April 3, 2023 — Parks and Recreation Advisory Board Regular Meeting

Transcript

Captions from City of Boulder YouTube recording.

[0:00] Yes, we have to improve the agenda before we do anything else. So is there a motion to for the agent version? Second. you have to be able to. You want to post to approve the agenda. Now, okay. yeah, this proved all right. Tonight is a study session. So you all can sit back and relax as far as medium acceleration. From here. We have some great folks, we we're going to lead to conversations tonight. All on the front side of our 2,024 budget development. So first, Susie Hoffman and Jackson Height are going to share information that's been developed really collaboratively with teammates from across the department about our feed policy. And then Mark Davison. Probably it was part from Jackson, and Stacy again, is going to talk about our capital investment strategy so follow really exciting conversations. For tonight we don't have any action or direction. The intent is to fold first to really lay a solid foundation for the budget conversations in the in the coming months. Perhaps one of Grabs roles is that you shall make a recommendation regarding expenditures from the permanent parts of recreation funds. That is one of your charge managed roles.

[1:13] And then also you are asked to approve our operating budget submission, so as we have done in as years in the past. We'll share with you major changes. Budget, Get your input on that. And as long as we discuss the budget I'm going to pause for a minute to welcome right. Is it, Birdie? Do you go by 40? I'll come. I'm sorry i'm. Later, when I went to the wrong door a couple of times that happened all good. It's also hard that the the the building is locked right. That's one of the functions of this hybrid world we're still in when the meetings are able to be open to public attendance, and then it'll be open, and we won't. Have that hiccup to deal with. So we are diving right on in, as I told Anna, for our 2 new Board members feel free to start a list. Now of questions that you have that maybe are not dramatic. The conversation but would be helpful. We'll one on one. You have questions that are remained in the conversation feel free to to dive in early and ask questions

[2:09] for both presentations. The team will share with you if they they would like questions during we have opportunities for questions in both presentations as well. And so with that, If there's anything else i'll, i'll start going. I'll just for the fee policy conversation. What I what I want to just highlight is, we sent some information for you to review in advance for our existing board members. Really, this builds on at least a year of information for Andrew and our Bernie and Anna. It's really hard timing that our board members start right as we're guiding in the budget. It's one of the hardest parts of the learning curve for board members. Why, I'm i'm larger both. We have those one on one setup where we can talk about our funding overview and just the foundational information. So you also have some really great Board members by your side, and I think both have been assigned a Prep. Mentor. That's a crap design program to support getting new board members up to speed. So definitely take advantage of your proud mentors.

[3:06] With that, what I wanted to point out with the feed policy and is in that background. Information is tonight's information. and we are going to get some input on on the policy. I want to remind you that this is just all part of the process. There's more to come with input from city council, input from the community input from our teammates. A key step is that we, too, intend to run this full policy through our racial equity instrument and consult with our You know the connectors to ensure that we are considering how any the increases will have unintended consequences. And how do we make sure to mitigate those through strong financial aid and other programs. We don't want to be creating financial barriers what we achieve financial sustainability. So I want to point that out with that I'm going to hand it over to Jackson's rather than do intros as we go. And because we have new members, let's do a round of introductions, so that you know who's talking as they talk, and then we want to 2 introductions every time that works. So i'm Alley rose. I'm a director of Parks recreation. I'm told that you are really grateful for your brains.

[4:08] and I'm. Scott. I'm the deputy director. I'm. Also through. Have you guys on the board? Brian Senior recreation managers. I'm here for some moral support with the the fee policy, because I was strongly involved in the 2,019 updates. The recreation facility fees. As for our health, equity, and access work. Mark Davidson, the planning manager. Sty Houseman, I am in business services, and you budget that some hey business services manager. What a budget! A lot of numbers. Lot of stuff! How are you doing that number and a secret welcome? You chuck proper Vice Chairman. Right controversy. I I was like sorry. Did you go, My! I go to only when we're mad at you.

[5:02] I chase under right. and I've been in contact with both of you Executive assistant. He makes everything work very important. Person. It's important. Thank you for the food. Okay. alright, Thank you, Scott, for starting the introductions. You all know why we're here. We're going to talk about. Alright, bye. we're going to talk about the P policy for the first hour and 20 min tonight before transitioning over to So about an hour and a half of this conversation, we really tried to condense it down. We did give you some background slides to review in advance of this meeting, and really want to have this conversation Also, please ask questions throughout

[6:01] before we get started. Were there any questions on the background material that we sent you. A lot of it, was Repeat information for the New York members joining us. I know that it's a lot. There's a lot of backgrounds, not the most exciting topic, but very important. Given the transparency and just foundation of the budget gives the departments operate. I think one of you at the last meeting in our next meeting, and mentioned a lot of dense information, right? And I kind of remember that. So, please, if you have questions along the way, ask them they all along. So we want it to be interactive and engaging for you to elaborate from weekly on the relationship between the capital improvement strategy and the capital improvement I am that's actually going to be covering very marks present. So if you don't mind holding that conversation. That's the slide on just

[7:00] any other questions before we get started. All right. So in developing the a departments fee policy, the Department will follow the same approach as the master plan update. So we want to make sure that we engage the community. We want to make sure that we are open and collaborative, and we are definitely looking for equitable outcome. And then Sally mentioned, we're looking to set up those community connectors. So we'll use the 2,022 master plan update in those outcomes as kind of a benchmark for us to follow and we are reviewing national and regional trends. So far we've reached out to about 14 municipal agencies in the area, and cost a few other States to kind of see what their feed policies look like, what their cost recovery looks like. So we are in the process of gathering all of that data to share out. and we definitely want to make sure that we engage Cpr and City staff. So we want this process to be very collaborative.

[8:06] and everything will work in align with our policy guidance. So for city why, we will call the Sr. Framework, which is the sustainability, equity, and resilience framework, and that is up on the top of that graphic there. So afternoon, number one explained hopefully, the racial equity tool. And then also, as I mentioned the master plan update, we'll be looking for feedback from the crab. We will be bringing some questions in participating in the City Council study session on May eleventh, just to make sure that they are aware of what we are doing in the work that we're doing as a department, and we're hoping that a promoting leader in 2,023, and this will all align in with the 2,024 budget development. As we establish the fee policy, our key master plan goals and initiatives will provide guidance, so there will be an alignment with our community. The values and what we will be looking to do is reducing barriers, increasing access

[9:07] and providing programming that is most important to the community. But we also know that we have the resources to provide that It's gonna sorry. Yeah, we want to make sure that we line of the community expectations with available resources. Right? So we need to be financially sustainable. As we're working through this process. the master Plan has identified a funding gap for recreation and the development of the seed policy is one strategy to help reduce that gap, and we need to stay viable in the community. We constantly need to be thinking about process, improvement, and improving our internal licenses. This will help us establish a the policy to set recreation unsustainable path forward. And we're really looking at 2 objectives. With that we want the free policy to have direction and structure, and we also want to

[10:07] cost recovery targets. So we're looking to create one document that is transparent, consistent, and simplified. We want our staff to be able to use this document, and we also want the staff to be able to explain what that is to our community, and then we want the community to be able to digest it and understand where the department stands on our fees. This will all also fall into our subsidy levels, which will be prioritized, based on our level of subsidy, received the classification of our services. That community feedback is going to be so important to this whole process, and we want to make sure that the services we are providing have the greatest community benefit. So last month. We did bring you a list of and types, and we have program types that have a set fee policy and also program types that do not have a set fee policy. So the ones up on this slide right now, our program types. When they set fee policy, we have facility, access, the golf course

[11:10] and recreation services, and that does give you some examples of some of the programs that would fall underneath that we do have a frequency of review which Jackson had gone over in the last meeting. Our benefit level, our program category would fall under community recreation. We're exclusive, and then we do have a firm policy direction on when that next update. When we did review this list, and in between preparing for the study session, we did realize that open access was missing from this, and open access really is how people access our parks, our playgrounds, the State park, our pathways right there's usually no cost. It's the greatest community benefit. But we did want to put this to make sure that that was explained and included in the view policy. We also had identified some program types without a set policy, and that included rentals and access commercial use contracted programming. We'd updated the name. Actually, last week they had been introduced to facilitated programming. So that would be things that the

[12:19] the department made contract with such as the goats and Gardens Camp or Gonzo tennis. But we felt like contracted programming just better described those programs and then special events. I was added to this list as the second one for the add that one was missing, and that would encompass things like the Halloween drive in. The sweetheart fans in special events that the Department does put on for the community. The special events may fall under community recreation or exclusive. None of these do have a policy, and we're looking to the belt that policy. Q. 3 and Q. 4. So with that we'd like to to open it up for discussion of program types. So we've identified the 9 program types that are set up there, and we are wondering if the 5 degrees of that we've identified the program types are accurate.

[13:20] Okay? And I guess I would say, this is the area where we would like to be challenged to staff. I think of an example that may not fit into one of these categories. We've done that with ourselves. We've done it with people across the department. We believe we have a justifiable answer to everything, but would love to hear from you, just to make sure that we did capture everything correctly. Okay. like rowing this come up. Where would that fit in? Is that a rental and access or contracted programming? Yeah. So if it is, it could actually fall in a different couple of different categories. Right? So if someone was just accessing the reservoir, it would just be facility access if they were actually a part of the user group, right? And they were renting out space that would fall under our rentals and access

[14:12] a little bit of commercial use. So it really just depends on the program type. And what is the user group? What is the end? Goal or end purpose of that? For the cemetery Spill cemetery. But Cemetery is going to be more so Under it is a portion of plots that are for sales. So great question, i'd say that we would probably throw that into something associated with commercial use or rentals and access. We have some people that at resale goods for sale, and that would be the most accurate definition. What we see with resale goods for sale is the cost. Recovery targets on that are just so broad

[15:00] an example that constantly comes up is a diaper direct center. You really just want to cover the cost. So people who are there can swim with their kids. Where is something in like a pretty bar. We don't want to sell it just to have a break even. There is some benefit associated with that, something like a walk, or we have relatively few key items, so it's hard to not put examples here. There are just various levels of cost. Recovery associated with it about high School spend team use of preparation centers currently. That's under your rentals and access. So you're essentially running that lane line for an extended period of time. We also do have the joint use agreement where there is overlap. and what you separate out the golf course from other facilities. and a lot of agencies call courses are actually treated as their own enterprise fund. Give them the exclusivity associated with it. The golf course doesn't really completely align with the facility access, because there is a sense of exclusive use for the type of programming and individual contributions that are going on

[16:10] it. Just generally speaking, it's very hard to do a cost, comparison or market study for a broad cross-section of different facilities. When we do have such a specialized use with the ball, of course. and facility, access was to find more of an entrance. So if you're entering the reservoir, one of the outdoor approval for one of our recreation centers, right, you would pay that entrance fee as a drop in, or maybe a membership pass with the golf course. You could just be going there to utilize the range, or maybe you, you know, 8 or 9 holes. So it is structural, a little bit back to your point, though I do think that it some of our facilities may have different multiple different program types within, but a facility. So if you look at a recreation center, you have the fully access to get inside the center itself. If you're doing a birthday party that may fall under rentals and access, You are renting a space for you know room, and then a drop in fitness class would be a recreation service that you're accessing at that facility.

[17:16] Yes, what about like the port of copies that are set up or just general bathroom. General bathrooms would typically fall under open access. Those are going to be accessible during business hours. We're not going to charge a fee to access a restroom. I guess they're part of the other facilities. They're embedded in right correct like for a special event you would have port of that that would be under special accounts. Yes. these are great questions. But then a special event. You would want to be recovering costs on your yes, not not separately from the

[18:07] you can see where it is complicated. Yeah. Oh, we were a challenge to to poke holes in it. So we any other news, just as far as I've it does kind of within the golf course. Once again you are going to see the different types of facilities he's. We do offer just community recreation, and with Ys. And the first t program provides access to youth. The new Club house, when that's complete that will be treated more as a commercial use for that facility. You have tournaments which could fall into a variety of categories, but probably the recreation services. How are we looking at cost recovery for tournaments that are in place. So it is it. The reservoir seems to also fit. So how do you. if you you could

[19:00] put them in the separate category. Just the 2 of them just seem like I mean it's more just the question, because, you know, like golf is so exclusive, anyway, and then like separate. I think they're but I think you know, like you said it was one of the all questions the same. Hyper facility, right? Just similar programming. There's I think we see that I'm. With all of these. If you look at a pool, we have the general. You have a variety of categories across all facilities. The reservoir is somewhat unique, because it is free access for several months of the year 1280, a portion of the year, and then full services when we are preventing my 30 full iris operation.

[20:00] Any other questions. How much so? Tennis? So we contract with some event provides tennis, and it's a revenue shares. So registration is done through our management software system. The lessons are provided. Better that practical instructor, and then it's a revenue switch. That's where we would get a contracted programming. So those usually do have a defined revenue split and they're set up ahead of time. In the city. Just the department has to all of those so good for kids. Curious. So I think another point just to clarify with all of you is, we have very broad definitions. Right now, when the final policy comes back for formal approval, we will have very tight definitions that clarify. So a member of the public doesn't have that question of which kind of where do I fall within? Based on what I'm doing?

[21:00] What we see with other agencies is, some of them will list out every type of program that they offer for each of these categories to give specific examples. I think that there are pros and cons associated with that. So our intention is to for the definition and examples of types of programming. Given programming does change at a somewhat frequent basis. Yeah, we'll go ahead and move on. Thank you for cooking holes here. all right. I know that we reviewed this last week or 2 weeks ago. We you have program categorization that comes directly from the master plan. We have community recreation and exclusive communities on the far left, and that really focuses on taxes generally paid for it. It provides the greatest community. Good. The master Plan direction is very clear. It's for people with low income

[22:02] people with disabilities and older adults. On the far right hand side you have exclusive activities. These are tied to individuals with user groups without unlimited or without it's limited to the many benefit so very exclusive in an access and typically user fee for this, because it is a individual benefit from it. In the middle you had recreation. Recreation is a broad cross section, and there is some combination of taxes and user fees that pay for this. It really just depends on the categorization and cost recovery targets that we currently have under the recreation Priority index. So within this, on the right hand side you do have the community recreation, i'm exclusive. But within all 3 categories we do feel as if there's various service levels ranging from beginner to intermediate to advance, and it's important to think about that life cycle of inactivity, and how you go about becoming an experienced person in any sort of sports, so we'll pick on gymnastics today as a perfect example, a

[23:12] popular main enroll in beginner gymnastics after. If you use the beginner gymnastics, you'll move up to the intermediate category, and then ultimately, we do have the compliers program, which is considered a advanced or private form of recreation. So across our portfolio of services that we do provide, there are various different types or sorry program benefit levels, and within that we do think that there are various cost recovery targets associated with that based on the types of activities you're trying to a common example of these from lessons as a beginner. There's a huge community benefits, making sure that every child in this community is swim so something like that. We typically want it to reach full cost recovery, because we are trying to make sure that there are long term benefits associated with to you in

[24:03] something something like gymnastics. Beginner gymnastics that may be closer to full cost recovery, just because it is a individual activity and group setting where we are trying to cover our full cost for providing a service. So I just wanted to call out that different, Say. you don't know, to give that feeling to recreation and exclusive it kind of ranges from a community benef to an individual benefits. There is another layer within this, where we are looking at beginner to advance, and there are likely different cost recovery targets. As we're looking at that. we hit 3D model, whatever you want to call it. So we are going to look at this as part of the conversation. I know that we can get confused with this, and we work in this all day every day. Are there any questions about our categorization and types of services we are offering. Could you tell me when the recreation?

[25:02] Is it strictly in recreation activities or the currently? It's primarily registered activities? The recreation Priority index was last updated in 2,016. We do have that tool which we can apply to everything. What we found is as you're applying it to facility. Access. It's not an apple sample comparison. and it doesn't really provide a huge benefit. But within our registered programs it is a very consistent way to evaluate our programs. But there is some discretion within the various programmers of States, and I could fill out the Rpi and have slightly different for our our new members. Could you give a really quick description of our Yup Recreation priority index? It looks at the broadest overview of the program. Is it replicable? Who does it benefit? How many people does it serve? What is it offered? There is about 10 different categorizations within the tools, and it's a

[26:04] for card base that provides a score that basically informs with us what the cost recovery target should be for that program. It's a semi quantitative measure basically or a coordinated measure correct. correct. That's a model that we are looking to simplify just it is easier for staff to use and to get more consistent, so as we do this whole process. so that the practices kind of fuse broadly by Reformation departments. very much so. This was a key recommendation. The 2,014 master plan. It was in one in 2,015, revised in 2,016. You see a similar tool or sport, hard use across every other direct department in the country. Thank you. The score card, I think, what Jackson is talking about as far as the categorization

[27:01] is very common my knowledge, the objective scoring of programs is not very common. We we've presented at it nationally. It was a key, right? It's been a key recommendation for several years when we presented it as the National Conference granted. This was 5 years ago, and I know you've been doing research so for me. If i'm wrong a lot of the feedback we heard from folks. This this is way, too sophisticated for us that would never fly in our community. Our organization, and I don't know if you're seeing this before current approach now. More and more I would see a third of the agencies we surveyed. Now, that's a. That's fascinating. So that's a change in the last 5 years. It seems like there's a real advantage to having a quantitative number. You can't buy code because it it helps because criticism contract to really help integrate that. I You can say it all. or even You're not getting access to the small fields, because that group had the highest score here, and why they have this higher court that you would be real. Okay. it. It is the challenge for using it. Things that we don't provide is it's it's based upon the design and the delivery of the program. So what health outcomes are you trying to achieve? What populations are you reaching? And then did you achieve that? How did you perform? We can. We can control none of that for so many like, for rentals and access, or at you know, a a basket weaving program, for example. And so that's why the Rpi has been limited to the Pr. Services.

[28:21] Is there any way for a group to appeal or push back on their score. On, on, on groups, right. We use it on Vpr. Programs. So if you're talking about rowing. The current policy is that user groups pay full cost recovery, and certainly they can push back on that policy. I think we've seen a lot of those conversations and questions. And that's why we're trying to adopt a formal policy. So it's really it clear that it's consistent. This is across the system. Adult user groups paid full cost, recovery of direct costs.

[29:01] Staff has a very height interpretation of how we categorize this. Some people may see that there are greater community benefits that staff Isn't seeing. So I think you all have heard that comparison right handful of items where we may do something that's very exclusive, and it could be viewed by another party as a community or in it. So I guess to that question that Elliot is, and you challenge and like, let's say gymnastics is kind of the expense of something else. And could gymnastics advocate, say, like, hey? We would like to talk to you all more, and understand how you, how you rank us, and how you determine that a minute is there like that? We know that answer to Matt. Are you talking about like an internal to us to Vpr program. So those are our teammates. And so these are the policies, and these are how they applied. Right? So they actually do the scoring, if what you're at, I think what you're asking Jason is, how do people appeal? A few fees that we set right? And I I mean the the reality is they'll be better

[30:09] right. Every everybody wants everything for free. and most people highly value, whatever their form of recreation is, whether it's pottery or gymnastics, or rowing, or whatever it might be. And we we agree, we're passionate about all of it, but with infinite and with infinite resources. We make it all free, too. but but it can't be, and so there does have to be categorization of prioritization. And so all the groups that's the intent of the fee policy. So we're saying out loud and upfront intermediate programs that will be posted priced. Here. Beginner programs have more community benefit. They're going to be priced here. If you are an exclusive, highly individual thing, I don't care if it's bodies or gymnastics, or you know whatever that thing is. But the benefit is almost exclusively to the individual, even though you value it highly. And we're not going to subsidize it. And so I think what you're asking is, how do people protest? A few policy in our home is that

[31:03] with having an approved fee policy, it's really clear, and not everybody is going to like. I can tell you that now, right, our goal is not a policy. Everybody likes our goal as a policy that is fairly applied that upholds our commitments to equity and to access, and that that hopefully our policymakers can support. because that'll make it a lot easier for us to hold policy. And then just one thing to add just on that is that you know, we do our financial assistance to the community. So if there is a financial barrier and they do qualify for assistance, and they are older, resident. We do have our playpass program for use that we work with the play foundation, and then the department discover a financial system, so reduce some of those barriers as well. So we're not trying to well. so real quick on that. I I I know this is entirely about fees. I think my question was probably larger than fees, and I don't want to get to that. But but what made me ask. That was because it seems like that's a

[32:01] a metric that yous use beyond fees. This the Rpi is that you like just in terms of prioritization of offerings. Maybe not just that. Not just the cost, but like what what is offered. And so this is a whole sort of conversation. I don't want to you just down there. But I think that was prompted. That's that onto that, because it seems like it's a metric not just use for fees, but in determining overall priorities. Of how many different class this this type of sport do we offer versus this one that makes sense. Some of it does come down to scheduling and availability as well as just space realities we have through recreation centers. There's a finite amount of space. You can only have one user group in a space at a time. So that is a tool that is somewhat applied to space. Currently our course catalog as far as what gets priority. So okay, I don't know where I'm going with that. But yeah. yeah, subtract. That was my. So

[33:03] thank you. Great questions. So this is an example. As far as how our programs currently are structured. We have the community recreation of exclusive. I'll talk with you about the program conversation as far as those 9 definitions. You had agreed to the addition of the Presale items. And then, on the bottom, we have examples of our types programs. This is some ways. What other agencies do the build list out, and 15 examples for each category. But this line along the middle it really shows what the current cost. Recovery target is for each of these types of programs. Generally speaking, our beginner is more so on the lower cost recovery, and then it gets to a higher cost. Recovery the more exclusive or advanced you become. So we just wanted to provide this some example. We have several programs up here. We know that everyone participates in Boulder Parks recreations, programming differently. So hopefully. There is an example that speaks to you, a friend or a family member as far as how we view that.

[34:08] Yes, yeah, I have a question about this one. I was looking at it. But why is lifeguard training in in the exclusive category? It seems to me. That would be more of a community. I think there's 2 ways to look at this like our training for our staff is very much community focused life guarding for other agencies. Yes, there is still a community benefit, but it is considered. We are going to not, you know, full cost recovery for that, because it is a advanced certification that let's take time and resources away from delivering our programming. And so just to clarify right now our life grade training for city of boulder employees fully free. We actually even pay for their time in the class if they're hired the start of it. So it is. This is one that

[35:00] when it's in house training it's free when it's offered as a service like you. You are going to work in Michigan for the summer and want to get trained here in boulder before you go. We would pay full cost for that for charge full cost good. This is our second 3 or 4 discussion points. Does the probably agree that the staff identify benefit levels or service category correctly align with the program and the program type? We have those 9 that you would agree to earlier. We will be adding in the resale items. We have the examples just as a reference point, and on the benefit level as a reminder recreation. I'm: sorry communities, the most broad recreations. The middle category that's the catch. All and exclusive, is very much focused on individuals.

[36:08] which is why I your fitness. Your fitness is a camp that takes place at that'sholder partner will work currently. It's not a camp. It's not the business plan. It's a boot camp style class. It's it's it's under commercial use because it's a private company that runs their programming in the park, and so they pay a fee for their use of the part because they're charging fees, and they're using public space for private game. So that's called. We call that commercial use. It happens across our parks that if you find it, for example, that you were thinking of is that it Renaissance camps, if yes, exactly. You see the people with their

[37:03] Where is the building that in rentals and access? So yeah. we have various types of voting. So if you look at it, Rocky mountain power that is considered a contracted programming or a commercial use given. It's a piece of the building space. If you're talking about the C you rowers that would fall under and access. Or if you're a paddle board, permit holder, if that would fall under a facility access to access to the reservoir, and then a recreation service. You have the permit for your Oh. so yeah. So are you saying that it grew like the boulder. See the sea rowing, or the like boulder masters. Can you have multiple benefit levels based on what they're doing, even though they're voting on their recipe.

[38:00] That was, I give you the broad examples for how anyone with a boat could access the boulder. So someone bought a boat permit for the season right? That might fall under exclusive use. Right. They're bringing their boat into the reservoir for the season as opposed to voting, which could be a rental if it was a user like a you or such. There's so many blurry lines here between the different kind of so let's talk about like See you rowing right. They right now are rentals and access we have offered for all of these groups. If you wanted to explore a contracted partnership or you're providing a program that is open to the community that they can register for that you're adding in community benefits such as scholarship, such as other things that that add community benefit. We're open to that. We have. We just talked about Gonzo Tennis. That's a programming partnership band actually used to be a city of boulder program before it's done off for for Master so many, many agencies. That is an option that could happen for rowing. It. It wouldn't with you, I suppose, but for for boulder community rowing, if they wanted to be a program that was facilitated and partner with the city. That would be a different type of agreement. That is not a rental, because there'd be a trade of services and benefit for the community. The other thing where, I would ask

[39:18] it would be different is that some of these groups pull their community rowing or Colorado junior crew. They've offered a summer camp, and they charge a fee for that. That is a different category of a service. And so part of our intent, Jackson mentioned earlier. The final fee policy is going to be very clear. We're going to run it through attorneys and copywriters, and to make it the lines not feel so glory that it's really clear, depending on what service you provide. How is it categorized? What it? What what then, is the appropriate fee and subsidy level. I look at things like the how we drive, and which is a community benefit the the 3 part dances or recreation. But I mean, how? How is it drive and a community benefit to anyone other than the people that are going 80? That it would be?

[40:02] And, sweetheart, that only benefits the people that are going to sweetheart dance, but they both on things to do, and they both sort of benefit the community in general. So how how you how you draw those lines. It's gonna be hard to figure out how to. I pars on these app have just a clarifying point. Those categories that benefit levels on the right hand side don't correspond directly we're just saying all special events could false. So you are right. That Halloween driving is very much exclusive. something like so much fun, or the holiday lights downtown. I just kind of one to one corresponding. I don't know this. That's really a program, but something like rooming that they're both apart from already skiing the winter time. Is that all in this start somewhere? That's a really great question, Where would you put that one? And then a commercial use? Because we do have an mo you with the only i'll point that. Let me tell you how it's in practice. Right? Is they? They don't pay anything for that. They pay insurance because it's open to the community, and they don't charge fees. It's under open access. And so we've actually they have insurance and some costs, and we work on that. Because again they're not. It's not close to the public. It's it's actually a huge community benefit that's open. And

[41:22] so that was under open access. You said that to qualify for contracted programming, they have to propose some community benefit like scholarships. But there you have it. It's exclusive, your so tennis and the within the contracted programming we do different revenue splits between the partners, and part of that is based on how many individuals they are providing scholarships for, and whether or not we take registration or they take registration. There's stuff like present cons either way. So, generally speaking, 80% of users are following that under that exclusive. But there is also some type of scholarship that should at all

[42:07] correct. Currently, not every contracted programming partner offers a scholarship is why we didn't have rises, but we will make that it will be requirement for all the contractor programming that they have to do that for the both and one. It should be both categories, and I believe we have steadily since 2,017. But that actually, Brian, you might have a better answer on this, I think, since 2,017 as contracts have come up for renewal. We have added performance metrics around scholarship and financial aid, access, satisfaction to all of them. I'm not sure where we are. If they're all there you might have a better. That's why they have the the one where we take the registration. They are on the same guy. I mean you can use financially for those programs. Also. this is exactly the type of feedback we're looking for. So thank you so much.

[43:03] So moving on to the next question. Yeah, just the primary. That types may fall into multiple benefit categories depending upon the program school target. And we kind of just hit that. But we love your thoughts here. This is just a question how this like looks like public facing you, said this kind of you kind of run through attorneys and other folks like. What what will this look like when somebody comes to say like you have a proposal for a program? It and ours Fuller Park, like we do you offer like? These are our categories. These are is that that will look like. So I think 2 weeks ago you all had asked for benchmarking. We have reached out to 14 agencies. As you mentioned. the policies that we've seen are anywhere from 2 to 10 pages, and they vary in specificity. So

[44:04] this thing is, they all have definitions. They all have part of it cost recovery numbers and types, programming the fault within that. So it does try to break it down very consistently. So anyone coming off the street can see how it this applied to me. as well as it's equally important for us to have to understand how to use this tool right now. You have to sift through 15, probably most to find how anything works. The attention of this is to have one clear document. That's very shortened to the point, but it still captures all of the different variations and examples that you've from that on the feet policy. I'll note that if you came to and said, I want to run a program, and I want to be a contract. I want to be a program contract. We have a whole handbook for you. You want to run a special event. We have a whole pan book for you. You want to rent a facility we have. So there are. There's there's this is a fee policy, and then the how to for doing some of these other things would be separate.

[45:02] so it's not. I don't think that the fee policy isn't going to answer how you design and deliver a contracted program, but it could point you in that direction. Yeah. it's a soccer. Field. Rentals have a performance around scholarship and access or not. Now. I think it's a great opportunity. Okay, so a lot of hip. Not so well send you on. So this slide is a street from the ballet team report, financial analysis. That was done as part of the 20 22 master Plan. This really shows how older compares to other agencies for house recovery at a national and Colorado specific level. Generally speaking, across the board. Boulder is higher than our peers. In terms of

[46:02] types of services we offer our cost. Recovery as well as the revenue per capita. Part of that is associated with the cost of doing business and boulder. Part of it is associated with the level of services that this department provides. So on the left hand side, we did throughout the sound. Very interesting sets that we're highlighted in your memos. As the master plan is being adopted. the revenue per capita is 12% higher. I think something that really stands out is our cost. Recovery level is 15% higher than other agencies. This is very indicative of every part of the recreation agency is funded slightly different, so it's not easy to do an apple styles comparison. Some agencies have a dedicated funds to all of their recreation programming. Some receive a significantly larger general fund to contribution, others have dedicated taxes, so we do just want to say that it isn't an apple sample comparison, and it's very difficult to say that all there should be exactly identical to Denver room, field theory. But still, whatever

[47:07] other surrounding community. and then our expenses are higher. Part of this is based on the cost of doing business and folder. We do have more staff. We do have higher pay rates than other communities, and just our level services are significantly higher. based on the so one of the asks 2 weeks ago was for us to do a benchmark analysis of how we compare it to other agencies, what other agencies cost recovery targets and people like we did reach out to all of our benchmark communities identified on the 2,014 master plan, as well as all of the Colorado agencies that have received cover accreditation in the last 5 years. This was intended to give us a broad acrossia across the that, but on a national scale and a local scale, we've only got responses back from a third of them with a actual fee policy. Many agencies said, this is something we need to do. It's varied in multiple memos. It's very convoluted. We don't have anything to share with you right now.

[48:13] And what we found is that the funny models do vary across the board, and that's primarily based on how these agencies are funded. and then, with that cost, recovery does vary. But you are seeing more and more agencies moving towards a cost recovery model where they are trying to identify. What percentage of their revenue are they collecting or returning on expenses just to be able to continue providing the services they do provide. So this is really just intended as a benchmark. We do have specific policies we could share. We're still get getting them every day. But we thought. Generally speaking, this was high enough level to share with you that we have done our research. Hey, Jackson, You mentioned Cap? Or would you remind the board it's linked on the Academy, but it is the crediting agency for ours. Recreation agencies. It is something the Department has committed to what advanced towards in 2024.

[49:07] It really signifies that you're the best of the best, because you have map all these national standards for how you're doing your budgeting. How you're delivering your programming, your hiring process. all sorts of things. So here us talk about Capra a lot, the commission for the accreditation of parts of recreation. It's it's a partnership for the American Academy of Parks Recreation and the National Recreation and Park Association a lot of the work, if you'll go back to and Anna and Bernie when we do our one on one, i'll talk to you about our work plan for the year. A lot of the work we're bringing forward helps us advance towards that accreditation and achieving those national standards. Oh, it's renewed 5 years. So that's one great benefit of Capra is once you are accredited. You're committed to this cycle of continuous improvement. You have to reaffirm the current standards, and you have to achieve more. So Of the 140 standards. You have to achieve that initial accreditation. You only have to meet 100 and only

[50:03] you have to need 115 of them, and as you renew every 5 years you have to achieve more. Okay, yeah. Is there benchmarking around like usage levels, and that's or with the but the portion on the rate. This was all done by our consultant with the master plan as a consultant with the master plan. Their data data is really coming from Nrpa National and Recreation parks, agencies, data set, but self reported. There are very limited categories that equity really is a huge component. We do have a very high financial aid usage rate, and I think that will get that in a slighter, too. Places like other communities. I believe Denver, it is right now, is doing free access to all older adults and teams and younger. But that's something that it's hard for us to compete with without a dedicated funding source to provide those scholarships. So you can see in community

[51:13] specific that there is more financially being done right. Anything else from your perspective. Yeah, that's good. There's far being done in other communities or just in Denver. I think it's going to be very community specific. Denver is one example. Generally speaking, there is some sort of cost, recovery, and across parts of recreation you do see some of your discount provided for age, based of seniors and use. But that's this really. As far as the very small we do the possible but numbers on it for us. You mean to compare with others. We have our numbers.

[52:01] i'm. Going to reach out to the national agency, because here's what I know is the equity is one of their pillars, and they are doing incredible work to align it with the work. I'm going to give it an example that folks might be familiar with recently who attend their conference. If you want to present a session. You had to talk about how you were going to address that equity. Talk about how your panel, If it was a panel, was representing equity like I've not seen that in any other conference. So they're getting there. It's not in the Park metrics, and I think it should be installed. Send an email to their policy advisor tomorrow, because I think they'd love that, and it could be that. And as far as for individual agencies around us, we could gather that from Cpr. Our State agency. It wouldn't it. I think, if there's a specific communities you're interested in knowing how we compare it to. It'd be helpful to have. We would do our our benchmark. That's what makes sense right? So our benchmark communities are selected because they're similar in size, or they're hard forming agencies. We have 6 here in Colorado, and then 6 across the country for similar size, high performance, and it a university town. So similarity. So we have 12 official benchmarks. We could ask them for financial aid information. I also think we should dive back into

[53:12] the master and benchmarking. We might have asked some of that. But this is something we can follow up with you on. So I Curious, what? What are the 6 benchmarks in Colorado. Westminster Foot Hill, South suburban. That's 4 on month. 5. I say, what's that? Sure that's true? Yeah, we don't, and i'll tell you when we set prices. We look locally and in the county, but for benchmarking and around policy setting. We tend to look at those agencies because they're more similar in size. can I? And I guess I just also want to add, is that something we can follow up on? I can't promise. I just wanted to. This team is doing incredible work on top of budget development. Some of this we're not going to have for these conversations. They'll be follow up. We get to as time permits. I I saw you both

[54:11] right. That's be honest like. How may I just keep them more work? So I think that is an excellent question. One we all follow up on, but it might take us some time. It's like a useful metric as we develop the budget. You're going to hear about this more. We intend to ask for more funding for financially. I think benchmarking can help. Yeah, this site really goes over our cost recovery strategy. Most of it's based on the 2,014 master plan, and then the 2,015 service, design and delivery, which important the Rpi. So currently we we base our cost recovery on the the Rpi, and then we do have this cost recovery target within the Rpi. As you can see, there is a whole lot of different ranges that are rather tight, and there is some overlap between how these various cost recovery targets

[55:07] exist, as well as just differences that we're seeing with current best practices with cost recovery. So the real purpose line, if you policy objective is to simplify the service delivery model to calculate our costs right now, we could look at all sorts of different metrics associated with the cost of delivering a program both direct and and direct costs cost to the space. Who's benefiting the type of subsidy provided is. etc. But we recognize that this chart is really 7, 8 years old at this point, and we are looking at updating our current cost recovery based on current practices and trends that we've observed with restoring services over. So the within this we have broken down our current cost recovery target side the different program types. We have community recreation on this. Again.

[56:08] we are actually using the subsidy right here, so it can just be considered the discount rate. So a subsidy rate of 100 to 80% means that we're probably only collecting 20% of the cost to deliver that service. And these are the services that are really identified as being a broad community benefit. So there typically wouldn't be a high level of cost. Recovery associated with this within recreation. Right now we have a subsidy rate of 10 to 79%, as we're talking about cost recovery. That is just a very broad range. and we have programs all over the place that it is very hard to tell our staff and programmers what their cost recovery, target should be for a program when you do have a range that is so broad as well as the fact that our general planned subsidy that we receive on an annual basis has remained relatively flat despite costs going up. So, having a consistently low recipe rate does mean that we are either offering less programming within regulation and community.

[57:10] or where they're offering works. This is programming to capture revenue to pay for other service areas. and then with an exclusive, the current subsidy rate is 10%. So a 90% cost recovery. We've already gone over the exclusive aspect. What is interesting we have seen with other agencies is for exclusive programming. You can see a cost recovery rate of anywhere from 90 to well over 200, depending on the type. So some agencies choose to use some exclusive programming to help fund some of their community benefit programming. and I think that the master Plan Direction started to continue moving in that direction. But we don't have enough clear policy guidance that that is part of the reason why we're here with you tonight.

[58:02] Go ahead. Oh, what is expand. expand, is our program that search people with disabilities. and then 2 adult sport leaks Have any financial aid or scholarships? That's a really good question. I'll have to follow up on that. I don't know that off the top of my head. I think typically they it's funny. So team teams team, and so in my experience as it both a former coordinator and a player. People did that on their teams, right? So i'm. I join the team and i'm like, hey, folks, I I can't afford it right now, right like Trevor's not working and little, and the team self subsizes, and they just pay the team fee in soccer. We've had some individual fees that we would subsidize. I don't know. I can't think of it coming up. We'll have to get back to

[59:03] Max and just texted in how we do offer it, for we have teammates listening virtually because we that's great. We have some incredible financial. It doesn't, it expanded all sports. There's no financial systems for adults any other questions on the slide. So you're hearing the first of Monday and the month one siren testing. So that's the first Monday of every month now through September. That's yeah, and you know it's also I forget what time it was this morning I was out walking at all. If they do it, I think, twice a day. It's a little bit more agency, but it's not. It's been 10 years. So how how are we doing on time since we have a time check here. We're doing good. We're actually going to give you an exercise to complete. So

[60:00] Stacy is going to end it up to you. You are going to have 3 different pages, one for community, one for it. We put in the different categories or types on the left hand to call on the examples right next to it we're looking for your interpretation as far as what should the ideal cost recovery be for these types of immigrants. and what we're going to do at the end of this is, Look at Everyone's results with our out there, and then we'll share out everyone's feedback that they provided at the agency. But the intention is to really identify. Is there a consensus as far as what you target should be? Or are there huge gaps in your relations within your opinions. We'll dig into it. I wanna say one thing out loud, and especially if we have new Board members for open record compliance. What will happen with the the the scanned, and become part of the official meeting record? One thing we can do to give you full confidence in doing this. This is an experiment to reveal where we have differences. Right? So, your Nath, these do put your name on them, but we'll label them as draft, and note that they're part of facilitating the conversation.

[61:12] and I just do want to note that you'll see the low mid high the cr in those 10 to 39, 40 to 69, 70, 99 we're not asking to lock into a percentage rate it's just as a guidance right? Because what I think, is a mid cr. Jackson could totally think it's a different set of numbers, so they're just a guideline. We're not asking you to put numbers. This can just be as simple as a checkmark. It could be numbers. If you feel very adamantly that it's right there, and then the percentages that you see, we're just very much picked out of in there if you have some 30 cents, 30% range between them, but no science behind it. Otherwise. just to give everybody that level. How much time do they have for this? Say 10 min, and then we'll collect everyone back together.

[62:08] There is access with F. A. It's what I said. You services. So the service initiatives price targeted program into kids living in low income, housing and boulder, both at older housing partners with till it's facilitated sites and manufactured homes, and through school programming other acronyms on the other pages. Yeah, they have all 3 pages or just yeah. this is such a good reminder for us. Thank you all for your your Grace. So it sounds like the last one open access part. But like if we and that would be proposing a fee to use this thing is that if you this was thrown on here, so you had the activity. I don't think we would ever charge access to if you think we should. No, I don't. I just I' to plan the conversation. We actually wanted your like open feedback. We didn't have it wrong.

[63:23] It's What's this to fall?

[66:10] Yeah. that's It's the rich that was Gotcha. That's Did you have that conversation with the

[67:05] It's okay. what we should say. I think

[70:03] that we call this Clark

[72:10] doing the activity. And just really, briefly, we just want to know what your thoughts were. As you completed the activity. You haven't been out. How moments you think that you're like? I had no idea where they should don't, mind, and I guess all that. Yeah. I had a hard time. Anything in the middle like I was in your everything, or they promised something. and there was very little where I said it should be. It was too full. I would love for everything to be free like like you said, and of course that's not the reality. So it's difficult to then just assign a value.

[73:04] Any other thoughts on anyone like to share. One of my thoughts was that things are completely subsidized and free. There is sometimes misuse of those activities. For example. child care could be easily misused by someone who doesn't really need the services. and it's taking advantage of the system. I think a nominal fee is one way that can. Did you get that, too? We see this with transportation like a If you have a completely free public buses. and people who are out of what shelter might just try to bus all day, and. you know, take over us as their living orders helps prevent that man. Did anyone feel anything should go over the 100, maybe personal training. And if you need things in that category of that you know very much individual activities or

[74:03] hard to get community benefit to some of the things there. for the golf range is 100, but the golf rounds is the next category down. because there's I see more community benefit before playing it all together and getting out. whereas, like there's such, a the call range is something that so many people do, and it's like less fee sensitive. And there's like limited community benefit to someone just like hitting it all by themselves. Sorry that was seemingly arbitrary, but, like as a call for it, seems like, here. Is it rational tradition there. like because of the competitive nature and the limited access should take argument from all of that. So yeah.

[75:02] I struggle with the camps because, you know, I know as a parent of kids, I know how expensive camps are and how it benefits. You know a lot of working families, you know, to be able to have access to that and make it a portal. But you know long kind of checks, point as I can. That's a very big service to offer it very low cost, without a lot of recovery. And so a few times it's mentioned here that I really struggle that where that should fit on the spectrum. and could different camps be a different kind of general camp, or you know it to do that like, you know, some of the or targeted camps I put on the lower cost recovery. What? Like. Yeah. exactly. There. There are other restrictions around the child care that so like using cost or them to regulate how they're used like? Are there other restrictions like

[76:03] wherever Max or something like that. So people don't drop off their kids. It's gonna work it's not a license programming. So, because it's not license. There are very strict time when it's good out by the state you have to travel. It seems like under that situation. It seems like it' be hard for some to use. Okay. yes, the follow up. Chuck mentioned that it was pretty polarizing for him that it felt very clear other taxes pay for something because the community benefit or the individual should pay because of individual benefit. I'm. Curious. If others had a different experience with it, like everything is both. I don't think I've done anything on the ends. I think I had more kind of in the kind of 20 yard rain, I guess. Yes, I wasn't as What's this cash

[77:01] like? You're right on that. I was more in the middle, but definitely I had a lot of right on the line. It's 20 to it's like no cost to 10, and you know 40 to 69 to 70 in that range. So I like the idea of of full cost for covering charge to those who can afford it, and heavy substance to these for those who can't afford it. And so maybe that result of that is a moderately subscribed. Okay. When I When I was telling, I was thinking more along. Blind people who can't afford it should. Okay. I had a hard time with full cost recovery for anything. I did mark it down for a couple. but I just see our local. Our department is. If there is a some of the community benefit that we

[78:01] should be making it as available as possible to everybody. And so I start with the presumption that we've got if we're going to. Probably. you know, subsidize most of not everything. you know, 90% plus stuff that we do. But to Anna's point there are certain programs that, like like tournaments and very specific types of camps, or hitting golf balls on the range that, like really have limited public benefit that, like, it's nice for that person, but not necessarily for the community. But I really swayed toward the lake. Maybe i'm just a Socialist or something. But I I really see, like you know, we should be really trying to provide as much benefit to the public and access as possible. and that the except it's the exception, rather than that you do cost recovery. I like that a lot of people that's not our funding structure. When I city. That's the problem.

[79:01] Just how I always oriented on it. And I did definitely put a bunch of like 70 to 99 cost recovery and very few. It's not too. So I think you'll hit the and there is no right answer. We'll look at consolidating all of your answers, seeing what the ranges are, and we'll share that with everyone in the old prep meeting. and to your point. Yes, we have a limited funding. So that is one question we also have to balance. and I think we will get there in 2 slides next slide. So this is just kind of a quick high-level recap, but as far as the general on subsidy level gio stands for general funds. I'm sorry for that for him. There. We went over this with you last month. This is the chart on the right hand side, showing that in 2023. We have received about 2.1 million in funding

[80:05] that split across 3 different funding categories that is our community benefit our age based discounts and our financial systems. One and a half 1 million is 1.6 million is considered. The baseline department receives. So we do have this as a hypothetical question. If the 2.1 million were to be reduced down to 1.6 million. How would that change your cost? Recovery markets? We want to add some context here. This is the specific subset to the recreation activity funds. So it's all these activities we've been talking about. It is not specific to the subsidy for the parks and for other services. So this is specific to the Recreation Activity Fund.

[81:20] and I know no one likes to do more with less or increase fees or decrease programming. So this was the another thought for any question. We're just looking for your guidance. If the general fund subsidy does not. I think it's 2.1 million dollars. Does that change your opinion on cost recovery targets? Does it mean all program should increase by X percent, or do you specifically target certain programs to have a and even higher cost recovery than you initially stated. The general fund. So subsidy is used primarily for recreation subsidies for no income. It's low income Households age based discounts, so it's you and seniors.

[82:11] and then our expanded my site programs. So people with disabilities and targeted low income properties. We not like to see any of those cut. so we would have to make up that different somehow. and if that has to come from hired these and higher our cost recovery for those users that can afford it, and that would be the cost. Okay. would agree with them across the board kind of increasing cost, recovery more kind of a targeted approach, like like we did here try and play with the different levels based on need or community benefit anything else to add, there. I have a question. Yeah, I apologize to this. Like you got a question. But when we look at this type of budget we also consider like.

[83:08] But if we drop more people in our programs. the same income levels. and please Don't, apologize for you by questions. You're. I think you get a year's grace period. Most prime members will tell you it. It takes a year so to get up to see what i'm really grateful for is that you're both diving and asking questions sometimes, or memories. So I I, just on behalf of all of us, and I think the board members like. Please ask questions. You're here for your brains, and and we need them. I want to, and to soften the ground for all of you. We know we have 3 levers around. Addressing our funding. Yeah. we can increase fees. We can increase other funding, whether the tax subsidy or grants or philanthropy. or we can reduce services. I just heard Chuck say, Not extend producing services, right? That's certainly would be the last. And so what you just said is the other. How do we increase revenue through fees or participation? One of the biggest reasons we've had a $600,000

[84:02] increase in subsidy the last 3 years we've had such a significant change in the volume of visitation at the Recreation centers. It has not recovered, and that's been. And so I think, part of what we're preparing for is a conversation that says, okay, the pandemic over you. Don't need that 600,000 anymore, but our costs have skyrocketed, and the cost of this community benefit services. That rocket. So we still have a funding gap, even though the pandemic is is over. You to the right centers is increased. Usage of the participation is about 50 of what it was. 3 pandemic is that. I think, on the converse side of that you could look at something like the golf course which is not changed. Its fe since 2019, but usage is up over 40 that is probably tied to people being outdoors more free time. It's a safe outdoor activity to do in small isolated groups. But that's an example of an area where we have not changed pricing for 4 years now. and we've actually seen a 40% growth. But

[85:05] the overall revenue collect it is astounding compared to direct expenses. I thought our Recreation Center usage was recovering at a There's increasing like 2 ways to look at it. We have the visitations per hour, which is probably 85 of what it was. 3 pandemic. One of the changes that we did make was a huge decrease in the overall availability of ours. So our actual hours of operations and available hours has decreased. So the institutions per hour we about 85% total volume and visitation over the course of the year is that about 55, 60. Right now. There's another variable we have to add. That's the tools Aren't. Operating at the same level. And it's not because of funding or operations, because we don't have enough life cars. And so on any given week day we have one full open instead of 3 free pandemic, right? So that's another factor really limiting participation.

[86:04] And why, you know anyone who wants to be a life partner we're hiring. We have training offered every 2 weeks. So just to get that question like? And again, this, maybe that's have a budget. But conversation. But what are we doing to that? Yeah, i'll give you one example. So gymnastics is an area that is doing very very well. That team is finalizing a business plan now that would show them investing in that program to generate even more revenue. The golf course is doing the same thing, and we anticipate when the new facility they're about to new open a new building. It'll do so with a whole new business plan to help drive even more revenue. We're going to be doing similar thing in other program areas. A business plan for the rock centers. That's a good question. Yeah, it. And and looking at me, I I think, coming in and and analyzing where we're at with our facilities. I think ours operation is one of the key things that we need to consume. Look at, and that's based on public demand. So

[87:05] I I think, as we see us continue to grow, and people want to get in early in the morning. It's day. Later in the evening we'll have to reassess and take that data and make some tough decisions about expanding ours. But of intention you expand ours. That doesn't mean more revenue coming in, or very little revenue coming in, and your expenses can go up substantially. So that's something we need to really look at, and we're trying to serve as many people as we can. 2 areas where there is work in progress. One is the life card work, right? So Scott's sponsoring and we have teammates across the department working on what we're calling summer squad this year. So that's the seasonal recruitment. The more pools we can get open we know that's going to drive more business. We are. It is one of our our niches in this community that we have 3 break centers with laptop, and this is the last women community. So that's where a ton of focus is going the other area that is doing really well drive visitation, and ours is health and wellness. So we have a team of 3 women that are adding program almost weekly. If you get our new, if you 2 don't get the Vpr. Newsletter, we you just maybe i'll make that one our one on one won't like because you'll get updates from us our E Newsletter, and you'll see like just today I got the April.

[88:10] It's a fitness update that included the new classes we've added in all 3 facilities. So that's one way we drive business. They're adding new class formats. They're adding new instructors new class times. So there there is work happening. But as far as an over to Brex Center business plan there isn't one at this time that some for us to think about. Thank you. I think it would be like. Let's get more people to do what we're talking about. Let's increase costs fees. But by call you mean this gas Gotcha? Thank you. Any other feedback Here is the limited hours of operation, also due to stacking charges. Or is that only for, like cards. mainly for their product side of things.

[89:00] Desk, entry, desk operations is much better shape than the situation for sure. 2020, when we reduce service levels due to the pandemic. We did a very comprehensive look to see what time had facilities been accessed every hour of the day and 10 min increments to be able to kind strategically. and I think that it was more based on the interests of the public rather than staff availability. I think that we could scale with pretty quick notice if we needed to, on staff inside. excluding the to hit that up. Okay, we've got one final side. alright, so we just up here to some other policy questions that we've got, and just what your feedback on is. You know how broad of a range should cost a recovery target speed, and you would kind of touch upon that, and we should go over the 110. But anyone has any other

[90:05] feedback will certainly do the analysis. And they're asking me problem. One question i'll ask even some agencies. We're seeing that their cost recovery targets are a 10% range and with others we're seeing a 50% range. Does the board have any input, as far as how out of the range cost recovery targets should be to in the community. Let's make sure I follow what the targets the target would be, what our staff aims to achieve for a program. So the program has 75% cost recovery. They're covering 65% of their costs. Don't be 70 to 80% versus 7,230.

[91:03] How confident do you feel that you the targets are gonna be? It's something that we would strive to do. And as you're introducing a new program, you would have lower cost recovery targets, and then, as it you mean for a higher cost, recovery target. I think that the difficulty is making it too broad versus too tight. It is a very our target to starting the resident versus non-resident question. We directed by City Council to consider non residents and work in the city of okay of cost recovery. And has that guidance changed? This is a question that the master Plan didn't really address fully that we are hoping to take back to City Council and see if

[92:06] they still have the same input for us. I think, from a practical standpoint we have 80 for a facility access, if you live, or work in Boulder, you're considered a resident. But if you go to register for a program. you're treated as a non-resident, if you don't live within city boulder that it does create a lot of complexities associated with it. It was people who work in boulder are paying sales taxes when they're in town contributing to the local economy, and that was a benefit to keep people here after hours, and engage in the community. So it is a conversation that we think could be a policy question. as we're discussing that 24 budget development with city Council can can parks have a separate policy, and then, if that with the question asking like, can we do that? This is not? I don't know if this is

[93:02] currently it's on the for resident, not resident or the only department that charges facility access so well. There are other forward facing community service departments right now. Libraries, Hhs open space for the only ones that have facilities and charges the way that we do so. The resident non resident question, Open space does have non residents for parking. It sounds county wide, so it. Could. It could be vpr specific. But we know that we need to work really closely with finance, because the idea is that that our policies could be umbrella, and so let's say, another department need to do it that there wouldn't be different policies across the city. That's a question about the second bullet point. So the I'm. Assuming that if you increase the range of that, that means less cost recovery, you know how we code things.

[94:02] We decided to extend it 21 years of age, right? Your for access to the funny one. That's all. Into that we have like a team rate, you know, like they 13 and 8. That's more than. and you would want to charge them for that. We're currently charging them. It gives them. I don't know they they feel like. They're some agencies. Do that. I know some. hey? I've seen this month. I'm on my I have a high School freshman, and I've just kind of seen the level of participation in sports drop off as they when it's high school, so I think it's worth the train to keep that up. A lot of them have done.

[95:06] you know, like teams for Gotcha. Sure. it's back by research. We know there's a dramatic decline in sports participation when you get in the Middle school, and even more so when you get to high school it's a national trend, and it's actually it's. It could be a whole deep dive of a whole other conversation, because we think it it. It could be so critical for addressing the mental health challenges the kids they are facing and physical obesity issues. Those are less prevalent here in Boulder. They they are issues. But we know mental health is a significant issue. Think obviously, definitely. you can a nonprofit for profit is what's the current policy? We don't have it. We don't treat nonprofits any differently.

[96:03] That standard across comparable agencies or comparable cities. I think it's all. It's the hard part, it right. And this is the example. People give all the Nfl: it's a nonprofit, right? Like it. Just Doesn't. Okay. Yeah. that's astonish. Exactly. And so I just. It has not been our policy to provide any kind of a discount, because there's no alignment with the this, with whether it should justify any kind of a subsidy or a discount. or even like the 2 soccer clubs, like Holder indoor soccer, is pop up, and it's united as nonprofit. They both offer sorry or community or helpful than the other. That's that's my it's. This resident person is not resident. Issue a big enough site to be worth going after a can significant

[97:08] in terms of revenue it could raise. You know they buy or not resides for 5 of our facility users, or they. It depends at our indoor facilities. They're about 10% of our 10% or less of our users or outdoor pools and pull the rest for their over 30 of our users or expand it's 50. We know that we provide a higher level of service, and the other communities doing so. We're a theater program for most of the programs for the non-resident present fees are on residents only If they work in the city of work. if they neither live nor work in the city. They are a non-resident. I just

[98:00] saying, if we go after the Non residents who are getting the President race. Oh, that make a We could model it out, I think, without looking at the data first hand. It's It'd be a gas. I and my guess would be that it's small that if we were to look at non-residents, I think the opportunities are around. So we we did a research project on this once with the School of Public Affairs. We did a research that both looked at what our practices across the State and pulled and got some really good data, and then they also reviewed the research, and at the end of the day what the research says is that your non-resident resident rates really should be differential, and it should be a way to drive participation. So, for example, let's talk about the we sell them out. We should check. But on resident fees. That's what the research says that's on our practice, right? It's standard. It's about 25% premium over the research says you should increase that one, you know there's a demand so

[99:00] price it higher areas where we want to drive business, say rough center participation. You would maybe look at minimizing it not charging a differential non-resident. So it should be a market pricing tool with what the research says. That's not our practice that's something we can look into and bring it back. Any of these really obvious sources of revenue. Are these just all kind of minor tweets that they all seem to be minor tweaks that they're not. Some of these questions came from. You know, the feedback we did get from the benchmark communities. One did have a nonprofit worry for profit, so we just wanted to make sure we're doing this for thorough. And you're input we're not missing anything. So these are just some of the things that came up to the top that we are like we should be looking at this as well. So some did have a lower youth. Age, cap. Some have a little bit older. You's the H cap. So that's where a lot of these questions are coming.

[100:03] I'd really like to see some some effort made to target. You know we've talked tonight about like teams, and how participation levels really draft up, I mean. rather than talking about changing age range. I think it'd be as a revenue generation and at community health perspective. I think it'd be great to see what we can do to get teams. you know, back into our facilities, using okay. using our facilities, and you know, being active again. I know you guys are thinking about that, but that to me seems like an untapped revenue source, and also something that could greatly enhance community health. I'll make a quick plug for South Pole Direct Center. There's the community space as well as the Ninja room, so make sure you check that out the injure room. So yes. we'll forward you the background. So they repurpose them under you line of space, the racketball partner room into. There's a ninja room that is open at different times. There's a community room open at different times. Can the kids are wandering down all the time from southern hills and fair viewers. There are all periods.

[101:17] and it's available for rentals and communities. It's pretty great. It just opened earlier this year, so I don't know that we have data yet on usage to Fair View in Southern Bills kids. Yep, and we even have a highlight reduced rate for fair view kids to access it. 5 Pm: that's like 2 bucks or something you have to pay. In addition to that. they just use the rectangle here. It's 2 to this, does it? You want to reserve it for private use? There's a different fe right, but if you want to just join it when it's open to the public just to recap for the library fees that are okay. Library funds are being freed out I the Google creation of a separate library district

[102:10] that's going to be considered as part of the 2,024 budgeting process, and not so you don't know yet how the outcome of that is going to be. We're not going to get everything. If you ask that of of city manager and the city manager goes forward to the comprehensive we had. We have submitted everything to the finance department's central budget. They basically rolled everything up from across all the city departments. There's about 30 million dollars in, asks if met with the City Council's Financial Strategy Committee to kind of identify what the different things are. It was very clear that it's difficult to look at the 10 million dollars of library funding without looking at the comprehensive citywide budget. So they're going to fold it into the conversation. And is that working at every department 2024 budget submission. What is your ask for library dollars? What are the outcomes of measures you're hoping to achieve.

[103:11] and all of that will be evaluated so it could help. But we don't have. Yet. Yeah. Is there anything else we should be thinking about at all? It's again. Really good. There's 20 min over on time, so I do apologize for that. I really appreciate everyone feedback tonight. Great questions and comments. All of this is going to make this better. Thank you all so much. Thank you, everyone. So we originally outlined a 10 min break. I wonder if we maybe make it 5 to move. Bio breaks. We have, I think, an hour and 20 of content on the capital, or is it 90 min? Okay. i'm gonna What is it? 70 min to get us back on track of for the past. You're just kidding. Does that work for you all? If we do a 5 min break.

[104:10] Okay, okay. to remind folks I know

[110:41] to to just keep it the most important, most relevant comments with them. Yeah. So I know Eliot is on his way back in. But i'll. I'll start with an introduction because he's heard it a tad before

[111:02] so earlier. Actually, Chuck asked the perfect question to you up this, he said. What's the difference between our capital investment strategy and the capital investment program, and and we have a slide to talk about that later. But the capital investment strategy is, how do we? And actually, Bernie, I'm. Looking at you? You kind of asked this question during your interview. How do you decide? You have all these properties and all these services to provide. How do you decide where the money goes? The capital investment strategy is going to answer that question for us, really, for the next 5 to 7 years, and we're updating it because there's a there's a whole lot of reasons why we're updating it catching up from the pandemic. We have new teammates on board with new expertise and information. We have. New costs. Costs are escalating all over the place that has to change the way we spend money, because some projects are no longer affordable, others are more expensive. We also are running to tie it to the values. The community is expressed. Last year we have a unanimously approved plan that you both An and Bernie, you're going to learn more about that plan was unanimously recommended by the crab and the planning board, and then approved by City Council. And so it really is our North Star. You're going to hear us talk about it all the time. And so tonight, in less than 90 min.

[112:18] mark building on work with teammates across the department and working really closely. You've you've seen tonight already how how smart! Jackson it's! Dcr and the work they do in guiding our investments! They're going to talk about how we plan our capitals what we've been up to, and lay out really the next few months, and what it looks like on the capital for the budget development. how you doing and and and just acknowledging the stuff. So you get a sense of it all the service area managers and that we Scott, we're involved in this process. and then people like it. Dennis Warren, good Regina, else, and a Stephanie met and robot like Stephanie, doing the regional parks kind of Regina doing the natural resources. They are mostly involved with the capital side of the work, and they work their staff as well as this together, so it's been a probably involved about 30 people in total, all the 7 together.

[113:10] We'll split the presentation, and I didn't 3 parts. First part is we'll do an overview how we started introduced that we'll just confirm, perhaps role. Jackson had mentioned that the last 4 meeting we'll just have a little slide explaining that it's familiar, and that will also help the 2 new folk. and we can just chat about that with a few questions. and then we'll talk about what we've done in terms of what we think are ongoing process improvements. And then we'll actually show you the 23 cip update without graph 24. I have a discussion of that Then it's a chance to get into a longer term investment strategy, and how that lines about Master Plan. I would also talk about on some of the needs, and again there will be a discussion on that. So that's the 3 falls as we go through this process, though similar to what happened to Jackson and Stacy earlier, feel free to interrupt and ask questions. And the big thing tonight is this is, you know we have quite a bit of this this where it's on stage one.

[114:05] We're going to be going through a process of the next month where you're looking at 24 and looking at the obvious. So this plenty of time to touch Base on this again, and if we don't mind this tonight, we will get back to you and talk to more about it in the next few months that we just mentioned the difference between these 2. And hopefully, Ch. That was a pretty good explanation. The only thing I would add was. Yeah, you'd see that it was 2,016 when we last looked at it. It really is, even though we look at it every year, the cover in terms of the company and something program. And we look to see this. This is our chance to take a deeper dive, and we always do this one day with Jackson and I were like we have a Dayton and refining kind of this annual cycle of renewing. How we look at our capital improvements. and we decided to kind of go back to the ground and build it up again from scratch before this best approach, and this reasons for that, like the new master plan some new Guidance City. By that we're getting It's not going to get a better management system. So you'll see that tonight, starting to rebuild our cip here with that 6 year outlook and a little bit beyond that.

[115:09] And this is basically how that cycle works for the company treatment process. What you see in you want is we do put together a 6 year plan, and you're going to talk about that tonight. and you have to. We go back into the annual capital planning, and we say, okay, what do we need to tweak over the next 6 years without it to get into that. One of the things you'll see is doing now, and I still struggle to explain this. Do you approve? The next year's capital budget, Don't, you in coming up in June for the next year. Meanwhile we stop. Well planning for that budget in this sort of final call for the year. What we want to do is to get things better synced up. It's actually to our work plan and our cip together. So we really come up with a 2 year work plan, even though you're one year ahead. So you get a better sense of how the 2 are tied together. Operations, that capital program. and that also helps us, because in all honestly, most capital projects are 2 years.

[116:06] even 3 years. It's very rarely that just last year, so that will give you a sense of transparency and have the thinking. And then, you 5 there, there's a little thing i'm finding out there in terms of as we doing this typically our Cis has been separate project. and what we're going to do now is because it's the piece Master plans are regularly updated every 6 years. instead of having a separate cis, which is pretty special auction. Right frankly having that strategic approach. we'll start to wrap it into the master Pl will be part of that update. and that again, it makes it more efficient, easier for the board easier for us. Just make things that us think better in the line better if we do that. then. So what's guiding so far? Bigger picture thinking this is something I think we send out the master plan as a link I would be gonna has to read those 120 pages. Okay, the point is, there is major highlights. I mean, that's the point of the boss plan. It goes into various levels of detail at that

[117:05] larger scale, let's say, is the 6 teams that are really driving. I we should think about it, and as a board, this is the obviously the you approve, recommended the City council. We've been approved, and all the publications that went into it. So this is the highest of the policy that we really want to be thinking about when we're putting together a longer term work planning effort for a That's when you get into the detail of the master plan. Towards towards the end of it you start to see not just the bigger pitches on the strategies and goals. But now you stop, see actual actions. and those actions are tied to 3 things. It's. If we identify a project that we're going to be physically constrained. What we've kind of a full. The current project, the action what happens? It'll get a little bit extra money in the vision. What I' to do. and at the moment we really are in the physically constrained world to our work. Talk a little bit more about that later.

[118:03] So this is just sort of summarizing that process. We're really doing, looking at the 6 years. and that's tight implementing the recent people If you have a plan approved in 2,022. It's informed by the asset management program. We'll talk about that a little bit more because that's coming into the morning before. Now, is we better develop that effort in the 2 Year Work plan. Now we'll have that coordinator of the city, Y. C. Is it? You'll be just last week. How we leadership team. And then the main planning managers basically created a new planning review team that give you better coordination on bigger projects like how for the junction. Things like that. Then what are the prioritize the eats for in the box and wreck. and like? I said, we'll do that to you. It looks. It's align with the cip along with that operating. and then typically proud. You'll still update. You know the as we're going in the out of 24 the IP season by July. I believe that the right

[119:04] This is just the general slide. There's probably a little bit of sticker shop here. We just checks. And I, Stacey, do this. We've been working on this in the past generally. You've seen the total allocated for Bp our cip funding so through 2,029. That's approximately 64 to 69 million depending on revenue streams that's why we don't. and that's the amount you'd normally be seeing in great we've got that, and how we allocate that. We also have something called Ccrs funding. And that is what a different departments compete for basically a tax funding. And at the moment that Isn't allocated it's a request. and initially, that was around about 20 million. and with cost estimates it's costing increases better cost. Estimating better understanding of scope, and we'll start to see that it's around about 35 to 42 millionand that's for 3 particular projects. Pacific area is 2 which we talked about was your only our project manager a few months ago, Bell Street, that kick in in 2024 and that's a renovation of Pearl Street, and then, lastly, is the Boulder Creek Path. So there's 3 projects.

[120:12] and we've got money to do the design. Community engagement will then go back to Council to go into that larger pop to see we get that funding for the construction side of this project. The third line, Jackson, a few of his team have come and talked about identifying funding for our rec centers. And this is one of our facilities department. We work really closely together. We're realizing that the total cost of the free accent is for full renovations. It's about 107 million and that's using the latest figures that are coming into this. Initially, even 5 years ago, we were down to like about 20 million records. Big sticker shock. Part of that is some ways cost, estimating most. It's good back then, for better ways to do it. Also the same cost increases, and we'll also recognize that these things are reaching the end of the life cycle, and not just

[121:01] like simple fixes. And then the bottom line under funded 2 people in about 20 million on that. And what? What's happening here is, it's not that, like things falling upon the system, it's simply that we're starting with asset management program account all of our assets. So if you count the big facilities like capture 20 of them, which is a kind of easier thing to do before you've got a massive program you can see about a 20 backlog. Oh, if you still want to capture things like the calls. small scale structures, all the bathrooms start to add that in that's when you see this increase in unfunded, just because we don't a matter of a capturing all this across the system, thinking and there's a effect as well. But that's the main reason that we'll talk about that later. A quick question that the the is the community culture tax. Is that correct? I i'm. You can do that correct community culture, and resilience, safety tax. This was one that was renewed by voters and get a number of 21 up I went to a very specific project. So that's I mentioned 3. The Photo Creek App Total Street in the Sy. Together. The Ballot language

[122:05] refer to projects that could be done, but Central Finance City Council will remind you that it's projects may include.dot.so we still do need to go through the competitive process because it was a named project. We do believe that there is a higher likelihood to receive funding, but there is very much the perception that there is some flexibility to have that I i'd like to add to details that I'm. Very important one is that the design for several of these projects is funded by Ccrs, which is a good indicator. The boulder freak out the Pacific Area Pearl Street, so that is funded for design by CC. The responding. The other thing i'll point out is that that when the tax was renewed at first had been a 3 year pay as you go, capital tax, and then it was 7 year. As you go, capital to this last renewal. It is because of the breadth of unfunded projects across the City City Council made it a 15 year tax. It's going to generate about a 10 million dollars a year.

[123:03] So 150 milliondollars. They were less than half of that named projects in the ballot. So what they intended was that more of the money is reserved for future councils and future needs. So it's there's an initial tranche of funding that is expected to be funded, based on what was named, based on current days, leaving. you know, in in 5 to 6 years, probably another conversation. That's it's good like. Ask a clar my question about planning board, and this actually is on the last slide. Does the city charter specify? The planning board has to improve these capital expenditures, too. Okay. So are you giving? This is this presentation being provided to them as well. It well is this more internal for how we think about our capital investment strategy. But then Jackson and Stacey take it through the public process which you've recommended. That's when it comes to that. It goes to the planning board. It's really combined with all city life projects. It's typically highlight. One or 2 per department that back to through our

[124:04] 145, I said. The next 6 years. Then Yeah, and that's interesting. Just the final note in the Crs funding. For instance, we put in 8.5 million Pacific area. That was the cost of phase, one and even phase one. So a cost escalation from 900 K. To 10.5 without about 1 million dollars an acre. We now it over about 1.3 million dollars an acre, so that'll be about 26 million dollars. The phase 2. So counsel by. Oh, that's a big increase. We might even end up. Then, having a phase space to a look at value of engineering, I look at scoping. So all those things will be factored into this. We need to pull this. Okay, so it's okay for that little bit quick, just to here. Is there any questions about investment guidance at this point? And it's in the approved master plan? Are there any questions about our capital planning process?

[125:03] And then do you have any questions about your own? The process, Jackson Stacy, can be provided. Well, it's from the previous presentation here. just to give you an update on that. how it's been, how we historically and forget, provided our recommendations to City Council. That's a good question for someone who's gonna be phone typically your final prime number that you receive in June. We'll have a list of all of our projects. The dollar amounts and the funding source, and we then provide you the motion language. recommend the the cip in its entirety, and as recommended to the planning board to the Council. Hey, Jackson, could we have a an honesty session here as well. We we we set down an integrity in the past. A lot of C. Ips out in Buckets bundle.

[126:01] but sometimes that's just in it. It's a good approach. So where to say, oh, for facilities, we need about 2 million. You guys will get this approved. Now we'll figure out the projects as we go. and we made a decision here because we got a lot more information than we did in the past with improving and things like that. We've gone into more specific projects, you see tonight, which finally does allow for a lot of scrutiny. And you kind of be, you know, do that extra home I can. Sometimes you can make mistakes, but we're hoping that's just a more transparent process. If you and for the new folk any customs on the role of the process. And I know this. Is it to a free task of a which we're going to get good? So it happens in June.

[127:00] Are we going to be provided with the materials we need to review the plan statement for that meeting? Or is this something we can take? Is there a chance to get stuff sooner than that, Jackson, please. This is going to continually bill on itself. So tonight you're getting a list of all projects. It includes some dollar amounts, but not necessarily the fine details for everything. At the April meeting and the main meeting we will start putting in a spreadsheet that shows the breakdown of the years, the onions for the project. and that will just continue to get it further refined. But there will be discussion by it that April am the meeting before you have to make your phone. Okay. and you may see us as stuff like, hey? We made a change to last month. We just had about this project on the and I think similar to what we did with this presentation. We're all happy to share materials and advance. We know that the more dense and complex they are more processing. Time is useful. So we can look at train

[128:00] just a teaching moment for the new Board members. Typically, when you're going to take formal action on a item. So for the cip that'll be in June, the month prior you'll have a discussion item on that topic, so that you see a 90 to 95% draft. Give us all your feedback and then we shoot for a clean read at that final approved. Where we said, hey, you gave feedback on this. Here's how it's reflected, or you gave feedback on this. Here's how we looked into it. And this is what we learned. And so the ideas that in June we can, or whenever you take action on something, you've seen it before, and given your feedback, and that's been addressed. Okay, okay, we can move on to the next section. And actually that's that's a good point you make. We're happy to share this Powerpoint afterwards as well as you. What we call about process improvements for our capital improvement strategy that we've made since the 2,016 update. and then we'll actually dive into projects. And typically you would have seen one year ahead. But, like I mentioned you'll see 23 and 24, because we did actually dive back into this year and have to make some adjustments

[129:06] along with the following: yeah, in future will be looking 2 years ahead as we get our head on the cycle. so we we covered this. I think I I can. Is it, crab we lost? We first came into the the subject matter. We talked about some of the challenges then i'm just kind of repeating these here some of the things we've seen with our C IP. Just to be clear with the home of a little world chest because of Covid and and that occurring. So we just see a spending point, a bit of money in the next few years, and then that's a level off a little bit. But the reason for that we also have a I think, about the fact that a lot of assets really are aging and they unfunded in many respects, the recreation centers being big. So the billboard in lights examples. and across the board at rooms aging.

[130:05] It's a really good to think about, you know, and it's it's as we take care of what we've got, and at least you over time. Then you basically reaching the end of life cycle some various essence. We've got a slow down to permitting no one's fault just things like stuffing, etcetera volume. so we can join with our planning department trying to improve that. Ask escalations. Sometimes we're adding feels like some some of it works out on average, about 7% a year. which is huge. And so that causes instability, and how you can think ahead it has affects, if you, from one project and have to add more money if that takes them in. The project of it just makes it all complicated. definitely staffing transitions and myself and you 3 new methods of the team just in planning Section a level. and then also one of the challenges trying to understand the true cost of the system. But that's also as I mentioned to the and if tonight stage one, I'm. Hoping it

[131:04] 12 or 18 months, we can come back to, perhaps showing you a whole updated desktop management program that's actually one of the on the right-hand side process improvements at the bottom tab that all of the identifying vpr's. and even though we're not all the way there, yet we can use a lot of that information, and i'll show you examples in a moment. It helps think about prioritizing about capital program. We've also obviously got the most of the time you mentioned it. The 2 outlook I mentioned, understanding the life cycle would be getting better at that. I've mentioned the integrating with the city wide coordination. One thing we have been doing that next bullet improving, scoping, and call destination that goes back to the we talked about a bundling it, from which we spend a lot more time and effort getting into projects and trying to scope them. That I don't understand the costs. So instead of getting what you call like an order of magnitude at best, guess actually trying to like, identify what the the glasses are for a typical project

[132:00] get a good cost to them. And then I can call that sort of contingency. And that allows us to. Basically yeah, that a cost estimate. So we can be more accurate if it's projects we could think about. And then we also have been thinking about this idea of. There is an increase in revenue stream if we see Jackson stays to speak to that better than I, but that's been able to support more projects down the road. And then we we sort of ended up thinking about that is we the system. This is a very critical slide. is There's really 3 areas that we want to focus on. And this is the what we call the work plan. Cut this so, and what's what I like about this is that it's not. It's. It's the top asset management for. And please feel free to ask questions about that. Basically it's a any asset. We don't want the system. a facility, a structure, a field, a parking lock. You name it. That is the it structure of the thing that supports the recreation activity of the program to provide. That is the essence of capital, and how we invest in that.

[133:07] And what you'll see is. and the way we think about that is not just a one off funding that requires annual funding to maintain it every year with the maintenance approach. and then in talks and recreation facilities That's more saying, Well, what are the if you've got a single asset to take care of like a tennis court? What about fog? Where we're on the same? Well, actually, there's a whole part that needs man and making like. And let's take a look at not all the part we're not looking at the whole talk, but the northern section of the clock, because we're building a bunch of assets together. It's more complicated, and we've got reasons for some new development in there as well and into community needs. So the park and recreation facilities really has a little bit of a picture outlook, and is a more complex way of looking at how we spent the strategic investment funding. And then the last one is the system planning. If the first 2 are basically concrete actions that will lead to implementation construction on the ground.

[134:03] The system planning is saying, let's not get so if comfortable where we're at it's really about some types of plans we need to help think about future investments, so we can stay at a good level at a high level. And that's easy to. I can explain those 3 categories, and we'll dive into detail on them in a minute. But I I think it's going to be helpful for a Pr. And actually for us. Is that a. To really help implement our capital investment strategy? So what does that look like? Well, that's it. Management itself is. and I won't spend too long on this, but the bottom line. It's an infantry. You calculate the value. You can conduct it. One of the requirements to get it back to a good condition. And then how do we prioritize it? Because we can't do everything in nutshell? That's how we think about the assets in that kind of across the system. Here's an example for a no folder park. and this is really because we're talking about processing from here. What you see there on the right is all the facility, assets, and types. all that talk you seeing on the left the convention of those that it's good for you. And then we're starting to building costs. That's not coming up here, but that's the next step.

[135:11] But imagine having that for every single park across the system that's our goal in the next 18 months. and therefore in terms of transparency. This is the role in an internal database. These are things for them to share with, proud of the community, so they can really see where it takes to manage the system kind of get into the under value of it. And then this: this could go to midnight if you wanted to. This is this is working a week out. I just so. I just click on this for a minute. This is an internal thing we're working on again. I'm hoping in 12 or 18 months time this will be available

[136:00] to the board to the public. So, for example, you can say, hey, I'd like to see what's happening in 2324, 25 and you'll see projects pop up on a map and see them listed let's see percentages how that works. And then you see the kind of budget over the years for those projects. and you'll be able to ask things like Well, is it new, or is it the time it's the maintenance facility plan. and this these dashboards built off? And if it's a reporting tool, they'll offer asset management program that now includes our capital investment program online is you go in here and type in anything like pilot. and that says that this is sharing to help. Okay. anyway, if you could imagine the anyway, if you could imagine the And so the goal is ultimately. But yeah, this will be available to the public, the you can dive into it. I give you what feedback like is this providing, sustainable approach? Is this all across the system?

[137:10] Sorry that didn't share. But maybe next time we'll do all that up, feel that send us a link all right for sure. And so with that we talk about process improvements. Now we'll actually dive into that idea of the next 2 years with the projects and looking at it's going to be organized by those cut increase management program. and these a kind of annual you see on the left the category hopefully speak for themselves the the one in the middle. You might ask, what's general maintenance? What we some things you can't categorize easily. And and so this allows our regional facilities not pop up to cover areas, but things pop up like water, phones and stuff, which kind of sometimes it's small change type stuff, but it's capturing that the regional talks at the bottom, and an example where in the past they didn't typically get an annual asset management funding that had to get one off. We were trying to build

[138:07] and asset management annual amount for the regional talks. So the second column is what was you actually approved in 2,022 and got through council, and then. Now we're seeing here is the updated annual allocation which you'll be looking at for the 24 budget working with jackson in the coming months. Let's see bathrooms and picnic sellers. We've seen a lot of angelism occur, and we didn't used to have to take so much care of these from you. Just a lot of issues going on. So that's where you see now, seeing an annual allocation calls. This is a good example where we're looking at calls. Typically, we're trying to patch them we surface. What we're trying to do now is, say that you put into a post tension, Steel it the foundation we can increase the lifecycle and reduce the maintenance cost. So sometimes you'll see it's trying to do a larger investment. Take less it. Oh, and to actually make it more efficient, save it money over time

[139:03] location in pretty good shape. Forestry is the same natural lands talking about that. It's very similar to the courts, and the accessibility and mobility side of that. and that's the idea that even if we'll put in 300. Frankly, it's not enough, but it'll help us kind of things rather than just the patching it gets to milling and resurfacing. which again, it's just money over the life cycle. and then player is that's something that's come up a lot, and that's the idea that nowadays it's between 300 to 800,000 to build the area at 200,000 people have been. You know that you have me. I think we could get one done every 2 or 3 years. Now we can actually get one to the year using this updated fucking mechanism. That's a new one from scratch, or, like our renovation. It's it's a mixed match, typically the 300 tend to be smaller and renovation. The 800. The the 300 tends to be, you know, over fixing it up, or it's a smaller one. The 800 days. Here we're we're replacing it. We might be thinking about nature play plus prefabricated equipment as well.

[140:09] Does that include, like the access and nobility? Is that like? If you want to make sure that play areas like you can. having grapple with whatever it is that all of your what I would say is, the player is, we always think about the the and beyond, like the various requirements for those and what might be needed, the whole community? No; for all the parts which would just stop moving at the moment is an example where we'll be able to the into that. And I think it's something we probably improve upon as we do this? What does that go into the which budget? Oh, so it it's weed through all of these. It's just that happens to be stopped, that

[141:01] but it is, we did it everything, too. I think it's perfectly said again. A bit of a teaching moment for new members we have. You saw earlier in slides about the 6 key things in the master plan. But we'll, and throughout everything we do, or the concept of sustainability has to be resilient. And so all these projects like. So, for example, bathrooms as we renovate back, we'll make them successful. North Holder. Right now. Those are those are being converted into all gender questions that are much more accessible for all of our courts, we make sure that they are ada accessible. So in save with playgrounds. Actually, that's maybe too much in the least, but it's probably helpful. No fold at the back room. It's an example where the changing table is. we need changing, so it's looking at the changing tables and the size to get it to access. I think that some of the yeah we're trying to read them through everything. We're not perfect

[142:00] Yeah, plus. And right now it's just running into the box and facilities. And this any of these you'll you'll actually recognize something with the before. But and then i'll just point out if we touch on the actually starting sort of the pre planning. This year we'll be moving that into. So all planning mode does not even know what next year. So you that's one you haven't really heard about. Actually, you just general inclination of it. There's the 3 direct centers, you'll see that we've got Tbd. Next to them. Except for the east boulder. The 100,000 is that is, for the engagement. and the Tina Briggs came up with us last month to check a little bit about that. and you can see that's the one we're working on with our facilities. Department. He's on the creek plan. You'll see that it so from there. That's an example. Where 2,024 will start Major Park renovations a variety of issues sample codes that play area, the pickle, ball coats, etc., etc. And we're also trying to hopefully tie that in with. If anything that happens, at least for the community center revitalization. So, in fact, the year on that might be

[143:11] hoped around a little bit as well. So those 2 have an in conjunction. And then, plus, if you use an example where this is a good example, where we did to an access study, Darren, we now, you know that's good architect. Comput a a April on the study for that, and rather than just these plans sitting on the shelves, this is a good example where we can move to implementation now. Not let it sit on the shelf and get out of the day, and that can covers things like access mobility. And And then, lastly, you're looking at so that bigger picture like we said in the out, what can we do to keep this in good shape? And you see a mixture of things that at the top one is an example of a design Standards manual which I can board. Approve 3 years ago. and we're not going to bring you the whole thing back, but we definitely need up the cost. Estimating based populated the markets going.

[144:04] We're all in to do a L. OS level of service for the courts across the system, and we recognize that something where we'll also be working about partners. The tennis, pick up all community really trying to work with them about what can be a public private partnership to make this happen, especially if we can't we Don't have funding needs? The a natural man system plan that says something, Regina Helen was working on. It's very excited about She's obviously got this new service area. and part of that will be really updating all the So that's the 2324 updates. So do you have any questions about those web time but categories? Any questions about the access management program. and then, lastly, is sort of the meat and potatoes. Anything about the projects, and it's before it before the it of it.

[145:01] The in the previous slide market. You can go back to that. And are those costs like costs, for you know what you cost, or how does that like the 100,000 to update the that's great question. What does that mean? It's actually the you working with the what we're estimating? It'll be with the consultants along the staff team. and we're actually something we're looking at. It is actually currently we custom even consulting costs up. and we actually bring on stuff which will bring down and certain costs and then be out. I'm. Trying to keep the overall system planning as an overall, c. I. P. Around about 10%. That's getting difficult with increasing consulting costs so hopefully a few more eternal stuff and keep that at the If i'm guessing there's a question as far as does it really cost that much to do that type of work. All of these things are fairly accurate costs. We do go it because any of These are over $50,000. So it is going through a competitive process. And we

[146:01] these are the estimated budget costs. It may come in slightly under if you come in slightly over. if it comes in significantly over and come back to you and say, this is still a priority. Just go back questions. Any other questions. Are you generally happy with the It's been in place now for 4 years, or something a big, you know, when it first is implemented. I want to just put in a caveat. So just and again I'm. Probably being overly pedantic, we have new board members. So in the fall of 2,019. We launched this beehive software. 6 months later our world exploded. And so I I just I I think it's. We have to acknowledge that our implementation of the software has not gone as planned because for all of 20, most of 21, like we've not been able to implement it the way we want it.

[147:06] So I just want to say that because Mark's coming in now 3 years later, and it's like, oh. okay, I wish I can show you this slide. I apologize for that. That all of this is running directly off the High. I think. What like I said with Covid. and you know the staff time we're able to, because of things like Covid and all these are the needs we never were able to fully implement the system we wanted to it's been a bit. It's like some er it's really implemented somewhere. I think you'll see the next 1218 months a huge change in that. It will be coming back to you, showing you, David. It is sort of driving how we think about the asset management program. They'll change the way we do investments. I don't want to. I can't be 100% confident around that. And it is always still just a tool where where we assume is maybe a decision based upon that tool like, yeah, just even just to see the stack over the way it is, and that up next map, basing every single acid in a poly math. Now

[148:02] that really gave us a sense of how it is the system in good condition of they will actually be able to answer those questions which I think will be really helpful. We'll tell this prioritize where I need zone. So I don't want to be 100% confident. I think took yeah, you, you'll see some good changes over the next. I don't. I want to add just some that there are limitations to software that have also in that I thought you were going to say some of the the dirty laundry. I'm going to say some of the laundry about software there are challenges with it. It is much more built for a public work system. but it is a park system, and we do have challenges with the software that we're working through really thoughtfully. I appreciate Marcus sponsor for our asset management work appropriately as part of the work over the next 6 months is to do a bit of a status check with each worker what works for you? What doesn't? So, for example, for park operations, we're really limited by the in the field connectivity that it just doesn't work sometimes in a lot of our places. And so they're going back to the office and doing like data and tramp. And it's just it's not working the way

[149:08] we had thought it was When you're in the field. You take a picture and you do work, order, and it's really streamlined and easy. It's. It's much more data and intensive. And so we're looking at ways to maybe have some logistic support, so that it can work even better and not impact field operations. This is asset management software. You can track every asset, every everything you it's the reality. So yeah, last month is he has won't be the only answer. There'll be a couple of solutions. We need to make it work fully in that dashboard will be an example of where it captures the different software we're using represent a full. but that yeah, well, hopefully, we don't have to get the details of the mechanisms. But when you see the results you'll notice that it doesn't just be that we use it. Does he have any functionality around the life cycle analysis

[150:03] upstream of the yeah, Exactly. So technically like, you know, basically that cost, estimating that that you saw that'll give us not only that the cost of any, but the current basement value will also be updated in a facility, fci, facility, condition, index, and from that will create the Api. which is our priority and text, which has a serious criteria Go in where it is humans in positive human. Input What is that? That's that's a goal. I think the thing I talked about earlier was in the past. It's very easy to do for that large buildings type thing, this now come back. Maybe that covet 2030% of all assets you'll see absolutely so, the to the iceberg under the ice. I was gonna ask kind of a similar question, but you you talked a few times about things that are kind of. They're They're aged more than we thought, or they They're you know. Things are older, that's good conditions. That is, that like

[151:09] that has come from the It's a just it's good question. I I've noticed in my career generally in the last 10 years. I think it's, you know, because of the talks, movement, and everything lot of things last 30 50 years. So we just see, and almost a natural. It's high quality and natural sort of end of like cycle occurring on a lot of facilities that we like. Wow! This is really hitting us now we're going to think about it. And meanwhile as well with in the past, we probably didn't track everything in greater detail. So it was revealed at the same time. and also, I think we used to let things band a lot longer. And now we're seeing, you know, because of Covid regulation safety. I believe in public need. We are really seeking. Well, actually the life cycle. This is not that

[152:01] so? Seriously free to add Jackson. I would say, we've never gotten to this level of create any more detail. We would look at a park as well, not necessarily all of the benches across the system. and it is giving us a much more grand another. Look at how an asset ages within the individual parks, and where it's located. so that more questions should we move up? I have a lot of questions about just like more specifics, but it's not to address that. Who quick for long. I guess the documentation for like page from last year, you Oh, that will be like. Yes, it did you expense, are you? We have what we took to the crab in May and June last year as a memo with the cip, the CIA at that point, documenting what projects were, what the funding was.

[153:08] how it was prioritized. And I think because we're zooming out, looking at how we're doing this. That would be a really good starting point as far as What's the currently approved document. and then everything mark shared is how it's changing from that basically that's that's that. Yeah. Oh, yeah. And if you honestly any questions you can free call chops in the right emails is any of the questions that this find us to move on. Okay, the last section at the end of this batchy we've got an activity for you to do so. It's also on our feed at this time of night. And now we'll just talk about the picture, and actually there's a lot of similarity with 2324 so I Won't Go into much of the context of just trying to get into that meeting potatoes like I mentioned earlier. This aspect of it

[154:05] We'll talk about how to alliance with our master plan, and then we'll also bring up the subject. It's a little reviews are a little bit of a pun under our unfunded deeds. the hyphen of the So basically, when we're looking out to the feature, we look at the city like this: this city white framework which the referred to. This is the nick, so acronym it's sustainability, activity, resilience. and we have. We incorporate that in our policy, thinking as we go through, I think it should work like with one thing I'd say about this: is it doesn't typically get called out specifically as an individual funding amount. It's weed in the projects. It's a tool to make sure those projects in. As we get

[155:00] a little bit better at this at the minute we do so do it in a qualitative way best we can, I think, as we get at it with sort of. This is pretty new. How do we build this in? We'll be able to have a bit more data driven Approach to this. So that's an example. Where, when I talk about process improvements, it's not happening tonight. It's over the next couple of years will be in efforts there. Okay. the Master Plan guidance. And this is actually a map from the master plan about investment need prioritization that I, a gis for a lot of work on. and to produce this for the master plan. So this is what I mentioned earlier. You see those symbols, all equity, resilient sustainability. and you see where they've sort of been applied here to various projects. We've got across the system. for instance, at big Equity Project. That's a working type for the Park, and you'd be hearing a lot about that down the road. We've got East Midlands also, which will say, both Junction needs that equity project.

[156:04] The civic area design A lot of this thing about is a park design, but actually it's a huge resilience for a project thing about what a convenience and the best way to do that All we also have recreation activities occurring. if you'll call it someone mentioned that again it will be touched on sustainability. And then the asset management is all the community park that is, on both. Excuse me. equity, and how we think about the sustainability of that talk. And here's some good news. Good sometimes. It's good to like the board and staff to be like you were actually doing this thing for the a few years ago. So this is the master plan, and this is the specific actions in the master phone for facilities and for parks. and all I've done here is highlight in green. The fact that if you, when you see in the next couple of months the list of projects, you'll notice that we've managed to hit every project in that left hand column for both

[157:03] facilities and parks in terms of some kind investment. Over the next 6, 7 years. The only thing i'd say with that is, they all are in physically constrained, and at this point they all funded. But some of them are not fully funded. We'll get to that into this. It's just our reality. But the good news is for me, strides on all of them, and that is I mean the master plan is perhaps. and guiding policy. It's our name tools for implementing. so it feels good to think about the fact that we'll be able to use the Cis to really that consider how best to. So now just dive in. I won't. Spend much time in this one, because this is the asset management. 25 to 29, and it basically repeats what you? So it's only 3 24 because we're updating this one thing we've talked about 2 of you brought up the asset management program that, as you can see, as we get to current replacement value if we get that right. That's a condition as we look at, you know, from backlog, will be shifting these numbers each year a little bit

[158:07] rethinking. Why are the priorities on be working with you, as you see, this asset management dashboard coming out, that you can sort of think about how we best prioritize these assets, guided by the policy. This is. Why, you see this sort of me, and talks and facility enhancements over the next few years. and maybe 5 million going into it in 25 again. That supports all the Junction development. We've got a pocket talk in Boulder Junction. We've got we're looking in 2027 at flat. I's golf course it's more the infrastructure. I know we've got a new facility going in, but it's a good example of it. as it. We know that Hasn't had a big look at it for a long while on month phase 2, 28, And then you see Tom Watson at 29, and so these are all the sites you have process prioritization with, but it says they're not all fully funded, even though they've got some quite large ticket prices next to them.

[159:09] And then again, you see this looking outwards just basically system playing in terms of an accessibility plan in 2,026. To go back to the other question, how can we entwine this across all our work and do better job at it, or the current trends needs also that time and resilience plan that will probably be tied in with our city departments. and then we got to do the next generation. Master planning. you know. in terms of that, was all the funding projects we've got long term. You start to see us developing all this stuff and funded projects feel free to. We divided them into the free name, Open call. C. I. P. For programming. You basically have one category for acquisition, one category for planning, but that's kind of the abstract side of it. This is the way you spend on the implementation construction side. I have a new.

[160:06] It's enhancement, as in Big Park improvements, but it's like that. and you can see the list of projects here. Some of these, like Tom Watson, has funding, but it doesn't. I think we've got at the best of the moment we can allocate it 5 million. In truth, it's probably about a 40 and 60 million dollar project at this point fully update that Paul, even within a physically constrained environment. So hold a reservoir again. We've got about a 5 million invest in that from an and through some of the costs coming in at the moment of all, between 70 and 20 million if we were to update everything based on in a life cycle for the new. We've got a month south partially funded. We've got area seat coming out line. and then you just see in maintenance they you know we've done a pretty good job, I think, of doing our best to fund a lot of those asset categories. They're still really underfunded. One of the new ones coming online is this thing about green infrastructure whales Ringcentral we Haven't typically had it asset management, planning will category for that. It's often been

[161:07] more AD hoc funding, applying, and project pops up. And then, finally, what I mentioned is that a regional thought to a little bit about that? That's per month All facility at the reservoir. Well, we've talked about those enhancement projects and lifecycle. We've also got the typical maintenance. And how do we get them funding down the names of those? And as an example, the current replacement value of something. It's a 2 to 4% annual maintenance cost doesn't it to keep it in good condition. Some of those regional talks at the moment are really underfunded from that perspective. So that's these are just examples for starting the I wouldn't say this is comprehensive yet, but I say it's our best shop. I'm standing under funded. You want to add to that. I would say it's pretty darn good work, City Mark joined our team and June, and we've had incredible transition on our planning team. So I think it's really well done.

[162:03] so we'll actually have an activity on this and the evening. But just at this point it falls. Excuse me, okay. Is there any quick piece about this before 60? IP, knowing that we're going to run through June when we're Stacey and Jackson talk more about this is that he really things we need to think about now to help prepare for this process. and then, if anything about the proposed 24 location in the spring, like one of the information, would help you make decisions here just you mentioned, like you know, we have 5 million for this part, but it really would cost 14. Is there a way to kind of like what what that looks like? And then we find I feel like we've seen some of before. But if that's not too much work, but like what is 14 million by you on some of these projects that I mean, that'd be helpful just to understand kind of what is like. What are we getting versus? What is? You know what is the goal

[163:10] and of the major projects? I don't. and there are a couple of things that I've not seen here, one that one is. We have the also junction face to the development it up to, or whatever it's called. and the Mapleton all field redevelopment seems like it would be a major later on that that seems like a fairly major planning activity that should be there. I missed it. Take that, and so he's picking. I'm glad you remembered it, Folks, we're really excited about that project. It'll be critical. The in the full attention pocket Pop actually is about 3 years scheduled in all honesty, and it's various reasons, stress stuff, transitions, updates. And the

[164:06] But yeah, hopefully, we'll hit that 26, and then he's Well. let's see. Do those the staff kick off meeting just last week. That's Tuesday, Wednesday. Then i'll see if board members are going to participate as well in that, and then back, so that should be pretty well called the interface. So you know this is just one for all that, because he's happy on that. And there is just to be clear my understanding. There is no I don't in the the broader master plan for Bowler Junction. There's no identified public space for our claim that i'm aware of. But that's why. And that's why the development at Val want, they're so critical. We know that's going to be dense multi-family housing and they're going to need green space pocket the excellent there. Yeah, that's why did you say that? I said point 6 of an acre right? Perfect?

[165:04] Speaking of that, so I noticed that 2 of the parks that are either on or under funded, are major parks in South Boulder. One is Harlow Platts, and one is Shannon rich. So i'm wondering like. how do we prioritize how we spend money enhancing parks to make sure that we're. you know, meeting the needs of all you know. corners of the town supposedly. Yeah, that's that that question. I think we with the is for the community center. We will help some degree, you know, as long as we provide all the in the and it's as we go around the system. This is like almost the best we could do with our current funding. We we we can get better at tracking it, and then I it on it. And that's that we're working on for, like our Kpi plan and the various like You slow that?

[166:03] Or could I want to chime in here. Part of the reason Shanahan rages up there is because if you'll remembered about what Mark talked about earlier, when Prab discusses the cip you actually recommend funding for the next year. But you see a slate of projects. For the next 4 years Shannon Hembridge had been identified for a playground replacement in the park update. It has been de prioritized. There are parts that are older, more highly visited, and and prioritize. When you look at asset prioritization they're much more critical to the system. Parker Park is a great example. It's it's in the heart of downtown amidst family housing. It's the place space for one of the most accessible daycare in the community at Boulder Day nursery, and it wasn't on our plan. And so I I just want to be blunt and and point out that that it's. It's up here because it had been on the Cpc. And we're calling out that it's it's no longer funded. We're not recommending it in the next 5 years. And that's really what I was getting at Like what are? Why are we prioritizing that

[167:00] employing those factors makes sense to me, but I think that the results of that is that there is a part of town that you know has aging infrastructure. But I think that that makes sense, and it's reasonable, based on what you're describing. And if you get an activity, it is on the under funding, how should we prioritize it. So we'll hopefully get feedback from you on that incorporate because part of our role is like the we'll be seeing. How do we look at these projects from bonds. It's not that new streets, etc., etc., to help me this on the phone you need, and i'm part of identifying the the that need is trying to to raise awareness. Yeah. is it? Sounds like there's a pretty good expenditure on bathrooms. And I was wondering I've seen articles about kind of

[168:00] since Covid started, almost less increased, and to kind of opioid crisis, like all these factors are kind of converging all around the country, and there's a whole bunch of people using bathroom in some ways that people is there, and that there's kind of companies are proposing new different bathroom miles with like blue light that you can't see veins shoot up any things like that are those or any of those initiatives like have enough track record to be able to evaluate whether it's a better investment than a like P. Or a traditional restroom. So, thanks to it's a complex question. Isn't it? I mean so, San Francisco. Was it 1.9 million for bathroom Replacement it me, too. and it, you know. We laugh a little bit. It's time to tell you. Like to get your point in Pearl Street. We have to close down the bathroom similar issues you described earlier. and so we actually took Bill Street as an example, and we'd be happy to share this with prior to the 3 months time. So we're looking at all the current options out there that folks are using that one of them sound music.

[169:09] It's a cameras. It's having attendance. This improve can be a lot. We're basically moving this all prison standard. I don't want to say the greatest experience, because that might not be the right way to go here. But it's not the most outset. If you pleasing approach what you'd want to do so. Yeah, we it's time to put in these different methods. We're not sure exactly how well each one of them work. But over time. Both we look at that. We are already, but you know it's your right. It's it's no, no, not too soon. Where we some of them examples I gave you took from other projects that are going on in other cities. I think it's simple making them specific about how they work, and then the trick isn't it is to track me over time and see what it doesn't work. But yeah, it definitely it's even for you. It's a big thing as well as the

[170:06] in Colorado Springs next 10. You're there. They have an excellent, which is one of these new models that people are, are are finding multiple and urban spaces where they see more abuse. We've talked to their director about it. They they really like it as we update restrooms. Certainly, as we both one in the civic area. Because we do face to that project we intend to include a more modern unit that will stand up to her. She's What is next you can Google it. So there's the Portland. And it was referring to this. I think there's the Portland Blue. There's the absolute. There they're models. And you see them in Europe also in the middle of a square. You'll have just one install toilet it's. Sometimes they're paid. Sometimes they're not. You go in. You'll use it. It's timed. It has all kinds of features in inappropriate Use 5 min. The door opens the unit that closes and get sanitized, and then it's it's available for the next person highly industrial, all kinds of features to

[171:01] to keep them safe and clean. Okay, and I've just and we've got a 10 min time check. So there's a couple more questions, and that move the activity. That's all right. Just one quick question. When when you look at the development of rain gardens and other full holder approaches. Oh, transportation be responsible for that, or with parks, and it's a good point. Sometimes it's just, sometimes the transportation and it's, it's, it's, it's, it's, it's it's it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's it's, it's, it's, it's it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's, it's it' the new street improvements. So it just depends who You' on the project and good uses. There. There you go. You don't see that as a major source of spending I. We've seen lots of advancements in the way we can do green infrastructure. One of the moments which is just measured in the of our case capturing. We're talking about captioning water of help and balson. storing that at north all the park underground and potentially using that for irrigation.

[172:05] So this as new projects come online and this like trying to assess the risk factors of cost, benefit, analysis, and all of that, Some of this new types of infrastructure as well. I think we'll see that, for in the next 5 min. Yeah, thank you. Good question. Take you. Okay, to move to the activity. Stacy's kind of hand out for you. Okay. try to keep this as simple as possible. So when we talk about the projects, you've got the a list in front of you. So yeah. So basically it's it's confuses me every time it's 5 projects.

[173:00] Excellent to 5, and frankly, one to 5 won't be high. and I know some of the new phone. So what we can do is like Ellie and folks around out talk through stuff, and if you, if you, if you don't know the projects, what would let this maintenance enhance the mute. We take care of what we call it. The more investment parks. New is brand new. It's just number it based on that category. That's also helpful for us as we think about this. So the first column is an overall ranking. Everything gets a one by right there that's pick 5. It's the project. And then on the back of the sheet. Thank you, Brian. One best. I want back. That's fine. It is.

[174:01] Just say, hey, this project, I think it's captured this primary Cbd. That's about. and then I think it lines best for this master plan theme. So just write down what you think we're access to that project. Prioritization here in headlines looks that they be again is to soften the ground and start thinking. And if you just have questions, and we follow up at the April meeting, that's fine, too. and we'll get to, and we'll see how? Well it it? Yeah. No. Totally. We can, even just if we spend about 5 min on this. No, that can be visit. This is bye. Yeah.

[175:06] So that's okay. Okay, I don't know. Okay. Yeah, exactly. Here. pretty cool. What happened to my animal? I just read it. Great. This is

[176:09] It's 0. Yeah. Okay. yeah. she's It's all fighting and trying to sign in. If I'm going to be. I have

[177:15] that one in the boss right 2. I think he's not getting out of. And so I just

[178:00] your suggestions. I like that. Suggest you that that's one way. Is that maybe we but like that's what I said, Why? Because right now it's it's 45, for example. Right? Yeah. So basically we're the contract.

[179:04] Yeah, yeah, how are you? I think the conversation it's express, though I think the conversation it's something he's a good guys. It's nice. Oh, I agree. Which is what I was trying to. hey? I know i'm sure you can send your original email pick up by bye. Can we go first?

[180:03] So just pick your top priority, and if you have to feel free to mention the 2 1 min before them and maybe stop with Jason. Oh, okay, I think it's a regional par since the top priority it's I mean the term regional. It's equitable. It's the you know. The trust is all areas in the city taking care of what we have. Community health. I feel like it kind of a lot of those categories. thanks to I will collect them at the end. Because of that. it is yeah. So without knowing all of that kind of all these projects. I don't accept the free infrastructure as my top priority just seems. Who wants a lot of first any values you know sort as well, and I find it. I appreciate that. And i'm just to be clear in the past, and that it's not like we it in through.

[181:05] It's Sometimes it's the first thing to get by itemizing it. You can help. Yeah, definitely. Fun extreme. I also had green infrastructure as number one for the same reasons. awesome thanks to any of the thoughts that if I was number 2 bathroom through shelters. it all. Yeah, from an equity point of view. Yeah. really so. My number one was for enhancements, because it's our biggest revenue generator, and we can. I think we need to take care of it. Facility that is driving the most revenue, and I think people are really enjoying that, so we can improve the quality of this systems. I think we should. And then the second was access, mobility and

[182:02] parking lots. We need to take care of our disabled citizens and make sure that we have enough parking for people at our facilities. We appreciate that. So yeah, thanks a lot. I mean. I think a lot of. Then i'll leave line some of the and 10, sorry we've talked about trying to find Thex revenue streets. Do you want to touch based on that about that which part of that? There's some because these are unfunded. How would we given the time? It's a it's a good thing to follow up on, probably is, and especially we'll tie it to the rock center conversation. If that's okay with you. Yes, absolutely it's it's it's one of the things where it as we recognize. We do have these funding gaps, and if it is 6 million dollars. It might be a little bit higher. We might not be able to get an extra 20. We won't. Get to full of 60 we'll have to prioritize these.

[183:01] Yeah, I mean, I think the cliff notes is that I see a keep on kind of my job in the next few years is, we have some really critical projects that have such a positive impact on the community as we figure out how to fuss off. So it's my job. Thank you. And thanks for being the exercise that's helpful. And just next steps I should just really pass this over to the next step, so sure we'll come back in May with everything laid out for a C IP. For 2029. This is the discussion item where we expect it to be a little late here for any questions and concerns that you have. And then with that we'll come back in June with the final recommended you for 24 through 29. Once again your per view is private. Numbers is to approve the appropriations out of the apartment parks and recreation phones, and recommend the in September this will go to the planning board. It is rolled up very city-wide, so all 3 departments will have projects included

[184:06] This gives a comprehensive review, with somewhere in between that timeframe there will be staff conversations and coordination, as far as the timing of projects so something that we have in 25 and about 26 that aligns better with city white projects. We're not gonna do a park and then come back in and do all of the ground work. A year later City Council does a study session in September, and then there are 2 public hearings in October to adopt the budget. and then new. This year is in part one of next year. What we're trying to talk about, everything that was accomplished would be 23 cap and then identify what? The next steps are for 24 to 29. Just so. We are being a little bit more accountable and transparent about is our project pipelines and budgets accurate? Do we need to make further refinements, and that will just continue to build year over year on each other.

[185:04] that just you again, for similar to the last topic. we're going to move our landing for the planes we get to. Thank you so much. Welcome, Bertie and Anna. We're really glad you here your first 3 h meeting.