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