HomeMy WebLinkAbout06.11.25 OSBT PacketOpen Space Board of Trustees
June 11, 2025
MEETING AGENDA
(Please note that times are approximate.)
I.(6:00)Call to Order and Roll Call
II. (6:03)Approval of the Minutes
III. (6:08)Public Comment for Items not Identified for Public Hearing
IV. (6:20)Matters from the Board
A.Trustee questions or discussion on Written Information Memos or public
comment
V. (6:30)*Request for a recommendation to acquire approximately 5840 net mineral acres
of mineral interests from Teton, LLC located beneath properties owned by the
City of Boulder, Boulder County and other parties in southern Boulder County
for open space purposes
VI. (6:55) *Request to approve, and recommend that City Council approve, the sale of
approximately 250 square feet of the City of Boulder’s Lousberg Open Space
property to John and Kate Barberis to resolve a boundary and encroachment
issue pursuant to the disposal procedures of Article XII, Sections 175 and 177 of
the City of Boulder Charter and conditioned on approval of the boundary
adjustment by Boulder County Community Planning and Permitting
VII. (7:05)Matters from the Department
A.Update on the city's Wildfire Resilience Implementation (WRIP) Plan
(35 minutes)
B.Draft 2026 Budget Update (40 minutes)
C.Boulder Open Space Conservancy and Sponsorship (15 min)
D.Update on Marshall Mesa Trailhead Renovation Project (15 minutes)
E.Update on OSMP's 2025 Projects Web map (10 min)
F.Director Verbal Updates (5 min)
VIII. (9:05)Adjourn
*Public hearing
Open Space Board of Trustees
Members:
Michelle Estrella
(2021-2026)
Jon Carroll
(2022-2027)
Brady Robinson
(2023-2028)
Sarah Glynn
(2024-2029)
Harmon Zuckerman
(2025-2030)
Open Space Board of Trustees
*TENTATIVE Board Items Calendar
(Updated, May 28, 2025)
July 9, 2025 August 13, 2025 September 10, 2025
Matters from the Board:
• Trustee questions or discussion on
Written Information Memos or
Public Comment (10 min)
Action Items:
• Consideration and Recommendation
of OSMP's 2026 Budget (50 min)
Matters from the Department:
• Update on Wildfire Prevention on
OSMP Project (35 min)
• Update on assessment of OSMP's
residential housing portfolio (35
min)
• Program Update: OSMP's Facilities
and Fleet Program (35 min)
• Director Verbal Updates (5 min)
Matters from the Board:
• Trustee questions or discussion on
Written Information Memos or
Public Comment (10 min)
Action Items:
Matters from the Department:
• Junior Ranger Program Update (30
min)
• Overview of OSMP Nature
Discovery Areas (35 min)
• Fort Chambers - Poor Farm
"Healing Trail" Design Project:
Update on Community
Engagement Window #2 and input
opportunity re: priority themes and
vision for the interpretive trail (45
min)
• Flagstaff Corridor Operations and
Management Project Update (30
min)
• Director Verbal Updates (5 min)
Matters from the Board:
• Trustee questions or discussion on
Written Information Memos or
Public Comment (15 min)
Action Items:
Matters from the Department:
• Update from City Planning and
Development Staff on the Boulder
Valley Comprehensive Plan Major
Update project (35 min)
• Update on City Strategic Plan
priority action 7.C project:
Enhancing Multi-Modal Options to
key OSMP access points (40 min)
• Trailhead Utilization Monitoring
Results (20 min)
• Water resources program update
(35 minutes)
• Director Verbal Updates (5 min)
*All items are subject to change. A final version of the agenda is posted on the webpage the week of the
OSBT meeting.
OPEN SPACE BOARD OF TRUSTEES
Action Minutes
Meeting Date April 9, 2025
Record of this meeting can be found here: https://bouldercolorado.gov/government/watch-board-
meetings (video start times are listed below next to each agenda item).
BOARD MEMBERS PRESENT
Harmon Zuckerman, Chair
Jon Carroll, Vice Chair
Michelle Estrella
Brady Robinson
Sarah Glynn
OSMP STAFF MEMBERS PRESENT
Dan Burke Jeff Haley Jennelle Freeston Lauren Kilcoyne Heather Swanson
Brian Anacker Cole Moffatt Frances Boulding Bethany Collins Topher Downham
Hilary Dees Marc Pedrucci Sara Kramer Todd Kipfer Katie Knapp
Kacey French Gretchen Bolivar Burton Stoner Don D’Amico Dakota Anderson
GUESTS
Joe Taddeucci, Public Utilities Director
Brandon Coleman, Civil Engineering Manager
AGENDA ITEM 1 – Call to Order and Roll Call
The meeting was called to order at 6:00 p.m.
AGENDA ITEM 2 – Approval of the Minutes (00:54)
Michelle Estrella moved the Open Space Board of Trustees to adopt the minutes from April 9, 2025 as
amended. Jon Carroll seconded. This motion passed unanimously.
AGENDA ITEM 3 – Public Participation for Items not Identified for Public Hearing (2:00)
Jan Burton spoke about the OSMP budget and suggested with how substantial it is, the board be more
involved in this process.
Bart Windrum spoke about wildfire risk in the southwest backdrop of OSMP and the need for immediate
action to mitigate.
Giles Troughton spoke about wildfire and suggested a map be created to show the areas that OSMP owns
with plans for fire mitigation and fuel management. He also asked about timing for the Flagstaff pilot
parking program and the plan for July 4 closures.
Lynn Segal spoke about her concern for the city budget.
AGENDA ITEM 4 – Matters from the Board (21:20)
The board asked questions on the Written Information items. On the “Updates to 2025 Budget and 2026
Budget Planning” the board asked about the reduction of non-personnel budget, are there things that we
could stop doing now, could costs for programs be incorporated into presentations and if the city-wide
process for budget could be simplified (ex. setting budget every two years instead).
On the “Fort Chambers/Poor Farm – Interpretive Experience Design Update” the board discussed
weighing the input from the public when it comes to making decisions such as the name of the healing
trail.
On the “Flagstaff Mountain Operations and Management Update” the board expressed their thanks for the
work on this memo as it highlighted a lot of important work to come. Michele said she wants to make
sure that those who are using this space innocently aren’t unfairly penalized and where possible, could
closing of areas be done in a way that does not promote negativity (ex: make a closed parking spot/area
look like part of the landscape instead of placing a large “closed” sign).
The board shared the appointment of Sarah Glynn to a term on the Boulder Open Space Conservancy
Board (BOSC) as a community member.
Sarah requested Harmon call a public Study Session to explore the structural and budgetary dimensions of
Boulder’s wildfire resilience initiatives as they relate to Open Space.
AGENDA ITEM 5 – (1:21:00)
Request to approve and recommend that City Council approve the conversion of the Bartlett Grant
of Development and Mineral Rights to a Deed of Conservation Easement, allowing for additional
development pursuant to the disposal procedures of Article XII, Section 177 of the Boulder City
Charter.
Request for a motion to recommend the acquisition of the oil and gas interests connected to the City
of Boulder’s Bartlett DR property from Zach and Kelsey Nassar.
Sara Kramer, Property Agent, and Marc Pedrucci, Sr. Property Agent, presented this item.
The board asked about development rights for oil and gas as well as these regulations. They asked about
water rights on the property, and if the actual conservation easement document could be shared with the
board.
Public Comment
Zachary Nassar introduced himself and his wife Kelsey as the property owners. He thanked Bethany and
Sara for their time working on the conservation easement agreement and expressed looking forward to
their continued partnership with OSMP.
Lynn Segal expressed her support for this item.
Motion
Michelle Estrella moved the Open Space Board of Trustees to approve and recommend that City
Council approve the conversion of the Bartlett Development Rights Agreement to a Conservation
Easement pursuant to the disposal procedures of Article XII, Section 177, of the Boulder City
Charter. Sarah Glynn seconded. This motion passed unanimously.
Michelle Estrella moved the Open Space Board of Trustees to recommend the acquisition of the oil
and gas interests connected to the City of Boulder’s Bartlett DR property from Zach and Kelsey
Nassar. Sarah Glynn seconded. This motion passed unanimously.
AGENDA ITEM 6 – Matters from the Department (1:50:00)
Lauren Kilcoyne, Central Services Deputy Director, presented the “Open Space and Mountain Parks
Department Equity Action Plan”. The board expressed their admiration for staff on their work with this
topic. They asked questions including how this fits into city efforts for hiring and procurement, who
participated in this and was the engagement comprehensive, the Colorado accessibility law, and expressed
the importance of buying/procuring locally.
Topher Downham, Education and Outreach Program Manager, and Hilary Dees, Visitor Infrastructure
Senior Manager, presented on “Accessibility Programming and Infrastructure”. The board expressed their
admiration for this program. Michelle asked what percentage of our trails are accessible.
Joe Taddeucci, Public Utilities Director, and Brandon Coleman, Civil Engineering Manager, presented
the “Update on the OSMP-related elements of the SBC Flood Mitigation Project.” The board asked about
the IDMOU, permitting for habitat areas and environmental resources, and if users will be dispersed from
this area while work is in progress.
Dan Burke gave a quick update on the wildfire resilience e-newsletter, Anchor Point, that people can now
join the mailing list for.
ADJOURNMENT – The meeting adjourned at 9:41
These draft minutes were prepared by Leah Russell
CITY OF BOULDER
OPEN SPACE BOARD OF TRUSTEES AGENDA ITEM
MEETING DATE: June 11, 2025
AGENDA TITLE
Request for a recommendation to acquire approximately 5840 net mineral acres of mineral
interests from Teton, LLC located beneath properties owned by the City of Boulder, Boulder
County and other parties in southern Boulder County for open space purposes.
PRESENTER/S
Dan Burke, Director, Open Space and Mountain Parks
Lauren Kilcoyne, Deputy Director
Bethany Collins, Real Estate Sr. Manager
EXECUTIVE SUMMARY
This agenda item is a request for a recommendation to acquire approximately 5840 net mineral
acres of mineral interests from Teton, LLC located beneath properties owned by the City of
Boulder (approximately 3,000 acres), Boulder County (approximately 800 acres) and other
parties in southern Boulder County (approximately 2,040 acres), including the Marshall area
(Attachment A) for open space purposes. The City’s interest in securing at least a portion of this
large block of mineral interests spans many years and with this current opportunity to work with a
willing seller, OSMP staff supports this proposed acquisition.
STAFF RECOMMENDATION
Staff requests the Open Space Board of Trustees make a motion to recommend the acquisition
of approximately 5840 net mineral acres of mineral interests from Teton, LLC located under
properties owned by the City of Boulder, Boulder County and other parties in southern
Boulder County for open space purposes.
COMMUNITY SUSTAINABILITY ASSESSMENTS AND IMPACTS
• Economic – OSMP has negotiated a purchase agreement to acquire the mineral interests
for $475/net mineral acre or approximately $2,750,000, with prorations where Teton may
not own the full mineral estate. This purchase price is lower than the value the city has
estimated these interests in the past and acquisition may also avoid future costs to protect
city-owned lands from mineral development.
• Environmental – If approved, this acquisition will help to better control future oil, gas
and mineral development in the Boulder area that would cause detrimental geological,
ecological, recreational, agricultural, and visual impacts to city lands and adjacent
properties.
Agenda Item 5 Page 1
•Social – If approved, this acquisition will secure better city control over thousands of
acres of mineral interests without relying on shifting regulatory framework of the county,
state and federal governments.
OTHER IMPACTS
•Fiscal – If approved, the city will pay $475/net mineral acre or approximately
$2,750,000, with prorations where Teton may not own the full mineral estate. There is
sufficient funding available in the open space acquisition reserve to complete this
acquisition. Staff time - Staff time towards this project is part of the 2025 work plan for
the OSMP Real Estate Services workgroup.
PUBLIC COMMENT AND PROCESS
This item is being heard as part of this public meeting advertised in the Daily Camera on June 8,
2025.
ANALYSIS
The mineral estate owned by Teton is located under several high profile city open space
complexes including Marshall Mesa, Flatirons Vista and Greenbelt Plateau (Attachment A). The
city's interest in securing these mineral interests spans many years, however, the previous owner
was unwilling to negotiate a sale. The majority of these mineral interests were severed from the
surface estate and acquired and held by Rocky Mountain Fuels for coal mining since the late
1800’s.
For decades, the city has strived to acquire subsurface property interests – including the oil, gas
and mineral rights – as part of any new land acquisition and where the opportunity has existed to
acquire them separately. These acquisitions have helped to better control past and future oil, gas
and mineral development in the Boulder area that would cause detrimental geological, ecological,
recreational, agricultural, and visual impacts to city lands and adjacent properties. This proposed
acquisition offers the same protection opportunity.
In some cases, the city has not been able to acquire the oil, gas, and other mineral rights when it
purchased surface lands. The property ownership dynamic of separate ownership interests in the
surface lands and the oil, gas, and mineral rights below is known as a “severed mineral estate” or
“split estate,” and it affects many public land agencies and landowners in the West. In fact, state
law provides mineral rights owners the right of entry and use of the surface of the land to explore
for, develop and produce their oil and gas rights as long as they conduct their operations in a
manner that reasonably accommodates the surface owner’s activities and minimizes intrusion and
damage (C.R.S. § 34-60-127).
While the State of Colorado and Boulder County have implemented strong regulations specific to
oil and gas development, the strongest control of the mineral estate, including ability to limit
mining or development, is through ownership of the surface and subsurface estates. City
acquisition of Teton’s mineral interests would give the strongest control of a significant area
without having to rely on shifting regulatory frameworks.
The city has acquired for open space purposes the surface estate overlying some of these subject
mineral interests (sometimes jointly with Boulder County) over the last 50 years with an
understanding of the risk that possible future mineral development could occur as a result of the
severed mineral estate. While there was significant coal mining in the Marshall area beginning in
the late 1800’s and some initial exploratory oil and gas drilling in the 1980’s and 90’s, the area
Agenda Item 5 Page 2
has not been a focus for mineral development during city surface ownership of these lands.
However, the lack of strong oil and gas regulations in Jefferson County combined with the
improved technologies for directional drilling and completion have recently made a large block of
mineral interests like these more appealing to speculators, investors and operators. (Some of the
interests the city is seeking to acquire could be reached from Jefferson County via directional
drilling.) Also, there is the real possibility that future economic conditions and a future regulatory
paradigm pertaining to mineral extraction within Boulder County could change, thus increasing
the possibilities of greater development and extraction activities in this area.
Teton acquired these mineral interests in 2024 as part of a larger real estate negotiation with the
previous owner. While they report having received several, much higher offers to buy and lease
portions of the interests from investors and operators, they report having a stronger interest in
aligning with the city’s open space preservation values to prevent development on or under these
special lands and prefer to see the city acquire them. While most (approximately 3,000 acres) of
the mineral interests the city seeks to purchase from Teton are under city-owned lands, OSMP
staff acknowledge it is somewhat unusual to also acquire Teton’s mineral interests that lie under
Boulder County-owned (approximately 800 acres) and privately-owned properties including
properties within Louisville and Superior (approximately 2,040 acres). However, Teton’s offer is
as a complete package. OSMP staff have reached out to staff and leadership with Boulder
County, Louisville and Superior who have not expressed concern or opposition to the city’s
proposed acquisition and currently do not have the funds to partner on this acquisition. As well,
the city can always consider a future, charter-guided disposal of those interests to Boulder
County, Louisville or Superior at a later date if that is so desired by all parties.
Since the city has been interested in a large portion of these mineral interests for many years,
OSMP staff has performed some due diligence to understand potential value and development
risk and we are confident in supporting this proposed acquisition.
OSMP has negotiated a purchase agreement to acquire the mineral interests for $475/net mineral
acre or approximately $2,750,000, with prorations where Teton may not own the full mineral
estate. Among other terms, provisions and contingencies, the contract is subject to title review, as
well as OSBT recommendation for acquisition.
NEXT STEPS
If OSBT recommends the acquisition, OSMP staff will work with CAO to review due diligence
and transactional documents.
ATTACHMENTS:
•Attachment A: Map of Teton LLC Mineral Interests
Agenda Item 5 Page 3
Agenda Item 5 Page 4
CITY OF BOULDER
OPEN SPACE BOARD OF TRUSTEES AGENDA ITEM
MEETING DATE: June 11, 2025
AGENDA TITLE
Request to approve, and recommend that City Council approve, the sale of approximately 250 square
feet of the City of Boulder’s Lousberg Open Space property to John and Kate Barberis to resolve a
boundary and encroachment issue pursuant to the disposal procedures of Article XII, Sections 175 and
177 of the City of Boulder Charter and conditioned on approval of the boundary adjustment by Boulder
County Community Planning and Permitting.
PRESENTERS
Dan Burke, Director, Open Space and Mountain Parks
Lauren Kilcoyne, Deputy Director
Bethany Collins, Real Estate Sr. Manager
Marc Pedrucci, Sr. Property Agent
EXECUTIVE SUMMARY
This agenda item is the consideration of the sale of approximately 250 square feet of the City of Boulder’s
Lousberg Open Space property (Attachments A and B) to John and Kate Barberis of 4475 51st Street to
resolve a boundary and encroachment issue.
Open Space and Mountain Parks (OSMP) staff had the Lousberg Open Space surveyed in September
2024 to accurately determine the property’s boundaries in advance of new fence installation to improve
agricultural operations. The survey identified a small triangular area (approx. 250 square feet) of the
Lousberg Open Space where the existing OSMP fence was not on the property boundary. When the
adjoining neighbors, the Barberises, were contacted regarding the fencing discrepancy, OSMP staff were
informed that after OSMP performed survey and fencing work in 1996 (which also showed the same
discrepancy), the Barberises assumed the fencing represented the property boundary and since installed
underground irrigation infrastructure within this triangular area which serves their property and others.
Due to OSMP’s failure to resolve the boundary fencing issue in 1996 and ongoing use and presence of
infrastructure in this area serving multiple properties, OSMP staff believe the appropriate resolution is to
sell this small area to the Barberises for approximately $337.50.
Article XII, Sections 175 and 177 of the Boulder City Charter requires OSBT approval and a
recommendation to City Council to dispose of any open space land interests.
Agenda Item 6 Page 1
STAFF RECOMMENDATION
Staff recommend that the Open Space Board of Trustees approve, and recommend that City Council
approve the sale of approximately 250 square feet of the Lousberg Open Space property to John and
Kate Barberis to resolve a boundary and encroachment issue pursuant to the disposal procedures of
Article XII, Sections 175 and 177 of the City of Boulder Charter and conditioned on approval of the
boundary adjustment by Boulder County Community Planning and Permitting.
COMMUNITY SUSTAINABILITY ASSESSMENTS AND IMPACTS
•Economic: If approved for sale, Barberis will pay market value based on recent comparable sales
to purchase the 250 square feet parcel and will also pay for all due diligence costs for items
related to the subdivision and sale of the parcel.
•Environmental: Approval of this disposal will resolve boundary confusion and enable effective
stewardship of open space land interests in accordance with the OSMP mission and charter
without impacting the city’s historic open space uses of the Lousberg property.
•Social: This disposal will allow fencing work to continue in a timely fashion and prevent
disruption to the agricultural operation of the OSMP tenant and will also resolve a boundary line
and encroachment issue with an OSMP neighbor.
OTHER IMPACTS
•Fiscal: The Barberises will pay approximately $337.50 for the parcel (final purchase price will be
based on surveyed square footage) which will be added back to the open space fund, as well as all
the subdivision and due diligence costs.
•Staff time: Staff time towards this project is part of the normal 2025 work plan for the OSMP Real
Estate Services workgroup.
PUBLIC COMMENT AND PROCESS
This item is being heard as part of this public meeting advertised in the Daily Camera on June 8, 2025. A
Notice of Disposal of Open Space Lands was published in the Daily Camera on May 30 and 31, 2025
pursuant to Article XII, Section 177 of the Boulder City Charter.
ANALYSIS
The City’s Lousberg Open Space property is 89.73 acres and was purchased by the city in May 1996 for
$1,000,000 to preserve important agricultural land and accomplish other open space charter purposes. As
part of the due diligence during the acquisition, the property was surveyed, and that survey (Attachment
C)showed an existing fence not on the property boundary in two locations adjacent to the Barberises’
property.
In 2024, OSMP staff had the Lousberg property surveyed once again to locate the property’s boundaries
in advance of new fence installation by OSMP agricultural program staff. The new survey showed that
after the 1996 survey, the fence had been relocated onto the property boundary in one location – but not in
the other – leaving a small area of approximately 250 square feet fenced out of the Lousberg property
(Attachment D).
In discussing the issue with the Barberises, they assumed that since the property had been surveyed and a
portion of the fence had been relocated by the city in 1996, that the fence in this area represented the
property boundary and since installed underground irrigation infrastructure which serves their property
and others. Although it is a shared responsibility among landowners to know property boundaries and
avoid encroachments, OSMP staff feel that given the history of this particular location that the city
participated in creating boundary confusion.
Agenda Item 6 Page 2
While the proposed disposal is the preferred and suggested route to resolve this issue, an alternative could
be to require the Barberises to remove the infrastructure that has been in place for over 25 years.
However, this would mean a delay in OSMP’s fencing work, disturbance, restoration, and likely weed
intrusion to an area that has never been utilized as open space, as well as possible legal action based on
the history of site. A license agreement is not considered a viable alternative in this situation since they
are term limited and do not transfer with the land, so tracking the term and new property owners would be
onerous for such a small area not utilized as open space.
If approved for disposal, the Barberises will pay $1.35/sq. ft. or approximately $337.50 for the parcel,
which is based on recent comparable vacant land sales. The Barberises will also be responsible for all due
diligence and transaction costs. Additionally, the sale of the parcel is also contingent on approval of a
Subdivision Exemption process for a boundary line adjustment by the Boulder County Community
Planning & Permitting Department.
OSMP staff recommend that OSBT approve this disposal request and make a recommendation to City
Council for approval. If approved by the City Council, OSMP staff will work through the subdivision
process with Boulder County and with CAO to facilitate the sale and transfer of the parcel from the city to
Barberis.
ATTACHMENTS:
•Attachment A: Vicinity Map
•Attachment B: Location Map
•Attachment C: 1996 Survey
•Attachment D: 2024 Survey
Agenda Item 6 Page 3
User: rogersc Date: 5/27/2025 Document Path: Y:\OSMP Working Map\OSMP Working Map.aprx
Attachment A - Vicinity Map
Lousberg - Disposal
Approximate property boundaries from Boulder County Assessor's
data.
I
0 0.75 1.5 2.25 3 3.75
Miles
BoulderBoulder
LongmontLongmont
LouisvilleLouisville
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Subject Property
Other Public Lands
City of Boulder OSMP
Boulder City Limits
Agenda Item 6 Page 4
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User: rogersc Date: 5/27/2025 Document Path: Y:\OSMP Working Map\OSMP Working Map.aprx
Lousberg
Nu-West
HarringtonN 51st St0 60 120 180 240
Feet
4475 51st St.
OSMP Ownership
Attachment B - Location Map
Lousberg - Disposal
4475 51st St.
(146316000044)
Disposal Parcel
Agenda Item 6 Page 5
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(MACK TO LOUSBERG OCT. 1943 -BOOK 787 PAGE 39) REC. N O. 407770
WEST 1/4 CORNER SECTION 1� !T. 1 N., R, 70 W., 6TH P.N, rouND 2'" J;[Utif. CAP IM RANGE SOX RLS 30100
MONUMENT 'N RANGE 80)( SET 2" OlA. ALUM. CAP OM PIN
--LAND SURVEY PLAT ---
LOUSBERG PROPERTY
IN THE N.W. 1 / 4 OF SECTION 16
T.1 N., R. 70 W., 6TH P.M.
BOULDER COUNTY, COLORADO
NORTH
REVISED MARCH 3, 1996 -MISC. CHANGES
WILLIAM J. STENGEL
REGISTERED LAND SURVEYOR
1049 STEARNS AVENUE, BOULDER, COLORADQ
COLO. REG. NO: 4846 • PHONE: (303) 494-5 SCALE: DAT£: 1" = 100'
JANUARY 1996 rllE NO.:
COUNTY FILED NO. LS-
3-832Attachment C - 1996 SurveyAgenda Item 6 Page 6
Attachment D - 2024 SurveyAgenda Item 6 Page 7
MEMORANDUM
TO: Open Space Board of Trustees
FROM: Dan Burke, Director, Open Space and Mountain Parks
Lauren Kilcoyne, Deputy Director, Central Services
Cole Moffatt, Senior Accountant
DATE: June 11, 2025
SUBJECT: Draft 2026 Budget Update
________________________________________________________________________
Executive Summary
The purpose of this item is to continue to share updates on the Open Space and Mountain Parks
(OSMP) Department’s 2026 budget development process. The Open Space Board of Trustees (OSBT)
will have an opportunity to ask questions or provide any feedback at the June and July meetings to
ensure the OSBT is prepared at its July meeting to consider and recommend OSMP’s 2026-2031 CIP
and 2026 operating budget.
The series of budget agenda items for the OSBT with opportunity for public review are as follows:
•In January, OSMP staff presented strategic, high-level budget guidance to the OSBT.
•In April, OSMP staff introduced the 2026 budget and draft 2026-2031 CIP list.
•In May, a written update included information on the 2025 and 2026 budget, including
changes from information shared during the April OSBT meeting.
•In June, staff will address OSBT questions from past business meetings and give updates on
the draft budget and out-year revenue projections.
•In July, the OSBT meeting will include a public hearing for the community to comment on the
proposed 2026-2031 CIP and 2026 operating budget. After public comment, the OSBT will
make a recommendation.
2026 Budget Development Updates
OSMP staff are continuing to partner with the Finance Department and other city departments to
understand the potential for increasing costs and slowing and/or decreasing revenues in the 2026
budget. The Finance Department presented a financial forecast and budget update to City Council on
May 8. The information presented was consistent with the update that Finance staff provided to the
OSBT in April and with the written materials from the May OSBT business meeting. As a reminder,
the sales and use tax projections provided to the OSBT in June 2024 accounted for an economic
slowdown, and updated projections now factor in even fewer increase year-over-year. The 2025-2031
sales and use tax projections presented in Table 1 anticipate an economic slowdown continuing over
several years while still representing modest year-over-year increases. The draft 2026-2031 budget as
presented in the Fund Financial (Attachment A) reflects these financial realities and ensures
stewardship of the Open Space Fund during times of economic change.
Table 1: Sales and Use Tax Projections
Year
Revenue Projections
Provided During
2025 Budget Process
(as of 5/24/2024)
Updated Revenue
Projections for 2026
Budget Development
(as of 4/28/2025)
Change to Open
Space Fund
2025 $35,711,710 $34,557,942 ($1,153,768)
Agenda Item 7B Page 1
Year
Revenue Projections
Provided During
2025 Budget Process
(as of 5/24/2024)
Updated Revenue
Projections for 2026
Budget Development
(as of 4/28/2025)
Change to Open
Space Fund
2026 $36,440,980 $35,433,572 ($1,007,408)
2027 $37,317,557 $36,798,392 ($519,165)
2028 $38,224,908 $37,863,969 ($360,939)
2029 $39,164,612 $38,961,951 ($202,661)
2030 $40,138,429 $39,746,135 ($392,294)
2031 - $40,546,052 -
Total projected sales and use tax revenue change to
the Open Space Fund over 6-year planning horizon ($3,636,235)
Expected Increases to Cost Allocation and Interdepartmental Charges
The May written materials state that OSMP expects increases to cost allocation and interdepartmental
charges as part of 2026 budget development. OSMP may still receive additional updates to these
numbers from the Finance Department and if we do, we will share those at the July business meeting.
Inflation, the rising cost of inputs, including equipment and personnel, and the development of a new
cost allocation model have led to increases in cost allocation. Before the 2025 budget cycle, OSMP
typically assumed a 3-5% annual increase for cost allocation and interdepartmental charges in the
Open Space Fund. Actual cost allocation increases varied and there were greater increases in some
years than others, but this average assumption usually was adequate for OSMP budget planning
purposes. In 2024 the city adopted a new, updated cost allocation model and through this new model
projected costs were shown to be significantly higher than previous assumptions. The draft numbers
that Finance Department has provided to date for the 2026-2031 horizon have been added to the Fund
Financial.
During the May business meeting and in previous board conversations, OSBT has asked for additional
information on cost allocation changes over time as well as additional information around staffing
numbers and major expense categories. Table 2 outlines the ten-year history of cost allocation in the
Open Space Fund from 2016-2025 with proposed 2026 amounts added for reference. In 2027, the cost
allocation amount is scheduled to increase $900,000 to $4,500,000 with smaller increases in out-years.
Table 2: OSMP Cost Allocation Ten-Year History
Year Cost
Allocation
Charge
Increase /
Decrease
Percent
Change
Notes
2016 $1,577,657 - - Baseline year for the purposes of this look-
back.
2017 $1,903,344 $325,687 20.64%
2018 $1,960,444 $57,100 3.00%
2019 $2,090,102 $129,658 6.61%
2020 $2,121,454 $31,352 1.50%
2021 $2,121,454 $0 0.00% The planned cost allocation increase was
removed during COVID-19
response/recovery. OSMP reduced over 15%
of the department budget while maintaining
cost allocation.
Agenda Item 7B Page 2
2022 $2,051,466 ($69,988) (3.30%) The planned cost allocation increase was
removed during COVID-19
response/recovery.
2023 $2,722,788 $671,322 32.72%
2024 $2,793,274 $70,486 2.59%
2025 $3,300,000 $506,726 18.14% A new, updated Cost Allocation Model was
instituted. Concurrently, the city established
an Enterprise Technology Fund (ETF) which
charged an additional $900,000 to OSMP.
2026
(Proposed)
$3,600,000 $300,000 9.09% OSMP has not received an update yet on any
changes to the proposed 2026 amount. If
there are updates, OSMP will provide that
information to OSBT in July.
Total Increase $2,022,343
OSMP Management of Full-Time Equivalent Positions
As outlined in previous budget materials, salary expenses make up the majority of the OSMP
operating budget. The OSBT requested a ten-year lookback at FTE positions to understand changes in
staffing levels that are impacting the Open Space Fund. Table 3 summarizes department FTE per year
from 2016-2025, annual change in FTE, and whether that FTE change reflected a “net new” position.
Notes are provided detailing which positions were added each year, which demonstrate that any new
position relates to a Tier One Master Plan priority, and that several were grant-funded fixed-term
positions.
The majority of FTE increases since 2016 are temporary to standard FTE position conversions, and
temporary positions are not backfilled once converted to standard. In these situations, the overall
impact to head count in the department is zero, and the change relates strictly to position
reclassification. City practice is that only FTE positions are modeled in the budget, however OSMP
submits a seasonal/temporary hiring plan to the Finance and Human Resources Departments each year
showing total department position management. For the last several years, staff has included
temporary positions by program in the OSBT budget materials. When considering whether to convert
temporary positions to standard, the city examines employment law and changes to employment
practice (e.g., Affordable Care Act, Equal Pay for Equal Work), the position classification guide that is
developed and updated by the Human Resources Department, the department work plan and business
needs, and department and city equity practices. OSMP relies on the balance between standard FTE
and temporary positions to support maintenance of the open space land system, and staff weighs the
need for ongoing support against the flexibility, agility, and seasonality of need that comes with
utilization of seasonal and temporary field crews when determining whether to convert positions.
Overall, while FTE has increased in OSMP over the last decade, the department has actually decreased
total head count when factoring in seasonal and temporary positions.
Agenda Item 7B Page 3
Table 3: OSMP Full-Time Equivalent (FTE) Position Changes Ten-Year History
Year Total
FTE
Change
in FTE
Change in
Head Count
/ "Net New"
Positions
Notes
2016 117.15 - - Baseline year for the purposes of this lookback.
2017 128.40 11.25 0.00 Implementation of Affordable Care Act,
conversion of 15 existing seasonal positions to
0.75 Partial Year Schedule FTE. No change in
overall department head count.
2018 126.40 (2.00) (2.00) Expired three positions. This included: 1.0 FTE
Real Estate Property Agent; and 1.0 FTE FEMA
flood recovery Water Resources Technician.
2019 122.60 (3.80) (3.80) Expired 3.8 FTE positions. This included: 1.05
FTE Administrative Specialist (accounts
receivable, front desk); 1.75 FTE Outreach
Rangers; and 1.0 FTE FEMA flood recovery
Trails Maintenance Technician.
2020 123.60 1.00 1.00 Addition of 1.0 FTE Ecologist to implement
results of the Prairie Dog Working Group and
approval of the Preferred Alternative
Management Approach.
2021 123.35 (0.25) 0.00 Conversion of temporary Trails Research
Coordinator to standard FTE which resulted in
no change in overall department head count.
Multiple reallocations and schedule changes for
existing FTE positions resulting in a reduction of
0.25 FTE.
2022 127.35 4.00 2.00 Conversion of temporary Human Dimensions
Coordinator and temporary Trailheads Crew
Lead to standard FTE which resulted in no
change in overall department head count.
Through Marshall Fire Special Adjustment to
Base, addition of 1.0 FTE fixed-term Operations
Coordinator to support recovery projects and 1.0
FTE Water Resources Specialist to address ditch
fuels management related to the wildfire
resilience strategy.
2023 129.35 2.00 2.00 Addition of 1.0 FTE Wildland Fire Coordinator
and one five-year fixed-term 1.0 FTE
Agricultural Program Manager to support Prairie
Dog Management to bring lethal control in-
house.
Agenda Item 7B Page 4
2024 145.60 16.25 0.00 Conversion of seven temporary positions to
three-year fixed-term standard which resulted in
no change to overall head count. Four existing
FTE positions managed by OSMP but funded
through the Climate Fund in 2023 to support
Wildfire Resiliency were shifted to the Open
Space Fund which resulted in no change to
overall head count but did impact department
budget. Existing Partial Year Schedule (0.75
FTE) Trail Crew Leads were increased to 1.0
FTE to support winter maintenance with an
offsetting reduction of a temporary winter crew.
Four temporary positions were converted to
standard FTE ongoing (Bilingual Education &
Outreach, Junior Ranger Program Coordinator,
Undesignated Trails Crew Lead, Signs
Maintenance Technician) resulting in no change
to overall department head count.
2025 146.60 1.00 1.00 Two fixed-term grant-funded positions were
added to support the implementation of the Land
and Water Conservation Fund grant at Mount
Sanitas. One vacant Senior Manager position
was expired after merging the Education &
Outreach and Volunteerism, Service Learning,
and Partnership workgroups.
2026
(Proposed)
144.10 (2.50) (2.50) No positions will be added through the 2026
budget. There will be 2.5 FTE removed from the
budget, including 1.0 FTE Communications Sr
Program Manager, 0.50 FTE Resource Project
Manager, and 0.50 FTE Planning Senior Project
Manager. An existing 1.0 FTE historically
funded by the Open Space Fund will now be
cost-shared with Finance (Risk) to support safety
training and programming with a reduction of
0.50 FTE.
Total 26.95 (2.30)
Looking ahead, the seven fixed-term positions that were created in 2024 are scheduled to expire at the
end of 2026, with budget savings realized in the 2027 budget unless they are extended or converted
back to temporary. Likewise, the two fixed-term positions funded by the Land and Water
Conservation Fund grant will expire at the end of 2027, as will one fixed-term 0.5 Resource Project
Manager. This will reduce department FTE to 134.60 by 2028.
The table above factors in position requests as made through the annual budget process or Adjustment
to Base processes. This does not factor in any department reallocations made within existing
appropriation. It is department practice when a position becomes vacant to review whether it should
be replaced or if it should be repurposed for a different department need. Since 2016, OSMP has made
dozens of reallocations of positions or position increments. Some examples include:
- Converting an Administrative Specialist position to Ranger Program Specialist within the
Resource Information Services workgroup to support the increased suite of Ranger technology
Agenda Item 7B Page 5
including body worn cameras, evidence management, the RAPTOR patrol log, first responder
internet and cell phone service, work truck technology, emergency mapping and location
services, and more.
- Converting an Administrative Specialist position to Climate Senior Policy Analyst within the
Science and Climate Resilience workgroup to support climate plan development and
implementation.
- Dividing vacant positions into 0.25 FTE increments to shift Partial Year Schedule (0.75 FTE)
employees to full-time in Trailheads, Vegetation, Ecological Restoration, Education &
Outreach, and Forestry workgroups.
- Adjusting organizational structure to prioritize in-field maintenance, for example merging the
Engineering and Trails Stewardship workgroups after flood recovery was completed and
converting a vacant manager position to a maintenance position.
- Converting vacant Education & Outreach positions to bilingual roles with adapted job
requirements to increase Spanish and bilingual programs.
- Converting vacant ongoing positions to fixed-term positions to gradually scale back or
complete projects before positions are eliminated, for example in Ecology and Planning.
- Updating titles, job levels, and compensation through HR compensation and classification
projects in 2020 and 2023.
OSMP is mindful that as financial conditions change, the department will need to continuously re-
evaluate the staffing approach to prioritize Tier One work while preparing for fiscal constraints.
Leading up to reduction of the 0.11 sales tax increment in 2018 and adoption of the 2019 Master Plan,
OSMP developed a strategy to financially support an increased staffing level over the ten-year Master
Plan implementation horizon. OSMP was able to utilize saved fund balance to overspend annual
revenues for a few years to accomplish important priority projects. Fixed-term positions were utilized
as a strategy to get things done, ensuring the department can return to spending within annual revenues
by 2029 while treating staff fairly by providing clear start and end dates and market competitive roles.
OSMP will continue to partner across the city and adapt practice given the shifting economic climate.
Management of Seasonal and Temporary Positions
OSMP deeply values and relies upon the seasonal and temporary workforce to carry out the mission of
the department. For the last several years, OSMP has hired around 225 seasonal and temporary staff,
with numbers varying annually based on the department work plan. A point in time hiring plan of
positions by workgroup has been provided to the OSBT for the last few years. OSMP seasonal and
temporary positions are managed in a matrix environment. Positions are not uniform, and there are
different numbers of positions per job title, hours per week, and weeks per term in every workgroup
across the department. This allows the department to be agile in meeting business needs and account
for the seasonal nature of many of these jobs. For example, vegetation roles are onboarded during
times of the year when invasive species need to be managed, and Junior Rangers are hired after the
school year ends since participants are 14-17 years old. The structure of the seasonal and temporary
program also allows the department to reallocate positions as needed since they can be repurposed
when they become vacant at the end of the season. For example, the department has recently shifted
three ecological restoration crew members into the vegetation workgroup to support field needs in
2025. While this flexibility provides tremendous benefits to the organization, it also makes these roles
complex to manage. It would be difficult to develop a ten-year lookback like the one provided for FTE
positions above comparing projected to actual positions by title or workgroup. That said, there are a
few reallocations planned for 2026 and there are several policy changes impacting the seasonal and
temporary workforce that will be addressed during 2026 budget development.
At the end of 2024, the city amended position classification definitions and with this update OSMP
temporary positions are to be converted to a new category called “Seasonal (Max)”. The definitions of
Agenda Item 7B Page 6
these two categories are generally the same. The employees retain the same medical benefits, and both
position types allow for work “up to 12 months” per year. However, the salary schedule for seasonal
positions is distinct from temporary positions. It is OSMP’s goal to update the budget to account for
this shift to Seasonal (Max) before the budget is submitted to the City Manager’s Office on June 27,
2025. However, if the conversion to this new classification is not completed by then, this may result in
off-cycle changes to the 2026 budget.
Concurrently with the position reclassifications, the city has made other adjustments such as updating
state minimum wage in the pay structure, and shifting some pay bands to account for the City Council
updated living wage. However, the timing of all these policy changes may not all align with the
budget process, and therefore budgeting for some of these adjustments will likely need to be done after
OSBT recommendation of the 2026 budget.
As part of the reclassification process, OSMP reviewed all seasonal roles to determine if any would
shift for 2026. As described above, OSMP seeks to be agile in meeting business needs and accounting
for the seasonal nature of many of these jobs while considering budget impacts during a fiscally
constrained time. The result of this review is three reallocations being proposed:
-Trailheads crew members will increase from 9-month to 11-month terms to support weekly
maintenance including outhouse, trash, recycling, and dog waste composting services, parking
lot and picnic area maintenance, gate and fence repair, and snow removal. To stay within
existing budget appropriation, the crew will reduce from six crew members to four. During the
30-day break, standard FTE staff will perform the maintenance duties.
-Education & Outreach Senior Representatives will increase from 9-month to 11-month terms,
and non-personnel dollars have been reallocated within the Community Connections division
to increase seasonal funding to support this. These positions staff the Ranger Cottage but also
help to manage trail closures and human behavior during disasters, standing at intersections to
turn people away from fires, managing trailhead access, and more.
-Science and Climate Resilience will repurpose a seasonal plant ecology technician to a
wildfire fuels management technician with added crew weeks to support wildland fire
preparedness. Funds will be reallocated from the funded research program to support this
added capacity.
In total, between reallocation and projected impact of policy changes, the budget for seasonal and
temporary positions will increase by approximately $560,000. This impact is spread across the
operating budget categories in the Fund Financial as these positions are housed within each service
area. Breakdown of staffing by program and sub-program is reflected in Table 4.
Table 4: 2026 Projected OSMP Staffing Allocation by Program and Sub-Program
Program Sub-program
2026 Standard Full-
Time Equivalent
(FTE) Employees
2026 Seasonal and
Temporary
Employees
Administration Office of the Director 5.00 0.00
Business Services 5.00 1.00
Administration Total Projected 2026 Employees 10.00 1.00
Central
Services (CS)
Planning & Design Services 5 0.00
Real Estate Services 4.00 0.00
Resource Information Services 10.00 1.00
CS Total Projected 2026 Employees 19 1.00
Education & Outreach 8.00 11.00
Ranger Services 23.05 2.00
Agenda Item 7B Page 7
Program Sub-program
2026 Standard Full-
Time Equivalent
(FTE) Employees
2026 Seasonal and
Temporary
Employees
Community
Connections
(CC)
Volunteerism, Service Learning &
Partnerships1
4.00 133.00
CC Total Projected 2026 Employees 35.05 146.00
Resource
Stewardship
(RS)
Agricultural & Water Stewardship 11.00 8.00
Ecological Stewardship 8.55 3.00
Science & Climate Resilience 4.00 1.00
Vegetation Stewardship 13.00 25.00
RS Total Projected 2026 Employees 36.55 37.00
Visitor
Experience &
Infrastructure
(VE&I)
Facilities 6.50 0.00
Fleet 1.00 0.00
Recreation & Cultural
Stewardship
12.00 2.00
Visitor Infrastructure2 24.00 34.00
VE&I Total Projected 2026 Employees 43.50 36.00
OSMP Total 2026 Employees 144.10 221.00
Other Updates Since May Business Meeting
In the May written update, OSMP informed OSBT that $200,000 would be removed from the non-
personnel budget on an ongoing basis as part of the budget management strategy for 2026. The OSBT
asked what would be reduced from the budget to meet this target. The list of budget reductions is
included as Attachment B. Reductions were made proportionally across service areas based on the
percentage of the overall operating budget as reflected in Table 5.
Table 5: OSMP 2026 Non-Personnel Budget Reductions by Service Area
Budget Program Proportional Share of 2026 NPE
Reduction
Administration $20,090
Central Services $25,710
Community Connections $38,060
Resource Stewardship $50,590
Visitor Experience and
Infrastructure
$65,550
Total $200,000
The materials also inform the OSBT that the department has submitted Climate Fund project requests
totaling $484,041. No final decisions have been announced regarding Climate Fund dollars in 2026,
and staff will update the OSBT as more information is available.
CIP Reference Material
There have been no changes to the draft CIP as presented in the April and May OSBT materials. In the
interest of consistency in providing lookbacks, the ten-year history of CIP funding was previously
provided but is restated here in Table 6. The draft 2026 CIP project list is repeated in Table 7.
Agenda Item 7B Page 8
Table 6: Total CIP Funding by Year
Table 7: Draft 2026 OSMP CIP
Project Proposed 2025
Funding
Initiate/
Continue/
Complete
Associated
Department
Assessment/Plan
Chautauqua Ranger Cottage and
Trailhead Redesign 1,000,000 Initiate West Trail Study Area
Plan
Development of a Food Forest on an
Open Space Location 100,000 Continue Agricultural Resources
Management Plan
Dry Creek Trailhead Redesign 833,776 Initiate Visitor Master Plan
Facility Maintenance and
Rehabilitation 425,000 Continue OSMP Facilities
Assessment and
Citywide Strategic Plan
Flagstaff Operational Improvements $50,000 Initiate Climate and Wildland
Fire Resilience, Visitor
Use Management Plan
Fort Chambers/Poor Farm Site
Management Plan Implementation 150,000 Continue Visitor Master Plan and
Citywide Strategic Plan
Fort Chambers/Poor Farm Site
Management Plan Implementation:
Wells House
805,776 Initiate Agricultural Resources
Management Plan
Irrigation Infrastructure Improvements
and Maintenance 138,000 Continue Agricultural Resources
Management Plan
Livestock Corrals Installation on
Leased Properties 80,000 Continue Agricultural Resources
Management Plan
Local Food Farm Sites Improvements 220,000 Continue Agricultural Resources
Management Plan
Lower Bluestem Trail Design and
Construction 406,776 Initiate Visitor Master Plan
Mount Sanitas Trail Improvement
Project 349,871 Continue Visitor Master Plan and
Trail Study Area Plans
OSMP Climate Plan Implementation,
including Wildfire Resiliency 150,000 Continue Master Plan and
Citywide Strategic Plan
Replacement of Dry Creek #2 Pipeline
and Trestle 75,000 Continue Agricultural Resources
Management Plan
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Agenda Item 7B Page 9
Project Proposed 2025
Funding
Initiate/
Continue/
Complete
Associated
Department
Assessment/Plan
Replacement of Van Vleet Boundary
and Interior Fencing 80,000 Initiate Agricultural Resources
Management Plan
Restoration of Irrigated Agricultural
Fields with Prairie Dog Conflict 500,000 Continue Master Plan and
Preferred Alternative
Approach for Managing
Irrigated Agricultural
Fields with Prairie Dog
Conflict
Restoration of Vegetation, Riparian
Habitats, and Wetlands 50,000 Continue Grassland Management
Plan
Soil Health Improvement Projects on
Leased Agricultural Properties 115,000 Continue Agricultural Resource
Management Plan
Soil Health Improvement Projects on
Unleased Agricultural Properties 100,000 Continue Agricultural Resource
Management Plan
South Boulder Creek Instream Flow
Initiative 50,000 Continue Grassland Management
Plan and Agricultural
Resource Management
Plan
Stockwater Planning for Drought
Resilience and Support of Diversified
Agriculture
90,000 Continue Agricultural Resource
Management Plan
Swartz Property Irrigation
Improvement Implementation
130,000 Initiate Agricultural Resources
Management Plan
Wildfire Resilient Landscapes: Fuels
Mitigation
100,000 Continue CWPP and Master Plan
and Citywide Strategic
Plan
TOTAL 5,999,199
Next Steps
Key dates for the budget development process are included below:
Table 8: 2026 Budget Planning Milestones
Milestone Date
OSBT Strategic Budget Guidance Update January 15
OSBT Draft 2026 CIP & Operating Budget Introduction April 9
Financial Forecast & Budget Update to City Council May 8
OSBT Draft 2026 Work Plan & Budget Written Update May 14
OSBT Draft 2026 CIP & Operating Budget Update June 11
OSBT 2026 CIP & Operating Budget Public Hearing and
Recommendation July 9
City Executive Budget Team (EBT) Review of Proposed Budget Late July TBD
Planning Board City CIP Hearing Mid-August TBD
City Council Budget Study Session September 11
City Council Budget Consideration (1st Reading) October 9
City Council Budget Consideration (2nd Reading) October 23
Agenda Item 7B Page 10
Attachments:
•Attachment A: Draft 2026-2031 Open Space Fund Financial
•Attachment B: 2026 Non-Personnel Budget Reductions
Agenda Item 7B Page 11
OPEN SPACE AND MOUNTAIN PARKS (2500) FUND FINANCIALS
2024 2025 2025 2026 2027 2028 2029 2030 2031
Actuals Adopted Revised Projected Projected Projected Projected Projected Projected
Beginning Fund Balance 29,669,079$ 29,198,695$ 29,198,695$ 17,250,331$ 13,463,536$ 10,471,072$ 7,914,794$ 8,011,102$ 8,068,240$
Sources of Funds
Sales and Use Taxes 34,530,046$ 35,711,710$ 34,557,942$ 35,433,572$ 36,798,392$ 37,863,969$ 38,961,951$ 39,746,135$ 40,546,052$
Investment Earnings & Bonds 817,672 821,195 821,195 714,293 690,784 667,276 633,912 602,217 572,106
Leases, Rents & Royalties 316,501 652,315 474,708 474,709 488,950 503,619 518,727 534,289 550,318
Parking Revenue 306,465 332,738 332,738 320,000 329,600 339,488 349,673 360,163 370,968
Other Revenues 132,189 340,881 131,961 131,962 135,921 139,998 144,198 148,524 152,980
Intergovernmental Revenues 961,895 245,384 245,384 245,384 245,384 245,384 245,384 245,384 245,384
Licenses, Permits & Fines 315,372 67,989 386,528 454,518 468,154 482,198 496,664 511,564 526,911
Grant Revenues 357,178 485,361 485,361 557,881 606,781 250,000 257,500 265,225 273,182
Contributions & Donations 123,753 - 60,000 60,000 60,000 60,000 60,000 60,000
Intragovernmental Charges - - - - - - - -
Total Sources of Funds 37,861,070$ 38,657,573$ 37,435,817$ 38,392,319$ 39,823,966$ 40,551,933$ 41,668,010$ 42,473,501$ 43,297,900$
Operating Uses of Funds
Administration (Environmentally Sustainable)3,072,145$ 3,024,059$ 3,304,249$ 2,988,831$ 3,065,563$ 2,795,913$ 2,663,672$ 2,743,582$ 2,825,890$
Open Space Central Services 3,341,192 3,870,089 4,675,889 4,012,901 4,024,832 4,145,577 4,062,666 4,184,546 4,310,082
Community Connections 5,495,464 5,728,834 5,744,883 5,998,234 5,879,014 6,055,385 5,801,446 5,975,489 6,184,632
Resource Stewardship 7,279,526 7,619,071 7,885,430 7,994,895 8,095,091 8,260,969 7,771,036 8,004,167 8,284,312
Visitor Experience & Infrastructure 9,465,149 9,874,810 10,318,925 10,405,292 10,169,159 10,195,598 9,632,764 9,921,747 10,269,008
Debt Service 1,139,200 1,143,400 1,143,400 1,142,262 1,145,269 1,142,269 1,141,369 1,140,019 1,143,219
Transfers & Cost Allocations 2,793,274 3,337,500 3,337,500 3,637,500 4,537,500 4,762,500 4,998,750 5,246,813 5,507,278
Capital Improvement Program 5,745,503 6,824,100 12,973,905 5,999,199 5,900,000 5,750,000 5,500,000 5,200,000 4,700,000
Total Uses of Funds 38,331,454$ 41,421,863$ 49,384,181$ 42,179,114$ 42,816,429$ 43,108,211$ 41,571,702$ 42,416,363$ 43,224,421$
Ending Fund Balance Before Reserves 29,198,695$ 26,434,405$ 17,250,331$ 13,463,536$ 10,471,072$ 7,914,794$ 8,011,102$ 8,068,240$ 8,141,720$
Reserves
OSMP Contingency Reserve 6,711,764$ 5,640,007$ 5,953,100$ 5,434,583$ 5,407,281$ 5,443,484$ 5,189,183$ 5,344,859$ 5,505,204$
OSMP Acquisition Reserve 4,329,668 4,329,668 4,329,668 1,000,000 1,250,000 1,500,000 1,500,000 1,500,000 2,000,000
Sick/Vacation/Bonus Reserve 72,817 75,001 76,672 78,972 81,026 83,294 85,627 88,024 90,489
Total Reserves 11,114,249$ 10,044,676$ 10,359,440$ 6,513,555$ 6,738,307$ 7,026,778$ 6,774,810$ 6,932,883$ 7,595,693$
Ending Fund Balance After Reserves 18,084,446$ 16,389,730$ 6,890,891$ 6,949,980$ 3,732,765$ 888,016$ 1,236,292$ 1,135,358$ 546,027$
Attachment A
Agenda Item 7B Page 12
Budget Program Work Program Name Account Name 2026 Base
NPE
Reductions
2026
Ending Notes
Administration Customer Support General Office Supplies 11,500 (2,000)9,500
Reduction based on three-year
average actuals.
Administration Customer Support Postage and Express Mail 3,500 (1,000)2,500
Reduction based on three-year
average actuals.
Administration Customer Support Materials: Miscellaneous 7,292 (1,200)6,092
Reduction based on three-year
average actuals.
Administration Customer Support Misc Purchased Services 6,930 (1,900)5,030
Reduction based on three-year
average actuals.
Administration Director of OSMP Misc Purchased Services 104,727 (10,000)94,727
Director discretionary budget to
support emergent/unplanned
department-wide needs or
acceleration of strategic
initiatives. Reduce ~10% now
that Science and Climate
Resilience has its own operating
budget.
Administration Director of OSMP Empl Training 15,000 (1,900)13,100
Director discretionary budget to
support department-wide
training needs. Reduction based
on three-year average actuals.
Administration Community Relations Misc Consultant Services 14,500 (2,090)12,410
OSMP has eliminated the 1.0 FTE
Communications Sr Program
Manager position. These are the
non-personnel dollars associated
with that position. Reduce
slightly while determining long-
term needs for remaining funds.
Attachment B: 2026 Non-Personnel Budget Reductions
Agenda Item 7B Page 13
Central Services Real Estate Services Materials: Miscellaneous 9,150 (1,500)7,650
Reduction based on three-year
average actuals.
Central Services Planning Services Business Travel 5,000 (1,000)4,000
Reduction based on three-year
average actuals.
Central Services Resource Information Services Materials: Computer Hardware 10,500 (2,500)8,000
Adjusted replacement schedule
for some units.
Central Services Resource Information Services Materials: Miscellaneous 15,000 (2,500)12,500
Adjusted replacement schedule
for some units.
Central Services Resource Information Services Misc Consultant Services 68,670 (10,710)57,960
Reduce consultant GIS services,
perform work in-house and
adjust work plan to
accommodate.
Central Services Resource Information Services R&M: Software Maint Agreements 39,422 (4,000)35,422
Adjusted replacement schedule
for some units.
Central Services Resource Information Services Business Travel 2,500 (1,000)1,500
Reduction based on three-year
average actuals.
Central Services Resource Information Services Empl Training 12,500 (2,500)10,000
Reduction based on three-year
average actuals.
Community Connections Junior Rangers Materials: Miscellaneous 9,000 (4,000)5,000 Reduce materials for programs.
Community Connections Junior Rangers Empl Training 5,800 (2,000)3,800
Reduction based on three-year
average actuals.
Community Connections Outreach Materials: Miscellaneous 14,700 (5,000)9,700 Reduce materials for programs.
Community Connections Ranger Services Empl Training 56,500 (10,060)46,440
Selection process for annual
COSA conference.
Community Connections Volunteer Services Uniforms 13,650 (5,000)8,650
5K for permanent NPE cuts and
2K towards outreach NSPE
positions
Community Connections Volunteer Services Misc Consultant Services 129,600 (6,000)123,600
Reduce 5 service days from the
BridgeHouse Ready to Work
contract.
Agenda Item 7B Page 14
Community Connections Volunteer Services Empl Training 5,500 (1,000)4,500
Reduction based on three-year
average actuals.
Community Connections Education Materials: Miscellaneous 13,000 (2,000)11,000 Reduce materials for programs.
Community Connections Education Misc Purchased Services 24,000 (3,000)21,000
Reduce purchased services for
programs.
Resource Stewardship Science & Climate Resilience Misc Consultant Services 100,000 (23,373)76,627
Reduce funded research
program.
Resource Stewardship Science & Climate Resilience Misc Purchased Services 20,000 (2,561)17,439
Reduce purchased services for
program.
Resource Stewardship Agriculture Management R&M: Land Improvements 39,455 (3,453)36,002
Adjusted repair schedule for
some units.
Resource Stewardship Water Resources Fuel Mitigation Debris Cleanup 100,000 (8,603)91,397 Reduce/re-scale debris cleanup.
Resource Stewardship Wildlife Ecology Misc Consultant Services 10,000 (3,000)7,000
Reduce consultant services,
perform work in-house and
adjust work plan accordingly.
Resource Stewardship Ecological Stewardship Prairie Dogs 200,000 (5,400)194,600
Reduction based on three-year
average actuals.
Resource Stewardship Ecological Stewardship Wetland Seed Collections 50,000 (4,200)45,800
Reduction based on three-year
average actuals.
Visitor Experience and Infrastructure Human Dimensions Materials: Equipment 51,000 (5,000)46,000
Adjust replacement schedule for
some units.
Visitor Experience and Infrastructure Recreation & Cultural Stewardship Materials: Equipment 5,000 (2,500)2,500
Adjust replacement schedule for
some units.
Visitor Experience and Infrastructure Recreation & Cultural Stewardship Materials: Miscellaneous 5,000 (2,500)2,500
Adjust replacement schedule for
some units.
Visitor Experience and Infrastructure Recreation & Cultural Stewardship Misc Consultant Services 11,000 (488)10,512
Reduction based on three-year
average actuals.
Visitor Experience and Infrastructure Fleet Materials: Miscellaneous 10,000 (8,000)2,000
Reduce recommended fleet
cleaning services.
Visitor Experience and Infrastructure Facilities R&M: Bldgs & Bldg Equip 68,208 (5,000)63,208
Shift repairs to Facilities CIP.
Prioritize CIP funds annually.
Agenda Item 7B Page 15
Visitor Experience and Infrastructure Facilities Janitorial and Custodial Svcs 136,000 (5,000)131,000
Reduce kitchen cleaning services
at OSMP Hub and perform in-
house.
Visitor Experience and Infrastructure Facilities Misc Purchased Services 56,804 (10,000)46,804
Reduce mowing and landscaping
maintenance.
Visitor Experience and Infrastructure Signs Graphics Display Misc Purchased Services 90,000 (2,062)87,938 Reduce sign printing services.
Visitor Experience and Infrastructure Trailheads Materials: Landscape Supplies 50,000 (5,000)45,000 Reduce landscape supplies.
Visitor Experience and Infrastructure Trailheads Materials: Miscellaneous 94,300 (5,000)89,300 Reduce composting contract.
Visitor Experience and Infrastructure Trails Materials: Landscape Supplies 87,500 (10,000)77,500 Reduce landscape supplies.
Visitor Experience and Infrastructure Trails Empl Training 41,000 (5,000)36,000
Reduction based on three-year
average actuals.
Total (200,000)
Agenda Item 7B Page 16
MEMORANDUM
TO: Open Space Board of Trustees
FROM: Dan Burke, Director, Open Space and Mountain Parks
Jeff Haley, Deputy Director, Visitor Experience and Infrastructure
Jennelle Freeston, Deputy Director, Community Connections
DATE: June 11, 2025
SUBJECT: Boulder Open Space Conservancy and Sponsorship
________________________________________________________________________
The purpose of this agenda item is to provide the Open Space Board of Trustees (OSBT) with an
update and overview of the ongoing public-private partnership between the Open Space and Mountain
Parks (OSMP) staff and the Boulder Open Space Conservancy (BOSC) specifically as it relates to
financial support and sponsorships. As OSMP staff continue to be good stewards of the public funds
and strive for financial sustainability to support the 46,000 acres of OSMP that receives 6.17 million
visits per year, recent headwinds are impacting on the department’s budget and now more than ever is
a great opportunity to lean on the support provided by BOSC.
Background
Boulder Open Space Conservancy is a non-profit organization that partners with the City of Boulder
Open Space and Mountain Parks department to raise private funding and awareness in support of
OSMP conservation projects, recreation projects and engaging youth through nature. BOSC was
established in 2017 through a public-private partnership with the City of Boulder Open Space &
Mountain Parks department to leverage public resources with private philanthropy to fulfill its
mission. This partnership is a unique collaboration of two independent entities: OSMP and the
community nonprofit BOSC. Each brings the shared goal of better fulfilling the charter for OSMP
with mutual trust & respect, diverse skills, and strengths.
The BOSC governing board currently consists of six members who are passionate about the mission of
BOSC and two OSMP staff serve on the board as ex-officio members. BOSC has one full-time
Executive Director. The board and executive director meet monthly throughout most of the year and
regularly review financial reports, discuss events and outreach, funding opportunities and other regular
business as well as ensure that the ongoing work of BOSC is directly aligned with OSMP and mission
focused. BOSC and OSMP are formally partnered through a 3-year Memorandum of Understanding
(MOU) that outlines the relationship and specifically how OSMP projects BOSC will help to support
are determined. BOSC and OSMP also have a specific project agreement in place that outlines key
strategic focus areas of the partnership defined as “program pillars.”
BOSC Fundraising Pillars
The first pillar is “Connecting Youth with Nature.” Research shows that for youth to connect to, care
about, and therefore become stewards of the land, they need repeated access to it – whether in nearby
natural areas like a backyard or a neighborhood park, or on their public lands. These connections then
lead to a sense of purpose and confidence in young people’s ability to protect nature, especially amid
rapid environmental change. Currently, OSMP staff are working with many organizations and the
community to develop nature discovery areas and other amenities to support youth connection to their
natural environment and foster stewardship.
Agenda Item 7C Page 1
The second pillar is “Climate Resilience and Rewilding.” OSMP strives to both preserve and restore a
network of healthy, resilient ecosystems for native plants and animals as well as ecosystem services
like clean air and water.
The third pillar is “Responsible Recreation and Stewardship.” OSMP lands support a diverse range of
recreational activities across a diversity of settings. Trails are often the foundation on which
memorable experiences of open space are created for our residents and visitors. Beyond repair and
rehabilitation work needed for existing trails on OSMP land, past Trail Study Area plans have
recommended construction of some new OSMP trails. However, department funding levels over the
next decade will determine the degree to which this can be achieved– both in terms of construction and
ongoing maintenance costs for new trails. Therefore, additional funding mechanisms may be sought,
including management partnerships with other land managers or organizations and volunteers to
support trail construction and maintenance.
2024 Fundraising Efforts
Last year, BOSC raised $60,000 in donations designated for OSMP from the community and from
visitors, an increase of 25% from the previous year. Financial gifts of donation from BOSC supporters
were used to support a variety of projects managed by the OSMP department that serve our
partnership’s three project pillars.
BOSC inspires collective stewardship through outreach, fundraising, and assisting with group
volunteer efforts. Fundraising and outreach are implemented through community events, donor
cultivation programs, informational posters in select locations, and nature and natural history
programs. BOSC partners with local businesses to encourage volunteerism and sponsorships of
donation or in-kind services or goods. BOSC applies for grant funding or makes introductions between
agencies when possible. BOSC was happy to open the door for the introductory meeting between the
Land and Water Conservation Fund (LWCF) staff and OSMP staff that led to the pivotal grant award
to support Mount Sanitas trail work.
Beyond our generous Boulder community, BOSC sees supporters make gifts of donation from
California, Illinois, New York, Florida, Connecticut, New Jersey and Oregon just to name a few states.
Donations received in 2024 will support these projects in 2025:
•Mount Sanitas Trail Improvements
•OSMP Climate Planning Projects and Wildfire Resilience
•Nature Education Programs (funding school buses, materials and teen programs)
•Junior Ranger Program – Maddy Lignell Fund
Past and Continued BOSC Fundraising Efforts
Donations received before 2024 were used towards the following projects:
Responsible Recreation and Stewardship
Boulder Valley Ranch Trails - The projects here help to:
a.Improve trail condition and sustainability.
b.Provide additional bicycle access.
c.Improve accessibility and trail experiences for visitors with disabilities.
d.Improve habitat through the closure of some undesignated trails (social trails) that traverse through
sensitive habitats.
More information can be found on the OSMP Boulder Valley Ranch project webpage.
Agenda Item 7C Page 2
Marshall Mesa Trailhead –The transformation of the Marshall Mesa Trailhead taking place in 2025
is about more than infrastructure—it’s about creating a welcoming outdoor space for all visitors to
experience Boulder’s open space. A full overview of the project including 3D images of the proposed
trailhead can be viewed on the Marshall Mesa trailhead project webpage.
Mount Sanitas area trails – With the successful award of a three-year federal grant from the Land
and Water Conservation Fund (LWCF), administered by Colorado Parks and Wildlife for the National
Parks Service, and through donations raised by BOSC, OSMP staff are gearing up for a major upgrade
to trails on Mount Sanitas and the Sanitas Valley. More information can be found on the Mount
Sanitas Improvements webpage.
Connecting Youth with Nature
The Maddy Lignell Legacy Fund - hosted by BOSC, was established in 2021 following the tragic
and untimely death of Madison Ash Lignell. Maddy was a City of Boulder Open Space and Mountain
Parks Junior Ranger for four years as a teen and this work positively influenced him in innumerable
ways. Maddy’s family established the fund to make a difference in the lives of others, just as Junior
Rangers made such a difference in his. The fund helps the Junior Ranger program maintain and
improve equitable, inclusive practices that are in alignment with Maddy's own deep personal
investment in building community and in conserving nature.
For the first time, the Legacy Fund sponsored a special volunteer service event with the Junior Ranger
Program and the Ash Lignell family. In August 2024, approximately 40 Junior Ranger staff, Maddy’s
friends and family, community members, past Rangers, and potential future Junior Rangers met at
Cottonwood Grove HCA, an important City of Boulder Habitat Conservation Area (HCA) in East
Boulder. During this service project, much was accomplished and all who came felt that they had
contributed to something meaningful in honor of Maddy.
The service project builds on the other support that the Legacy fund provides to the Junior Ranger
program. This year, as in the past, the Ash-Lignell family joined the staff to talk about Maddy and the
ways in which relationships and connections make a lifelong impact on the lives of young people. The
staff felt a kinship to Maddy and committed to finding ways to honor his life and legacy. The fund also
enabled the program to have food for families at community events and purchase gear and bus passes
for Junior Rangers that otherwise couldn’t participate. All these efforts reflect the character of Maddy
and the purposeful way in which he lived his life. To learn more about Maddy, please visit the We
Love Maddy website his family established for him.
Climate Resilience and Rewilding Our Public Lands
Coal Creek - is an intermittent stream that flows southeast of the City of Boulder from Coal Creek
Canyon. The Coal Creek riparian area and surrounding prairie have long been regarded for their
ecological importance to native plant and animal communities. For this reason, OSMP has designated
much of the grasslands and riparian areas around Coal Creek as a habitat conservation area. OSMP,
with the support of BOSC, has contracted with Biohabitats to develop a concept plan using beaver
dam analogs and post assisted logs structures to restore portions of Coal Creek.
OSMP Sponsorship
A concurrent and related project that OSMP staff is working on related to the BOSC partnership is
finalizing the department’s sponsorship guidelines. This is an opportunity for OSMP to formalize
sponsorship opportunities for the community to financially support OSMP projects and to create
consistency around sponsorship through the development of guidelines. Such opportunities, whether
solicited by, offered to, or considered by the Department should be consistent with the direction of the
Agenda Item 7C Page 3
Department’s 2019 City Council-approved Master Plan and citywide guidance. These guidelines will
be applied to situations warranting the use of Department resources as sponsorship or, in the
solicitation of sponsorships, for the support of the many services, programs, restoration capital
improvement projects and/or events in the community.
The objectives of the sponsorship guidelines include:
•Outline, define and encourage a process for seeking public and/or private support for OSMP
services, programs, and projects to leverage the investment of the community through sales
tax to implement key initiatives within the department that might warrant additional funding.
•Establish and maintain standards for sponsorship participation or solicitation, which are
appropriate to this community and the branding/operational directives of the City of Boulder
and its Open Space and Mountain Parks department.
•Enhance the communication potential for sponsorships sought or considered.
•Document decisions in a single resource guide.
•Ensure conformity with the Departmental Master Plan.
•Support Boulder Open Space Conservancy (BOSC) and their shared mission with OSMP.
A recent example of sponsorship includes the current Mount Sanitas Trail repair project described
previously that brought in several thousands of dollars to leverage the grant funding provided through
the Land, Water, Conservation fund. Private donors in the community specifically sponsoring this
project for trail repairs and other capital maintenance within the Sanitas area. By working with BOSC,
staff developed information to highlight the project goals and needs and through many different
tactics, BOSC helped bring in thousands of dollars in matching funding.
Next Steps
As highlighted in the recent budget memo’s to OSBT from staff regarding the 2026-2031 budget
development, uncertainty exists within the financial projections for the city’s sales tax collections for
OSMP revenue that funds the department. The opportunity to work closely with BOSC to leverage
private sponsorships for important projects and programs that fulfill the mission of OSMP and BOSC,
is more important now than ever. Many great opportunities exist to partner on grants, private giving,
sponsorships and donations to extend the reach of the department in providing resources.
MASTER PLAN STRATEGIES
FS. 1) STABILIZE FUNDING
RRSE.1) ASSESS AND MANAGE INCREASING VISITATION.
RRSE.7) BUILD NEW TRAILS AS GUIDED BY PAST AND FUTURE PLANS.
EHR. 1) PRESERVE AND RESTORE IMPORTANT HABITAT BLOCKS AND CORRIDORS
EHR. 3) ADDRESS THE GLOBAL CLIMATE CRISIS HERE AND NOW
CCEI.3) CONNECT YOUTH WITH THE OUTDOORS
Agenda Item 7C Page 4