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01.09.17 DMC Packet DOWNTOWN MANAGEMENT COMMISSION January 9, 2017 5:30 pm Off Site Meeting Westview Conference Room, 3065 Center Green Drive AGENDA 1. Roll Call 2. Approval of the October 3rd, November 7th and December 5th Meeting Minutes 3. Public Participation 4. Police Update 5. Parks Update 6. Civic Area Construction Update 7. BID Update 8. Update on Downtown Garage Access and Revenue Control System PARCS– Yates 9. Matters from Commissioners 10. Matters from Staff  d2d Update  Downtown Garage Art Plan 11. Action Summary Attachments  October 3rd, November 7th and December 5th Meeting Minutes  Sales and Use Tax Revenue Report – October 2016  Police Stats  Downtown Boulder Open/Close List  City Council Retreat Submittal  Community Vitality 2017 Priorities Upcoming Meetings/Topics Chamber Economic Forecast - January 11 DMC Meeting February 6 - Presentation of Garage Capital Maintenance and Replacement Plan Development of Key Monthly Stats January 31 City Council Study Session - Head Tax Commissioner Terms DMC 2017 Priorities: Scott Crabtree: 2012-2017 Citizen at Large -Work with the community and downtown stakeholders to develop a downtown Eli Feldman: 2015-2020 Property Rep master plan to ensure the ongoing success of downtown into the future. The plan Adam Knoff 2016-2018 Property Rep would include an urban design framework to establish concepts, programs and Sue Deans 2014-2019 Property Rep implementation steps for sustainable transportation and mobility systems, parks Jerry Shapins 2016-2021 Citizen at Large and open spaces, and urban land uses, as well as policies, programs and recommendations in the area of economic vitality and social sustainability. - Work with City Council and other boards and commissions, the public and other stakeholders to educate and increase understanding of downtown parking supply/demand and future needs; increase awareness and understanding of all modes of transportation used by residents and visitors to access downtown, and the need to increase downtown’s accessibility. -Increase discourse and understanding of impacts the homeless population on downtown Boulder and opportunities for long-term solutions. Opened in 2016 Business Open Date Notes Colorado Limited 1428 Pearl January-16 replaces Trattoria on Pearl Kilwins 1430 Pearl January-16 replaces Trattoria on Pearl Crossroads Trading 1545 Pearl January-16 replaces Boulder Army Store Arcana 905 Walnut February-16 new space Via Perla 901 Pearl March-16 new space Fresh Produce 1219 Pearl April-16 replaces Penzeys Clothes Pony 1909 9th April-16 replaces Clutter World of Beer 921 Pearl May-16 replaces Bacaro Adorned 1909 9th May-16 replaces Clutter Community Bank 2045 Bdwy June-16 replaces Design within Reach Basecamp Boulder 2020 Arapahoe June-16 replaces Quality Inn RedFox 1218 Pearl Jul-16 replaces Fresh Produce Voss Art + Home 2037 13th Jul-16 replaces Alpine Modern T Bar 1911 11th Jul-16 Alpine Modern 1048 Pearl Aug-16 Pearl West Eureka! 1048 Pearl Sep-16 Pearl West John Attencio 1048 Pearl Sep-16 Pearl West Fjallraven 1048 Pearl Sep-16 Pearl West Galvanize Boulder 1023 Walnut Oct-16 Charlie's T-shirts 1412 Pearl November-16 replacing Earthwood Gallery Gather Café 1023 Walnut December-16 inside Galvanize Boulder Closed in 2016 Business Close Date Notes Design within Reach 2049 Bdwy January-16 replaced by Community Banks Penzeys Spices 1219 Pearl February-16 replaced by Fresh Produce Alpine Modern 2037 13th June-16 moving to Pearl West building Firefly Garden 1211 Pearl June-16 Pitaya 1211a Pearl July-16 Woody Creek/Caribou 1207 Pearl September-16 Two Spoons 1021 Pearl September-16 The Pilates Doctor 1445 Pearl September-16 Earthwood Gallery 1412 Pearl October-16 Conoco 1201 Arapahoe October-16 Fine Art Associates 1949 Pearl November-16 Sand & Salt Beach Co.1110 Pearl December-16 World of Beer 921 Pearl December-16 Old Chicago Pizza & Taproom 1102 Pearl December-16 Sargent Bickham Lagudis 1801 13th St December-16 moved to east Pearl Future Business Open Date Notes Capital One Bank 1247 Pearl February-17 replaces Boulder Café Le Pops Pearl West Late 2016 Bartaco Pearl West Rapha 1815 Pearl replacing Vilona Gallery Fior Di Latte (2)1021 Pearl replacing Two Spoons Downtown Management Commission – Responses to questions for Council Retreat 12/5/16 A. How to improve public engagement: 1. Actively engage the boards and commissions you appoint as your ambassadors in the community to streamline the process. 2. Utilize new technology to reach new generations – create meaningful alternatives to the need to show up to meetings in order to allow for more input across the community, including from those who cannot attend meetings; review and weigh inputs received through apps, online forums, etc. equally with inputs from those who are able to attend meetings. 3. Develop a more user-friendly and intuitive city website for information. B. Top 3 City priorities for 2017 should be: 1. Invest in mobility and accessibility infrastructure and programs. 2. Support housing development along transportation corridors and in the urban core to meet housing shortages and support affordability. 3. Put municipalization effort funds toward infrastructure and programs that will directly reduce carbon consumption, such as energy efficiency and renewable energy programs. C. The City’s three biggest challenges over the next five years, and how to address: 1. Housing 2. Transportation 3. Balancing demands for growth and preservation of quality of life while support ing a thriving/vibrant economy. D. DMC Priorities for 2017: 1. Work with the community and downtown stakeholders to develop a downtown master plan to ensure the ongoing success of downtown into the future. The plan would include an urban design framework to establish concepts, programs and implementation steps for sustainable transportation and mobility systems, parks and open spaces, and urban land uses, as well as policies, programs and recommendations in the area of economic vitality and social sustainability. 2. Work with City Council and other boards and commissions, the public and other stakeholders to educate and increase understanding of downtown parking supply/demand and future needs; increase awareness and understanding of all modes of transportation used by residents and visitors to access downtown, and the need to increase downtown’s accessibility. 3. Increase discourse and understanding of impacts the homeless population on downtown Boulder and opportunities for long-term solutions Community Vitality 2017 Special Priorities In addition to what is listed below, the department continues to provide excellent daily customer service in all areas – maintenance, parking management, district management and economic vitality – which represents most of the department’s responsibilities. Access and Parking Downtown Implementation of the garage Capital Asset Management and Improvement Plan Development of a downtown garage art plan and implementation strategy Construction of Trinity Commons mixed use project garage Replacement of the PARCS (parking access revenue control system) in all garages Hill Negotiations and design of the Hill hotel garage project Continuation of the pilot Eco Pass program and final recommendations Development of an alley master plan Boulder Junction Expansion of the Travel Demand Management District Survey of modal access Citywide Adoption of the AMPS Strategy Document Implementation and evaluation of the CAMP pilot summer program Review of the Neighborhood Parking Permit program Parking Pricing review and changes including parking ticket fee Continue piloting shared mobility options including satellite parking Participation in the HOP refresh project Economic Vitality Update the Economic Sustainability Strategy Refresh Economic Vitality Vision District Management Downtown Implementation of the civic use space at the St. Julien Hotel including a management agreement Celebration of the Mall’s 40th Anniversary University Hill Construction of the Hill Event Street Pursue National Historic District Designation Coordination with the development of the CU conference center/hotel Boulder Junction Participation in the planning process for the redevelopment of the Pollard Site Boulder Junction Districts Fund analysis Departmental Projects Adopt department-wide norms and vision statement Adopt Access Philosophy Initiate Master Planning Process Office Space Assessment DMC Priorities for 2017:  Work with the community and downtown stakeholders to develop a downtown master plan to ensure the ongoing success of downtown into the future. The plan would include an urban design framework to establish concepts, programs and implementation steps for sustainable transportation and mobility systems, parks and open spaces, and urban land uses, as well as policies, programs and recommendations in the area of economic vitality and social sustainability.  Work with City Council and other boards and commissions, the public and other stakeholders to educate and increase understanding of downtown parking supply/demand and future needs; increase awareness and understanding of all modes of transportation used by residents and visitors to access downtown, and the need to increase downtown’s accessibility.  Increase discourse and understanding of impacts the homeless population on downtown Boulder and opportunities for long-term solutions UHCAMC Priorities for 2017 Vision: To develop and build upon 2016 accomplishments to achieve a cleaner, safer and more playful Hill environment that attracts students, neighbors and new businesses to the commercial area.  Streamline the permitting process and associated costs for hosting public events on the ‘event street’ and/or other street locations in the commercial area.  Strengthen communication and partnerships with CU to further improve and promote student engagement with Hill businesses and events.  Meet with assigned city council members and other community leaders to build clear and positive communications for all Hill-related projects and concerns.  Help refine the pilot Hill Employee EcoPass program to maximize participation.  Support the ability of the Hill hotel project to attract diverse commercial uses to the Hill, including revisiting liquor rules that apply only to Hill establishments, and their possible deterrent effects on attracting commercial diversity and year-round customers to the Hill.  Support The Hill Boulder merchant association’s efforts to brand and market the commercial district as a destination that attracts year-round commercial activity.  Coordinate with Hill commercial property owners and The Hill Boulder to identify potential public-private partnership opportunities to maintain current levels of service and pursue additional desired activities (such as monthly power-washing) when UHGID revenues are reduced as a result of the Pleasant Street parking lot revenues being committed to financing the 250-space underground public parking garage on that site. BJAD 2017 Priorities:  Development of the Pollard site in the context of affordable housing  Reimagine transit, including the HOP, along the Pearl Street Corridor particularly between downtown and Boulder Junction  Collaborate with RTD to increase transit service to Boulder Junction