04.28.25 PRAB Packet - revisedAGENDA
All agenda times are approximate
I.APPROVAL OF AGENDA (2 minutes)
II.MATTERS FROM THE BOARD (24 minutes), Page 2
A.Procedural Items
i.Induct new members (5 minutes)
ii.Welcome new members (2 minutes)
iii.PRAB Mentor assignments for onboarding (2 minutes)
iv.Officer Elections (5 minutes)
v.Assignment of Liaison Roles (10 minutes)
III.FUTURE BOARD ITEMS AND TOURS (2 minutes), Page 7
IV.PUBLIC PARTICIPATION (15-30 minutes)
A.This portion of the meeting is for members of the public to communicate ideas or concerns to the
Board regarding parks and recreation issues for which a public hearing is not scheduled later in the
meeting (this includes consent agenda). The public is encouraged to comment on the need for parks
and recreation programs and facilities as they perceive them. All speakers are limited to three minutes.
Depending on the nature of your matter, you may or may not receive a response from the Board after
you deliver your comments. The Board is always listening to and appreciative of community feedback.
i.None
V.CONSENT AGENDA (5 minutes), Page 8
A.Approval of Minutes from March 31, 2025, and April 18, 2025, Page 9
B.Parks and Recreation Operations Updates, Page 14
C.Parks and Recreation Planning, Design and Construction Updates, Page 15
VI.ACTION ITEMS
A.None
VII.MATTERS FOR DISCUSSION/INFORMATION
A.None
VIII.MATTERS FROM THE DEPARTMENT, Page 19
A.2026 Budget Development - Sources & Uses, Operating, 1st Touch CIP; LTFS
(60 minutes)
B.North Boulder Park Plan: Updated Concept Design (45 minutes)
IX.MATTERS FROM THE BOARD, Page 48
A.PRAB Matters (verbal)
X.NEXT BOARD MEETING:
A.6:00 p.m. May 19, 2025, hybrid
XI.ADJOURN
Parks & Recreation Advisory Board
Fully Hybrid Meeting
6:00 p.m., April 28, 2025
Boulder Parks & Recreation
Advisory Board Members
2025-2026
Andrew Bernstein
Yvonne Castillo
Robert Kaplan
Jennifer Robins
Michael Schreiner
Kyra Siegel
Mission Statement
BPRD will promote the health and
well- being of the entire Boulder
community by collaboratively
providing high-quality parks, facilities
and programs.
Vision Statement
We envision a community where
every member’s health and well-
being is founded on unparalleled
parks, facilities and programs.
Goals of the Master Plan
1. Community Health and Wellness
2. Taking Care of What We Have
3. Financial Sustainability
4. Building Community
5. Youth Engagement
6. Organizational Readiness
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3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
TO: Parks and Recreation Advisory Board
SUBJECT: Procedural Items
DATE: April 28, 2025
A. Oath of Office (5 minutes)
B. Welcome New Members (verbal) (2 minutes)
C. PRAB Mentor assignments for onboarding (2 mins)
D. Officer Election (5 minutes)
Current nominations for PRAB Officers for the 2025-2026 term:
Chair: Jenny Robins
Vice Chair: Bernie Bernstein
Other nominations may be made during the PRAB meeting on April 28 before voting
occurs.
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I, Yvonne Castillo, do solemnly swear (affirm) that I will support the Constitution of the United
States of America and of the State of Colorado and the Charter and ordinances of the City of
Boulder, and faithfully perform the duties of the office of a member of the Parks and Recreation
Advisory Board which I am about to enter.
Yvonne Castillo
STATE OF COLORADO )
)
COUNTY OF BOULDER ) SS.:
)
CITY OF BOULDER )
Subscribed and sworn to before me this ____ day of _______________, 2025.
Board Secretary
OATH OF OFFICE
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I, Robert Kaplan, do solemnly swear (affirm) that I will support the Constitution of the United
States of America and of the State of Colorado and the Charter and ordinances of the City of
Boulder, and faithfully perform the duties of the office of a member of the Parks and Recreation
Advisory Board which I am about to enter.
Robert Kaplan
STATE OF COLORADO )
)
COUNTY OF BOULDER ) SS.:
)
CITY OF BOULDER )
Subscribed and sworn to before me this ____ day of _______________, 2025.
Board Secretary
OATH OF OFFICE
4
I, Michael Schreiner, do solemnly swear (affirm) that I will support the Constitution of the
United States of America and of the State of Colorado and the Charter and ordinances of the
City of Boulder, and faithfully perform the duties of the office of a member of the Parks and
Recreation Advisory Board which I am about to enter.
Michael Schreiner
STATE OF COLORADO )
)
COUNTY OF BOULDER ) SS.:
)
CITY OF BOULDER )
Subscribed and sworn to before me this ____ day of _______________, 2025.
Board Secretary
OATH OF OFFICE
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I, Kyra Siegel, do solemnly swear (affirm) that I will support the Constitution of the United
States of America and of the State of Colorado and the Charter and ordinances of the City of
Boulder, and faithfully perform the duties of the office of a member of the Parks and Recreation
Advisory Board which I am about to enter.
Kyra Siegel
STATE OF COLORADO )
)
COUNTY OF BOULDER ) SS.:
)
CITY OF BOULDER )
Subscribed and sworn to before me this ____ day of _______________, 2025.
Board Secretary
OATH OF OFFICE
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PRAB Future Board Items Agenda
May June
Fully hybrid for members, staff, and community. Fully hybrid for members, staff, and community.
Regular Mtg (c) ATB1 - Adjustment to Base (Hite)
Recreation Center Facility Survey and
Engagement
Bill Bower Donor Update
Vandalism and Graffiti Overview
Recreation Center Facility Survey/Feedback
Highlights
Regular Mtg (a)
Regular Mtg (d/i) 2026 Budget - Operating & CIP 3rd Touch
(Hite - 60 mins)
Regular Mtg (md) Future of Rec Centers: Needs Assessment
Report (Deryn - 30 mins)
2026 Budget Development - Operating &
CIP 2nd Touch; LTFS (Hite / Mark- 60 mins)
East Boulder Community Park Courts Plan:
Schematic Design (Tina - 15 Mins)
Tom Watson Park Courts: Schematic Design
(Christoph - 15 mins)
Nature Everywhere Update (Mark 20 mins)
Primos Park Plan: Schematic Design (Deryn -
15 mins)
Regular Mtg (mb)
Other Mtgs or Topics May 8: City Council - Financial Forecast,
Long-Term Financial Strategy (LTFS)
Update, and Ballot Measures
Dept Events & Items of
Interest
May 5: Scott Carpenter Lap Pool opens for
shoulder season (Tentative)
May 8: Tentative 'go live' date for Recreation
Center Feedback Surveys.
May 24: Outdoor Pools open
May 19: Tentative 'go live' for on-site
feedback opportunities in Recreation
Centers.
June 16: Civic Area Community Open House
and Kids' Concert 5:30-7:30pm
AGENDA SETTING
The PRAB Chair, PRAB Vice Chair and BPR staff set the agenda for the next month on Thursday directly following the regular PRAB
meeting. PRAB members can submit agenda requests to the Chair and Vice Chair by Wednesday following the PRAB regular meeting
for consideration. If time-sensitive matters arise, PRAB Chair and Vice Chair may amend the agenda as needed.
LEGEND
Action Item (a): A public hearing item to be voted on by the Board (public comment period provided).
Procedural Item: (p): An item requiring procedural attention.
Consent Item (c): An item provided in written form for consent, not discussion by the Board; any consent item may be called up by any
Board member for discussion following the consent agenda.
Discussion/Information Item(d/i): An item likely to be a future action item (or council item) and/or that benefits from an in-depth
discussion.
Matters from the Department (md): Items that will be reviewed and discussed during the meeting but not requiring as much in-depth
analysis.
Matters from the Board (mb): Items initiated by the Board that will be reviewed and discussed during the meeting but not requiring as
much in-depth analysis.
City Council Item (cc)
Other Boards and Commissions (obc)
Community Engagement and/or Events (e)
Holiday/Closure (h/c)
Italics indicate a tentative date or plan.
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TO: Parks and Recreation Advisory Board
FROM: Alison Rhodes, Director of Parks and Recreation
Bryan Beary, Senior Manager, Community Building and Partnerships
Mark Davison, Senior Manager, Planning
Denise Dawson, Senior Manager, Urban Parks
Jackson Hite, Senior Manager, Business Services
Megann Lohman, Senior Manager, Recreation
Scott Schuttenberg, Deputy Director
Erynn Simone, Senior Manager, Regional Facilities
SUBJECT: Consent Agenda
DATE: April 28, 2025
A. Approval of March 31, 2025 and April 18, 2025, Minutes
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CITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
To listen to the Parks and Recreation Advisory Board meetings in their entirety, please go to the
following link: www.boulderparks-rec.org
Name of Board/Commission: Parks and Recreation Advisory Board
Date of Meeting: March 31, 2025
Contact Information Preparing Summary: Rosa Kougl; 303-413-7223
Board Members Present: Bernie Bernstein, Elliott Hood, Jennifer Robins, Sarah van der Star, Anna
Segur
Board Members Absent: Eric Raffini
Staff Present: Ali Rhodes, Scott Schuttenberg, Jackson Hite, Erynn Simone, Shihomi Kuriyagawa,
Bryan Beary, Megann Lohman, Rosa Kougl, Stacie Hoffmann, Clarisa Collins, Mark Davison, Tina
Briggs
Guests Present:
Type of Meeting: Regular
Agenda Item 1: Call to Order
The meeting was called to order at 6:00 p.m. A quorum was present for the conduct of business.
Motion to approve agenda. First motion by Bernstein, second by Robins. The motion passed 5-0.
Agenda Item 2: Future Board Items:
Rhodes, Director of Parks and Recreation, reviewed upcoming agenda items and events.
PRAB had no follow up questions or comments.
Agenda Item 3: Public participation:
None
Agenda Item 4: Consent Agenda
A. Approval of Minutes from February 24, 2025
Motion to approve the minutes from the February 24, 2025, Regular PRAB meeting. First
motion Robins, second by Bernstein. The motion passed 5-0.
B, C, D. Updates from the Director, Project Updates, Operations & Development
PRAB follow up questions or comments.
Inquired about BPR’s ability to influence the price and accessibility of youth sports by
contracted providers.
Agenda Item 5: Items for Action
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None
Agenda Item 6: Matters for Discussion/Information
None
Agenda Item 7: Matters from the Department
A.Civic Area Phase 2 Update
Kuriyagawa and Davison presented this item
o The board responded to staff’s presentation.
o Various questions related to the budget, details of the project, and
future park governance.
B.2024 Year End Financial Review
Hite presented this item
o The board responded to staff’s presentation.
o Various questions related to employee count, financial health,
subsidy levels, access, and connections to Long-Term Financial
Strategy.
Agenda Item 8: Matters from the Board
PRAB Recruitment, Orientation and Departing Members
o The board shared personal farewells and appreciation for volunteerism
of departing board members.
Chair & Vice Chair selection process
o The process was shared with the board
Protocol for BPR engagements
o Request for calendar invites to be sent to board members for
department events
PRAB Matters (Verbal)
o van der Star took a trip to Tunnel Tops Park in San Francisco.
o Bernstein commended an employee at South Boulder Rec Center who
proactively provided assistance to support access to the facility.
o Robins provided PLAY Foundation updates to the group, including the
September 12 PLAY Boulder fundraiser at Flatirons Golf Course.
Agenda Item 9: Next Board Meeting
Next Board meeting:
Monday, April 14, Onboarding Study Session, Hybrid
Monday, April 28, Hybrid
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Agenda Item 10: Adjourn
The meeting was adjourned at 8:26 p.m.
Attested:
______________________
Clarisa Collins
BPR Staff
Approved by:
___________________
Jennifer Robins
Board Member
Date: ______________ Date: _________________
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CITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
To listen to the Parks and Recreation Advisory Board meetings in their entirety, please go to the
following link: www.boulderparks-rec.org
Name of Board/Commission: Parks and Recreation Advisory Board
Date of Meeting: April 14, 2025
Contact Information Preparing Summary: Clarisa Collins; 831-747-0627
Board Members Present: Bernie Bernstein, Yvonne Castillo, Robert Kaplan, Jennifer Robins,
Michael Schreiner, Kyra Siegel
Board Members Absent:
Staff Present: Ali Rhodes, Scott Schuttenberg, Jackson Hite, Megann Lohman, Stacie Hoffmann,
Bryan Beary, Clarisa Collins
Guests Present:
Type of Meeting: Study Session
Agenda Item 1: Welcome and Introductions
The meeting was called to order at 6:03 p.m. Board members and BPR staff introduced themselves.
Agenda Item 2: Presentations
I.Parks & Recreation Advisory Board Onboarding Study Session
A. Role of Board and Responsibilities; Meeting Management and Agenda Overview
Rhodes and Bernstein presented this item.
The board inquired about guidelines for representing BPR as PRAB members, inquired
about city-issued email accounts rather than using personal email addresses, and
asked for the procedure to request changes to the consent agenda.
B. Connection and Movement Activity
Schuttenberg presented this item.
Interactive sharing: what parks mean to each participant
C. BPR Overview
Rhodes, Schuttenberg and Hite presented this item.
The board inquired about the different park classifications and corresponding service
levels, BPR funding allocations and city decision-makers, and requested details on the
Permanent Parks and Recreation Fund constraints associated with the Long-Term
Financial Strategy.
D. Board Liaisons to BPR Project Assignments
Rhodes and Bernstein presented this item.
The board asked how many PRAB members are permitted per project liaison role.
E. Closing Thoughts and Reflections
The board expressed appreciation for this study session and found it helpful.
The board raised budget-related questions that will be addressed at the next PRAB
meeting.
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Suggestion for a mid-year retreat; board to consider retreat dates.
Agenda Item 3: Next Board Meeting
Next Board meeting:
Monday, April 28, Hybrid
Agenda Item 4: Adjourn
The meeting was adjourned at 8:07 p.m.
Attested:
______________________
Clarisa Collins
BPR Staff
Approved by:
___________________
Jennifer Robins
Board Member
Date: ______________ Date: _________________
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B.Parks and Recreation Operations Updates
Indoor and Outdoor Pool Operations
As summer quickly approaches, staff members are hard at work preparing the outdoor
pools for upcoming operations. This includes hiring lifeguard staff and organizing training
sessions to ensure seasonal employees are prepared for summer operations and
community members are safe while enjoying the pools. The lap pool at Scott Carpenter
has been filled and the facility will open on May 5th, weather permitting. Scott Carpenter
Pool will be open this spring from 11:30 a.m. to 6:30 p.m. seven days a week, until
Memorial Day weekend. This consistent schedule allows for outdoor swimming during
the warmest part of the day; however, if daily temperatures are below 50 degrees, the
pool may remain closed.
Aquatics staff have been interviewing applicants for lifeguard positions and will hire
approximately 50 additional lifeguards heading into the summer season. These 50
additional staff members will bring the total number of Aquatics staff to approximately
200 for summer operations. For the first time in many years, staff have received more
applications than there are positions to fill. The entry level Lifeguard position is now
closed to new applications, and only applications for Senior and Head Lifeguards will be
accepted. These positions have more stringent requirements due to employment law and
Model Aquatic Health Code (MAHC) restrictions for chemical handling.
Aquatic and Operations staff collaborate to lead comprehensive training for all summer
aquatics employees each year. This year, Scott Carpenter Pool will be closed on May
17th from 2 to 5 p.m. to conduct the training. Roughly 150 staff members will attend this
training, which will focus on required human resources training, team building activities,
customer service, facility orientation, and safety protocols and procedures.
Scott Carpenter Leisure Pool and Spruce Pool are scheduled to open for the season on
Saturday, May 24th. Spruce Pool will be open from 7 a.m. to 7 p.m. seven days a week.
The lap pool at Scott Carpenter will resume normal summer hours after Memorial Day, 6
a.m. to 8 p.m., and the leisure pool swimming hours will minimally be 11 a.m. to 6 p.m.
each day with additional morning and evening hours on rotating days to support
expanded access and specialty swimming opportunities. Expanded access will include
low sensory times where younger children can swim with no features running as well as
evening hours tailored towards working families and teens. The full planned leisure pool
schedule can be found on the main Scott Carpenter Pool webpage and will be updated
as the summer approaches.
The Model Aquatic Health Code is developed by the Centers for Disease Control and
Prevention (CDC) to prevent drowning, injuries, and the spread of germs through
recreational water access. The MAHC provides specific guidance for children under six,
who are at a higher risk of drowning. According to the MAHC, children under six should
be within arm’s reach of a parent or guardian when in the water. Aligned with best
practice, this has been the policy for City of Boulder pools. To help staff encourage this
safe practice for children and guardians in the pool area, staff are now requiring
parents/guardians and children under 6 to wear matching colored bands when in the
pools. These bands will allow staff to more easily identify and encourage lifesaving
behaviors and supervision of the age group most at risk of drowning. Drowning remains
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the number one cause of death for youth aged 1 to 4 years old according to the CDC. In
addition to the new wristbands, staff also received grant funding to purchase life jackets
for use at the facilities by young children still learning to swim.
Special Olympics Colorado Polar Plunge
Figure 1:Group photo of the Special Olympics Colorado Polar Plunge participants from EXPAND and BPR staff.
C. Parks and Recreation Planning, Design and Construction Updates
The following information is intended to provide the PRAB with relevant updates on
specific projects as they reach major milestones. This section is not all inclusive of all
current projects and only illustrates major project updates. For a complete list of all
current projects and details, please visit www.BoulderParkNews.org.
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Overview of Major Projects
Staff continue to work on the following projects and will update the PRAB as major
milestones are achieved:
Projects Status Next PRAB
Milestone
System Planning
Future of Recreation Centers Planning May
Park & Facility Renovation Plans
Boulder Junction Park: Opening a New Park Design Q3
Civic Area Renovation Design Q3
East Boulder Community Center Renovation Design May
North Boulder Park Renovation Design April
Pearl Street Renovation Start 2026 Q4
Primos Park: Opening a New Park Design June
Tom Watson Design July
Barker Park Refresh Start 2025 June
Park Asset Management
Bill Bower Park: New Interpretive Display
Garden
Design On-hold
Burke Park: Picnic Shelter Replacement Construction Q2
Boulder Reservoir: ADA Dock Replacement Construction Q4
Boulder Reservoir: Road and Parking Lot
Repaving
Design Q4
Chautauqua: Courts Replacement Construction June
East Boulder Community Park: Courts
Enhancement
Planning April
East Boulder Community Park – Racket Courts
As introduced to PRAB in the January memo (Jan. PRAB memo starting on pg.11), there
are 2 separate processes demonstrated below. The East Boulder Community Park -
Racket Courts Project and a separate but aligned Annexation Proposal for the adjacent
property purchased by the city in 2019. The Racket Court Project is dependent upon the
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annexation of the property to include it in the city limits and, therefore, connection to city
services. The Long-Range Planning timeline demonstrates the plans in place that
support the Annexation Proposal and the Racket Court Project.
Annexation Proposal: The city’s annexation application to add city-owned property
near East Boulder Community Park to the park. This increase in parkland captures a
special opportunity to add community benefit at this site, including an opportunity to
increase the quantity of courts dedicated to tennis and pickleball through an exciting
partnership with the University of Colorado Athletics Department. The property, formerly
known as Hogan Pancost, was purchased by the city in 2019 for the purposes of flood
mitigation and parkland.
East Boulder Community Park: This project will result in dedicated tennis and
pickleball courts as directed by the Court System Plan. East Boulder Community Park
(EBCP) was identified in the Court System Plan as 1 of 6 existing park locations feasible
for tennis and pickleball courts. The potential use of the city-owned property to the south
of EBCP provides an opportunity to expand recreation services at this site beyond what
is possible with the current uses and land constraints.
Site Analysis Summary: The site analysis provides critical information about the
property before creating concept plans for future development. There is a need to
balance resources by protecting sensitive habitat, understanding complex water issues,
and supporting community recreational needs for physical and mental well-being. The
22-acre property provides an opportunity to explore options to balance multiple needs
that can coexist rather than be in competition with one another. The full report is
available on the project web page under the Related Documents section.
Floodplain: The 19 acres of land west of 55th Street will be used by the Utilities
Department for stormwater management and flood control purposes. It will also be
available for parks and recreation uses that will not conflict with the utility's purpose.
Parks and Utilities commonly co-manage areas that can be used for recreation most
of the year while functioning as detention during high water events.
Wetlands: Dominant wetland vegetation includes cattails, sedges, and rushes. 7.7
acres of wetlands were mapped in 2024. That is significantly more than mapped in
2016 due to recent years of flood irrigation. It is anticipated that the wetlands will
return to 2016 levels now that the flood irrigation has ceased. The wetlands will be
re-mapped in 2025 to verify.
Wildlife: Wildlife such as deer, foxes, rodents, bobcats, raccoons, raptors,
songbirds and small mammals utilize the property. Abandoned prairie dog mounds
were found but prairie dogs were not observed on the property. The wildlife habitat
quality is moderate/medium, especially west of 55th Street. The large infestation of
noxious weeds diminishes the value of the wildlife habitat on the site.
Threatened & Endangered Species: There is critical habitat for the Preble’s
Meadow Jumping Mouse on the eastern part of the property east of 55th Street.
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The Ute Ladies Tresses Orchid does not occur on the site. No threatened or
endangered species will be affected by the proposed tennis court project. The three
acres of land that are east of 55th Street will be used for open space purposes.
Vegetation and Noxious Weeds: The area west of 55th Street is very overgrown
with nonnative noxious weeds, including teasel and trefoil. Flood irrigation
contributed to ideal conditions for the noxious weeds, such as teasel, to colonize the
property. Noxious weed control is recommended.
Engagement Summary: The community open house on April 8 brought more than 100
community members to the East Boulder Community Center for the opportunity to talk
with staff about 4 projects from 3 different departments.
The key themes from community conversations are:
Amenities: Community members expressed interest in bathrooms, water,
lighting, and fencing. There is also interest in gathering and food truck areas.
These amenities will be addressed in alignment with budget in the concept plan
for review in July.
Traffic and Parking: There is interest from the community in adequate parking
with neighbor concerns about the circulation of additional traffic on 55th St.
A traffic study will be performed as part of the design development.
Flooding: Neighbors of surrounding properties are concerned that any change
on the property could impact the high groundwater levels, increasing existing
issues. Some neighbors reported running sump pumps 24/7, some reported
running more than 1 sump pump to keep their basements dry.
Staff, consultants, and engineers will closely examine and ensure the project
does not negatively impact the flooding and stormwater retention during design
development.
Minimal or no development: There are community members who prefer
minimal to no development on the property. There is a range of reasons from
habitat protection, flood concerns, reduction in privacy, increased noise, and light
impacts.
There is a need to balance resources by protecting sensitive habitat,
understanding complex water issues, and supporting community recreational
needs for physical and mental well-being. The 22-acre property provides an
opportunity to explore options to balance multiple needs that can coexist rather
than compete with one another.
Next steps:
2025 Q2: Develop Concept Plan
2025 Q3: Bring Concept Plan to PRAB with Engagement Summary
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TO: Parks and Recreation Advisory Board
FROM: Alison Rhodes, Director of Parks and Recreation
Bryan Beary, Senior Manager, Community Building and Partnerships
Mark Davison, Senior Manager, Planning
Denise Dawson, Senior Manager, Urban Parks
Jackson Hite, Senior Manager, Business Services
Megann Lohman, Senior Manager, Recreation
Scott Schuttenberg, Deputy Director
Erynn Simone, Senior Manager, Regional Facilities
SUBJECT: Matters from the Department
DATE: April 28, 2025
A.2026 Budget Development Strategy Roadmap and First Touch of Capital
Investment Program
The intent of this item is to orient the Parks and Recreation Advisory Board (PRAB) to
the 2026 Budget Development Strategy and initiate the first touch of the Capital
Improvement Program (CIP).
PRAB holds formal approval authority for expenditures from the Permanent Park and
Recreation Fund and serves an advisory role in shaping Boulder Parks and Recreation’s
(BPR) annual operating budget.
Staff will consult the PRAB monthly on BPR’s operating and capital budgets through
June, with a request to approve the budget in July. PRAB’s input will help shape the final
recommendations for the 2026 Operating Budget and the 2026–2031 CIP Budget.
Background
At the April 14, 2025 study session, PRAB received an overview of the department’s
budget, including its revenue sources and how funds are used. This presentation was part
of the broader onboarding and retreat session.
Each year, BPR develops its budget based on direction from the City Manager’s Office
and the Finance Department. The budget is informed by several key guiding documents,
including the Boulder Valley Comprehensive Plan, the city’s 2024 – 2026 Strategic Plan,
the 2022 BPR Department Plan, and other citywide policies such as Budgeting for
Resilience and Equity, and the Performance Measures Budget. Ultimately, City Council is
responsible for approving the budget in October at a public hearing.
For the 2026 budget development, staff are also considering alignment with the Long-
Term Financial Strategy . This process includes updating the department’s list of unfunded
needs and compiling a comprehensive inventory of all fee schedule items. The LTFS has
a dedicated project website, and was introduced at the April 3, 2025 City Council meeting.
As the LTFS progresses, City Council, Boards and Commissions (including PRAB), and
community will be included as part of community engagement efforts.
Staff is currently developing the proposed 2026 budget by analyzing actual revenue and
expenses from 2024, evaluating progress against the outcomes outlined in the
Performance Measures Budget, and identifying opportunities to realign existing resources.
Only after this process will any new funding requests be considered. As previously shared
with PRAB, 2026 is expected to be a fiscally constrained year, meaning that most new
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proposals will need to be cost-neutral or directly support one or more of the guiding plans
mentioned earlier. Staff plans to return to PRAB in May with more detailed information,
including proposed 2026 revenues and expenditures, key budget realignments, and areas
of sustained investment.
BPR’s Diverse Funding Sources
BPR is supported by a diverse mix of funding sources, including dedicated sales and
property taxes, user fees, General Fund contributions, and other fund allocations.
Understanding this range of funding streams is a key first step in developing the 2026
budget. For a summary of BPR’s primary revenue sources and expenditures in 2025,
please refer to Attachment A: 2025 BPR Sources and Uses of Funds. This overview was
shared and discussed during the April 14 study session.
PRAB members have previously requested a general outlook for each of BPR’s funding
sources. In response, additional context is provided to help illustrate the long-term
financial outlook for each fund. The department’s diverse funding portfolio includes
sources that vary in stability and equity—some are more consistent over time, while
others are considered either regressive or progressive in nature. This diversity in funding
is based on decades of policy guidance from city council and voters, which enables BPR
to maintain operations and promote equitable access, in alignment with the goals of the
2022 BPR Plan.
General Fund: The city’s General Fund is supported by fees, sales, property, and other
taxes. General Fund dollars are managed by the Finance department and allocated
each year to city departments and projects by City Council through the annual budget
process. The department primarily uses its allocation to fund park and forestry
operations and department administration.
The outlook for the General Fund is fiscally constrained. Sales tax revenues account for
40% of all revenue. Current trends indicate the flattening to declining of sales tax, which
is less than inflationary increases. The General Fund has the greatest flexibility, but also
has the greatest demands given it funds most city departments.
Permanent Park and Recreation Fund: Funded by property and development excise
taxes, the fund is dedicated to acquiring land and renovating or improving existing parks
and recreational facilities. It may not be used to fund daily operations or routine
maintenance.
The outlook for the Permanent Park and Recreation Fund is conservative. While
assessed property values increased significantly in 2023, there are legislative proposals
that reduced revenue received by the city in 2026.
Recreation Activity Fund (RAF): The RAF is a quasi-enterprise fund used to operate
the department’s many recreation, fitness and sports facilities and programs. RAF funds
are largely derived from program and facility user fees with some supplemental funding
from the General Fund (primarily to subsidize programs for individuals with disabilities,
provide financial aid to those with low incomes and age-based discounts for youth and
seniors).
The Recreation Activity Fund (RAF) requires close monitoring each year. BPR manages
the RAF as a quasi-enterprise fund, operating it as a social enterprise. The goal is not to
generate profit, but to break even while providing broad access to community recreation
services. In stronger financial years, any surplus is reinvested into community benefit
programs. In leaner years, the .25 Sales Tax Fund provides a subsidy to help sustain
these programs.
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.25 Cent Sales Tax Fund (.25ST): The department receives voter-approved sales tax
funds (.25 cent) dedicated to acquiring, developing, operating, and maintaining parks
and recreation facilities. In November 2012, voters renewed the tax with an 85% voter
approval through 2035.
The outlook for the .25ST Fund is fiscally constrained, as revenues have begun to flatten
or decline and are not keeping pace with inflation. This creates challenges in meeting
growing needs with limited resources.
The .25ST Fund provides both ongoing and conditional subsidies to the RAF to support
community benefit programming and ensure overall financial stability. The ongoing
subsidy supports efforts such as the 2024 realignment of the sports turf workgroup and
select community benefit positions, helping to better align field rental revenues with
related expenses. The sports turf workgroup’s expenses were moved from the .25ST to
the RAF to ensure that revenues and expenses for providing sports fields were aligned
to account for cost recovery. These actions directly support the equity and access goals
outlined in the 2022 BPR Plan.
The conditional subsidy serves as a contingency to keep the RAF balanced in years
when revenue generation falls short. While this financial support is critical, it comes with
tradeoffs. Allocating more of the .25ST Fund to the RAF reduces the funding available
for land operations, including both operating costs and the CIP. Over time,
underinvestment in routine and major maintenance can lead to greater long-term costs
and impact service delivery.
Lottery Fund: The Lottery Fund is a special revenue fund that accounts for state
conservation trust fund monies allocated to local governments based on population.
State conservation trust fund monies are dedicated to parks, recreation, and open space
site maintenance and capital improvements. The city receives lottery money on an
annual basis from the state and allocates money to the department based upon a
percent allocation.
The outlook for the Lottery Fund anticipates flat growth compared to 2024, based on a
three-year trend analysis. The city budgets this fund’s revenues conservatively given
they can vary from year to year depending on the size of the lottery and the general
public’s perception of the economy. The Colorado Lottery Commission administers these
funds, distributing revenues to voter-approved beneficiaries who use the money to help
preserve and protect Colorado’s natural and recreational resources.
By law, 40% of all state lottery proceeds are directed to the Conservation Trust Fund
(CTF). Local parks and recreation providers receive CTF funding proportionally, based
on population, ensuring that every city, town, county, and special district across
Colorado benefits. These funds must be used for purposes such as open space and
land acquisition, equipment purchases, facility development, park maintenance, and
renovation or restoration of local facilities.
Historically, the City of Boulder has received approximately $1 million annually from the
CTF. Of this, 37.5% was allocated to both BPR and OSMP, with the remaining 15%
going to Utilities – Greenways. Beginning in 2024, BPR now receives the city’s full share
of Lottery funds. This shift reflects the significant backlog of BPR assets in need of
maintenance, restoration, and investment to support new parks and facilities that serve
the Boulder community.
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Other Funds: The department receives additional funding on a limited basis from the
Capital Development Fund, General Fund Capital, Boulder Junction Capital
Improvement Fund and Community, Culture and Safety (CCS) capital improvement
bond (2012 and 2017, which was reapproved by voters in 2021 as the Community,
Culture, Resilience, and Safety tax (CCRS).
These funds are intended for one-time capital investments and should not be considered
ongoing funds. The funding source for each of these varies, that BPR only looks at what
the citywide allocation is to BPR for distinct projects in the CIP.
Table 1 – Summary of BPR Funds, identifies for each of the funds whether the funds are
restricted, how the funding mechanism was created, whether it supports capital or
operating dollars, and who is responsible for revenue and expense development.
Fund Restricted
Use
Created By Use Budget Development
Revenue Expense
General No City Voters Operating
& CIP
Budget Office BPR Staff
Permanent Park
and Recreation
Yes City Voters CIP;
minimal
operating
Budget Office BPR Staff
Recreation
Activity
Quasi City Council Operating BPR Staff BPR Staff
.25 Cent Sales
Tax
Yes City Voters Operating
& CIP
Budget Office
& BPR Staff
BPR Staff
Lottery Yes State Voters CIP Budget Office BPR Staff
Capital
Development
Yes City Council CIP Budget Office BPR Staff
Boulder Junction
Capital
Improvement
Yes City Council CIP Budget Office BPR Staff
Community,
Culture,
Resilience and
Safety Tax
Yes City Voters CIP Budget Office BPR Staff
Table 1 – Summary of BPR Funds
To submit a balanced budget, the department must ensure that each fund maintains
financial balance—meaning expenses do not exceed revenues over the current year and
a five-year planning horizon. While operating revenues and expenses are expected to
align annually, there are instances—particularly with capital projects—where expenses
may exceed revenues in a given year. This is often due to cost savings from prior years,
operating reserves, or the use of carryover funds from beginning fund balances. In many
cases, funds are intentionally accumulated over several years and then spent in a short
period on major capital investments.
Revenue projections are developed in collaboration with the city’s Finance Department
Budget Office, which also consults with the University of Colorado on economic
forecasting. Expense projections are guided by citywide standards and based on historical
actuals, anticipated inflation, and contractual obligations.
Following staff development and PRAB review, the department’s proposed budget is
submitted to the Executive Budget Team. The City Manager will present a recommended
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budget to City Council. City Council will review the full budget proposal in September and
October, with formal adoption taking place following a public hearing.
Opportunities and Challenges in a Fiscally Constrained Environment
As BPR navigates the 2026 budget development process, the department faces
significant financial challenges that require thoughtful tradeoffs and strategic
prioritization.
Key Challenges with 2026 Budget Development:
•Expenses Outpacing Revenues: Rising operational costs, inflation, and aging
infrastructure are pushing expenses beyond available revenues. Examples of rising
costs include local minimum and living wages, increased fleet maintenance costs,
increased allocation for vehicle and fleet purchases at the end of their useful life,
increased hardware and software costs.
•Taking Care of What We Have: In the past five years, BPR has held ribbon-cutting
celebrations at the Scott Carpenter Pool, Reservoir Main Building, and Flatirons Golf
Course. BPR will begin setting aside 2% of the Current Replacement Value (CRV) of
these facilities in line with recommendations from the Facilities Department Plan,
which recommends a revolving fund for taking care of building operation and
maintenance.
•Cost Escalation in Capital Projects: Construction and material costs continue to rise,
reducing the buying power of existing capital funding.
•Operating vs. Capital Tradeoffs: Every funding decision represents a choice—either
to support current service delivery or to invest in infrastructure that reduces long-term
life cycle costs.
•Service Limitations Without New Funding: As stated in the 2022 BPR Plan, “BPR has
continued to provide high levels of service while revenues have remained mostly flat
and expenditures have continued to rise. BPR should consider prioritizing services
and identifying alternative funding sources as current funding will not meet the
demand and expenses to achieve the community’s goals if trends continue.” Staff
want to make it clear that without additional resources, the department must consider
reducing or ceasing some existing services as part of 2026’s budget development.
Opportunities with 2026 Budget Development:
Focus resources on core services and equitable access.
Prioritize projects that reduce future maintenance burdens.
Leverage PRAB’s guidance to ensure transparency and community alignment.
Align financial decisions with long-term sustainability and the values of the 2022 BPR
Plan.
To further demonstrate alignment with the 2022 BPR Plan, staff has laid out how the
2026 budget development will align with key recommendations from Financial
Sustainability (p. 76 – 77) and Taking Care of What We Have (p. 7 – 80).
Realign Existing Budget within Current Resources
In light of flattening revenues, budget realignment must occur by reallocating funds to
their highest and best use or reducing services.
Goal 3.1: Establish a transparent process for financial decisions to communicate
to staff and the community.
Pursue Non-Traditional Funding Sources
Seek grants, philanthropy, sponsorships, and other innovative funding mechanisms.
Goal 1.1: Evaluate and pursue non-traditional funding sources.
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Prioritize Equitable Access in Budget Development
Use Budgeting for Resilience and Racial Equity tools to align investments with
community needs.
Goal 2.1: Employ equity-focused budgeting principles.
Update PRAB Input on Fee Schedule
Review and revise fees for special events and commercial uses based on current costs
and goals.
Goal 2.5: Regularly assess total cost of services for budgeting and fee setting.
Goal 2.6: Track and compare annual cost recovery targets with actuals.
Update Capital Maintenance Needs
Refine the list of underfunded and unfunded capital needs based on replacement value
and total cost of ownership.
Goal 2.7: Collaborate with the Budget Office on capital funding strategies.
Taking Care of What We Have Goal 3: Budget for the operation, maintenance,
and replacement of existing assets.
Recommend 2026 Operating Budget
Present a recommended operating budget that reflects realigned priorities and
sustainability.
Goal 3.1: Maintain transparent financial decision-making.
PRAB Role: BRC 2-3-10 (d)(5)
Approve 2026 Expenditures from the Permanent Park and Recreation Fund
Recommend appropriations to City Council that align with capital priorities.
PRAB Role: BRC 2-3-10 (d)(2)
Recommend 2026–2031 Capital Improvement Program (CIP)
Submit a comprehensive CIP to the Planning Board and City Council for approval and
appropriation.
PRAB Role: BRC 2-3-10 (d)(5)
BPR Fee Policy Alignment
Following extensive engagement with PRAB and the Community Connectors in
Residence, the Boulder Parks and Recreation Department (BPR) Fee Policy was
approved by PRAB on July 24, 2023 (Attachment B).
The Fee Policy establishes ten distinct service categories across programs, facilities, and
partnerships. These categories are structured according to the level of community versus
individual benefit, each with defined cost recovery targets:
Broad community benefit services are primarily subsidized through the General Fund
and grants.
Individual benefit services are expected to recover at least 100% of their costs through
user fees.
The policy also reinforces BPR’s commitment to equitable access by maintaining
discounted rates based on age and residency status, and by supporting access for
individuals with disabilities and low-income residents through the department’s financial
aid program.
As part of the 2026 budget development process, all revenue projections and proposed
fee adjustments will align with the adopted Fee Policy. Staff will keep PRAB informed of
any expected impacts on cost recovery targets during budget discussions.
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Each year, BPR produces a comprehensive Fee Schedule that outlines all service fees
and charges. While PRAB provides guidance on the policy framework, the Fee Schedule
is implemented under City Manager Rule, in accordance with Boulder Revised Code BRC
8-3-8 (c) and does not require PRAB or City Council approval.
In parallel with budget and CIP planning, BPR will present proposed updates to the
recreation facility membership structure and associated fees to PRAB. These updates are
being developed in coordination with the rollout of BPR’s new Recreation Management
System, scheduled for implementation in November 2025.
The goal of the updated membership structure is to:
Enhance the customer experience,
Support the department’s cost recovery goals, and
Ensure consistency and transparency across BPR’s recreation services.
All changes to fees will be fully aligned with the adopted Fee Policy and incorporated into
the 2026 Budget revenue assumptions.
Capital Investment Program – First Touch
The Capital Investment Program (CIP) is a six-year workplan that guides the
prioritization of capital projects that exceed $50,000 for the purchase, construction, or
major replacement of physical assets. To ensure thoughtful and transparent planning,
BPR follows a “three-touch” approach with the PRAB:
April: Staff presents an overview of CIP processes, policies, and definitions that
shape the development of the plan.
May: PRAB reviews and discusses potential projects and prioritization strategies.
July: PRAB holds a public hearing and considers a motion to approve and
recommend the department’s proposed CIP.
The department’s CIP is primarily funded through the Permanent Park and Recreation
Fund, the .25 Cent Sales Tax Fund, and the Lottery Fund. Additional funding sources—
such as the Capital Development Fund, Boulder Junction Improvement Fund, General
Fund Capital, and the Community, Culture, Resilience and Safety (CCRS) Tax—are also
leveraged, although these sources are often restricted in use and not solely managed by
BPR. These outside funding sources have historically allowed the department to achieve
items from the 2014 and 2022 BPR Plans that require more “Action” and “Vision” level
funding.
To enhance near-term planning and implementation, the department developed a
Capital Investment Strategy (CIS) that outlines a focused two-year workplan within the
broader six-year CIP framework. The CIS was informed by the 2022 BPR Department
Plan, a maturing Asset Management Program, and planning efforts such as Park and
System Plans. It identifies priority projects for the next two years, each with a defined
project charter including scope, schedule, cost estimates, and purpose.
The CIP is organized into three major categories covering park assets, park renovations,
and system planning:
Asset Management: Focuses on "taking care of what we have" by maintaining,
enhancing, or replacing existing assets (e.g., courts, athletic fields, parking lots and
accessibility improvements).
Park Plans: Encompasses comprehensive planning for new or existing parks and major
facilities, including concept and schematic designs with cost estimates. These plans
support phased implementation and guide the replacement or enhancement of aging
assets (e.g., Primos Park Plan, Civic Area Plan). Examples where assets have reached
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the end of their useful life and require full replacement include North Boulder Park, and
the ADA dock at the reservoir.
System Planning: Provides a broader strategic view of the entire BPR system,
examining how to best manage and maintain asset categories, parks and major facilities
across the system through in-depth studies (e.g., Future of Recreation Centers and
Future of Parks System Plan).
The diagram below highlights the three categories and provides a brief description of
their purpose.
The CIS implements the 2022 BPR Department Plan’s priorities for parks and facilities
(see Figures 1 and 2). The department aims to complete all projects listed in the “fiscally
constrained” category. As additional one-time funding becomes available—such as
CCRS funds for the East Boulder Community Center renovation and Civic Area Phase 2
— BPR can pursue “Action” and “Vision” level projects. While there is strong community
interest in these higher-tier amenities, current funding limitations prevent widespread
implementation.
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Figure 1: Guidance for Park Investments from the 2022 BPR Department Plan
Figure 2: Guidance for Facilities Investments from the 2022 BPR Department Plan
Given recent cost escalations and the aging condition of many assets, BPR
acknowledges that completing all projects identified in the “fiscally constrained”
category of the 2022 BPR Department Plan is unlikely without additional funding.
Rising construction and material costs, coupled with increased needs for the
replacement of aging infrastructure, are putting substantial pressure on already
limited capital resources.
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As a result, the department is proactively preparing PRAB and the community for
the reality that some fiscally constrained priorities may be delayed or remain
unfunded. This message is being shared in coordination with the ongoing Long-
Term Financial Strategy (LTFS) effort, which seeks to create a more sustainable
and transparent approach to funding both current needs and future capital
investments.
Staff continue to evaluate deferred maintenance and end-of-lifecycle asset
replacement needs to inform capital planning. The current backlog of facility
improvements—including major repairs and replacements—is significant and is
expected to persist until funding levels more adequately support comprehensive
life-cycle management.
BPR does not currently have sufficient funding to ensure that all assets are
maintained in good condition. As a result, staff must prioritize investments, which
inevitably leaves some projects either underfunded or unfunded. To guide these
difficult decisions, BPR uses a variety of industry-standard tools and methodologies
to maximize impact and keep as much of the system in the best possible condition,
given available resources.
These tools include:
Reduce the number of projects: make tough decisions to eliminate
the number of projects and accept fair to poor asset condition or reduced service
levels.
Value Engineering: do an early value engineering exercise to reduce budgets
for all projects to keep more projects above the total available budget line.
Phasing: review projects to see if they can be completed in separate chunks,
reducing scope but allow staff to keep a number of projects going. Future phases
could be placed in out years and/or added to the deferred list.
Target Budgeting: improve the scope of projects to get a better understanding
of need and therefore align scope closer to reality of an allocated budget rather
than a needed budget.
Economies of Scale: for example, doing 3 play areas at once, rather than
renovating one at time, could decrease overall design and construction costs due
to site mobilization and volume-based discounting.
Next Steps
The 2026 Budget Strategy is laid out below regarding what the PRAB can expect to
review each month.
May 2025: Preliminary 2026 Budget
Operating Budget Development: discussion item on the proposed 2025 revenues and
expenses, key realignments and changes are areas of sustained investment based on
staff budget development, recognizing that 2025 will be fiscally constrained.
2026 – 2031 CIP: a discussion item at the May meeting to review 2025 projects
(including carryover from 2023 & 2024) and prioritization as it relates to CIP for 2026 –
2031. The CIP will be based on the foundational work included in the 2025 – 2030 CIP
(Attachment C – 2025 – 2030 CIP by Project). Staff will provide an update on the asset
management work being done for one asset type based on the PRAB’s input on the
Court Study Plan. Staff will provide an updated list of underfunded and unfunded CIP
projects for PRAB and community awareness, which will feed into the Long-Term
Financial Strategy.
June 2025: Recommendation of 2026 Operating Budget; 2026-2031 CIP
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Operating Budget: PRAB will be given a chance to review the 2026 operating budget as
a Discussion Item.
2026 – 2031 CIP: PRAB will provide a recommended list of CIP projects by year and
fund for 2026 to 2031 that will incorporate feedback from the PRAB.
July 2025: Recommendation of 2026 Operating Budget; 2026-2031 CIP
Operating Budget: PRAB will be asked to recommend the 2025 operating budget as an
action item.
2026 – 2031 CIP: PRAB will be asked to recommend the 2025 expenditures form the
Permanent Park and Recreation Fund to City Council for appropriation and recommend
the 2026 – 2031 BPR Capital Improvement Program to Planning Board and City Council
for approval and appropriation.
Questions for the PRAB:
1) What information or data does the PRAB need to help inform their decision-
making process as the 2026 budget is developed?
2) Does the PRAB have input on the process or tools related to the CIP decision
making?
Attachments:
A: 2025 BPR Sources and Uses of Funds
B: Fee Policy
C: 2025 – 2030 CIP by Project
B. NORTH BOULDER PARK RENOVATION UPDATE
The intent of this memo is to update PRAB on the North Boulder Park Renovation
including the project schedule, phase 1 project work, and the current phase 2 work
including the updated concept plan. In addition, there is a summary of the March 2025
community engagement for the park covering the associated feedback gathered for the
updated concept plan. As part of the update, we will also be asking PRAB for input on
the project described by the three questions below.
QUESTIONS FOR PRAB
Questions for PRAB on framework plan and concept design:
1. Does PRAB have questions about the addition to the project scope?
2. Does PRAB have questions or comments about the updated concept plan
based on the previous community program feedback and scope change?
3. Does PRAB have questions on the engagement findings?
PROJECT BACKGROUND
The North Boulder Park Renovation project had initially been scoped to replace the
playground, update the restrooms and install a new fitness court in the park. An initial
concept plan and site program was developed from community input in July 2022. This
design initially considered mitigating a small portion of the overall drainage challenges
found throughout the park, with the extent of grading improving only localized drainage
from Dellwood Avenue down to the north boundary of the playground in the park. The
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initial sketch plan was presented to PRAB at October 2022 meeting and
included programming elements for:
Replace fitness equipment (completed in 2024)
Restroom improvements (completed in 2024)
Teen gathering spaces
Update nature play playground areas
Shade shelter expansion and improvements
New trees and plantings
Circulation and universal access improvements
Grading to keep major stormwater drainage out of the playground area
After further planning analysis in 2024, the scope for the project was adjusted,
recognizing the need to fix the drainage as a whole across the park, which improves the
park experience, and the earlier small limit of work would not actually fix the drainage
issues in that area due to the larger park drainage problems. Drainage issues have
affected the whole park for many years and have impacted recreation activities as well
as the quality of the park in terms of being able to fully enjoy it. After collaborating with
the Utilities Department, who are working on upgrades for the larger Goose Creek
Watershed, they agreed to bring forward their project timing for upgrades to the park.
This has enabled the two departments to combine their projects into one; creating
efficiencies in time, dollars and the ability to finally fix the long-standing drainage issues
the park has suffered from.
In parallel with reviewing the modified scope of the project, Parks and Recreation
launched a request for proposals (RFP) to solicit the services of a qualified design
consultant for the North Boulder Park Renovation. The team contracted with Stream
Landscape Architecture in early 2024 for the design and construction administration
phase of the project. During 2024, the project team worked on an updated concept plan
for the park which included the larger area to be regraded, playground improvements,
health and wellness upgrades and design studies for the shade shelter renovation. This
phase was followed by an updated concept design, which incorporates the feedback
received from the community in 2022 and honors the emerging ideas for initial program
elements, including a community preference for nature play areas. In March 2025, staff
shared the concepts for the park with community members during an event in the park
and on the project webpage. The next engagement window took place where above
mentioned items were shared with community members during an event in the park and
on the project website.
PROJECT TIMELINE
The project team will incorporate PRAB comments, community feedback and the
planning analysis into the next stage of the process, Schematic Design. This phase will
provide a more detailed illustrative plan of what improvements will be covered by current
funding and will be followed by Design Development and Construction Documentation
prior to construction. The current project timeline is shown in Table 1 below.
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PROJECT UPDATES
Park Values
Based upon community input the overarching values focus on Well, Water, Whimsy and
Wild.
Well stands for the fitness and wellness component. North Boulder provides space and
opportunities for a wide range of community members. From the newly installed fitness
court, informal yoga gatherings to groomed Nordic skiing in the winter, the park is being
used for a variety of exercise types and staff are ensuring all these activities will be
preserved in the emerging design and continue to be available to park visitors. For
example, using Strava data and working with Nordic ski group, staff will be able to
preserve the tracks they typically use in winter (see Diagram 1)
Task Schedule Duration Description
Planning Analysis -
Completed
June 24 – Sept 24 4 months Site inventory and analysis
of entire park
Concept Design - Completed Nov 24 – Mar 25 6 months Focusing on areas that
need improvements the
most
Schematic Design -
We are here
April 25 – June 25 3 months Further refinement of areas
slated for renovation
Design Development July 25 – Nov 25 5 months Advancement of design
Construction Documentation Dec 25 – April 26 5 months Detailing of park renovation
components
Technical Document Review May 26 – July 26 3 months P&DS review
Bidding Negotiations Aug 26 – Sept 26 2 months RFB, Contracting
Permitting Aug 26 – Sept 26 2 months P&DS permit approvals
Construction Oct 26 – May 27 9 months Implementation of planned
renovations
Opening June 27 Celebration of renovated
park
Table 1 Timeline of North Boulder Park Renovation project
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Diagram 1, Nordic Ski Routes in Park
Water plays an important role in the park. Not only is it at the headwaters of Goose
Creek, but it has also historically been a glacial lake. Unsurprisingly, we do have some
issues with flooding in the park. Existing development on the uphill side of the park adds
to the drainage requirements and the upsizing of the storm infrastructure will be a key
component to increase resilience for new park amenities. Despite the challenges with
severe weather events, water is a precious resource in the American West and the
design team seeks to reduce water use for landscaped areas by selecting plants that are
adapted to the climate on the Front Range. Lastly, there is a big opportunity to tell the
story of water and how it navigates the site. The proposed open channel in-lieu of the
subsurface storm pipe will allow for play, educational and aesthetic opportunities along
with easier maintenance access.
Whimsy aims to bring back a nature-based playfulness to the park, where park users of
all ages are encouraged to play, explore and re-imagine the park and its historical,
cultural and natural offerings.
Wild picks up on the abovementioned use of naturalized plants and a conversion of
portions of turfgrass to a more native plant palette. Diverse play opportunities invite
people of all ages to take advantage of more areas of the park in the context of play. It is
also in keeping with a park along the western edge of the city, close to the Dakota Ridge
with Mount Sanitas and other Open Space and Mountain Parks (OSMP) managed
properties.
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Natural Play
Play typology follows the new approach Boulder Parks and Recreation is implementing
whereby a focus on all four types of play is being pursued. Over the last few decades, a
lot of the playgrounds in the country have focused on gross motor skills when it comes to
play infrastructure. See Figure 2 for how the park can address the need for the other
three main areas covering: fine motor skills, imaginative (creative and collaborative) and
contemplative (alone and quiet) play.
With the focus on gross motor skills, there was also a shift away from natural materials
and bright colored post-and-platform plastic and/or metal structures have dominated the
playgrounds of late. The goal of the design team is to focus on more natural materials
like wood and boulders which have much more texture, have a smaller ecological
footprint and are less susceptible to temperature extremes. Loose parts play is an
excellent way to let kids discover, create, imagine and pretend along with using many
muscles and parts of the developing brain.
Figure 1 Play typologies, character and distribution
Shade Shelter
Another significant step was the commissioning of a feasibility study of the existing
shade shelter in the park. Denver based firm Tres Birds was tasked with an initial study
and concept that lets us preserve the bones of the existing shelter but allow for a more
flexible space with increased usability throughout the year on top of providing more
quality shade and allowing for more natural light in the shelter. See Figures 3 and 4 for
two renderings showing the final result of the study.
Key Features:
Re-uses and keeps large portions of the existing shelter to allow for a resourceful
remodel
Three-season use due to the use of sliding doors allows for longer rental season
and nighttime use
New roof structure allows for more natural light inside the shelter and more
shade on the east side (playground), see figure 3
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Removing the storage core allows for direct line of sight from inside the shelter to
the playground, see figure 4
Prep sink and counter space
Figure 2 Rendering of shade shelter improvements viewed from the northeast
Figure 3 Rendering of shade shelter improvements viewed from the inside
Updated Concept Design
Figure 5 shows the extents of the park renovation and highlights some of the exciting
pieces the park will contain when the project is completed. Large parts of the framework
plan can be implemented with the current project budget. A new fitness court and the
restroom updates have already been completed. The Alpine-Balsam flood channel inlet
is being constructed this summer as part of the city’s Western Campus project. A
promenade along the park’s western edge and the area with the mature trees in the
southwest corner of the park are being pushed into a second phase due to budget
constraints.
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The proposed park design focuses on the existing strengths of North Boulder Park and
adds new elements of play, water conservation, education, gathering and wayfinding
while retaining the existing recreation activities that are cherished by the neighborhood.
Figure 4 Updated Concept Design for North Boulder Park renovation project
Community Engagement Window 1
March 2025 marked the second engagement window for the park renovation project.
Staff hosted an open house to gather feedback from neighbors, community members
and visitors along with a concert for youth by Jeff & Paige. Approximately 450 people
attended the event on a sunny Sunday to hear about the updated concept plan and
provide input to staff and design team (see Photos 1 and 2 from the event).
Overwhelmingly positive feedback was collected from all ages, with very few critical
comments.
Feedback Summary:
Table 2 Top 10 Most Popular Play Activities
All Activities Count Play Type
Climbing, scrambling (on logs) 39 Gross Motor
Playing in the creek with loose
materials 34
Fine Motor
Balancing 33 Imaginative
Sliding 26 Gross Motor
Swinging 18 Gross Motor
Crawling/hiding in tree tunnels 16 Contemplative
Exploring and discovering natural
features 15
Contemplative
Damming, pumping and moving water 13 Fine Motor
Outdoor classroom 12 Imaginative
Playing in the (dry) creek with loose
materials 11
Imaginative
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Support for revitalizing the shade shelter, shifting to natural play materials and
structures, coupled with more natural shade were some of the more frequently heard
and written comments.
Nature Play is an exciting concept that many of the people who attended the event are
truly looking forward to. It is also interesting to note how the four types of play are almost
evenly represented, highlighting the need to ensure play opportunities for all four types
of play.
The upgrades done in phase 1 allow us to keep the restrooms open year-round and the
choice to go with vandalism resistant materials, even though they are less aesthetic,
helps keep repair bills and maintenance needs at acceptable levels.
Community members love the idea of creating a more inviting shade shelter that can be
rented for more months than is currently the case as well as day and night-time use. The
ideas of expanding shade, opening up a clear line of sight to the playground and
allowing for more flexible space are being embraced by park users. Staff have asked
what people would like to do in the new shade shelter; Table 3 lists the front runners:
Shade Shelter Activity Count
Movie Night 36
Concert 31
Food Truck Picnic 31
Birthday Party 28
Small Performance 20
Arts & Crafts 18
Games 17
Craft Fair 15
Art Class 12
Neighborhood Potluck 12
Table 3 Top 10 Shade Shelter Activities
For general park feedback, staff have had many community members wanting to ensure
the park keeps large parts of the open lawn area for various uses ranging from
picnicking to ultimate frisbee. Park users are excited about the prospect of a new nature
play area and increased flood resilience with the new dry creek which contains multiple
ecosystem services (education, stabilize sediment, storm protection, recreation and
health & well-being). Focusing on native or naturalized plants is being met with cautious
optimism. Maintenance needs, aesthetics and perceived safety are mentioned by some,
while others welcome the reduction in potable water consumption and increased
attention for pollinator plants.
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Photo 1 Jeff & Paige Concert on the lawn south of the shade shelter
Photo 2 Collecting community feedback in the park
NEXT STEPS
BPR & Growing Up Boulder: Teen Engagement in the Park: Summer 2025
Engagement Window 2: Fall 2025
Community Engagement to share the Design Development Plans
PRAB touch point to share Design Development Plans
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Main1100 - General Fund 2110 - Lottery Fund 2180 - .25 Cent Sales Tax Fund 2300 - Recreation Activity Fund3300 - Permanent Park & Recreation Fund Other Capital FundsDesc.Governmental Fund accounts for the revenues and expenditures necessary to carry out basic governmental activities of the city which are not required to be accounted for in another fund. Special Revenue 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. Special Revenue Fund accounts for earmarked sales tax authorized by the voters in 1995 for Parks & Recreation operating and capital needs. Special Revenue/Quasi-Enterprise Fund to account for fees and services related to the provision of recreation, reservoir and golf course services/programs.Capital Improvement Fund accounts for dedicated property tax for the acquisition of park land or permanent improvements of park and recreation facilities.Other Capital Improvement Funds account for the permanent improvements of park and recreation facilities.Summary of Sources of Funds$6,867,895$2,348,000$11,905,723$14,697,885$4,459,842$3,570,000City wide fund comprised of: • Sales Tax• Property Tax• Fees• Other taxes (accommodations, admission, etc.)• State of Colorado distributes revenue to entities on a per capita basis • Parks & Recreation receives a portion of the City of Boulder's annual contribution• Fund specific to Parks & Recreation• Approved by voters in 1995 for a 20 year period was extended by voters with an approval of 85% through 2035.• Fund specific to Parks & Recreation • Grants/donations, user and participation fees • Subsidy transfer provided by the General Fund and .25 Cent Sales Tax Fund for community benefit programming• Fund specific to Parks & Recreation• The City of Boulder receives $.14 of every property tax $ collected in City of Boulder. Out of the $.14, Parks & Recreation receives $.01• Funds support Parks & Recreation• Parks & Recreation receives a portion of the City of Boulder's annual contribution based on approved CIP for one-time projects. Summary of Uses of Funds$6,867,895$2,348,000$12,236,826$14,922,277$3,387,214$3,570,000Operations and Maintenance• General Park Maintenance & Management• Playground and Shelter Maintenance• Horticulture, Turf and Irrigation Maintenance• Pearl St. Mall and Boulder Creek Path• Trash and Snow Removal• Forestry • Urban Ranger Program• Historic AssetsAdministrative Support Services• Office of the Director• Business and Financial Management• PRAB SupportCapital Improvements• Land Improvements• Park DevelopmentOperations and Maintenance• General Park Maintenance & Mgmt.• Horticulture, Turf and Irrigation Maint.• Trash and Snow Removal• Forestry• Natural LandsRegional Facilities• Valmont City ParkAdministrative Support ServicesVolunteer Services & Partnerships• Special Events• Community Outreach & VolunteerismRenovation and RefurbishmentCapital Improvements• Park Development• Asset ManagementCost AllocationRecreation Facilities• East, North & South Recreation Centers• Aquatics (Indoor & Outdoor Pools)• Health & Wellness • Admin Support & MarketingRecreation Services• Gymnastics • Camps• Sports and Sports Turf (Ballfield Maintenance)• Contracted programs Regional Facilities• Boulder Reservoir• Flatirons Golf CourseAccess & Inclusion• Therapeutic Recreation (EXPAND)• Youth Services InitiativeAcquisition and Development• Acquisition of Park Land• Planning• Park Development/Construction• ConstructionRenovation and RefurbishmentCapital Improvements Program• Asset ManagementCost Allocation 2024 Funds• Boulder Junction - Pocket Park• Capital Development Fund - Primos Park• Community, Culture, Resilience, and Safety Tax - Civic Area Phase II, Pearl Street Mall Refresh (joint project with Community Vitality)RestrictionsThe General Fund allocation was established to finance the basic functions of Parks and Recreation. Note: The General Fund Subsidy allocation dedicated for Recreation is provided through an annual transfer to the Recreation Activity Fund.Funding can be used for the acquisition, development, and maintenance of new conservation sites or for capital improvements or maintenance for recreational purposes on any public site.Primarily used for park maintenance, urban park refurbishment, renovation of facilities, pools, urban parks, historic/cultural facilities, civic center complex, development of all categories of parks, and new recreation facilities. Provides a subsidy for the Recreation Activity Fund to support community benefit programming and access. Department manages all expenses, receives revenues from grants/donations, user and participation fees related to the provision of recreation, reservoir and golf course services/programs, and relies on a subsidy from the General Fund and .25 Cent Sales Tax Fund to support community benefit programming. Appropriations of the fund must be approved by the PRAB. The fund shall not be used for any purpose other than for the acquisition of park land or permanent improvements of park and recreation facilities. Funds can only be used for approved projects; and have certain restrictions based on the funding sources.Parks & Recreation 5 Main Funds - 2025 Approved - Sources: $40.2 Million / Uses: $39.8 MillionGeneral Fund$6,867,895100%Dept Admin $1,173,13417%Planning & Construction$45,4651%Park Operations $4,234,08462%Natural Resources, …Colorado Lottery Fund$2,348,000100%Sales and Use Tax$11,594,711…Interest$246,0122%Valmont City Park$65,0001%Natural Resources$1,125,5249%Park Operations$2,834,98823%Dept Admin$1,340,86…Volunteer Svc & Partnership $631,9345%Valmont City Park$508,0824%R&R$250,0002%CIP $1,810,00015%Planning & Construction$727,4856%Admin Allocation & Transfers$3,007,944…Recreation Facilities$4,118,45828%Recreation Services$2,810,86719%Access & Inclusion$151,0001%Golf $1,977,05413%Reservoir $1,550,00011%Transfers - General Fund Subsidy, $1,607,71311%Other Transfers$2,133,17615%Other Revenues$349,6163%Recreation Facilities$7,728,96852%Recreation Services $2,641,62618%Access & Inclusion$960,0346%Golf $2,105,35114%Reservoir $1,486,29810%Property Tax$4,413,46699%Interest$38,296<1%Other Revenues$8,080<1%Planning & Construction$1,394,13141%Park Operations$122,9884%R&R$151,0144%CIP, $1,430,00042%Admin Allocation & Transfers$289,0829%CIP$2,348,000100%Bldr Junction $500,00014%CDET$920,00026%CCRS$2,150,00060%Bldr Junction $500,00014%CDET $920,00026%CCRS$2,150,00060%3/25/202538
Policy Title Boulder Parks & Recreation Fee Policy
Administrative Policy
Number
05-02
Effective Date July 24, 2023
Last Amended N/A
Review Cycle Every 2 years
Inactive/Repealed N/A
Primary Audience BPR Staff and Supervisors with Fee Based programs
Policy Sponsor Jackson Hite, Parks and Recreation Sr. Manager – Business
Services
Director Approval Alison Rhodes, Parks and Recreation Director
Related Policies
Included Procedures,
Workflows, or other
materials
I.Purpose of Policy:
The purpose of the fee policy is to establish clear and consistent guidance for how fees are set
and subsidies are awarded. In establishing a fee policy, BPR intends to create a standard
approach for all fees collected, develop transparent fee categories and definitions of the types of
access or programs which are subject to various fees, and create clear cost recovery targets.
The Fee Policy should be applied equitably to all programs, with an understanding that
additional support may be provided based on General Fund Subsidy as called for in the 2022
Parks and Recreation Plan. In determining the subsidy levels, BPR will provide subsidies based
on the level of funding available and the level of community benefit each program provides.
II.Background:
The City of Boulder Parks and Recreation Department promotes the health and well-being of
the entire Boulder community by collaboratively providing high quality parks, facilities and
programs.
BPR operates from five primary funds. These funds are the Recreational Activity Fund (RAF),
.25 Cent Sales Tax Fund (.25ST), General Fund, Permanent Park and Recreation Fund, and
Lottery Fund.
Recreation Activity Fund: A special revenue/quasi-enterprise fund that is specific to the Parks
and Recreation Department. The fund is the primary funding mechanism used to support
recreation centers and facilities and subsidize fees for services related to the provision of
recreation, reservoir and golf course services/programs that do not cover all their direct costs.
This fund is supported through user and participation fees, grants and donations, and an annual
subsidy transfer from the General Fund.
.25 Cent Sales Tax Fund: A special revenue fund that is specific to the Parks and Recreation
Department. The fund is primarily supported through a designated sales tax that was approved
by voters in 1995. In 2013 voters renewed the sales tax through 2035, with 85% of votes
supporting the tax. The fund supports multiple aspects of the department, including operations
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and maintenance, administrative support services, renovation and refurbishment, and capital
improvements.
General Fund: The city’s largest fund that serves as the primary funding source for most
governmental services. BPR uses its portion for park operations, forestry and department
administration. The general fund is mostly supported through a blend of taxes, permits, fees,
and intergovernmental transfers. As a result of the fund’s heavy reliance on tax revenue and
pressure from other departments, the fund’s revenues, and ability to contribute to the
department’s budget can fluctuate, although it has been relatively stable over the years.
Permanent Park and Recreation Fund: A fund specific to the Parks and Recreation
department, this source of funding is permanent according to the City of Boulder’s charter and is
supported through earmarked property taxes, with the Parks and Recreation Department
receiving $0.01 for every dollar of property tax collected by Boulder County. These funds are
limited to the acquisition or permanent improvement of parkland, renovations, and refurbishment
of recreation facilities, and is a source of funds for capital improvements.
Lottery Fund: A special revenue fund that accounts for State Conversation Trust proceeds that
are distributed to municipalities on a per capita basis. Money from the Lottery Fund must be
used only for the acquisition, development, and maintenance of new conservation sites or for
capital improvements or maintenance for recreational purposes on any public site.
III.Definitions:
Residency:
Resident: any individual who lives at an address located within the City of Boulder
service area.
Non-Resident: any individual who lives outside of the City of Boulder.
Resident/Worker: individuals who live or work in the City of Boulder are eligible for
Resident/Worker rates for facility entry. Resident or non-resident status applies for all
other types of programs.
Age Based Fee Groupings:
Youth: participants between 3 and 18 years old.
Adult: participants between 19 and 59 years old.
Senior: participants who are over the age of 60.
Household: any adults, seniors or youth residing at the same address. Proof of address
is required and no more than 8 members aged 19 or older.
Costing Definitions:
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Cost Recovery: the collection of revenue to pay for the direct and/or indirect costs of
providing a service or program. The level of cost recovery will vary based upon the
service, type of program, program category benefit level, targeted skill level, market
costs and other factors.
Direct Costs: The costs directly related or attributed to providing a specific service.
Direct costs include staff time, materials and supplies directly related to providing the
service.
Indirect Costs: Costs incurred across the department that are not directly attributed to a
specific service but benefits the department as a whole. Indirect costs typically include
marketing expenses, software, utilities, space allocation, and management staff that
support a variety of services or programs.
Market Analysis: A point-in-time analysis or survey of prices charged by other
agencies, public and private for a similar service. Market Analysis is typically limited to
benchmark communities, local private business and non-profit organizations.
Subsidy: Funding provided by the city to offset the costs of a service to support a higher
level of community benefit. Based upon community input, subsidies are typically
awarded to programs that support low-income residents, people with disabilities, older
adults and youth.
Discounts: Discounts may be provided associated with marketing and/or volume-based
discounting to provide benefits to participants who are regularly using a service or
program.
Program Benefit Categories:
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Community: Services that enhance the health, safety and livability of the community
and therefore require minimal obstacles to participation.
Recreation: Services that benefit a broad range of users and are targeted to promote
physical and mental well-being.
Individual: Services targeted to specific individuals or user groups with limited
community benefit.
IV.Policy:
The Department of Parks and Recreation’s Fee Policy represents a standardized approach to
program categorization and definitions, while aligning a clear subsidy level based on the level of
community benefit provided. Fees are an efficient and equitable way to distribute the costs
associated with providing services that exceed the ability of the tax base to support the costs.
This comprehensive policy will promote community understanding with clear fee practices and
financial sustainability. This Fee Policy was developed through the documentation of previous
policy guidance from the Parks and Recreation Advisory Board, includes guidance received
from the 2022 Parks and Recreation Plan, along with significant input from the Parks and
Recreation Advisory Board, Community Connectors in Residence and City Council. This Fee
Policy identifies and informs the program types and a consistent method to assign services to
those types and includes the appropriate benefit level of subsidy and cost recovery target that
should be achieved. Tax subsidy provided each year from the General Fund and/or other
sources such as .25 Cent Sales Tax Fund should be allocated in a way that supports the cost
recovery targets based on available funding, which then directs the corresponding pricing
strategy each year.
The concept of cost recovery involves setting fees based on the total cost of providing the
service and factors in the program category benefit level so that the total funding received
(Taxes and User Fees) equals the total cost of providing a particular service. This is critical to
the financial sustainability of public parks and recreation.
V.Procedure:
The department will review fees and charges for all programs and services along with cost
recovery performance at least every two years as part of the annual citywide budget
development process. Once the cost to provide services is analyzed, each service area will
review cost recovery performance compared to stated goals within the Fee Policy. Total cost of
service as well as the department’s Service Delivery Model, market analysis, and feedback from
staff and participants, will inform any recommendations to the Department Director to update
fees.
The Department’s pricing strategy is based on several considerations:
•Level of Community Benefit
•Supply and Demand
•Market Comparisons
•Residency/Non-residency priority
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•Age-based prioritization with an emphasis on youth and seniors
•Accessibility and health promotion
•Value of Program (availability of alternative providers, quality of program)
•Cost recovery philosophy
•Availability of subsidy to support age-based discount, community benefit recreation and
financial aid.
Each activity will be sorted into a program type. Each program type will have a minimum cost
recovery rate and a target cost recovery rate. Programs that are being introduced will likely be
at the minimum cost recovery rate; over the lifecycle of the program, the goal will be to achieve
the target cost recovery rate. While setting rates, staff must evaluate market rates and demand
for the activity to determine price sensitivity for any proposed price adjustments. If the price is
too high and/or there is little demand for the program, staff must consider the feasibility of
reducing costs, reducing fees or propose the elimination of the program. To minimize impacts to
participants, fee increases may be limited to 10% in a year for any community or recreation level
programs. Fee increases may be phased in over a 2-to-3-year period to minimize impacts to
participants.
When establishing fees, BPR will support fees that the market will bear, even if this exceeds the
cost recovery targets. Additionally, BPR will not undercut the market as it is not a good use of
subsidy and jeopardizes the overall health of the market. Programs with high demand should
also evaluate fee increases to improve cost recovery. Both tactics will allow the department to
reinvest in other program areas with lower cost-recovery goals, in turn allowing the department
to reduce the reliance on tax subsidy and reinvest in priority programs. During future updates to
the Fee Policy, BPR will adjust the cost recovery targets accordingly based on actual
performance.
To ensure there is equitable access for populations the community has prioritized, the
department will continue to subsidize access for low-income individuals, people with disabilities,
youth and seniors. The department is committed to maintaining financial aid programs to
qualifying Boulder residents, providing subsidized access to facilities and programs, as funding
allows.
All fee updates will be reviewed annually by the Parks and Recreation Advisory Board and for
consideration by City Council with the adoption of the operating budget each year. The City
Manager shall give notice regarding changes in fees by filing a schedule of fees with the City
Clerk and displaying the changed fees on the City’s website. Increases shall not take effect until
at least two weeks have passed since notice was given. Fees shall be in effect as of the
effective date specified in the schedule.
Fees may be temporarily discounted or reduced through special promotional pricing as warranted.
The City Manager may reduce fees from time to time as market conditions warrant, and may also
raise them again, so long as the fee never exceeds that specified in the fee schedule.
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Below are the program types with associated category benefit level and cost recovery target
goals, definitions and examples of activities. These are examples of various types: they are not
all-inclusive lists and program offerings change over time.
Program
Type
Program
Category
Benefit
Level
Cost
Recovery
Program Definition Examples of
Services Included
Open Access Community 0% Access to parks, park
amenities, pathways and
natural areas. Open
access allows for self-
directed activity and does
not include supervision
or oversight by staff.
Pocket,
neighborhood, and
community parks,
skateparks,
playgrounds, multi-
use paths, non-
reserved outdoor
courts, dog-parks
Grants,
Philanthropy
& Donations
Community Grants, philanthropy and
donations which further
the mission of the
department by providing
outside funding for a
specific focus which
increases access and/or
removes barriers to
participation
Health Equity Funds,
Grants, Memorial
Benches, Tree
Donations, Project
Specific Donations
Special
Events
Community 10%+ Large-scale events that
appeal to a broad portion
of the community.
Snow Much Fun,
Holiday Lights
Recreation 70%+ Large-scale events
produced by the
department and/or city
intended for a specific
demographic within the
community.
Drive-in movies,
Sweetheart Dances,
Halloween Carnival
Individual 100%+ Large-scale events with
pre-registration required
for a niche market or
specific interest.
Typically provided by
non-department
organization
Organized races
Recreation
Services
Community 50%+ Foundational classes,
leagues and workshops
which include instruction
Facility childcare,
beginner level sports,
fitness orientations,
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and the primary goal of
introducing participants
to basic skills at a “learn
to” level; programs which
facilitate access to other
program types
EXPAND programs,
Youth Services
Initiative (YSI),
aquatics clinics
Recreation 70%+ Classes, leagues, clinics
and workshops with
instruction provided at an
intermediate level
Intermediate level
sports, enrichment
classes, youth sport
leagues, camps
Individual 100%+ Classes, leagues, clinics
and workshops with
instruction provided at an
advanced level of
training and
development; private or
semi-private setting to
meet unique needs of an
individual or small group
Advanced level
sports, specialty
fitness, adult sports
leagues, competitive
team events, boating
Facility Entry Recreation 90%+ Access to recreation
centers, indoor & outdoor
pools, outdoor swim
beaches and passive
recreation at Boulder
Reservoir where
monitored access is
provided for self-directed
activity with general
supervision and
oversight provided by
department staff
Facility admission,
drop-in classes, swim
beach, passive
recreation at Boulder
Reservoir
Resale Items Individual 100%+ Consumable and non-
consumable goods
available for purchase
Swim diapers, locks,
food or concessions,
clothing, pro-shop
items
Contracted
Programming
Individual 100%+ Registered programs
offered by a non-
city/department agency
that operate under a
revenue share/profit split
Specialty summer
camps, Tennis
lessons
Golf Course Individual 100%+ Utilization of golf course
and related amenities
Driving range, rounds
of golf, cart rentals,
tournaments
Rentals Individual 100%+ Space, facility,
equipment, park and
shelter reservations for a
Field rentals, court
rentals, facility
rentals, shelter
rentals, lane rentals,
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use by an individual,
group or organization.
private access
rentals
Commercial
Use
Individual 100%+ Fee based instruction,
education, care or
supervision on park land
provided by an individual,
group or organization.
Yoga in a park,
summer camps or
nature programs held
exclusively at a park.
Attachments:
•Attachment A – Parks and Recreation Department Fee Schedule
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Attachment C: Draft 2025 - 2030 CIP by Project
Project Title 2025 CIP Budget 2026 CIP Budget 2027 CIP Budget 2028 CIP Budget 2029 CIP Budget 2030 CIP Budget 2025-2030 Total
Asset Management- Aquatics Facilities 100,000 - 1,000,000 - - - 1,100,000
Asset Management- Courts 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000
Asset Management- General Maintenance 200,000 200,000 250,000 250,000 200,000 200,000 1,300,000
Asset Management- Historic Property 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Asset Management- Irrigation 210,000 125,000 125,000 125,000 125,000 125,000 835,000
Asset Management- Parking Lots/Access & Mobility 300,000 300,000 200,000 200,000 200,000 200,000 1,400,000
Asset Management- Play Areas - 500,000 500,000 500,000 500,000 500,000 2,500,000
Asset Management- Regional Facilities 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000
Asset Management- Restrooms and Picnic Shelter 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Asset Management- Sports Fields 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Asset Management-Natural Lands 50,000 75,000 75,000 75,000 75,000 75,000 425,000
Asset Management-Urban Forest Management 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Boulder Junction Park 500,000 - - - - - 500,000
Boulder Reservoir South Shore Capital Enhancements - 400,000 1,500,000 600,000 - - 2,500,000
Civic Area Phase II 2,000,000 10,000,000 5,500,000 - - - 17,500,000
EBCC Refresh -40,000,000 - - 7,500,000 -47,500,000
Operational Planning 200,000 - - - 270,000 - 470,000
Park Refresh 540,000 2,200,000 3,100,000 2,300,000 2,000,000 10,140,000
Pearl Street Mall Refresh 150,000 3,000,000 - - - - 3,150,000
Pleasant View Park 448,000 - - - - - 448,000
System Planning 120,000 60,000 50,000 50,000 400,000 - 680,000
Violet Park 2,920,000 - - - - - 2,920,000
Grand Total 9,338,000 58,460,000 10,800,000 6,500,000 13,170,000 4,700,000 102,968,000
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3198 Broadway, Boulder, CO 80304 | www.boulderparks-rec.org | O: 303-413-7200
TO: Parks and Recreation Advisory Board
SUBJECT: Matters from the Board
DATE: April 28, 2025
A. PRAB Matters (verbal)
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