City Accomplishments

A welcoming and inclusive community that fosters positive neighborhood and community relations and ensures that all residents are secure and cared for during emergencies and natural disasters. Public infrastructure is well-maintained and reliable, and natural resources like water, air, and land are protected.

• Completed the Main Sewer Improvements, the first phase of the 63rd Street Waterline Replacement Project, and Chautauqua Infrastructure upgrades projects, representing millions in capital investments that strengthen the city's water, wastewater and stormwater resilience.
• Advanced design and permitting for major flood protection initiatives to enhance community safety and infrastructure resilience.
  
• Completed the Phosphorus Upgrades projects, a regulatory-required project to upgrade the Water Resource Recovery Facility to remove phosphorus, protecting Boulder Creek and the environment downstream.
  
• Obtained six extreme risk protection orders in 2025, preventing individuals who pose a significant risk of harm to themselves or the community from purchasing, owning, or possessing firearms. This marks a record number of orders since the City Attorney’s Office began seeking them in 2021, and Boulder continues to maintain the highest success rate for such orders among comparable cities in Colorado.
  
• Diverted a record number of cases in 2025 through the Community Court program, on pace to match the previous year’s record for connecting individuals experiencing homelessness to community resources. Rather than traditional punishments like fines, jail, or community service, participants charged with low-level, non-violent crimes can earn case dismissals by engaging with supportive services.
  
• Enhanced public safety, reduced unsanctioned camping, and improved accessibility throughout the Boulder Creek corridor through cross-departmental collaboration in the city’s Safe and Managed Spaces Team.
  
• Advanced several commercial district maintenance improvements, including implementing no-overnight-parking rules in Civic Area lots and replacing trees and tree wells along Walnut Street to enhance the downtown streetscape. Upgraded essential infrastructure by replacing 36 trash receptacles, installing 235 new bike racks, completing an HVAC replacement at 1500 Pearl, and revitalizing University Hill with new medians on Broadway Avenue.
  
• Strengthened Municipal Court operations by establishing new partnerships with CU Boulder programs, municipal probation departments, and city initiatives, enhancing Community Court case management through prioritized needs and increased client accountability, and reducing the duration of Minor in Possession cases through improved accountability measures and increased communication with students.
  
• Partnered across Climate Initiatives, Utilities, and Parks and Recreation to launch a non-chemical management strategy for the Eurasian Watermilfoil infestation at the Boulder Reservoir. By piloting manual removal and composting, the city avoided costly diversion projects and prevented the introduction of chemical treatments in a major recreation area and drinking water source.
  
• Advanced multiple community resilience projects and governance milestones, including the Chautauqua Undergrounding Project, which reduces wildfire risk and improves reliability in a cherished historic area; a full overhaul of the Sustainable Deconstruction Program to reduce building-related waste.
  
• Expanded the city's wildfire resilience work on OSMP-managed lands, through a multi-faceted approach that includes targeted grazing, tree thinning, mowing, prescribed burning, ditch fuel reduction and invasive weed removal. Fuels mitigation efforts were concentrated on OSMP land within the Wildland-Urban Interface. The city is also partnering with CU Boulder to research prescribed fire best practices with funding by the National Science Foundation. Also strengthened wildfire prevention by expanding public education, improving on-site signage and increasing nighttime parking deterrents and enforcement.
  
• Achieved Commission on Accreditation for Law Enforcement Agencies (CALEA) accreditation after nearly three years of work, making the Boulder Police Department one of the few in the world to meet the highest professional standards. This included a comprehensive review and update of all policies and a full departmental audit, placing BPD among the top 5 percent of agencies globally to reach this gold standard in public safety.
  
• Administered life-saving care to burn victims after the Boulder Attack on June 1. Police swiftly located and arrested the suspect, preventing additional casualties, and secured the area, and Fire-Rescue crews and paramedics provided medial aid to wounded people in a traumatic moment for our community. The city's public safety communications team coordinated media and community updates at the scene and through the Emergency Operations Center. Following the attack, the city lit the Boulder Star from June 2–8 as a symbol of unity and resilience.
  
• Implemented by Boulder Fire-Rescue, the Naloxone Leave-Behind Program aims to reduce opioid-related medical emergencies in the community. Through this harm-reduction initiative, responders distribute naloxone kits during overdose-related calls or when individuals may be at future risk. The program expands access to lifesaving medication, enhances community health outcomes, and supports ongoing efforts to address opioid misuse.
  
• Completed more than 1,000 Defensible Home Assessments (DHAs) since program launch. 584 properties we assessed through the DHA program in 2025 alone, reflecting strong community participation and growing momentum for wildfire preparedness. These assessments provide homeowners with tailored recommendations to reduce wildfire risk, improve defensible space, and enhance neighborhood resilience. More than 80% of DHAs completed have been within high-risk areas.
  
• Achieved re-accreditation from the Center for Public Safety Excellence (CPSE), reaffirming Boulder Fire-Rescue’s commitment to organizational excellence, continuous improvement, and high-performance service delivery. The rigorous evaluation assessed governance, strategic planning, performance outcomes, and community engagement, reflecting the department’s dedication to meeting and exceeding national standards.
  
• Launched a new Public Safety Updates webpage to provide residents with timely and accurate information directly from a trusted source. Designed to reduce reliance on social media for essential updates, the webpage includes incident information and preparedness resources. This new resource enhances transparency and strengthens communication with the community.
  
• Started a Community CPR Training Program to boost community readiness and lifesaving capacity. More than 100 participants completed hands-on CPR training in 2025. These sessions empower residents, businesses, and community groups with the skills needed to recognize cardiac emergencies and intervene effectively before first responders arrive.
  
• Expanded the police liaison program to include the following communities: African American, Latine, LGBTQ+, Muslim, Jewish, Youth, Disability. This focused group of officers works to increase accessibility to communities that have historical obstacles to accessing police services. Each group of liaison officers has worked to proactively engage in their community with events resulting in better relationships with the community members and changes to policies and programs.
  
• Launched the Blue Envelope Program to improve communication between first responders and individuals with invisible disabilities, offering a free, voluntary tool available in person or by mail. Developed collaboratively with community members and advocacy groups, the program has supported more than 20 other agencies in launching similar efforts and led to a unique Boulder-specific pedestrian and cyclist version. Since its January 2025 launch, it has strengthened accessibility, inclusion, and safer interactions across the community.
  
• Expanded the Boulder Police Department (BPD) peer support program and training to better meet the needs of all BPD staff. The peer support team utilized grant funding awarded by the State to host expert guest speakers on topics of Resilience in Policing and Wellness for the staff and their family.
  
• Formed a new Boulder Police Department collateral duty for serving the Colorado Special Olympics teams. The department staff participated in fundraising and supporting the annual Plane Pull, Polar Plunge, and Torch Run. The newly formed collateral has formed a team to engage in weekly pickleball games with Special Olympic athletes resulting in greater positive relationships in the disability community.
  
• Initiated a project, led by a traffic officer, to reduce the burden on Spanish-only community members to develop a user-friendly traffic citation form in Spanish. This form addresses a nationwide accessibility gap—where individuals receive only English instructions even when interpretation is provided—helping prevent missed court dates, failure-to-appear warrants, and lost opportunities for reduced fines. The new Spanish citation includes QR codes linking to payment information and community resources, and to our knowledge no similar form exists for Spanish speakers at the state or federal level.
  
• Participated in and successfully completed Phase II of the "Declaration of Respect" (DOR), a grassroots initiative and training program designed to improve trust and interactions between the community and police officers. The program introduces a public safety framework rooted in accountability, empathy, and the practice of respect. Officers receive training from the DOR team and may choose to offer this spoken statement during appropriate moments of public service.
  
• Hosted a Community Academy in 2025, offering any community member the opportunity to apply for an eight-week program to learn about policing in Boulder. The program covered 17 topics, included 14 participants from diverse backgrounds in and outside the city, and received overwhelmingly positive survey feedback about the information gained and the weekly three-hour sessions with BPD staff.
  
• Successfully expanded the Boulder Police Department K9 unit as a key annual accomplishment, adding one canine and new handler to its ranks. This strategic addition enhances operational capabilities in areas such as narcotics detection and officer safety for the coming year. This was fully funded by the Boulder Police Foundation which considers the city's fiscal responsibilities while providing this essential safety service.
  
• Hired 8 lateral Boulder Police Department officers, 15 new POST certified officers, and promoted 3 officers to sergeant positions and one sergeant to a Commander position.
  
• Established a working group with staff from the Boulder Library, Parks and Recreation, Open Space and Mountain Parks, and Transportation. The group is learning more about court-ordered community service from staff who lead those volunteers and from the state and municipal court systems and is developing standard operating procedures for staff who want to work with this population.
  
• Launched a Drone as First Responder (DFR) program with two full-time pilots providing Unmanned Aircraft Systems (UAS) support for in-progress calls. The program improves situational awareness, enhances officer and community safety, and reduces direct responses to unfounded calls, allowing uniformed officers to focus on high-priority or emergency situations.
  
• Expanded use of automated speed enforcement on state highways within city limits to support achieving Boulder's Vision Zero goal of eliminating severe crashes. All corridors were approved by Boulder City Council, the Colorado Department of Transportation, and Colorado State Patrol based on an extensive review of data over the past five years related to incidents of crashes, speeding, reckless driving or community complaints of speeding on a street.
  
• Installed new Motorola radio infrastructure to support emergency response, providing the city with a more robust system and full regional interoperability. The two-person team completed this typically two-year project in under a year.
  
• Opened the new Fire Station 3, designed to support firefighter wellness, reduce exposure to hazards, provide recovery spaces, and promote long-term health. The all-electric station features sustainable design elements, including a roof optimized for photovoltaic panels and 22 tons of salvaged steel from the old hospital, and serves as a national model for enhancing public safety, firefighter health, and community sustainability.

All Boulder community members are able to meet their critical needs, enjoy high levels of social, physical, and mental well-being, and have access to abundant recreational, cultural and educational opportunities in an environment that respects and celebrates human rights.

• Transitioned to a more digitally accessible, user-friendly recreation registration software, SmartRec by Amilia. This all-in-one registration platform makes it easier for community members to manage memberships, class sign-ups and court, pool lane and event space reservations at all city recreation facilities and Older Adult Services centers (West and East Age Well Centers).
  
• Promoted youth engagement and activity through new nature-based activations, including the Wild Woods Nature Discovery Area in the Civic Area. Sensory and Nature-Play increases youth access to parks and open spaces, building physical, emotional and social well-being.
  
• Supported staff from departments across the city in taking one of their volunteer programs through the Racial Equity Instrument. The Volunteer Cooperative’s Inclusiveness and Belonging Subgroup facilitated this process, bringing common volunteer-related questions to the Community Connectors-in-Residence for feedback. We will continue supporting this work through additional working sessions into 2026.
  
• Completed an Indoor Recreation Needs Assessment that integrated community feedback, recreation trends, demographic data and programming inputs to understand the state of the current system and to inform possible futures of indoor recreation in Boulder for the next 50 years. This report forms a foundation for renovation of East Boulder Community Center as funded through the 2021 CCRS tax, short-term maintenance at South Boulder Recreation Center and North Boulder Recreation Center, as well as informing the city's Long Term Financial Strategy.
  
• Completed the Commercial District Analysis in 2025 and began exploring a potential Downtown Development Authority, while supporting five new businesses through affordable commercial opportunities to help activate the downtown core.
  
• Developed new BVSD 4th-grade field trip to The People's Crossing, co-designed with Tribal Nations to help students learn about Boulder's complex history and its significance to Indigenous Peoples. This work supports OSMP’s Equity Plan Development.
  
• Concluded the pilot phase of the city’s Elevate Boulder guaranteed income project, which provided $500 per month to 200 low-income households for two years. The final evaluation report and stories from participants show that with unrestricted, unconditional direct cash assistance community members could afford food and reduce hunger; pay rent and stay housed; improve mental and physical health; and experienced many other benefits. Many participants obtained education and job training, and nearly all felt more confident in reaching long-term financial goals. Participants also felt empowered and experienced self-determination and sense of dignity.
  
• Distributed $566,183 in funding through October 2025 to help community members meet basic needs, including $173,222 via the Food Tax Rebate Program to 1,097 clients, $191,404 through Eviction Prevention and Rental Assistance Services to 69 households, $113,687 to 175 families facing barriers, and $87,870 to 131 older adults for essentials like food, rent, transportation, utilities, and healthcare. These efforts reduce cost barriers and support Boulder residents with low incomes to remain in the community.
  
• Developed the city's first Behavioral Health Framework to define the city's role and priorities in supporting behavioral health for Boulder community members. Given the high demand for behavioral health services and the reality of resource constraints, the Framework provides a strategic path forward and highlights the need for direct city services such as behavioral health crisis response; and investments to support safety net nonprofit programs including substance use and suicide prevention.
  
• Received award for Out in Nature program supporting LGBTQIA2S+ community access to the outdoors.
  

High-performing, safe, and well-maintained buildings and infrastructure that accommodate a diverse set of community needs for working, learning, playing, and living.

• Achieved a decrease in homelessness since 2023. The 2025 Point In Time count indicates 18% fewer people living unsheltered in Boulder in the summer and 22% fewer in the winter.

• Conducted an evaluation of the homelessness system. The resulting 2025 Homelessness Strategy Update expands on the original strategy and will guide future resource allocation and program design. This roadmap will enable the city to continue to exit people out of homelessness, building on the success of 2,250+ exits from homelessness since the strategy was implemented in 2017.
• Began converting over 4,400 streetlights citywide to more efficient LEDs, reaching 85% completion in December 2025. This long-awaited transition will save money, improve reliability, enhance travel safety and reduce carbon emissions.

• Marked major milestones in expanding access to affordable homeownership in Boulder. The BoulderMOD project received Housing Colorado's Eagle Award for Addressing Challenges of Housing Affordability, recognizing its innovative, factory-built approach to creating high-quality, energy-efficient homes. In November, the first BoulderMOD-built duplex was placed on its foundation in the Ponderosa community, advancing the city's goal of making 15% of all Boulder homes permanently affordable by 2035.
  
• Completed major renovations to key OSMP trailheads at Chapman Drive, Sawhill, Cottonwood, South Boulder Creek, and Marshall Mesa, enhancing neighborhood connectivity to trails and providing accessible areas for wheelchairs and equestrian trailer access.

A safe, accessible, and sustainable multimodal transportation system that connects people with each other and where they want to go. Open access to information is provided both physically and digitally to foster connectivity and promote community engagement.

• Planned for broadcasting and technology infrastructure at Western City Campus by ensuring each multipurpose center is fully equipped to meet immediate needs and support potential future requirements, providing a foundation for broad operational capabilities.
  
• Created a Community Access Framework to support equitable and efficient access to city parks and spaces by offering a comprehensive reservation system for spaces, with pricing structured according to type of activity, who it serves, and the user's alignment with City of Boulder priorities. The framework advances specific initiatives in the 2022 Boulder Parks and Recreation Department Plan aimed at developing relationships within the community to improve and expand access, creating a more accessible park system.
  
• Launched a suite of targeted e-newsletters — including the monthly Chief’s Connection, the quarterly wildfire-resilience Anchor Point, the Special Events Newsletter, and the Business Bulletin—to deliver timely, topic-specific updates and strengthen community engagement, collectively reaching more than 1,400 subscribers.

• Received State Historical Fund Grant which enables the city to expand upon work underway to produce ethnographic-education reports focusing on Tribal history in Boulder County. These reports will serve as invaluable historical resources and educational tools for both city staff and the community.
  
• Advanced several key parking and access initiatives in 2025, including updates to the Neighborhood Parking Permit Program that will take effect Jan. 1, 2026, following the first fully successful year of digital permits. The team also completed the conversion of the Boulder Junction garage to Metropolis, eliminated the waitlist for surface-area parking lots, responded to more than 1,243 Inquire Boulder parking enforcement requests, and maintained a garage parker satisfaction rate above 74%, improving overall access, service and convenience for customers.
  
• Aligning with the citywide strategic plan priority action to "expand and provide appropriate resources for the Community Connectors program," staff have secured one-time 2026 general fund resources to continue wellness programming as well as increase the Community Connector Coordinator position from 0.5 FTE in 2025 to 1.0 FTE in 2026. Staff launched a new program, Outreach Community Connectors - who share important information and resources with their networks of connections to reach harder to reach audiences and elevate lost voices in civic engagement - as well as continued to support a team of Community Connectors-in-Residence and two Project Connector teams - Downtown Places and Primos Park.
  
• Increased staff capacity for language access by expanding training and resources for both city staff and the community, including two Language Access 101 staff training courses, one community-partner-led training, and further professional development for the citywide Language Access Liaisons team. Designed and distributed I Speak multilingual cards and expanded the use of language access services such as interpretation, translation, and bilingual programming or engagement opportunities.
  
• Enhanced the city’s digital accessibility by reducing the use of PDF documents across city platforms. Remediated, removed outdated, or archived over 300 Planning and Development Services PDFs, converting them to accessible web forms as appropriate. Updated more than 600 links in the Customer Self Service portal, migrated development review maps to a more accessible application, and provided more user-friendly digital formats for the community.
  
• Brought forward the last few recommended updates from the Access Management and Parking Strategies (AMPS), an adopted policy of City Council since 2017. The changes complement on-street and off-street parking reforms and reimagine transportation demand strategies as part of AMPS: Boulder's guide to improving access across the city by increasing transportation options like walking, biking, busing and driving for people who live, work and recreate in our city.
  
• Completed key work supporting Boulder's Vision Zero goal of ending serious injury and fatal crashes and reducing all other crashes, including preliminary design work for north 30th Street and parts of Folsom Street. Both are identified as priority streets on the Core Arterial Network (CAN), a years-long comprehensive roadway redesign effort toward safer, more connected and more comfortable travel on 13 arterial streets.
  
• Completed and began construction on several key transportation improvement and maintenance projects to improve travel connectivity, safety and comfort. Work includes citywide pavement work and complementary bicycle, pedestrian and transit facility improvements to key locations as part of the 2026 Pavement Management Program, traffic signal upgrades, new bus and turn lanes along parts of east CO 7/Arapahoe Avenue in partnership with the Colorado Department of Transportation, the expansion of the Downtown Boulder Station in partnership with RTD, extensive multimodal upgrades to parts of 30th Street, and a new multi-use path on Valmont Road, among other projects such as critical safety repairs to bridges.
  

A sustainable, thriving, and equitable community that benefits from and supports clean energy; preserves and responsibly uses the earth’s resources; and cares for ecosystems.

• Conducted in-depth technical analyses and facilitated productive community engagement through the Water Resources Advisory Board and City Council Study Session, establishing the foundation for an integrated water supply plan.
  
• Completed a major update to Boulder's Climate Action Plan, incorporating new climate-risk findings, strengthened equity commitments and clearer strategies to guide the next decade of community-wide action. Boulder was once again recognized internationally for leadership in climate action and transparency, earning a place on CDP's 2024 "A List," joining just 112 local governments worldwide honored with this distinction.
  
• Joined cities around the world in signing the Berlin Urban Nature Pact, committing Boulder to measurable biodiversity and nature-based solutions by 2030 and strengthening our long-standing work to integrate nature into climate action.
  
• Finalized the Healthy Buildings, Stronger Community Roadmap, a 10-year plan to make Boulder's homes and workplaces healthier, more efficient and more resilient. Shaped by engagement with over 60,000 community members, the roadmap lays out clear next steps, expanded incentives for low- and moderate-income households, a "One-Stop Shop" for upgrades, strategies to prevent displacement and workforce-development partnerships.
  
• Completed restoration of amphibian breeding habitat at 4 sites which included removal of 9.5 tons of invasive cattails at one site. The city also removed or retrofitted 20,000 linear feet of fencing to support wildlife movement around open space land.
  
• Invested competitive CDOT grant award into new electric buses for the HOP fleet, with buses anticipated to begin service this winter, bringing the city closer to its transportation, mobility and climate goals, with more buses arriving at the city in 2026. The HOP bus route was also expanded to directly serve Boulder Junction and link to returning RTD routes, in addition to connecting key destinations like CU Boulder, University Hill, downtown and the 29th Street Mall with a 15-minute frequency during peak service.
  
• Provided protection and monitoring of raptors which helped successfully fledge 4 Bald Eagles, 2 Golden Eagles, 17 Osprey, 10 Peregrine Falcons, 4 Prairie Falcons and 21 Burrowing Owls.
  
• Furthering the electrification goal, the city now has 91 electric vehicles in service and supporting operations across the community. To improve the electric vehicle charging infrastructure for city fleet operations, the city has installed 35 new charging ports.

A local government that provides an excellent customer experience, responsibly manages the city’s assets, and makes data-driven decisions informed by community engagement inclusive of those who have been historically excluded from government programs and services. The city organization exemplifies an employer of choice with policies and programs to support employee inclusion and well-being.

• Developed a balance 2026 budget during a time of slowing economic growth, flattening of major revenue sources, and recent state legislation impacting city revenues, covering a projected $7.5M shortfall without significant layoffs.–As part of the city’s work on the Long-Term Financial Strategy, which focuses on long-term fiscal health, the 2026 Budget also incorporates new or enhanced alternative revenue measures – such as the Transportation Maintenance Fee and speed-on-green photo enforcement – to support increased revenue diversity and reduced overreliance on sales and use tax, while maintaining focus on funding our core city services.

• As part of the city’s Long-Term Financial Strategy to support revenue stability, sufficiency, and flexibility, the City of Boulder put forward on the November 2025 ballot the permanent extension of the 0.3% Community, Culture, Resilience & Safety Tax and associated debt authority to support critical underfunded or unfunded capital needs, both for the city as well as non-profit organizations providing benefit to the Boulder community. Voters approved of this permanent extension by 72%, a vote of confidence in support of civic infrastructure and public spaces supporting the Boulder community now and into the future.
  

• Launched a one-stop shop for Mobile Food Vehicle Licensing in March 2025. Through close collaboration with County Public Health, the Fire Department, Inspections, and Language Services, we streamlined the process to improve clarity and reduce barriers for applicants. This coordinated approach delivered a more efficient, accessible, and user-friendly licensing experience for the community.
  

• Transitioned City Council agenda management platforms and implemented significant process and service improvements for public materials supporting city council business, including streamlined memo templates, updated training resources, and a more user-friendly agenda viewing platform.
  
• Implemented a secure, cloud-hosted billing system and transitioned to paperless billing with an enhanced customer service portal, improving efficiency, reducing environmental impact, and providing customers with better access to information.
  
• Launched a new program, Outreach Community Connectors—who share important information and resources with their networks of connections to reach harder-to-reach audiences and elevate lost voices in civic engagement—as well as continued to support a team of Community Connectors-in-Residence and two Project Connector teams: Downtown Places and Primos Park.
  
• Earned accreditation from the Commission for Accreditation of Park and Recreation Agencies (CAPRA), the only national accreditation program for park and recreation agencies in the United States. This milestone confirms that the Boulder Parks and Recreation Department meets rigorous standards for operational excellence, accountability, and community service, a distinction held by less than 2% of parks and recreation agencies nationwide.
  
• Celebrated more than a decade of achievements in the Community Vitality Department, with average staff tenure now exceeding six years. In 2025, hosted over 13 opportunities to foster connection and celebration among team members, and expressed gratitude to everyone who has contributed to building a strong and vibrant team culture as the department transitions into the Office of Cultural and Economic Development in January 2026.
  
• Launched a reimagined Media Relations 101 training for city staff. Held four sessions with about 50 city staff taking the training in 2025. Interacting with media is an important aspect of how local government serves community. When reporters truly understand an issue, they can be valuable partners in amplifying the city's story and policy considerations, motivating individuals to participate in our programs and services, and fostering public trust. When they don't—or they sense that the city is not being transparent – the opposite can be true. This class helps city staff take charge and have confidence in interviews and community interactions.
  
• Increased staff capacity to provide individuals with limited or no English proficiency with meaningful access to information, services, programs, activities, and decision-making processes. Staff have increased training and resources for language access, both with city staff and with our community. Two Language Access 101 staff training courses were offered, one language access training was offered through a community organization partner, the citywide Language Access Liaisons team was expanded and received further professional development, I Speak multilingual cards were designed and distributed, and language access services (e.g., interpretation, translation, bilingual programming or engagement opportunities) were more heavily utilized.
  
• Launched the STAR – International Police Exchange Program in 2025, sending two BPD officers to Germany to learn policing tactics, community engagement, and cultural differences, and hosting two German officers in Boulder to exchange operational and cultural knowledge. The program successfully introduced innovative ideas to shape BPD policing and will continue in 2026, supported by financial assistance from the Boulder Police Foundation to maintain fiscal responsibility.
  
• Expanded community engagement for the Boulder Valley Comprehensive Plan by completing 57 activities, including open houses, online questionnaires, theater performances, one-on-one meetings, and Boulder’s first Community Assembly.

• Developed a new land use framework and updated policies to be simpler, clearer, and more flexible, supporting a wider mix of uses and community goals. Staff also provided logistical, technical, and communication support, including bilingual sessions, a dedicated website, newsletter, and blog to keep the community informed and involved.
  
• Completed the following code changes in 2025:
  • Ordinance 8665 - Natural Medicine
  • Ordinance 8650 - Accessory Dwelling Units
  • Ordinance 8666 - Family Friendly Vibrant Neighborhoods
  • Ordinance 8651 – Occupancy
  • Ordinance 8669 - Form Based Code in East Boulder
  • Ordinance 8694 - Small Cell Update
  • Ordinance 8695 - Wildland Fire Code update
  • Ordinance 8697 - Code "clean up" package
  • Ordinance 8700 - Neighborhood Parking Program changes

  • Ordinance 8696 - Off Street Parking changes

  • Ordinance 8713 - Transportation Demand Management changes.
    
• Incorporated 15 city ordinances and state bills into EnerGov, including updates to the Wildland Urban Interface, occupancy, ADU requirements, digital accessibility and building codes. Historically, this team implemented an average of five ordinances per year, which underscores the significance of this year's increase.
  

• Reviewed and closed or voided 5,705 old building permits and identified 30,353 right-of-way and utility permits still open in the permitting system dating back to 1996. Staff visited each physical permit location and were able to close 28,505 permits/inspections and placed 1,291 into a two-year warranty period. Gathered accurate data about which permits have been fully completed, resolving prior uncertainty for staff, customers and the community. Eliminated open cases linked to contractors, freeing them from ongoing obligations to maintain the restored areas or public utility work associated with the open permits.
  

• Developed and conducted comprehensive customer service training with every Planning and Development Services employee early in the year. Customer satisfaction, evaluated through surveys, is currently averaging 80%, measured across nearly 50,000 customer inquiries in 2025, a steady increase over the last two years.
  
• Transitioned to GivePulse, a new Volunteer Management Platform. Part of this required multiple training sessions and ongoing support for volunteers in transitioning to new technology to meet our digital accessibility requirements.
  
• Completed major infrastructure improvements at the South Boulder Recreation Center. Critical maintenance repairs were performed in the building to extend the functionality of the building equipment. Patrons can enjoy a newly plastered pool, newly painted natatorium, and enhanced air circulation in the area with new fans and HVAC improvements throughout the building.
  

A healthy, accessible, resilient, and sustainable economy based on innovation, diversity, and collaboration that benefits all residents, businesses, and visitors.

• Advanced the Office of Arts and Culture’s initiatives in 2025 by finalizing the Boulder Arts Blueprint, completing the first full year of Arts, Culture, and Heritage funding, and progressing multiple public art projects, including $900,000 in contracts for work at Western City Campus and a new mural installation in the 15th & Pearl garage.
  
• Installed two new public art pieces, hosted five Experiments in Public Art lectures and workshops, welcomed over 200 participants on free downtown walking tours, and opened three new calls for upcoming public art projects.
  
• Awarded $1.63 million in Boulder Arts Commission Cultural Grants—up from $1.3 million in 2024—supporting a total of 180 grants, with most new funding directed to expanded General Operating Support. Achieved additional milestones, including revamping the Creative Neighborhoods Program, completing the Artist Census, and hosting a successful Boulder Arts Week that attracted over 18,000 people to 150 events.
  
• Enhanced and restored agriculture production on approximately 300 acres of OSMP lands at 13 different sites by removing prairie dogs, improving water delivery and soil conditions, and planting seeds.
  
• The Office of Special Events issued 168 event permits and 106 film permits and successfully supported major gatherings including Boulderthon, BolderBoulder, Boulder Creek Festival, and the first ever Roots Music Fest. The team also launched the Office of Special Events newsletter and helped deliver more than 200 days of activation throughout the year.