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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 05 09 13 20 27 31 38 07 40 47 50 63 76 92 107 120 136 151 176 186 199 206 222 238 252 263 285 303 311 315 318 320 322 328 334 339 390 392 400 404 409 347 420 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 Visualization 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 50.0M 100.0M 150.0M 200.0M 250.0M 300.0M 350.0M 400.0M 450.0M 500.0M 550.0M DollarsUtilities Transportation & Mobility Housing & Human Services Police Facilities & Fleet Parks & Recreation Open Space & Mountain Pa… Fire-Rescue More (13 grouped) Sort Large to Small  FY25-30 CAPITAL IMPROVEMENT PROGRAM $807.1M 2025-30 PLANNED CAPITAL SPENDING Visualization 2025 Budget 2026 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget Fiscal Year 0.0 100.0M 25.0M 50.0M 75.0M 125.0M 150.0M 175.0M DollarsEnterprise Funds Capital Project Funds Special Revenue Funds Internal Service Funds Sort Large to Small  Page 6 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. ,, ,, ,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,,,,,, ,, ,, ,, 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. Page 18 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. Page 19 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. Page 22 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. Page 23 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. Page 24 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 Page 26 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. Page 27 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. Page 28 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). Page 29 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 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  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 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 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 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 1.0M 2.0M 3.0M 4.0M DollarsPersonnel Operating 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 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  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 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 100.0K 200.0K 300.0K 400.0K DollarsPersonnel Operating Internal Services Sort By Chart of Accounts  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 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 50.0K 100.0K 150.0K 200.0K 250.0K 300.0K 350.0K DollarsPersonnel Operating Internal Services Sort By Chart of Accounts  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 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 Transfers Sort A to Z  Page 64 2023 Actual 2024 Adopted Budget 2025 Adopted Budget Fiscal Year 0.0 2.0M 4.0M 6.0M 8.0M 10.0M DollarsAdministration (Environme… Circular Economy Community Wildfire Resilie… Cross-Cutting Climate Prog… 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 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 Special Revenue Funds Sort A to Z  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 1.0M 250.0K 500.0K 750.0K 1.3M DollarsPersonnel Operating Internal Services Sort By Chart of Accounts  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 1.0M 250.0K 500.0K 750.0K 1.3M 1.5M 1.8M DollarsPersonnel Operating Internal Services Sort By Chart of Accounts  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 0.0 100.0K 200.0K 300.0K 400.0K 500.0K 600.0K DollarsPersonnel Operating Capital Sort By Chart of Accounts  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 Budget Fiscal Year 0.0 1.0M 2.0M 3.0M 4.0M DollarsPersonnel Operating Sort By Chart of Accounts  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 1.0M 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 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) 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  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 1.0M 2.0M 3.0M 4.0M DollarsInternal Services Operating Personnel Sort A to Z  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 Sort A to Z  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 Sort A to Z  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 Reset Broken down by Expenses Communication Administration (Accessible & C… History  Visualization 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 100.0K 200.0K 300.0K 400.0K 500.0K DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  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 Reset Broken down by Expenses Communication Communications History  Visualization 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 500.0K 1.0M 1.5M 2.0M DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  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 Updated On 24 Sep, 2024 Reset Broken down by Expenses Communication Community Engagement 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  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 Reset Broken down by Expenses Communication Communications Multi Media History  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 DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  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 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 (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  City of Boulder - Budgeting for Resilience and Equity Dashboard Microsoft Power BI  Operating Budget (FY2023-2025) 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 5.0M 10.0M 15.0M 20.0M DollarsCapital Debt Service Internal Services Operating Personnel Transfers Sort A to Z  Page 93 2023 Actual 2024 Adopted Budget 2025 Adopted Budget Fiscal Year 0.0 5.0M 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 Sort Large to Small  Department Staffing Page 95 2023 Actual 2024 Adopted Budget 2025 Approved Budget Fiscal Year 0.0 5.0M 10.0M 15.0M 20.0M DollarsCapital Project Funds Enterprise Funds General Fund Internal Service Funds Special Revenue Funds Sort A to Z Expenditure by Fund 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 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 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 Microsoft Power BI  Operating Budget (FY2023-2025) Visualization 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 5.0M 10.0M 15.0M 20.0M 25.0M 30.0M DollarsInternal Services Operating Personnel Transfers Sort A to Z  Expenditure by Program Page 121 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 DollarsAccounting, Treasury, AP/AR Administration (Responsibl… Budget & Grants Medical Self-Insurance Fund Payroll Purchasing Regulatory Licensing Risk Management Taxpayer Services & Compl… 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 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 (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) Visualization 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). Page 143 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 Page 144 Visualization 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 5.0M 10.0M 15.0M 20.0M DollarsPersonnel Operating Sort By Chart of Accounts  Emergency Operations Subprograms Page 145 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. Page 147 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. Page 148 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 Page 149 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  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 Page 150 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. Page 151 $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. Page 152 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. 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) 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 Microsoft Power BI  Page 153 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 10.0M 20.0M 30.0M 40.0M 50.0M DollarsDebt 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 10.0M 20.0M 30.0M 40.0M 50.0M DollarsAdministration (Healthy & … Affordable Housing Policy &… Behavioral Health Response Community Investments Community Mediation & Re… Family Services HHS Community Relations Homelessness Services Older Adult Services Transfers & Cost Allocation Sort A to Z  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) Page 154 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. Page 155 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. Page 156 Visualization 2023 Actual 2024 Adopted Budget 2025 Approved Budget Fiscal Year 0.0 10.0M 20.0M 30.0M 40.0M 50.0M DollarsGeneral Fund Special Revenue Funds Sort A to Z  Expenditure by Fund Department Staffing Page 157 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 Page 158 Updated On 24 Sep, 2024 Reset Broken down by Expenses Housing & Human Services Administration (Healthy & Soci… History  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 DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  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 Page 160 Updated On 23 Sep, 2024 Reset Broken down by Expenses Housing & Human Services Affordable Housing Policy & Pla… History  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 3.5M 4.0M DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  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 Page 162 Updated On 23 Sep, 2024 Reset Broken down by Expenses Housing & Human Services Behavioral Health Response History  Visualization 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 Sort By Chart of Accounts   Help Share  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 Reset Broken down by Expenses Housing & Human Services Community Investments History  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 Page 166 Updated On 23 Sep, 2024 Reset Broken down by Expenses Housing & Human Services Community Mediation and Res… History  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 DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   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 Updated On 23 Sep, 2024 Reset Broken down by Expenses Housing & Human Services Community Relations History  Visualization 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 Sort By Chart of Accounts   Help Share  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 Updated On 23 Sep, 2024 Reset Broken down by Expenses Housing & Human Services Homelessness Services History  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 DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  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 Updated On 23 Sep, 2024 Reset Broken down by Expenses Housing & Human Services Older Adult Services 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 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 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 Microsoft Power BI  Operating Budget (FY2023-2025) Visualization 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 1.0M 2.0M 3.0M 4.0M DollarsInternal Services Operating Personnel Sort A to Z  Expenditure by Program Page 177 2023 Actual 2024 Adopted Budget 2025 Adopted Budget Fiscal Year 0.0 1.0M 2.0M 3.0M 4.0M DollarsHuman Resources Operatio… Human Resources Strategy Labor and Employee Relati… Learning and Development Total Rewards Well-Being Sort A to Z  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 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 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 Microsoft Power BI  Operating Budget (FY2023-2025) Visualization 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 10.0M 20.0M 2.5M 5.0M 7.5M 12.5M 15.0M 17.5M DollarsCapital Internal Services Operating Personnel Transfers Sort A to Z  Expenditure by Program Page 187 Visualization 2023 Actual 2024 Adopted Budget 2025 Adopted Budget Fiscal Year 0.0 10.0M 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 Sort A to Z  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 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  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 General Fund Internal Service Funds Sort A to Z  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 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 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 Microsoft Power BI  Operating Budget (FY2023-2025) Visualization 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 500.0K 1.0M 1.5M 2.0M 2.5M DollarsInternal Services Operating Personnel Sort A to Z  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 Fiscal Year 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 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) 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  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 5.0M 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 2023 Actual 2024 Adopted Budget 2025 Adopted Budget Fiscal Year 0.0 5.0M 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 5.0M 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 5.0M 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. Page 213 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 0.0 500.0K 1.0M 1.5M 2.0M 2.5M 3.0M 3.5M 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 7.0M DollarsPersonnel Operating Internal Services 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 2.0M 4.0M 6.0M 8.0M DollarsPersonnel Operating 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 30.0M 40.0M 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 Budget Fiscal Year 0.0 10.0M 20.0M 30.0M 40.0M DollarsAdministration (Safe) Alternative Response Capital Improvement Progr… PD Departmental Support S… Police & Fire Communicati… 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 Budget Fiscal Year 0.0 10.0M 20.0M 30.0M 40.0M DollarsCapital Project Funds General Fund Sort A to Z  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 2.5M 3.0M 3.5M DollarsPersonnel Operating Internal Services Capital Sort By Chart of Accounts  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 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 5.0M 10.0M 15.0M 20.0M DollarsPersonnel Operating Sort By Chart of Accounts  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 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 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 Reset Broken down by Expenses Transportation History Org Program  Visualization 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 10.0M 20.0M 30.0M 40.0M 50.0M 60.0M DollarsBack Capital Internal Services Operating Personnel Transfers Sort A to Z   Help Share  Expenditure by Program Page 266 Updated On 5 Jan, 2025 Reset Broken down by Org Program*Transportation Expenses History  Visualization 2023 Actual 2024 Adopted Budget 2025 Adopted Budget Fiscal Year 0.0 10.0M 20.0M 30.0M 40.0M 50.0M 60.0M DollarsBack Administration (Accessible … Airport CIP Management (Transpor… Capital Improvement Progr… Cost Allocation Transfers Transportation Maintenance Transportation Operations Transportation Planning Sort A to Z   Help Share  Six Year Capital Improvement Program Spending Updated On 28 Nov, 2024 Reset Broken down by Funds Transportation Expenses History  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 DollarsBack Special Revenue Funds Capital Project Funds Sort Large to Small   Help Share  Page 267 Department Staffing Expenditure by Fund Updated On 5 Jan, 2025 Reset Broken down by Funds*Transportation Expenses History  Visualization 2023 Actual 2024 Adopted Budget 2025 Approved Budget Fiscal Year 0.0 10.0M 20.0M 30.0M 40.0M 50.0M 60.0M DollarsBack Capital Project Funds General Fund Special Revenue Funds Sort A to Z   Help Share  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… Sort By Chart of Accounts  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 0.0 200.0K 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 7.0M 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 Page 281 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 7.0M 8.0M DollarsPersonnel Operating Internal Services Capital Sort By Chart of Accounts  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. Page 282 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. Page 283 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 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) 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) Page 286 Visualization 2023 Adopted Budget 2024 Adopted Budget 2025 Budget Fiscal Year 0.0 100.0M 25.0M 50.0M 75.0M 125.0M 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 0.0 100.0M 25.0M 50.0M 75.0M 125.0M DollarsAdministration (Environme… Capital Improvement Progr… Debt Service Transfers & Cost Allocation Utilities Engineering Utilities Maintenance Wastewater Treatment Water Quality Water Resources Water Treatment Sort A to Z  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 20.0M 40.0M 60.0M 80.0M 100.0M DollarsEnterprise Funds Sort Large to Small  Department Staffing Page 288 Expenditure by Fund Visualization 2023 Actual 2024 Adopted Budget 2025 Approved Budget Fiscal Year 0.0 100.0M 25.0M 50.0M 75.0M 125.0M DollarsEnterprise Funds General Fund Sort A to Z  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 Page 290 Updated On 23 Sep, 2024 Reset Broken down by Expenses Utilities Administration (Environmentall… History  Visualization 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 1.0M 2.0M 3.0M 4.0M 5.0M DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  Page 291 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. Page 292 Updated On 23 Sep, 2024 Reset Broken down by Expenses Utilities Utilities Engineering History  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 3.5M DollarsBack Personnel Operating Internal Services Capital Sort By Chart of Accounts   Help Share  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. Updated On 23 Sep, 2024 Reset Broken down by Expenses Utilities Utilities Maintenance History  Visualization 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 2.0M 4.0M 6.0M 8.0M 10.0M DollarsBack Personnel Operating Internal Services Capital Sort By Chart of Accounts   Help Share  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 Updated On 23 Sep, 2024 Reset Broken down by Expenses Utilities Wastewater Treatment History  Visualization 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 1.0M 2.0M 3.0M 4.0M 5.0M DollarsBack Personnel Operating Internal Services Capital Sort By Chart of Accounts   Help Share  Page 296 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 Page 297 Updated On 23 Sep, 2024 Reset Broken down by Expenses Utilities Water Quality History  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 3.5M 4.0M DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  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: Page 299 Updated On 23 Sep, 2024 Reset Broken down by Expenses Utilities Water Resources - Utilities History  Visualization 2023 Actual 2024 Adopted Budget 2025 Recommended Budget Fiscal Year 0.0 1.0M 2.0M 3.0M 4.0M DollarsBack Personnel Operating Internal Services Capital Sort By Chart of Accounts   Help Share  Page 300 Updated On 23 Sep, 2024 Reset Broken down by Expenses Utilities Water Treatment History  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 DollarsBack Personnel Operating Internal Services Sort By Chart of Accounts   Help Share  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 Budget 2027 Budget 2028 Budget 2029 Budget 2030 Budget Fiscal Year 0.0 100.0M 25.0M 50.0M 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 Sort Large to Small  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 Page 307 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 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 70.0M 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… Sort Large to Small  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. Page 395 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 Page 396 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 Page 397 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. Page 398 Page 399 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 Page 400 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. Page 401 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. Page 402 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. Page 403 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 Page 404 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.  Page 405 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. Page 406 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; Page 407 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. Page 408 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 Page 409 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. Page 410 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 Page 411 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. Page 412 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 Page 413 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%. Page 414 Page 415 Page 416 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 Page 417 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. Page 418 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. Page 419 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 Page 420 City of Boulder Fiscal Year 2025 Adopted Budget Page 421