
related to fires, explosions, or other hazardous
conditions. Public Education provides fire and life
safety education to the individuals or groups who live
and work in the city of Boulder.
Emergency Medical Services
Emergency Medical Services program provides prompt and effective emergency medical response within the
city of Boulder.
The Emergency Medical Services subprogram intends to initiate Advanced Life Support (ALS) with the
following three intended outcomes:
1) Fire-Rescue will reduce response times of the first-arriving Advanced Life Support (ALS) provider from 10
minutes 46 seconds to 8 minutes at the 90th percentile.
2) Fire-Rescue will divert 20 percent of non-emergency 911 calls to alternative response methods.
3) Fire-Rescue will identify and pursue opportunities with regional partners (i.e., neighboring fire/rescue
Page 146
agencies) for mutual and/or shared response models.
Technical Rescue
Technical Rescue provides all technical rescue
response services in the city of Boulder and beyond
through mutual aid agreements with regional
partners.
Water Rescue is a response area within Technical
Rescue that provides all water rescue operations and
recovery services in the city of Boulder and beyond
through direct response and mutual aid agreements
with regional partners.
The Technical Rescue subprogram has two intended
outcomes:
1) Technical Rescue Units to be at arrival and
operational within 60 minutes of full response request
for each of the identified technical rescue disciplines;
Rope Rescue, Confined Space Rescue, Trench
Rescue, Structural Collapse Rescue, Dive and Swift
Water Rescue, Heavy Vehicle Extrication, and In-
Shaft Elevator Rescue.
2) Deployment of a Rapid Extraction Module Support
(REMS) team would be within two hours of dispatch,
as is normal operating procedure for a Wildland
incident resource request. Deployment for a local
incident would remain at the 60-minute response to
the Incident Command Post. Initial arriving units to be
working at the operations level within 15 minutes of
dispatch.
Hazmat
Hazmat provides all hazardous material response services in the city of Boulder and beyond through mutual
aid agreements with regional partners.
The Hazmat subprogram has the following two intended outcomes:
1) Contribute 3 hazmat technicians on scene within 90 minutes of the time per Intergovernmental Agreement
(IGA). Hazmat Authority is responsible for 13.
2) Hazmat team members to participate in 70% of annual trainings to maintain certifications; increase
participation rate on per employee basis by 10% year over year until standard is met.
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Wildland Response
Wildland Response provides initial fire attack for
wildland fires on city-owned open space. In addition,
the division conducts forest thinning services, pre-
planning and coordination of wildfire response with
neighboring fire districts.
The Wildland Response subprogram has the
following six intended outcomes:
1) Fire-Rescue Wildland Response will reduce first-
arriving total response time from 9 minutes 3
seconds to 8 minutes 6 seconds at the 90th
percentile for wildland fires.
2) Fire-Rescue Wildland Response will keep 90% of
fire starts (non-management ignited) to 1 acre or less
on an annual basis within the municipal boundary.
3) Fire-Rescue Wildland Response will keep 90% of
fire starts (non-management ignited) to 1 acre or less
on an annual basis for city owned and managed land
outside the municipal boundary utilizing cooperating
agency partners.
4) Fire-Rescue Wildland Response will increase
prescribed burns by 10% year over year (conditions
permitting).
5) Fire-Rescue Wildland Response will increase
wildfire home assessments by 10% year over year.
6) Fire-Rescue Wildland Response will increase
education / outreach sessions (detailed
assessments/ HOA preparedness talks) by 5% year
over year.
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Program Budget Overview
Description
The Office of the Chief program within the Fire-Rescue Department comprises the Administrative Office of the
Chief, Business Services, Workplace Development, Strategic Development & Data Analytics, and External
Relationships & Contracts subprogram areas. In 2025, an ongoing enhancement of $100,000 will support
recruitment equity and diversity as well as ongoing development of Advanced Life Support service in
alignment with the Fire-Rescue Strategic Plan. The department will be able to offer paramedic school tuition as
an incentive in the highly competitive paramedic job market, as well as employ additional enhanced
recruitment strategies that will provide a larger pool of applicants as well as remove financial barriers to
application, allowing for greater gender and socio-economic diversity in the application pool of candidates.
Summary of 2025 Budget Enhancements and Realignments:
1) The 2025 Budget includes the extension of the Workforce Development efforts the department began in
2023 for our Hiring Academy, which allowed for a vastly increased interview pool. Next steps include using the
funding to support a series of evaluations that for financial and other reasons can be a barrier to entry for
many. This change to the department's hiring process should lead to greater diversity within the department,
provide a more equitable approach to a career in the fire service, and foster better connections within the
community.
2) The 2025 Budget includes $29,000 to support the regional initiative of a Closest Unit Dispatch model.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Safe
•Cultivates a wide range of recreational, cultural, educational, civic, and social opportunities for all
people regardless of their race, ethnicity, age, gender, sexual identity, ability, or socioeconomic status.
•Fosters racial equity, inclusion, and diversity community wide.
Fire-Rescue Department Office of the Chief
Safe
Fire-Rescue
FY2025 Budget
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Visualization
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Budget
2025
Recommended
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750.0K
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DollarsPersonnel
Operating
Sort By Chart of Accounts
Administrative Office of the Chief
Administrative Office of the Chief provides leadership and human resources support for the department, as
well as regional networking to develop interdepartmental relationships and agreements.
Administrative Office of the Chief Human Resources / Workplace Development has an intended outcome of
insuring 25% of the firefighting workforce will be comprised of female firefighters by 2030.
Business Services
Business Services is responsible for establishing and maintaining sound financial control and strategic
direction for the department in alignment with city guidelines and policies as well as industry best practices.
These strategic and operational initiatives involve budgeting, procurement, revenue recognition, contracting,
timekeeping and departmental policy development.
External Relationships and Contracts
The External Relationships and Contracts Program manages and expands the department's external
relationships, in an operationally efficient and fiscally responsible manner, to enhance the department's
response capabilities.
Workplace Development
Workforce Development works to promote and foster an environment of employee engagement that reflects
dedication to high performance and city values.
Strategic Planning & Data Analytics
1)Strategic Planning supports the department by aligning department mission, vision, and values with an
accreditation framework that addresses:
2)All-Hazard Risk Assessment and Response Strategies
3)Current Deployment and Performance
4) Department Goals and Objectives Measurement of Organizational Progress
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Housing & Human Services
2025 Budget
$54,390,338
66.75 FTE
Department Overview:
The Housing & Human Services Department (HHS)
strives to enable all Boulder community members to
thrive. HHS provides services and investments in
community projects so everyone can experience
Boulder as a just, inclusive, and equitable community.
HHS commits to achieving this mission by building
relationships with those served, fostering collaborative
partnerships, addressing systemic inequities, investing
in and implementing effective, sustainable and
solution-based policies and programs, and by creating
and preserving a diversity of housing options.
HHS strategic goals are: 1) affordability, enabling diverse community members to be able to afford to live in Boulder;
and 2) inclusivity, fostering a safe and welcoming environment for all Boulder community members. Throughout the
past few years, HHS has deepened and expanded its services and investments to meet the unique needs of low-
income community members and others who have experienced socio-economic and health disparities. Key services
include direct assistance and programming for older adults, youth and families, mental and behavioral health services,
rental assistance and eviction prevention, community mediation, support for a wide variety of sheltering, case
management and housing programs for people experiencing homelessness, affordable housing and homeownership
programs, and investments in a wide range of health equity, human services and substance use prevention programs.
Summary of 2025 Budget Enhancements and Realignments:
1)Enhancement of $200,000 to help maintain stable funding for competitive grants through the Human Services
fund.
2)Enhancement of $7,440,000 to support Affordable Housing Fund Projects.
3)Enhancement of $1,303,000 to support Community Housing Assistance Program (CHAP) fund projects.
4)Realignment of $27,000 to increase the current Bilingual Family Resource School Program Manager from .75 FTE
to 1 FTE.
5)Total additional funding of $315,000 to support Eviction Prevention & Rental Assistance (EPRAS) programming to
support those facing potential.
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$54,390,338
66.75 FTE
Department Overview:
The Housing & Human Services Department (HHS)
strives to enable all Boulder community members to
thrive. HHS provides services and investments in
community projects so everyone can experience
Boulder as a just, inclusive, and equitable
community. HHS commits to achieving this mission
by building relationships with those served, fostering
collaborative partnerships, addressing systemic
inequities, investing in and implementing effective,
sustainable and solution-based policies and
programs, and by creating and preserving a diversity
of housing options.
HHS strategic goals are: 1) affordability, enabling
diverse community members to be able to afford to
live in Boulder; and 2) inclusivity, fostering a safe and
welcoming environment for all Boulder community
members. Throughout the past few years, HHS has
deepened and expanded its services and investments
to meet the unique needs of low-income community
members and others who have experienced socio-
economic and health disparities. Key services include
direct assistance and programming for older adults,
youth and families, mental and behavioral health
services, rental assistance and eviction prevention,
community mediation, support for a wide variety of
sheltering, case management and housing programs
for people experiencing homelessness, affordable
housing and homeownership programs, and
investments in a wide range of health equity, human
services and substance use prevention programs.
Summary of 2025 Budget Enhancements and Realignments:
1)Enhancement of $200,000 to help maintain stable funding for competitive grants through the Human Services
fund.
2)Enhancement of $7,440,000 to support Affordable Housing Fund Projects.
3)Enhancement of $1,303,000 to support Community Housing Assistance Program (CHAP) fund projects.
4)Realignment of $27,000 to increase the current Bilingual Family Resource School Program Manager from .75 FTE
to 1 FTE.
5)Total additional funding of $315,000 to support Eviction Prevention & Rental Assistance (EPRAS) programming to
support those facing potential eviction, supported by a revenue enhancement of$62,000 from the long-term rental
tax and a realignment of $253,000 from a General Fund Loan repayment.
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Department Programs:
•Administration
•Affordable Housing Policy and Planning
•Behavioral Health Response
•Community Investments
•Community Mediation and Resolution
•Youth and Family Services
•HHS Community Relations
•Homelessness Services
•Older Adult Services
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
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SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Administration
(Responsibly Governed)
Increased data-driven decision making and
efficiencies across all Housing & Human
Services (HHS) programs
Number of requested large and medium-size data
and technology projects that were successfully
completed by the Data Analytics team at current
staffing levels (outside routine data support work)
Number of projects
completed
18 N/A 20
Responsibly Governed Administration
(Responsibly Governed)
Increased cultural competency among Housing
& Human Services (HHS) staff
Percentage of Housing & Human Services (HHS)
staff who apply information learned in racial equity
trainings on a daily or weekly basis
Percentageage of Housing
& Human Services staff
75%N/A 75%
Responsibly Governed Administration
(Responsibly Governed)
Increased successful monitoring of affordable
housing rental compliance program
Percentage of monitored permanently affordable
rental housing projects that require 30 day
resolution on corrective action
Percentageage of
affordable rental housing
projects
<10%N/A <10%
Responsibly Governed Administration
(Responsibly Governed)
Increased budget competency -- department
program managers have access to spend
monitoring reports and projection data to guide
team decisions and ensure spending is directly
impacting key performance measures
Percentage of program managers that are able to
demonstrate budget literacy (self report, using any
of the available financial/projection reports to
manage their budgets)
Percentageage of Housing
& Human Services staff
80%N/A 80%
Livable Affordable Housing
Policy and Planning
Increased percentage of homes that are
permanently affordable
Percentage increase in total permanently
affordable homes in Boulder since 2010
Percentage of all homes 78%N/A 80%
Livable Affordable Housing
Policy and Planning
Reduced percentage of households cost
burdened by housing
Percentage of Boulder residents who are 'severely
cost burdened' and pay more than 50 Percent of
income towards housing costs
Percentage of Boulder
residents
Decrease from
2023 value
N/A Decrease from
2023 value
Healthy & Socially
Thriving
Behavioral Health
Response
Increased capacity for primary care delivery,
preventive services
Crisis Intervention Response Team (CIRT) and
Community Assistance Response and Engagement
(CARE) behavioral health crisis program hours are
a close match with high-volume demand hours
Alignment of
Percentageages across
demand and service
Close match
between demand
and CIRT calls
for service
N/A Close match
between
demand and
CIRT calls for
service
Healthy & Socially
Thriving
Behavioral Health
Response
Increased capacity for primary care delivery,
prevention services
Percentage change in volume of 911 calls for Crisis
Intervention Response Team (CIRT) and
Community Assistance Response and Engagement
(CARE) case management clients over time
Percentage change in
volume of 911 calls
Reduce N/A Reduce
Healthy & Socially Behavioral Health Increased capacity for primary care delivery,Percentage of eligible 911 calls for service that are Percentage of all eligible Increase N/A Increase
All
Housing & Human Services
City of Boulder - Budgeting for Resilience and Equity Dashboard
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Program Overview
Administration
Provides oversight of 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, data management, and
public communications. Staff also manage all US Department of Housing and Urban Development (HUD)
regulatory compliance, reporting, planning, and Annual Action Plan submittal. This team works with the Home
Investment Partnerships Grant (HOME) local Consortium to allocate annual HOME funding across Boulder
and Broomfield counties and is also charged with ensuring environmental review is completed for all projects
funded through federal funding.
Operating Budget (FY2023-2025)
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Affordable Housing Policy and Planning
Leads initiatives to address community housing needs, social policy and equity issues through community and
stakeholder engagement; supportive policy, market and data analysis; development of effective policies and
programs; identification and creation of effective social response systems and oversees development and
implementation of housing strategies. Coordinates with other city departments, community organizations and
partners to implement city programs, policies and regulations including the Inclusionary Housing Ordinance,
and the Boulder County Regional Housing Partnership. The team establishes and monitors appropriate
metrics to measure program success and effectiveness. The team also staffs the Housing Advisory Board.
Behavioral Health Response
The Behavioral Health Response program is comprised of Behavioral Health Strategy Partnerships including
the county-wide Behavioral Health Roadmap and support for the Regional Opioid Council; the Crisis
Intervention and Response Team (CIRT); and a new pilot program for 2023 to support non-law enforcement
alternative response, called Community Assistance Response and Engagement (CARE), for a subset of low-
level emergency and non-emergency calls. Collectively, these strategies and services are designed to
decrease trauma and unnecessary engagement with the criminal justice system and to increase mental well-
being among Boulder community members in need.
Community Investments
Community Investments works to provide millions of dollars annually to housing partners and community-
serving agencies. Local and federal funds including the Affordable Housing Fund help create and preserve
affordable housing; federal community development funding facilitates capital improvements to community
facilities and supports programs serving low- and moderate-income community members. Grants from the
Human Services Fund, Health Equity Fund, Substance Education and Awareness Fund and Human Relations
Fund collectively support roughly 100 community programs including those providing health and wellness
services, increasing food security and nutrition, childcare and academic assistance, cultural engagement and
education, and substance use prevention.
Community Mediation and Resolution
Community Mediation and Resolution assists community members with a range of conflict resolution services
with special emphasis on housing-related matters. Services include the Eviction Prevention and Rental
Assistance Services program (EPRAS), mediation, restorative justice, meeting facilitation, and landlord-tenant
information and resources. In addition to direct services by staff, this team collaborates with nonprofit legal
consultants and restorative justice volunteers, and coordinates and serves the Tenant Advisory Committee.
Staff also administer the Food Tax Rebate program; a rebate on municipal sales tax on food items to income-
qualified individuals and families living in the city.
Community Relations
Community Relations provides resources, guidance and assistance to community members experiencing
discrimination or otherwise concerned with human rights. This includes enforcement of the municipal Human
Rights Ordinance and the Failure to Pay Wages Ordinance and collaborating closely with the Community
Mediation and Resolution program and other HHS staff to help low-income and diverse community members
resolve conflict. Staff also support to the Human Relations Commission, 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.
Youth and Family Services
Youth and Family Services includes the Child Care Subsidy Program, subsidies to support childcare providers
in offering financial assistance to low- and lower-middle-income families for quality, affordable childcare; and
Family Resource Schools, a partnership with the Boulder Valley School District 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 civic
engagement through the Youth Opportunities Program and the Youth Opportunities Advisory Board, which
advises the city on youth-related issues in the community.
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Homelessness Services
Homelessness Services supports a variety of interventions to transition community members from
homelessness to housing. Homelessness Services creates programming and partners with other city, regional
and nonprofit agencies to provide programs addressing the needs of underserved and vulnerable community
members experiencing homelessness. These activities include targeted and coordinated outreach and
engagement, finding unique housing solutions for high system utilizers, mitigation of the impacts of
encampments within public spaces, providing critical weather sheltering, and connecting unhoused persons
with mental and behavioral health treatment. Key initiatives include support of sheltering options for people
experiencing homelessness; management of a local vouchering program; creation of coordinated service hubs
including a Homelessness Day Services Center and a respite center; and providing housing retention and peer
support services to recently housed formerly unhoused community members.
Older Adult Services
Older Adult Services (OAS) provides programs and services to adults age 60+ at two Age Well Centers
including health and wellness, fitness, lifelong learning and social programs, day trips, and educational
programs. Resource and referral to community services, and short-term case management with financial
assistance for basic needs to older adults with lower incomes are also available. OAS is part of the Regional
Aging Network which is a countywide collaboration with other governmental older adult services to plan,
coordinate and evaluate services for older adults. OAS has an Age Well Advisory Committee that advises OAS
staff on programs related to older adults. The West Age Well Center is the location for the congregate meal site
for Boulder through Meals on Wheels Boulder’s Eat Well Café.
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Budget
2025 Approved
Budget
Fiscal Year
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DollarsGeneral Fund
Special Revenue Funds
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Expenditure by Fund
Department Staffing
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Program Budget Overview
Description
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, data management,
regulatory compliance, and public communications. The HHS Administration team is critical to all aspects of
the HHS mission, ensuring that community members can experience maximum benefits from HHS services
and investments, and that the department has the information necessary to improve programs.
Compliance staff manage US Department of Housing and Urban Development (HUD) regulatory compliance,
reporting, planning, and report submittal including the Consolidated Plan, Annual Action Plans, and the annual
Comprehensive Activity Performance and Evaluation Report (CAPER). This team administers the Home
Investments Partnerships Grant (HOME) local Consortium to allocate annual HOME funding across Boulder
and Broomfield counties and is also charged with ensuring all environmental review, Fair Housing, Section 3,
and other Federal requirements are met for all city projects funded with federal funding.
Summary of 2025 Budget Enhancements and Realignments:
1) The 2025 budget includes the realignment of the Compliance program from Investments.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Healthy & Socially Thriving
Objectives
Builds organizational capacity for advancing racial equity by normalizing conversations about race,
developing a shared understanding of institutional and structural racism, confronting oppression, and
operationalizing equity strategies.
Supports strategic decision-making with opportunities for accessible community engagement in multiple
languages and timely and reliable data and analysis.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service in
all city business.
Furthers the city’s interests through the development and enhancement of strategic alliances and informed
engagement with community partners and local, regional, state, and federal government entities.
Provides assurance of regulatory and policy compliance and seeks to influence other levels of government
to ensure policy and regulations are equitable.
Disaggregates data by race and ethnicity to ensure programs, policies, and financial decisions do not have
a disparate impact on historically excluded community members.
Ensures that the city is a safe, equitable, and inclusive workplace.
HHS Administration
Healthy & Socially Thriving
Housing & Human Services
FY2025 Budget
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Page 159
Program Budget Overview
Description
Leads initiatives to address community housing needs, social policy and equity issues through community and
stakeholder engagement; supportive policy, market and data analysis; development of effective policies and
programs; identification and creation of effective social response systems and oversees development and
implementation of Housing Strategies. Coordinates with other city departments, community organizations and
partners to implement city programs, policies and regulations including the Inclusionary Housing Ordinance,
and the Boulder County Regional Housing Partnership. The team establishes and monitors appropriate
metrics to measure program success and effectiveness. The team also staffs the Housing Advisory Board.
Sustainability , Equity and Resilience (SER) Goals & Objectives: Livable
Objectives
Provides a variety of housing types with a full range of affordability.
Supports community members who are unhoused or underhoused to navigate systems, programs, and
services to achieve housing security.
Encourages sustainable and well-regulated development of buildings supported by reliable and affordable
city services and public infrastructure.
Increases the prevalence of 15-minute neighborhoods, in which individuals can access their most basic
needs within a 15-minute walk from home.
Affordable Housing Policy and Planning
Livable
Housing & Human Services
FY2025 Budget
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Page 161
Program Budget Overview
Description
The Behavioral Health Response program is comprised of Behavioral Health Strategy Partnerships including
the county-wide Behavioral Health Roadmap and support for the Regional Opioid Council; the Crisis
Intervention and Response Team (CIRT); and the Community Assistance Response and Engagement
(CARE)program, implemented in 2023 to support non-law enforcement alternative response. Collectively,
these strategies and services are designed to decrease trauma and unnecessary engagement with the
criminal justice system and to increase mental well-being among Boulder community members in need.
The professional CIRT and CARE staff often engage with people on their worst days. Through these programs
community members are able to get the right help at the right time, build resilience and hopefully connect with
other mental and behavioral health services they need.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Healthy & Socially Thriving
Objectives
Cultivates a wide range of recreational, cultural, educational, civic, and social opportunities for all people
regardless of their race, ethnicity, age, gender, sexual identity, ability, or socioeconomic status.
Supports the physical and mental well-being of its community members by providing public gathering
places and programs to encourage social connection and prevent isolation.
Fosters racial equity, inclusion, and diversity community wide.
Behavioral Health Response
Healthy & Socially Thriving
Housing & Human Services
FY2025 Budget
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2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsBack
Personnel
Operating
Internal Services
Capital
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Page 163
Program Budget Overview
Description
The challenges faced by low-income community members in Boulder are too great for the city to address
alone. We rely on nonprofit human services and housing partner agencies to help advance the HHS mission
for all people to thrive. Community Investment staff work to provide millions of dollars annually to these
agencies for human services and housing programs that benefit Boulder ’s diverse low-income populations.
Grants from the Human Services Fund, Health Equity Fund, Substance Education and Awareness Fund and
Human Relations Fund collectively support roughly 100 community programs each year, including those
providing health and wellness services, increasing food security and nutrition, childcare and academic
assistance, cultural engagement and education, and substance use prevention. Staff also coordinate and
manage grant investments for affordable housing from Boulder’s local Affordable Housing Fund and with
federal funds from the US Department of Housing and Urban Development (HUD). The team also utilizes
federal community development funds for capital improvements to community facilities, supports programs
serving low- and moderate-income community members and works with the Home Investment Partnerships
Grant (HOME) Consortium to allocate funds for affordable housing across Boulder and Broomfield counties.
Summary of 2025 Budget Enhancements and Realignments:
1) The 2025 Budget includes an enhancement for $200,000 to help maintain stable funding for competitive
grants through the Human Services Fund. Grant awards will enable health and housing services; financial
assistance and literacy services; childcare and youth academic support; legal services for immigrants and
people experiencing violence or discrimination; and much more.
2) The 2025 Budget includes an enhancement for $7,440,000 to support the Affordable Housing Fund
Projects.
3) The 2025 Budget includes an enhancement for $1,303,218 to support the Community Housing Assistance
Program (CHAP) Fund Projects.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Livable
Objectives
Cultivates a wide range of recreational, cultural, educational, civic, and social opportunities for all people
regardless of their race, ethnicity, age, gender, sexual identity, ability, or socioeconomic status.
Supports the physical and mental well-being of its community members by providing public gathering
places and programs to encourage social connection and prevent isolation.
Fosters racial equity, inclusion, and diversity community wide.
Community Investments
Livable
Housing & Human Services
FY2025 Budget
Page 164
Updated On 23 Sep, 2024
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Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
35.0M
DollarsBack
Personnel
Operating
Internal Services
Debt Service
Capital
Sort By Chart of Accounts
Help Share
Page 165
Program Budget Overview
Description
When Boulder community members experience conflict, the Community Mediation and Resolution Center
works to bring people together and offer space to effectively find solutions. Staff and consultants provide a
range of conflict resolution services, with special emphasis on housing-related matters that impact low-income
community members. Services include the Eviction Prevention and Rental Assistance Services program
(EPRAS), mediation, restorative justice, meeting facilitation, and landlord-tenant information and resources. In
addition to direct services by staff, this team collaborates with nonprofit legal consultants and restorative
justice volunteers, and coordinates and serves a Tenant Advisory Committee. Staff also administer the Food
Tax Rebate program; a rebate on municipal sales tax on food items to income-qualified individuals and
families living in the city.
Summary of 2025 Budget Enhancements and Realignments:
1) An enhancement request of $62,000 from the long-term rental tax increase that supports EPRAS.
2) A realignment of $252,691 from a General Fund Loan repayment is included in the 2025 recommended
budget for the Eviction Prevention and Rental Assistance Services Program (EPRAS). This program provides
support to those facing potential eviction, including legal services, rental assistance, and mediation. The
additional $314,691 budget will allow for rental assistance to an estimated 125 households.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Livable
Objectives
Provides a variety of housing types with a full range of affordability.
Supports community members who are unhoused or underhoused to navigate systems, programs, and
services to achieve housing security.
Encourages sustainable and well-regulated development of buildings supported by reliable and affordable
city services and public infrastructure.
Increases the prevalence of 15-minute neighborhoods, in which individuals can access their most basic
needs within a 15-minute walk from home.
Community Mediation and Resolution
Livable
Housing & Human Services
FY2025 Budget
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2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
DollarsBack
Personnel
Operating
Internal Services
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Help Share
Page 167
Program Budget Overview
Description
Community Relations provides resources, guidance and assistance to community members experiencing
discrimination or otherwise concerned with human rights. This includes enforcement of the municipal Human
Rights Ordinance and the Failure to Pay Wages Ordinance and collaborating closely with the Community
Mediation and Resolution program and other HHS staff to help low-income and diverse community members
resolve conflict. Staff also support the Human Relations Commission, 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.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Healthy & Socially Thriving
Objectives
Cultivates a wide range of recreational, cultural, educational, civic, and social opportunities for all people
regardless of their race, ethnicity, age, gender, sexual identity, ability, or socioeconomic status.
Supports the physical and mental well-being of its community members by providing public gathering
places and programs to encourage social connection and prevent isolation.
Fosters racial equity, inclusion, and diversity community wide.
Community Relations
Healthy & Socially Thriving
Housing & Human Services
FY2025 Budget
Page 168
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2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
50.0K
100.0K
150.0K
200.0K
DollarsBack
Personnel
Operating
Internal Services
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Page 169
Program Budget Overview
Description
When Boulder community members experience homelessness, Homelessness Services works to transition
them to housing and provide other supportive services so they can stay housed. This helps all community
members feel safe and accepted and ensures that public spaces are clean and usable for everyone.
Homelessness Services creates programming and partners with other city, regional and nonprofit agencies to
provide programs addressing the needs of underserved and vulnerable community members experiencing
homelessness. These activities include targeted and coordinated outreach and engagement, finding unique
housing solutions for high system utilizers, mitigation of the impacts of encampments within public spaces,
providing critical weather sheltering, and connecting unhoused persons with mental and behavioral health
treatment. Key initiatives include support of sheltering options for people experiencing homelessness;
management of a local vouchering program; creation of coordinated service hubs including a Homelessness
Day Services Center and a respite center; and providing housing retention and peer support services to
recently housed formerly unhoused community members.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Livable
Objectives
Provides a variety of housing types with a full range of affordability.
Supports community members who are unhoused or underhoused to navigate systems, programs, and
services to achieve housing security.
Encourages sustainable and well-regulated development of buildings supported by reliable and affordable
city services and public infrastructure.
Increases the prevalence of 15-minute neighborhoods, in which individuals can access their most basic
needs within a 15-minute walk from home.
Homelessness Services
Livable
Housing & Human Services
FY2025 Budget
Page 170
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2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
DollarsBack
Personnel
Operating
Internal Services
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Page 171
Program Budget Overview
Description
The city believes that community members should have access to all the services and resources they need to
age well in Boulder. Older Adult Services (OAS) provides programs and services to adults age 60+ at the East
and West Age Well Centers which include health and wellness, fitness, lifelong learning and social programs,
day trips, and educational programs. Resource and referral to community services, and short-term case
management with financial assistance for basic needs to older adults with lower incomes are also available.
OAS is part of the Regional Aging Network which is a countywide collaboration with other governmental older
adult services to plan, coordinate and evaluate services for older adults. OAS has an Age Well Advisory
Committee that advises OAS staff on programs related to older adults. The West Age Well Center is the
location for the congregate meal site for Boulder through Meals on Wheels Boulder ’s Eat Well Café.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Healthy & Socially Thriving
Objectives
Supports the physical and mental well-being of its community members by providing public gathering
places and programs to encourage social connection and prevent isolation.
Supports community members who are unhoused or underhoused to navigate systems, programs, and
services to achieve housing security.
Supports financial security, economic opportunity, and social mobility for all people regardless of their race,
ethnicity, age, gender, ability, or socioeconomic status.
Older Adult Services
Healthy & Socially Thriving
Housing & Human Services
FY2025 Budget
Page 172
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History
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
DollarsBack
Personnel
Operating
Internal Services
Sort By Chart of Accounts
Help Share
Page 173
Program Budget Overview
Description
Youth and Family Services works to provide holistic support and referrals for any assistance that a low-income
family may need in order for children, parents and caregivers to thrive. Services includes the Child Care
Subsidy Program, subsidies to support childcare providers in offering financial assistance to low- and lower-
middle-income families for quality, affordable childcare; Family Resource Schools, a partnership with the
Boulder Valley School District, 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
also promotes youth leadership development and civic engagement through the Youth Opportunities Program
and the Youth Opportunities Advisory Board, which advises the city on youth-related issues in the community.
From Family Services’ efforts, children are better able to stay healthy, do better in school, feel safe and cared
for. Teens have more confidence and ability to advocate for their needs and help make decisions that affect
their lives. Parents are better able to keep their families housed, take care of critical household expenses and
feel included in our Boulder community.
Summary of 2025 Budget Enhancements and Realignments:
1) Family Services has an enhancement request for $26,524 to increase the current Bilingual Family Resource
School Program Manager from .75 FTE to 1 FTE.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Healthy & Socially Thriving
Objectives
Cultivates a wide range of recreational, cultural, educational, civic, and social opportunities for all people
regardless of their race, ethnicity, age, gender, sexual identity, ability, or socioeconomic status.
Supports the physical and mental well-being of its community members by providing public gathering
places and programs to encourage social connection and prevent isolation.
Fosters racial equity, inclusion, and diversity community wide.
Youth and Family Services
Healthy & Socially Thriving
Housing & Human Services
FY2025 Budget
Page 174
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Page 175
2025 Budget:
$4,613,075
28.00 FTE
Department Overview:
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.
Summary of 2025 Budget Enhancements and Realignments:
•Continuation of two fixed-term HR Generalist positions for one more year to assist with ongoing projects
($250,000).
Department Programs:
•Human Resources Operations
•Human Resources Strategy
•Labor and Employee Relations
•Learning and Development
•Total Rewards
•Well-Being
Human Resources
2025 Budget
Page 176
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PROGRAM SELECTION
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SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Human Resources
Operations
Minimal pay issues from entry error or
processing delay
Employee efficiency and self-sufficiency within HR
system
Count of issues N/A N/A N/A
Responsibly Governed Human Resources
Operations
Simplify manager transactions in HR system Manager efficiency and self-sufficiency within HR
system
Number of transactions N/A N/A N/A
Responsibly Governed Human Resources
Operations
Positive onboarding experience for new
employees
New employee orientation and nboarding
satisfaction survey
Count of positive
employee respondents
N/A N/A N/A
Responsibly Governed Human Resources
Strategy
Employees have distinct individual agency in
career growth at the City
All employee retention rate Turnover count N/A N/A N/A
Responsibly Governed Human Resources
Strategy
Employees have distinct individual agency in
career growth at the City
Employee completion rate of skill-
build/development training, required and optional
Number of class
participants average by
l
N/A N/A N/A
Responsibly Governed Human Resources
Strategy
People Managers/Supervisors are empowered
in decision-making related to employee issues
People Managers/Supervisors completoin rates of
courses, requried and optional
Number of class
participants average by
class
N/A N/A N/A
Responsibly Governed Labor and Employee
Relations
People Managers/Supervisors are empowered
in decision-making related to collective
bargaining agreement provisions and employee
issues
Employee completion rate of skill-
build/development training, required and optional
Number of class
participants average by
class
N/A N/A N/A
Responsibly Governed Labor and Employee
Relations
People Managers/Supervisors are empowered
in decision-making related to collective
bargaining agrement provisions and employee
issues
People Manager/Supervisor completion rate of
courses, required and optional
Number of class
participants average by
class
N/A N/A N/A
Responsibly Governed Labor and Employee
Relations
Develop consistency in impementation of city-
wide HR/employee-based initiatives at
department level
Reduction of employmet issues, concerns,
grievances
Number of issues by type N/A N/A N/A
Responsibly Governed Learning and
Development
Employees have distinct individual agency in
career growth at the City
Course completion ratio Number of class
participants average by
class
N/A N/A N/A
Responsibly Governed Learning and
Development
In-house offerings for most common training and
support needs, across all city departments
Employee engagement survey responses
regarding career opportunities, career development
Count of positive
employee respondents
N/A N/A N/A
All
Human Resources
City of Boulder - Budgeting for Resilience and Equity Dashboard
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Page 177
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Actual
2024 Adopted
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2025 Adopted
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Human Resources Strategy
Labor and Employee Relati…
Learning and Development
Total Rewards
Well-Being
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Program Overview
Human Resources Operations
Human resources Operations consists of systems and processes to ensure smooth activity for employees,
from candidate selection to retirement. This team coordinates talent acquisition, employee onboarding and
employee information, HR systems and manager/employee self-service transactions. This group is also
primarily responsible for data integrity, data sharing and integration and records retention and request
response.
Human Resources Strategy
The HR Leadership Team focuses on department work-planning in support of all departments and employees
in the organization. Setting strategy and road-mapping full HR-systems plans, this team ensures alignment of
all HR teams and implementation of initiatives in accordance with the city-wide plans. In addition, this team will
respond to any new city initiatives which impact employees and structures in support of employees.
Labor and Employee Relations
Labor and Employee Relations teams support partnerships with three unions (each representing a different set
of city employees) labor negotiations and contract implementation, and various labor-related study and work
groups required by the contract. This team also coordinates any grievance or conflict resolution steps.
Employee relations issues, such as discipline, conflict, performance management and improvement and
manager support are also addressed by this group.
Learning and Development
As a core tenant of employee growth, learning and training are directly supported by this HR team. Learning
program development, class content development, delivery of content and record tracking for all employees is
facilitated by this group. Activity of this group also supports successful delivery of all other HR programs.
Total Rewards
A critical component of employee recruitment and retention, the Total rewards team focuses on quality
compensation structures and employee benefit options. Through market analysis and tracking of employment
trends, the team supports quality compensation structures for internal equity and role clarity in job descriptions.
The team manages all benefit plans such as medical, dental, vision, life, disability insurances, and ancillary
benefits focused on employee mental health, home health, and discretionary insurance plans.
Expenditure by Program
Page 178
Well-Being
The HR Well-Being program is supported by the Total Rewards team. This program delivers regular trainings,
learnings, and support sessions to city employees related to physical, mental, relationship, financial and
otherhealth. Coordinated closely with benefit plans, the programs are designed to connect with overall health
goals for employees, and are flexible with changing trends in health care and wellness.
Department Staffing
Expenditure by Fund
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
DollarsGeneral Fund
Sort A to Z
Page 179
Program Budget Overview
Description
The Human Resources (HR) Operations team is focused on efficient and accurate access to systems and information for city employees. The structures of HR systems and
data are built based on subject matter expertise translating business process/needs to systems structure setups, inputs and outputs – such as job description competency
tracking and employee-level competency/strength tracking. Through this work the City and Human Resources has the opportunity to create data, reports and dashboards
with pertinent decision-making information related to employees and employment. This team is a core component in the partnership with Innovation & Technology Workday
Product team in development and utilization of the Workday features to best serve city employees.
Summary of 2025 Budget Enhancements and Realignments:
Continuation of two fixed-term HR Generalist positions. These positions support the development of HR transactional processes for city-wide HR programs and
strengthen the systems functions in partnership with systems team and Workday Product team. One-time enhancement of $250,000.
In 2025, the Human Resources Department is reorganizing program structure. This is represented by realignments from the Human Resources Operations program into
other programs. The effects of these realignments are budget-neutral.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Human Resources Operations
Responsibly Governed
Human Resources
FY2025 Budget
Page 180
Program Budget Overview
Description
The Human Resources Strategy program provides oversight to every area and aspect of human resources
program development, implementation, improvement, and response. The Human Resources Strategy
team responds to all critical issues within the city related to changes in the employee environment and
unexpected concerns, acts to support culture development and consistency of employee/manager behaviors
and outcomes, and direct labor relations and negotiations activity and support.
Summary of 2025 Budget Enhancements and Realignments:
In 2025, the Human Resources Department is reorganizing program structure. This is represented by realignment of resources from other programs into the Human
Resources and Strategy program. The effects of these realignments are budget-neutral.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Human Resources Strategy
Responsibly Governed
Human Resources
FY2025 Budget
Page 181
Program Budget Overview
Description
The Labor and Employee Relations program provides specific support to department leaders regarding the full
spectrum of HR services, with deepest focus on manager support and development, manager foundation
training support, employee performance issues, performance review and employee grievance and discipline.
Summary of 2025 Budget Enhancements and Realignments:
In 2025, the Human Resources Department is reorganizing program structure. This is represented by realignment of resources from other programs into the Labor and
Employee Relations program. The effects of these realignments are budget-neutral.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
DollarsPersonnel
Operating
Sort By Chart of Accounts
Labor and Employee Relations
Responsibly Governed
Human Resources
FY2025 Budget
Page 182
Program Budget Overview
Description
The Learning and Development program provides learning and training opportunities to city employees
through required and self-selected training. The program supports the city culture by offering programs that
maintain align with the city vision. The program creates partnerships to develop linkage of training to job
description competencies
Summary of 2025 Budget Enhancements and Realignments:
In 2025, the Human Resources Department is reorganizing program structure. This is represented by
realignment of resources from other programs into the Learning and Development program. The effects of
these realignments are budget-neutral.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
20.0K
40.0K
60.0K
80.0K
100.0K
120.0K
DollarsPersonnel
Operating
Sort By Chart of Accounts
Learning and Development
Responsibly Governed
Human Resources
FY2025 Budget
Page 183
Program Budget Overview
Description
The Total Rewards team is primarily focused on benefits and well-being, supporting all benefit plans, leaves of
absence, wellness/well-being functions for the city. This is work which has potential to impact every employee,
and effective process improvement and delivery is critical. The team advances specific employee supports and
runs case management/personal service as issues brought to this team are personal and specific.
Summary of 2025 Budget Enhancements and Realignments:
In 2025, the Human Resources Department is reorganizing program structure. This is represented by
realignments from the Total Rewards program into other programs. The effects of these realignments are budget-
neutral.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
600.0K
700.0K
800.0K
DollarsPersonnel
Operating
Sort By Chart of Accounts
Total Rewards
Responsibly Governed
Human Resources
FY2025 Budget
Page 184
Program Budget Overview
Description
The objectives of the Well-Being program are to provide physical and mental wellness programs to employees
on a regular cadence, follow best practices in wellness and provide programming to engage employees and
support healthy living and employee medical needs, and champion well-being through annual health fairs and
group events.
Summary of 2025 Budget Enhancements and Realignments:
In 2025, the Human Resources Department is reorganizing program structure. This is represented by
realignments from the Well-Being program into other programs. The effects of these realignments are budget-neutral.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
50.0K
100.0K
150.0K
200.0K
250.0K
DollarsPersonnel
Operating
Sort By Chart of Accounts
Well-Being
Responsibly Governed
Human Resources
FY2025 Budget
Page 185
2025 Budget:
$20,884,970
61.20 FTE
Department Overview:
The Innovation & Technology (IT) department
enables impactful, efficient, and high-quality services
for constituents and employees through operational
effectiveness, innovation, and technology systems.
The 2025 budget for the IT Department reflects
increased resources for data and analytic services,
disaster planning and a new citywide strategy to
centralize funding for all enterprise software and
technology.
Summary of 2025 Budget Enhancements and Realignments:
1)$80,000 in one-time funding to support disaster recovery planning.
2)$150,000 to extend two fixed term employees performing Public Safety data analysis.
3)$120,000 to add a new Data Analyst to support departments without data analysis resources.
4)$14,000 for a position upgrade of GIS Administrator Principal to GIS Manager.
5)$88,000 to extend a fixed term AV Technical Support Administrator.
Department Programs:
•Administration (Accessible & Connected)
•Application Support
•Cybersecurity and Privacy
•Data and Analytic Services
•Innovation and Digital Transformation
•IT Infrastructure Services
•IT Project Management
Innovation & Technology
2025 Budget
Page 186
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DEPARTMENT SELECTION
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PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Accessible &
Connected
Administration
(Accessible &
Connected)
Management of citywide financial model to
support the hardware, software, and technical
services of the city
Accuracy rate of financial forecasts within the
citywide financial model
Mean squared error
(Dollars)
0.1 N/A 0.1
Accessible &
Connected
Administration
(Accessible &
Connected)
Support other program initiatives across the city Cross-Program Collaboration measured through
number of program initiatives supported across the
city through collaborative efforts
Number of initiatives
supported
N/A N/A N/A
Accessible &
Connected
Administration
(Accessible &
Connected)
Development and implementation of multiyear IT
and Innovation roadmap to support citywide
needs
Percentage completion of milestones outlined in
the multiyear IT and Innovation roadmap
Percentage completion of
unique milestones
N/A N/A N/A
Accessible &
Connected
Application Support Continuous improvement and optimization of
software solutions
Number avoidable application support requests Count of submitted support
tickets closed due to
availability of training
resources or outside of IT
scope
N/A N/A N/A
Accessible &
Connected
Application Support Regular monitoring and evaluation of application
usage and user feedback
Number of recurring application support issues Count of support tickets
with same subcategory
and user within given
quarter
N/A N/A N/A
Accessible &
Connected
Application Support Uninterrupted access to services Percentage of adherence to Security and
Compliance Standards
Count of IT-administered
systems meeting defined
security standards as a
percentage of IT-
administered systems
90%N/A 90%
Accessible &
Connected
Application Support Timely and responsive software support,
addressing technical issues and inquiries
promptly
Percentage of application support tickets
completed within SLA
Percentage of completed
support tickets within SLA
of count of application
support tickets
90%N/A 90%
Responsibly Governed Cybersecurity and
Privacy
Enhanced Cybersecurity Measures:
Implementation of robust cybersecurity protocols
to safeguard sensitive data and protect against
cyber threats ensuring the integrity and security
Number of cybersecurity incidents detected and
resolved
Count of unique
cybersecurity incidents
detected and resolved
N/A N/A N/A
All
Innovation & Technology
City of Boulder - Budgeting for Resilience and Equity Dashboard
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2023
Adopted Budget
2024 Adopted
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2025
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0.0
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2.5M
5.0M
7.5M
12.5M
15.0M
17.5M
DollarsCapital
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Operating
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Transfers
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Expenditure by Program
Page 187
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
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0.0
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20.0M
2.5M
5.0M
7.5M
12.5M
15.0M
17.5M
DollarsAdministration (Accessible …
Application Support
Capital Improvement Progr…
Cybersecurity & Privacy
Data and Analytics Services
IT Infrastructure Services
IT Project Management
Innovation and Digital Trans…
Transfers & Cost Allocation
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Program Overview
Administration (Accessible & Connected)
Program provides overall leadership, strategic planning, and management support to IT, including financial
management and administration of citywide technology funds.
Application Support
The Application Services program provides software support, application development, application data
management, software implementation, and reporting support to both the city’s customer-facing municipal
services and internal business operations.
Cybersecurity & Privacy
The Cyber Security group 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.
Data and Analytics Services
This program provides leadership and execution of data initiatives pertaining to data governance, data
infrastructure and data analytics. This program works to improve citywide data assets and to support informed
decision-making.
Innovation and Digital Transformation
The Innovation Center of Excellence and the Digital Transformation group provides enterprise thought
leadership in human-centered service design, smart city technologies, and performance management that
drive new services and solutions that fundamentally improve how the organization serves the community.
IT Infrastructure Services
The Infrastructure Services group 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, email, GIS, database, and office productivity services.
IT Project Management
The IT Project Management Office (PMO) specializes in meeting the city's project management, business
analysis, and process improvement needs in the technology space.
Page 188
Six Year Capital Improvement Program Spending
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Budget
2026
Budget
2027
Budget
2028
Budget
2029
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2030
Budget
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0.0
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1.0M
1.5M
2.0M
2.5M
DollarsInternal Service Funds
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Department Staffing
Page 189
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
10.0M
20.0M
2.5M
5.0M
7.5M
12.5M
15.0M
17.5M
DollarsCapital Project Funds
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Expenditure by Fund
Page 190
Program Budget Overview
Description
The IT Administration program provides overall leadership, strategic planning, and management support to IT,
including financialmanagement and administration of citywide technology funds.
Summary of 2025 Budget Enhancements and Realignments:
1)The 2025 Budget includes a realignment of one FTE to this program area and base budget updates to
reflect this group's contributions to the entire department. The base budget also includes updates to the
Enterprise Technology Fund (ETF) amount for this group.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Accessible and Connected
Objectives
Encourages diverse populations to connect through places of work, educational opportunities, retail, and
nature to strengthen the larger community.
Ensures physical and digital access to government services and public spaces.
Enhances digital equity by investing in broadband infrastructure and providing relevant content on a
variety of platforms to support democratic participation.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
600.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
IT Administration
Accessible & Connected
Innovation & Technology
FY2025 Budget
Page 191
Program Budget Overview
Description
The Application Services program provides software support, application development, application data
management, software implementation, and reporting support to both the city’s customer-facing municipal
services and internal business operations.
Summary of 2025 Budget Enhancements and Realignments:
1) The 2025 Budget reflects a re-organization of IT FTEs and the reallocation of related salaries to support this
work. There is also a small base cost adjustment to reflect updated Enterprise Technology Fund (ETF)
charges.
2)This program's budget for 2025 is significantly larger than it has appeared in previous years because the
city has changed its approach to technology spending across the organization, centralizing funding for
enterprise applications in the ETF, which is managed by IT.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Accessible & Connected
Objectives
Encourages diverse populations to connect through places of work, educational opportunities, retail, and
nature to strengthen the larger community.
Ensures physical and digital access to government services and public spaces.
Enhances digital equity by investing in broadband infrastructure and providing relevant content on a
variety of platforms to support democratic participation.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
-1.0MDollars Personnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Application Support
Accessible & Connected
Innovation & Technology
FY2025 Budget
Page 192
Program Budget Overview
Description
The Cyber Security program 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.
Summary of 2025 Budget Enhancements and Realignments:
1)The 2025 budget for this program includes some realignments to cover the group’s contributions to the
Enterprise Technology Fund and to simplify the way FTEs are allocated.
2)The program also received a one-time expenditure of $80,000 to assist with disaster recovery planning.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Model stewardship, resilience, and sustainability of the city’s financial, human, information, and physical
assets.
Supports strategic decision-making with opportunities for accessible community engagement in multiple
languages and timely and reliable data and analysis.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service
in all city business.
Cybersecurity & Privacy
Responsibly Governed
Innovation & Technology
FY2025 Budget
Page 193
Updated On 24 Sep, 2024
Reset
Broken down by
Expenses Innovation & Technology Cybersecurity & Privacy
History
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
DollarsBack
Personnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Help Share
Page 194
Program Budget Overview
Description
This program provides leadership and execution of data initiatives pertaining to data governance, data
infrastructure and data analytics. This program works to improve citywide data assets and to support informed
decision-making.
Summary of 2025 Budget Enhancements and Realignments:
1)The 2025 budget for this program includes in an increase in resources for this work, which was achieved
through realignment. Specifically, resources were re-allocated from more traditional application support to Data
and Analytic Services
2)The 2025 budget for this program also includes new dollars to increase Public Safety analysis resources
and to create an FTE to support city departments without dedicated data staff ($270,000).
3) The 2025 budget for this program includes additional funds to upgrade a GIS Administrator Principal to a
GIS Manager ($14,000).
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service
in all city business.
Disaggregates data by race and ethnicity to ensure programs, policies, and financial decisions do not
have a disparate impact on historically excluded community members
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Data and Analytics Services
Responsibly Governed
Innovation & Technology
FY2025 Budget
Page 195
Program Budget Overview
Description
The Innovation and Digital Transformation group provides enterprise thought leadership in human-centered
service design, smart city technologies, and performance management that drive new services and solutions
that fundamentally improve how the organization serves the community.
Summary of 2025 Budget Enhancements and Realignments:
1)The 2025 Budget reflects a re-organization of IT FTEs and the reallocation of related salaries to support
this work. There is also a small base cost adjustment to reflect updated Enterprise Technology Fund (ETF)
Sustainability, Equity and Resilience (SER) Goals & Objectives: Accessible & Connected
Objectives
Ensures physical and digital access to government services and public spaces.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
600.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Innovation and Digital Transformation
Accessible & Connected
Innovation & Technology
FY2025 Budget
Page 196
Program Budget Overview
Description
The Infrastructure Services group provides a reliable and robust data, voice, and fiber optic communications
infrastructure supporting more than 1,600 city employees, telephones, workstations, mobile devices, and over
350 physical and virtual servers providing voice, web, email, 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, server, storage, managed cloud services, and telecommunication technologies to
help improve city services now and in the future.
Summary of 2025 Budget Enhancements and Realignments:
1)The 2025 budget for this program includes some realignments to cover the group’s contributions to the
Enterprise Technology Fund and to simplify the way FTEs are allocated
2)It also includes the one-year extension of a fixed-term audio/visual support position ($88,000).
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Provides highly reliable infrastructure.
Ensures physical and digital access to government services and public spaces.
Enhances digital equity by investing in broadband infrastructure.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
2.0M
4.0M
6.0M
8.0M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
IT Infrastructure Services
Responsibly Governed
Innovation & Technology
FY2025 Budget
Page 197
Program Budget Overview
Description
The IT Project Management Office (PMO) specializes in meeting the city's project management, business
analysis, and process improvement needs in the technology space.
Summary of 2025 Budget Enhancements and Realignments:
1)The 2025 Budget reflects a re-organization of IT FTEs and the reallocation of related salaries to support
this work. There is also a small base cost adjustment to reflect updated Enterprise Technology Fund (ETF)
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Models stewardship, resilience, and sustainability of the city’s financial, human, information, and
physical assets.
Supports strategic decision-making with opportunities for accessible community engagement in
multiple languages and timely and reliable data and analysis.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer
service in all city business.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
IT Project Management
Responsibly Governed
Innovation & Technology
FY2025 Budget
Page 198
2025 Budget:
$2,768,075
18.35 FTE
Department Overview:
The Municipal Court Department 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.
The 2025 budget reflects an increase in internal
services and administration expenses guided by CPI
increases.
Department Programs:
•Administration (Safe)
•Adjudication
•Case Management
Municipal Court
2025 Budget
Page 199
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After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Adjudication Judicial policies and processes reviewed and
plain language was implemented.
Number policy/proceedures reviewed Document 4 0 12
Responsibly Governed Adjudication Customers percieve the court provides fair and
accessible service.
Survey Survey 70 0 75
Safe Adjudication Prevent future criminal activity Compliance Rate Average Compliance 78 80 80
Accessible &
Connected
Administration (Safe)All forms from FullCourt Enterprise are written in
plain language
Number documents converted to plain language /
total number of documents in FCE
Number of forms
converted
10 0 50
Accessible &
Connected
Administration (Safe)In accordance with State law HB21-1-1110, all
public court data is made digitally available
Number of converted forms from pdf to formstack /
total number of forms on webpage
Number of forms
converted
14 14 0
Accessible &
Connected
Administration (Safe)Court space is accessed and compliant with
ADA Title II
Accessibility of physical court space Report 100 N/A 0
Responsibly Governed Case Management Case files are complete and accurate.Accuracy percentage improvement Entry / Closed Quality
Control Review
N/A 0 90
Responsibly Governed Case Management FullCourt Enterprise processes have been
reviewed and automation has been adopted
where possible.
Number processes improved Document 1 N/A 3
Safe Case Management Partnerships and community resources to
increase compliance of court sanctions.
Number of court sanctions completed in
collaboration with community partners
Compliance Community
Court
97 98.8 97
All
Municipal Court
City of Boulder - Budgeting for Resilience and Equity Dashboard
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Operating Budget (FY2023-2025)
Visualization
2023
Adopted Budget
2024 Adopted
Budget
2025
Budget
Fiscal Year
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500.0K
1.0M
1.5M
2.0M
2.5M
DollarsInternal Services
Operating
Personnel
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Page 200
Program 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, a court data analyst, a
budget analyst, and administrative support.
sentence summary
Adjudication
Adjudication consists of all court functions that occur in the courtroom. Judges preside over Court sessions for
animal, general, parking, photo radar, photo red light, traffic violations, and selected administrative and civil
hearings. The judges also participate in local, state, and national associations that inform them of current
criminal justice system trends.
Case Management
Case Management enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality
customer service in all city businesses. The court provides phone, in-person, and digital information in English
and Spanish on navigating the municipal court system. Court processes are evaluated and refined to ensure
efficiency in case flow. Customer service and procedural fairness are central to all court-to-public interactions.
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
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0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsAdjudication
Administration (Safe)
Case Management
Sort A to Z
Expenditure by Program
Page 201
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsGeneral Fund
Sort A to Z
Expenditure by Fund
Department Staffing
Page 202
Program Budget Overview
Description:
The Adjudication program leverages partnerships and encourages shared community responsibility to keep
Boulder safe. The judge handles everything that happens in the courtroom. The judge oversees court
sessions with animal, general, parking, photo radar, photo red light and traffic violations, as well as some
administrative and civil hearings. In line with the problem-solving approach adopted by Boulder Municipal
Court, the judge often partners with various social service and education programs to address the underlying
causes of criminal behavior.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Adjudication
Safe
Municipal Court
FY2025 Budget
Page 203
Program Budget Overview
Description:
Administration leverages partnerships and encourages shared community responsibility to keep Boulder safe.
The Administration program is responsible for achieving department goals and objectives; managing
budgetary and financial information; data analysis and process improvement; assuring adherence to policies
and regulations; and leading, developing and supervising court staff. This program also seeks to influence
other levels of government to ensure regulations are equitable by regularly meeting with local, state, and
national professional court groups and promote best practices in court management.
Access to Services:
Provides services in English and Spanish.
Offers in-person and virtual hearings.
Streams court proceedings on YouTube.
Provides clear signage in court areas.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
600.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Municipal Court Administration
Accessible and Connected
Municipal Court
FY2025 Budget
Page 204
Program Budget Overview
Description:
Case Management leverages partnerships and encourages shared community responsibility to keep Boulder
safe. The purpose of this program is to discourage criminal activity through management of current violations
coupled with education and assistance to address the underlying causes of criminal activity. This program
includes a variety of functions that comprise the core work of the court including scheduling, payment
processing, database management, collections and other noncompliance actions.
The majority of court staff consists of front-line employees who interact with the public in English and Spanish
on the phone, at the counter, and in the courtroom. Probation staff monitors compliance with court orders
regarding municipal violations that most impact the community and processes cases for defendants at in-
custody sessions at the Boulder County jail. Navigation staff partner with local non-profits to leverage the
court's contact with unhoused individuals through the Community Court program.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Case Management
Safe
Municipal Court
FY2025 Budget
Page 205
2025 Budget:
$41,421,863
147.60 FTE
Department Overview:
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 to sustain the natural values of the land for
current and future generations.
OSMP budget changes in 2025 include base cost increases to account for living wage adjustments to temporary
positions and minimum wage adjustments to seasonal positions. The department is also supporting the addition of two
grant-funded, fixed-term positions to coordinate the Mount Sanitas Trail Improvement Project. OSMP's 2025 budget
includes realignment of the Volunteerism, Service Learning & Partnerships work group to combine with the Education
& Outreach work group.
Summary of 2025 Budget Enhancements and Realignments:
1) Base cost increases to account for living wage adjustments to temporary positions and minimum wage
adjustments to seasonal positions.
2) Realignment of the Volunteerism, Service Learning & Partnerships work group to combine with the Education &
Outreach work group. This includes elimination of a vacant Volunteerism, Service Learning & Partnerships Senior
Manager position (-1.0 FTE). The work group previously reporting to that role will report to the existing Community
Outreach Senior Manager.
3) Addition of two fixed-term, grant-funded positions to coordinate the Mount Sanitas Trail Improvement Project.
Department Programs:
Open Space & Mountain Parks
2025 Budget
•Administration (Environmentally Sustainable)
•Community Connections
•Open Space Central Services
•Resource Stewardship
•Visitor Experience & Infrastructure
Page 206
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PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Environmentally
Sustainable
Administration
(Environmentally
Sustainable)
Understand total cost of system management Incorporation of asset classes into an assement
management system (Beehive) at OSMP
Percentage of total asset
classes
85%N/A 85%
Environmentally
Sustainable
Administration
(Environmentally
Sustainable)
Implement the OSMP Master Plan's 46
strategies with an emphasis on tier 1 strategies
OSMP percentage capital investment in master
plan tier 1, 2, and 3 strategies
Percentage of total capital
investment
70% for Tier 1 N/A 70% for Tier 1
Environmentally
Sustainable
Administration
(Environmentally
Sustainable)
Invest in workforce development and operational
needs
OSMP staff employee engagement as indicated by
a staff survey
OSMP staff employee
engagement average
survey responses
N/A N/A N/A
Healthy & Socially
Thriving
Community Connections Connect youth to the outdoors Care for nature as indicated by student survey
results who receive OSMP nature programming
and experiences
Student survey average
response to "care for
nature" question
4 N/A 4
Healthy & Socially
Thriving
Community Connections Enhance communication and interactions with
visitors
Number of in-person community contacts per year
as tracked by OSMP staff
Number of in-person
community contacts per
year
N/A N/A N/A
Healthy & Socially
Thriving
Community Connections Welcome diverse backgrounds and abilities Number of participants in OSMP programming,
including Jr Ranger programming, for underserved
populations
Number of participants in
OSMP programming
N/A N/A N/A
Accessible &
Connected
Open Space Central
Services
Enhance communication with visitors Digital accessibility of OSMP web content Percentage of OSMP web
content analyzed and
considered accessible
60%N/A 60%
Environmentally
Sustainable
Open Space Central
Services
Take care of what we have Percentage of OSMP CIP for capital maintenance Percentage of OSMP CIP 52%N/A 52%
Environmentally
Sustainable
Open Space Central
Services
Invest in workforce development and operational
needs
Percentage of trainings that occurred and number
of people reached
Number of trainings and
staff reached by trainings
4 formal
trainings, 1 per
quarter and
onboarding every
new standard
employee
N/A 4 formal
trainings, 1 per
quarter and
onboarding
every new
standard
employee
All
Open Space & Mountain Parks
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10.0M
15.0M
20.0M
25.0M
30.0M
35.0M
40.0M
DollarsCapital
Debt Service
Internal Services
Operating
Personnel
Transfers
Sort A to Z
Expenditure by Program
Page 207
Visualization
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Actual
2024 Adopted
Budget
2025 Adopted
Budget
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0.0
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10.0M
15.0M
20.0M
25.0M
30.0M
35.0M
40.0M
DollarsAdministration (Environme…
Capital Improvement Progr…
Community Connections
Debt Service
Open Space Central Services
Resource Stewardship
Transfers & Cost Allocation
Visitor Experience & Infrast…
Sort A to Z
Program Overview
Administration (Environmentally Sustainable)
The Administration program is comprised of the OSMP Director’s Team and the Business Services work
group. This program ensures strategic alignment of OSMP’s projects with the department’s mission and
priorities, including implementation of the Master Plan and focus on strategic enhancements like equity,
climate resilience, and presence on the land. Administration also supports the customer service and finance
tasks in the department, including preparation, analysis, and management of the OSMP budget and related
financial systems. This program includes the director, deputy directors, and business services staff.
Open Space Central Services
The Central Services program supports the daily internal operations of the department. This division offers real
estate, information resources, and planning services, including acquisition of land interests, addressing real
estate related matters, and management of easement requests; management of data, geographic information
systems, and web content; and department-wide planning and design efforts.
Community Connections
The Community Connections program engages community members around the mission and vision of OSMP.
This program coordinates public-facing community efforts in education, outreach, volunteerism, and Ranger
services, including volunteer projects and services, as well as the Junior Ranger Program; and visitor
engagement, emergency response, and law enforcement.
Resource Stewardship
The Resource Stewardship program enhances Boulder’s natural and agricultural environment by protecting its
ecological, agricultural, and water assets. This program contains expertise in ecosystem and natural resource
conservation and management, ecological systems, wildfire resilience and climate resilience, including
preservation and restoration of ecological, agricultural and water resources; research and monitoring of the
variety of natural and agricultural systems across OSMP; and work to enhance wildfire and climate resilience
on Open Space and adjacent lands.
Visitor Experience & Infrastructure
The Visitor Experience & Infrastructure program supports the OSMP mission and focuses primarily in the
realm of responsible recreation, stewardship and enjoyment. Through the work of a variety of teams, staff
annually complete the design, construction, and management of OSMP’s physical infrastructure related to
visitor experience and infrastructure. The program also includes a subprogram area related to Recreation and
Cultural Stewardship which has a major focus on recreation management, historic and cultural resources, and
human dimensions. This sub program compliments the infrastructure teams through strategic recreation
management, critical data gathering, synthesis and analysis to inform decision-making and management Page 208
activities and ensures the long-term preservation of historic and cultural resources. The team is responsible for
managing OSMP’s trails network, signs and graphics, trailheads, and other access points; office buildings and
other structures across the open space system; the department’s equipment and vehicle assets; cultural
resources on the system; and research around visitor use and impacts.
Six Year Capital Improvement Program Spending
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
DollarsSpecial Revenue Funds
Sort Large to Small
Department Staffing
Page 209
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
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10.0M
15.0M
20.0M
25.0M
30.0M
35.0M
40.0M
DollarsSpecial Revenue Funds
Sort A to Z
Expenditure by Fund
Page 210
Program Budget Overview
Description
The Administration program is comprised of the OSMP Director’s Team and the Business Services work
group. This program ensures strategic alignment of OSMP’s projects with the department’s mission and
priorities, including implementation of the Master Plan and focus on strategic enhancements like equity,
climate resilience, and presence on the land. Administration also supports the customer service and finance
tasks in the department, including preparation, analysis, and management of the OSMP budget and related
financial systems. This program includes the director, deputy directors, and business services staff.
Summary of 2025 Budget Enhancements and Realignments:
1) Base cost increases to account for living wage adjustments to temporary positions.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
-500.0K
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
3.5M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Open Space & Mountain Parks Department
Administration
Environmentally Sustainable
Open Space & Mountain Parks
FY2025 Budget
Page 211
Program Budget Overview
Description
The Community Connections program engages community members around the mission and vision of OSMP.
This program coordinates public-facing community efforts in education, outreach, volunteerism, and Ranger
Services, including volunteer projects and services, as well as the Junior Ranger Program; and visitor
engagement, emergency response, and law enforcement.
Summary of 2025 Budget Enhancements and Realignments:
1) Base cost increases to account for living wage adjustments to temporary positions and minimum wage
adjustments to seasonal positions.
2) Realignment of the Volunteerism, Service Learning & Partnerships work group to combine with the
Education & Outreach work group. This includes elimination of a vacant Volunteerism, Service Learning &
Partnerships Senior Manager position (-1.0 FTE). The work group previously reporting to that role will report to
the existing Community Outreach Senior Manager.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
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DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Community Connections Subprograms:
Community Connections
Healthy & Socially Thriving
Open Space & Mountain Parks
FY2025 Budget
Page 212
Education & Outreach
Through conversations and programming, education
and outreach co-create and deliver meaningful,
relevant, welcoming, and inclusive experiences on
the land that heighten understanding and
appreciation of OSMP. Education provides a variety
of public programs, inspiring nature connection, and
provides information about safety issues, natural
history, and resource protection. Outreach focuses on
short educational and informational contacts. This
includes information exchanges with the community
and visitors at OSMP trailheads and places like the
Chautauqua Ranger Cottage and public events.
Ranger Services
The Ranger work group provides four overarching
services: public safety and system presence;
resource protection; emergency services; and
environmental education. Emergency response
includes law enforcement, search and rescue,
wildland fires, medical response, wildlife
emergencies, and natural disaster emergencies. The
Ranger team also enforces seasonal wildlife
closures, and writes necessary tickets systemwide.
Volunteerism & Service Learning
Volunteerism & Service Learning recruits, retains,
and coordinates volunteer service throughout the
department. This includes individuals, groups, and
ongoing and one-time projects and programs.
Volunteers provide critical service to the department
to meet its mission and goals. This sub-program also
includes Junior Rangers. The Junior Ranger Program
creates an enriching paid work experience for ages
14-17 dedicated to preserving land through trail
maintenance, stewardship, and resource
management service. It fosters awareness,
knowledge, and respect for natural and human
communities while cultivating personal growth.
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Program Budget Overview
Description
The Central Services program supports the daily internal operations of the department. This division offers real
estate, information resources, and planning services, including acquisition of land interests, addressing real
estate related matters, and management of easement requests; management of data, geographic information
systems, and web content; and department-wide planning and design efforts.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
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1.0M
1.5M
2.0M
2.5M
3.0M
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DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Open Space Central Services Subprograms:
Open Space Central Services
Environmentally Sustainable
Open Space & Mountain Parks
FY2025 Budget
Page 214
Planning & Design Services
Planning & Design Services develops goals, policies,
strategies, and measures of success for the city's
open space infrastructure, resources, and services--
and their relationships with the OSMP Department
Plan and other management and implementation
plans. This group organizes information and
resources, plans and prioritizes master and
management plan services and projects,
communicates and schedules implementation actions
among affected city staff, solicits community
feedback, and responds to community stakeholders.
Real Estate Services
Real Estate Services provides support to the
department for the suite of real estate related matters
on the OSMP system, including the acquisition and
disposal of land and conservation easements,
mineral and water rights, and identifying and working
with other agencies, organizations, and private
property owners who have access easements and
other rights across the OSMP system.
Resource Information Services
Resource Information Services provides Geographic
Information System (GIS), GPS, and database
support for all OSMP programs. GIS services include
data management, data analysis, and mapping. Map
products are provided internally and to the public (in
public meetings, out on the system, or via the OSMP
web page). GPS services include GPS fleet
management, data collection, and data transfer.
Database services include the design, build, and
maintenance of SQL databases, reporting, and user-
friendly front ends. These databases equip OSMP
with the ability to inventory and monitor system
information, and to measure the department’s
success.
Page 215
Program Budget Overview
Description
The Resource Stewardship program enhances Boulder’s natural and agricultural environment by protecting its
ecological, agricultural, and water assets. This program contains expertise in ecosystem and natural resource
conservation and management, ecological systems, wildfire resilience and climate resilience, including
preservation and restoration of ecological, agricultural and water resources; research and monitoring of the
variety of natural and agricultural systems across OSMP; and work to enhance wildfire and climate resilience
on Open Space and adjacent lands.
Summary of 2025 Budget Enhancements and Realignments:
1) Base cost increases to account for living wage adjustments to temporary positions.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
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DollarsPersonnel
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Capital
Sort By Chart of Accounts
Resource Stewardship Subprograms:
Resource Stewardship
Environmentally Sustainable
Open Space & Mountain Parks
FY2025 Budget
Page 216
Agricultural & Water
Stewardship
Agricultural & Water Stewardship manages
agricultural land and leases for the benefit of natural
resources and to support local agriculture. This sub-
program also manages the department’s extensive
water portfolio to benefit natural resources and
agriculture, irrigation operations, maintenance, and
water rights protection.
Ecological Stewardship
Ecological Stewardship is responsible for
understanding, caring for, and promoting the
ecological well-being of open space lands within a
department-wide context. This group ensures
appropriate management, protection and restoration
of native grassland, wetland/ riparian and wildlife
resources. This includes rare and imperiled habitats
and species listed at the local, state and federal level
including two species listed under the Endangered
Species Act.
Science & Climate Resilience
Science & Climate Resilience delivers an integrated
approach to science, climate action, and wildfire
resilience. Specific services include the delivery of
high quality science, transparent science
communication, implementation of climate action to
increase ecosystem resilience and lower GHG
emissions, and enhancements related to wildfire
resilient landscapes, wildfire response, and fire-
adapted communities.
Page 217
Vegetation Stewardship
Vegetation Stewardship in OSMP includes forest
ecology, restoration plant ecology, and vegetation
management. Forest ecology is responsible for
restoring and sustaining forest health on OSMP as
well as mitigation of wildfire risk to OSMP land and
the community. Restoration plant ecology restores
degraded lands to maintain native biodiversity and
provide improved ecosystem services. Vegetation
management provides vegetation and invasive
species management for OSMP and addresses the
threat noxious and non-native species pose to
Boulder’s native ecosystems.
Page 218
Program Budget Overview
Description
The Visitor Experience & Infrastructure program supports the OSMP mission and focuses primarily in the
realm of responsible recreation, stewardship and enjoyment. Through the work of a variety of teams, staff
annually complete the design, construction, and management of OSMP’s physical infrastructure related to
visitor experience and infrastructure. The program also includes a subprogram area related to Recreation and
Cultural Stewardship which has a major focus on recreation management, historic and cultural resources, and
human dimensions. This sub program compliments the infrastructure teams through strategic recreation
management, critical data gathering, synthesis and analysis to inform decision-making and management
activities and ensures the long-term preservation of historic and cultural resources. The team is responsible for
managing OSMP’s trails network, signs and graphics, trailheads, and other access points; office buildings and
other structures across the open space system; the department’s equipment and vehicle assets; cultural
resources on the system; and research around visitor use and impacts.
Summary of 2025 Budget Enhancements and Realignments:
1) Addition of two fixed-term, grant-funded positions to coordinate the Mount Sanitas Trail Improvement
Project.
2) Base cost increases to account for living wage adjustments to temporary positions.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
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4.0M
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8.0M
DollarsPersonnel
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Internal Services
Capital
Sort By Chart of Accounts
Visitor Experience & Infrastructure Subprograms:
Visitor Experience & Infrastructure
Healthy & Socially Thriving
Open Space & Mountain Parks
FY2025 Budget
Page 219
Facilities
The Facilities subprogram provides for the strategic
planning, operations, management, construction, and
renovation of all OSMP facilities including
agricultural, recreation, and operational structures.
Fleet
Fleet delivers professional equipment and fleet
services to the department staff to support all the
services that OSMP delivers. This includes
consultation with OSMP staff, technical assistance,
and management to enhance the department's
operations.
Recreation & Cultural
Stewardship
Recreation & Cultural Stewardship in OSMP includes
recreation management, historic and cultural
resources stewardship, and human dimensions work.
This sub-program is responsible for understanding,
caring for, and promoting the recreational, scenic,
and cultural well-being of open space lands within a
department-wide context. It identifies and protects
cultural, prehistoric, and paleontological resources on
OSMP system. Human dimensions provides
research, analysis, consultation, and technical
assistance that helps inform management decisions
and actions to enhance visitor experiences and
resource protection on OSMP properties.
Page 220
Visitor Infrastructure
Visitor Infrastructure in OSMP includes trails
stewardship, trailhead maintenance, and
signs/graphics displays. Trail stewardship performs
yearly maintenance of the existing trail system, as
well as constructing new trails and coordinates large
scale projects to make existing trails more
sustainable. This includes fence repair, ADA access,
cleaning infrastructure, vegetation management, and
constructing new trailheads or updating existing
trailheads to meet visitor demand. Trailhead
maintenance performs ongoing janitorial
maintenance at trailheads. This sub-program also
designs, constructs, and installs educational,
regulatory, and informational signs. Within the Visitor
Infrastructure budget sub-program is also funding for
project management. Three staff within this sub-
program provide strategic work related to the
feasibility studies, strategic work planning, design
and construction of various assets across the
system. The team annually implements various
actions and projects from a variety of plans to provide
new infrastructure, major renovation of existing
infrastructure and careful integration of all aspects of
ecological values and visitor experience.
Page 221
Parks & Recreation
2025 Budget
2025 Budget:
$44,562,212
153.25 FTE
Department Overview:
Boulder Parks and Recreation (BPR) 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 with health
at the core of all we do.
BPR staff manage over 1,800 acres of urban
parkland. They also oversee three recreation centers,
two outdoor pools, the Boulder Reservoir, Flatirons
Golf Course, Valmont City Park and the Pearl Street
Mall. Across the parks and facilities, BPR delivers a
variety of recreation programing such as swim
lessons, camps, sports, therapeutic recreation,
wellness, and youth outreach.
The 2022 Department Plan, developed with extensive input from the community, continues to guide BPR decisions,
investments and operations. BPR remains focused on implementing key initiatives and goals from the 2022 BPR
Plan, while ensuring alignment with the citywide Sustainability, Resilience and Equity (SER) Framework. BPR’s work
contributes to each SER goal in different ways but our work most strongly aligns with fostering a
“Healthy and Socially Thriving Community” through careful stewardship of greenspaces and public spaces. We are
committed to advancing equity through inclusive engagement practices and by utilizing the Racial Equity Instrument
to understand who benefits and who is impacted by funding and policy decisions. The 2025 budget focuses money
where it will have the most impact to our community. It supports program expansion for recreation in growing areas,
addresses cost escalation, and provides funding for prioritized maintenance projects and equipment replacement
across the system to support “Taking Care of What We Have.” BPR's budget supports:
•Access to safe and welcoming parks and facilities.
•Access for historically excluded community members.
•Maintaining service levels for recreation programs and facilities.
•Prioritizing investment in taking care of parks and facilities so they last longer and can support more play.
Page 222
Summary of 2025 Budget Enhancements and Realignments:
1) Supports a Ranger program of 3.0 FTE and maintains seasonal staffing from April to November to sustain
existing operational hours and increase capacity for education and positive community interactions ($469,000).
2) Realigns historically unspent budget allocation to support the non-personnel needs associated with the Urban
Rangers program ($91,000).
3) Transfers approximately $2.1 million in funding from the .25 Cent Sales Tax Fund to the Recreation Activity
Fund to support athletic field and sports complex maintenance and community benefit services.
4) Allows for BPR to maintain EXPAND’s internship program which supports programming for our youth, teens
and those with disabilities ($10,000).
5) Changes Landscape Architect Senior FTE from fixed term to permanent ($162,000).
6) Includes increases to seasonal staffing to budget for a potential increase to minimum wage ($215,000).
7) Includes an appropriation of $500,000 associated with the sale of the Broncos to implement early
recommendations from the Child Friendly City Initiative.
Department Programs:
•Administration
•Community Building & Partnership
•Natural Resources
•Park Operations
•Planning, Design & Construction
•Recreation Operations
•Urban Park Rangers
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
Using the drop down selection list below, please select the department you would like to view.
PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Healthy & Socially
Thriving
Administration (Healthy
& Socially Thriving)
An expert, informed workforce with institutional
knowledge; employer of choice
Annual department and group work plans
developed to include strong succession planning
and resilience; trained staff, job satisfaction and
stability of staff
Staff turnover/average
tenure/upward mobility
<10%; 7 years
standard staff;
5% promotions
N/A <10%; 7 years
standard staff;
5% promotions
Healthy & Socially
Thriving
Administration (Healthy
& Socially Thriving)
A Parks & Recreation agency accredited in
accordance with national industry standards
Consistent operations and procedures delivered as
promised to staff and the public
CAPRA standards met and
accreditation received in
2025
CAPRA
accreditation on
track
N/A CAPRA
accreditation
achieved
Healthy & Socially
Thriving
Administration (Healthy
& Socially Thriving)
Qualified staff provide leadership aligned with
city and department plans; proactive rather than
reactive
Department decisions are guided by leadership
with full knowledge and capacity, services are
thoughtfully aligned with public needs
2022 BPR Plan initiatives
and goals achieved, plan
alternatives at fiscally
constrained level. BPRs
work supports citywide
strategies, policy and
targets
3 N/A 5
Healthy & Socially
Thriving
Administration (Healthy
& Socially Thriving)
Programs, plans, and policies include and lift up
staff and community members alike, achieve
SER objectives
Visitation and program participation, completed
plans, projects and policy, inclusive communication
and public engagement across demographics
Visits and participation
numbers, number of public
activities and events,
projects completed, types
of communication methods
and inclusive community
engagement
500,000 visits
across centers; 4
community
events
supported; 2 CIP
projects
completed
N/A 500,000 visits
across centers;
4 community
events
supported; 2
CIP projects
completed
Healthy & Socially
Thriving
CIP Facilities and parks are available to all
community members year-round, regardless of
background, with minimal down-time
Asset management program measures CFI, API,
lifecycle, and CRV to ensure assets are kept in
good condition
Improved Facility
Condition Index (FCI),
reduced maintenance
backlog
Update FCI by
Asset
Management
types
N/A Total spent on
CIP, 1
playground and
1 park refresh
completed
Healthy & Socially
Thriving
CIP Facilities are thoughtfully designed and operated
as part of a holistic system; reactive investment
limited to unforeseen/emergent failures
Plans completed in accordance with 2022 BPR
Plan direction at Fiscally Constrained plan
alternative
Initiatives completed from
relevant plans, indicating
alignment between the
plans and work completed
Progress report
on all CIP
completed YTD;
status of all
others
N/A Complete
outlined
projects per
2025 phase
All
Parks & Recreation
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Page 223
Operating Budget (FY2023-2025)
Visualization
2023
Adopted Budget
2024 Adopted
Budget
2025
Budget
Fiscal Year
0.0
10.0M
20.0M
30.0M
40.0M
DollarsCapital
Internal Services
Operating
Personnel
Transfers
Sort A to Z
Expenditure by Program
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
10.0M
20.0M
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DollarsAdministration (Healthy & …
Capital Improvement Progr…
Community Building & Part…
Natural Resources
Park Operations
Planning & Construction
Recreation Operations
Transfers & Cost Allocation
Urban Rangers
Sort A to Z
Page 224
Program Overview
Administration (Healthy & Socially Thriving)
Administration for the department includes the department leadership, finance, marketing, communications,
information technology, staff training and development, and business planning and process improvement
analysis. These teams work closely with city Finance, Human Resources and IT staff to support operations.
Community Building & Partnership
The Community Building & Partnership team provides camps, EXPAND, Youth Services Initiative (YSI) and
other recreation programming for people with disabilities and low-income families and volunteer efforts. This
includes targeted outreach to increase awareness of public recreation programming for those from
underrepresented communities as well as individuals with disabilities, coordinating system-wide volunteer
efforts, and partnerships to build alternative funding to achieve community goals.
Natural Resources
Natural Resources manages the urban forestry and natural lands. This team is committed to maintaining a
healthy and safe urban forest as well as preserving extensive and diverse natural environments for current and
future generations.
Park Operations
The Park Operations team maintains more than 80 parks including sports fields, playgrounds, picnic shelters,
skate parks, the Pearl Street Mall, the Civic Area, Valmont City Park, community parks, neighborhood parks,
pocket parks, dog parks and more.
Planning, Design & Construction
The Planning, Design & Construction program area manages capital project planning, design and construction,
and twelve historic and cultural resources. This team leads asset management and park renovation projects,
and community engagement related to planning efforts.
Recreation Operations
The Recreation Operations team performs the day-to-day management of the community’s recreation centers
and outdoor pools along with sports, health and wellness, aquatics and general recreation programming. This
team also operates the Boulder Reservoir and the Flatirons Golf Course.
Urban Park Rangers
Urban Park Rangers help foster safe and welcoming parks and facilities, provide security to visitors and staff by
enforcing rules and regulations, creatively solve problems, build relationships, and engage community members
to experience nature close to home.
Page 225
Six Year Capital Improvement Program Spending
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
15.0M
DollarsCapital Project Funds
Special Revenue Funds
Sort Large to Small
Department Staffing
Expenditure by Fund
Page 226
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
10.0M
20.0M
30.0M
40.0M
DollarsCapital Project Funds
General Fund
Special Revenue Funds
Sort A to Z
Page 227
Program Budget Overview
Description
Administration for the department includes the department leadership, finance, marketing, communications,
information technology, staff training and development, and business planning and process improvement
analysis. These teams work closely with city Finance, Human Resources and IT staff to support operations.
Summary of 2025 Budget Enhancements and Realignments:
1) Provides resources for continuing staff education, team building, skill development and improving internal
processes, which are all paramount to BPR’s success in serving the Boulder community.
2) Supports achieving the Commission for Accreditation of Park and Recreation Agencies (CAPRA) national
accreditation, planned for October 2025.
3) Addresses cost escalation for energy, technology and fleet.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Healthy & Socially Thriving
Objectives
Cultivates a wide range of recreational, cultural, educational, civic, and social opportunities for all people
regardless of their race, ethnicity, age, gender, sexual identity, ability or socioeconomic status.
Fosters racial equity, inclusion and diversity community-wide.
Supports the physical and mental well-being of its community members by providing public gathering
places and programs to encourage social connection and prevent isolation.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Parks & Recreation Department Administration
Healthy & Socially Thriving
Parks & Recreation
FY2025 Budget
Page 228
Program Budget Overview
Description
The Community Building & Partnership team provides camps, EXPAND, Youth Services Initiative (YSI) and
other recreation programming for people with disabilities and low-income families and volunteer efforts. This
includes targeted outreach to increase awareness of public recreation programming for those from
underrepresented communities as well as individuals with disabilities, coordinating system-wide volunteer
efforts, and partnerships to build alternative funding to achieve community goals.
Summary of 2025 Budget Enhancements and Realignments:
1) Provides adequate resources to sustain operations for the department’s community programs.
2) Allows for BPR to maintain EXPAND’s internship program which supports programming for our youth, teens
and those with disabilities.
3) Supports the PLAY Boulder Foundation partnership to seek non-traditional funding sources for capital
campaigns, community grants and park enhancement projects.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Community Building & Partnership Subprograms:
Community Building & Partnership
Healthy & Socially Thriving
Parks & Recreation
FY2025 Budget
Page 229
Access & Inclusion
Fostering inclusion by creating a community of all
abilities through recreation.
The EXPAND program provides affordable
programming for children, youth and adults with
disabilities allowing them to take full advantage of
recreational opportunities and experiences. Serving
community members with disabilities is regularly
ranked as a priority by the community, and
EXPAND’s level of service and the city’s investment
in it aligns with that community input.
Youth and teen-focused programming provides
recreational services to all young community
members and on-site services to youth from
historically underrepresented communities. The
opportunity to engage in positive activities increases
well-being and engagement in positive activities in
safe spaces and has been shown to decrease youth
misbehavior and criminal activity.
Community Building &
Partnerships
BPR’s Community Building & Partnership team is
dedicated to identifying funding through alternative
methods to support core community benefit services
and support reliable, relevant programming that
cultivates a wide range of enriching opportunities.
Community volunteers contribute their time and talent
to support causes, leading to a deep sense of
ownership and commitment. Their contributions are
invaluable in building stronger, more connected
communities.
Page 230
Program Budget Overview
Description
The Planning, Design & Construction program area manages capital project planning, design and
construction, and twelve historic and cultural resources. This team leads asset management and park
renovation projects, and community engagement related to planning efforts.
Summary of 2025 Budget Enhancements and Realignments:
1) Sufficiently staff program area along with related equipment, training, and vehicles to effectively manage
maintenance and improvement of our facilities and natural spaces.
2) Addresses contractual increases and additional costs associated with technology, energy and fleet.
3) Supports staffing to prioritize asset management and Capital Improvement Plan (CIP) projects identified in
the CIP budget, in line with the BPR Department Plan key goal of “Taking Care of What We Have.”
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Planning & Construction
Healthy & Socially Thriving
Parks & Recreation
FY2025 Budget
Page 231
Program Budget Overview
Description
The Recreation Operations team performs the day-to-day management of the community’s recreation centers
and outdoor pools along with sports, health and wellness, aquatics and general recreation programming. This
team also operates the Boulder Reservoir and the Flatirons Golf Course.
Summary of 2025 Budget Enhancements and Realignments:
1) Maintains non-standard staffing amounts to align with service levels and realigns historically unspent non-
personnel expense allocation to underfunded areas to address shortfalls.
2) Addresses cost escalation experienced with inflationary, contractual and mandated increases to maintain
existing service levels and community benefit programming.
3) Transfers approximately $2.1 million in funding from the .25 Cent Sales Tax Fund to the Recreation Activity
Fund to support athletic field and sports complex maintenance and community benefit services.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Recreation Operations Subprograms:
Recreation Operations
Healthy & Socially Thriving
Parks & Recreation
FY2025 Budget
Page 232
Boulder Reservoir
The Boulder Reservoir is a 700-acre, multi-use
recreation and water-storage facility, owned and
managed by the City of Boulder and operated as a
water supply by the Northern Colorado Water
Conservancy District. It is used for recreation,
drinking water and irrigation. Popular recreation
activities at the Reservoir include boating, swimming,
sunbathing, water skiing, fishing, picnicking, walking,
running, cycling and wildlife viewing.
Flatirons Golf Course
Flatirons Golf Course is open year-round and
features an 18-hole golf course, practice facility,
instruction programs, ProShop and special events
with views of Boulder's Flatirons. The facility recently
welcomed the grand opening of a newly constructed
family-friendly restaurant and bar called Ironwood
Bar and Grille with a gorgeous new lawn for the
whole community to enjoy outdoor events.
Recreation Facilities
BPR facilities offer community members the
opportunity to exercise and recreate in all four
seasons, which consists of three recreation centers
and two outdoor aquatic facilities. There are many
amenities including: individual and group fitness
programming, full-court gymnasium equipped with
basketball and volleyball nets, indoor pools complete
with play features and swim lessons, pool and
meeting room rentals and more.
Page 233
Recreation Services
BPR offers and partners with local organizations to
offer over 2,500 diverse types of recreation programs
that promote physically and mentally active lifestyles
for people of all backgrounds, ages and abilities.
Some programs include a fee, while others are
subsidized to ensure all members of the community
have access to recreation. Gymnastics, a variety of
camps, sports and youth-focused programs are a few
examples that help ensure a healthy and active
community.
Page 234
Program Budget Overview
Description
Urban Park Rangers help foster safe and welcoming parks and facilities, provide security to visitors and staff
by enforcing rules and regulations, creatively solve problems, build relationships, and engage community
members to experience nature close to home.
Summary of 2025 Budget Enhancements and Realignments:
1) Supports a Ranger program of 3.0 FTE and maintains seasonal staffing from April to November to sustain
existing operational hours and increase capacity for education and positive community interactions.
2) Addresses cost escalation experienced with vehicle and equipment replacement.
3) Realigns historically unspent budget allocation to support the non-personnel needs associated with this
program.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
100.0K
200.0K
300.0K
400.0K
500.0K
600.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Urban Rangers
Safe
Parks & Recreation
FY2025 Budget
Page 235
Program Budget Overview
Description
Natural Resources manages the urban forestry and natural lands. This team is committed to maintaining a
healthy and safe urban forest as well as preserving extensive and diverse natural environments for current
and future generations.
Summary of 2025 Budget Enhancements and Realignments:
1) Provides resources for the Forestry and Natural Lands teams to effectively manage maintenance and
improvement of Boulder’s urban forestry and natural areas.
2) Enhanced funding for contracted pruning and planting allows BPR to maintain service levels while
addressing escalating costs and continue to invest in the urban tree canopy that is aligned with the “Fiscally
Constrained” scenario identified in the 2018 Urban Forest Strategic Plan.
3) Addresses contractual increases and additional costs associated with vehicle and equipment replacement.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Natural Resources
Environmentally Sustainable
Parks & Recreation
FY2025 Budget
Page 236
Program Budget Overview
Description
The Park Operations team maintains more than 80 parks including sports fields, playgrounds, picnic shelters,
skate parks, the Pearl Street Mall, the Civic Area, Valmont City Park, community parks, neighborhood parks,
pocket parks, dog parks and more.
Summary of 2025 Budget Enhancements and Realignments:
1) Maintains core service levels and essential maintenance across our parks system by addressing cost
escalation experienced with inflationary, contractual and mandated increases.
2) Addresses costs associated with technology, energy and fleet.
3) Realigns historically unspent non-standard staffing allocation to underfunded areas to support core service
levels and community benefit contracts.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Park Operations
Healthy & Socially Thriving
Parks & Recreation
FY2025 Budget
Page 237
2025 Budget:
$17,551,871
98.65 FTE
Department Overview:
The Planning and Development Services Department
collaborates with Boulder's community to define and
implement an inclusive vision for the city’s future
while providing consistent and equitable
administration of codes and policies to ensure the
health, safety and well-being of the community.
Summary of 2025 Budget Enhancements and
Realignments:
1) Additional appropriation of $600,000 one-time
funds is recommended in 2025 for engagement and
consultant services for the Boulder Valley
Comprehensive Plan update.
Department Programs:
•Administration (Livable)
•Building Services
•Business and Support Services
•Code Compliance
•Comprehensive Planning
•Development Review
•Engineering Review & Inspection
•Information Resources
Planning & Development Services
2025 Budget
Page 238
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
Using the drop down selection list below, please select the department you would like to view.
PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Environmentally
Sustainable
Building Services New and altered buildings are energy efficient
and reduce greenhouse gas emissions
Percentage of permits issued in compliance with
Boulder's advanced energy codes
Number of permits issued 100%N/A 100%
Responsibly Governed Building Services Building permits are reviewed in a timely
manner
Percentage of permit reviews completed within
department service standard
Percentage of permit
reviews
85%N/A 85%
Safe Building Services New construction is built in safe and compliant
manner
Percentage of inspections completed within
department service standard
Percentage of inspections 75%N/A 75%
Responsibly Governed Business & Support
Services
Timely and reliable information about codes and
regulations, permits, inspections, plans,
licensing, enforcement, and development
processes delivered to the community
Percentage of all Inquire Boulder topics assigned to
dept that meet established timeframes
Percentage of IB topics
assigned that meet
timeframe
85%N/A 85%
Responsibly Governed Business & Support
Services
Efficient and effective service that connects the
community to the right planning and
development subject-matter expert or process
the first time
Percentage of customers who report satisfied or
better in surveys
Customers reporting
satisified or better
65%N/A 65%
Responsibly Governed Business & Support
Services
Regulatory and policy compliance for short-term
and long-term rental and contractor licensing
Percentage of rental and contractor licenses that
are completed within service standard
Rental and contractor
licenses completed
85%N/A 85%
Safe Code Compliance Increase proactive caseload Percentage of cases that are proactive Percentage of proactive
cases
10%N/A 10%
Safe Code Compliance Correct building- related life/safety issues
citywide
Percentage of code cases closed through permit
process
Percentage of code cases
closed through permits
80%N/A 85%
Safe Code Compliance Reduce the number of properties in disrepair
(either rental or owner/relative occupied)
Percentage of code cases closed within 180 days
(6 months)
Percentage of code cases
closed
50%N/A 50%
Livable Comprehensive
Planning
Diverse community input is effectively gathered
and reflected in land use plans
Number activities designed specifically to gather
input from historically excluded communities
Number of activities more than 10 N/A more than 10
Livable Comprehensive
Planning
Useful data and analysis informs City Council,
Planning Board, the community, and internal
departments
Number of new data outputs and calculations
incorporated into the ArcUrban land use model (eg,
housing units, jobs created, water use, carbon
emissions, vehicle trips, etc) in 2025
Number of new data
outputs
3 additional N/A 3 additional
Livable Comprehensive The community meaningfully participates in the Percentage of Community Assembly members that Percentage of community 85%N/A 85%
All
Planning & Development Service
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Operating Budget (FY2023-2025)
Visualization
2023
Adopted Budget
2024 Adopted
Budget
2025
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
15.0M
17.5M
DollarsInternal Services
Operating
Personnel
Transfers
Sort A to Z
Expenditure by Program
Page 239
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
15.0M
17.5M
DollarsAdministration (Livable)
Building Services
Code Enforcement
Comprehensive Planning
Development Review
Engineering Review
P&DS Business & Support …
P&DS Information Resources
Transfers & Cost Allocation
Sort A to Z
Program Overview
Administration
Department Administration includes management of the department through the Director and Deputy Director.
Also included in this program is financial workgroup including budgeting, fee setting and financial transactions.
Support provided to P&DS through the Center for Project Excellence is also funded here.
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.
Business and Support Services
Business and Support Services administers all Planning & Development Services operations, including
internal and external customer service. It also provides support to four advisory boards; administers the
licensing program, including contractor licensing, rental housing licensing and short-term rental housing
licensing; and provides administrative, financial, programmatic and project support to the department.
Code Compliance
The Code Compliance team is responsible for enforcing city regulations involving land use, building code and
residential rental property maintenance. It works in partnership with all divisions within Planning &
Development Services, as well as the Code Enforcement Unit within the Police Department, which is
responsible for property nuisance matters such as trash and weeds.
Comprehensive Planning
Comprehensive Planning leads the long-range land use planning and policy development programs that
define the future of the City of Boulder. 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 the urban wildlife
management program. Comprehensive Planning is responsible for ensuring the orderly balance of future
urban change with community desires and environmental systems.
Development Review
Page 240
Development Review Planning reviews development projects for consistency with the city’s adopted code and
policy documents and makes criteria-based decisions and professional recommendations to Planning Board
and City Council. Additionally, the team administers the city’s zoning code and responds to technical zoning
and process related inquiries from the community and our customers. Collaborating with other workgroups
across the city organization as well as external organizations and stakeholders, the Development Review
team ensures consistent application of city regulations and policies in both “by right” and discretionary review
projects. The group also engages with the community in coordinating regular updates to the city’s zoning code.
Engineering Review & Inspection
The Engineering Review and Inspection program is responsible for technical development review, permitting
and inspection of work or impacting public rights-of-way and public easements. Areas of responsibility include
city-maintained infrastructure such as domestic water, wastewater, stormwater and, transportation, along with
improvements maintained by private service providers for electric, telecommunications and natural gas. The
workgroup is also responsible for administration of floodplain and wetland protection ordinances for both public
and private projects.
Information Resources
Information Resources supports the Planning & Development Services Department’s business systems. This
support includes the administration and management of the land management, permitting, the licensing
system, EnerGov, geographic information systems (GIS), analysis services and records and research. This
Division also provides information support during emergency response incidents.
Department Staffing
Expenditure by Fund
Page 241
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
15.0M
17.5M
DollarsGeneral Fund
Special Revenue Funds
Sort A to Z
Page 242
Program Budget Overview
Description
Department Administration includes management of the department through the Director and Deputy
Director. Also included in this program is the financial workgroup including budgeting, fee setting, and
financial transactions.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Planning & Development Services Department
Administration
Livable
Planning & Development Services
FY2025 Budget
Page 243
Program Budget Overview
Description
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.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Builds and maintains resilient infrastructure, landscapes and neighborhoods to mitigate existing and
future hazards and risks.
Fosters a climate of safety for individuals in homes, businesses, neighborhoods and public spaces.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Building Services
Safe
Planning & Development Services
FY2025 Budget
Page 244
Program Budget Overview
Description
The Code Compliance team is responsible for enforcing city regulations involving land use, building code and
residential rental property maintenance. It works in partnership with all divisions within Planning &
Development Services, as well as the Code Enforcement Unit within the Police Department, which is
responsible for property nuisance matters such as trash and weeds.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Prevent crime, alleviate harm and improve quality of life for community members and visitors while
minimizing disparate impacts on community members of color and considering the needs of different
cultures, individuals and community values.
Fosters a climate of safety for individuals in homes, businesses, neighborhoods and public spaces.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
200.0K
400.0K
600.0K
800.0K
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Code Compliance
Safe
Planning & Development Services
FY2025 Budget
Page 245
Program Budget Overview
Description
Comprehensive Planning leads the long-range land use planning and policy development programs that
define the future of the City of Boulder. 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 the urban wildlife
management program. Comprehensive Planning is responsible for ensuring the orderly balance of future
urban change with community desires and environmental systems.
Summary of 2025 Budget Enhancements and Realignments:
1) One-time funding of $600,000 ($300,000 from P&DS Fund and $300,000 from General Fund) to support
community engagement activities and technical consultant services for the Boulder Valley Comprehensive
Plan update. The 2025 Budget request will directly enable the creation of a Community Assembly that is
intended to achieve a more representative and deliberate dialogue around key issues impacting our
community. It will also support additional engagement activities and fund necessary external consultant
expertise to inform policy decisions and community discussions to complete the project on the prioritized 2026
timeline.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Livable
Objectives
Encourages sustainable and well-regulated development of buildings supported by reliable and
affordable city services and public infrastructure.
Increases the prevalence of 15-minute neighborhoods, in which individuals can access their most basic
needs within a 15-minute walk from home.
Comprehensive Planning
Livable
Planning & Development Services
FY2025 Budget
Page 246
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Page 247
Program Budget Overview
Description
Development Review Planning reviews development projects for consistency with the city’s adopted code and
policy documents and makes criteria-based decisions and professional recommendations to Planning Board
and City Council. Additionally, the team administers the city’s zoning code and responds to technical zoning
and process related inquiries from the community and our customers. Collaborating with other workgroups
across the city organization as well as external organizations and stakeholders, the Development Review
team ensures consistent application of city regulations and policies in both “by right” and discretionary review
projects. The group also engages with the community in coordinating regular updates to the city’s zoning code.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Livable
Objectives
Encourages sustainable and well-regulated development of buildings supported by reliable and
affordable city services and public infrastructure.
Provides a variety of housing types with a full range of affordability.
Increases the prevalence of 15-minute neighborhoods, in which individuals can access their most basic
needs within a 15-minute walk from home.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Development Review
Livable
Planning & Development Services
FY2025 Budget
Page 248
Program Budget Overview
Description
The Engineering Review and Inspection program is responsible for technical development review, permitting
and inspection of work or impacting public rights-of-way and public easements. Areas of responsibility include
city-maintained infrastructure such as domestic water, wastewater, stormwater and transportation, along with
improvements maintained by private service providers for electric, telecommunications and natural gas. The
workgroup is also responsible for administration of floodplain and wetland protection ordinances for both public
and private projects.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Builds and maintains resilient infrastructure, landscapes and neighborhoods to mitigate existing and
future hazards and risks.
Fosters a climate of safety for individuals in homes, businesses, neighborhoods and public spaces.
Operates services necessary to support basic public health including safe, drinking water, removal of
snow, wastewater and stormwater, and a reliable, multimodal transportation system.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Engineering Review
Safe
Planning & Development Services
FY2025 Budget
Page 249
Program Budget Overview
Description
Business and Support Services administers all Planning & Development Services operations, including
internal and external customer service. It also provides support to four advisory boards; administers the
licensing program, including contractor licensing, rental housing licensing and short-term rental housing
licensing; and provides administrative, financial, programmatic and project support to the department.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Supports strategic decision-making with opportunities for accessible community engagement in multiple
languages and timely and reliable data and analysis.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness and quality customer service in
all city business.
Provides assurance of regulatory and policy compliance and seeks to influence other levels of
government to ensure policy and regulations are equitable.
Ensures that the city is a safe, equitable and inclusive workplace.
Builds organizational capacity for advancing racial equity by normalizing conversations about race,
developing a shared understanding of institutional and structural racism, confronting oppression and
operationalizing equity strategies.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
P&DS Business & Support Services
Responsibly Governed
Planning & Development Services
FY2025 Budget
Page 250
Program Budget Overview
Description
Information Resources supports the Planning & Development Services Department’s business systems. This
support includes the administration and management of the land management, permitting and licensing
system, EnerGov, geographic information systems (GIS), analysis services and records and research. This
Division also provides information support during emergency response incidents.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Supports strategic decision-making with opportunities for accessible community engagement in multiple
languages and timely and reliable data and analysis.
Enhances and facilitates transparency, accuracy, efficiency, effectiveness and quality customer service in
all city business.
Provides assurance of regulatory and policy compliance and seeks to influence other levels of
government to ensure policy and regulations are equitable.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
1.5M
1.8M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
P&DS Information Resources
Responsibly Governed
Planning & Development Services
FY2025 Budget
Page 251
Police
2025 Budget
2025 Budget:
$46,425,876
284.50 FTE
Department Overview:
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.
Within the overarching umbrella of the Reimagine Policing Plan, in 2025, the Boulder Police Department will be
focused on delivering high quality and equitable policing utilizing modern and evidence-based programs as well as
technology and advanced courses of training.
The 2025 Police Department Budget includes several budget realignments for software and positions, one-time
funding for wellness, department-wide training, and several fixed-term positions, and new ongoing funding for
positions and base budget increases.
Summary of 2025 Budget Enhancements and Realignments:
1)One-time funding to extend the fixed-term Victim Services Specialist position for one more year
($80,000).
2)Realignment of funding to purchase additional E-Bikes ($19,000).
3)Realignment of a sergeant position from the Departmental Support Services Program to Police Services
(180,000).
4)One-time funding for a two-year fixed term Police Accreditation Manager position ($130,000).
5)One-time increase in funding for department-wide training ($50,000) and realignment of funding for reporting
software ($109,000).
6)One-time increase for the Employee Assistance Program (EAP) due to overwhelming participation ($50,000)
7)Addition of a civilian Property & Evidence supervisor allowing the department to realign the current sergeant
position to proactive policing ($130,000).
Page 252
8) Realignment of a half-time Police Services Coordinator position from the Fleet & Facilities Department
($44,000).
9) Realignment of funding for a civilian armorer ($116,000).
10) Ongoing funding for the Digital Forensics Lab Task Force ($82,000).
11) Increase in funding for the regional Boulder County Drug Task Force ($13,200).
Department Programs:
•Police Administration
•Alternative Response
•Departmental Support Services
•Police & Fire Communications
•Police Services
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
Using the drop down selection list below, please select the department you would like to view.
PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Safe Administration (Safe)Ensuring compliance through accreditation and
policy management
Achieving and maintaining CALEA accreditation
annually
Yes/No Achieved N/A Achieved
Safe Administration (Safe)Improve communication with community Number of community engagement events Number of community
engagement events
20 N/A 25
Safe Administration (Safe)Improve training in leadership positions within
the department
Number of leadership trainings and professional
development trainings attended by
command/management staff
Number of trainings
attended
5 N/A 5
Safe Alternative Response Improved quality of life in lived and visited
spaces
Number of Code Enforcement issues addressed Count 1,934 N/A N/A
Safe Alternative Response Connecting individuals to community services Number of encampment and prohibited items
tickets
Count N/A N/A N/A
Safe Alternative Response Respond to community issues in a holistic and
non-traditional law enforcement capacity
Number of photo enforcement citations issued Count 60,000 N/A 65,000
Safe Alternative Response Improved connection to non-policing services Number of victims helped Count 1,600 N/A 1,600
Safe Police & Fire
Communications
Accurate triage of incidents resulting in
appropriate resource response
Average compliant score (85 Percent) or above for
Quality Assurance checks annually
Audit score 90%N/A 92%
Safe Police & Fire
Communications
Ensure equal access to emergency resources
and information
Increase usage of text communication with
community (number of text-2-911 calls and chat
sessions processed)
Count 11,000 N/A 12,000
Safe Police & Fire
Communications
Efficient response to public safety calls for
service
Meet APCO/NENA standard of 90 Percent of
emergency, 911, calls are answered within 15
seconds
Number of calls answered
w/in 15 seconds
Meet the
standard, 90% or
better
N/A Meet the
standard, 90%
or better
Responsibly Governed Police Departmental
Support Services
Improving health and well-being of staff with a
robust employee assistance program
Number of EAP visits Count 500 N/A 500
Responsibly Governed Police Departmental
Support Services
Improving sense of community through peer
support related functions
Number of peer support functions Count 4 N/A 6
Responsibly Governed Police Departmental
Support Services
Maintain compliance with department-mandated
training
Percentage of officers that complete department-
mandated training
Percentage 80%N/A 85%
All
Police
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Page 253
2023
Adopted Budget
2024 Adopted
Budget
2025
Budget
Fiscal Year
0.0
10.0M
20.0M
30.0M
40.0M
DollarsCapital
Internal Services
Operating
Personnel
Sort A to Z
Expenditure by Program
Visualization
2023
Actual
2024 Adopted
Budget
2025 Adopted
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Police Services
Sort A to Z
Program Overview
Administration
Administration includes the Police Chief and support staff.
Alternative Response
Consists of Crime Prevention, Animal Protection, Code Enforcement, Photo Enforcement, Homeless Outreach
Team, Mall Team, Encampment Team, and Victim Services.
Departmental Support Services
Consists of Records and Information Systems, Finance/Budget/Grants, Fleet, Facilities Maintenance, Property
and Evidence, Personnel and Technology, Training, and Wellness.
Police & Fire Communications
Police and Fire Communications is the Public Safety Answering Point for all 911 calls and other non-
emergency police and fire requests for service.
Operating Budget (FY2023-2025)
Page 254
Police Services
Consists of the Target Crime Team, Narcotics, the Crime Lab, Crime Analysis, Major Crimes Unit, Special
Investigations, Patrol Watches, Neighborhood Impact Team, Traffic Enforcement, Special Weapons and
Tactics (SWAT), Bomb Squad, and Drone Team (UAS).
Department Staffing
Expenditure by Fund
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
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Page 255
Program Budget Overview
Description
The Police Department’s Administration program is responsible for administrative oversight of the entire Police
Department and includes the Chief’s Office, Professional Standards Unit, and all general administration not
directly related to another program.
Summary of 2025 Budget Enhancements and Realignments:
1) One-time funding for a two-year fixed term Police Accreditation Manager position.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service
in all city business.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
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3.0M
3.5M
DollarsPersonnel
Operating
Internal Services
Capital
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Police Department Administration
Safe
Police
FY2025 Budget
Page 256
Program Budget Overview
Description
The Police Department’s Alternative Response program's purpose is to respond to community issues in a
holistic and non-traditional law enforcement capacity. This will be accomplished through collaboration with
other city departments and community stakeholders. The desired outcome of this program is an overall
increase in the level of safety and quality of life that community members feel within both visited and lived city
spaces. This program’s services include Crime Prevention, Animal Protection, Code Enforcement, Photo
Enforcement, Victim Services, Homeless Outreach and Encampment teams, and the Mall unit.
Summary of 2025 Budget Enhancements and Realignments:
1)Realignment of funding to purchase additional E-Bikes.
2) One-time funding to extend the fixed-term Victim Services Specialist position for one more year.
3) Realignment of a sergeant position from the Departmental Support Services Program.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Prevent crime, alleviate harm, and improve quality of life for community members and visitors while
minimizing disparate impacts on community members of color and considering the needs of different
cultures, individuals, and community values.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
Alternative Response
Safe
Police
FY2025 Budget
Page 257
Program Budget Overview
Description
The Police Department’s Support Services program is comprised of a wide range of services including police
records, property & evidence, technology, personnel, recruitment, business services, crime analysis, fleet,
training (for both current employees and new recruits), maintaining training records, mentoring new police
officers, wellness (including employee assistance, peer support, family activities, upkeep of gym and
equipment) and grants. The program is the bedrock of the agency and allows other Police Department
programs to run smoothly and efficiently.
Summary of 2025 Budget Enhancements and Realignments:
1) One-time increase in funding for department-wide training.
2) One-time increase for the Employee Assistance Program (EAP) due to overwhelming participation.
3) Addition of a civilian Property & Evidence supervisor allowing the department to realign the current sergeant
position to proactive policing.
4) Realignment of funding for reporting software.
5) Realignment of a half-time Police Services Coordinator position from the Fleet & Facilities Department.
6) Realignment of funding for a civilian armorer.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Responsibly Governed
Objectives
Enhances and facilitates transparency, accuracy, efficiency, effectiveness, and quality customer service
in all city business.
PD Departmental Support Services
Responsibly Governed
Police
FY2025 Budget
Page 258
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
2.0M
4.0M
6.0M
8.0M
10.0M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Page 259
Program Budget Overview
Description
The Police and Fire Communications program is comprised of answering and processing emergency, and
non-emergency, calls for service from the public and initiating public alert and warning notifications during
emergencies and natural disasters. Incorporating new technology for call handling and emergency alerts
provides equal access to this program’s services. Specifically, the new text to 911, live video streaming ability,
and translation services give the public in under-served areas access to services. Staff training and
certification in medical, police, and fire call-taking ensure efficient and accurate response to public safety
concerns. A robust Quality Assurance/Quality Improvement program helps recognize trends in service, flags
inappropriate triage and resource response, and sets corrective action in motion.
Summary of 2025 Budget Enhancements and Realignments:
1)Ongoing funding from the Boulder Regional Telephone Service Authority (BRETSA) has been included to
support FTEs, dispatcher training, and overtime.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Prevent crime, alleviate harm, and improve quality of life for community members and visitors while
minimizing disparate impacts on community members of color and considering the needs of different
cultures, individuals, and community values.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
3.0M
DollarsPersonnel
Operating
Sort By Chart of Accounts
Police & Fire Communications
Safe
Police
FY2025 Budget
Page 260
Program Budget Overview
Description
The Police Services Program consists of Patrol, Traffic Enforcement, Tactical Services and Investigative
Services.
The purpose of the Patrol, Traffic Enforcement, Tactical Services is to provide day-to-day policing operations
and increase the department's capabilities to respond to incidents within the city that create a significant risk to
life and safety above and beyond normal day-to-day police operations. This program’s services include patrol,
traffic enforcement, the neighborhood impact team, SWAT, bomb squad unit, canine program (explosives-
detection and community engagement dog) and the unmanned aircraft systems (drone) team with oversight by
the Deputy Chief of Operations.
The purpose of Investigative Services is to manage, assign, track, and complete ongoing criminal
investigations in an efficient and effective manner. The program provides follow-up investigations of felony
and violent crimes requiring specialized skills, knowledge, and abilities. This program’s services include
Detectives, Narcotics, Special Enforcement Unit, criminalists, and alcohol and marijuana enforcement.
Summary of 2025 Budget Enhancements and Realignments:
1)Ongoing funding for the Digital Forensics Lab Task Force.
2)Increase in funding for the regional Boulder County Drug Task Force.
Sustainability, Equity and Resilience (SER) Goals & Objectives: Safe
Objectives
Prevent crime, alleviate harm, and improve quality of life for community members and visitors while
minimizing disparate impacts on community members of color and considering the needs of different
cultures, individuals, and community values.
Police Services
Safe
Police
FY2025 Budget
Page 261
Visualization
2023
Actual
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Budget
2025
Recommended
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Fiscal Year
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Page 262
Transportation & Mobility
2025 Budget
$67,916,468
98.85 FTE
Department Overview:
The City of Boulder Transportation & Mobility Department
(T&M) is dedicated to travel safety in and around Boulder as
well as maintaining existing infrastructure. The department's
top priority is improving quality of life in Boulder by planning,
maintaining and managing public transportation
investments.
The department is dedicated to building a people-first transportation system where everyone of all mobility levels can
get where they need to go safely and efficiently. Walking and rolling are great ways to experience Boulder’s beautiful
outdoors – in fact, Boulder features more than 150 miles of bike-friendly infrastructure and is consistently rated as one
of the most bike- and pedestrian-friendly cities in the country.
Boulder strives to create a transportation system that is sustainable and reduces negative impacts on Boulder's natural
environment, whether that’s through electrifying the city's local bus fleet, supporting walkable neighborhoods, or
building multimodal infrastructure that makes it easy and convenient to choose non-vehicular modes of travel. Boulder
is also a Vision Zero city, which means it joins other cities worldwide in working to eliminate all serious injuries and
fatalities caused by traffic crashes through safe street design.
The department's 2025 budget request includes a significant realignment to support the purchase of 4,500 streetlights,
a base cost increase for the HOP bus service contract with Via Mobility Services, and a$78,000 enhancement for
shared micromobility for the Equity Program, education & safety messaging and infrastructure & parking
improvements.
Note: Business Services staff that support both the Transportation & Mobility (T&M) Department and the Utilities
Department are allocated 100% to Transportation & Mobility. Approximately 9.5 FTE included in the 98.85 FTE
department staffing are dedicated to supporting the Utilities Department. This equates to approximately $1,000,000 in
personnel expenses in the T&M budget that are for Utilities staffing. T&M receives an annual cash transfer from Utilities
for this amount to offset the expense.
Page 263
The department is dedicated to building a people-first
transportation system where everyone of all mobility
levels can get where they need to go safely and
efficiently. Walking and rolling are great ways to
experience Boulder’s beautiful outdoors – in fact,
Boulder features more than 150 miles of bike-friendly
infrastructure and is consistently rated as one of the
most bike- and pedestrian-friendly cities in the country.
Boulder strives to create a transportation system that
is sustainable and reduces negative impacts on
Boulder's natural environment, whether that’s through
electrifying the city's local bus fleet, supporting
walkable neighborhoods, or building multimodal
infrastructure that makes it easy and convenient to
choose non-vehicular modes of travel. Boulder is also
a Vision Zero city, which means it joins other cities
worldwide in working to eliminate all serious injuries
and fatalities caused by traffic crashes through safe
street design.
The department's 2025 budget request includes a
significant realignment to support the purchase of
4,500 streetlights, a base cost increase for the HOP
bus service contract with Via Mobility Services, and a
$78,000 enhancement for shared micromobility for the
Equity Program, education & safety messaging and
infrastructure & parking improvements.
Note: Business Services staff that support both the
Transportation & Mobility (T&M) Department and the
Utilities Department are allocated 100% to
Transportation & Mobility. Approximately 9.5 FTE
included in the 98.85 FTE department staffing are
dedicated to supporting the Utilities Department. This
equates to approximately $1,000,000 in personnel
expenses in the T&M budget that are for Utilities
Page 264
Department Programs:
•Transportation & Mobility Administration
•Transportation & Mobility Planning
•Transportation & Mobility Operations
•Transportation & Mobility Maintenance
•Airport
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SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Accessible &
Connected
Administration
(Accessible &
Connected)
Street pavement should be maintained in good
condition to support general community mobility
and safety needs as well, provide choices for
multimodal travel and provide emergency
response routes that meet the needs and
expectations of the residents
Pavement Conditions Index Pavement Conditions
Index (PCI) score
75 or above N/A 75 or above
Accessible &
Connected
Administration
(Accessible &
Connected)
Develop asset management program to support
operation of newly aquired streetlights in
meeting city goals around energy use, equity in
service delivery, efficiency in operations, safety
and livability
Percentage of inventory development of street light
asset data (converting Xcel and Pike Engineering
data to Beehive Asset Management data)
Number of assets 50%N/A 100%
Accessible &
Connected
Administration
(Accessible &
Connected)
Grow and evolve the sophistication of the asset
management program to support operation of
streetlights in meeting city goals around energy
use, equity in service delivery, efficiency in
operations, safety and livability
Rating of Sophistication of Asset Management
Program based on ISO 55000 standards
Rating given based on
standards
0.75 N/A Average of 1.0
score
Accessible &
Connected
Airport Delivery of a safe envoronment by conducting
Daily Inspections, proactive pavement
management, wildlife management, and Winter
Operations Program
Compliance score for the FAA's Annual Safety
Inspection
Score Zero violations
for non compliant
facilites
N/A Zero violations
for non
compliant
facilities
Accessible &
Connected
Airport Meet Federal Aviation Administration (FAA)
grant obligations by delivering a safe and
compliant operational envoronment absent
discrimnatory policies and or actions
Number of out of compliant hangars, Number of
liability claims for unsafe facility conditions in
Winter Operations and/or Wildlife Management
Number Zero Violations
for non
compliance
N/A Zero violations
for non
compliance
Accessible &
Connected
Airport Lease Adminstartion - Ensure compliance with
contractual obligations by leasees - inlcuding
timely payments to the city as stipulated int heir
respctive contracts
Percentage of on-time collected tenant rental
revenues and/or compliance actions rectified timely
consitent with City accountability protocols
Percentage 90% collection
rate
N/A 100% collection
rate
Accessible &
Connected
Transportation & Mobility
Maintenance
Clean Streets - Reduce debris to keep
stormwater drains clear so standing water won't
attract mosquitos
Increase annual curb miles by 25 percent Miles 6,036 curb miles N/A 10,800 curb
miles
All
Transportation & Mobility
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Program Overview
Transportation & Mobility Administration
Administration is responsible for managing divisions and providing budgetary and administrative support and
assistance to the overall department. Additionally, this program provides guidance on division work processes
to operate smoothly and efficiently as a department.
Transportation & Mobility Planning
Transportation Planning includes the planning, programming and policy work of the department by
encouraging Boulder to design and use the multimodal system, including transit and the operation of the
transportation demand management system. This group also oversees the city’s progress toward meeting the
goals of the 2019 Transportation Master Plan.
Transportation & Mobility Operations
Page 265
Transportation Operations ensures a safe and efficient multi-modal transportation system including the
operating, and maintaining of appropriate infrastructure and traffic control, including signage, pavement
markings and traffic signals.
Transportation & Mobility 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
The Airport program 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 at the Boulder Municipal Airport.
Operating Budget (FY2023-2025)
Updated On 28 Nov, 2024
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2025
Budget
Fiscal Year
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Expenditure by Program
Page 266
Updated On 5 Jan, 2025
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Actual
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2025 Adopted
Budget
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CIP Management (Transpor…
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Six Year Capital Improvement Program Spending
Updated On 28 Nov, 2024
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2026
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2027
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2028
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2029
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2030
Budget
Fiscal Year
0.0
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35.0M
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Page 267
Department Staffing
Expenditure by Fund
Updated On 5 Jan, 2025
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Funds*Transportation Expenses
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2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
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Page 268
Program Budget Overview
Description
Transportation & Mobility Administration is responsible for managing divisions and providing budgetary and
administrative support and assistance to the overall department, including Capital Improvements Plan (CIP)
Management.
Additionally, this program provides guidance on division work processes to operate smoothly and efficiently as
a department.
Summary of 2025 Budget Enhancements and Realignments:
Requested realignment of $227,000 from the Transportation Administration program to the Transportation
Planning program.
Realign $165,000 one-time to cover the city portion of the acquisition of seven electric buses for the
HOP service.
Realign $62,000 ongoing for base cost increases in the Transportation Planning program for bus stop
maintenance, specialized paratransit, Annual Walk & Bike Month and Winter Bike to Work Day, Flex
Service and employee dues and memberships.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
DollarsTransportation Administrati…
Transportation Administrati…
Capital Planning Design & …
CIP Management Division A…
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Transportation & Mobility Department
Administration
Accessible & Connected
Transportation & Mobility
FY2025 Budget
Page 269
Transportation & Mobility Administration
Subprograms
CIP Management Business Services Division
(BSD)
The CIP (Capital Improvement Program)
Management subprogram is responsible for the
management of capital projects from design to
construction. This includes consultant management,
construction project documentation, processes, and
grant administration. The current focus is on council
priorities such as the Core Arterial Network, Vision
Zero and capital maintenance programs and projects.
The Transportation & Mobility Administration Program
also includes the Business Services Division (BSD),
which is shared with the Utilities Department, and
provides administrative and financial services, non-
CIP project management, GIS and asset
management support services, volunteer
coordination, and system administration to the
delivery of essential services.
The BSD is jointly funded by the Utilities and
Transportation & Mobility departments.
Page 270
Program Budget Overview
Description
The Airport Program Budget 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 Capital Improvement Plan (CIP) projects, and natural resource management at the
Boulder Municipal Airport. The airport does not receive sales or property tax revenue, and instead receives
funds from the Boulder Airport Enterprise Fund and state and federal grants.
Summary of 2025 Budget Enhancements and Realignments:
$84,000 realignment from operating to personnel for the ongoing expense of the new Airport Facilities
Technician, 1.0 FTE, approved in March 2024. Instead of paying contractors for seasonal airport functions
like landscaping, summer mowing and winter snow removal, the new Facilities Technician is responsible for
these tasks.
Airport
Accessible & Connected
Transportation & Mobility
FY2025 Budget
Page 271
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
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400.0K
600.0K
800.0K
1.0M
DollarsPersonnel
Operating
Internal Services
Sort By Chart of Accounts
For the full Airport budget including Capital, Transfers and Cost Allocation please view the Airport Fund
Financial. For details on the 2025-2030 CIP please view the Transportation & Mobility CIP page.
Page 272
Program Budget Overview
Description
Transportation Maintenance includes maintenance, operations and repairs to city streets, bike paths, medians,
and underpasses, and contracted maintenance for state highways. This workgroup also responds to
emergencies and maintains mobility through weather-related events.
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
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DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Transportation & Mobility Maintenance
Subprograms
Transportation & Mobility Maintenance
Accessible & Connected
Transportation & Mobility
FY2025 Budget
Page 273
Snow & Ice
The Snow and Ice subprogram supports safe travel
for all modes of transportation during snow events.
Snow and ice response supports multimodal travel
and accessibility for all people by focusing on equity,
mobility and customer service before, during and
after snow events.
Pavement Maintenance &
Potholes
Pavement maintenance and pothole repairs focus on
extending the lifespan of streets, reducing capital
maintenance costs and improving the safety and
functionality of city streets.
This is achieved through small to large projects,
including restorations and mill and overlay.
Maintenance patching and pothole repairs typically
only include part of the street and not the full width of
a street. Pothole repairs remove and replace small,
damaged areas by hand, extending the life of the
pavement by preventing damaged areas from
growing larger.
Bikeways & Path Maintenance
This subprogram performs maintenance on multi-use
paths to provide safe surfaces for users, removes
graffiti, and clears debris and vegetation from the
sides of paths to reduce hazards.
Page 274
Medians & Irrigation
This subprogram manages medians by maintaining
vegetation within code compliance heights, repairs
and adjusts irrigation infrastructure, removes and
reduces noxious weed populations in public areas,
and maintains sight lines at roadway crossings and
access points. Medians serve an important role in
public safety by limiting conflict points along busy
streets and calming travel speeds. Medians also
support the city's tree canopy, consistent with
Boulder's climate goals.
Street Sweeping
This subprogram manages sweeping operations
along city streets to prevent debris flowing into storm
water systems and to reduce hazards like broken
glass for people walking and biking.
Page 275
Alley & Unpaved Road
Maintenance
The core function of this subprogram is to smooth the
driving surface in unpaved alleys to provide safe
access for emergency response vehicles and public
multimodal travel.
Page 276
Program Budget Overview
Description
Transportation Operations carries out the legally required Boulder Revised Code duties of the City Traffic
Engineer, as stated in BRC 2-2-11:
Core operation and maintenance activities of the traffic control device infrastructure.
Collects and analyzes system performance metrics.
Collects and analyzes traffic crash data to identify and implement Vision Zero travel safety strategies.
Supports the technical implementation of:
Multimodal infrastructure,
Community planning, master planning, and area planning.
Development review.
Work zone traffic control oversight.
Special events permitting support.
Responses to community member concerns and requests related to transportation system operations in
the areas of signs, markings, traffic signals, streetlights, parking regulation and pedestrian crossings.
Summary of 2025 Budget Enhancements and Realignments:
$755,000 realignment request associated with the city's acquisition of 4,500 streetlights. $755,000 realigned
from Gas and Electricity to the following:
$300,000 to fund the new Streetlight Maintenance Capital Maintenance Program in the Capital
Improvement Plan (CIP).
$225,000 to Repairs and Maintenance (R&M) Infrastructure for ongoing streetlight maintenance.
$230,000 to fund two new FTEs (2.0), Streetlight Maintenance Technicians. This includes $220,000 in
personnel expenses and $10,000 in non-personnel expenses.
Transportation Operations
Accessible & Connected
Transportation & Mobility
FY2025 Budget
Page 277
Visualization
2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
DollarsPersonnel
Operating
Internal Services
Capital
Sort By Chart of Accounts
Transportation Operations Subprograms
Signs and Markings
The Signs and Markings subprogram installs and
maintains traffic signs and pavement markings
across the city’s transportation system.
The subprogram provides:
Response-based, routine and preventative
maintenance that complies with national standards
and best practices.
Technical oversight of projects to enhance the
transportation system and ensure consistency of
signs and markings across the city.
Oversight of work zone traffic control signs and
markings.
Assistance with review of special events.
Sign assets include 41,000 signs of all types,
including regulatory, warning, guide, information,
Boulder Bikeways and other, such as temporary
traffic control.
Pavement marking assets include nearly 12,000
unique markings totaling approximately 1 million
square feet, including lane lines, edge lines, stop
bars, crosswalks, bike lanes, bike symbols, green
conflict markings, lane arrows, word messages,
chevrons, and others.
Performance measures used include the number of
signs replaced each year to meet the department's
goal of replacing all signs after a 20-year lifecycle
duration.
Page 278
Vision Zero
The Vision Zero program's main focus is to review
and analyze crash data and conduct crash analyses.
Based on crash data trends, crash patterns, and
identification of risk factors along the transportation
system, this program develops and implements
countermeasures and projects focused on reducing
serious-injury and fatal crashes to work toward
the city’s Vision Zero goal – zero serious injuries or
fatal crashes.
Signals and Lighting
Signals and Lighting installs, maintains and operates
the city’s traffic signal system and city-owned
streetlights.
This subprogram provides:
Oversight and coordination related to the
operation and maintenance of streetlights.
Response-based, routine and preventative
maintenance in compliance with national
standards and best practices.
Technical oversight of projects to enhance
transportation system and ensure consistency of
signals and lighting across the city.
Utility location services for underground city signal
infrastructure.
Periodical reviews of signal timing and phasing
and implementation of changes to improve
operational efficiency or safety.
Traffic Engineering
The Traffic Engineering subprogram completes traffic engineering studies to review, assess and evaluate
conditions across the transportation system. Examples include:
Vehicular, pedestrian and bicycle daily and peak hour volumes.
Page 279
Vehicle speeds, travel times, pedestrian and bicycle crossing activity, and traffic operations.
Traffic Engineering applies analysis and engineering judgment to determine recommended changes to traffic
control, pedestrian crossing treatments, speed limits, and other operational concerns related to signs,
markings, traffic signals and street lighting.
Page 280
Program Budget Overview
Description
Transportation & Mobility Planning includes the planning, programming and policy work of the department by
encouraging Boulder to design and use the multimodal system, including transit and the operation of the
transportation demand management system. This group also oversees the city’s progress toward meeting the
goals of the 2019 Transportation Master Plan.
This program's primary focus for 2025 includes:
Continuing planning, design, and community engagement work on the Core Arterial Network (CAN).
Regional transportation corridor planning.
Implementation of the city’s curbside management policy and internal guidebook.
Expansion and monitoring of the city’s shared micromobility program
Citywide wayfinding and education and courtesy campaigns for multi-use paths.
Ongoing multimodal planning and support of Transportation Operations and Capital Projects efforts.
Summary of 2025 Budget Enhancements and Realignments:
Requested realignment of $227,000 from the Transportation Administration program to the Transportation
Planning program.
Realign $165,000 one-time to pay for the city's portion of the acquisition of seven electric buses for the
HOP bus service.
Realign $62,000 ongoing for base cost increases in the Transportation Planning program for bus stop
maintenance, specialized paratransit, annual Walk & Bike Month and Winter Bike to Work Day, Flex
Service and employee dues and memberships.
1.
Base cost increase request of $117,000 for the contract with Via Mobility Services for HOP bus services.2.
Enhancement request of $78,000 for the following:
$12,000 for the Equity Program: Low-Income (Lime Access and BCycle Access) Support: The City will
perform programmatic outreach to ensure awareness and utilization of equity programs (paying
Community Connectors, production materials, etc). Programmatically and financially, the city will
provide outreach services via Community Connectors focusing on sign ups in currently identified
micromobility equity zones.
$51,000 for Education & Safety Messaging: The city will create and share message campaigns
focused on educating riders how to legally ride and park shared micromobility vehicles. This can
include, but is limited to, campaigns from digital media to print media on buses and in-person
engagement.
$15,000 for Infrastructure & Parking Improvements: The city will partner with Lime on creating and
implementing improvements such as wayfinding signage to point riders to the nearest shared
micromobility corral and/or riding infrastructure. This will also be used to advance parking data
management efforts.
3.
Transportation Planning
Accessible & Connected
Transportation & Mobility
FY2025 Budget
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2023
Actual
2024 Adopted
Budget
2025
Recommended
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
7.0M
8.0M
DollarsPersonnel
Operating
Internal Services
Capital
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Transportation Planning Subprograms
Advance (Long-Range) and
Regional Planning
This subprogram includes:
Regional multimodal corridor planning.
Pursuit of grant funding for capital projects and
transit programs.
Coordination with state and regional partners,
including the Colorado Department of
Transportation (CDOT), the Regional
Transportation District (RTD), and the Denver
Regional Council of Governments (DRCOG).
The Transportation Master Plan update.
Participation in the Northwest Area Mayors &
Commissioners Coalition, CO 119 and CO 7
Coalitions.
Long-range land use transportation planning.
Performance measures used include the measuring
of total vehicle miles of travel (VMT). Subprogram
objectives include the reduction of VMT by 20% by
2030.
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Bicycle/Pedestrian Planning
This subprogram works to implement the
Transportation Master Plan, and specifically, the Low
Stress Walk and Bike Network Plan and Vision Zero
Action Plan. This subprogram provides funding for
staff to lead these efforts as well as the resources to
contract with community organizations to provide
programming that supports and encourages walking
and biking for the Boulder community.
Performance measures used include number of
traffic fatalities on the city's road network.
Transit Planning & Operations
This subprogram oversees and manages service
agreements and funding requirements for the
provision of enhanced transit services in the
community.
Contracted services include the HOP fixed route bus
service, specialized senior and paratransit services,
and FLEX regional service between Fort Collins and
Boulder.
This subprogram also coordinates the cleaning,
maintenance and repair of community bus stops. The
subprogram manages the grant and procurement
activities for the continued electrification of the HOP
bus fleet.
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Transportation Demand
Management (TDM) & Metrics
The TDM & Metrics subprogram uses a variety of
polices, strategies and programs to meet TMP goals
such as funding employer outreach, including
through Boulder Chamber Transportation
Connections, subsidizing transit and vanpool
programs, and tracking performance through our
metrics program.
The most effective TDM programs in the City of
Boulder are the suite of EcoPass programs for
employees, residents and university students. The
city provides rebates to new employers joining the
Business EcoPass Program as well as ongoing
subsidies to residents participating in the
Neighborhood EcoPass. EcoPass holders are six-
times more likely to use transit and they also make
more walking and biking trips than residents or
employees without access to the EcoPass.
Page 284
2025 Budget:
$134,456,040
181.10 FTE
Department Overview:
The Utilities Department provides water, wastewater,
and stormwater and flood management services to
protect human and environmental health through
efficient management of fiscal and natural resources.
The Utilities 2025 budget request includes a
significant realignment to support the Greenways
Maintenance Program, as well as inflationary
adjustments for operations and maintenance
expenses, including equipment, maintenance,
chemicals, and energy. Key enhancements in the
budget include:
Addition of a two-year Systems Administrator
to enhance customer service and maintain
consistent service delivery ($112,000).
Transition of the Greenways Program Manager
from a two-year fixed-term role to a permanent
position ($121,000). This transition reflects the
role's success in meeting its objectives, leading
the department to establish it as a permanent
Greenways Program Manager position.
Increase of a Lab Technician FTE from 0.75 to
1.0 ($23,000). This adjustment is necessary due
to process upgrades at the Water Resource
Recovery Facility aimed at reducing phosphorus in
wastewater effluent, which will require additional
analyses to support operations and prepare for a
new Colorado Discharge Permit anticipated within
the next three to five years.
Addition of an Industrial Mechanic at the
Boulder Water Resource Recovery Facility
($102,000). This position will help achieve full
compliance with all permits, regulations, and
reporting requirements by maintaining the
infrastructure essential for optimal treatment
process performance.
Utilities
2025 Budget
Page 285
Department Programs:
•Administration
•Utilities Engineering
•Utilities Maintenance
•Water Quality
•Wastewater Treatment
•Water Resources
•Water Treatment
Please note: When viewing the results in the table above some columns might display a value of "N/A". This is intended and represents a current lack of data. As data is collected and added field marked with "N/A" will automatically update.
DEPARTMENT SELECTION
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PROGRAM SELECTION
After selection of a department, the relevant programs will be displayed. Please select the specific program you wish to view by clicking on the corresponding button
SER Goal Program
Outcome Measure Unit of Measure Target 2024 Actual 2024 Target 2025
Responsibly Governed Administration
(Responsibly Governed)
Financial Stability of Utilities Bond Rating from Standard and Poor's Rating N/A AAA AAA
Responsibly Governed Administration
(Responsibly Governed)
Healthy and thriving team culture Hours per year spent on strategic culture work Training/coordination
hours
2 hours per
month
N/A N/A
Responsibly Governed Administration
(Responsibly Governed)
Improved accuracy of monthly customer bills.Reduced number of cancel/rebill transactions on
customer accounts
Number of transactions N/A N/A N/A
Safe Utilities Engineering/CIP Effective capital project forecasting, planning
and implementation
Percent of new infrastructure projects started in
planned Capital Improvement Plan
Percent N/A 100%TBD based on
the results of
FY 2023 data
Safe Utilities Engineering/CIP Reliability of Utilities Infrastructure Condition Indices (Asset Management)Aggregate CI N/A Aggregate #
TBD
TBD based on
the results of
FY 2023 data
Safe Utilities Engineering/CIP Increased protection of life and property through
implementation of flood and stormwater capital
improvement projects.
Number of structures removed from floodplains Percentage N/A N/A TBD based on
the results of
FY 2023 data
Safe Utilities Maintenance Improved piped stormwater system reliability for
safe passage of stormwater.
Address system vulnerabilities through repairs and
patches on the piped stormwater system
Number of repairs 128 repairs and
patches
N/A Compared
against historic
program
performance
Safe Utilities Maintenance Improved reliability of wastewater collections
system through preventative maintenance.
Complete 381 miles of sewer line cleaning on a 3-5
year cycle
Miles 95 N/A Compared
against historic
program
performance
Safe Utilities Maintenance Improved water distribution system reliability by
replacing aging water mains.
Linear feet of water mains replaced annually Lineal Feet 3,000 feet N/A Compared
against historic
program
performance
Environmentally
Sustainable
Wastewater Treatment Protection of public health and the environment
by ensuring compliance with wastewater
discharge stormwater and air pollution permits
Compliance with state and federal sampling,
analyses, and reporting
Percentage N/A N/A 100%
All
Utilities
City of Boulder - Budgeting for Resilience and Equity Dashboard
Microsoft Power BI
Operating Budget (FY2023-2025)
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2025
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Fiscal Year
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Capital Improvement Progr…
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Utilities Engineering
Utilities Maintenance
Wastewater Treatment
Water Quality
Water Resources
Water Treatment
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Program Overview
Administration
The Administrative team is responsible for planning and executing a comprehensive range of administrative
services which support operations. These services encompass the areas of human resource management,
financial management, systems and information management, project management and support services.
Utilities Engineering
Utilities Engineering protects public health and the economic vitality of our city through quality utility system
management. This team provides planning, public engagement, project management, engineering,
construction, and asset management for water, wastewater, and stormwater/flood management infrastructure.
Utilities Maintenance
Utilities Maintenance operates, maintains, and provides emergency response for the water distribution,
wastewater collection, flood control facilities and stormwater conveyance systems of the city. This workgroup
also performs all water meter reading, maintenance, and repair along with all underground utility locates.
There is also a team that handles the Public Space Management and associated encampment cleanup for all
Page 287
Utility corridors including Boulder Creek and adjacent properties, as part of the inter-departmental Safe and
Managed Public Spaces team.
Water Quality
Water Quality 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 and drinking water treatment processes, and
implementation of programs to protect public and environmental health, including the city’s source water and
stormwater systems.
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 team is responsible for ensuring
compliance with federal and state regulations including the Safe Drinking Water Act.
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.
Wastewater Treatment
Wastewater Treatment operates and maintains the Boulder Water Resource Recovery Facility (WRRF) and
the Boulder Lift Station. At the WRRF, raw wastewater from city residents and businesses is processed into
treated water effluent that is discharged into Boulder Creek according to the city's National Pollutant Discharge
Elimination System permit. In addition to returning water to the creek, biosolids fertilizer and renewable natural
gas are recovered at the WRRF.
Six Year Capital Improvement Program Spending
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
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40.0M
60.0M
80.0M
100.0M
DollarsEnterprise Funds
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Department Staffing
Page 288
Expenditure by Fund
Visualization
2023
Actual
2024 Adopted
Budget
2025 Approved
Budget
Fiscal Year
0.0
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25.0M
50.0M
75.0M
125.0M
DollarsEnterprise Funds
General Fund
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Page 289
Program Budget Overview
Description
The Utilities team responsible for department administration oversees the department's strategic direction and
tactical operations, including planning and executing a comprehensive range of leadership, management and
administrative services which support operations. These services encompass the areas of human resource
management, financial and budget management, systems and information management, project management
and support services. The Utilities Administration Program also includes the Business Services Division (BSD), which is shared with the Transportation &
Mobility Department, and provides administrative and financial transaction services, non-CIP project management, GIS and asset management support services, volunteer
coordination and system administration to the delivery of essential services. The BSD is jointly funded by Utilities and Transportation & Mobility.
Another specific workgroup is the Utility Billing team (UTB). The UTB staff are responsible for customer calls,
inquiries, CRM management, water budget adjustments, leak adjustments and customer hardship issues as
well as accurate billing and collection. Performance metrics tracked and evaluated includes the number of
customer calls received.
Summary of 2025 Budget Enhancements and Realignments:
The FY 2025 budget includes a 2-year fixed-term systems administrator position, resulting in an
enhancement of $112,000. This position is designed to ensure continuity in service delivery and mitigate
downtime risks related to system maintenance or unexpected absences. By strengthening operational
resilience and increasing team capacity, the city enhances the efficiency and reliability of essential utility
services for residents. Additionally, this role will support improvements to the billing system and customer
service through systems automation and optimization, potentially reducing overall resource demands for
Billing Services.
1.
Utilities Department Administration
Responsibly Governed
Utilities
FY2025 Budget
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Utilities Engineering
Safe
Utilities
FY2025 Budget
Program Budget Overview
Description
Utilities Engineering protects public health and the economic vitality of our city through quality utility system
management. This team provides planning, public engagement, project management, engineering,
construction, and asset management for water, wastewater, and stormwater/flood management infrastructure.
The Utilities Engineering team is responsible for implementing the capital improvement program for the
department, advancing key projects and programs for new infrastructure as well as rehabilitation and
replacement of aging infrastructure.
Summary of 2025 Budget Enhancements and Realignments:
1.) The FY 2025 budget includes additional staffing investments to accommodate grade reclassification of
staff, involving a realignment of $11,000. The expected salary increase for this position will be accommodated
within the Utilities Engineering salary operating budget. This role will enhance project coordination,
stakeholder engagement, technical expertise, risk management, and data-driven decision-making, ensuring
that our stormwater and flood infrastructure projects comply with regulatory requirements and address the
community needs identified in the 2022 Comprehensive Flood and Stormwater Master Plan.
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Page 293
Utilities Maintenance will receive a fund realignment of $114,000 from Utilities Engineering and
Stormwater Quality Operation. A comprehensive Boulder Urban Stream Condition Assessment conducted
in 2023 identified vegetation management needs in Utilities-managed areas, along with ongoing
monitoring, maintenance, project support, training and other program requirements. The Greenways
Maintenance Program is essential for meeting the goals outlined in the 2022 Utilities Comprehensive
Stormwater and Flood (CFS) Master Plan, specifically for stream corridor preservation and maintenance,
as well as ensuring compliance with the Colorado Noxious Weed Act.
1.
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Utilities Maintenance
Safe
Utilities
FY2025 Budget
Program Budget Overview
Utilities Maintenance operates, maintains and provides emergency response for the water distribution,
wastewater collection, flood control facilities and stormwater conveyance systems of the city. This team also
performs all water meter reading, maintenance and repair along with all underground utility locates. The
Public Space Management team which provides encampment cleanup services resides in the Utilities
Maintenance workgroup and is a critical component of the inter-departmental Safe and Managed Public
Spaces (SAMPS) program.
Summary of 2025 Budget Enhancements and Realignments:
Page 294
The FY 2025 budget includes the addition of an industrial mechanic position, resulting in an
enhancement of $101,700. This position will help achieve full compliance with all permits, regulations and
reporting requirements by maintaining the infrastructure essential for optimal treatment process
performance. Additionally, it will contribute to reducing greenhouse gas (GHG) emissions over time by
maximizing the uptime of the biogas upgrading system and ensuring that equipment is well-maintained
and more energy efficient.
1.
The FY 2025 budget includes operational realignments and a base cost increase of $144,000 for new
chemical expenses, necessary to effectively remove phosphorus from wastewater in compliance with
new federal regulations. This funding is essential for supporting fundamental treatment processes,
ensuring permit compliance, and protecting public health and the environment.
2.
The FY 2025 budget also includes a base cost increase of $50,000 to cover incurred overtime expenses,
aimed at enhancing operational resilience and improving emergency response.
3.
The FY 2025 budget includes an enhancement of $24,000 for equipment replacement and maintenance
related expenses. This area has historically been underfunded, so the enhancement aims to bring it up to
an appropriate funding level. This proposal supports the facility's mission to protect public health and the
environment by improving equipment reliability and maintaining compliance.
4.
Wastewater Treatment
Environmentally Sustainable
Utilities
FY2025 Budget
Program Budget Overview
Description
Wastewater Treatment operates and maintains the Boulder Water Resource Recovery Facility (WRRF) and
the Boulder Lift Station. At the WRRF, raw wastewater from city community members and businesses is
processed into treated water effluent that is discharged into Boulder Creek according to the city's National
Pollutant Discharge Elimination System permit. In addition to returning water to the creek, biosolids fertilizer
and renewable natural gas are recovered at the WRRF.
Summary of 2025 Budget Enhancements and Realignments:
Page 295
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Program Budget Overview
Description
Water Quality serves as a technical resource and provides regulatory support for the Utilities Department and
other city departments.
Services include implementation of and support for regulatory permits, monitoring to meet regulations,
evaluating performance of wastewater and drinking water treatment processes, and implementation of
programs to protect public and environmental health, 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 capital projects.
Summary of 2025 Budget Enhancements and Realignments:
The FY 2025 budget supports a lab technician FTE increase from 0.75 to 1.0, at a cost of $23,000.
The lab at the Water Resource Recovery Facility (WRRF) supports wastewater, stormwater and
industrial pretreatment compliance, as well as WRRF operations and process upgrades, special
projects, and source water sampling.
The WRRF is currently implementing process upgrades to further reduce phosphorus in the
wastewater effluent and is anticipating a new Colorado Discharge Permit in the next three to five
years. These advancements require additional analyses to support operations and preparation for the
new permit.
1.
The FY 2025 budget includes funding to convert the Greenways Program Manager position from fixed
term to permanent, resulting in a budget enhancement of $121,000.
In 2022, a two-year fixed-term role was established to pilot the Utilities Greenways Program Manager
position. This role has been successful in meeting its objectives, prompting the department to
transition it into a permanent Greenways Program Manager position.
Key accomplishments from the first year (2023) included monitoring and removing noxious weeds and
invasive trees, providing ecological support for Utilities projects, developing the program, and
coordinating efforts with a cross-departmental land manager work group and the Mile High Flood
District (MHFD).
Permanent status for this position will ensure continued effective management of Greenways
vegetation and associated water quality and ecosystem health.
2.
Water Quality
Environmentally Sustainable
Utilities
FY2025 Budget
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Page 298
An operational realignment of $80,000 involves reallocating funds from ditch assessments and repair and
maintenance programs to cover annual fees and membership costs for United States Geological Survey
(USGS) stream gauges. This adjustment in operating costs enables the Water Resources team to
enhance sustainability and resilience by ensuring stable funding, aligning incentives, demonstrating
commitment, and supporting long-term planning.
1.
Operational and maintenance cost increases of $53,000 are due to inflationary adjustments that raised
the base costs of equipment, maintenance, and energy (such as gas and electricity). These adjustments
are necessary to maintain effective water resource operations.
2.
Water Resources
Environmentally Sustainable
Utilities
FY2025 Budget
Program Budget Overview
Description
The Water Resources Team ensures the protection and conservation of water sources through comprehensive
watershed management practices, monitoring water quality, and implementing pollution prevention measures.
By safeguarding our rivers, ditches, and streams, the team secures a reliable and sustainable water supply
while promoting ecosystem health and biodiversity. Simultaneously, this team oversees hydroelectric
operations to harness renewable energy from water resources, contributing to Boulder's clean energy goals.
Through these integrated efforts, the Source Water Team not only supports sustainable water management
but also advances Boulder's resilience to climate change impacts and fosters a balance between
environmental stewardship and renewable energy development.
Summary of 2025 Budget Enhancements and Realignments:
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Water Treatment
Safe
Utilities
FY2025 Budget
Program Budget Overview
Description
The Water Treatment team operates and maintains the city’s two Water Treatment Plants or WTPs (Betasso
and 63rd Street), essential community facilities vital to protection of public health and community vitality. The
WTPs receive raw water from our source water system, process and treat the water to potable levels
suitable for drinking and delivers the water to all of the community’s customers in accordance with State and
Federal permits and regulations. Through a complex set of physical, mechanical, and chemical treatment
methods, the facilities treat water for not only indoor potable use, but irrigation and fire protection needs, as
well.
Summary of 2025 Budget Enhancements and Realignments:
1.) The FY 2025 budget realigns $44,000 in chemical expenses.
2.) The FY 2025 budget includes a base-cost increase of $124,000 to account for inflationary adjustments.
These increases in equipment, maintenance, and energy costs (such as gas and electricity) are essential for
maintaining effective water treatment operations.
Page 301
The City of Boulder’s Capital Improvement Program (CIP) is a comprehensive, six-year plan for maintaining,
enhancing, and expanding public and service-delivery infrastructure. The 2025-2030 CIP identifies all planned
capital improvement projects and their estimated costs over the six-year period, comprising $189.9 million in
new appropriation for 2025 and $807.1 million in planned spending between 2025-2030 to support over 200
capital projects.
Due to the multi-year nature of the capital budget, appropriations do not expire at the end of the fiscal year and
remain in effect until the project is completed. In addition, capital appropriation from the annual CIP may
significantly fluctuate between years due to timing of projects and availability of funding. This can be
demonstrated by the range in annual spending in the 2025-2030 CIP, ranging between $58.9 million and
$189.9 million over the six-year period.
As reflected in the below chart, nine city departments have planned spending on capital projects between
2025-2030. The majority of planned spending within the 2025-2030 CIP supports Utilities, Transportation, and
Facilities & Fleet capital projects, which represents 82% of all projects within the CIP. Additional detail on
department CIPs can be found within their respective pages included below. In addition, capital maintenance
and enhancement projects typically comprise most investments within the CIP, representing 86% of capital
projects across the 2025-2030 CIP.
Included in the six-year CIP are significant planned investments in citywide capital infrastructure projects
funded by the Community, Culture, Resilience, and Safety Tax, which received voter renewal of the 0.3% sales
& use tax in 2021. Key projects included in the 2025-2030 CIP are: Civic Area Phase II, East Boulder
Community Center Retrofit and Renovations, Pearl Street Mall Refresh, Fire Stations #2 and #4, the Central
Avenue Bridge Replacement, Primos Park and the Violet Avenue Bridge Replacement. These projects will be
supported by an estimated $123.5 million in funding over the 2025-2030 CIP.
Visualization
2025
Budget
2026
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2027
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Budget
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0.0
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75.0M
125.0M
150.0M
175.0M
DollarsUtilities
Facilities & Fleet
Transportation & Mobility
Parks & Recreation
Open Space & Mountain Pa…
Community Vitality
General Government
Innovation & Technology
Fire-Rescue
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Capital Improvement Program
2025-30 Six-Year Capital Improvement Program (CIP) Summary
Page 303
Utilities Transportation &
Mobility
Facilities & Fleet
Utilities plans to spend $64.0
million on infrastructure projects in
2025, including investments in
Betasso Water Treatment Plant
Improvements, Barker Water
System, and Water Resource
Recovery Facility Standby Power
Improvements Project.
2025 Budget: $64.0 million
2025-30 Planned Spending:
$386.3 million
Transportation & Mobility plans to
invest $37.4 million in 2025 to
support transportation projects
such as the Safe Streets 4 All
(SS4A) Project, Sumac
Reconstruction Project and
Baseline Road Phase 2
Improvements.
2025 Budget: $37.4 million
2025-30 Planned Spending:
$117.3 million
The Facilities & Fleet CIP includes
$58.4 million in 2025 to support
facilities and fleet maintenance
projects as aligned with the
Facilities' Master Plan. Most
notably, in 2025 the department
includes $40 million to support the
Western City Campus
Development at Alpine-Balsam.
2025 Budget: $58.4 million
2025-30 Planned Spending:
$142.4 million
Page 304
Parks & Recreation Open Space &
Mountain Parks
Community Vitality
The Parks & Recreation CIP
includes $10.5 million in 2025 to
support projects such as Civic
Center Phase II, Barker Park
Refresh and Primos Park..
2025 Budget: $10.5 million
2025-30 Planned Spending: $54.7
million
Open Space & Mountain Parks
plans a total of $6.8 million in
spending in 2025 to support new
and enhanced trailheads to
support accessibility, visitor
experience and responsible
recreation and the North Trail
Study Area Implementation:
Wonderland Lake Project.
2025 Budget: $6.7 million
2025-30 Planned Spending: $33.3
million
Community Vitality plans to invest
$8.9 million in 2025 for Spruce
Garage Renovations Project, Hill
Streetscape Renovations Project,
and Garage Security
Enhancement Project.
2025 Budget: $8.7 million
2025-30 Planned Spending: $32.9
million
Fire-Rescue Innovation & Technology
Fire-Rescue plans to purchase a replacement of an
incident command vehicle with $1.5 million in
planned spending in 2025.
2025 Budget: $1.5 million
2025-30 Planned Spending: $1.5 million
Innovation & Technology plans to spend $1.3 million
in 2025 on network hardware replacement and
software replacement to support the City's existing
technology systems.
2025 Budget: $1.3 million
2025-30 Planned Spending: $8.0 million
Page 305
Community, Culture, Resilience, & Safety Tax
Boulder voters approved the renewal of the 0.3% Community, Culture, Resilience, and Safety (CCRS) sales &
use tax in November 2021 to support citywide capital infrastructure investments as well as dedicate 10% of
revenues for community non-profit grants. To kick start several shovel ready projects, Council appropriated
$1.9 million mid-year in 2022 and further approved $29.6 million in the 2023 Budget and $12.9 million in the
2024 Budget to support citywide infrastructure plans.
Included in the 2025-2030 CIP is $123.5 million to invest in several key community capital projects, including:
Civic Area Phase II ($16.6M) capital project will support schematic design and scoping for Boulder's most
central park and public space
East Boulder Community Center (EBCC) Retrofit & Renovations ($47.5M) Project will provide a full energy
efficiency and infrastructure retrofit of the EBCC
Pearl Street Mall Project ($1.2M) will support capital maintenance and transformative enhancements on the
Pearl Street Mall ahead of the 50th Anniversary celebration in 2027
Fire Stations #2 and #4 ($38.0M) are included in the CIP to support the acquisition, design, and
construction of replacements of the two fire stations, which will help support the Fire-Rescue Department's
current and future operational needs
Central Avenue Bridge Replacement ($5.0M) to support the safety and reliability of mobility options in the
Flatirons Business Park area
Violet Avenue Bridge Replacement ($5.9M) to replace an aging bridge that is adjacent to historically
marginalized residents in the Boulder Meadows community and add access to Primos Park
Page 306
2025-2030 All CIP By Project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
East Boulder Community Center Deep Retrofit &
Renovations $5,000,000 $42,500,000 $0 $0 $0 $0
Transmission System Repair & Replacement Program $10,700,000 $4,069,000 $17,710,000 $2,606,000 $5,108,000 $4,630,000
Alpine Balsam Implementation $40,000,000 $0 $0 $0 $0 $0
Barker Dam Outlet Works System Rehabilitation and
Replacement $0 $0 $0 $35,096,000 $0 $0
Upper Goose Creek Stormwater Improvements $2,080,000 $0 $0 $29,620,819 $0 $0
Pavement Management Program $5,124,902 $4,708,214 $4,694,190 $5,458,718 $5,622,479 $5,791,154
Arapahoe Trunk Sewer Replacement $0 $0 $1,226,000 $1,275,000 $26,523,000 $0
Safe Streets 4 All (SS4A) Grant Projects $3,000,000 $4,800,000 $0 $12,000,000 $7,800,000 $0
Sanitary Sewer Rehabilitation $3,950,000 $4,110,000 $4,270,000 $4,450,000 $4,620,000 $4,810,000
Betasso Water Treatment Facility Disinfection & Corrosion $15,600,000 $5,408,000 $0 $0 $0 $0
Fire Station #4 Replacement $4,000,000 $2,000,000 $15,000,000 $0 $0 $0
Water Resource Recovery Facility Temperature Regulation
Compliance $0 $0 $0 $1,638,000 $17,033,000 $0
Barker Gravity Pipeline Repair $4,129,000 $4,456,000 $4,814,000 $5,194,000 $0 $0
Civic Area Phase II $2,000,000 $10,000,000 $5,500,000 $0 $0 $0
Distribution Waterline Replacement $425,000 $0 $0 $5,400,000 $5,600,000 $5,800,000
Fire Station #2 Replacement $2,000,000 $15,000,000 $0 $0 $0 $0
Park Refresh $540,000 $2,200,000 $0 $3,100,000 $2,300,000 $2,000,000
Main Sewer Improvements $0 $0 $0 $0 $9,730,000 $0
10% Community Non-Profit Grants $1,391,365 $1,419,779 $1,453,931 $1,489,282 $1,525,894 $1,563,835
Local Drainage Improvements $1,154,400 $1,200,576 $1,248,599 $1,298,543 $1,350,485 $1,404,504
Violet Avenue Bridge $1,000,000 $4,500,000 $2,000,000 $0 $0 $0
Future High Quality Trail Network $0 $1,432,000 $1,680,000 $1,328,000 $1,416,000 $1,604,000
Boulder Canyon Hydroelectric (BCH) Penstock Repair $650,000 $1,000,000 $1,100,000 $1,140,000 $1,190,000 $1,230,000
Facilities Capital Maintenance $1,583,115 $890,000 $890,000 $890,000 $890,000 $890,000
TIP Local Match/TMP Implementation $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
Major Capital Reconstruction $928,818 $856,682 $985,383 $1,014,944 $1,045,393 $1,076,755
Spruce Garage Renovations $5,000,000 $0 $0 $0 $0 $750,000
Chautauqua Undergrounding $1,713,019 $1,983,943 $1,879,388 $0 $0 $0
Water Resource Recovery Facility Primary Clarifiers
Recoating and Replacement $1,560,000 $0 $0 $351,000 $3,650,000 $0
Gregory Creek Flood Mitigation $0 $5,408,000 $0 $0 $0 $0
Preflood Property Acquisition $800,800 $832,832 $866,145 $900,791 $936,823 $974,296
30th St Construction (Colo to Aurora)$1,200,000 $1,100,000 $3,000,000 $0 $0 $0
Major Infrastructure Replacement $5,150,000 $0 $0 $0 $0 $0
Transportation & Stormwater/Flood Coordination $769,600 $800,384 $832,399 $865,695 $900,323 $936,336
Storm Sewer Rehabilitiation $769,600 $800,384 $832,399 $865,695 $900,323 $936,336
Randolph Garage Renovations $0 $0 $0 $5,000,000 $0 $0
Folsom Bridge $0 $0 $1,000,000 $4,000,000 $0 $0
St. Julien Garage Renovation $0 $5,000,000 $0 $0 $0 $0
Central Avenue Bridge Replacement $4,000,000 $1,000,000 $0 $0 $0 $0
BWTF Chemical Feed Systems R&R $0 $0 $0 $4,679,000 $0 $0
Future Trailhead Improvement Projects to Support
Accessibility $0 $1,175,129 $801,229 $900,000 $900,000 $900,000
Pearl Garage Renovations $0 $0 $4,500,000 $0 $0 $0
TIP Local Match TMP Implementation $750,000 $750,000 $750,000 $750,000 $750,000 $750,000
South Boulder Creek Trunk Sewer Improvements $520,000 $0 $0 $0 $1,947,000 $2,025,000
Water Resource Recovery Facility Standby Power
Improvements $4,160,000 $0 $0 $0 $0 $0
Lower Goose Creek Trunk Sewer Replacement $312,000 $3,786,000 $0 $0 $0 $0
Ped Facilities Repair, Replace, ADA $657,732 $667,598 $677,612 $687,776 $698,093 $708,564
Sumac Reconstruction $3,000,000 $1,000,000 $0 $0 $0 $0
Water Resource Recovery Facility Rehabilitation $582,000 $606,000 $630,000 $655,000 $681,000 $709,000
Network Hardware Replacement $900,000 $735,000 $650,000 $310,000 $300,000 $686,000
Barker Dam and Reservoir Repair and Improvements $0 $0 $0 $3,510,000 $0 $0
Sanitary Sewer Manhole Rehabilitation $500,000 $750,000 $750,000 $750,000 $360,000 $370,000
Water Resource Recovery Facility Digester Complex $0 $0 $3,375,000 $0 $0 $0
63rd Water Treatment Facility Chemical Feed Systems $0 $0 $3,375,000 $0 $0 $0
Sunshine Campus Repair & Replacement and
Improvements $0 $3,245,000 $0 $0 $0 $0
Middle Boulder Creek Stormwater Improvements $0 $3,244,800 $0 $0 $0 $0
Baseline Road Phase 1 & 2 $3,122,000 $0 $0 $0 $0 $0
Broadway BAT Lanes $3,100,000 $0 $0 $0 $0 $0
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2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Streetlight Capital Maintenance $245,860 $326,614 $452,329 $600,000 $700,000 $750,000
Park Central and New Britain Deconstruction $0 $0 $50,000 $3,000,000 $0 $0
RTD Garage Renovations $0 $0 $0 $0 $3,000,000 $0
Urban Forest Management $500,000 $500,000 $500,000 $500,000 $500,000 $500,000
Ungrounding CAGID Power Lines $500,000 $500,000 $500,000 $500,000 $500,000 $500,000
Water Resource Recovery Pumps $166,000 $1,974,000 $844,000 $0 $0 $0
Primos Park $2,920,000 $0 $0 $0 $0 $0
Water Resource Recovery Facility Secondary Clarifiers
Repair $2,912,000 $0 $0 $0 $0 $0
Multiuse Path Capital Maintenance $442,170 $451,013 $460,034 $469,234 $478,619 $488,191
Restoration of Irrigated Agricultural Fields with Prairie Dog
Conflict $500,000 $440,000 $440,000 $440,000 $440,000 $440,000
Fort Chambers/Poor Farm Site Manage $500,000 $300,000 $400,000 $600,000 $500,000 $300,000
Facility Assessment Repairs $420,000 $425,000 $430,000 $435,000 $440,000 $445,000
Boulder Reservoir South Shore $0 $400,000 $1,500,000 $600,000 $0 $0
Asset Management- Play Areas $0 $500,000 $500,000 $500,000 $500,000 $500,000
Meter Replacement Program $200,000 $200,000 $700,000 $700,000 $700,000 $0
Treated Water Other Miscellaneous Repair & Replacement $0 $0 $0 $0 $0 $2,479,409
Water System Master Plan & COS $0 $0 $0 $0 $2,433,000 $0
Treated Water Other Miscellaneous Repair & Replacement $364,000 $379,000 $394,000 $409,000 $426,000 $443,000
Water Mains In-House Repair & Replacement Program $350,000 $350,000 $500,000 $600,000 $600,000 $0
Court System Plan $400,000 $400,000 $400,000 $400,000 $400,000 $400,000
East Arapahoe Final Design $2,286,550 $0 $0 $0 $0 $0
Water Resource Recovery Facility Activated Sludge $0 $0 $0 $0 $341,000 $1,898,000
Software Replacement $350,000 $550,000 $1,300,000 $0 $0 $0
Four Mile 05 - Violet Park Flood Improvements $2,184,000 $0 $0 $0 $0 $0
Pearl Street Mall Refresh CAGID $0 $2,000,000 $0 $0 $0 $0
General Fund Capital $0 $0 $1,000,000 $0 $1,000,000 $0
Drainageway Maintenance/Enhancement $291,200 $302,848 $314,962 $327,560 $340,663 $354,289
Asset Management - Regional Facilities $300,000 $300,000 $300,000 $300,000 $300,000 $300,000
Sidewalk Maintenance $262,465 $266,402 $270,398 $274,454 $278,571 $282,749
Multiuse Path - Enhancements $250,000 $257,500 $265,225 $273,182 $281,377 $289,819
Stormwater Quality Improvements $228,800 $237,952 $247,470 $257,369 $267,664 $278,370
Facilities Emergency Capital Maintenance $250,000 $250,000 $250,000 $250,000 $250,000 $250,000
Folsom Corridor Study $1,500,000 $0 $0 $0 $0 $0
Asset Management- Restrooms and Picnic Shelter $250,000 $250,000 $250,000 $250,000 $250,000 $250,000
Boulder Creek Flood Mitigation $0 $0 $0 $865,695 $0 $616,179
Server Hardware Replacement $0 $0 $0 $0 $1,450,000 $0
Incident Command Vehicle $1,450,000 $0 $0 $0 $0 $0
Water Resource Recovery Facility Permit Improvements $1,352,000 $87,000 $0 $0 $0 $0
South Mesa Trailhead Re-design $1,400,000 $0 $0 $0 $0 $0
R&R Access& Mobility $300,000 $300,000 $200,000 $200,000 $200,000 $200,000
Source Water Rehabilitation Program $208,000 $216,000 $225,000 $234,000 $243,000 $253,000
Hill Streetscape Renovations $1,377,500 $0 $0 $0 $0 $0
Vision Zero - PMP Integration $150,000 $200,000 $225,000 $250,000 $250,000 $275,000
Silver Lake Hydroelectric/Pressure Reducing Valve
Upgrades $0 $0 $169,000 $1,170,000 $0 $0
RTOT CAM-Sign Enhancements $1,300,000 $0 $0 $0 $0 $0
Asset Management- General Maintenance $200,000 $200,000 $250,000 $250,000 $200,000 $200,000
Water Resource Recovery Facility Instrumentation &
Control Rehabilitation $0 $108,000 $1,125,000 $0 $0 $0
US-36 TAP Grant $434,000 $736,000 $0 $0 $0 $0
Pearl Street Mall Refresh $150,000 $1,000,000 $0 $0 $0 $0
North Trail Study Area Implementation: Wonderland Lake $1,025,000 $60,000 $60,000 $0 $0 $0
Mount Sanitas Trail Improvement Project $377,351 $349,871 $398,771 $0 $0 $0
Asset Management- Aquatics Facilities $100,000 $0 $1,000,000 $0 $0 $0
Local Food Farm Sites Improvements $200,000 $180,000 $180,000 $180,000 $180,000 $180,000
Water Resource Recovery Facility Hot Water Loop
Replacement $1,040,000 $0 $0 $0 $0 $0
Wastewater Collection System Monitoring & Analysis $156,000 $162,000 $169,000 $175,000 $182,000 $190,000
Garage Security Enhancements $1,000,000 $0 $0 $0 $0 $0
Historic Agriculture Facilities Rehabilitation $200,000 $0 $200,000 $200,000 $200,000 $200,000
Watershed Fire Mitigation and CR Inventory Study $175,000 $175,000 $150,000 $150,000 $150,000 $190,000
Ped Facs Enh Missing Links Crossing $135,000 $150,000 $165,000 $175,000 $175,000 $185,000
Kossler Dam Rehabilitation $94,000 $876,000 $0 $0 $0 $0
Climate Strategies & Solutions Projects $150,000 $150,000 $150,000 $150,000 $150,000 $150,000
Water Resource Recovery Facility Redundant Strain-Press
Improvements $0 $0 $0 $877,000 $0 $0
Page 308
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
NF 53 and 54_Foothills Trail Permitting, Final Design and
Construction $876,749 $0 $0 $0 $0 $0
Improve and Maintain Irrigation Infrastructure (CIP)$133,000 $138,000 $140,000 $142,000 $144,000 $146,000
R&R Irrigation $210,000 $125,000 $125,000 $125,000 $125,000 $125,000
Wastewater Utility Master Plan $832,000 $0 $0 $0 $0 $0
Wittemyer Ponds Improvements to Facilitate Water
Exchanges $0 $0 $0 $0 $0 $822,000
Faciliites Master Plan Updates $200,000 $200,000 $100,000 $100,000 $100,000 $100,000
1% for Public Art $125,223 $127,780 $130,854 $134,035 $137,330 $140,745
Regenerate Soils on Leased Properties $110,000 $115,000 $115,000 $120,000 $125,000 $130,000
Manhattan SRTS $707,222 $0 $0 $0 $0 $0
Miscellaneous Repair & Replacement $104,000 $108,000 $112,000 $117,000 $122,000 $127,000
System Planning $120,000 $60,000 $50,000 $50,000 $400,000 $0
Remove non-native species in wetland and riparian areas $75,000 $600,000 $0 $0 $0 $0
Greenways Program - Flood Fund $101,400 $105,456 $109,674 $114,061 $118,624 $123,369
Meter Replacement Program $94,000 $97,000 $101,000 $105,000 $109,000 $114,000
Water Resource Recovery Facility Digester Cleaning $0 $0 $0 $351,000 $0 $256,000
Boulder Juntion Public Improvements $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
R & R Fields $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
Barker Dam Stability Project $52,000 $541,000 $0 $0 $0 $0
Improve Soil Heath and Restore Unleased Agricultural
Lands 2021-2025 $100,000 $90,000 $100,000 $100,000 $100,000 $100,000
Source Systems Condition Assessment $447,000 $142,000 $0 $0 $0 $0
Greenways Program Transportation $97,500 $97,500 $97,500 $97,500 $97,500 $97,500
Database Hardware Replacement $0 $0 $0 $0 $575,000 $0
Traffic Signal Upgrades $140,000 $140,000 $140,000 $140,000 $0 $0
14th & Canyon Traffic Signal $550,000 $0 $0 $0 $0 $0
Water Resource Recovery Facility Access Safety
Improvements $520,000 $0 $0 $0 $0 $0
47TH/BNSF Sidewalk $508,750 $0 $0 $0 $0 $0
Future Soil Health Improvement $0 $100,000 $100,000 $100,000 $100,000 $100,000
Future Restoration of Vegetation, Riparian Habitats, and
Wetlands $0 $100,000 $100,000 $100,000 $100,000 $100,000
Boulder Junction Park $500,000 $0 $0 $0 $0 $0
Affordable Commercial Capital Prog $500,000 $0 $0 $0 $0 $0
Hydro Faciliities Rehab Program $73,000 $76,000 $79,000 $82,000 $85,000 $89,000
Operational Planning $200,000 $0 $0 $0 $270,000 $0
Green Lake 2 Dam Rehabilitation $260,000 $210,000 $0 $0 $0 $0
Iris Corridor Improvement $450,000 $0 $0 $0 $0 $0
Mitigate Fuels and Remove Invasive Tree Species $75,000 $75,000 $75,000 $75,000 $75,000 $75,000
Stockwater Project - Drought Resilience and Support of
Diversified Ag $60,000 $70,000 $80,000 $80,000 $80,000 $80,000
Access Improvements at Pleasant View Fields $448,000 $0 $0 $0 $0 $0
Facilities Cap Maint Controls Upgrade $445,000 $0 $0 $0 $0 $0
Reconstruct airport entrance road Phase I and II $0 $431,111 $0 $0 $0 $0
Asset Management-Natural Lands $50,000 $75,000 $75,000 $75,000 $75,000 $75,000
Silver Lake Dam $416,000 $0 $0 $0 $0 $0
Old Fire Station #3 Deconstruction $400,000 $0 $0 $0 $0 $0
Signal Maintenance & Upgrade $0 $0 $200,000 $0 $200,000 $0
Lakewood Pipeline Inspection & Maintenance $387,000 $0 $0 $0 $0 $0
Water Resource Recovery Facility Biogas System
Upgrades $0 $0 $0 $0 $0 $380,000
Wildlife fencing Phases II and III $356,000 $0 $0 $0 $0 $0
Northern Colorado Water Conservancy District Conv -
Boulder Feeder Canal $78,000 $81,000 $84,000 $110,000 $0 $0
Age Well West Colocation with Recreation Centers Study $350,000 $0 $0 $0 $0 $0
Watershed Improvements $52,000 $54,000 $56,000 $58,000 $61,000 $63,000
Interior Tenant Space Repairs $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
Columbia Cemetery Capital Maintenan $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
MIsc Development Coordination $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
Orodell Hydroelectric/Pressure Reducing Valve Upgrades $260,000 $0 $0 $0 $0 $0
Water Resource Recovery Facility Electrical Systems
Upgrades $260,000 $0 $0 $0 $0 $0
Future Visitor Communication and Education Enhancement $0 $50,000 $50,000 $50,000 $50,000 $50,000
Valmont Butte Compliance & Safety $75,000 $0 $75,000 $0 $75,000 $0
Water Resource Recovery Facility Building Asset
Rehabilitation $52,000 $54,000 $56,000 $58,000 $0 $0
Kohler Hydro/Pressure Reducing Valve Upgrades $83,000 $0 $0 $117,000 $0 $0
Traffic Signal Broadband Fiber $200,000 $0 $0 $0 $0 $0
Data Backup and Disaster Recovery $0 $0 $0 $0 $170,000 $0
Page 309
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Lakewood Hydroelectric/Pressure Reducing Valve
Upgrades $0 $162,000 $0 $0 $0 $0
Sunshine Hydroelectric/Pressure Reducing Valve Upgrades $0 $162,000 $0 $0 $0 $0
Rehabilitate East Hangar, Helicopter Apron, Taxi-lane $0 $0 $140,000 $0 $0 $0
Rehabilitate Runway 8G|26G $0 $125,000 $0 $0 $0 $0
Barker Dam Hydroelectric Feasibility Analysis $0 $108,000 $0 $0 $0 $0
Carter Lake Hydroelectric Feasibility Analysis $104,000 $0 $0 $0 $0 $0
Teahouse Roof Replacement $100,000 $0 $0 $0 $0 $0
Install Infrastructure to Support Virtual Fencing $50,000 $50,000 $0 $0 $0 $0
Development of a Food Forest on an Open Space Location $50,000 $50,000 $0 $0 $0 $0
Wetland restoration at Suitts $50,000 $50,000 $0 $0 $0 $0
Farmer's Ditch Improvements & Maintenance $100,000 $0 $0 $0 $0 $0
Goose Lake Dam Rehabilitation $93,000 $0 $0 $0 $0 $0
Gebhard Site Plan Implementation: Construction $87,000 $0 $0 $0 $0 $0
Betasso Hydroelectric / Pressure Reducing Facility $0 $87,000 $0 $0 $0 $0
Coal Creek Restoration Planning $75,000 $0 $0 $0 $0 $0
Wood Brothers Nature Discovery Interpretive Trail $70,000 $0 $0 $0 $0 $0
Instream Flow Structures and Gaging $10,000 $11,000 $11,000 $12,000 $12,000 $13,000
South Boulder Creek Instream Flow $60,000 $0 $0 $0 $0 $0
Maxwell Hydroelectric/Pressure Reducing Valve Upgrades $52,000 $0 $0 $0 $0 $0
Security Administration $0 $0 $0 $0 $50,000 $0
Restoration of Vegetation, Riparian Habitats, and Wetlands $50,000 $0 $0 $0 $0 $0
Livestock Corrals Installation on Leased Properties $50,000 $0 $0 $0 $0 $0
O'Connor Complex Boundary and Interior Fencing $50,000 $0 $0 $0 $0 $0
Deploy Mobile Hotspots on Flagstaff for Parking Payment
and Staff use $30,000 $0 $0 $0 $0 $0
TOTAL $189,935,091 $166,163,368 $107,278,492 $157,749,353 $126,991,161 $58,990,400
Page 310
Spending on Projects within Community Vitality
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
7.0M
8.0M
DollarsEnterprise Funds
Internal Service Funds
Capital Project Funds
Sort Large to Small
Overview of Department Community Vitality
The Community Vitality Capital Improvement Program is focused on building and maintaining infrastructure
and public art as well as investing in maintenance measures to prolong the life of these valuable assets.
Community Vitality manages several general improvement districts and district-owned assets including seven
mixed use structures that provide commercial and retail spaces in addition to off street parking. The Office of
Arts + Culture utilizes 1% of all qualified capital projects budgeted citywide to integrate art into those projects.
Capital Improvement Program
2025-30 Community Vitality Department Capital Improvement Program (CIP) Summary
Page 311
1% For Public Art Affordable
Commercial Capital
Program
Garage Security
Enhancements
Community Vitality is committed to
enhancing and maintaining its
assets, including public artwork for
the community's collection. Like
many other cities, a percent for art
program helps integrate works of
art into many capital building
projects by applying a formula of
funding: 1% of the construction
budget of certain capital projects
will be used to integrate artwork
into the building.
2025-30 Planned Spending:
$795,967
2025 Budget: $125,223
In 2022 and 2023, Community
Vitality engaged with the CU Real
Estate Center to complete an
analysis of affordable commercial
offerings throughout the city. The
culmination of this work was a
proposal for an affordable
commercial pilot program. An RFP
for the pilot program was issued in
2024, for which the city is
currently seeking proposals. The
pilot program will support small
businesses in Boulder that have
been negatively impacted by the
COVID-19 pandemic and address
the increasing cost of commercial
space, especially for low-income
entrepreneurs. The program will
help retain local businesses that
represent and foster the unique
cultural character of Boulder and
remove barriers to finding
affordable commercial space for
independent, locally owned small
businesses.
2025-30 Planned Spending:
$500,000
2025 Budget: $500,000
This project aims to bolster
security and enhance community
safety in Boulder's district-owned
parking garages. Some projects
could include implementing
security measures such as
advanced cameras, robust cell
phone boosters, reliable radio
repeaters, and enhanced lighting
systems, with a goal to create a
safer environment for all residents
and visitors.
2025-30 Planned Spending:
$1,000,000
2025 Budget: $1,000,000
Page 312
University Hill
Streetscape
Renovations
Garage Renovations Powerline
Undergrounding
This project will focus on the
University Hill streetscape to
revitalize and enhance the urban
environment through
improvements to the area's
infrastructure. The investment
aims to create a more inviting and
aesthetically pleasing streetscape,
fostering community pride and
encouraging economic activity.
Enhancements could include
transformation of medians with
drought-resistant plants and
artistic elements, upgraded alleys,
installation of larger and well-
designed tree wells with
sustainable irrigation systems,
and diverse landscaping solutions
that incorporate native plants.
2025-30 Planned Spending:
$1,377,500
2025 Budget: $1,377,500
Over the past several years,
Community Vitality has been
providing ongoing repairs and
maintenance to city-owned
parking garages. More extensive
maintenance will begin in 2025
with the 11th and Spruce Garage.
Major repairs will be completed for
one parking garage each year
through 2030.
Repairs and maintenance will
ensure each structure's safety,
longevity and functionality with
minimal disruption to customers.
The project will be executed under
the Construction
Manager/General Contractor
(CMGC) delivery method, which
will align the design and
construction phases for greater
efficiency.
2025-30 Planned Spending:
$23,250,000
2025 Budget: $5,000,000
Several overhead power lines
exist within the Central Area
General Improvement District
(CAGID). These power lines can
pose a threat during weather
events and during redevelopment
activities. Xcel currently has
undergrounding funds to leverage
alongside capital funds to
complete the undergrounding
work. In addition to mitigating risks
associated with the overhead
power lines, it will also enhance
the vibrant sense of place within
the downtown district.
2025-30 Planned Spending:
$3,000,000
2025 Budget: $500,000
Community Vitality CIP by project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Spruce Garage Renovations $5,000,000 $0 $0 $0 $0 $750,000
Randolph Garage Renovations $0 $0 $0 $5,000,000 $0 $0
St. Julien Garage Renovation $0 $5,000,000 $0 $0 $0 $0
Pearl Garage Renovations $0 $0 $4,500,000 $0 $0 $0
RTD Garage Renovations $0 $0 $0 $0 $3,000,000 $0
Ungrounding CAGID Power Lines $500,000 $500,000 $500,000 $500,000 $500,000 $500,000
Pearl Street Mall Refresh CAGID $0 $2,000,000 $0 $0 $0 $0
Hill Streetscape Renovations $1,377,500 $0 $0 $0 $0 $0
Garage Security Enhancements $1,000,000 $0 $0 $0 $0 $0
1% for Public Art $125,223 $127,780 $130,854 $134,035 $137,330 $140,745
Page 313
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Boulder Juntion Public Improvements $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
Affordable Commercial Capital Prog $500,000 $0 $0 $0 $0 $0
Interior Tenant Space Repairs $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
TOTAL $8,652,723 $7,777,780 $5,280,854 $5,784,035 $3,787,330 $1,540,745
Page 314
Spending on Projects within Facilities & Fleet
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
10.0M
20.0M
30.0M
40.0M
50.0M
60.0M
DollarsCapital Project Funds
Internal Service Funds
Special Revenue Funds
Sort Large to Small
Overview of Facilities & Fleet Projects
Boulder’s Facilities Master Plan (FMP) established the framework to inform Capital Projects planning,
development, and implementation. The three pillars of asset management and six guiding principles aid in
prioritizing replacement of aging infrastructure and buildings, and serve to guide new projects that are built to
last.
The Facilities Master Plan sets the standard for excellence in facilities to achieve capital and operations fiscal
transparency, reduction of deferred equipment replacement, and progress towards achieving department and
city-wide goals in buildings.
Capital Improvement Program
2025-30 Facilities & Fleet Department Capital Improvement Program (CIP) Summary
Page 315
Alpine-Balsam and
Western City
Campus
Implementation
Fire Stations #2 & #4
Replacements
East Boulder
Community Center
Deep Retrofit and
Renovations
The Facilities & Fleet Department
is leading development of the
Alpine-Balsam site which will
result in construction of a new
Western City Campus and a mix
of housing types from market rate
to affordable which is being
developed by Boulder Housing
Partners. The vision for the
Alpine-Balsam area exemplifies
Boulder’s innovative goals. This
project consists of infrastructure
improvements across the site
including construction of a new
greenway along Balsam Ave,
pedestrian connections, utilities
improvements, street and
crossings enhancements, and
construction of a new 11 street
running north to south through the
site.
The new Western City Campus is
comprised of extensive
renovations to three existing
buildings on the site: the Pavilion
building, the parking structure on
Broadway and the Brenton
Building which was renovated in
2018. The campus will centralize
community services and roughly
500 city staff currently spread
across nine buildings to this one
location. The project is a leading
example of low-carbon
redevelopment and will exemplify
the city’s Sustainability, Equity and
Resilience goals.
The existing Fire Stations 2 and 4
are past their operational life span
and no longer accommodate the
Fire Department's service needs
or goals. Replacement of these
Fire Stations will provide
modernized emergency services
to the community ensuring safety
and resilience. Construction of the
new facilities will be guided by the
three pillars of the Facilities
Master Plan to ensure
sustainability and social goals are
being met and buildings are well
maintained.
The search for property for Fire
Station 2 began late last year, and
in early 2024, property was
purchased adjacent to the existing
Fire Station 2. An architect
consultant was then selected and
design work will begin in August.
The search for suitable property
for Station 4 is ongoing and may
take some time. The two stations
will have similar programs and it is
intended that the same consultant
will design both, allowing Station 4
to progress more quickly and
efficiently once property is
acquired.
Fire Station 2:
2025-30 Planned Spending:
$17,000,000
2025 Budget: $2,000,000
Total project cost estimate:
$25,000,000**
In 2024 a design team was
brought on and is under contract
to complete both Phase 1 and
Phase 2 of this project. Phase 1
looks at the 3 major recreation
centers and the services they
provide as a whole to the
community. This phase will lean
heavily on community
engagement and input about the
future of recreation centers in
Boulder. Phase 1 will streamline
into Phase 2 which is the deep
energy retrofit and renovation of
East Boulder Community Center
(EBCC). The information
gathered in Phase 1 will help the
design team program the needs of
the community for EBCC.
In 2025 design work will include
community engagement, energy
assessments and modeling and
options analysis to inform and
develop a full modernization plan
for the facility. Implementation and
construction will follow in
subsequent years. CIP outyears
also include funding for synergistic
upgrades to other recreation
centers to address program and
infrastructure needs.
2025-30 Planned Spending:
$47,500,000
2025 Budget: $3,800,000
Total project cost estimate:
$53,000,000 (The total planned
spending for 2025-2030 includes
th
Page 316
Construction on infrastructure
improvements across the site
began in late 2024. Construction
on the new Western City Campus
is planned to being in the first half
of 2025.
2025-30 Planned Spending:
$40,000,000*
2025 Budget: $40,000,000
Estimated Completion Date: 2028
*Total planned spending is
actually $140 million, with $100
million being financed by the
issuance of debt in early 2025.
Once the debt is issued, budget
action will occur to formally
appropriate the $100 million in
debt proceeds.
Estimated Completion Date: 2028
Fire Station 4:
2025-30 Planned Spending:
$21,000,000
2025 Budget: $4,000,000
Total project cost estimate:
$21,000,000**
Estimated Completion Date: 2032
**The $4 million difference in
project costs between the two fire
stations is due to the land
acquisition costs; land for fire
station 2 was acquired at a higher
cost as it was previously an
income-generating property.
$1.2 million that is reflected in the
Parks and Recreation Capital
Improvement Program.)
Estimated Completion Date: 2027
Facilities & Fleet CIP By Project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
East Boulder Community Center Deep Retrofit &
Renovations $3,800,000 $42,500,000 $0 $0 $0 $0
Alpine Balsam Implementation $40,000,000 $0 $0 $0 $0 $0
Fire Station #4 Replacement $4,000,000 $2,000,000 $15,000,000 $0 $0 $0
Fire Station #2 Replacement $2,000,000 $15,000,000 $0 $0 $0 $0
Facilities Capital Maintenance $1,583,115 $890,000 $890,000 $890,000 $890,000 $890,000
Major Infrastructure Replacement $5,150,000 $0 $0 $0 $0 $0
Park Central and New Britain Deconstruction $0 $0 $50,000 $3,000,000 $0 $0
Facilities Emergency Capital Maintenance $250,000 $250,000 $250,000 $250,000 $250,000 $250,000
Faciliites Master Plan Updates $200,000 $200,000 $100,000 $100,000 $100,000 $100,000
Facilities Cap Maint Controls Upgrade $445,000 $0 $0 $0 $0 $0
Old Fire Station #3 Deconstruction $400,000 $0 $0 $0 $0 $0
Age Well West Colocation with Recreation Centers Study $350,000 $0 $0 $0 $0 $0
Valmont Butte Compliance & Safety $75,000 $0 $75,000 $0 $75,000 $0
Teahouse Roof Replacement $100,000 $0 $0 $0 $0 $0
TOTAL $58,353,115 $60,840,000 $16,365,000 $4,240,000 $1,315,000 $1,240,000
Page 317
Spending on Projects within Fire-Rescue
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
1.0M
250.0K
500.0K
750.0K
1.3M
DollarsCapital Project Funds
Sort Large to Small
Overview of Fire-Rescue Projects
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.
Capital Improvement Program
2025-30 Fire-Rescue Department Capital Improvement Program (CIP) Summary
Page 318
Replacement of Public Safety
Incident Command Vehicle
A replacement of the Public Safety Incident
Command Vehicle (ICV) is planned for 2025, which
will serve as a shared asset with the City's public
safety departments and City of Boulder regional
partners. The vehicle will be used for critical incidents
within the City of Boulder and regionally and will be
used as the command center for Police and Fire-
Rescue Departments to strategize their response
during critical incidents such as fires, floods, riots, or
other emergencies. A new vehicle will replace the
existing ICV.
2025-2030 Planned Spending: $1,450,000
2025 Budget: $1,450,000
Estimated Purchase Date: 2025
Fire-Rescue CIP By Project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Incident Command Vehicle $1,450,000 $0 $0 $0 $0 $0
TOTAL $1,450,000 $0 $0 $0 $0 $0
Page 319
Spending on Projects within Innovation &
Technology
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
500.0K
1.0M
1.5M
2.0M
2.5M
DollarsInternal Service Funds
Sort Large to Small
Overview of Innovation & Technology Projects
The majority of the Innovation & Technology department's projects are capital maintenance projects that
involve the replacement and upgrade to existing systems and software. In the next few years, the department
expects to focus significant efforts on transforming technical operations and capacity. The pace of change in
technology is a significant factor to consider when planning projects and offers both new opportunities and
challenging threats to mitigate. The timing of several hardware replacement projects has been shifted to reflect
an anticipated confluence in technical operations, making it advantageous to plan concurrent replacement
instead of staged implementations.
The department will continue to assist with the replacement of the City's finance system along with continuing
the phased implementation of the enterprise data platform. Additionally, the City plans to upgrade internal
communication platforms, and scope a major initiative around asset management.
Capital Improvement Program
2025-30 Innovation & Technology Department Capital Improvement Program (CIP) Summary
Page 320
Software Replacement Network Hardware Replacement
This is an ongoing Capital Maintenance project for
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. During 2025 IT will
implement additional finance/HR system functionality,
and update the city's internal intranet website.
2025-30 Planned Spending: $2,200,000
2025 Budget: $350,000
Estimated Completion Date:Ongoing
This is an ongoing Capital Maintenance 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.
2025-30 Planned Spending: $3,581,000
2025 Budget: $900.000
Estimated Completion Date: Ongoing
IT CIP By Project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Network Hardware Replacement $900,000 $735,000 $650,000 $310,000 $300,000 $686,000
Software Replacement $350,000 $550,000 $1,300,000 $0 $0 $0
Server Hardware Replacement $0 $0 $0 $0 $1,450,000 $0
Database Hardware Replacement $0 $0 $0 $0 $575,000 $0
Data Backup and Disaster Recovery $0 $0 $0 $0 $170,000 $0
Security Administration $0 $0 $0 $0 $50,000 $0
TOTAL $1,250,000 $1,285,000 $1,950,000 $310,000 $2,545,000 $686,000
Page 321
Spending on Projects within Open Space &
Mountain Parks
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
1.0M
2.0M
3.0M
4.0M
5.0M
6.0M
DollarsSpecial Revenue Funds
Sort Large to Small
Overview of Open Space & Mountain Parks Projects
The 2025 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 2025 capital budget incorporates city and department guidance, including the OSMP Master
Plan. Projects will align with the OSMP Master Plan focus areas, which serve as departmental work program
priorities for 2025:
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 enhanced communications across the system, 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.
Capital Improvement Program
2025-30 Open Space & Mountain Parks Department Capital Improvement Program (CIP) Summary
Page 322
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 2025, OSMP will continue to invest in asset management and other systems
in support of Master Plan objectives.
Page 323
Fort Chambers/Poor
Farm Site
Management Plan
Implementation
Foothills Trail
Permitting, Final
Design, and
Construction
Mount Sanitas Trail
Improvement Project
This site management plan will
determine short- and long-term
management goals and actions
for the management of the Fort
Chambers/Poor Farm property,
including the Queen Anne house,
associated outbuildings and the
surrounding cultural landscape,
agricultural activities, interpretive
opportunities, ecological
protection and restoration
opportunities and the relationship
of the property to Fort Chambers.
The project includes site
inventories, development of
alternatives, selection, and finer
scale planning and design of the
preferred alternative (or package
of management
recommendations) with
associated phasing and costing.
OSMP staff extend their gratitude
to the Cheyenne and Arapaho
Tribes, the Northern Arapaho
Tribe and the Northern Cheyenne
Tribe providing guidance on a
planned site management plan for
the Fort Chambers/Poor Farm
property, which has a direct, local
connection to the Sand Creek
Massacre.
2025-30 Planned Spending:
$2,600,000
2025 Budget: $500,000
In 2025, this project specifically
focuses on the implementation of
the North Trail Study Area (NTSA)
plan. The plan identifies the North
Foothills trail as a trail section with
great opportunity. The 2025
project will reroute and surface the
trail from Dakota Blvd to the
Foothills Trailhead to increase
accessibility, as well as reduce
sections with substantial
maintenance challenges through
better trail sustainability, better
trail grades, and drainage.
2025-30 Planned Spending:
$876,749
2025 Budget: $876,749
OSMP was successfully awarded
a grant from the National Parks
Service’s Land and Water
Conservation Fund to conduct
significant trail repairs on Mount
Sanitas and construct two new,
short trails to allow visitors to
experience one of Boulder’s most
iconic locations and recreation
areas. Funding will also support
climbing access improvements,
closures of undesignated trails,
and restoration of areas impacted
by undesignated trails. Work
outlined within the grant will take
place from 2025 through 2027. In
2025, this project will begin the
work of repairing trails in the area
and removing undesignated trails.
2025-30 Planned Spending:
$1,125,993
2025 Budget: $377,351
Page 324
OSMP Climate Plan
Implementation
Wetland and Riparian
Restoration
Regenerate Soils on
Leased Properties
This project provides funding for a
suite of climate strategy projects
to incorporate opportunities or
improvements that increase
OSMP’s climate resiliency and
preparedness, manage its carbon
footprint, and increase
communications to the public to
bolster climate action. The
department will finalize an internal
Climate Plan in 2024 to guide
climate efforts for the next several
years. Funding to support this
plan will pay for wildfire resilience
efforts, enhanced efforts to
manage carbon emissions,
enhanced efforts to increase
ecosystem resilience to climate
change, and department-wide
planning efforts to align climate
strategy work.
2025-30 Planned Spending:
$900,000
2025 Budget: $150,000
This project designs and
implements the restoration of
wetlands and riparian areas on
Boulder Creek and Coal Creek,
South Boulder Creek and
associated floodplains in 2025.
The design phase will include
plans and construction
specifications that will guide the
implementation of the plan.
Design elements will vary
between sites but will include
restoring riparian and floodplain
wetlands that existed along
Boulder Creek, Coal Creek, and
South Boulder Creek prior to
irrigation infrastructure installation,
gravel mining, channelization and
other human impacts. The
projects will restore naturally
functioning wetlands, convert
formerly mined gravel pits (gravel
ponds) to habitat that will support
wetland and riparian dependent
species, including the federally
listed Ute Ladies' Tresses Orchid
and Preble’s meadow jumping
mouse, and northern leopard
frogs (a Colorado Tier 1 Species
of Greatest Conservation Need),
convert non-native grasslands to
native grasslands, and create
aquatic habitat to support several
native fish species of concern.
This project supports improved
resiliency of these important
habitats to flooding, climate
change, and other disturbances.
2025-30 Planned Spending:
$50,000
2025 Budget: $50,000
This project will improve soil
health and increase resilience to
climate extremes on leased
agricultural properties. Funding
will support systematic
implementation of soil health
principles: reducing tillage,
integrating livestock, armoring
soil, diversifying plants in time and
space, and maintaining
continuous live plant and root
systems. Methods will include
keyline plowing, cover-cropping,
seeding, invasive plant species
management, prairie dog barrier
fence installation, field irrigation
infrastructure maintenance, mob
grazing, and compost application,
while also experimenting with
cutting-edge practices found in
agricultural literature and through
consultation with colleagues at
partner agencies.
2025-30 Planned Spending:
$110,000
2025 Budget: $715,000
Page 325
South Mesa
Trailhead Redesign
Wood Brothers
Nature Discovery
Interpretive Trail
Wildfire Resilient
Landscapes: Fuels
Mitigation
This project supports trailhead
access enhancements with a
focus specifically on the South
Mesa Trailhead redesign and
improvements in 2025.
Improvements in 2025 include a
complete redesign of the trailhead
to address existing parking
congestion and provide adequate
parking and multi-modal access
for visitors to access the adjacent
open space. One of the key
improvements for the trailhead will
be a shuttle drop off area and bus
parking to encourage and facilitate
alternative modes of
transportation and allow for school
groups to access the site for field
trips and nature-based education
opportunities. The new trailhead
will also feature a variety of bike
parking options to encourage
visitors to arrive by bike and have
a safe and visible location to lock
their bike.
2025-30 Planned Spending:
$1,400,000
2025 Budget: $1,400,000
This project will enhance visitor
communications through the
design of an interpretive trail on
the Wood Brothers property.
OSMP will incorporate youth-
generated ideas for the nature
discovery space in accordance
with existing regulations and site
needs. Options to explore include
an interpretive trail with a dog-
walking loop, as well as potential
nature discovery learning pods
along the way. This initiatives will
accomplish department goals
around welcoming and enhancing
communication with visitors and
assist in inspiring visitors to be
good stewards of the land.
2025-30 Planned Spending:
$70,000
2025 Budget: $70,000
OSMP partners with local ditch
irrigation companies to support
agricultural operations and
enhance vegetation and habitat
condition. This project provides
funding to work with these
partners to remove invasive trees,
remove ditch spoils and mitigate
fuels for wildfire resilience.
Mitigation work will occur in
irrigation ditches, multiple
diversion structures, wells, and
structures. This project will also
fund pilot work on virtual fencing
installation to manage grazing for
non-native species control,
support of native grassland and
wetland health, and fuel mitigation
efforts on OSMP properties. A
virtual fencing system requires
installation of base stations and
GPS collars to manage the
location of each individual grazing
animal on OSMP.
2025-30 Planned Spending:
$550,000
2025 Budget: $125,000
Open Space & Mountain Parks CIP By Project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Future High Quality Trail Network $0 $1,432,000 $1,680,000 $1,328,000 $1,416,000 $1,604,000
Future Trailhead Improvement Projects to Support
Accessibility $0 $1,175,129 $801,229 $900,000 $900,000 $900,000
Restoration of Irrigated Agricultural Fields with Prairie Dog
Conflict $500,000 $440,000 $440,000 $440,000 $440,000 $440,000
Fort Chambers/Poor Farm Site Manage $500,000 $300,000 $400,000 $600,000 $500,000 $300,000
Facility Assessment Repairs $420,000 $425,000 $430,000 $435,000 $440,000 $445,000
South Mesa Trailhead Re-design $1,400,000 $0 $0 $0 $0 $0
North Trail Study Area Implementation: Wonderland Lake $1,025,000 $60,000 $60,000 $0 $0 $0
Page 326
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Mount Sanitas Trail Improvement Project $377,351 $349,871 $398,771 $0 $0 $0
Local Food Farm Sites Improvements $200,000 $180,000 $180,000 $180,000 $180,000 $180,000
Historic Agriculture Facilities Rehabilitation $200,000 $0 $200,000 $200,000 $200,000 $200,000
Climate Strategies & Solutions Projects $150,000 $150,000 $150,000 $150,000 $150,000 $150,000
NF 53 and 54_Foothills Trail Permitting, Final Design and
Construction $876,749 $0 $0 $0 $0 $0
Improve and Maintain Irrigation Infrastructure (CIP)$133,000 $138,000 $140,000 $142,000 $144,000 $146,000
Regenerate Soils on Leased Properties $110,000 $115,000 $115,000 $120,000 $125,000 $130,000
Remove non-native species in wetland and riparian areas $75,000 $600,000 $0 $0 $0 $0
Improve Soil Heath and Restore Unleased Agricultural
Lands 2021-2025 $100,000 $90,000 $100,000 $100,000 $100,000 $100,000
Future Soil Health Improvement $0 $100,000 $100,000 $100,000 $100,000 $100,000
Future Restoration of Vegetation, Riparian Habitats, and
Wetlands $0 $100,000 $100,000 $100,000 $100,000 $100,000
Mitigate Fuels and Remove Invasive Tree Species $75,000 $75,000 $75,000 $75,000 $75,000 $75,000
Stockwater Project - Drought Resilience and Support of
Diversified Ag $60,000 $70,000 $80,000 $80,000 $80,000 $80,000
Future Visitor Communication and Education Enhancement $0 $50,000 $50,000 $50,000 $50,000 $50,000
Install Infrastructure to Support Virtual Fencing $50,000 $50,000 $0 $0 $0 $0
Development of a Food Forest on an Open Space Location $50,000 $50,000 $0 $0 $0 $0
Wetland restoration at Suitts $50,000 $50,000 $0 $0 $0 $0
Gebhard Site Plan Implementation: Construction $87,000 $0 $0 $0 $0 $0
Coal Creek Restoration Planning $75,000 $0 $0 $0 $0 $0
Wood Brothers Nature Discovery Interpretive Trail $70,000 $0 $0 $0 $0 $0
South Boulder Creek Instream Flow $60,000 $0 $0 $0 $0 $0
Restoration of Vegetation, Riparian Habitats, and Wetlands $50,000 $0 $0 $0 $0 $0
Livestock Corrals Installation on Leased Properties $50,000 $0 $0 $0 $0 $0
O'Connor Complex Boundary and Interior Fencing $50,000 $0 $0 $0 $0 $0
Deploy Mobile Hotspots on Flagstaff for Parking Payment
and Staff use $30,000 $0 $0 $0 $0 $0
TOTAL $6,824,100 $6,000,000 $5,500,000 $5,000,000 $5,000,000 $5,000,000
Page 327
Spending on Projects within Parks and Recreation
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
10.0M
2.5M
5.0M
7.5M
12.5M
15.0M
DollarsCapital Project Funds
Special Revenue Funds
Sort Large to Small
Overview of Parks and Recreation Projects
The department prioritizes capital projects that maintain existing assets and decrease the maintenance
backlog of parks and facilities. Most projects included in the Capital Improvement Program will not increase
maintenance costs due to the replacement of aging infrastructure and efficiencies associated with new and
improved facilities and systems. With the accepted 2022 BPR Plan, the department is focusing increasingly on
the renovation and refurbishment of existing assets as part of the theme of "Taking Care of What We Have".
Capital Improvement Program
2025-30 Parks and Recreation Department Capital Improvement Program (CIP) Summary
Page 328
Primos Park Park Refreshes:
Barker Park (2025)
Civic Area Phase II
Reimagining
Located on a 9-acre site along
Violet Avenue between Broadway
and 19th Streets, this new
neighborhood park is designed to
be within walking distance and will
be inviting and accessible to all
ages, cultures, and people with
disabilities. The community
recommended the park name of
“Primos Park,” to reflect local
hopes and dreams for the site, as
well as a visual brand that is of
and from the community. “Primos”
means “cousins” in Spanish and
reflects neighbors’ hopes of
gathering with friends and family
in the future park. It will be
adjacent to the recently opened
North Boulder Branch Library and
the city’s largest manufactured
home community. In 2024,
preliminary plan concepts
emerged through extensive
community engagement and
reflect how local identities and
cultural preferences helped shape
the look, feel, and function of the
neighborhood-scale park concept
plan that is truly unique to this
community. Innovative design and
construction practices will
highlight the ways green
infrastructure and ecosystem
enhancements can address
flooding, increase biodiversity, and
provide inclusive recreation
spaces that foster community
health and wellbeing. These
nature-based solutions will
support youth and community
identity and cultural practices,
while promoting the many
physical, mental, and emotional
benefits of time spent outdoors.
Boulder's urban park system is
foundational to the mission of the
Parks and Recreation
Department. Upon completion of
the department's plan in 2014, the
department committed to ongoing
park system renovations/repairs
based on priority needs and asset
management for all outdoor
facilities. This commitment was
reaffirmed with the adoption of the
2022 BPR Plan with the key
theme of “Taking Care of What
We Have.”
This CIP category combines
individual funding for playgrounds,
parking lots, shelters, courts and
ADA for significant park
improvements at a single park to
breathe new life into them. Each
year, the department prioritizes
the assets that need replacement
or renovation based on the
condition and criticality of the
asset. Park refreshes will follow
the typical construction process,
with community engagement,
proposed plans, permitting,
building, and activation of park
spaces. Project refreshes will be
determined approximately 2 years
in advance to determine which
park and assets will be refreshed
based on criteria including safety
and code compliance, age of the
equipment, location in the city,
asset condition, park amenities,
user visitation, and opportunities
for efficiencies, collaboration or
partnerships with other
departments or the surrounding
neighborhood. The chosen park
project(s) will be communicated to
the public through a robust
Boulder has routinely been named
one of the top places in America
to call home and in keeping with
this charge, the Civic Area Phase
II project is critical to maintaining
this way of life. At the heart of
downtown the city can rethink
urban park design and ensure a
connection to nature, a robust
local economy, a dynamic art
scene, and the brimming culture
can continue to thrive through
space activation.
The project vision encompasses
the makings of a beautiful
recreational river park at the core,
with incredible views of the
Flatirons. This area is flanked by
bookends that can entertain civic,
cultural, and commercial
development that are alive with
activity, collaboration and
innovation. This will be a space for
everyone - a lively and distinct
destination that reflects the
community's values, where people
of all ages, abilities, backgrounds,
and incomes feel welcome to
recreate, socialize, relax and
enjoy the ambience of a high-
altitude urban center at the feet of
the Rocky Mountains.
This project focuses on the “Park
at the Core,” with the green ribbon
along Boulder Creek as the
unifying design that will weave
metropolitan and park space into
a diverse, sustainable, equitable,
resilient, communal, recreational,
artistic, cultural, educational, and
social gathering space that
reflects Boulder’s identity as a fun
and friendly place to live.
Page 329
2025-30 Planned Spending:
$2,920,000
2025 Budget: $2,920,000
2023-24 Budget for Community
Outreach & Design: $1,850,000
Estimated Completion Date: 2026
community engagement process.
Recent Park renovations have
included Tantra Park, Arapahoe
Ridge Park, Christensen Park and
Crestview Park. Future projects
include Barker Park in 2025 and
Eben G Fine in 2026.
2025-30 Planned Spending:
$10,140,000
2025 Budget (Barker Park):
$540,000
Estimated Completion Date:
Ongoing
2025-30 Planned Spending:
$17,500,000
2025 Budget: $2,000,000
2023-24 Budget for Community
Outreach and Design: $1,000,000
Estimated Completion Date: 2027
Page 330
Access
Improvements at
Pleasant View Fields
Urban Forest
Management
Pearl Street Mall
Refresh
As the Pleasant View Fields
Sports Complex has grown in
popularity, field configurations
have adjusted to allow for more
usage (e.g., smaller 8v8 youth
fields). The amount of vehicle
parking has remained the same
and strained the ability to program
this complex to its full capacity.
This has resulted in facility users
and event spectators frequently
overwhelming parking in adjacent
neighborhoods and motor vehicle
crashes in the parking lot,
including one with a cyclist. These
access improvements will address
safety concerns; encourage and
improve multimodal access to,
from, and within the site; and
provide and enhance overflow
parking options.
2025-30 Planned Spending:
$448,000
2024 Budget: $752,000
Estimated Completion Date: 2025
Funding will support the
preservation of existing trees
through routine pruning and
maintenance, planting of new
trees, and associated
infrastructure improvements, such
as irrigation, to ensure the
sustainability of trees. This project
overlaps with the Cool Boulder
initiative and the Urban Forest
Strategic Plan.
2025-30 Planned Spending:
$3,000,000
2025 Budget: $500,000
Estimated Completion Date:
Ongoing
Located within downtown Boulder,
the iconic and nationally
renowned Pearl Street Mall is a
stretch of pedestrian activity,
novelty retail and outdoor public
space that is the heart of Boulder.
This project delivers upgrades to
critical infrastructure for its 50th
anniversary in 2027. The purpose
of the project is to develop and
implement a flexible and
sustainable plan for the mall to
address deteriorating
infrastructure, provide equitable
and sufficient space for high-
quality public gathering, enhance
economic vitality and improve
access while honoring the mall’s
rich historic legacy. The project
will create a refreshed
environment with play spaces, art
programming, educational
opportunities with water quality
gardens, redesign key spaces to
serve users and maintenance
improvements for everyday
function and operational needs.
The 2027 project will identify
future enhancement phases that
could occur with additional
funding, in line with the
Commercial District Connections
and Quality of Life project
currently underway by the
Community Vitality Department.
2025-30 Planned Spending:
$3,150,000
2025 Budget: $150,000
Estimated Completion Date: 2027
Page 331
Court System Plan Play Areas Picnic Shelters and
Restrooms
BPR recently completed a Court
System Plan that analyzed and
evaluated the city’s racket sport
courts and made
recommendations and identified
potential opportunities in the
short- and long-term. This
includes the number of courts, use
type for each court (shared or
dedicated), capital investment,
management, and programming.
The plan provides a balanced
approach, identifies priorities over
the next ten years, and considers
interests and desires that
outweigh available funding while
also providing opportunities to
maximize community benefit
through joint-use agreements and
partnerships. Key
recommendations of the plan
include:
BPR should continue to invest
$400K per year over the next
six years to improve playability
of existing courts and reduce
long-term maintenance costs.
BPR should develop additional
outdoor courts as funding and
capacity allow. The
recommended additions are 22
additional dedicated tennis
courts and 22 dedicated
pickleball courts.
BPR should pursue
programming, reservation, and
maintenance improvements.
The current funding of $400k per
annum enables BPR to convert
existing court foundations to post
tension concrete which will
Located across the parks system,
play areas will be updated over
the coming years to incorporate
the latest research in creating fun,
learning and skills building
opportunities for age ranges 0-5,
6-12, and teens. The range of play
areas will be unique to this
community, with an emphasis on
accessibility. Innovative design
and construction practices will
also highlight the ways a
combination of structured play
(pre-fabricated play structures),
and unstructured play (nature play
and natural materials) promote the
many physical, mental, and
emotional benefits of time spent in
play.
The new play areas in Boulder will
provide a range of benefits
including fostering empowerment,
creativity and independence while
promoting physical and mental
well-being.
2025-30 Planned Spending:
$2,500,000
Estimated Completion Date:
Ongoing
Parks are one of the quickest and
most effective ways to build a
sense of community and improve
quality of life. They provide places
for people to connect and interact
in a shared, green environment.
Picnic shelters and bathrooms in
parks support public gathering
spaces that encourage social
connection and prevent isolation.
Refreshed bathrooms and picnic
shelters increase park visitation
and activity which are shown to
increase utilization and reduce
crime.
BPR has developed an approach
to reinforce bathrooms to stand up
to more intense uses by installing
heavy grade toilets and sinks and
upgrading utilities to deal with the
abuse they now receive on a
regular basis.
The forty picnic shelters across
BPR’s system are all in relatively
good condition. New funding to
maintain these amenities will
support their replacement due to
weather damaging smaller
shelters and the typical repair
work for all shelters including
painting, upgrading picnic tables,
fixing gutters and roofs.
Ultimately, the goal is for parks to
be safely enjoyed by visitors who
make use of high-quality shelter
facilities for gatherings. Staff
continually work to manage
shelter restrooms due to
unintended use, preserve the
availability of free, dignified public
restrooms, and decrease
associated repair costs.
Page 332
increase their life and reduce
maintenance.
2025-30 Planned Spending:
$2,400,000
2025 Budget: $400,000
Estimated Completion Date:
Ongoing
2025-30 Planned Spending:
$1,500,000
2025 Budget: $250,000
Estimated Completion Date:
Ongoing
Parks & Recreation CIP By Project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Civic Area Phase II $2,000,000 $10,000,000 $5,500,000 $0 $0 $0
Park Refresh $540,000 $2,200,000 $0 $3,100,000 $2,300,000 $2,000,000
Urban Forest Management $500,000 $500,000 $500,000 $500,000 $500,000 $500,000
Primos Park $2,920,000 $0 $0 $0 $0 $0
Boulder Reservoir South Shore $0 $400,000 $1,500,000 $600,000 $0 $0
Asset Management- Play Areas $0 $500,000 $500,000 $500,000 $500,000 $500,000
Court System Plan $400,000 $400,000 $400,000 $400,000 $400,000 $400,000
Asset Management - Regional Facilities $300,000 $300,000 $300,000 $300,000 $300,000 $300,000
Asset Management- Restrooms and Picnic Shelter $250,000 $250,000 $250,000 $250,000 $250,000 $250,000
R&R Access& Mobility $300,000 $300,000 $200,000 $200,000 $200,000 $200,000
Asset Management- General Maintenance $200,000 $200,000 $250,000 $250,000 $200,000 $200,000
East Boulder Community Center Deep Retrofit &
Renovations $1,200,000 $0 $0 $0 $0 $0
Pearl Street Mall Refresh $150,000 $1,000,000 $0 $0 $0 $0
Asset Management- Aquatics Facilities $100,000 $0 $1,000,000 $0 $0 $0
R&R Irrigation $210,000 $125,000 $125,000 $125,000 $125,000 $125,000
System Planning $120,000 $60,000 $50,000 $50,000 $400,000 $0
R & R Fields $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
Boulder Junction Park $500,000 $0 $0 $0 $0 $0
Operational Planning $200,000 $0 $0 $0 $270,000 $0
Access Improvements at Pleasant View Fields $448,000 $0 $0 $0 $0 $0
Asset Management-Natural Lands $50,000 $75,000 $75,000 $75,000 $75,000 $75,000
Columbia Cemetery Capital Maintenan $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
TOTAL $10,538,000 $16,460,000 $10,800,000 $6,500,000 $5,670,000 $4,700,000
Page 333
Spending on Projects within Transportation &
Mobility
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
5.0M
10.0M
15.0M
20.0M
25.0M
30.0M
35.0M
DollarsSpecial Revenue Funds
Capital Project Funds
Sort Large to Small
Overview of Transportation & Mobility Projects
The Transportation & Mobility Capital Improvement Program (CIP) is the primary way in which the goals and
objectives of the City of Boulder 2019 Transportation Master Plan, Vision Zero Action Plan and Core Arterial
Network are accomplished.
To deliver these goals and objectives, this program includes design and construction projects that provide
transportation infrastructure enhancements, capital programs that help to preserve existing infrastructure, and
other improvements and initiatives that improve safety and mobility for the community.
Capital Improvement Program
2025-2030 Transportation & Mobility Department Capital Improvement Program (CIP) Summary
Page 334
Folsom Corridor
Study & Preliminary
Design
Baseline Road
Transportation
Safety Project Phase
2 Improvements
Broadway Business
Access and
Transit (BAT) Lanes
Folsom Street is an important
north-south corridor in the city.
The city will study Folsom Street
from Colorado Avenue to Pine
Street to identify ways to make
biking, walking, driving and taking
transit safer and more convenient.
This project will develop a
preliminary design that the city will
use to pursue grant opportunities
for funding future final design and
construction.
Total Project
Budget: $1,500,000.
2025 Budget: $1,500,000.
Estimated Completion Date:
2026.
This project will build on Phase 1
improvements to Baseline Road
that were completed during 2023
to improve safety and mobility
through expanded multimodal
improvements to the
street. Improvements include
improved transit stop treatments,
protected bike lanes and
intersections, safer pedestrian
crossings and ADA improvements.
Total Project Budget:
$3,980,000.
2025 Budget: $3,122,000.
Estimated Completion Date:
2027.
The Broadway Business Access
and Transit (BAT) Lanes project
supports continuous business
access and transit lane from Table
Mesa Drive to Regent Drive. The
project will modify the
intersections at Broadway and
Table Mesa Drive and Broadway
and Regent Drive. This project will
improve both regional and
local transit reliability, supporting
the community's climate action
goal to reduce single occupancy
vehicle travel and improve travel
choices.
Total Project Budget:
$4,600,000.
2025 Budget: $3,100,000.
Estimated Completion Date:
2027.
Page 335
47th St & BNSF
Sidewalk Crossing
Iris Avenue
Transportation
Improvements
Project
Pavement
Management
Program
47th Street and BNSF Railway
railroad crossing does not have a
sidewalk crossing and has been a
top priority in the city's list
of missing sidewalk links for many
years. This project will connect the
existing sidewalks on the north
and south with a new sidewalk
across the BNSF railway tracks.
Total Project Budget: $936,250.
2025 Budget: $508,750.
Estimated Completion Date:
2026.
The Iris Avenue Transportation
Improvements Project will identify
and implement ways to make Iris
Avenue between Broadway and
28th Street safer, more connected
and more comfortable. This
project will develop improvements
focused on:
Increasing mobility choices.
Improving safety for everyone.
Making walking, bicycling and
taking transit more attractive
and convenient.
Improving connections to local
and citywide destinations.
The project is currently funded
through the final design phase.
City staff expect to use the final
design documents to pursue grant
funding for the implementation
and construction phase of the
project.
Total Project Budget: $450,000.
2025 Budget: $450,000.
Estimated Completion Date:
2026.
Through the city's Pavement
Management Program (PMP), the
city inspects all streets in
Boulder's 300-mile street system
every three years to check
existing conditions and guide
where pavement repairs will be
made.
The Pavement Management
Program Mobility Enhancements
Initiative takes advantage of cost-
saving opportunities by including
bicycle, pedestrian and transit
facility improvements into annual
pavement resurfacing work to help
make city streets safer for walking
and biking.
2025-2030 Planned Spending:
$31,399,657
2025 Budget: $5,562,000.
Estimated Completion Date:
Ongoing.
Page 336
Missing Sidewalk
Links Program
Violet Avenue Bridge East Arapahoe Final
Design
Construction of missing sidewalk
links supports the city's Pedestrian
Policy Plan, part of the
Transportation Master Plan, by
filling in gaps in the sidewalk
system and ensuring connections
to transit.
The Transportation & Mobility
Department prioritizes the
construction of small and large
missing sidewalk link projects
based on several factors,
including existing utility and
roadway conditions.
2025-2030 Planned Spending:
$985,000.
2025 Budget: $135,000.
Estimated Completion Date:
Ongoing.
The existing Violet Avenue bridge
over Fourmile Canyon Creek is in
poor condition and one of the
worst rated bridges in the city.
This is a multi-departmental effort
to address infrastructure
deficiencies and make
enhancements to this historically
underserved area.
With adjacent Violet Park planning
efforts underway by the Parks &
Recreation Department, the
Transportation & Mobility
Department is taking this
opportunity to prepare a final
design and construction for the
Violet Avenue bridge. The
department is also coordinating
with the Utilities Department on
need-based improvements to the
Fourmile Canyon Creek
Conveyance Channel.
Total Project Budget:
$8,000,000.
2025 Budget: $1,000,000.
Estimated Completion Date:
2027.
The city has partnered with the
Colorado Department of
Transportation (CDOT) to
continue the design of CO 7/East
Arapahoe between 28th Street
and Foothills Parkway. The design
will advance the concepts
developed in the East Arapahoe
Transportation Plan. The design
will be refined in a 15% level
design currently being led by
CDOT. This final design effort will
take place in 2024 and 2025 in
close cooperation with CDOT and
will set the stage for future grant
funding opportunities for
implementation and construction.
Total Project Budget:
$2,966,000.
2025 Budget: $2,286,550.
Estimated Completion Date:
2026.
Transportation & Mobility CIP By Project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Pavement Management Program $5,124,902 $4,708,214 $4,694,190 $5,458,718 $5,622,479 $5,791,154
Safe Streets 4 All (SS4A) Grant Projects $3,000,000 $4,800,000 $0 $12,000,000 $7,800,000 $0
Violet Avenue Bridge $1,000,000 $4,500,000 $2,000,000 $0 $0 $0
TIP Local Match/TMP Implementation $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000
Major Capital Reconstruction $928,818 $856,682 $985,383 $1,014,944 $1,045,393 $1,076,755
30th St Construction (Colo to Aurora)$1,200,000 $1,100,000 $3,000,000 $0 $0 $0
Folsom Bridge $0 $0 $1,000,000 $4,000,000 $0 $0
Central Avenue Bridge Replacement $4,000,000 $1,000,000 $0 $0 $0 $0
Page 337
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
TIP Local Match TMP Implementation $750,000 $750,000 $750,000 $750,000 $750,000 $750,000
Ped Facilities Repair, Replace, ADA $657,732 $667,598 $677,612 $687,776 $698,093 $708,564
Sumac Reconstruction $3,000,000 $1,000,000 $0 $0 $0 $0
Baseline Road Phase 1 & 2 $3,122,000 $0 $0 $0 $0 $0
Broadway BAT Lanes $3,100,000 $0 $0 $0 $0 $0
Streetlight Capital Maintenance $245,860 $326,614 $452,329 $600,000 $700,000 $750,000
Multiuse Path Capital Maintenance $442,170 $451,013 $460,034 $469,234 $478,619 $488,191
East Arapahoe Final Design $2,286,550 $0 $0 $0 $0 $0
Chautauqua Undergrounding $491,238 $585,537 $678,207 $0 $0 $0
Sidewalk Maintenance $262,465 $266,402 $270,398 $274,454 $278,571 $282,749
Multiuse Path - Enhancements $250,000 $257,500 $265,225 $273,182 $281,377 $289,819
Folsom Corridor Study $1,500,000 $0 $0 $0 $0 $0
Vision Zero - PMP Integration $150,000 $200,000 $225,000 $250,000 $250,000 $275,000
RTOT CAM-Sign Enhancements $1,300,000 $0 $0 $0 $0 $0
US-36 TAP Grant $434,000 $736,000 $0 $0 $0 $0
Ped Facs Enh Missing Links Crossing $135,000 $150,000 $165,000 $175,000 $175,000 $185,000
Manhattan SRTS $707,222 $0 $0 $0 $0 $0
Greenways Program Transportation $97,500 $97,500 $97,500 $97,500 $97,500 $97,500
Traffic Signal Upgrades $140,000 $140,000 $140,000 $140,000 $0 $0
14th & Canyon Traffic Signal $550,000 $0 $0 $0 $0 $0
47TH/BNSF Sidewalk $508,750 $0 $0 $0 $0 $0
Iris Corridor Improvement $450,000 $0 $0 $0 $0 $0
Reconstruct airport entrance road Phase I and II $0 $431,111 $0 $0 $0 $0
Signal Maintenance & Upgrade $0 $0 $200,000 $0 $200,000 $0
Wildlife fencing Phases II and III $356,000 $0 $0 $0 $0 $0
MIsc Development Coordination $50,000 $50,000 $50,000 $50,000 $50,000 $50,000
Traffic Signal Broadband Fiber $200,000 $0 $0 $0 $0 $0
Rehabilitate East Hangar, Helicopter Apron, Taxi-lane $0 $0 $140,000 $0 $0 $0
Rehabilitate Runway 8G|26G $0 $125,000 $0 $0 $0 $0
TOTAL $37,440,207 $24,199,171 $17,250,878 $27,240,808 $19,427,032 $11,744,732
Page 338
Spending on Projects within Utilities
Visualization
2025
Budget
2026
Budget
2027
Budget
2028
Budget
2029
Budget
2030
Budget
Fiscal Year
0.0
20.0M
40.0M
60.0M
80.0M
100.0M
DollarsEnterprise Funds
Sort Large to Small
Overview of Utilities Projects
The key theme for the Utilities Capital Improvement Program (CIP) continues to be maintenance of existing
and aging infrastructure. Maintaining existing infrastructure is critical to delivering safe and reliable services to
our customers and investment into maintenance of existing infrastructure is less costly in the long run.
Capital Improvement Program
2025-30 Utilities Department Capital Improvement Program (CIP) Summary
Page 339
Betasso Water
Treatment Plant
Improvements
Barker Water System
Rehabilitation
Projects
Main Sewer
Improvements
Project
The Betasso Water Treatment
Plant Disinfection & Corrosion
Control System Improvements
Project is a multi-phased
construction project. The project
includes upgrades to the calcium
hydroxide (lime), carbon dioxide
and disinfection systems. The
project addresses aging assets,
regulatory compliance, future
capacity and adds redundancy to
increase operational flexibility.
Portions of the construction have
begun, and overall project
completion is scheduled for 2027.
The current estimated total
construction cost is $32M.
FY 2025 - FY 2030 Budget:
$21,008,000
The Barker Water System
includes multiple Barker source
water rehabilitation projects. The
largest is the Barker Gravity line, a
12-mile long pipeline that delivers
water from Barker Reservoir in
Nederland to Kossler Reservoir,
located up Flagstaff Road. The
pipeline is over 100 years old, and
repair and/or replacement is
critical to maintain water supply
from the Middle Boulder Creek
system to the city for treated water
demands. The project is
scheduled for approximately 1-
mile of pipeline segment
rehabilitation annually for 12
years, which began in 2017.
The outlet works at Barker Dam is
over 100 years old. Although it
remains functional, replacement is
necessary to maintain this critical
infrastructure. The project will
enable water to be withdrawn from
different levels of the reservoir
and enhance overall water quality.
The estimated total construction
cost for the outlet works is $35M.
FY 2025 - FY 2030 Budget:
$54,390,000
The main sewer conveys most of
the wastewater from the Boulder
community to the city's Water
Resource Recovery Facility
(WRRF). The project will construct
a new 42” to 54” sanitary sewer
line from Valmont Road and Butte
Mill Drive to the WRRF, and
replace a siphon from Gunbarrel.
The existing line will be
rehabilitated to continue serving
flows from the Fourmile Trunk
Sewer and Airport Road, as well
as providing resiliency during
future flooding events. A
rehabilitation project was
completed in early 2023 to
address the most severely
degraded portions of the existing
line. Construction is underway and
65% of the pipeline has been
installed. Completion is expected
in 2025. The first two project
phases have an estimated cost of
$58M. Due to higher than
anticipated construction costs, the
third phase of the project has
been deferred at an estimated
cost of $9.7M.
FY 2025 - FY 2030 Budget:
$9,730,000
Page 340
Gregory Canyon
Creek Flood Project -
Phase 1
South Boulder Creek
Flood Mitigation -
Phase 1
Trunk Sewer
Improvement
Projects
Gregory Canyon Creek
Drainageway Phase 1
improvements are planned from
Arapahoe Ave. to Pennsylvania
Ave. to provide capacity for a 25-
year flood event. Gregory Canyon
Creek is a steep, narrow
drainageway with mature
vegetation that has limited
capacity to convey flood waters
from the Chautauqua area north
down to Boulder Creek. The
updated estimate for Phase 1 has
increased to $19M, with final
design and property acquisition
scheduled for 2025 and
construction set to begin in 2026.
Phase 2 of the project (from
Chautauqua to Pennsylvania) is
not scheduled in the 6-year CIP
window.
FY 2025 - FY 2030 Budget:
$5,408,000
South Boulder Creek Flood
Mitigation Phase 1 is currently in
the 90% design and permitting
phase. The project includes the
construction of a dam near the
intersection of US 36 and Table
Mesa Drive. The project and
associated funding was approved
last year as part of the 2024
budget. This project is scheduled
for construction in 2025 and has a
current estimated construction
cost of $63M.
FY 2025 - FY 2030 Budget: $0
($63,000,000 in expenses for this
project will be appropriated in
2025 outside of the regular budget
development, at the time of debt
approval for the associated
municipal bond)
Trunk sewer improvement projects
are critical infrastructure initiatives
undertaken by municipal utilities to
manage and transport wastewater
from residential, commercial, and
industrial areas to treatment
facilities. The City of Boulder has
three Tier 1 trunk sewer projects
planned over the next six years,
with two key projects detailed
below:
Goose Creek Trunk Sewer
Improvements: This project
focuses on upgrading the trunk
sewer to enhance capacity and
rehabilitate outdated
infrastructure in the Goose
Creek service area. Phase 1 of
the construction was completed
in 2021, while Phase 2 is set to
begin in 2026.
Arapahoe Trunk Sewer
Improvements (design pictured
above): This project focuses on
upgrading the trunk sewer that
serves a large part of central
Boulder. Construction is
expected to begin around
2029. The start date was
postponed to accommodate
essential replacements of other
Tier 1 trunk sewer projects,
such as the Main Sewer
Interceptor Project, and to
facilitate the planned paving of
Arapahoe Road in 2026.
FY 2025 - FY 2030 Budget:
$37,614,000
Page 341
Utilities CIP By Project
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Transmission System Repair & Replacement Program $10,700,000 $4,069,000 $17,710,000 $2,606,000 $5,108,000 $4,630,000
Barker Dam Outlet Works System Rehabilitation and
Replacement $0 $0 $0 $35,096,000 $0 $0
Upper Goose Creek Stormwater Improvements $2,080,000 $0 $0 $29,620,819 $0 $0
Arapahoe Trunk Sewer Replacement $0 $0 $1,226,000 $1,275,000 $26,523,000 $0
Sanitary Sewer Rehabilitation $3,950,000 $4,110,000 $4,270,000 $4,450,000 $4,620,000 $4,810,000
Betasso Water Treatment Facility Disinfection & Corrosion $15,600,000 $5,408,000 $0 $0 $0 $0
Water Resource Recovery Facility Temperature Regulation
Compliance $0 $0 $0 $1,638,000 $17,033,000 $0
Barker Gravity Pipeline Repair $4,129,000 $4,456,000 $4,814,000 $5,194,000 $0 $0
Distribution Waterline Replacement $425,000 $0 $0 $5,400,000 $5,600,000 $5,800,000
Main Sewer Improvements $0 $0 $0 $0 $9,730,000 $0
Local Drainage Improvements $1,154,400 $1,200,576 $1,248,599 $1,298,543 $1,350,485 $1,404,504
Boulder Canyon Hydroelectric (BCH) Penstock Repair $650,000 $1,000,000 $1,100,000 $1,140,000 $1,190,000 $1,230,000
Water Resource Recovery Facility Primary Clarifiers
Recoating and Replacement $1,560,000 $0 $0 $351,000 $3,650,000 $0
Gregory Creek Flood Mitigation $0 $5,408,000 $0 $0 $0 $0
Preflood Property Acquisition $800,800 $832,832 $866,145 $900,791 $936,823 $974,296
Transportation & Stormwater/Flood Coordination $769,600 $800,384 $832,399 $865,695 $900,323 $936,336
Storm Sewer Rehabilitiation $769,600 $800,384 $832,399 $865,695 $900,323 $936,336
BWTF Chemical Feed Systems R&R $0 $0 $0 $4,679,000 $0 $0
South Boulder Creek Trunk Sewer Improvements $520,000 $0 $0 $0 $1,947,000 $2,025,000
Water Resource Recovery Facility Standby Power
Improvements $4,160,000 $0 $0 $0 $0 $0
Lower Goose Creek Trunk Sewer Replacement $312,000 $3,786,000 $0 $0 $0 $0
Water Resource Recovery Facility Rehabilitation $582,000 $606,000 $630,000 $655,000 $681,000 $709,000
Chautauqua Undergrounding $1,221,781 $1,398,406 $1,201,181 $0 $0 $0
Barker Dam and Reservoir Repair and Improvements $0 $0 $0 $3,510,000 $0 $0
Sanitary Sewer Manhole Rehabilitation $500,000 $750,000 $750,000 $750,000 $360,000 $370,000
Water Resource Recovery Facility Digester Complex $0 $0 $3,375,000 $0 $0 $0
63rd Water Treatment Facility Chemical Feed Systems $0 $0 $3,375,000 $0 $0 $0
Sunshine Campus Repair & Replacement and
Improvements $0 $3,245,000 $0 $0 $0 $0
Middle Boulder Creek Stormwater Improvements $0 $3,244,800 $0 $0 $0 $0
Water Resource Recovery Pumps $166,000 $1,974,000 $844,000 $0 $0 $0
Water Resource Recovery Facility Secondary Clarifiers
Repair $2,912,000 $0 $0 $0 $0 $0
Meter Replacement Program $200,000 $200,000 $700,000 $700,000 $700,000 $0
Treated Water Other Miscellaneous Repair & Replacement $0 $0 $0 $0 $0 $2,479,409
Water System Master Plan & COS $0 $0 $0 $0 $2,433,000 $0
Treated Water Other Miscellaneous Repair & Replacement $364,000 $379,000 $394,000 $409,000 $426,000 $443,000
Water Mains In-House Repair & Replacement Program $350,000 $350,000 $500,000 $600,000 $600,000 $0
Water Resource Recovery Facility Activated Sludge $0 $0 $0 $0 $341,000 $1,898,000
Four Mile 05 - Violet Park Flood Improvements $2,184,000 $0 $0 $0 $0 $0
Drainageway Maintenance/Enhancement $291,200 $302,848 $314,962 $327,560 $340,663 $354,289
Stormwater Quality Improvements $228,800 $237,952 $247,470 $257,369 $267,664 $278,370
Boulder Creek Flood Mitigation $0 $0 $0 $865,695 $0 $616,179
Water Resource Recovery Facility Permit Improvements $1,352,000 $87,000 $0 $0 $0 $0
Source Water Rehabilitation Program $208,000 $216,000 $225,000 $234,000 $243,000 $253,000
Silver Lake Hydroelectric/Pressure Reducing Valve
Upgrades $0 $0 $169,000 $1,170,000 $0 $0
Water Resource Recovery Facility Instrumentation &
Control Rehabilitation $0 $108,000 $1,125,000 $0 $0 $0
Water Resource Recovery Facility Hot Water Loop
Replacement $1,040,000 $0 $0 $0 $0 $0
Wastewater Collection System Monitoring & Analysis $156,000 $162,000 $169,000 $175,000 $182,000 $190,000
Watershed Fire Mitigation and CR Inventory Study $175,000 $175,000 $150,000 $150,000 $150,000 $190,000
Kossler Dam Rehabilitation $94,000 $876,000 $0 $0 $0 $0
Water Resource Recovery Facility Redundant Strain-Press
Improvements $0 $0 $0 $877,000 $0 $0
Wastewater Utility Master Plan $832,000 $0 $0 $0 $0 $0
Wittemyer Ponds Improvements to Facilitate Water
Exchanges $0 $0 $0 $0 $0 $822,000
Miscellaneous Repair & Replacement $104,000 $108,000 $112,000 $117,000 $122,000 $127,000
Greenways Program - Flood Fund $101,400 $105,456 $109,674 $114,061 $118,624 $123,369
Meter Replacement Program $94,000 $97,000 $101,000 $105,000 $109,000 $114,000
Water Resource Recovery Facility Digester Cleaning $0 $0 $0 $351,000 $0 $256,000
Page 342
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
Barker Dam Stability Project $52,000 $541,000 $0 $0 $0 $0
Source Systems Condition Assessment $447,000 $142,000 $0 $0 $0 $0
Water Resource Recovery Facility Access Safety
Improvements $520,000 $0 $0 $0 $0 $0
Hydro Faciliities Rehab Program $73,000 $76,000 $79,000 $82,000 $85,000 $89,000
Green Lake 2 Dam Rehabilitation $260,000 $210,000 $0 $0 $0 $0
Silver Lake Dam $416,000 $0 $0 $0 $0 $0
Lakewood Pipeline Inspection & Maintenance $387,000 $0 $0 $0 $0 $0
Water Resource Recovery Facility Biogas System Upgrades $0 $0 $0 $0 $0 $380,000
Northern Colorado Water Conservancy District Conv -
Boulder Feeder Canal $78,000 $81,000 $84,000 $110,000 $0 $0
Watershed Improvements $52,000 $54,000 $56,000 $58,000 $61,000 $63,000
Orodell Hydroelectric/Pressure Reducing Valve Upgrades $260,000 $0 $0 $0 $0 $0
Water Resource Recovery Facility Electrical Systems
Upgrades $260,000 $0 $0 $0 $0 $0
Water Resource Recovery Facility Building Asset
Rehabilitation $52,000 $54,000 $56,000 $58,000 $0 $0
Kohler Hydro/Pressure Reducing Valve Upgrades $83,000 $0 $0 $117,000 $0 $0
Lakewood Hydroelectric/Pressure Reducing Valve Upgrades $0 $162,000 $0 $0 $0 $0
Sunshine Hydroelectric/Pressure Reducing Valve Upgrades $0 $162,000 $0 $0 $0 $0
Barker Dam Hydroelectric Feasibility Analysis $0 $108,000 $0 $0 $0 $0
Carter Lake Hydroelectric Feasibility Analysis $104,000 $0 $0 $0 $0 $0
Farmer's Ditch Improvements & Maintenance $100,000 $0 $0 $0 $0 $0
Goose Lake Dam Rehabilitation $93,000 $0 $0 $0 $0 $0
Betasso Hydroelectric / Pressure Reducing Facility $0 $87,000 $0 $0 $0 $0
Instream Flow Structures and Gaging $10,000 $11,000 $11,000 $12,000 $12,000 $13,000
Maxwell Hydroelectric/Pressure Reducing Valve Upgrades $52,000 $0 $0 $0 $0 $0
TOTAL $64,035,581 $48,181,638 $47,677,829 $107,185,228 $86,720,905 $32,515,088
Page 343
CCRS Capital Improvement Program Summary
Boulder's Community, Culture, Resilience & Safety (CCRS) Tax supports citywide capital infrastructure
investments as well as dedicates 10% of revenues for community non-profit grants. Council approved $1.9
million mid-year in 2022 to kick-start capital projects such as multimodal transportation projects and the
enterprise data platform and, with adoption of the 2023 Budget, Council approved $29.6 million in 2023 for
several key CCRS infrastructure projects.
With the adoption of the 2024 Budget, Council approved an additional $12.9M in 2024 for projects including
the land acquisition for the new Fire Station #2 ($6.0 million) and the initial design for renovations and retrofits
to the East Boulder Community Center ($4.0 million).
The 2025-2030 Capital Improvement Program recommends an additional $17.1 million in 2025 to support
several CCRS capital projects, including the design and land acquisition for the new Fire Station #4 ($4.0
million), construction costs for the replacement of the Central Avenue Bridge ($4.0 million) and further design
for the East Boulder Community Center Deep Retrofit and Renovation ($3.8 million).
Most significantly, the recommended CIP proposes $123.5 million over the six-year time horizon for key
community projects supported by CCRS, which includes an anticipated debt issuance in 2026 of $69.5 million
The Community, Culture, Resilience, & Safety (CCRS) Tax is a 0.3% sales and use tax that supports capital
infrastructure across the community, including non-profit support. For more information on the tax and non-
profit grant program, please visit this page.
Visualization
2025
Budget
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2028
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2029
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2030
Budget
Fiscal Year
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Dollars(3150559922) East Boulder…
(315TBD2) Fire Station #4 …
(3158888824) Fire Station …
(3700CCRSP4) Civic Area …
(3700CCRSP13) 10% Com…
(310TR178NC) Violet Avenu…
(3700CCRSP6) Central Ave…
(3700CCRSP5) Pearl Street…
(3700CCRSP1) 1% for Publi…
(3700CCRSP9) Traffic Sign…
(315FF25007) Age Well Wes…
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Capital Improvement Program
Community, Culture, Resilience, & Safety (CCRS) Tax
Page 344
East Boulder
Community Center
Deep Retrofit and
Renovations
Fire Stations 2 & 4
Replacements
Civic Area Phase II
A deep energy retrofit and
renovation to modernize and
provide opportunities for
community members to recreate
and maintain a healthy and active
lifestyle. The project aligns with
various departmental master
plans and is guided by the key
pillars in putting buildings on a
path towards environmental
sustainability, social responsibility,
and financial stewardship.
Design work will include robust
community engagement, energy
assessments and modeling and
options analysis to inform and
develop a full modernization plan
for the facility. Implementation and
construction will follow in
subsequent years. CIP outyears
also include funding for synergistic
upgrades to other recreation
centers to address program and
infrastructure needs.
2025-30 Budget: $47,500,000
2025 Budget: $3,800,000
Estimated Completion Date: 2027
The existing Fire Stations 2 and 4
are past their operational life span
and no longer accommodate the
Fire Departments service needs
or goals. Replacement of these
Fire Stations will provide
modernized emergency services
to the community ensuring safety
and resilience. Construction of the
new facilities will be guided by the
three pillars of the Facilities
Master Plan to ensure
sustainability and social goals are
being met and buildings are well
maintained. In 2024, land was
acquired for the site of Fire Station
#2.
In 2025, the Facilities and Fire-
Rescue Departments will work on
initial design and scoping for
Station #2 and the land acquisition
for Station #4.
Fire Station 2:
2025-30 Budget: $17,000,000
2025 Budget: $2,000,000
Estimated Completion Date: 2028
Fire Station 4:
2025-30 Budget: $21,000,000
2025 Budget: $4,000,000
Estimated Completion Date: 2032
The Civic Area Phase II
Reimagining project is critical to
maintaining Boulder's way of life,
with the opportunity arising at the
heart of downtown to rethink
urban park design to ensure the
connection to nature, robust local
economy, dynamic art scene and
the brimming culture can continue
to thrive. The project vision
encompasses the makings of a
beautiful recreational river park at
the core, with incredible views to
the celebrated Flatirons. This area
is flanked by bookends that can
entertain civic, cultural, and
commercial development that are
alive with activity, collaboration,
and innovation. This will be a
space for everyone - a lively and
distinct destination that reflects
the community's values, where
people of all ages, abilities,
backgrounds, and incomes feel
welcome to recreate, socialize,
relax and enjoy the ambience of a
high-altitude urban center at the
feet of the Rocky Mountains. This
project focuses on the “Park at the
Core”, designed around the green
ribbon along Boulder Creek is the
unifying design that will weave
metropolitan and park space into
a richly diverse, sustainable,
equitable, resilient, communal,
recreational, artistic, cultural,
educational, and social gathering
space that reflects Boulder’s
identity as a funky, fun and
friendly place to live.
2025-30 Budget: $16,600,000
2025 Budget: $1,100,000
Estimated Completion Date: 2027
Page 345
Pearl Street
Revitalization
Central Avenue
Bridge Replacement
Violet Avenue Bridge
Located within downtown Boulder,
the iconic and nationally
renowned Pearl Street Mall is a
stretch of pedestrian activity,
novelty retail and outdoor public
space that is the heart of Boulder.
The 50th anniversary of the
creation of this mall from 11th to
15th Street will enhance the mall
with improvements in 2026. The
project will update play spaces, art
programming, and redesign key
spaces to better serve users and
business owners with a focus on
improving access to public
restrooms.
2025-30 Budget: $1,150,000
2025 Budget: $150,000
Estimated Completion Date: 2027
Project will replace the failing
bridges on Central Avenue in
Flatirons Business Park over Dry
Creek #2.
This project will offers and
encourage a variety of safe,
comfortable, affordable, reliable,
convenient, and clean mobility
options which is an Accessible
and Connected SER Framework
objective.
2025-30 Budget: $5,000,000
2025 Budget: $4,000,000
Estimated Completion Date: 2026
The existing Violet Avenue bridge
over Fourmile Canyon Creek is in
poor condition and one of the worst
rated bridges in the city. This is a
multi-departmental effort to address
infrastructure deficiencies and make
enhancements to this historically
underserved area.
With adjacent Violet Park planning
efforts underway by the Parks &
Recreation Department, the
Transportation & Mobility
Department is taking this opportunity
to prepare a final design and
construction for the Violet Avenue
bridge. The department is also
coordinating with the Utilities
Department on need-based
improvements to the Fourmile
Canyon Creek Conveyance Channel.
2025-30 CCRS Budget: $5,900,000
(additional budget supplemented
from the Transportation Fund) 2025
Budget: $0 (additional budget
supplemented from the
Transportation Fund)
Community, Culture, Resilience & Safety Capital Projects
2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget
East Boulder Community Center Deep Retrofit &
Renovations $3,800,000 $42,500,000 $0 $0 $0 $0
Fire Station #4 Replacement $4,000,000 $2,000,000 $15,000,000 $0 $0 $0
Fire Station #2 Replacement $2,000,000 $15,000,000 $0 $0 $0 $0
Civic Area Phase II $1,100,000 $10,000,000 $5,500,000 $0 $0 $0
10% Community Non-Profit Grants $1,391,365 $1,419,779 $1,453,931 $1,489,282 $1,525,894 $1,563,835
Violet Avenue Bridge $0 $3,900,000 $2,000,000 $0 $0 $0
Central Avenue Bridge Replacement $4,000,000 $1,000,000 $0 $0 $0 $0
Pearl Street Mall Refresh $150,000 $1,000,000 $0 $0 $0 $0
1% for Public Art $125,223 $127,780 $130,854 $134,035 $137,330 $140,745
Traffic Signal Upgrades $140,000 $140,000 $140,000 $140,000 $0 $0
Age Well West Colocation with Recreation Centers Study $350,000 $0 $0 $0 $0 $0
TOTAL $17,056,588 $77,087,559 $24,224,785 $1,763,317 $1,663,224 $1,704,580
Page 346
2025 APPROVED BUDGET
FUND
FINANCIALS
GENERAL FUND
2025 Fund Financial
Page 348
COMMUNITY HOUSING ASSISTANCE PROGRAM
2025 Fund Financial
Page 349
GOVERNMENT CAPITAL
2025 Fund Financial
Page 350
CAPITAL DEVELOPMENT
2025 Fund Financial
Page 351
LOTTERY
2025 Fund Financial
Page 352
PLANNING & DEVELOPMENT SERVICES
2025 Fund Financial
Page 353
AFFORDABLE HOUSING
2025 Fund Financial
Page 354
.25 CENT SALES TAX
2025 Fund Financial
Page 355
RECREATION ACTIVITY
2025 Fund Financial
Page 356
CLIMATE ACTION PLAN
2025 Fund Financial
Page 357
OPEN SPACE
2025 Fund Financial
Page 358
SUGAR SWEETENED BEVERAGE DISTRIBUTION TAX
2025 Fund Financial
Page 359
EVICTION PREVENTION & RENTALASSISTANCE SERVICES
2025 Fund Financial
Page 360
ARTS CULTURE & HERITAGE
2025 Fund Financial
Page 361
AIRPORT
2025 Fund Financial
Page 362
TRANSPORTATION
2025 Fund Financial
Page 363
TRANSPORTATION DEVELOPMENT
2025 Fund Financial
Page 364
FOREST GLEN TRANSIT PASS (GID)
GENERAL IMPROVEMENT DISTRICT
2025 Fund Financial
Page 365
BOULDER JUNCTION ACCESS DISTRICT
TRAVEL DEMAND MANAGEMENT (TDM)
2025 Fund Financial
Page 366
COMMUNITY DEVELOPMENT BLOCK GRANT
2025 Fund Financial
Page 367
HOME INVESTMENT PARTNERSHIP GRANT
2025 Fund Financial
Page 368
PERMANENT PARKS & RECREATION
2025 Fund Financial
Page 369
BOULDER JUNCTION CAPITAL IMPROVEMENT
2025 Fund Financial
Page 370
CAPITAL IMPROVEMENT - CCRS
COMMUNITY, CULTURE, RESILIENCE & SAFETY TAX
2025 Fund Financial
Page 371
WATER UTILITY
2025 Fund Financial
Page 372
WASTEWATER UTILITY
2025 Fund Financial
Page 373
STORMWATER & FLOOD
2025 Fund Financial
Page 374
DOWNTOWN COMMERCIAL DISTRICT
COMMERCIAL DISTRICT - Formerly CAGID
2025 Fund Financial
Page 375
UNIVERSITY HILL COMMERCIAL DISTRICT
COMMERCIAL DISTRICT - Formerly UHGID
2025 Fund Financial
Page 376
BOULDER MUNICIPAL PROPERTY AUTHORITY
2025 Fund Financial
Page 377
BOULDER JUNCTION ACCESS (GID)
GENERAL IMPROVEMENT DISTRICT - PARKING
2025 Fund Financial
Page 378
TELECOMMUNICATIONS
2025 Fund Financial
Page 379
PROPERTY & CASUALTY
2025 Fund Financial
Page 380
WORKERS' COMPENSATION INSURANCE
2025 Fund Financial
Page 381
DENTAL SELF-INSURANCE
2025 Fund Financial
Page 382
MEDICAL SELF-INSURANCE
2025 Fund Financial
Page 383
COMPENSATED ABSENCES
2025 Fund Financial
Page 384
FLEET OPERATIONS & REPLACEMENT
2025 Fund Financial
Page 385
ENTERPRISE TECHNOLOGY
2025 Fund Financial
Page 386
EQUIPMENT REPLACEMENT
2025 Fund Financial
Page 387
FACILITY RENOVATION & REPLACEMENT
2025 Fund Financial
Page 388
APPROVED OCTOBER 17, 2024
2025 ADOPTED BUDGET ORDINANCE
Ordinance 8660 - Budget Adoption
Ordinance 8661 - Property Tax Mill Levy
Ordinance 8662 - Budget Appropriation
Ordinance 8656 - Annual Taxes & Fees
2025 ADOPTED RESOLUTIONS OF SPECIAL DISTRICTS
Boulder Junction Access District - Travel Demand Management
Resolution 49 - Budget Adoption
Resolution 50 - Mill Levy
Resolution 51 - Appropriation
Boulder Junction Access - General Improvement District - Parking
Resolution 50 - Budget Adoption
Resolution 51 - Mill Levy
Resolution 52 - Appropriation
Forest Glen Transit Pass - General Improvement District
Resolution 79 - Budget Adoption
Resolution 80 - Mill Levy
Resolution 81 - Appropriation
University Hill Commercial District - Formerly known as UHGID
Resolution 228 - Budget Adoption
Resolution 229 - Mill Levy
Resolution 230 - Appropriation
Downtown Commercial District - Formerly known as CAGID
ADOPTED BUDGET RECONCILIATION &ADOPTED BUDGET RECONCILIATION &ORDINANCEORDINANCE
Fiscal Year 2025 | Operating & Capital BudgetFiscal Year 2025 | Operating & Capital Budget
Page 390
Resolution 312 - Budget Adoption
Resolution 313 - Mill Levy
Resolution 314 - Appropriation
Boulder Municipal Property Authority
Resolution 160 - Budget Adoption
2025 ADOPTED BUDGET RECONCILIATION
The Boulder City Council deliberated the City Manager’s 2025 Recommended Budget during two readings on October 3,
2024 and on October 17, 2024. The Council approved the 2025 Budget on final reading unanimously by 8-0 vote on
October 17, 2024; with the following scheduled corrections.
The total 2025 Approved Operating Budget totals $399.3 million across all funds.
Page 391
BUDGET 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 and 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
BUDGET POLICIESBUDGET POLICIES
CITY OF BOULDER | ANNUAL BUDGETCITY OF BOULDER | ANNUAL BUDGET
FISCAL YEAR 2025FISCAL YEAR 2025
Page 392
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
Annual appropriations, with the exception of mid-year adjustments-to-base, capital 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 adjustments to the original 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 recommended
budget, the budget preparation process is not prescribed. The preparation process is developed by the City
Manager with input from the City Council.
The city will develop its annual budget incorporating historical trend analyses 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 a quarterly basis, at a minimum, and ensures
that expenditures do not exceed appropriations in a fund for the annual fiscal period.
SECTION 2: REVENUE POLICY
2.1 Revenue Review and Projection
The city reviews estimated revenue and fee schedules as part of the budget process. Estimated revenue is
projected in a for six years and updated annually with the annual budget, and semi-annually in the financial
system to incorporate revised revenue changes used to develop the annual budget.
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.
Fees will be reviewed and updated on an annual basis as part of the annual budget development process.
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.
Page 393
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.
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 3-5 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.
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 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.
2.7 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.
2.8 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
Page 394
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; promotion of customer confidence
in and acceptance of the accuracy, reasonableness, and fairness of the charges they incur.
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 percent of the replacement cost (with the exception of debt financed facilities).
The Facilities & Fleet Department 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.
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.
3.6 Grant Expenditures
Expenditures related to grants shall continue only during the period of time they are funded by the grant.
Any employees funded using grant funds will be considered seasonal, temporary or fixed-term.
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Grant applications should be submitted centrally through Finance Department staff for review and approval
with the assistance of requesting departments.
3.7 Property & Casualty, Workers Compensation, and Medical/Dental Self-Insurance Funds
The Property & Casualty Workers’ Compensation, Medical Self-Insurance, and Dental Self-Insurance 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 to determine the appropriate reserve levels.
3.8 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.
3.9 Compensation Policy
The Human Resources Department shall develop and maintain a compensation philosophy that support
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.
4.2 Inclusion of Operating Costs
Prior to approval of capital projects, associated operating costs must be identified, in accordance with the
Budget Policy Manual, 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.
SECTION 5: PENSION PLAN POLICY
5.1 Authorization to Expend Funds for Administrative Costs
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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
three percent 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.
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, direct purchase notes, 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
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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)
Insurance stabilization reserve
Restricted funds (only for emergency purposes within the function of each fund):
Emergency/stabilization reserves
Various replacement reserves
SECTION 8: CASH MANAGEMENT AND 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.
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.
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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.
Bond - Written promise to pay a specified sum of money, called the face value or principal, at a specified date
or dates in the future, called the maturity date(s), together with periodic interest at a specified rate.
Budget - Plan of financial operation, embodying an estimate of proposed expenditures for a given period and
the proposed revenue estimates of financing them. Upon approval by City Council, the budget appropriation
ordinance is the legal basis for expenditures in the budget year.
Capital Assets - Assets of significant value and having a useful life of several years. Capital assets are also
referred to as fixed assets.
Capital Improvement Program (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.
BUDGET TERMSBUDGET TERMS
CITY OF BOULDER | ANNUAL BUDGETCITY OF BOULDER | ANNUAL BUDGET
FISCAL YEAR 2025FISCAL YEAR 2025
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Debt Service - Payment of principal and interest related to long-term debt.
Department - An organizational unit of the city which provides one or more services.
Depreciation - Expiration in the service life of fixed assets, attributable to wear and tear, deterioration, action
of the physical elements, inadequacy and obsolescence.
Designated Fund Balance - That portion of the fund balance that has been set aside for a specific purpose by
the City Council.
Division - A group of related tasks to provide a specific benefit to either the general public or the city
organization. A division is a sub-organizational unit of the department.
Encumbrance - Appropriations committed by contract for goods or services, which have not yet been paid.
Excise Tax - Indirect tax on the manufacture, sale, or use of certain goods and/or products.
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 employee’s 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
payment.
Grants - Contributions or gifts of cash or other assets from another organization to be used or expended for
a specified purpose or activity.
Home Rule - Statutory and constitutional provisions, which allow municipalities to exercise powers of local
self-government such as the administration and collection of local taxes. The City of Boulder is a home rule
municipality.
Infrastructure - Facilities on which the continuance and growth of a community depend, such as streets, water
lines, etc.
Interdepartmental Charges - Charges for services provided by the Interdepartmental Service Funds. An
example of these charges is vehicle charges. These charges are reflected as expenditures in the department
budgets and as revenues in the 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.
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Maturity - The date on which the principal or stated value of investments or debt obligations are due and may
be reclaimed.
Mill Levy - Rate applied to Assessed Valuation of property to determine property taxes. A mill is 1/10th of a
penny, or $1.00 of tax for each $1,000 of assessed valuation. The city's maximum mill levy, excluding debt
service, is thirteen mills per City Charter.
Modified Accrual Basis - Revenues are recorded as the amount becomes measurable and available.
Expenditures are recorded when the liability is incurred.
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.
Operating Expenses - Those items that a department will utilize in its daily operations. Examples of these
items would be copying, office supplies, postage, work supplies, and chemicals. In addition, any item that a
department receives from outside agencies such as telephone services, gas and electric charges, equipment
rentals, rent, advertising, and contractual arrangements are also included in operating expenses.
Personnel Services - This category includes salary and benefits for standard and temporary employees. It also
includes budgeted overtime.
Plant Investment Fees - Charges to 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.
Supplemental Requests - Programs and services which departments would like to have added to their budget.
Typically, supplemental requests are covered by additional revenue, as is the case with new grants.
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.
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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.
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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.
Similarly to households or private enterprises, 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 the following departments/divisions:
Community Vitality
Finance - Tax & License
Planning & Development Services
Utilities
The information in this section includes what the city charges in 2024, the 2025 approved fees, and the annual
percentage change of the fees, which are approved to be effective January 1, 2025 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.
COMMUNITY VITALITY
Community Vitality sets a schedule of user fees to recover the cost of providing the Neighborhood Parking
Program as well as 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 parking permits and 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 adjusts in alignment with demand and the market. These rate changes also help CAGID and
UHGID keep pace with rising expenses.
CODIFIED FEES, RATES, & CHARGESCODIFIED FEES, RATES, & CHARGES
CITY OF BOULDER | ANNUAL BUDGETCITY OF BOULDER | ANNUAL BUDGET
FISCAL YEAR 2025FISCAL YEAR 2025
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For 2025, Downtown garage permits will remain at $165 per month, Downtown lots will increase to $100 per
month (which is a change in unit from the 2024 fee of $287 per quarter, or about $95 per month), and all
Neighborhood Parking Program and Mall permits will increase by 2025’s projected CPI of roughly 3.1% or a
minimum of $0.50 to aid in the cost recovery of that program (and additionally, Commuter Neighborhood
Parking Permits changed units from quarterly to monthly, which equals to about $38.33 per month in 2024 fees).
In addition to this increase, a new permit will be issued for two-week guest visits at a cost of $5.00 per permit
after the first two no-cost permits are issued. "No parking" sign costs increased by $0.10 per sign.
FINANCE - TAX & LICENSE
The Finance Department charges a fee for the following city licenses: Auction Licenses; Circus, Carnival, and
Menagerie Licenses; Hemp Licenses; Itinerant Merchant Licenses; Secondhand Dealer and Pawnbroker Licenses;
Mobile Food Vehicle Licenses; and Tobacco Licenses. In 2025, all of these license fees will be increased by the
amount of the Consumer Price Index (CPI).
The fees for Medical and Recreational Marijuana licenses are not recommended to change. These fees are
determined in collaboration with Police, Fire, Planning & Development, and the City Attorney’s Office, by
collecting and reviewing citywide expenditures, to allow for determination of reasoned and concrete rationale
before suggesting any changes to those license fees.
The fees for Liquor Licensing are set and capped by the State Liquor Code and State Rules.
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PLANNING AND DEVELOPMENT SERVICES (P&DS)
IMPACT FEES AND THE TRANSPORTATION EXCISE TAX
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 maximum amount the city can charge as an excise
tax is limited by the amounts approved by voters.
For 2025, the approved impact fees and the residential Transportation Excise Tax are adjusted by an inflationary
factor, using the Engineering News Record cost index and the prior year’s Consumer Price Index, respectively.
The first table below demonstrates the impact the changes will have on three types of development scenarios.
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UTILITIES
UTILITY RATE, SPECIFIC SERVICE CHARGES, AND 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 90 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;
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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.
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.
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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, notes, direct
purchase notes, 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 January 31, 2024.
The Combined Schedule of Long-Term Debt Payable and the current debt schedules by fund for 2025-2030
present more detailed information about the debt position of the city.
The city’s general obligation and revenue bond credit rating has been established as Aa1 by Moody’s Investors
Service and AAA by Standard & Poor’s. The primary reasons for these high rating levels are the general strength
and diversity of the Boulder economy anchored by a major university, above average income indicators, strong
financial performance and reserve policies, and affordable debt levels.
Under the City Charter, the city’s general obligation bonded debt issuances are subject to a legal limitation
based on 3% of total assessed value of real and personal property. None of the city’s outstanding debt is
supported by property taxes. As a result, all bonded debt is considered to be self-supporting and the ratio of net
bonded debt to assessed valuation is zero. The actual calculation of the debt margin is presented in the
DEBT POLICIESDEBT POLICIES
CITY OF BOULDER | ANNUAL BUDGETCITY OF BOULDER | ANNUAL BUDGET
FISCAL YEAR 2025FISCAL YEAR 2025
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Computation of Legal Debt Margin schedule.
GENERAL OBLIGATION BONDS
General Obligation Bonds are direct obligations of that pledge the full faith and credit of the City from ad
valorem taxes and other general revenues. Except for refunding bonds issued to achieve savings, City voters
must approve general obligation debt prior to issuance. The City’s total general obligation debt limit per the City
Charter is 3% of the total assessed value of real and personal property. The City’s current general obligation
debt is issued as sales tax revenue bonds enhanced by a general obligation pledge of the full faith and credit of
the City.
SERIES 2014 OPEN SPACE ACQUISITION BONDS
In October 2014, the City issued $10 million of Open Space Acquisition Bonds Series 2014 to finance open space
acquisitions. Funding for the bond is payable from the Open Space Fund sales tax revenues and are also backed
by the full faith and credit of the City. The bonds will mature in 2034 and, as of 12/31/2022, has a total liability of
$7.81 million at an interest rate between 2.00% and 3.00%. This does not include any premiums.
REVENUE BONDS
Revenue Bonds are payable from specific, dedicated source of revenues which does not pledge the full faith and
credit of the City. Except for enterprise funds and refunding bonds issued to achieve savings, City voters must
approve dedicated tax revenue bonds prior to issuance.
SERIES 2012 WATER AND SEWER REVENUE REFUNDING BONDS
In October 2012, the City issued $32 million in Water and Sewer Revenue Refunding Bonds to provide funds to
advance refund a portion of certain previously issued bonds of the city, purchase a surety bond for deposit in
the reserve fund, and pay expenses relating to the 2012 Bonds. The Refunding Notes will mature in 2025 and, as
of 12/31/2022, have a total liability of $9.33 million at an interest rate between 4.00% and 5.00%. This does not
include any premiums.
SERIES 2015 WATER AND SEWER REVENUE BONDS
In September 2015, the City issued $10.21 million in revenue bonds from the Water and Sewer Fee billed to
customers of the City’s water and sewer systems to provide funds to water and sewer improvements by the
Utility and pay the costs of issuance of the Series 2015 Bonds. The revenue bonds are paid through the Water
Utility Fund and Wastewater Utility Fund. The bonds will mature in 2035 and, as of 12/31/2022, has a total
liability of $8.81 million at an interest rate between 2.00% and 3.25%. This does not include any premiums.
SERIES 2016 WATER AND SEWER REVENUE BONDS
In June 2016, the City issued $34.145 million in revenue bonds from the Water and Sewer Fee billed to customers
of the City’s water and sewer systems to provide funds to water and sewer improvements by the Utility and pay
the costs of issuance of the Series 2016 Bonds. The revenue bonds are paid through the Water Utility Fund and
Wastewater Utility Fund. The bonds will mature in 2035 and, as of 12/31/2022, has a total liability of $29.35
million at an interest rate between 2.00% and 3.13%. This does not include any premiums.
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SERIES 2022 WATER AND SEWER REVENUE BONDS
In April 2022, the City issued $48 million in revenue bonds from the Water and Sewer Fee billed to customers of
the City’s water and sewer systems to fund capital improvements to the City’s Water System and Wastewater
System. The revenue bonds are paid through the Water Utility Fund and Wastewater Utility Fund. The bonds will
mature in 2042 and, as of 12/31/2022, has a total liability of $64.10 million at an interest rate between 3.88%
and 5.00%. This does not include any premiums.
SERIES 2018 WATER UTILITY FUND AND WASTEWATER UTILITY FUND REVENUE BONDS
In June 2018, the City issued $38.26 million in revenue bonds from the Water and Sewer funds to construct and
improve the City’s water treatment plant, a solar photovoltaic project to provide power to the plant, and
replacement of sewer lines. The revenue bonds are paid through the Water Utility Fund and Wastewater Utility
Fund. The bonds will mature in 2038 and, as of 12/31/2022, has a total liability of $42.33 million at an interest
rate between 3.00% and 3.38%. This does not include any premiums.
SERIES 2015 STORMWATER/FLOOD MANAGEMENT UTILITY FUND REVENUE BONDS
In July 2015, the City issued $22.85 million in revenue bonds from the Stormwater/Flood Management Utility
Fund to finance storm water and flood management improvements. The revenue bonds are paid through the
Storm Water/Flood Management Utility Fund. The bonds will mature in 2035 and, as of 12/31/2022, has a total
liability of $19.07 million at an interest rate between 2.00% and 3.50%. This does not include any premiums.
SERIES 2024 STORMWATER/FLOOD MANAGEMENT UTILITY FUND REVENUE BONDS
In 2024, the City issued $83 million in revenue bonds from the Stormwater/Flood Management Utility Fund.
These bonds will mature in 2042.
DIRECT PURCHASE NOTES
Direct purchase notes are long-term debt obligations which typically mature within 15 years or less but may
mature within a longer period of time.
SERIES 2021 CAPITAL IMPROVEMENT PROJECTS GENERAL FUND – REFUNDING NOTE
In March 2012, the City issued $49 million in General Fund Capital Improvements to finance over 89 individual
capital improvement projects including: Boulder Reservoir infrastructure improvements, park shelter
replacements, main library renovations, and road reconstruction. The City has pledged all legally available
funding and revenues of their General Fund for repayment. In January 2021, the City issued a General Fund
Refunding Note in the amount of $26.8 million to advance refund the outstanding Series 2012 General Fund
Capital Improvements. The Refunding Note will mature in 2031 and, as of 12/31/2022, has a total liability of
$27.66 million at an interest rate of 1.25%.
SERIES 2020 - TAXABLE PENSION OBLIGATION REFUNDING NOTES
In September 2020, the City issued $5.45 million in Taxable Pension Obligation Refunding Notes to refund the
Series 2010 Taxable Pension Obligation Bonds. The purpose of the Series 2010 Taxable Pension Obligation
Bonds was to establish a more predictable pension obligation payment schedule with the proceeds that were
invested. The City has pledged all legally available funding and revenues of their General Fund to repay the
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Note. The Refunding Notes will mature in 2030 and, as of 12/31/2022, has a total liability of $4.77 million at an
interest rate of 1.66%.
SERIES 2020 - GENERAL OBLIGATION WASTE REDUCTION REFUNDING NOTES
In November 2009, the City issued $6 million in General Obligation Waste Reduction Bonds to finance the City’s
acquisition of a parcel of land at 6400 Arapahoe Road and to construct and improve recycling and waste
reduction facilities on the property. On January 16, 2020, these bonds were refunded and replaced with $3.515
million of Series 2020 GO Waste Reduction Refunding Notes which are payable from the City’s trash tax revenues
and additionally secured by the full faith and credit of the City. The Refunding Notes will mature in 2029 and, as
of 12/31/2022, has a total liability of $2.73 million at an interest rate of 2.01%.
SERIES 2020 - WATER AND SEWER REVENUE REFUNDING NOTES
In July 2020, the City issued $6.4 million in Water and Sewer Refunding Notes to refund the City’s Water and
Sewer Bonds at a lower interest rate. The purpose of the Notes are to refund the Series 2010 Bonds and pay
necessary issuance costs related to the Note. The Refunding Notes will mature in 2030 and, as of 12/31/2022,
have a total liability of $4.42 million at an interest rate of 1.40%.
NOTES PAYABLE
A Note Payable is a shorter-term financial agreement to acquire a property. At the end of the agreement, the
City will acquire the property in question.
CAPITAL LEASE PURCHASE AGREEMENTS
A Capital Lease Purchase Agreement is a lease agreement in which the lessor agrees to transfer the ownership
rights to the lessee after the completion of the lease period. The leases are subject to annual appropriation and
do not constitute a general obligation or other indebtedness of the City. The City’s obligation to make payments
relating to its leases is contingent upon the City appropriating the rental payments for the then-current fiscal
year. In the event of non-appropriation, the lease terminates, and the pledged assets are liquidated to the
benefits of the lease holders.
ENERGY EFFICIENCY IMPROVEMENT PROJECT – PHASES II AND III WITH SUNTRUST EQUIPMENT FINANCE &
LEASING CORP.
In October 2010, the City entered into a $6.5 million Capital Lease Agreement with All American Investment
Group, LLC to fund the second phase of energy efficiency improvements to help the City meet its environmental
sustainability goals. In January 2012, the City refinanced this lease with SunTrust Equipment Finance and Leasing
Corporation and borrowed an additional $3.24 million for the third phase of the energy efficiency improvements
to several different city buildings. The refinancing extended the term of the lease agreement expiration to 2027
and, as of 12/31/2022, has a total liability of $3.69 million an interest rate of 2.67%.
LEASE PURCHASE REVENUE NOTES
A Lease Purchase Revenue Note is a lease agreement in which the lessor agrees to transfer the ownership rights
to the lessee after the completion of the lease period. The leases are subject to annual appropriation and do not
constitute a general obligation or other indebtedness of the City. The City’s obligation to make payments
relating to its leases is contingent upon the City appropriating the rental payments for the then-current fiscal
year.
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SERIES 2018 - LIPPENCOTT PROPERTY
In November 2018, the City issued a $6.975 million Boulder Municipal Property Authority Lease Purchase
Revenue Note for the purchase of the Lippincott Ranch property and relevant water and mineral rights for open
space purposes. Open Space and Mountain Parks (OSMP) real estate staff and the Lippencotts have negotiated a
transaction including earnest funds and down payment of $775 thousand and using a 20-year BMPA note with
3.5% interest for the $6.975 million principal amount. The Revenue Note is set to mature in 2039 and, as of
12/31/2022, has a total liability of $7.85 million at an interest rate of 3.50%.
CERTIFICATES OF PARTICIPATION
A Certificate of Participation is a long-term obligations that allow investors to participate in a pro/rata share of a
lease-financing agreement. A lease-financing agreement is used by a municipality or local government to acquire
real property.
SERIES 2015 - TAXABLE CERTIFICATES OF PARTICIPATION
In September 2015, the City issued $41 million in certificates in order to provide funds to acquire the Boulder
Community Hospital Broadway Campus. In order to facilitate this transaction, the City's East Boulder Community
Center, Public Safety Building, and Park Central were used as collateral for the Certificates and transferred to
The Boulder Municipal Property Authority (BMPA). BMPA then leases the property back to the City and the City's
annual lease payments are used by BMPA to make the certificate payments. The Certificates will mature in 2036
and, as of 12/31/2022, have a total liability of $39.52 million at an interest rate between 3.00% and 4.00%. This
does not include any premiums.
SERIES 2019 - BROADBAND- TAXABLE CERTIFICIATES OF PARTICIPATION
In August 2019, the City issued $20 million in certificates in order to finance Phase I of the Fiber/Broadband
initiative, an approximate 65-mile new dark fiber backbone infrastructure. In order to facilitate this transaction,
the City's Municipal and Atrium buildings were used as collateral for the Certificates and transferred to The
Boulder Municipal Property Authority (BMPA). BMPA then leases the property back to the City and the City's
annual lease payments are used by BMPA to make the certificate payments. The Certificates will mature in 2039
and, as of 12/31/2022, have a total liability of $22.25 million at an interest rate between 2.25% and 2.90%. This
does not include any premiums.
OTHER DEBT
SECTION 108 AFFORDABLE HOUSING FUND LOAN
In 2024, the City was issued a $4 million loan by the US Department of Housing and Urban Development. This
loan is used to support the Modular Factory Project which aims to build affordable housing in Boulder and meet
the city's goal of having 15% of all homes within Boulder to be defined as affordable. The loan will mature in
2033 and the current variable interest rated is 5.6%.
COLORADO WATER RESOURCES AND POWER DEVELOPMENT AUTHORITY (CWRPDA) LOAN
In December 2023, the City secured a loan from the CWRPDA to finance the Phosphorus Upgrades Project at the
Water Resource Recovery Facility (WRRF). This initiative is designed to meet new regulatory requirements for
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phosphorus removal and to improve the facility's nitrogen removal processes. The loan agreement consists of
three separate loans, outlined as follows:
The Green Project Reserve loan is for $3 million and a 20-year term. Loan payments expire on 11/1/2043. The
interest rate is a fixed 0.50% for the life of the loan.
The Bipartisan Infrastructure Law loan is for $2.87 million and a 20-year term. Loan payments expire on
11/1/2043. The interest rate is a fixed 3.00% for the life of the loan. This loan includes $1.5 million in up-front
principal forgiveness.
The Leveraged loan is for an estimated amount of up to $12.1 million and a 20-year term plus construction.
Loan payments expire on 8/1/2044. The interest rate will be a fixed rate that will not exceed a net effective
interest rate of 5.25%.
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FUND DEFINITIONS & FUND FINANCIALS
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 0.25% 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.
Arts Culture & Heritage Fund dedicated for arts, cultural and heritage purposes, including funding for grants, public arts, education, multi-cultural
programs, and venues.
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, human services, municipal offices, streets, and parks and
recreation.
Climate Tax 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.
Eviction Prevention and Assistance Services (EPRAS) Fund accounts for long-term rental tax collected to provide legal and rental assistance for
those facing a potential eviction. This fund was created in 2021.
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.
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 & FUND FINANCIALSFUND DEFINITIONS & FUND FINANCIALS
CITY OF BOULDER | ANNUAL BUDGETCITY OF BOULDER | ANNUAL BUDGET
FISCAL YEAR 2025FISCAL YEAR 2025
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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 low-income residents 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, Resilience, & Safety (CCRS) 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 0.900 mills of 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 supported 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.
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.
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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.
Enterprise Technology Fund accounts for internal department transfers for the costs of acquiring and maintaining computer equipment used by
other city departments. Formerly identified as the Computer Replacement Fund.
Dental Self-Insurance Fund accounts for employee and city premium dental 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.
Medical Self-Insurance Fund accounts for employee and city premium medical contributions and claims payments; and facilitates the monitoring
of the city’s self-insured employee medical plan.
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. This fund is being closed out in 2025.
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.
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GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) - DISTINGUISHED BUDGET PRESENTATION AWARDS
GFOA established the Distinguished Budget Presentation Awards Program (Budget Awards Program) in 1984 to
encourage and assist state and local governments to prepare budget documents of the very highest quality that
reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the
GFOA's best practices on budgeting and then to recognize individual governments that succeed in achieving that
goal. Approximately 1,800 governments, including states, cities, counties, special districts, school districts, and
more have been recognized for transparency in budgeting. To earn recognition, budget documents must meet
program criteria and excel as a policy document, financial plan, operations guide, and communication tool. More
information about the GFOA Award Programs can be found at www.gfoa.org/awards.
The city has received this award annually since 1995 and believes the following budget conforms to program
requirements and as such will submit it to GFOA to determine its eligibility for another award. Below are PDF
copies of previous GFOA Distinguished Budget Presentations Awards presented to the City of Boulder.
2024 GFOA Budget Award - City of Boulder
2023 GFOA Budget Award - City of Boulder
2022 GFOA Budget Award - City of Boulder
2021 GFOA Budget Award - City of Boulder
2020 GFOA Budget Award - City of Boulder
2019 GFOA Budget Award - City of Boulder
2018 GFOA Budget Award - City of Boulder
2017 GFOA Budget Award - City of Boulder
2016 GFOA Budget Award - City of Boulder
The City of Boulder was also awarded the GFOA Triple Crown Award in 2022 . GFOA's Triple Crown recognizes
governments who have received GFOA's Certificate of Achievement for Excellence in Financial Reporting, Popular
Annual Financial Reporting Award, and the Distinguished Budget Presentation Award.
GFOA AWARDSGFOA AWARDS
CITY OF BOULDER | ANNUAL BUDGETCITY OF BOULDER | ANNUAL BUDGET
FISCAL YEAR 2025FISCAL YEAR 2025
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City of Boulder
Fiscal Year 2025 Adopted Budget
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