05.19.25 PRAB PacketAGENDA
All agenda times are approximate
I.APPROVAL OF AGENDA (2 minutes)
II.FUTURE BOARD ITEMS AND TOURS (2 minutes), Page 2
III.PUBLIC PARTICIPATION (15-30 minutes)
A.This portion of the meeting is for members of the public to communicate ideas or
concerns to the Board regarding parks and recreation issues for which a public hearing
is not scheduled later in the meeting (this includes consent agenda). The public is
encouraged to comment on the need for parks and recreation programs and facilities
as they perceive them. All speakers are limited to three minutes. Depending on the
nature of your matter, you may or may not receive a response from the Board after you
deliver your comments. The Board is always listening to and appreciative of community
feedback.
IV.CONSENT AGENDA (5 minutes), Page 3
A.Approval of Minutes from April 28, 2025, Page 4
B.Parks and Recreation Operations Updates, Page 7
C.Parks and Recreation Planning, Design and Construction Updates, Page 10
V.ACTION ITEMS
A.None
VI.MATTERS FOR DISCUSSION/INFORMATION
A.None
VII.MATTERS FROM THE DEPARTMENT, Page 12
A.Future of Recreation Centers: Needs Assessment Report (60 minutes)
B.2026 Budget Development - Operating and Capital Improvement Program
(CIP) 2nd Touch; Long-Term Financial Strategy (LTFS) (60 minutes)
VIII.MATTERS FROM THE BOARD, Page 26
A.PRAB Matters (verbal)
IX.NEXT BOARD MEETING:
A.June 23, 2025
X.ADJOURN
Parks & Recreation Advisory Board
Fully Hybrid Meeting
6:00 p.m., May 19, 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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PRAB Future Board Items Agenda
June July August
Fully hybrid for members, staff, and
community.
Fully hybrid for members, staff, and
community.
Fully hybrid for members, staff, and
community.
Regular Mtg
(c)
Recreation Center Facility
Survey/Feedback Highlights
Recreation Management System
awareness of vendor and timing.
Regular Mtg
(a)
2026 Budget - Operating and
Capital Improvement Program
(CIP); LTFS (60 mins)
Regular Mtg
(d/i)
2026 Budget - Operating & Capital
Improvement Program (CIP) 3rd
Touch (60 mins)
Regular Mtg
(md)
Primos Park Plan: Schematic
Design (15 mins)
Tom Watson Park Courts:
Schematic Design (15 mins)
Safe and Managed Public
Spaces (SAMPS) Program
Overview
Nature Everywhere Update (20
mins)
East Boulder Community Park
Courts Plan: Schematic
Design (20 mins)
Annual Capital Improvement
Program (CIP) Tour
Regular Mtg
(mb)
Other Mtgs
or Topics
August: PRAB Appointment
Dept Events
& Items of
Interest
June 16: Civic Area Community
Open House and Kids' Concert
5:30-7:30pm
July 14: Civic Area Kids'
Concert and Play Pop Up
5:30-7:30pm
August 8: Draft 2026 - 2031
Capital Improvement Program
(CIP) presented to Planning Board
August 9-17: North Boulder
Recreation Center Annual
Maintenance Shutdown
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: May 19, 2025
A. Approval of April 28, 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: April 28, 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: None
Staff Present: Bryan Beary, Clarisa Collins, Mark Davison, Christoph Fischer, Stacie Hoffmann,
Jackson Hite, Shihomi Kuriyagawa, Ali Rhodes, Scott Schuttenberg
Guests Present: None
Type of Meeting: Regular
Agenda Item 1: Call to Order
The meeting was called to order at 6:01 p.m. A quorum was present for the conduct of business.
Motion to approve agenda. First motion by Bernstein, seconded by Robins. Motion passed 6-0.
Agenda Item 2: Matters from the Board
Induction of four new PRAB members.
Officer elections took place; Jennifer Robins was unanimously elected as chair, and Andrew
Bernstein was unanimously elected as vice chair.
The board agreed that senior members Jenny and Bernie will serve as mentors to the new
members.
Agenda Item 3: 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 4: Public participation
Lynn Segal: Spoke about the city’s budget, development priorities, homelessness and
recreation center funding.
Senior basketball group speakers included: Bruce Schoenfeld, David Kimble, Joe Michalsky,
Dr. Rachel Yates, Sonam Dorje, and Maki Iatridis. They shared concerns about safety during
senior open gym basketball at North Boulder Recreation Center, and requested staff support in
addressing aggressive play.
Agenda Item 5: Consent Agenda
A. Approval of Minutes from March 31, 2025 and April 18,2025
Motion to approve the minutes from the March 31, 2025 regular meeting and the April 18, 2025
Study Session meeting. First motion by Robins, seconded by Bernstein. Motion passed 6-0.
B. Parks and Recreation Operations Updates
PRAB inquired about the increase in lifeguard applications compared to previous years; staff
attributed this to higher retention and seasonal hiring success.
C. Parks and Recreation Planning, Design and Construction Updates
PRAB asked about the status and timeline of a proposed annexation near East Boulder
Community Park and confirmed it would go through Planning Board and City Council.
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Board members also asked about the Bill Bower interpretive display project, which is currently
on hold pending additional funding.
Agenda Item 5: Items for Action
None
Agenda Item 6: Matters for Discussion/Information
None
Agenda Item 7: Matters from the Department
A. 2026 Budget Development – Sources & Uses, Operating 1st Touch Capital Investment
Program (CIP); Long Term Financial Strategy (LTFS)
Hite, Hoffman and Davison presented this item.
PRAB inquired about funding strategies, asset management, vehicle replacement, and
nontraditional revenue sources including grants, donations and philanthropy.
Members sought clarification on the South Boulder Recreation Center’s role in long-term
planning and PRAB’s ability to make recommendations to City Council.
B. North Boulder Park Plan: Updated Concept Design
Fischer presented this item.
PRAB inquired about outreach methods, stakeholder engagement, construction logistics,
and park features, including how the design compares to existing parks.
Agenda Item 8: Matters from the Board
Project Liaison Assignments:
Jenny Robins: Long-Term Financial Strategy and BPR Budget Development; PLAY
Boulder
Bernie Bernstein: Civic Area Design Phase 2, Design; Future of Recreation Centers
Yvonne Castillo: Primos Park Development, Design through Q1 2025 – Q1 2026
Rob Kaplan: Civic Area Phase 2, Design
Michael Schreiner: Community Access Framework and Partnerships; Future of Recreation
Centers
Kyra Siegel: Regional Facility Business Plans (starting Q3)
Verbal Updates:
Robins: Attended PLAY Boulder events and Día del Niño celebration.
Castillo: Visited Valmont Bike Park with family.
Kaplan: Engaged with unhoused services at Civic Area; observed North Boulder Park
construction.
Bernstein: Attended East Boulder Projects meeting; discussed concerns over West Pearl
petition language.
Schreiner: Also attended East Boulder Projects meeting and praised its community
engagement.
Agenda Item 9: Next Board Meeting
Next Board meeting:
Monday, May 19, 2025, hybrid
Agenda Item 10: Adjourn
The meeting was adjourned at 8:56 p.m.
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Approved by: Attested:
________________________ ________________________
Jennifer Robins Clarisa Collins
Board Member BPR Staff
Date: ___________________ Date: ___________________
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B. Parks and Recreation Operations Updates
Community Forestry Corps Update
The Community Forestry Corps (CFC) launched in 2024 hiring 10 youth, many from
historically underrepresented parts of our community, to participate in nature-based
climate action. PLAY Boulder leads this effort to employ young people to maintain trees
and support our urban tree canopy. The CFC is supported by the City of Boulder Climate
Initiatives, City of Boulder Forestry, Boulder County, and other local and national
organizations. The long-term vision for the CFC is to create the urban analogue to youth
land-based service opportunities of the Open Space and Mountain Parks Junior Rangers
program.
The 2024 team cared for 100+ trees planted in Aurora 7 Park, Valmont City Park,
Boulder Community School and Harlow Platts Community Park. The crew also collected
heat data throughout the city to inform forestry and extreme heat management efforts.
The Boulder County Youth Corps (BCYC) agreed to serve as the employer of record for
the 2025 program. This partnership allowed the CFC program to double its size, and we
are excited to share that 20 youth were hired for this year’s crews. Through shared
promotion and the good reports about the program from last year’s participants, 150
youth applied for this summer’s program. This was almost half of the over 300
applications for BCYC positions that included five other project/crew opportunities.
This summer, in addition to continuing work in caring for newly planted trees, the
Boulder crew will help the Forestry program significantly expand the number of park
trees getting water conserving mulch rings. BVSD has also approached the Tree Trust to
explore ways it can help the district improve its tree care and survival on area
campuses.
The 2025 program will launch on June 16 and runs through August 6.
Recreation Centers and Pools
Starting May 8, staff are collecting community feedback on the three recreation centers.
An online feedback form was distributed via the Boulder Parks and Recreation (BPR)
Newsletter and allows community members to select which facilities and topics they
would like to provide feedback on. The online feedback form, offered only in English, will
remain open through the end of May. Participants may choose to provide contact
information on the online form to be entered into a drawing for a free annual pass.
To provide additional and more accessible options for public feedback, the three
recreation centers will also have onsite and interactive engagement opportunities from
May 19 to May 31. The onsite engagement, offered in both English and Spanish, will
allow for dot voting across areas of the facilities, a card voting activity and a seven-
question paper survey. There will also be a word document translation made available in
Nepali.
The last recreation center and membership formal feedback opportunity was in 2019 and
informed changes to memberships. Through the department’s work towards NRPA’s
Commission for Accreditation of Parks and Recreation Agencies (CAPRA) accreditation,
formal feedback opportunities will now be offered in odd-numbered years for recreation
centers and even-numbered years for outdoor facilities. All facility feedback opportunities
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will include some standard measures to track success towards key performance
indicators over time, along with questions to help staff understand what is going well and
what needs improvement.
This year, staff are also seeking feedback on registered programming, gymnasium, pool
and cardio spaces, operational hours and memberships. The additional membership
questions are designed to aid the department in ensuring the membership model best
supports community needs while remaining a viable service delivery model. Since 2019,
several factors have influenced how the community engages with recreation services,
including significant changes in the economy, rising costs, the opening of enhanced
facilities and shifting recreation trends in the wake of COVID-19. These changes have
impacted how, when and where people access recreation services, making it essential
to re-evaluate the current membership structure. The updated questions will help staff
better understand evolving user preferences and identify ways to improve access, value
and overall service delivery in a financially responsible way.
Scott Carpenter Lap Pool opened for shoulder season operations Monday, May 5.
Staff work to open the lap pool by the first week in May pending weather. May is the first
month of the season with historical temperature trends sufficient to reliably operate the
facility. Shoulder season hours are from 11:30 a.m. to 6:30 p.m., seven days a week.
The shorter day allows for temperatures to rise to the minimum requirement to open the
facility, allows for lunch time and after-work hours’ swim options and aligns with higher
usage patterns. The facility does not open if daytime temperatures do not reach 50
degrees with daily weather conditions also taken into consideration. Scott Carpenter
Pool’s normal summer operating hours will begin the Saturday before Memorial Day,
with variable hours on the holiday itself. Scott Carpenter Lap Pool summer hours will be
Monday – Friday 6 a.m. to 8 p.m., Saturday – Sunday 8 a.m. to 6 p.m.
Scott Carpenter Leisure Pool and Spruce Pool are both scheduled to open the
Saturday before Memorial Day, with variable hours to accommodate for the holiday and
BolderBoulder. The Tuesday following Memorial Day, normal summer operating hours
will resume for all outdoor pool facilities. Spruce Pool will operate Monday – Friday 7
a.m. to 7 p.m. and Saturday – Sunday 8 a.m. to 6 p.m. Scott Carpenter Leisure Pool will
minimally operate 10 a.m. to 6 p.m. seven days a week, with additional evening swim
opportunities until 7 p.m. on Tuesdays and Thursdays. Due to failed pump systems on
the drop and tower slides at the facility, the slides may not open until mid-late June.
Lifeguard Audits: Once certified, City of Boulder lifeguards are required to attend
monthly in-service training to maintain their skills. To take the ongoing training one step
further, aquatics staff are bringing back a live audit program for pool lifeguards. Live
audits are essential for maintaining lifeguard vigilance because they provide real-time
assessments of attentiveness, scanning patterns, and adherence to safety protocols. By
observing lifeguard responses during their actual shifts, supervisors can identify gaps in
performance, reinforce best practices and ensure that lifeguards remain focused and
alert in their critical role of preventing accidents and responding to emergencies. These
audits help create a culture of accountability and continuous improvement, ultimately
enhancing swimmer safety. For this year, staff will start with basic rescues and
responses that will have minimal disruption to daily operation, with plans to grow this
program further to include more realistic scenarios that involve emergency medical
services and the Fire Department.
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Electric vehicle (EV) charging at the recreation centers was originally introduced as a
free service for users, and costs were partially recovered through grants. As those
grants expired, many city departments moved away from offering free charging. In the
last two years, the recreation centers and pools have continued to provide the service for
free. Unfortunately, there has been an increase in charging station usage by non-
recreation center users and there has been a growth in the quantity of EVs in Boulder.
Many individuals are now parking vehicles and charging them for free for extended
periods of time without visiting recreation center facilities. This has resulted in
unavailable charging spots for recreation center users.
Beginning June 1, the EV charging stations at North Boulder Recreation Center, South
Boulder Recreation Center, East Boulder Community Center and Scott Carpenter Pool
will align charger rates with downtown lots and parking garages. The rate for the first two
hours of charging will be $1 per hour, and the rate for the second two hours of charging
will be $2.50 per hour. Parking is not permitted for over four hours. With most recreation
center and pool users at facilities for two hours or less, this provides a benefit for the
intended quick in-and-out use of the locations, and an incentive to free up the parking
spaces for other users.
Adjustment to Base (ATB) 1 – Supplemental Appropriations to the 2025 Budget
At its May 15, 2025 meeting, City Council will conduct the first reading and consider a
motion to order published by title only an ordinance approving supplemental
appropriations to the 2025 Annual Budget. These mid-year budget adjustments, referred
to as Adjustment to Base 1 (ATB1), are a standard part of the city’s budget process.
They are necessary to ensure that appropriations remain aligned with actual revenues
and operational needs, as required by Colorado law, which mandates annual
appropriations by December 31—even though municipal operations continue year-
round.
As part of ATB1, the Parks and Recreation Department submitted requests totaling
$389,371, all of which are tied to grant revenues received in the first half of 2025. These
grants support both increased revenue and corresponding expense appropriations.
Specifically, the grants provide funding for:
The Recquity Program, which offers subsidized recreation access to low-income
residents
YSI and EXPAND programs, which serve youth from low-income families and
individuals with disabilities
A Safe Routes to Parks grant supporting infrastructure enhancements at Primos
Park
Additionally, the department submitted $24,320 in private donations to support design
work for a planned interpretive garden at Bill Bower Park. As noted in the Consent
Agenda, this funded the design work for the project, but additional funds are required
from the donors to construct the interpretative garden.
ATB1 also includes $174,398 in additional revenue and expenditures related to planned
lease payments at Harbeck House and funding for the Tree Protection and Mitigation
Program.
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These budget additions from grants, donations and philanthropy are consistent with Goal
1 of the 2022 BPR Plan, which calls for the department to increase non-traditional
funding and resources to support its long-term financial sustainability.
In addition to grant and donation-related adjustments, BPR is also moving forward with
the Tom Watson Park Court Project, which responds to priorities identified in the Court
System Plan. This project addresses the growing demand for dedicated pickleball
courts. Originally scoped for East Boulder Community Park, permitting delays
necessitated a pivot to Tom Watson Park, where implementation could proceed more
quickly.
To fund this project, through the ATB, BPR is leveraging $700,000 in previously
approved Capital Improvement Program (CIP) funding and $1.2 million in fund balance
from the Capital Development Fund and Lottery Fund. These funds are derived from
prior-year revenues that exceeded expenditures and are restricted to capital uses, such
as the acquisition, development, or improvement of park and recreation facilities. They
cannot be used to support general operations or programming.
City Council is expected to hold the first reading of the ATB1 ordinance on May 15,
2025, with second reading and anticipated adoption scheduled for June 5, 2025.
C. Parks and Recreation Planning, Design and Construction Updates
The following information is intended to provide the Parks and Recreation Advisory
Board (PRAB) with relevant updates on specific projects as they reach major milestones.
This section is not a complete list of all current projects and only illustrates major project
updates. For a complete list of all current projects and details, please visit
www.BoulderParkNews.org.
Overview of Major Projects
Staff continue to work on the following projects and will update the PRAB as major
milestones are achieved:
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 September
North Boulder Park Renovation Design Q4
Pearl Street Renovation Start 2026 Q4
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Primos Park: Opening a New Park Design June
Tom Watson Design June
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 July
Bill Bower Park Interpretive Area
The Bill Bower Park Interpretive Area is a donation-based project sponsored by the
Admiral Arleigh Burke Chapter (AABC) of the Military Officers Association of America
(MOAA). The plans include an interpretive display to honor Bill Bower’s
accomplishments as a World War II military hero and an active community leader who
lived in the upper Table Mesa neighborhood for many years. The project is currently on
hold while the sponsor completes their fundraising campaign. Once the required funds
are secured, the project will be scheduled pending staff capacity to manage the project.
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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: May 19, 2025
A. Future of Recreation Centers: Purpose and Process
The intent of this item is to provide a verbal overview of the purpose and process for the “Future
of Recreation Centers” project that will inform the East Boulder Community Center renovation
project as well as future indoor recreation needs in our community. The final report for the
Future of Recreation Centers Needs Assessment will be shared with the Parks and Recreation
Advisory Board (PRAB) in the summer of 2025.
B. Continued Engagement on 2026 Operating Budget and 2026–2031 Capital
Improvement Program
The intent of this item is to continue the Parks and Recreation Advisory Board’s (PRAB)
engagement in developing the 2026 Operating Budget and to provide a second review of the
2026–2031 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 continue consulting PRAB on the development of both the operating and capital
budgets through June, with a formal request for approval planned for July. PRAB’s feedback
will help inform the final staff recommendations for the 2026 Operating Budget and the 2026–
2031 CIP, ensuring alignment with community priorities, strategic goals and available funding.
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.
At the April 28, 2025 meeting, staff introduced the 2025 Budget Development Strategy Roadmap
and provided a first touch on the Capital Improvement Program (CIP). This included a refresher
on the department’s multiple funding sources, an outlook on revenue expectations for each fund,
and an overview of the budget development process. Staff also outlined key opportunities and
challenges in navigating a fiscally constrained environment, shared ongoing work related to the
2023 Fee Policy, and emphasized the role of the Long-Term Financial Strategy (LTFS). The LTFS
is a citywide initiative designed to evaluate service levels, support sustainable revenue
development, and explore potential voter-approved funding solutions for underfunded programs,
parks, and facilities.
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Operating Budget Context
As part of the citywide 2026 budget development process, staff has completed two foundational
steps: incorporating base cost increases and conducting a departmental realignment exercise.
The City of Boulder inputs base cost increases into all department budgets to reflect inflation and
other anticipated changes. These projections are developed by the Finance Department in
consultation with the University of Colorado’s (CU) Leeds School of Business. Focused on current
expenses, base cost increases capture known contractual and inflationary adjustments—such as
rising utility rates (gas and electricity), fleet replacement costs, and software and hardware
contracts. Increases in costs for commonly used supplies and materials are also included. These
changes ensure the budget reflects the true cost of maintaining current service levels.
In addition to base cost updates, BPR staff completed administrative realignment, reallocating
funds between internal line items based on recent spending patterns. This process does not
change the community’s level of service but helps ensure the budget reflects the highest and best
use of available funds. Some departments will have budget realignments where the department
reduced funding in one service to enhance another service area. This is not something that BPR
expects to have in 2026’s budget proposal because BPR made significant realignments with the
2025 budget to fund the ongoing Urban Ranger program. As a result, there were minimal unspent
or underspent funds in 2024 that are available for realignment in 2026.
Staff has prepared draft fund financials (Attachments A – C Draft Fund Financials by Fund) to
illustrate BPR’s current and projected financial position across the three funds the department
directly manages. While the City of Boulder aims to maintain balanced revenues and expenditures
over a six-year planning horizon, City Council will only appropriate funds for the next year.
0.25 Cent Sales Tax Fund: This fund is currently balanced and provides the greatest
flexibility among BPR’s managed funds, with a projected ending fund balance of
approximately $3.6 million by 2031. The attached fund financial considers base cost
increases; however, it does not consider increased costs for recreation service delivery,
or capital projects. Through May and June prioritization, staff will allocate roughly
$400,000 annually, totaling $2.4 million over the six-year financial plan, to address the
significant cost escalations and operational challenges presented at the April PRAB
meeting. This reinforces the need for strategic prioritization when considering
enhancements, particularly since many proposals focus on bolstering underfunded
service areas. It is important to note that under current conditions, not all priorities
identified in the 2022 BPR Plan will be feasible within current funding levels.
Permanent Park and Recreation Improvement Fund: This fund is also projected to
remain balanced but has minimal flexibility due to its strict limitations on allowable uses,
which are generally restricted to capital-related expenditures. While some expenses could
be shifted to other funds, its capacity to support operational needs is limited. The fund is
expected to end with a balance of approximately $2.1 million in 2031. BPR anticipates
requesting approximately $200,000 annually, or $1.2 million total over the six-year period,
primarily to support capital maintenance of parks and facilities. Given the fund’s capital
orientation, the recommendation will focus on enhancing capital investments in parks and
facilities.
Recreation Activity Fund (RAF): As a quasi-enterprise fund, the RAF operates more like
a business, with a need to align revenues and expenditures annually. This fund is
expected to fall into a negative position within three years, primarily due to escalating
expenses—most notably, planned increases to Boulder’s local minimum and living wages.
These wage adjustments significantly impact the cost of delivering recreation services.
Without additional revenue, BPR will face a choice between reducing services or raising
fees. It is important to note that BPR is already operating at the higher end of the fee
spectrum compared to other public agencies, which limits pricing flexibility.
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Currently, BPR staff is reviewing enhancement proposals—budget requests that would result in
a visible change or increase in the level of service. These are being assessed for financial
sustainability and alignment with strategic priorities, recognizing the limits of current revenue
projections. As part of the May 19 presentation to PRAB, staff will share a preliminary list of
enhancements along with approximate cost estimates to support discussion and prioritization.
With any enhancements, BPR is relying on previously approved guidance from City Council and
the PRAB to determine priorities for parks, programs and facilities to invest in. This guidance
comes from 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.
As outlined 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.” Given this
reality, staff emphasizes that without additional funding, the department may be required to
reduce or discontinue some existing services as part of the 2026 budget process.
Fee Policy
As discussed in April, the Parks and Recreation Advisory Board (PRAB) approved a Fee Policy
in 2023 that guides the department’s cost recovery expectations across different service
categories. As staff prepares the 2026 budget for PRAB’s review and approval in July, it is
important to note that anticipated fee increases are already factored into projected revenue for
both the Recreation Activity Fund (RAF) and the 0.25 Cent Sales Tax Fund.
To support transparency and provide advance notice, this memo outlines the areas where fee
increases are likely in 2026. A detailed update on exact changes to charges for services will be
brought back to PRAB in Q4 2025, once usage trends, market research, and cost recovery
evaluations are finalized.
With 2025’s budget development, BPR used placeholders in out-year budgets for fee increases
aligned with the Fee Policy, recognizing that implementation varies by program based on
whether services are meeting cost recovery targets and how they compare to market rates. The
goal is to ensure PRAB is informed in advance of formal updates, as these increases are
necessary to meet the budgeted revenue targets currently under development.
Facility Access Fees: BPR is currently evaluating potential increases to facility access
fees or adjustments to the membership structure. Since 2019, community use patterns
have shifted due to economic changes, rising operational costs, enhanced facility
offerings, and post-COVID recreation trends. These factors require a thoughtful review
of how access is priced to ensure financial sustainability and user value.
Golf Fees: Although fees were increased in 2024 and 2025, demand at the Flatirons
Golf Course has remained exceptionally high. With the recent opening of the new
restaurant (Ironwood Bar and Grille) and BPR’s position in the lower half of the local
market, staff will continue evaluating appropriate adjustments for 2026.
Contracted Programming, Rentals, and Commercial Use: In 2026, BPR will
implement a new Community Access Framework that will guide how and when fees are
charged for these services. This work aims to ensure consistent, equitable, and policy-
aligned pricing.
Court Access Fees: Following recommendations from the 2024 Court System Plan,
BPR will introduce updated court access fees based on market rates, demand, utilization
and best practices. The Court System Plan recommended that fee increases should
occur every two years at a minimum. When establishing fees, BPR will support fees that
the market will bear, even if this exceeds the cost recovery targets. BPR will not
14
undercut the market as it is not a good use of subsidy and could jeopardize the overall
health of the market.
Capital Improvement Program
The Capital Improvement Program (CIP) is a six-year work plan that guides the prioritization of
capital projects over $50,000 for the purchase, construction, or major replacement of physical
assets. To ensure thoughtful and transparent decision-making, Boulder Parks and Recreation
(BPR) follows a three-touch approach with the Parks and Recreation Advisory Board (PRAB):
April: Overview of CIP policies, definitions, and funding context
May: Review and discussion of potential projects, prioritization strategies, and resource
limitations
July: Public hearing and PRAB consideration of a motion to approve and recommend
the proposed CIP
At the May meeting, PRAB will participate in a focused discussion to review the department’s
2025 capital projects. This includes projects that are new, currently underway, or carried over
from 2023 and 2024. Staff will also highlight how these projects influence planning and priorities
for the 2026–2031 CIP. The discussion will address key assumptions, sequencing, and
prioritization criteria used to evaluate and advance capital investments, especially in light of
limited funding availability. This work builds upon the foundational content provided in the 2025–
2030 CIP, which is included as Attachment D - 2025 – 2030 Approved CIP for reference.
In response to PRAB’s input on the Court Study Plan, staff will share an update on asset
management efforts focused on court infrastructure, including tennis, pickleball and basketball
courts. The update will provide an overview of current condition assessments, lifecycle
projections and any planned replacements or enhancements. Staff will also explain how this
asset-specific data is being integrated into broader capital planning and budget development
efforts. This court-focused initiative represents a pilot approach to asset category planning and
will inform future work across other asset types throughout the system.
As part of this month’s discussion, staff will present an updated list of underfunded and
unfunded CIP projects (Attachment E – Draft List of Unfunded Needs). This list was
previously shared with City Council on April 3, 2025 as part of the Long-Term Financial
Strategy, and includes citywide projects, including both operating and CIP needs in BPR. The
list of unfunded needs include projects identified through ongoing asset condition assessments
and deferred maintenance reviews, as well as priorities from adopted park and facility plans,
and programming that do not yet have confirmed funding. The list also includes community-
requested enhancements that align with BPR’s strategic goals but currently fall outside of
available financial resources. Sharing this information with PRAB and the public helps promote
transparency and supports the City’s Long-Term Financial Strategy (LTFS), addresses the 2022
BPR Plan’s Taking Care of What We Have theme, and aims to identify and address funding
gaps across both capital and operational needs. The list will be updated as part of the Long-
Term Financial Strategy to reflect current costs and projects, which will also help position BPR
for future funding opportunities, including grants, partnerships and potential ballot initiatives.
Feedback from PRAB during the May meeting will be used to further refine the draft 2026–2031
CIP and PRAB input on the LTFS priorities. Staff will return in July to facilitate a public hearing
and request formal approval and recommendation of the final plan. This phased and
participatory approach ensures that capital investments are guided by community priorities,
asset management data and financial stewardship.
15
Next Steps
The 2026 Budget Strategy is laid out below regarding what the PRAB can expect to review in
the upcoming months.
June 2025: Recommendation of 2026 Operating Budget; 2026-2031 CIP
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 from 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) Based on the fiscally constrained recommendations from the 2022 BPR Plan, where would
the PRAB prioritize funding based on current unmet needs? See Attachment F – 2022
BPR Plan - Fiscally Constrained.
2)Do PRAB members support the general direction of the 2026 fee increase strategy,
including potential changes to facility access, court usage, golf fees, contracted
programming, commercial use and rentals? Are there specific considerations or concerns
PRAB would like staff to account for as the fee updates are finalized?
3)At the April meeting, the PRAB expressed a desire to develop messaging to include with
the budget submittal. What support is needed from BPR staff?
Attachments
A: Draft Fund Financial: .25 Cent Sales Tax Fund
B: Draft Fund Financial: Permanent Parks & Recreation Improvement Fund
C: Draft Fund Financial: Recreation Activity Fund
D: 2025 – 2030 Approved CIP
E: Draft List of Unfunded Needs
F: 2022 BPR Plan – Fiscally Constrained
16
.25 CENT SALES TAX FUND - 2026 FUND FINANCIAL (2180)202420252025202620272028202920302031Actuals Adopted Revised Projected ProjectedProjected Projected Projected ProjectedBeginning Fund Balance14,341,033$ 10,694,871$ 10,694,871$ 10,000,801$ 8,755,792$ 7,744,565$ 6,970,162$ 6,381,152$ 5,954,485$ Sources of FundsSales and Use Tax11,211,073$ 11,594,711$ 11,220,111$ 11,504,406$ 11,947,530$ 12,293,497$ 12,649,984$ 12,904,589$ 13,164,302$ Investment Earnings & Bonds517,712 419,239 419,239 395,032 334,471 285,774 257,199 235,465 219,721 Other Revenues112,184 65,000 65,000 67,015 69,092 71,234 73,443 75,719 77,991 Charges for Services152,802 - - - - - - - - Grant Revenues25,315 - - - - - - - - Intergovernmental Revenues43,888 - - - - - - - - Leases, Rents & Royalties60 - - - - - - - - Transfers In- 13,744 13,744 - - - - - - Total Sources of Funds12,063,034$ 12,092,694$ 11,718,094$ 11,966,453$ 12,351,094$ 12,650,506$ 12,980,626$ 13,215,773$ 13,462,013$ Uses of FundsAdministration1,181,109$ 1,340,869$ 1,344,326.171,194,933$ 1,230,781$ 1,267,704$ 1,305,736$ 1,344,908$ 1,385,255$ Community Building & Partnerships587,155 631,934 679,300.29 656,664 676,364 696,655 717,554 739,081 761,254$ Facility Operations526,010 549,938 582,733.16 534,720 550,762 567,284 584,303 601,832 619,887$ Natural Resources 1,100,320 1,125,524 1,155,737.16 1,293,568 1,332,375 1,372,346 1,413,517 1,455,922 1,499,600$ Park Operations2,980,004 3,044,929 3,252,066 3,372,810 3,473,994 3,578,214 3,685,561 3,796,127 3,910,011$ Planning & Construction674,018 977,485 985,104.73 1,028,633 1,059,492 1,091,277 1,124,015 1,157,736 1,192,468$ Urban Rangers Program 298,141 298,141 323,525 333,231 343,228 353,525 364,130 375,054$ Debt Service- - - - - - - - Transfers Out .25 Cent Sales Tax Fund (Ongoing)1,231,984 1,270,176 1,270,176 1,309,551 1,350,147 1,392,002 1,435,154 1,435,154 1,435,154 Transfers Out .25 Cent Sales Tax Fund (Conditional)1,984,715 850,000 850,000 800,000 700,000 400,000 Transfers & Cost Allocation706,859 887,768 887,768 1,172,058 1,230,175 1,291,198 1,355,272 1,422,550 1,422,550 Capital Improvement Program4,737,021 1,810,000 4,999,397 1,525,000 1,425,000 1,425,000 1,595,000 1,325,000 1,525,000 Total Uses of Funds15,709,196$ 12,786,764$ 16,304,749$ 13,211,462$ 13,362,321$ 13,424,908$ 13,569,636$ 13,642,440$ 14,126,232$ Ending Fund Balance Before Reserves10,694,871$ 10,000,801$ 6,108,216$ 8,755,792$ 7,744,565$ 6,970,162$ 6,381,152$ 5,954,485$ 5,290,267$ ReservesOperating Reserve1,832,353$ 1,330,793$ 1,385,667$ 1,403,610$ 1,445,719$ 1,489,090$ 1,533,763$ 1,579,776$ 1,627,169$ Other reserves, if applicablePay Period 27 ReserveSick/Vacation Reserve40,278 14,521 25,732 26,504 27,193 27,954 28,737 29,542 30,369 Total Reserves1,872,631$ 1,345,314$ 1,411,399$ 1,430,114$ 1,472,912$ 1,517,044$ 1,562,500$ 1,609,318$ 1,657,538$ Ending Fund Balance After Reserves8,822,240$ 8,655,487$ 4,696,817$ 7,325,677$ 6,271,653$ 5,453,118$ 4,818,652$ 4,345,167$ 3,632,728$ Attachment A: Draft Fund Financial: .25 Cent Sales Tax Fund 17
PERMANENT PARKS & RECREATION FUND - 2026 FUND FINANCIAL (3300)202420252025202620272028202920302031Actuals Adopted Revised Projected ProjectedProjected Projected Projected ProjectedBeginning Fund Balance4,693,659$ 5,815,984$ 5,815,984$ 6,888,612$ 6,109,980$ 5,641,113$ 4,383,007$ 3,601,934$ 3,242,854$ Sources of FundsProperty Tax4,490,816$ 4,413,466$ 4,490,775$ 4,560,000$ 4,420,000$ 4,630,000$ 4,630,000$ 4,860,000$ 4,860,000$ Investment Earnings & Bonds175,242 38,296 227,987 272,100 233,401 208,157 161,733 132,911 119,661 Other Revenues28,790 - - - - - - - - Leases, Rents & Royalties24,860 - - - - - - - - Transfers In178,000 8,080 8,080 - - - - - - Total Sources of Funds4,897,708$ 4,459,842$ 4,726,842$ 4,832,100$ 4,653,401$ 4,838,157$ 4,791,733$ 4,992,911$ 4,979,661$ Uses of FundsPlanning & Construction1,462,040$ 1,668,132$ 1,671,980$ 1,862,552$ 1,918,429$ 1,975,981$ 2,035,261$ 2,096,319$ 2,159,208$ Debt ServiceTransfers & Cost Allocation197,812 289,082 289,082 313,180 328,839 345,281 362,545 380,673 380,673 Capital Improvement Program2,115,530 1,430,000 5,736,211 3,435,000 2,875,000 3,775,000 3,175,000 2,875,000 3,200,000 Total Uses of Funds3,775,383$ 3,387,214$ 7,697,272$ 5,610,732$ 5,122,268$ 6,096,263$ 5,572,806$ 5,351,991$ 5,739,881$ Ending Fund Balance Before Reserves5,815,984$ 6,888,612$ 2,845,553$ 6,109,980$ 5,641,113$ 4,383,007$ 3,601,934$ 3,242,854$ 2,482,634$ ReservesOperating Reserve244,161$ 278,578$ 278,578$ 311,046$ 320,378$ 329,989$ 339,889$ 350,085$ 360,588$ Other reserves, if applicablePay Period 27 ReserveSick/Vacation Reserve5,604 5,238 4,039 4,160 4,268 4,388 4,511 4,637 4,767 Total Reserves249,765$ 283,816$ 282,617$ 315,206$ 324,646$ 334,377$ 344,400$ 354,722$ 365,355$ Ending Fund Balance After Reserves5,566,219$ 6,604,796$ 2,562,936$ 5,794,774$ 5,316,468$ 4,048,630$ 3,257,534$ 2,888,132$ 2,117,280$ Attachment B: Draft Fund Financial: Permanent Parks & Recreation Improvement Fund18
RECREATION ACTIVITY FUND - 2026 FUND FINANCIAL (2300)202420252025202620272028202920302031Actual Adopted Revised Projected Projected Projected Projected Projected ProjectedBeginning Fund Balance3,364,279$ 5,220,825$ 5,220,825$ 4,996,433$ 5,708,499$ 5,349,133$ 4,503,875$ 2,782,692$ 477,258$ Sources of FundsCharges for Services8,691,673$ 8,046,756$ 8,046,756$ 8,304,252$ 8,569,988$ 8,835,658$ 9,109,563$ 9,391,960$ 9,673,719$ Leases, Rents & Royalties2,104,057 2,168,800 2,168,800 2,238,202 2,309,824 2,383,738 2,460,018 2,538,739 2,614,901$ Other Revenues430,711 415,081 415,081 427,118 439,505 452,250 465,366 478,861 493,227$ Misc. Sales of Materials & Goods226,788 191,743 191,743 197,304 203,025 208,913 214,972 221,206 227,842$ Investment Earnings & Bonds85,182 134,616 204,656 197,359 218,065 197,383 166,193 102,681 17,611 Transfers In General Fund Subsidy1,607,713 1,607,713 1,607,713 1,607,713 1,607,713 1,607,713 1,607,713 1,607,713 1,607,713 Transfer In Transportation Fund13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 13,000 Transfers In .25 Cent Sales Tax Fund (Ongoing)1,231,984 1,270,176 1,270,176 1,309,551 1,350,147 1,392,002 1,435,154 1,435,154 1,435,154 Transfers In .25 Cent Sales Tax Fund (Conditional)1,984,715 850,000 850,000 800,000 700,000 400,000 Implementation of Fee Policy/Business Plans- 750,000 1,000,000 1,250,000 1,250,000 1,250,000 1,250,000 Total Sources of Funds16,375,823$ 14,697,885$ 14,767,925$ 15,844,499$ 16,411,267$ 16,740,657$ 16,721,978$ 17,039,313$ 17,333,166$ Uses of FundsCommunity Building & Partnerships1,040,611$ 960,034$ 960,034$ 1,095,336$ 1,128,196$ 1,162,042$ 1,196,903$ 1,232,810$ 1,269,795$ Recreation Operations13,478,666 13,962,243 14,148,635 14,037,097 15,642,437 16,423,873 17,246,259 18,111,937 18,655,295 Debt Service- - - - - - - - Transfers & Cost Allocation- - - - - - - - Capital Improvement Program- - - - - - - - Total Uses of Funds14,519,277$ 14,922,277$ 15,108,669$ 15,132,433$ 16,770,633$ 17,585,915$ 18,443,162$ 19,344,748$ 19,925,090$ Ending Fund Balance Before Reserves5,220,825$ 4,996,433$ 4,880,082$ 5,708,499$ 5,349,133$ 4,503,875$ 2,782,692$ 477,258$ (2,114,667)$ ReservesOperating Reserve2,424,719$ 2,492,020$ 2,492,020$ 2,527,116$ 2,800,696$ 2,936,848$ 3,080,008$ 3,230,573$ 3,327,490$ Other reserves, if applicablePay Period 27 ReserveSick/Vacation Reserve14,633 29,149 18,924 19,491 19,998 20,558 21,134 21,725 22,334 Total Reserves2,439,352$ 2,521,169$ 2,510,944$ 2,546,607$ 2,820,694$ 2,957,406$ 3,101,142$ 3,252,298$ 3,349,824$ Ending Fund Balance After Reserves2,781,473$ 2,475,264$ 2,369,138$ 3,161,891$ 2,528,439$ 1,546,470$ (318,450)$ (2,775,040)$ (5,464,491)$ Attachment C: Draft Fund Financial: Recreation Activity Fund 19
Attachment D: 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
20
Attachment E – Long-Term Financial Strategy Update to Council
Draft List of Unfunded Needs
Important Note: This draft list of unfunded needs is not final nor comprehensive and will be
refined, reviewed, and vetted further by the City Manager’s Office and Executive Budget Team as
part of the 2026 budget process and Phase II of the Long-Term Financial Strategy.
Staff provided the below draft of the city’s unfunded needs during the 2025 Budget council meetings
in the fall of 2024. The following list is not comprehensive and represents estimates of underfunded
and unfunded needs, currently at a minimum of $380 million for ongoing and one-time capital
replacement and renovations, transportation construction and capital maintenance programs, park
asset maintenance, building modernizations and replacements, permanent supportive housing
funding, public safety staffing and operations, climate resiliency, and human services and basic
needs, to name a few. The unfunded needs list will be further refined and updated as part of the 2026
budget development process and Phase II of the city’s Long-Term Financial Strategy, which is
anticipated to be available in June-July 2025.
Unfunded Need Amount
Recreation Centers 130,000,000
City Building Maintenance Backlog 53,000,000
Park Asset Maintenance 50,000,000
Civic Area Project 23,000,000
Valmont South Project 20,000,000
Reservoir Project 13,500,000
Pearl Street Mall Project 10,000,000
Tom Watson Park Project 10,000,000
Transportation Capital Maintenance* 7,000,000
Harlow Plats Project 7,000,000
Core Arterial Network Folsom Street Final Design and Construction 6,000,000
High-Utilizers Program - Property Acquisition and Operating Costs* 5,000,000
Reimagine Policing Plan Implementation* 4,113,000
Advanced Life Support/EMS Implementation* 4,000,000
Transportation Median Maintenance and Irrigation Systems* 3,758,000
Core Arterial Network 30th Street Final Design and Construction 3,500,000
Affordable Housing Funding* 3,500,000
Snow and Ice Response Program Expansion* 3,070,000
Primos Park Project 3,000,000
Guaranteed Income Pilot Program (ARPA-Funded)* 2,000,000
Business Equity and Economic Vitality Investments* 2,000,000
Fire Apparatus Replacement and Maintenance* 1,800,000
IT Broadband System Maintenance, Replacements, Security 1,500,000
Fire-Rescue Additional Staffing* 1,230,000
Core Arterial Network Iris Avenue Construction - Possible Grant Match 1,000,000
Police Overtime* 1,000,000
Full Court Software Replacement 1,000,000
Item 6A - Process Overview and Update on LTFS
Attachment E - Draft Unfunded Needs List
21
Internal Services Support* 850,000
Building Home Program, Peer Support, Retention Services (ARPA-Funded)* 850,000
9.0 FTE Firefighters for Light Response* 807,300
Wildland and Water Rescue PPE, Vehicles, and Equipment 630,000
Process Design for Climate Resilience and Adaptation Funding* 500,000
City Employee Workforce Development Training, Career Counseling, Engagement
Surveys* 420,000
Day Service Center Mental/Behavioral and Peer Services* 420,000
Transportation Grant Match for Bus Electrification 400,000
Enhanced Human Services Funding* 210,000
EV Charging Units (Public Safety) 234,300
Police Victim Services Support, Crash Report and Accreditation Staffing* 467,300
Crisis Team As-Needed Clinician Support* 50,000
Neighborhood Community Connector Program* 43,000
Transportation CO 119 Connectivity Improvements to Future BRT/Bikeway Unidentified
Western City Campus (Alpine/Balsam) Transportation Connections Unidentified
Airport Funding Unidentified
Total 376,852,900
*Ongoing funding needed
Item 6A - Process Overview and Update on LTFS
Attachment E - Draft Unfunded Needs List
22
27 | Where We Are Going
PLAN ALTERNATIVES
PROJECTS FISCALLY CONSTRAINED ACTION VISION
Park Maintenance -BPR
Asset Management
Program
Maintain Well at FCI .07,
Develop Violet Park
Enhance and add trending
amenities
Full concept plan
implementation for all
planned parks
Playgrounds 1-2 Parks/Playgrounds per
year refurbished (25-30 year)
Playground enhancement
accelerated (20 year)N/A
Restrooms - Pending LOS
Evaluation
Maintain current LOS,
transitioning to universal
restrooms as facilities are
built or replaced
Add more to appropriate
parks, accelerate transition
to universal restrooms
N/A
Valmont Park - 2015
Concept Plan
Phase 1 development of
adventure and nature play
elements
Phase II development,
including disc golf, athletic
fields
Full concept plan
implementation, including
infrastructure for community
recreation facilities
Urban Canopy - Urban
Forest Strategic Plan
Focus on health of current
canopy through IPM, Tree
Safety, EAB response, and
public tree protection—
Some canopy growth
through tax investment,
philanthropy and partnership
Improved rotation for street
trees, increased planting to
support 16% canopy cover by
2027. Carbon credits could
create additional funding
source.
Industry standard rotation
for all public trees, sufficient
planting to achieve urban
canopy goals.
Civic Area Activation w/ Operations
Focus Phase II development N/A
Area III
Complete Baseline Urban
Service Plan and develop
concept plan, but nothing is
developed
Build core elements Full park development
PARKS
Could the Summer Olympics skateboarding competition be in this skater’s future? If
he keeps practicing his skills at Valmont City Park, it just might become a reality.
Attachment F: 2022 Planning Alternatives
23
PLAN ALTERNATIVES
PROJECTS FISCALLY CONSTRAINED ACTION VISION
Athletic Fields - 2015
Athletic Field Study
Optimize usage through
partnerships, maintenance
and conversion to artificial
turf
8th Field at Stazio,
Redevelopment at Mapleton
and Tom Watson to optimize
usage
Build fields at Valmont City
Park
Recreation Centers
- 2022 Facility Needs
Assessment
EBCC & NBRC - Maintain Well
SBRC - Retire past useful
life facility but not replace;
citywide facility feasibility
study for SOBO area facilities
Enhance Facilities
Modernize EBCC & NBRC;
Design/Build South Boulder
facility
Courts - Study pending
Maintain Well. Court study
to identify LOS—Seek
opportunities to maximize
community benefit through
Joint Use Agreements/
partnerships
Enhance for increased
durability, some additional
facilities
Additional new facilities may
be developed
Aquatics -2015 Aquatics
Feasibility Study
Maintain current service
levels and pools Enhance Spruce Pool Build aquatic training facility
at Valmont City Park
Reservoir -2018 South
Shore Capital Strategy
Improve existing site
connections and ciruclation
Additional shade structures
and group picnic areas,
children’s play and outdoor
education
Marina facility includes
meeting/event space,
boat storage/maintenance
facilities
FACILITIES
Balancing is key to success when taking the BoulderLift class at East Boulder Community Center.
Where We Are Going | 28
Attachment F: 2022 Planning Alternatives
24
PLAN ALTERNATIVES
PROJECTS FISCALLY CONSTRAINED ACTION VISION
Facility Access Fees
Continued increases to base
fees to keep up with cost
escalation, maintaining
discounts for youth and
seniors
Increase base fees and
increase discounts for youth
and seniors
Free for target populations
(youth & seniors)
Financial Aid
Maintaining Financial Aid
LOS reliant upon grants and
philanthropy
Funding supports increased
aid and sliding scale for
maximum access
Sliding scale supports full
participation
EXPAND
Core Services for Target
Population funded by GF
subsidy and grants
Service levels increase N/A
Youth / Teens
Additional programming
only possible through
discontinuation of other
services or market based
programs
Programming for youth and
teens grows with additional
donations, grants or subsidy
N/A
Young explorers taking advantage of nature play opportunities during an annual BPR summer camp program.
PROGRAMS & SERVICES
29 | Where We Are Going
Attachment F: 2022 Planning Alternatives
25
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: May 19, 2025
A. PRAB Matters (Verbal)
26