Building a sustainable, equitable and resilient financial future

The city's Long-Term Financial Strategy Project is a City Council priority to help guide the city’s financial future.

Project Overview

Prioritizing our financial future is consistent with policy recommendations from the last two decades. With this project, we hope to achieve more flexibility with the dollars we have and identify new sources of revenue to better address dynamic needs. We also want to engage with our community to better align around service expectations and priorities.

Stay Informed, Get Involved

Over the next year, we’ll be seeking community input on what you consider to be core, essential services and what acceptable performance looks like in these areas.

The city is hosting a series of community engagement sessions to share more about this topic as well as to hear perspectives and insights from community members. The sessions are designed to build understanding around the city budget, which city programs and services have the most impact on community members, and what acceptable levels of service looks like in these areas. Community members are invited to attend one of the following sessions to ask questions and share their perspectives:

Community members may also share their perspectives by participating in an online engagement activity. This activity is identical to the activity participants will engage in during sessions and will be open from March16 to April 19. Complete the online activity.

Ongoing / Past Engagement Opportunities

  • Observe Financial Strategy Committee meetings
    This committee meets monthly. The sessions are virtual, and community members are welcome to watch in real-time. The meetings are not recorded, and there is no public comment. Any decisions requiring a vote by council must occur at a council meeting, and typically include a public hearing. To see upcoming schedule for committee meetings, please visit the city’s online calendar and search for Financial Strategy as the title.
  • Statistically Valid Survey: Now Closed
    The city worked with a national research firm, Probolsky Research, to conduct a randomized and statistically valid survey to better understand community concerns and opinions about potential 2025 ballot measures.

Our Financial Landscape

The city strives to provide service excellence for an inspired future. We know our community has high expectations – and we want to meet these, both in delivering core services and taking on challenging issues. Unfortunately, our list of needs is outpacing our available funding.

This is, in part, because the city budget relies heavily on sales and use taxes, and in times of inflation and decreased spending, less money comes in. But our issue goes beyond this. Here’s a snapshot of some of our current conditions:

  • While Boulder taxpayers have been generous, they typically approve taxes for specific purposes. As a result, 68% of the city’s revenues are dedicated, reducing flexibility to address rising costs and emerging needs.
  • There is a significant number of underfunded core city services in areas our community counts on, like parks and recreation, transportation maintenance, public safety, facilities operations and more.
  • Recent practices have focused on short-term decisions without a strategy for expiring taxes and other potential sources of revenue.

Areas of Focus

City Council prioritized the creation of a Long-Term Financial Strategy at its April 2024 retreat. Guided by a Financial Strategy Committee with three council members, a cross-departmental staff team launched a two-year initiative to address this important issue. The workplan includes four key focus areas. Each one has a set of specific tasks detailed in the drop-down tabs below.

  • Establish a Long-Term Financial Plan that outlines guiding principles, performs a current state assessment, recommends updates to financial policies and commitments to best practices, and future strategic steps. The Long-Term Financial Plan will serve as a strategic planning document to guide the financial strategy forward and provide supporting direction on and priorities of future action steps.

Outcomes:

  • Established guiding principles for fiscal philosophy for organization
  • Performing a current-state assessment against Blue Ribbon Commission recommendations
  • Revising and updating financial policies and committing to financial best practices
  • Identifying future strategic steps including performing research and identification of alternative funding methods, identifying services levels, and developing a multi-year ballot approach.

Timeline:

  • Staff to complete in 2025

  • The city is performing a research analysis and comprehensive inventory on revenues across the city. The intent of this work is to inform potential funding opportunities and understand our true cost of service levels to support community needs and citywide goals.

Outcomes:

  • Conducting a comprehensive inventory of fees, taxes, and other revenues
  • Conducting a comprehensive inventory of fee methodologies
  • Research and analysis, including benchmarking and cost recovery levels
  • Identifying potential revenue updates

Timeline:

  • Staff anticipates completing this work in 2025.

  • Why: Alignment of department strategic plans (previously called master plans) is necessary to better guide the city and identify implications related to financing and maintaining programs and projects. The city is also using this effort to understand resource allocation and associated revenues. The previous planning approach has been inconsistent and piecemeal. The goal is to look at needs holistically across organization.
  • What: The city is performing research on core service levels to understand service level requirements across the organization.

Outcomes:

  • Performing current state inventory of service levels
  • Identifying the criticality of core service areas
  • Synthesize community input on service area prioritization
  • Updating unfunded and underfunded needs list

Timeline:

  • Staff anticipates completing this work in 2025

Develop a Ballot Measure Approach for 2025 and 2026. This multi-year approach will help focus more holistically and comprehensively on the longer horizon to help support core service levels and community needs. Recent practice has focused on short-term decisions without a longer-term strategy for revenue approaches and tax renewals. This effort will include Financial Strategy Committee and Council review in the 2025 ballot measures planning and 2026 annual budget discussions.

Outcomes:

  • Identified potential ballot measure opportunities in 2025 and 2026 to support core service levels and community needs
  • Increased stability, predictability, and diversity of revenues
  • Longer-term funding approach to focus more holistically and comprehensively

Timeline:

  • This work will come forward in 2025 and 2026

2025 Ballot:

Boulder voters weighed in on two ballot measure this November. View the election results.

  • The first is the permanant extension of the Community, Culture, Safety and Resilience Tax (CCRS) to fund capital infrastructure projects and support community non-profits.
  • The second is to fund capital improvement projects by increasing the city's debt capacity. This debt would then be repaid with dollars collected through the CCRS tax in the future. If this measure passes, it will enable the city to accelerate future projects, save money on the increasing cost of construction and improve infrastructure and services for the community today.

Learn more about the 2025 Long-Term Financial Strategy ballot measures.

Guiding Principles

These goals and action steps outlined in the Long-Term Financial Strategy will guide future decision making, both within the budget and as we approach major policy issues that implicate the city’s long-term financial health. This comprehensive strategy will help guide us forward as we seek to establish an equitable, resilient and stable fiscal strategy to meet our greatest needs as a community.

  • Fiscal Sustainability and Sufficiency – The levels of service the city provides are stable and predictable, based on broad community engagement and needs assessments. Revenue is diverse, flexible and consistent. The city uses specific criteria when considering proposals to increase taxes.
  • Equity – Financial policies and implementation advance racial equity and reduce burdens on historically disadvantaged groups.
  • Resilience– The city maintains an ability to anticipate, adapt and recover quickly to adversity and change, supported by a range of funding sources and sufficient savings, or reserves, to meet emerging community needs, emergencies, and changing economic conditions.

More Information

Review City Council Documents

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