HomeMy WebLinkAbout01.14.20 DMC Packet
DOWNTOWN MANAGEMENT COMMISSION
January 14, 2020
4:00 – 6:00 p.m.
Canyon Conference Room, 1777 Broadway
AGENDA
Roll Call
Approval of the November 12, 2019 Meeting Minutes
Public Participation
Parks Update – Yvette or Lane
Police Update – Greg LeFebre
DBP Update – Chip
Matters from Commissioners
Matters from Staff
Garage Upgrades
EcoPass Distribution
Confirm 2020 DMC Meeting Schedule:
March 10, 2020
May 12, 2020
July 14, 2020
September 8, 2020
November 10, 2020
Attachments:
Draft DMC Meeting Minutes – November 12, 2019
DMC Letter to Council 2020
AMPS Implementation Memo
Commissioner Term Exp. DMC 2019 Priorities
Eli Feldman
Adam Knoff
Andrew Niemeyer
Susan Nuzum
Jerry Shapins
Property Owner/Rep
Property Owner/Rep
Citizen-at-Large
Property Owner/Rep
Citizen-at-Large
2020
2023
2022
2024
2021
-Continue implementation of Retail Strategy action steps
including possible BID expansions and creation of affordable
retail space.
-Partner with CU and city staff to ensure strong transit
connections between downtown and University Hill to capitalize
on new hotel development on the Hill.
-Participate in the planning of the future development of the
East Book End, including improved pedestrian access between
the Civic Area and the commercial district and advocating for
effective parking policies.
-Engage with City Council.
-Advance innovative downtown access and mobility strategies.
-Maintain CAGID facilities and improve the user experience.
CITY OF BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
DOWNTOWN MANAGEMENT COMMISSION
NAMES OF MEMBERS, STAFF, AND INVITED GUESTS PRESENT:
BOARD MEMBERS: Niemeyer, Nuzum, Shapins, Knoff (absent), Feldman (absent)
STAFF: Bowden, Landrith, Dammann, Warrington (left at 4:07)
GUESTS: none
PERSON PREPARING SUMMARY: Rachel Dammann, 303-441-4191
TYPE OF MEETING: Regular November 12, 2019
Roll Call: Called to order at 4:00 p.m.
Approval of the September 10, 2019 Joint Meeting Minutes
Shapins moved to approve the minutes. Nuzum second. All in favor.
Public Participation
None
Parks Update
Warrington reported that the tulip bulbs have been planted. Pansies will be planted this week.
They are fully staffed. Security company that services the other public bathrooms are securing
the Pearl Street bathrooms.
Bowden reported that there is construction to install a bathroom near 9th and Canyon. Should
open Q1 2020. It will be two restrooms and water bottle filling stations. Staff are at the
beginning of work planning for Pearl Street Mall planning and refreshing. Parks and Rec will be
going through master planning in 2020.
Police Update
No Police update.
DBP Update
Landrith reported for Chip. DBP sent a Passport direct mailer in October. They are targeting
locals to come to downtown. Landrith shared the holiday event handout. East end planters have
been filled with winter greenery. The Alley Gallery is off to a great start. In 2020, DBP is
planning more outreach and inclusion. Launching Love the Local initiative. Information kiosk
will have interactive activities in 2020. Patagonia is moving to East End in the next month or so.
The existing Patagonia store will be open through February for Worn Ware.
Matters from Commissioners
Shapins shared an article in the meeting packet. He asked if there was any opportunity for city
staff to help make pop-ups happen. Bowden said it may be possible as part of the Citywide Retail
Study and strategy. She cited licensure challenges in Boulder and most of the time these are run
philanthropically to navigate these challenges. Shapins asked about DBP spearheading these
community efforts.
Matters from Staff
2020 DMC Goals and Annual Letter to Council
Bowden reported on the 2020 Commission Focus Matrix that was provided in the meeting
packet. Staff have attempted to identify projects that the commission may be involved in. These
are examples and subject to Council’s direction after the January 17 Council retreat.
Woulf reported that CV staff are working on a departmental strategic plan that is actionable and
can be accomplished within a reasonable time frame. Niemeyer asked about the process of
engagement and the board effectiveness with working on Council. He asked about the Council
liaisons. Bowden said those will be determined next week with the new council. He asked about
what the Council liaisons do. Bowden said they work on the letters to Commissions, report on
those letters to Council, and are available to commissioners. Shapins applauded the attempt to
make a strategy and encouraged staff and the City to come up with a large project that all the
district commissions can work on together.
Bowden said that we need to fit into the Boulder Valley Comp Plan. Bowden pointed out the
letter from Council to Commissioners. The Commission response is due back to Dammann by
December 12. The commissioners reviewed last year’s questions from Council and the 2018
DMC letter to Council.
Bowden recapped the DMC top items from the discussion: Equity, alignment around mobility
infrastructure, walkable neighborhoods, and local business affordability.
Woulf will create a framework for the letter to Council. Shapins will write the DMC letter and
Dammann will distribute to commissioners for their input. If there is a need, there will be a
special meeting to firm the letter.
Niemeyer thinks a lot of these issues tie to affordable housing.
EcoPass Audit
Landrith reported on the staff audit of the Downtown Employee EcoPass program. Staff sent
rosters to all of the authorized signers in the CAGID and BID database. At the start of the audit,
there were 8,830 active riders with active cards. After the initial email to Employers, there was a
53% response rate with a 22% deactivation rate with 1,905 riders deactivated. The audit has also
helped staff update their master database, identifying companies that have left the district and
making changes to authorized signers/contacts. It has also reminded companies of the program
and staff has seen an increase in new rider applications.
B-Cycle
Bowden reported on B-Cycle updates. The Boulder B-Cycle is thinking about their relationship
with the national B-Cycle entity. Transportation has asked for help with a funding gap: $12,000
in additional funding from CAGID, $20,000 total from CV (CV usually funds $35,000 total). CV
has asked for a seat at the B-Cycle board to help form their decisions. Boulder B-Cycle is a non-
profit. GO Boulder and the City own the infrastructure. Niemeyer asked if the scooter provider
could also provide bikes and how that affects Boulder B-Cycle. Bowden said Boulder B-Cycle
needs to figure things out within the next month – very quickly. Transportation is giving the
largest financial support but has asked CAGID to help. Niemeyer suggested Feldman to
participate in the board. Niemeyer asked if B-Cycle provides data. Bowden said that GO Boulder
gets the data. Woulf said we looked at rider data to determine financial support.
Downtown Evening Parking Program
Bowden talked about T-2 data. Later this month, CV will be launching a 3,3,3, in the city
garages Monday – Friday. The product will provide parking for $3 flat rate from 3:00 pm – 3:00
am. The pilot will run from Nov 25, 2019 – December 31, 2020. The garages will charge $3 for
anyone who comes in after 3:00 pm. At 3:01 am, you will be charged the full rate for the whole
time you were parked – this is not a program for overnight parking. The goal is to help people
realize there is capacity in the garages. There will be a lot of marketing for this program.
Commissioners are in favor of the pilot program.
Nuzum asked about budget approval. Bowden reported the budget is approved. There were no
amendments. CV is moving forward with the parking kiosk replacement. There was conversation
about the CVB budget. Council asked for work towards the municipal campus in exchange for
the Muni building doors. CV submitted an ATB for the Randolph Center deferred maintenance.
2020 DMC Meeting Schedule reviewed and good to go.
Meeting Adjourned: 5:58 p.m.
NEXT MEETING: January 14, 2020
APPROVED BY: DOWNTOWN MANAGEMENT COMMISSION
Attest:
Rachel Dammann, Secretary Eli Feldman, Chair
Dear Boulder City Council,
The Downtown Management Commission is appreciative of the opportunity to offer input to Council for
their 2020 priorities. We, the Downtown Management Commission, and city staff and our downtown
partners have worked closely to develop a department-wide vision in support of Council and community
goals, and as an extension, are recommending that the City Council over the next year respond to and
achieve results by focusing on a variety of unique priority challenges and opportunities. By focusing on
these priorities in Downtown Boulder, the physical and symbolic heart of Boulder, all citizens, visitors, as
well as the community of business people who own, operate and maintain the retail engine of
Downtown Boulder will reap remarkable benefits.
In the next year, we hope that you will continue our work and accomplishments from 2019. We expect
that you will sustain the vibrancy in Downtown Boulder by efficiently supporting funding for downtown
capital improvements, enhancing access and mobility for all modes to and in the downtown area,
support new and evolving retail strategies and the strengthening of support for small businesses and
more affordable retail development and uses for all populations.
To continue and build upon these needs and initiatives, we believe that the following challenges and
opportunities should be Council priorities for 2020-2021. These ideas represent the broad intentions of
the Downtown Management Commission and the dominant challenges facing the City:
• the climate crisis;
• the needs to strengthen and sustain downtown as a vibrant employment, tourist and
retail center while trends dramatically change;
• the needs to develop more places for disadvantaged populations to enjoy and use
downtown Boulder and to become part of this thriving economic engine.
PRIORITY CHALLENGES AND OPPORTUNITIES
A. REDUCING THE CARBON FOOTPRINT
1. Reduce single car occupancy and access to Downtown Boulder by improving infrastructure and
experiences for pedestrians, cyclists, transit users and ride hailing
2. Strengthen bicycle access and infrastructure in and to Downtown
3. Strengthen the availability and use of transit with more buses and infrastructure.
4. Improve transit experiences walking to bus stops, at bus stops and on the buses.
5. Improve downtown wayfinding for all mode access
6. Enable micromobility access in Downtown
7. Strengthen pedestrian access in Downtown and linking to bus stops and neighborhoods
8. Strengthen linkages between the Civic Area and the Downtown Mall
9. Diversify uses of the parking infrastructure. Consider non profit uses, pop ups, art, other uses
that can strengthen the downtown experience
10. Consider revised pricing and TDM strategies to reduce demand for employee and resident
parking downtown
11. Install solar panels on existing infrastructure
12. Continue partnership with Energy Future on electric vehicle charging stations and other related
initiatives
13. Reinforce housing and jobs to be close to each other
B. AFFORDABLE RETAILING
1. Complete ASAP the City wide retail strategy
2. Consider ways to strengthen retailing that meets needs for both tourists and locals
3. Relax regulatory costs and hurdles to enable more affordable retail and development in
downtown
4. Develop more flexible ground floor retailing and uses that are able to change uses more easily to
meet evolving user needs and pop up opportunities
5. Develop pilots for affordable commercial
6. Set a positive example through thoughtful and intentional leasing of City-owned retail
space. These spaces represent an opportunity to accommodate the pop-ups, non-profits, and
locally owned small businesses.
C. AFFORDABLE HOUSING
1. Develop new housing close to the jobs in Downtown such as in Alpine Balsam, on University Hill,
and in mixed use projects
2. Consider incentives to reduce land costs for new housing
3. Consider zoning changes to enable more affordable housing development near downtown
4. Work closely with developers to incentivize affordable housing projects. Subsidies
would help, but equally important is to fast-track these projects through the entitlement
process. Time is money for developers. Projects become cost-prohibitive, or tax
incentives expire, while developers wait for approvals.
D. WHOLISTIC PLANNING/URBAN DESIGN
1. Encourage city departments to work together with the community to develop a plan for the
future of Downtown Boulder and its local context that adapts existing plans to emerging needs
and trends for the future. Develop a plan that combines the goals of transportation, land use,
and parks for future Boulder in the form of an urban design plan that addresses the urban form
and experience of a vital downtown.
2. Address existing needs through CIP
3. Complete fragmented and drawn out planning, outreach and development related to the East
Bookend, Hill Hotel, and Alpine Balsam to further opportunities for community vitality, local
housing, walkable neighborhoods, and sustainability of Central Boulder
Thank you so much for considering these opportunities and challenges. We look forward to
future discussions with you.
Respectfully submitted,
Eli Feldman, Chair of the Downtown Management Commission
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AMPS Implementation Update and 2020 Workplan
To: Mayor and Members of Council, and Transportation Advisory Board
From: Jane S. Brautigam, City Manager
AMPS Implementation Leadership Team and Working Group: Yvette
Bowden, Director of Community Vitality; Bill Cowern, Principal Traffic
Engineer; Cris Jones, Deputy Director of Community Vitality; Melissa Yates,
Parking and Access Manager; Chris Hagelin, Senior Transportation Planner;
Michael Sweeney, Transportation Operations Engineer; Michele Scanze, Program
and Project Specialist; Shannon Moeller, Planner II; Leah Mayotte, Product
Support and Customer Services Supervisor.
Date: December 10, 2019
Subject: AMPS Implementation and 2020 Workplan
I. EXECUTIVE SUMMARY
The purpose of this memo is to provide an update on recent progress and planned next steps for
the city staff’s continued implementation of the Access Management and Parking Strategy
(AMPS). Planning, Transportation and Community Vitality have worked to implement AMPS
since the strategy’s adoption in 2017. Major progress in 2019 includes closure of the third year
of the Chautauqua Access Management Plan (CAMP); expanded and improved employee travel
demand management (TDM) benefits for downtown employees; internal parking code
workshops; implementation of an evening product pilot program in downtown garages and
continual implementation of technology supporting robust parking data collection.
The 2020 AMPS workplan will focus on continuing parking code changes, studying strategies
around parking pricing and evolving the Neighborhood Permit Parking (NPP) program. These
focus areas will leverage each other, especially in terms of public engagement, and communicate
unified messaging around the city’s parking needs and direction.
INFORMATION ITEM
MEMORANDUM
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AMPS Implementation Update and 2020 Workplan
II. AMPS INTRODUCTION
The Access Management and Parking Strategy (AMPS) was developed as a guide through which
city staff, leadership, boards, commissions, and the community at large could work toward
improving Boulder’s approach to multimodal access and parking management across the city and
within special districts. Adopted by City Council in late 2017, this guide was designed as one
“lens” through which existing and future access management policies and practices could be
evaluated to develop context-appropriate strategies, using our existing districts as models for
other emerging districts within the community. As with all adopted documents, AMPS is
complementary to and reflective of numerous adopted plans and policies such as the
Sustainability Framework, the Boulder Valley Comprehensive Plan, the Transportation Master
Plan, the Economic Sustainability Strategy, and the Climate Commitment.
As city staff works to define 2020 work plans, we are looking to the AMPS Guiding Principles
and its proposed working focus areas to identify specific and achievable initiatives to move
forward in the year ahead. This memo provides an overview of recent progress in several AMPS
focus areas along with an outline of our proposed progress in 2020 and beyond. This information
is being provided so that the City Council and related advisory boards can gain a better
understanding of anticipated work particularly as they relate to citywide priorities. For reference,
the AMPS Guiding Principles are:
• Provide for All Transportation Modes
• Customize Tools by Area
• Support Diversity of People
• Seek Solutions with Co-Benefits
• Plan for the Present and Future
• Cultivate Partnerships
A comprehensive overview of these guiding principles and a description of targeted work areas
can be found in the AMPS document (Appendix I).
The AMPS document outlines a series of local case studies and accomplishments, on-going
performance measures, and anticipated future work. Since 2017, staff has continued to make
progress in a variety of areas. This progress and anticipated next steps are outlined in the
following sections of this memo.
III. RECENT PROGRESS AND UPDATES
Chautauqua Access Management Plan (CAMP)
Why/Purpose
With limited on-site parking available in and around the Colorado Chautauqua National Historic
Landmark, the Chautauqua Access Management Plan (CAMP) is intended to mitigate vehicle
trips by managing parking demand, while helping to preserve adjacent neighborhood livability.
Data collected prior to the CAMP pilot indicated that visitation to the site more than doubled in
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AMPS Implementation Update and 2020 Workplan
the past 10 years with 2,570 daily visitors in the summer. The pilot program goals were to reduce
car and pedestrian conflicts, vehicle mode share, and parking demand in the park and
surrounding neighborhoods.
Team leads
A multi-departmental and agency approach is leading CAMP. The leads include four city
departments, the Boulder Convention & Visitors Bureau, Colorado Chautauqua Association,
Chautauqua Music Festival, Chautauqua Dining Hall, University of Colorado, the Boulder
Valley School District, Uber, Lyft, and VIA Mobility Services. The city departments include
Transportation and Go Boulder, Community Vitality/Access & Parking Management, Open
Space and Mountain Parks and Communications.
Strategy/Approach
CAMP has been and continues to be a public-private partnership model implementing AMPS
principles and guidelines. Based on demonstrated success, City Council approved the pilot
through 2021. The primary strategies implemented include managed and paid parking at and near
Chautauqua on summer weekends, a Neighborhood Parking Permit zone, a free shuttle from
remote parking, and rollout of transportation demand management (TDM) strategies for
Chautauqua employers. Data collected each year includes shuttle ridership, parking transactions,
parking citations, transit shuttle boardings, subsidized transportation network company (TNC)
trips, and crosswalk safety compliance.
Challenges and Opportunities
The CAMP pilot has shown that public-private partnerships can work but take time and
perseverance. The program is strengthened by a mix of TDM options, clearly defined parking
rules and transit options, managed, paid and enforced parking, decision making agility, and
ground rules among program providers.
Work completed to date
Work completed to date in 2019 includes closure of the third year of the five-year pilot. See
Appendix II for an infographic summarizing 2019 pilot results.
Next steps
The CAMP pilot will resume on Memorial Day weekend 2020. While the CAMP pilot and
evaluation will continue through 2021, the AMPS Implementation efforts in 2020 will
incorporate recommendations for the long term strategy for the program as it transitions, if still
warranted, from a pilot to a permanent program.
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AMPS Implementation Update and 2020 Workplan
Civic Area Parking and TDM Program
Why/Purpose
With a wide range of activities occurring in the Civic Area, there is a continued need to manage
parking demand in and around the vicinity. The Civic Area Parking and TDM Program aims to
manage parking demand and use a multi-pronged approach to provide travel options for
commuters, city service customers and visitors. New TDM strategies, such as the Parking Cash
Out program for city employees, were vital during construction of the Civic Area improvements
when the parking supply was reduced, and they continue to be important to ensure parking
availability to all users now that construction has been completed.
Staff lead/team
Planning and Transportation are leading this effort with support from Community Vitality.
Communications provides support to increase awareness of parking management policies and
TDM programs. Parks and Recreation will be included, as needed to discuss special events and
deliveries.
Strategy/Approach
The proposed strategy for evolving the Civic Area Parking and TDM Program is to:
• Maintain and enhance TDM programs available to city employees, such as Eco Passes
and Parking Cash Out and provide multimodal options for visitors and customers.
• Document and monitor the existing parking supply and utilization conditions on a
periodic basis, during peak and non-peak periods.
• Identify new, innovative strategies to increase access and mobility in the Civic Area
Challenges/Opportunities
As the Civic Area is further programmed, parking demand will continue to be managed and
multimodal options enhanced. The Parking Cash Out program for city employees continues to
grow and influence behavior, but, as more employees find options other than driving and parking
in the Civic Area, the budget for the program will need to be monitored and adjusted over time.
Work completed to date
The Civic Area parking and TDM Program accomplishments include:
• An entirely reconstructed employee bicycle enclosure underneath Park Central that
improved safety and security for users, expanded bicycle capacity, and re-introduced city
pool e-bikes.
• A commuting benefits document that is sent out to new employees with their welcome
packet and personalized concierge travel assistance, which is popular among new and
existing city employees.
• Formation of an internal team to analyze areas of improvement for the employee TDM
and Parking Cash Out program.
• Expansion of the EcoPass transit benefit to city interns.
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AMPS Implementation Update and 2020 Workplan
Next steps
With an aim of continuing to incentivize city employees to choose commute and mid-day travel
modes other than single occupancy vehicles, the following next steps are anticipated:
• Conduct and present a cost-benefit analysis of expanding the employee Parking Cash Out
benefit.
• Increase the vanpool subsidy to be free or a small flat rate (i.e. $25 per month) for city
employees coupled with increased targeted marketing around this commute option.
• Employ license plate recognition to enforce paid parking.
• Continue collaborating with Human Resources to effectively introduce commute options
as new employees are onboarded.
TDM Plan Ordinance for New Developments
Why/Purpose
Through the Site Review process, new developments are required to work with city staff to
develop TDM plans to mitigate the impacts on the surrounding transportation system and
contribute to meeting the city’s transportation and climate goals. Currently, the process is
limited to the developer, as opposed to the future tenants, and the city has no legal recourse to
enforce compliance of plan implementation or vehicle trip generation targets. While developers
can provide infrastructure and amenities, ongoing TDM programs and strategies are
implemented by future tenants, such as employers or residential property managers. The purpose
of this work effort is to create an effective TDM plan ordinance for new developments with
required performance metrics that can be administered, monitored, and enforced after
occupation.
Staff lead/team
Transportation and Planning are collaborating on this effort with support from Community
Vitality.
Strategy/Approach
The approach is to require TDM plans with specific vehicle trip targets that can be monitored
and enforced, and that apply to both the developer and tenant phases. Staff has identified the
essential components of an ordinance through peer review, including the performance metrics,
plan requirements, the triggers for when the ordinance applies, the monitoring process, and what
happens when a property is in non-compliance.
Challenges/Opportunities
One of the key challenges is to balance the need to mitigate impacts of new developments
through a TDM ordinance and the staff time and resources required to administer the program.
A key issue is identifying how to determine when a new development triggers the ordinance
based on size, location and community impact.
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AMPS Implementation Update and 2020 Workplan
Work completed to date
An internal staff team composed of Planning, Public Works, Community Vitality, and CAO staff
has been formed and workshops have been held to discuss the purpose, strategic approach, legal
considerations, the ordinance elements, and identify how a TDM ordinance will be integrated
with changes to the parking code.
Next steps
In conjunction with the development of the Parking Code update, TDM Plan Ordinance work
will continue internally with the staff working group until it is ready to be shared with advisory
boards and council in 2020 for input and consideration before beginning a community
engagement process.
Parking Code Updates
Why/Purpose
A comprehensive update to the city’s off-street parking standards has not been done in many
years, and, as evidenced by collected data and continued requests for parking reductions, existing
standards often do not reflect current parking needs in Boulder.
Team leads
Planning and Transportation are leading this effort with support from Community Vitality given
their breadth of knowledge around parking and access issues.
Strategy/Approach
Staff will check-in with the Transportation Advisory Board (TAB), Planning Board, and City
Council regarding the latest collected parking data, project scope, purpose statement, timeline,
and community engagement plan; hold community working group meetings and community
engagement event(s); prepare and refine options as informed by feedback and the collected data
and present to advisory boards and council for consideration; and return with a final draft of
proposed changes to the off-street parking standards for final recommendations and a decision.
Staff anticipates the process will conclude in the fall of 2020.
Challenges/Opportunities
This project is an opportunity to contemporize the parking code with current parking usage
patterns to potentially free up space on sites for better site design and avoid wasted space allotted
to vehicles. It is also possibly an opportunity to simplify the code. Challenges will involve
avoiding situations where modified parking standards may lead to unintended consequences like
unmitigated spillover parking into neighborhoods.
Work completed to date
While previous work has resulted in draft parking rate recommendations, draft parking
maximums and minimums, and five years’ worth of parking utilization data, the work done in
2019 has focused on initiating the final phase of parking code changes. This has included bi-
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AMPS Implementation Update and 2020 Workplan
weekly internal workshops composed of Planning, Public Works, Community Vitality, and legal
staff, and have been held to discuss the project scope, the collected data, how the data may
inform potential code changes, and ways to link to the city’s TDM objectives and strategies for
community outreach. Further, a draft project charter has been prepared.
Next steps
The immediate next steps for this project include:
• Q1 2020 – Joint Planning Board and TAB check-in, in addition to a City Council check-
in
• Q2-Q3 2020 – Community engagement and working group meetings in Q2 and Q3 2020
• Q3-Q4 2020 – Preparing and refining alternatives and sharing drafts and final
recommendations with the Planning Board, City Council and TAB
Given the connection of this work to other major workplan efforts like Parking Pricing and the
NPP evolution, additional steps will be taken during next year’s public involvement efforts to
make sure the collective deliverables are well-represented in our engagement process.
Additional information about this collaborative approach is included in the summary section
below.
Parking Pricing
Why/Purpose
As part of an integrated parking management plan, parking pricing is one tool to help redistribute
parking demand across the community. This careful balancing act ensures that employees,
residents, and visitors can easily access their destinations, supports a multi-modal transportation
system, and facilitates customer turnover in commercial districts. With ever-changing micro-
mobility technologies, such as scooters, shared bike systems, and ride-hailing services, parking
pricing is a key variable that impacts how curbside space is used.
Leveraging the previous “Value of Parking” panel completed as part of developing AMPS and
keeping in line with the AMPS recommendations, staff is working to initiate a process with a
parking industry consultant to analyze parking-related fees. For context, some examples of recent
parking pricing studies that are being reviewed in this effort are:
• Seattle’s 2011 Performance Based Parking Pricing Study- This 2011 study is the basis for
Seattle’s pricing strategy and helps set the pricing adjustments in the city.
• Portland’s Performance Based Parking Management Manual- This manual defines
parking guidelines for Portland’s implementation of performance-based parking program.
• Boston’s Performance Parking Report- This report summarizes Boston’s implementation
of two year-long pilot performance-based parking strategies.
Team Leads
While this work is still developing, the team leads will be selected from staff who are part of the
AMPS Implementation Leadership and Working Groups, which includes representation from
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AMPS Implementation Update and 2020 Workplan
Community Vitality, Transportation, and Planning, with Transportation overseeing the curbside
management work.
Strategy/Approach
The overarching strategy for evaluating and implementing effective parking pricing in Boulder
is:
• Ensure technology, infrastructure and data supports adaptable and flexible parking
pricing and curbside management practices.
• Conduct a comprehensive pricing analysis for the city’s public parking assets, including
on-street, off-street, permits, fines, and other miscellaneous special uses.
• Create a comprehensive, integrated and citywide approach to pricing the city’s diverse
parking offerings.
• Complete an alternative analysis and an action plan to jump-start implementation
activities.
Challenges/Opportunities
The expected challenges and opportunities for the parking pricing project in the coming year
include integrating and coordinating with other concurrent AMPS efforts; a high level of public
interest in parking pricing; and the quickly changing field of micro-mobility technologies.
Another potential challenge of this work is maintaining a balance between the needs of retail
access, affordability, and adequate parking supply. This challenge has been reiterated in recent
local studies and surveys that continue to show that there is a need for parking be complementary
to local retail uses, while still accommodating multiple transportation options to and from retail
centers.
Work completed
The current work completed in 2019 includes:
• RFP for Parking Kiosk Replacement Project – A request for proposals (RFP) was
developed and will be released to install new parking kiosks across the city, which will
allow the city autonomy to adjust parking pricing based on supply and demand.
• Implementation of evening garage pricing pilot, ‘3-3-3’ – This pilot program provides
$3 parking to downtown visitors and workers arriving and departing between 3 p.m. and
3 a.m. on weekdays in any of the five downtown city owned parking garages.
• Initial mapping of curbside regulations across Boulder - Staff are finishing work
digitizing inventory and mapping of regulations that impact curbside management.
• Award of $300,000 grant to develop curbside management plan – The city
successfully won a $300,000 grant through the Denver Regional Council of
Governments to develop a curbside management plan. Though this plan development is
running in parallel to parking pricing efforts, the project teams will ensure that the
curbside management plan helps to inform other parking pricing efforts, and vice versa.
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AMPS Implementation Update and 2020 Workplan
Next steps
Development of a new parking pricing strategy is anticipated to be a major work item in 2020.
As the scope of the project further develops, the project structure and management will also be
finalized. Given the scale of this anticipated effort, a more comprehensive summary of next steps
is provided in the summary section below.
Neighborhood Parking Permit Program (NPP) Review & Evolution
Why/Purpose
The NPP was created to balance the needs of everyone who uses public streets in residential
neighborhoods adjacent to major activity centers (University of Colorado, downtown, etc.),
including residents, visitors and commuters. Neighborhoods in the NPP Program have public
parking limits to allow access for a variety of community members. Today, 12 NPP zones and
one pilot zone (seasonal Chautauqua North) exist. See the Appendix III infographic for
additional context. As the city’s parking needs have changed over time, there is a need to evolve
the NPP program.
As recommended by the AMPS document Staff seeks to critically examine how the NPP
Program can integrate seamlessly into other AMPS efforts. The way in which NPP zones are
created, their pricing structure, and general program management have not been extensively
evaluated or modified since its creation in 1994. The types of NPP zones, however, have evolved
from those around downtown Boulder and the University of Colorado, to hybrid zones (such as
Chautauqua) and zones far from established paid parking districts. The NPP is an expensive
program, which, in its current state, does not pay for itself. In 2018, NPP expenses were
$351,686 and revenues were $203,460. While the NPP does not need to break even to provide a
benefit for the community, the misalignment does indicate that there is opportunity administer
this program more efficiently and responsibly. Additionally, reviewing the NPP and evolving the
program provides an opportunity to better align the NPP’s goals to the Boulder Valley
Comprehensive Plan, the city’s Sustainability and Resilience Framework, in addition to other
Master Plans and the City’s mission and vision.
Staff lead/team
The AMPS Implementation Leadership and Working Groups are overseeing the NPP Program
review and ultimate evolution. These teams consist of staff from the Community Vitality,
Transportation, and Planning departments.
Strategy/Approach
The proposed strategy for evolving the NPP Program is:
• Ensure technology, infrastructure and data supports an evolving NPP Program.
• Document the background and existing conditions, including the policy context of the
NPP.
10
AMPS Implementation Update and 2020 Workplan
• Research alternatives to traditional neighborhood permit programs, including
consideration for access to open space, industrial land uses, mixed-use redevelopment
areas, medical and/or large corporate campus land uses.
• Identify specific strategies to update the existing NPP Program AND viable alternatives
to the NPP Program.
• Complete an alternatives analysis and implementation plan that detail specific strategies
to jump-start work plan activity.
• Revisit, evaluate and update the criteria for how NPP zones are created or are
discontinued.
Challenges/Opportunities
Historically, a limited amount of data collection was possible within NPP zones making curbside
use analysis per block face a time-consuming effort. Staff realizes that this makes it challenging
to understand the positive and negative impacts the program has on neighborhood livability.
Addressing these shortcomings has been, and still is, a primary staff focus. Recently adopted
technology combined with license plate data collection now allows NPP related data to be more
easily captured. Staff is now better equipped to monitor the number of permits sold per
household and track total number of cars parked in NPP zones using License Plate Recognition
(LPR) technology.
Work completed
The Staff Working Group is building a better understanding of the program, offering permits
online, identifying enforcement efficiencies; as well as tracking program revenue and operational
expenses.
It’s important to note that petitions for NPP zones and expansions have not been submitted for
review, and staff has focused on enforcement and the upcoming RFP process; staff have not been
pointing to the program as a solution to neighborhood parking problems, but rather offering other
solutions like signage and code enforcement.
Next steps
The NPP review and evolution is anticipated to be a major work item in 2020. Given the scale of
this anticipated effort, a more comprehensive summary of next steps is provided in the summary
section below.
IV. SUMMARY
2020 Workplan Items
The major 2020 AMPS workplan items are: 1) finalizing parking code changes; 2) studying
parking pricing and creating recommendations and; 3) evaluating NPP updates and alternative
programs. Given that these items are interconnected, staff plans to hire a parking industry
consultant in 2020 to guide the work to evolve the city’s parking pricing and the NPP program,
through the solicitation of the AMPS Implementation: NPP Evolution and Parking Pricing Study
11
AMPS Implementation Update and 2020 Workplan
RFP; it should be noted that this will be one RFP so that work remains coordinated and aligned.
Staff are currently focused on drafting the RFP language to reflect the need for these efforts to be
completed in tandem with parking code changes and couched within the broader AMPS
framework. An outline of the anticipated scope contents is available in Appendix IV. As an RFP
is finalized a project charter, or project management plan, for NPP Evolution and Parking Pricing
Study, will be developed to solidify the project stream structure and project decision-making.
The consultant hired for the AMPS Implementation: NPP Evolution and Parking Pricing Study
will work alongside the parking code consultant to create a public and stakeholder engagement
plan that not only provides ample input from the public throughout the project, but also
prioritizes feedback from key stakeholders. A working group from boards and commissions and
other key stakeholder groups will be formed to inform project direction. Potential working group
members might represent:
• Transportation Advisory Board
• Planning Board
• Boulder Junction Access District – Parking and TDM Commissions
• Downtown Management Commission
• University Hill Commercial Area Management Commission
• University of Colorado staff
• Downtown Boulder Partnership
• Business Improvement District
• Boulder Valley School District
Boards, Commission and City Council Involvement
Prior to submitting this information item to City Council, the project team provided this item to
both the Planning Board and Transportation Advisory Board (TAB), to review in advance of
their December meetings. While not a formal agenda item, neither board provided suggestions or
edits. The project team is planning on providing this information to the Downtown Management
Commission, University Hill Commercial Area Management Commission, and the Boulder
Junction Access District Travel Demand and Parking Commissions in early 2020.
With staff focusing on the NPP evolution, the parking pricing study and parking code changes in
2020 and into 2021, City Council can expect to receive project updates a minimum of three times
throughout the process. These updates are planned to include:
• Overview of analyses performed and results from engagement efforts in Q2 through Q3
• Draft recommendations in Q4 or 2021 Q1
• Final report in Q1 or Q2 2021
V. CONCLUSION
12
AMPS Implementation Update and 2020 Workplan
Staff plans to make significant strides in the realm of parking and access policies and programs
in 2020 as guided by the AMPS document. Engaging with a leading consultant in the industry
will be required to complete this work in an effective and timely manner. The RFP for this work
is still in development but will largely reflect the major work items described in this memo. The
AMPS Implementation Leadership and Working Groups will seek to ensure that council and
related advisory boards and commissions have ample opportunities to guide this work though
both an effective public engagement process and formal check-ins at key milestones throughout
the year.
13
AMPS Implementation Update and 2020 Workplan
VI. APPENDIX I: ACCESS MANAGEMENT AND PARKING STRATEGY (AMPS)
ACCESS MANAGEMENT
& PARKING STRATEGY
Throughout this report, this icon indicates an area of text that contains
additional resources. Simply click on the underlined text, and you will be
redirected to a web page or a PDF document outside of this report.
Table of Contents
3 . . . . . . . . . .Acknowledgments
4 . . . . . . . . . .Introduction to AMPS
6 . . . . . . . . . .Guiding Principles
10 . . . . . . . . .Public Involvement
14 . . . . . . . . .“AMPS in Action” Case Studies
28 . . . . . . . . .Performance Measures
30 . . . . . . . . .Accomplishments & Ongoing Work
34 . . . . . . . . .Preparing for the Future
Acknowledgments
City Council
Planning Board
Transportation Advisory Board
Environmental Advisory Board
Boulder Junction Access District
Parking Commission
Boulder Junction Access District
Demand Management Commission
Downtown Management Commission
University Hill Commercial Area
Management Commission
Consultant Support
Kimley-Horn and
Associates, Inc
Vanessa Solesbee
Dennis Burns
Brett Wood
Chuck Reedstrom
City Staff
MANAGEMENT AND ADMINISTRATION
Jane S . Brautigam—City Manager
Mary Ann Weideman—Deputy City Manager
Sandra Llanes—Senior Assistant City Attorney, City
Attorney’s Office
COMMUNITY VITALITY
Molly Winter—Executive Director, Community Vitality
Melissa Yates—Manager, Access and Parking,
Community Vitality
Donna Jobert—Financial Manager, Community Vitality
Lane Landrith—Business Assistance and Special Events
Coordinator, Community Vitality
Sarah Wiebenson—Coordinator, University Hill
Redevelopment
Nathan Wolfe—Supervisor, Parking Enforcement,
Community Vitality
TRANSPORTATION
Michael Gardner-Sweeney—Director of Public Works
for Transportation
Kathleen Bracke—GO Boulder Manager, Transportation
Chris Hagelin—Senior Transportation Planner,
Transportation
Randall Rutsch—Senior Transportation Planner,
Transportation
David “DK” Kemp—Senior Transportation Planner
Jean Sanson—Senior Transportation Planner
Bill Cowern—Principal Traffic Engineer
HOUSING AND SUSTAINABILITY
Jay Sugnet—Senior Planner, Boulder Division of Housing
Karl Guiler—Senior Planner, Planning, Housing and
Sustainability
Elaine McLaughlin—Senior Planner, Planning, Housing and
Sustainability
COMMUNICATIONS
Ben Irwin—Manager, Communications
Lisa Smith—Specialist, Communications
Deanna Kamhi—Specialist, Communications
Fox Tuttle Hernandez,
RRC
Bill Fox
Carlos Hernandez
UrbanTrans North America
Matthew Kaufmann
Ulla Hester
3
Introduction
to AMPS
The City of Boulder is a recognized national
leader in providing a variety of options for
access, parking, and transportation. To support
community’s social, economic, and environmental
goals, Boulder acknowledges the need to
continuously innovate and prepare for a world
that is rapidly changing. In early 2014, an
interdepartmental team of city staff began a new
project called the Access Management and Parking
Strategy or AMPS.
The purpose of AMPS was to develop a process
through which city staff, leadership, boards/
commissions, and the community at large could work
collaboratively to continuously improve Boulder’s approach
to multimodal access and parking management across
the city and within special districts, such as Downtown
Boulder, Boulder Junction, and University Hill . AMPS was
designed as a “lens” through which existing and future
access management policies and practices could be
evaluated to develop context-appropriate strategies, using
the existing districts as models for other transitioning areas
within the community . The work done as part of AMPS also
acknowledged numerous past, current, and anticipated
planning efforts and initiatives, such as the Sustainability
Framework, the Boulder Valley Comprehensive Plan
Update, the Transportation Master Plan, the Economic
Sustainability Strategy, and the Climate Commitment .
PROJECT GOALS
Define priorities and develop overarching policies,
tailored programs, and tools to address citywide access
management in a way that supports the community’s
social, economic, and environmental sustainability
principles .
Create a state-of-the-art parking management and
multimodal access system for Boulder that works well
for people of all ages and abilities .
Evolve and continuously improve citywide access and
parking management strategies and programs tailored
to address the unique character and needs of the
different parts of Boulder .
5
PEARL DIAGONAL9
3
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628th ARAPAHOE
FOOTHILLSAccess Management
& Parking Strategy
Boulder is a national leader in providing options
for access, parking and transportation. To support
the community's social, economic and environmental
goals, it is important to create customized solutions
that meet the unique access goals of Boulder’s
diverse districts, residential and commercial.
AMPS: A balanced approach to enhancing
access to existing districts and the rest of the
community by increasing travel options — biking,
busing, walking and driving — for residents,
commuters, visitors and all who enjoy Boulder.
Longmont
LafayetteNederland
Golden
Denver
mixed use
neighbor-
hoods
• North Boulder
historic
commercial
• Downtown
• University Hill
residential
• Mixed Use
• Multi-Family
• Single-Family
office park
• East Arapahoe
• Flatirons Park
transit
oriented
development
• Boulder Junction
Depot Square
suburban
commercial
• 29th Street
• Table Mesa
• BaseMar
Lyons
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management
codepricing
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minute
neighborhood
15Mixed-income, mixed-use
neighborhoods where residents
can easily walk or bicycle to meet
all basic daily, non-work needs.
bouldercolorado.gov/amps
PROVIDE FOR ALL TRANSPORTATION MODES: Support a balance
of all modes of access for a safe transportation system . Modes
include pedestrian, bicycle, transit, and multiple forms of motorized
vehicles—with pedestrians at the center .
CUSTOMIZE TOOLS BY AREA: Use a toolbox with a variety of
programs, policies, and initiatives customized for the unique needs
and character of Boulder’s diverse neighborhoods, both residential
and commercial .
SUPPORT A DIVERSITY OF PEOPLE: Address the transportation
needs of different people at all ages, stages of life, and mobility
levels—residents, employees, employers, seniors, business owners,
students, and visitors .
SEEK SOLUTIONS WITH CO-BENEFITS: Find common ground and
address trade offs between community character, economic vitality,
and community well-being . Seek elegant solutions—those that
achieve multiple objectives and have co-benefits .
PLAN FOR THE PRESENT AND FUTURE: While focusing on
today’s needs, develop solutions that address future demographic,
economic, travel, and community design needs . Align with Boulder’s
master plans, including the updated Transportation Master Plan, the
Climate Commitment and Sustainability Framework .
CULTIVATE PARTNERSHIPS: Be open to collaboration and public-
private partnerships to achieve desired outcomes .
GUIDING PRINCIPLES
At the outset of the project, a interdepartmental
AMPS Steering Committee was created that
included representation from Community Vitality,
Transportation, Planning, and Communications.
The first task of this Steering Committee was to
define a set of high-level Guiding Principles to
serve as a shared vision for the work done as part
of AMPS.
7
PHASE 1 (2014)
ORGANIZATION &
BASELINE ASSESSMENT
• Project initiation
• Creation of interdepartmental AMPS Steering Committee
• Background research and planning
• Development of Guiding Principles
• Identification of Focus Areas
• Best practices and peer/aspirational city research
PHASE 2 (2015)
PUBLIC INVOLVEMENT & TARGETED
PROJECT WORK BY FOCUS AREA
• Multiple rounds of internal and external
stakeholder outreach
• Staff workshops
• Board/Commission presentations and meetings
• Project open houses
• City Council feedback and direction
• Online engagement opportunities
• Focus Area project work
(See pg. 30 for a complete list of accomplishments)
PHASE 3 (2016–2017+)
PROCESS DEFINITION &
MEASURING PROGRESS
• Documentation of AMPS Process and
Operational Path (See pg. 15)
• Identification of Performance Measures (See pg. 28)
• Presentation of AMPS Final Report to community
stakeholders and city leadership
• Development of online AMPS Resource Library
BEST PRACTICES SUMMARY
The first activity for the AMPS
Steering Committee was to
develop a visionary set of Guiding
Principles, define Key Focus
Areas, and conduct best practice
research .
FOCUS AREAS: Tools for Change
Using the Guiding Principles as a framework, the Steering Committee developed the
following six Focus Areas (Tools for Change) to organize the work done as part of
AMPS . 1DISTRICT MANAGEMENT: Address the enhancement and
evolution of existing access and parking districts, and the
consideration of new districts . Develop a toolkit of policies,
implementation strategies, and operational procedures to assist in the
creation of new districts .
2ON- AND OFF-STREET PARKING: Investigate potential
policy developments and changes regarding the use of
on-street public parking, such as parking for people with disabilities,
loading zones, time restrictions, car share parking, electric vehicle
(EV) parking, neighborhood permit parking, and the re-purposing
of parking spaces for bike parking or parklets . Include all surface
lots and parking garages that are city-owned and managed in the
off-street analysis .
3TRANSPORTATION DEMAND MANAGEMENT (TDM): Explore
existing and new/future programs, policies, and incentives to
increase travel options and reduce single-occupant vehicle trips .
4TECHNOLOGY AND INNOVATION: Assess parking garage
access equipment and internal systems used for permitting
and reporting . Ensure systems are compatible and can “talk” to
one another to streamline processes and create efficiencies . Explore
customer-focused technology to make parking more convenient,
lessen unnecessary driving, promote mobility as a service (i .e .,
Transportation Network Companies [TNCs]), and provide integrated
access to multimodal options . Prepare for autonomous vehicles, in
both policy and physical infrastructure .
5CODE REQUIREMENTS: Explore needed updates to the land use
code for citywide parking requirements and identify longer-term
code changes to ensure responsiveness to changes in travel behavior,
such as increased bicycle and transit use .
6PARKING PRICING: Review and analyze the relationship of
parking pricing and enforcement fees through researching
comparable cities . Analyze options, including variable and
performance-based pricing and graduated fines . Refocus parking
management activities to emphasize proactive education, customer
service, and regulation to better serve the community .
district
management
codepricing
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AMPS Best Practices and
Peer City document
ACCESS MANAGEMENT & PARKING STRATEGY
9
INTERNAL GROUPS
• City staff
• Boards & Commissions
• City Council
AMPS STAKEHOLDER GROUPS
EXTERNAL GROUPS
• District-specific residents
• Boulder residents
• Regional transportation partners (i .e ., RTD)
• Commuting workforce
• University of Colorado Boulder (CU Boulder)
• Visitors and tourists
• Neighborhood advisory groups (i .e ., HOAs,
property owners, and business leaders)
Designing a comprehensive and inclusive public
involvement process was a foundational element
of AMPS. The public involvement philosophy
for AMPS was grounded in two of the Guiding
Principles: Support a Diversity of People and
Customize Tools by Area. It was recognized early
in the AMPS project that public involvement efforts
would need to be phased, tailored, and flexible so
that both internal and external stakeholder groups
would have multiple opportunities to learn, digest,
respond to, and assimilate information provided by
city staff and consultant teams.
A variety of public involvement strategies and activities have been
employed to inform, educate, and engage the community . Outreach
activities for the AMPS project were conducted from Summer 2014 through
Spring 2017 .
Public Involvement
IN-PERSON STRATEGIES
Presentations to Community Groups
• Downtown Boulder Partnership
• Downtown Boulder Business
Improvement District
• The Hill Boulder
• Frasier Meadows
• Senior Services Advisory Board
• Better Boulder
• Code for America
• Commercial Brokers of Boulder
• Boulder Tomorrow
• PLAN Boulder County
• Open Boulder
Presentations to Boards and Commissions
• Boulder Junction Access District
• Downtown Management Commission
• Planning Board
• Joint Board Workshops
• University Hill Commercial Area
Management Commission
• Transportation Advisory Board
• Environmental Advisory Board
“Coffee Talks”
• Gunbarrel
• Spruce Confections NoBo
• The Cup
• Buchanan’s
• Ozo on Pearl
Focus Groups
Project- and/or topic-specific focus groups were utilized on an as-needed basis .
Focus groups were typically organized and led by city staff or consultant partners
and included community stakeholders . For example, members of the development
community provided feedback on proposed parking code changes and on the TDM
toolkit for private development .
11
ONLINE & DIGITAL MEDIA STRATEGIES
Inspire Boulder
This online engagement platform has covered multiple
topics, including TDM, curb management, and general access
management questions, through surveys and polls .
Social Media
Twitter: @BoulderParking @Bouldergobldr #BoulderAMPS
Commonplace
Commonplace is a geographically-based online engagement tool that
allows participants to make a comment or “rate a place” using a map of
Boulder County . Boulder hosted the first installation of Commonplace
in the United States .
WHAT WE LEARNED
2014-2015 COFFEE TALKS
How are community members getting around Boulder?
• Driving, walking, and biking
How could the way you access Boulder be improved?
• More off-street parking
• Bike parking, lockers, and
bike sharing offerings
• Cheaper parking
• More options that
connect to other regional
destinations
What do you think is the future of transportation in Boulder?
• Better bus and rail
• More bicycle use
• Education on alternatives
2015-2016 COMMONPLACE DIGITAL ENGAGEMENT TOOL
• First use of this tool in the U .S .• 1,001 unique visitors
Top 5 themes across all comments:
1 . Crosswalk enhancements
2 . Bike lanes
3 . Sidewalk improvements
4 . Traffic calming/pedestrian safety
5 . Streetscaping
2016 OCTOBER COMPLETE STREETS WORKSHOP
2016 SEPTEMBER VALUE OF PARKING WORKSHOP
Open Houses
Four total Open Houses, three specific to AMPS and one joint Open House
with the Civic Area Project, were held .
Walking Audit with the Youth Opportunities Advisory Board (YOAB)
The project team partnered with the Boulder Walks program to gather youth input
and perspectives on the current walking environment and opportunities for improving
multimodal access to the University Hill Commercial Area . Students documented
feedback during the Walking Audit through the Commonplace digital engagement
tool .
Connecting People and Places Series: Value of Parking and Complete Streets
The Value of Parking Workshop (with downtown and mobility management leaders from
Ann Arbor, MI; Seattle, WA; San Francisco, CA; and Aspen and Denver, CO) was the first in
a series of practitioner panels as part of the theme “Connecting People and Places .” This
was followed in Fall 2016 by Boulder’s Complete Streets panel, which included staff and
elected officials from Austin, TX; Cambridge, MA; Davis, CA; and Denver, CO .
• Increase mobility and options; don’t focus
on fewer trips, focus instead on different
modes .
• Create viable long-term programs .
• Support economic vitality and access for all
(social equity) .
• Understand that a “multimodal” city
includes parking too .
• Improve relationship management; inform
“peer champions” .
• Think in terms of human scale, not car
scale—we’re in the business of placemaking .
• Increase compliance and efficiency of
enforcement; reduce complaints .
• Consider demographic shifts and trends .
• Consider demographic shifts and trends
(i .e ., no car and “car-lite” households,
seniors, youth, and lower-income
individuals without good transit access) .
• Ensure greatest and best use for the
public right-of-way .
• Actively follow new technology (i .e .,
autonomous vehicles and micro-transit) .
• Emphasize economic vitality initiatives .
• Promote voluntary compliance over
enforcement .
• Improve access to “real” regional and
local transit options
Common Themes:
• Design places for people, not cars .
• Leverage pricing to encourage use of
all modes .
• Manage congestion .
• Support climate commitment
and TMP .
• Develop a shared vision with
stakeholders .
• Make data-driven decisions .
• Increase mobility and options .
• Be mindful of social equity issues .
• Hold parking pricing workshop .
• Establish Public-Private partnerships .
Common Themes:
• Support climate commitment and
TMP .
• Develop shared vision with
stakeholders .
• Connect town and gown .
• Clearly define and communicate
the “value proposition” .
• Create one-stop-shop portal/
app; ease of use; communication;
customer service/experience .
• Tailor information for audiences;
offer solutions for individuals .
• Increased shared use/Public-
Private partnerships .
• Use data-driven decision-making .
ACCESS MANAGEMENT & PARKING STRATEGY
13
SUSTAINABILITY
FRAMEWORK
6EVALUATE
5IMPLEMENT
4INTEGRATE
3COMMUNICATE
2COLLABORATE
“Where we want to go”“How we’re going to get there”
OPERATIONAL PATH
IDENTIFY
Project type
Workload balance
Budget
Timing
COLLABORATE (INTERNAL)
Project management structure
Intra-/Interdepartmental partners
Consulting support
COMMUNICATE (EXTERNAL)
Public involvement
Key audiences
Tools
Public/media relations
Messaging
INTEGRATE
Incorporate feedback
Identify key issues
Develop recommendations
Coordinate with partners
Re-engage community
IMPLEMENT
Pilot
Ordinance revision
New program
Define/refine policy
EVALUATE
Document process and results
Performance measure review
Process improvement
1
2
3
4
5
6
1IDENTIFY
ACCESSMANAGEMENT
& PARKINGSTRATEGY
GUIDING PRINCIPLES
Customize tools by area
Provide transportation modes
Plan for the present and future
Cultivate partnerships
Seek solutions with co-benefits
Support a diversity of people
Plan for
the present
and future
Support
a diversity
of people
Provide
for all
transportation
modes
Seek
solutions with
co-benefits
Customize
tools
by area
Cultivate
partnerships
The AMPS project is a new
lens through which future
parking and multimodal access
projects will be approached .
As such, it is important to
illustrate how the AMPS vision
and Guiding Principles are put
into practice and tested through
a well-defined operational path .
Shown on the following page,
the operational path serves as
the guiding framework through
which future parking and access
management projects will be
approached today and in the
future .
This chapter features key
local case studies “AMPS in
Action,” organized by Guiding
Principle . The case studies each
highlight a different Focus Area .
They have been organized as
practical, and in many cases
replicable, illustrations of how
the AMPS Guiding Principles
have transitioned from vision to
planning to implementation .
AMPS in ACTION Case Studies
“”
AMPS IN ACTION
PROVIDE FOR ALL TRANSPORTATION MODES
Case Study (CS): Downtown Boulder
Tools for Change (TC):
CUSTOMIZE TOOLS BY AREA
CS: Boulder Junction Access District
TC:
SUPPORT A DIVERSITY OF PEOPLE
CS: University Hill
TC:
SEEK SOLUTIONS WITH CO-BENEFITS
CS: Chautauqua Area Management Plan (CAMP)
TC:
PLAN FOR THE PRESENT AND FUTURE
CS: East Arapahoe Transportation Plan
TC:
CULTIVATE PARTNERSHIPS
CS: d2d Pilot
TC:
district
management codepricing
TOOLS FOR CHANGE
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district
management
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district
management codepricing
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district
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district
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15
PROVIDE FOR ALL TRANSPORTATION MODES
CASE STUDY: DOWNTOWN BOULDER
Introduction
Downtown Boulder is both the heart of the community and one of the city’s oldest
neighborhoods . Boulder has long been a progressive, forward-thinking community and
Downtown Boulder is the best example of the city’s innovative spirit in action . Historic
photographs show the evolution of passenger rail travel dating back to the 1800s; at
one point an estimated 16 railroad and streetcar lines snaked through the community .
Boulder’s first parking meters were installed in 1946 . Since that time, Downtown
Boulder has evolved into a nationally-recognized, multimodal access hub that supports
transit, bicyclists, and pedestrians, alongside vehicular parking . In the 1970’s the
downtown created a special property tax district, Central Area General Improvement
District (CAGID) that was created to fund, build and manage parking for the entire
downtown . In the intervening years CAGID constructed five parking garages that
accommodate both permit (employee) and short term (customer and visitor) parking .
This concept for shared parking became the foundation for the SUMP principles
– shared, unbundled, managed and paid – which are the hallmarks for Boulder’s
parking management . As Downtown Boulder grew and matured, the city’s parking
management philosophy paved the way for investment in other transportation
modes and enhanced public spaces . In 1977, the construction of the ionic Perl Street
pedestrian mall solidified Boulder’s commitment to designing the built environment for
people and the places they love, not just for the car .
Over the past decades, Downtown Boulder has served as the testing ground for
parking and access management policies, programs and technology . From creating
dedicated bike lanes and installing bike-sharing stations, piloting an employee bus pass
program that evidentially became the regional RTD Eco Pass and providing free Eco
Passes to all full time downtown employees, to supporting car share programs, “crazy
ideas” sparked and cultivated right in the heart of Downtown Boulder, have shaped
own residents and visitors travel to and around Boulder . These multi-modal strategies
are all in service of the city’s goal of promoting all transportation modes and reducing
the impacts of single occupant vehicle trips .
One example of how AMPS has continued to highlight Downtown Boulder as an
innovation hub is through the “Parking Cash Out” pilot with downtown businesses .
Parking Cash Out
Parking Cash Out is a financial incentive offered to employees to encourage the use of
commute modes other than driving alone, which both reduces parking demand and
helps ensure that company benefits are distributed equitably . Commuters can choose
to keep an employer-subsidized parking spot at their employment site or accept the
approximate cash equivalent of the cost of parking within that facility or system and
use an alternative transportation option . Essentially, parking cash out programs pay
employees to not drive alone to and park at work .
SolidFire, Boulder, CO
SolidFire is a Boulder-based company with 262 employees that builds cloud-based, all
flash storage systems for next-generation data centers . Located in Downtown Boulder,
within the CAGID, SolidFire was facing a shortage of available employee parking .
SolidFire developed its parking cash out program, ATIP (Alternative Transportation
Incentive Program), to encourage employees to commute via alternative transportation
modes, such as walking, biking, taking transit, or carpooling . The company now pays a set
amount per month to any employee who foregoes a monthly parking pass or reimburses
employees for occasional daily or hourly parking charges . Full-time employees are also
eligible to receive an RTD EcoPass, which is an unlimited- access annual transit pass .
Initially limited to full-time employees, ATIP was recently expanded to part-time employees .
Currently, 86 of SolidFire’s employees,
33 percent of its Boulder workforce,
participate in ATIP . The company
estimates that the net savings of this
program amounts to approximately
$17,000 per month . Employees enjoy
the program and SolidFire believes
it is beneficial in recruiting and
retaining employees .
Observations
• Parking Cash Out has resulted in
lower parking demand and single-
occupant vehicle travel rates .
• Implementation can be as simple or
elaborate as desired .
• Implementation and administration
costs tend to be low, and in some
cases the employer saves money .
• Designing a flexible program that
takes into account occasional
parking needs can result in higher
participation because it allows for
incremental change .
• Employees considered cash out
programs to be fair and both
employers and employees see
them as win/win solutions .
Public Involvement
KEY PLAYERS
• Downtown Boulder Partnership
• Downtown Business Improvement
District (BID)
• Downtown property and
business owners
• Boards/Commissions
TOOLS
• Focus group meetings
• Presentations to Boards/
Commissions
• Online engagement tools
(i .e ., Commonplace, InspireBoulder)
What’s in the Works?
• Pilot of Smarking, a data analytics
company, which connects on- and
off-street parking data points from
five different sources into one
comprehensive dashboard .
• Analysis of in-bound traffic and
identify sites for satellite/edge
parking (pilot/demonstration area
is ready) .
• Consideration for potential for
shared parking with developments
in the parking district .
• Comprehensive review of parking
pricing .
• Comprehensive review of the
existing Neighborhood Parking
Permit Program (NPP), including
stakeholder engagement and best
practice and peer/aspirational
community research .
Resources:
• AMPS website
“ This program is simple to use and a
great way to incentivize employees to
use alternate modes of transportation,
especially since there are not enough
parking spaces in Downtown Boulder” .
– Mia Sanchez-O’Dell, Global Total Compensation & Services Manager, SolidFire on Parking Cash Out Pilot
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ACCESS MANAGEMENT & PARKING STRATEGY
17
CUSTOMIZE TOOLS BY AREA
CASE STUDY: BOULDER JUNCTION ACCESS DISTRICT (BJAD)
Introduction
Boulder Junction (previously known as the Transit Village) is a 160-acre redevelopment
area that is being transformed into a mixed-use, pedestrian-oriented neighborhood
with regional transit connections and public spaces that will benefit the entire
community . Since the adoption of the Transit Village Area Plan (TVAP) in 2007,
Boulder, RTD, and private developers have begun implementing the vision outlined for
Boulder Junction .
To realize the goals of the TVAP and create a transit-oriented development, two
general improvement tax districts were created in 2010: a parking district and a TDM
district . They were named Boulder Junction Access General Improvement District-
Parking (BJAD-P) and Boulder Junction Access General Improvement District-
TDM (BJAD-TDM) . These two overlapping districts were based on the successful
Downtown Boulder parking district . In some sense, Boulder Junction has become the
city’s “proving grounds”, a culmination of lessons learned from innovative policies
and programs that were initially piloted in Downtown Boulder . These programs were
initially implemented in conjunction with zoning regulations for parking maximums (for
residential uses) to reduce single-occupant vehicle trips and promote transit and other
alternative modes .
BJAD-TDM provides funding for EcoPasses, car and bike share programs . BJAD-P
provides mechanisms to create parking that follow Boulder’s “SUMP” philosophy . To
purchase EcoPasses, BJAD-TDM uses residential and commercial property taxes and
payment-in-lieu-of-taxes (PILOT) fees that developers pay for the first two years after
they are issued a certificate of occupancy . BJAD-TDM also uses these taxes and fees to
provide discounted Boulder B-Cycle memberships and free carshare memberships for
all residents and employees of Boulder Junction .
Key Goals
• Create a lively and engaging place
with a diversity of uses, including
employment, retail, and arts and
entertainment, with housing that
serves a diversity of ages, incomes,
and ethnicities .
• Don’t overplan; allow a “charming
chaos” that exhibits a variety of building
sizes, styles, and densities .
• Offer both citywide and
neighborhood-scale public spaces .
• Attract and engage a broad spectrum
of the community, not just people who
live and work in the district or come to
access transit in the area .
• Emphasize and provide for alternative
energy, sustainability, walking, biking,
and possible car-free areas .
Observations
• Development at Depot Square
presented the opportunity to
construct a shared parking garage
for BJAD-P and the other Depot
Square uses, including the hotel, the
Depot, RTD, and the housing units .
The Depot Square parking garage is
now shared between five different
users through a condominium
association and BJAD-P has 100
spaces to manage . The goal is to
support the access needs of all
users within the district .
• With district-wide limitations on
parking for residential units (one
parking space per unit), Boulder
Junction may not be for everyone .
The district was developed with the
goal of prioritizing pedestrians first,
cyclists second, transit users third,
and automobile users fourth .
Staff & Consultant Collaboration
CITY OF BOULDER
• Community Vitality
• Transportation, Planning, Housing
& Sustainability
• Public Works
• City Attorney’s office
• Fire Department
CONSULTANTS
• Fox Tuttle Hernandez, RRC
Public Involvement
KEY PLAYERS
• BJAD-P Commission
• BJAD-TDM Commission
• District property owners
• Private developers
• Depot Square owners’ association
• RTD
TOOLS
• Boards/Commission meeting
presentations
• Online engagement tools
(i .e ., Inspire Boulder)
• Open Houses
• Inside Boulder News
What’s in the Works?
• Develop the city-owned site at
30th and Pearl in the context of
affordable housing .
• Reimagine transit, including
the RTD “HOP” route along the
Pearl Street Corridor, particularly
between Downtown Boulder and
Boulder Junction .
• Collaborate with RTD to increase
transit service to Boulder Junction .
• Add other petitioning properties
into BJAD-TDM .
Resources:
• Transit Village Area Plan
• Boulder Junction website
• BJAD Commission website
• BJAD-P Map
• BJAD-TDM Map
Hyatt Place Boulder/Pearl Street boulderpearlstreet.place.hyatt.com
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ACCESS MANAGEMENT & PARKING STRATEGY
19
SUPPORT A DIVERSITY OF PEOPLE
CASE STUDY: UNIVERSITY HILL
Introduction
University Hill is a dynamic historic neighborhood adjacent to the main CU Boulder
campus . The Hill features an eclectic mix of housing, restaurants, shops, and
entertainment venues . As a parking district, similar in organization to Downtown
Boulder and Boulder Junction, planning for parking and access is a fundamental
part of promoting economic vitality on the Hill . The focus of AMPS for The Hill has
been on intentionally identifying and promoting connectivity for all modes, with
specific emphasis on reducing The Hill’s auto-oriented feel and making the area more
accessible and inviting for pedestrians and bicycles .
Four key access management and parking projects/concepts are currently underway
on The Hill, including:
• Ecopass Pilot
• Alleyway Project
• “Event Street”
• Potential New Garage & Hotel
Ecopass Pilot
In 2016, a Hill Employee EcoPass program was piloted to reduce employee parking
demand and expand multimodal access to The Hill . Pilot goals included:
• Increase connectivity between Downtown Boulder and The Hill, to both reduce
parking demand and address topographical challenges for pedestrians .
• Improve access to The Hill for lower income and/or service industry employees .
Alleyway Project
Boulder recently selected designer Russell + Mills Studios, whose work in Fort Collins,
CO has helped improve access to and the utilization of alley spaces . The Hill’s alleyway
beautification project seeks to:
• Create greater connectivity and make alleyways more inviting for pedestrians
and cyclists;
• Open up additional space for Hill businesses to interact with public spaces;
• Maintain access for delivery trucks; and
• Prioritize alleyway access in a balanced way that supports students, businesses,
residents, and visitors .
“Event Street”
The intersection of 13th Street and Pennsylvania Avenue is being
redesigned into an “event street”, to provide much-needed
community gathering space in The Hill Commercial Area and to
accommodate smaller community events, such as outdoor film
screenings and poetry readings . This project is funded by the
Community, Culture, and Safety sales tax adopted by Boulder voters
in 2014 . The event street will remain an active street with parking .
Potential New Garage and Hotel
Boulder is pursuing a public-private partnership with the local
development community to create a new hotel and conference
center, to be located at the intersection of University Avenue and
Broadway . The project will include 400 new hotel rooms, 1,500
sqft . of ballroom space, 30,000 sqft . of new retail and dining
space, and a 250-car public garage . The vision is for a truly shared-
use facility, all on one street, that could potentially house a transit
hub similar in scale to the BJAD’s, with amenities like a bus to the
Denver International Airport and B-cycle stations .
Observations
• Connectivity between Downtown
and The Hill is key, both to reduce
parking demand and address
topographical challenges .
• Access to the Hill needs to be
improved for lower income and/or
service industry employees .
• Alleyways present an opportunity
to activate underutilized space .
• Infrastructure and connectivity
improvements are essential for
creating people-oriented places .
Staff & Consultant Collaboration
CITY OF BOULDER
• Community Vitality
• City Attorney’s office
• Arts & Culture
• Zero Waste Boulder
• Transportation
CONSULTANTS
• Russel + Mills Studio
• RRC Associates
Public Involvement
KEY PLAYERS
• CU Boulder
• The Hill Boulder
• University Hill Commercial Area
Management Commission
• Hill property and business owners
TOOLS
• Design workshops
• Presentations and meetings to
boards, commissions, and other
neighborhood stakeholder groups
• Project website
What’s in the Works?
• Assess EcoPass pilot in 2017 .
• Implement Alleyway project .
• Implementation of the Event Street
project, concluding construction by
Fall 2017 .
Resources:
• Hill Event Street Project website
• Hill Event Street Design Concept
• Zero Waste Boulder
Sketch from Russel + Mills Studio University Hill Event ConceptUniversity Hill (photo courtesy of Sam Veucasovic, City of Boulder, May 2017)
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ACCESS MANAGEMENT & PARKING STRATEGY
21
SEEK SOLUTIONS WITH CO-BENEFITS
CASE STUDY: CHAUTAUQUA ACCESS MANAGEMENT PLAN
Introduction
Chautauqua is an iconic landmark that attracts a wide variety of people . Attractions
like the National Historic Landmark District, open space trails, the dining hall, city park
land, park ranger talks, rentable meeting space and cottages, and much more make
Chautauqua very popular . However, with popularity comes challenges, especially
during peak times . This is particularly true for parking, which impacts people who live,
work, and recreate in and around Chautauqua .
In response to this longstanding issue, Boulder, the Colorado Chautauqua Association
(CCA), and community members teamed to create a Chautauqua Access Management
Plan (CAMP) . Their goal was to create a plan to improve the experience of traveling
to and from the Chautauqua area, which includes the National Historic Landmark,
adjacent green space, and trailheads . The plan was also developed to minimize the
impacts of vehicles to neighbors, visitors, and the area’s natural and cultural resources .
A diverse working group appointed by the city manager helped staff evaluate the
challenges and opportunities of Chautauqua access .
Data Collection
During Summer 2016, multiple types of data collection efforts were undertaken, including
more traditional parking supply/demand and duration counts, customer intercept surveys,
and visitation count reviews . Specifically, data collection focused on understanding:
• Travel pattern and arrival routes
• Vehicle traffic and speeds
• Parking supply, duration, and utilization
• Bicycle parking and utilization
• Shared street interactions
Observations
The following key issues have been identified from the data collection, evaluation, and
public engagement process to date . Summer 2017 pilot projects will target and aim to
mitigate these key issues in preparation for development of the final CAMP strategy:
• The vast majority of visitors to the
Chautauqua area arrive by automobile,
which, combined with the popularity
of the area, creates traffic congestion,
neighborhood livability/parking
congestion, and greenhouse gas
emission levels that do not meet
Boulder’s transportation mode choice
or environmental goals .
• Parking demand within the
Chautauqua complex (including access
to the trailheads) exceeds supply .
Because of this, the surrounding
neighborhood streets often serve as
overflow parking for the site, which
creates a variety of concerns for
the residents of those streets . This
includes a lack of access to on-street
parking for their own homes; illegal
parking that limits sight distance to
conflict areas; and issues with trash,
noise, and verbal conflicts .
• Within the National Historic Landmark
itself, pedestrians walking
in the street (where there are no
sidewalks) come into conflict with
motor vehicles, including those looking
for parking spaces .
• Chautauqua Auditorium event night
shuttle buses become problematic for
the neighborhood east of Chautauqua
when shuttle riders request Americans
with Disabilities Act (ADA) drop-
offs at the Auditorium via Columbine
Avenue opposed to regular drop-
offs on Baseline Road . This creates
noise and odor concerns for east-side
neighborhood residents, and conflicts
with pedestrians and other vehicles
along Columbine .
• The Chautauqua Working Group
(CWG) recommended adding
speeding on residential streets within
and outside of the historic district as
an issue for future consideration .
Staff & Consultant Collaboration
CITY OF BOULDER
• Open Space and Mountain Parks
CONSULTANTS
• Fox Tuttle Hernandez, RRC
• RRC Associates
Public Involvement
KEY PLAYERS
• CAMP Working Group
• CCA
• Open Space users
• Boulder Convention and Visitors
Bureau
• Residents in Chautauqua
neighborhoods
• City of Boulder
›Community Vitality
›Transportation
›City Attorney’s office
›Parks and Recreation
TOOLS
• Online questionnaire
• Open houses
• City Council, Boards, and
Commission presentations
• Project website
What’s in the Works?
• Implement pilot strategies (only on
weekends) in Summer 2017, based
on direction from City Council . The
holistic pilot approach includes:
›Improving transit and other ways
to get to and from Chautauqua .
›Implementing managed parking
in Chautauqua and/or in
surrounding neighborhood .
›Exploring innovative solutions
like real-time parking
information, ridesharing, and
TNCs (i .e ., Uber and Lyft) .
›Implementing transportation
incentives for Chautauqua
employees .
Resources:
• CAMP website
• 2016 Chautauqua Lease between
CCA and City of Boulder
• OSMP–Chautauqua Trailheads
website
• CAMP PowerPoint presentation
• 2016 Fox Tuttle Hernandez, RRC
data report
• Transit Analysis
• CAMP: City Council Information
Packet Jan . 17, 2017
• CAMP Questionnaire results
OPEN HOUSE
CHAUTAUQUAACCESSMANAGEMENTPLAN
What Do We Know?
There were several key ndings from the Chautauqua Parking Analysis
Study and the Chautauqua Study Area Visitation Monitoring Report.
ChautauquaAccessManagementPlan.com
• Chautauqua Core Area and Dining Hall have steady use
in all time periods
• Approximately half 53% of people were heading for
open space with the peak occurring in the afternoon
• Chautauqua Green has steady use in the morning and
afternoon but drops off in the evening
• Peak use is seasonal (summer)
• As expected, nighttime peak for the auditorium
• The site experiences its greates use in the afternoon
Chautauqua Area Parking Demand
• 80% of Chautauqua visitors arrive by car
• Carpooling: average of 2.7 passengers per vehicle
• Parking supply adequate for demand most of the year
• Parking demand exceeds supply during summer months -Supply is 478 Spaces in Chautauqua Area
-Summer demand is >700 spaces during peak visitation
Overow parking impacts (during peak summer months)
• Chautauqua core (cottage) area
• Surrounding neighborhood
• Parking on South side of Baseline Road
Key Findings from Chautauqua Parking Analysis
Study (2013) and User Intercept Survey (2013):
Use of Chautauqua area • Visitation to OSMP trails was
consistently higher on weekend days
compared to weekdays
• Total daily OSMP visits ranged from
188 to 5,126 (average 2,570)
Key Findings from OSMP Chautauqua Study
Area Visitation Monitoring Report (2015):
Note: Counts collected from 8-1 to 11-30 in 2004 and 2015.
Month 2004 Visits 2015 VisitsAugust
SeptemberOctoberNovember
42,000
36,00035,00019,000
103,905
81,27074,12554,244
Total 132,000 313,544
OSMP Visitation Estimates at Chautauqua
OPEN HOUSE
CHAUTAUQUAACCESSMANAGEMENTPLAN Where Do You Live?
ChautauquaAccessManagementPlan.com
Longmont
Denver
LafayetteArapahoe Ave
Baseline Rd
Canyon St
Broadwa
yBroadwa
y
Br
o
a
d
w
a
y
Arapahoe AveFoothills PkwyBroadway28th St28th StPearl St
75th St755th StFoothills PkwyLouisville
Erie
BROADWAY
BROADWAY
GOL DENROD DRKINNIKINIC RD18TH STAURORA AV
CASCADE AV
EUCLID AV
BASELINE AV
AURORA AV
UNIVERSITYOF COLORADOCAMPUSAURORA AV
CASCADE AV CASCADE AV
EUCLID AV
BASELINE AV BASELINE AV19TH ST17TH STMARIPOSA AV
COLUMBINE AV
ASTOR LN
Sierra Dr 16TH STBLUEBELL AV
CLEMATIS DR
KING AV 20TH ST18TH ST19TH ST17TH ST18TH ST17TH ST20TH ST19TH ST20TH ST21TH ST22TH ST21TH ST22TH ST15TH ST15TH ST14TH ST12TH ST13TH STLINCOLN PL16TH ST7TH ST8TH ST6TH ST9TH STGRANT PL11TH ST10TH ST29TH ST27TH ST28TH ST27TH WYHISTORIC CHAUTAUQUA DISTRICT
OPEN HOUSE
CHAUTAUQUAACCESSMANAGEMENTPLAN What is our Planning Process and Timeline?
ChautauquaAccessManagementPlan.com
PROJECT
PHASES
BOARDS &
CITY COUNCIL
MEETINGS
KEY PUBLIC
ENGAGEMENT
OPPORTUNITIES
ongoing outreach and engagement
Project
Planning
Spring
2016
Data
Collection
Summer
2016
Data
Analysis
Fall
2016
Draft
Strategies
Winter
2016/17
Conrm
Pilot
Strategies
Spring
2017
Pilot
Project &
Analysis
Summer
2017
Rene &
Finalize
Plan
Fall/Winter
2017
Boards from CAMP presentation
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ACCESS MANAGEMENT & PARKING STRATEGY
23
PLAN FOR THE PRESENT AND FUTURE
CASE STUDY: EAST ARAPAHOE TRANSPORTATION PLAN
Introduction
In 2014, an RTD Northwest Area Mobility Study recommended State Highway 7
Corridor (Arapahoe Avenue to 287, and Baseline Road east to I-25) between Boulder,
Lafayette, and Brighton as a strong candidate for a regional arterial Bus Rapid Transit
(BRT) line .
As part of the East Arapahoe Transportation Plan, Boulder began looking at how
a BRT might function (design, service, and operations) . Community stakeholders
involved in the project urged Boulder to consider a number of potential transportation
improvements within the East Arapahoe Corridor (in addition to BRT feasibility),
including TDM programs, and managed parking . Today, the East Arapahoe Corridor is
one of Boulder’s busiest regional travel corridors .
As Boulder plans for the future, exponential growth in surrounding communities will
likely place additional demands on the corridor’s existing transportation system . From
people commuting into Boulder for work or school, traveling to Boulder for healthcare
services, or simply accessing recreational and shopping amenities, forecasted regional
transportation demands on the East Arapahoe Corridor will continue to impact how
the corridor functions today and in the future .
Key Goals
• Provide Complete Streets in the East Arapahoe Corridor that offer people a
variety of safe and reliable travel choices .
• Increase the number of trips the East Arapahoe Corridor can carry to
accommodate growing local transportation needs and projected growth in
surrounding communities .
• Promote a more efficient use of TDM, manage parking, and offer people
multimodal travel options .
• Deliver cost-effective transportation solutions that can be phased over time .
• Develop transportation improvements that support Boulder’s Sustainability
Framework and the Boulder Valley Comprehensive Plan Update .
Observations
• Regional transportation demands
will change how the East Arapahoe
Corridor functions .
• Effective stakeholder engagement
can produce unexpected and
creative solutions .
• East Arapahoe used to be a
“pass-through” corridor; with
CU Boulder’s East Campus, it is
now more of a destination .
• The corridor provides an
opportunity to implement edge/
satellite parking concepts .
Staff & Consultant Collaboration
CITY OF BOULDER
• Community Vitality
• Comprehensive Planning
• Transportation
• Parks and Recreation
CONSULTANTS
• Nelson\Nygaard Consulting
Associates
• Fox Tuttle Hernandez, RRC
• Fehr & Peers Transportation
Consultants
Public Involvement
KEY PLAYERS
• Community working group
• Small and large businesses
• Neighborhood associations
• Cycling advocates
• Disabled community
• Community at large
• Boards/Commissions
TOOLS
• Community working group
• Online questionnaire
• Public workshops
• Small group meetings
• Project website
• Webinars
• Email
What’s in the Works?
• Continue working on draft district
cross section alternatives, designed
with input from a community
working group and public
comment .
• Provide edge/satellite parking
options in Erie, Lafayette,
Broomfield, and East Boulder to
encourage commuters to transition
out of their cars sooner .
• Implement a targeted marketing
campaign to better inform
commuters about their options .
• Expand the EcoPass program .
• Encourage the use of ridesharing
options with regional TNCs .
Resources:
• Project website
• Public input summary
• Community working group website
• Open House boards
• Best Practice and Case Study
Research
• Draft District Cross Sections
• Area Maps
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ACCESS MANAGEMENT & PARKING STRATEGY
25
CULTIVATE PARTNERSHIPS
CASE STUDY: DOOR TO DOWNTOWN (d2d PILOT)
Introduction
In November 2016, Boulder and the Downtown Boulder Partnership debuted a new
service that provided discounted door-to-door access to and from Downtown Boulder .
The pilot program, Door to Downtown, or “d2d,” was a collaborative, Public-Private
partnership between Boulder, the Downtown Boulder Partnership, TNCs Uber and
Lyft, taxi company zTrip, the Rocky Mountain Institute (RMI), and mobility technology
provider Commutifi .
The goal of the d2d pilot, which initially ran over the 2016-17 holiday season from
Thanksgiving to New Year’s Day, was to bring holiday shoppers and diners from their
homes directly to their Downtown Boulder destinations and back again . The program
provided a $25 credit good for five $5 credits on rides into Downtown Boulder
between 11 a .m . and 9 p .m ., and participating merchants offered a $5 credit for the
trip home with a purchase of $50 or more . The initial pilot was extended through
Valentine’s Day 2017 .
According to key partner, RMI, “the long-term opportunity d2d presents is exciting .
To date, great research has been done to understand how the cost of a mobility
service affects demand . However, in practice (at current prices) door-to-door services
are more expensive than operating a car in most situations . The d2d pilot offers a
unique opportunity to test the demand for new transportation options when they are
essentially the same price as driving and parking . For the first time, we can test the
price elasticity of demand for mobility services .”
Key Goals
• Reduce Downtown Boulder parking demand by customers who currently drive
and park single-occupant vehicles (SOVs) .
• Support the economic vitality of Downtown Boulder during the holiday season .
• Introduce a new mode to a demographic that reportedly does not visit Downtown
Boulder due to the cost/perceived lack of parking .
• Provide increased roadway safety for return trips after an evening
Downtown Boulder .
• Encourage customers to explore a new way of accessing Downtown Boulder .
Observations
• Potential d2d users responded to
the idea of a subsidy but did not
fully utilize the provided benefit .
• The subsidized ride was the
primary motivation for using the
service, over avoiding traffic/
parking or as an alternative to
driving impaired .
• Younger demographics are more
comfortable with accepting of
the technology versus older
demographics .
• Consistent and creative marketing,
along with an easy to use customer
interface, is important .
• The program was more effective
when the pilot period was
extended from the original six
weeks .
• The Thanksgiving to New Year’s
Day period may not have been
ideal—many potential users were
out of town or otherwise engaged .
• People respond better to surveys
when meaningful incentives are
provided .
Staff & Consultant Collaboration
CITY OF BOULDER
• Community Vitality
• Transportation
• City Attorney’s office
CONSULTANTS
• Commutifi
• Rocky Mountain Institute
Public Involvement
KEY PLAYERS
• Downtown Boulder Partnership
• TNCs Uber and Lyft
• Taxi company zTrip
• Commutifi
• Downtown property and business
owners
• Boards/Commissions
TOOLS
• Customer surveys
• Promotion through local media
channels—print, digital, and
televised
What’s in the Works?
• Consider another pilot in the future,
based on this assessment .
Resources:
• Program Information and FAQ
• RMI final report
“ This project demonstrates how public and private
partners can collaborate to bring innovative mobility
solutions to cities . If we can replicate and scale such
efforts, we will see more people relying on mobility
services, rather than owning their own cars, which sit
unused 95 percent of the time .”
– Jeruld Weiland, Managing Director Rocky Mountain Institute
OVER
5,200
PEOPLE
participated in the d2d pilot
district
management
codepricing
TOOLS FOR CHANGE
technology parking
$$$
travel
options
district
management
codepricing
TOOLS FOR CHANGE
technology parking
$$$
travel
options
ACCESS MANAGEMENT & PARKING STRATEGY
27
AMPS is designed to integrate with and support
Boulder’s existing master plans and other
community planning efforts while also offering
an opportunity to build on and evaluate existing
measures in new ways . Making use of measures
that can be evaluated citywide and/or by local area
(i .e ., district, neighborhood, or activity center)
provides more flexibility for measuring the social,
economic, and environmental impact of projects
approached through the AMPS process .
This context-sensitive approach supports the AMPS Guiding Principles, and can be
more qualitative in measurement . It promotes a more open process for realigning
and adjusting while projects are in progress, as opposed to waiting until projects are
completed to measure their effectiveness . It also supports the basic premise of AMPS,
which is to look at parking and access management initiatives through an integrated
lens . The following performance measures, organized by the AMPS Guiding Principle,
are offered as guidelines for future parking and access management projects and are
based on performance measures from existing master/strategic plans and readily-
available data .
AMPS Guiding Principle: Provide for All Transportation Modes
PERFORMANCE MEASURES:
• Change in mode share by residents and non-residents
• Change in mode share by employees during workday
• Miles of bikeway
• Transit ridership
• Parking utilization
Performance MEASURES
AMPS Guiding Principle: Customize Tools by Area
PERFORMANCE MEASURES:
• Percentage of defined districts/activity nodes aligning with the
15-minute neighborhood concept
• Alignment of transportation alternatives with districts experiencing
the largest job growth
• Transit service changes over time—both locally and regionally
• Impacts on commercial areas and businesses, measured through
surveys and feedback, including economic benefits
AMPS Guiding Principle: Support a Diversity of People
PERFORMANCE MEASURES:
• Average commute distance for resident and
non-resident employees
• Accessibility of employee mobility options by diverse income levels
• Relationship between availability of transit service and
availability of jobs
• Percentage of older adults and people with disabilities
served by transit
AMPS Guiding Principle: Seek Solutions with Co-Benefits
PERFORMANCE MEASURES:
• Vehicle miles traveled per capita for employees and residents
citywide and within districts
• Traffic congestion to/from prioritized nodes of workforce
trip generation
• Travel options that support economic vitality
AMPS Guiding Principle: Plan for the Present and Future
PERFORMANCE MEASURES:
• Impact of TDM Toolkit implementations (i .e ., adoption rate of parking
cash out, EcoPass, and alternative work schedules utilization) related
to mode share and Vehicle Miles Traveled (VMT) reduction goals
• Support for pilot programs that explore new technologies and travel
options
AMPS Guiding Principle: Cultivate Partnerships
PERFORMANCE MEASURES:
• Utilize the existing Boulder Valley Employee Survey and Downtown
Intercept Survey to track progress over time
• Consider developing district-specific intercept surveys
• Build on the existing d2d partnership with Downtown Boulder, TNCs,
and technology provider Commutifi
• Use public-private partnerships to minimize needed parking and
maximize a mix of uses
EXISTING PLANS & RESOURCES
• Sustainability Framework
• Climate Commitment
• Boulder Valley Comprehensive
Plan (BVCP)
• Transportation Master Plan
(TMP) and Transportation
Report on Progress (TROP)
• Safe Streets Boulder: Toward
Vision Zero (TVZ)
• Human Services Strategy
• Economic Sustainability
Strategy
• District and Corridor Plans
• Resiliency Strategy
• Boulder Valley Employee
Survey
• Downtown Employee
Travel Survey
• Hill Employee Travel Survey
• TVAP Plan
• Downtown Boulder Intercept
Survey
29
2015 Accomplishments cont.
Since AMPS was initiated in Spring 2014, interdepartmental teams of city staff have
collaborated with a variety of consultant partners and community members to
complete an impressive list of accomplishments .
PHASE 1 ORGANIZATION & BASELINE ASSESSMENT
The first activity for the AMPS project team was to develop a visionary set of Guiding
Principles, define key Focus Areas, and conduct best practice research . The team also
spent much of 2014 developing a comprehensive community engagement plan to
support the AMPS process .
2014 Accomplishments
• Completed an AMPS Best Practices
and Peer City document .
• Completed short-term auto and bike
parking code changes .
• Developed a Request for Proposals for
the replacement of Downtown Boulder
garage access equipment .
• Developed and reviewed TDM Toolkit
for private development options .
• Installed pilot Parklet on The Hill
May through October .
• Installed solar-powered charging
stations at Broadway and
Spruce Street .
• Implemented pay-by-cell in all
parking districts .
• Installed variable messaging signage
in Downtown Boulder garages .
PHASE II: PUBLIC INVOLVEMENT &
TARGETED WORK BY FOCUS AREA
Throughout 2015, the extensive community engagement planning work was put into
practice . From Open Houses and “Coffee Talk” meetings to a new online engagement
platform, Commonplace, the public was given multiple opportunities to provide input
on the AMPS philosophy and project Focus Areas (“Tools for Change”) .
Targeted work by Focus Area included:
• Refined options and draft
recommendations for TDM policies
for new developments .
• Explored potential modifications to
long-term on-street parking (“72-hour
Rule”) .
• Reviewed options for edge/satellite
parking .
• Analyzed shared parking policies
between districts and private
developments .
• Examined parking-related code
changes .
2015 Accomplishments
• Issued a Request for Proposals for the
replacement of Downtown Boulder
garage access equipment, revenue
control, and permitting systems to
a state-of-the-art system that will
coordinate with other technologies
such as the variable messaging system .
• Negotiated Public-Private partnerships
for a mixed-use project with a shared
parking option between the CAGID
and Trinity Lutheran Church in
Downtown Boulder .
• Initiated a public-private partnership
redevelopment of the UHGID 14th
Street parking lot .
• Explored a mobility hub for North
Boulder, at the intersection of North
Broadway and US36, with CDOT, RTD,
and Boulder County .
• Increased the Downtown CAGID
long-term parking permit rate for
Downtown Boulder and Hill surface
lots and garages .
• Completed best practice and peer city
reviews of on-street car share parking
policies to provide flexibility with new
car share programs .
• Implemented the community-wide
Downtown Employee Travel Survey .
• Coordinated parking management
and TDM program development
for the mixed-use neighborhood in
anticipation of the completion of
Depot Square at Boulder Junction .
• Coordinated with Southwest Energy
Efficiency Project (SWEEP) and
Climate Commitment staff regarding
EV charging stations at parking
facilities .
• Implemented Civic Area parking
and TDM plans .
• Studied Downtown Boulder parklet
to determine potential criteria and
locations, operational parameters
and considerations, installation
requirements, and recommendations
for potential sites .
• Evaluated the pilot parklet on The Hill .
• Worked with multiple parties—the
hotel, RTD, affordable housing, and
Boulder Junction Parking District—to
implement a parking management
system to accommodate the variety
of users of the shared parking garages
in the Depot Square mixed-use
development .
• Developed a parking pricing strategy
in BJAD to implement the SUMP
principles and reflect the market of the
surrounding area .
• Conducted a Downtown Boulder bike
rack occupancy count .
• Partnered with Downtown Boulder
startup company, Parkifi, to install
parking sensors .
Phase 1
Resources
• Oct . 28, 2014
AMPS Memo
• July 29,
2014 AMPS
Presentation
• June 10, 2014
AMPS Memo
Phase II
Resources
• AMPS
infographic
• Open House
Boards &
Project Update
• Spring 2015
Community
Engagement
Summary
• Fall 2015
Community
Engagement
Summary
• May 26,
2015 AMPS
Presentation
• May 26, 2015
AMPS Memo
ACCOMPLISHMENTS &Ongoing Work
Phase III continued on next page
PHASE III: PROCESS DEFINITION & MEASURING PROGRESS
The following projects are ongoing, with start dates between 2016 and 2017 .
CAMP
The CAMP project began as part
of a new lease with the CCA in
October 2015 . The lease included
a commitment to develop an access
and parking management plan for
the historic district and surrounding
area . The traffic and parking data
collection and a visitor intercept
survey were completed in Summer
2016 . A CAMP working group was
created to work with staff to develop
recommendations for trial, short-term
measures to be implemented and
evaluated in Summer 2017 to create
a final CAMP .
Next Steps
• Implement CAMP Summer 2017
pilot on Saturdays and Sundays,
June 3 through August 27, 2017 .
• Collect data throughout the
pilot period .
• Share results of data collection
and public input, re: visitor
experience with the community,
Boards and Commissions, and
City Council to determine future
CAMP implementation strategies .
ACCESS MANAGEMENT & PARKING STRATEGY
31
Next Steps
• Initiate process with parking industry
consultant to assist with a research
comparison of similar organizations with
neighborhood permit programs .
• Examine the NPP and regulations
starting in the 4th quarter of 2016 into
2017 .
• Consider the NPP and related issues
within the broader AMPS context .
• Provide a recommendation of guiding
principles from the working group to city
council .
• Create a public outreach process .
Parking Pricing
In Fall 2016, Community Vitality
and Parking Services conducted a Parking
Pricing Practitioner Panel
on the “Value of Parking” . The panel was
comprised of parking and downtown
management professionals from across
the nation . Public process and feedback
led to the formation of next steps and an
action timeline . During 2017, Community
Vitality and Parking Services plan to analyze
parking-related fees in an effort
to maximize the management of parking
resources in commercial areas . The review
will include an analysis of on-street parking
fees, garage short-term parking rates, rates
between different garages, and parking
citation fines .
In addition to reviewing specific rates,
staff will also consider parking pricing as a
tool to redistribute parking demand in the
Downtown Boulder area .
Next Steps
• Initiate process with parking industry
consultant to assist with demand-based
pricing research comparison with like
organizations .
• Analyze “big data” collected from vendor
on and off street to help guide pricing
decision making .
• Form a working group from boards and
commissions and other organizations
to assist with determining the “Value of
Parking” .
• Provide a recommendation of guiding
principles from the
working group to city council .
• Initiate public outreach and
communication of proposed
parking rate changes, if approved .
TDM Plan Ordinance for New Developments
The purpose of having a TDM plan
ordinance is to require new developments
to meet specific goals related to reducing
the development’s impact on Boulder’s
transportation system and to ensure
compliance . In 2016, the project team
evaluated nine commercial and seven
residential developments that were required
to submit TDM plans . The project team
measured the plans’ effectiveness and
their evaluations informed the design and
administration of the proposed TDM plan
ordinance .
Next Steps
• Update Boards, Commissions, and
Council on findings of TDM plan
evaluations .
• Present updated TDM plan ordinance
design concept to Boards, Commissions,
and Council .
• Initiate the process of implementing
the TDM ordinance for future new
development, if council gives direction
to move forward .
Civic Area Parking Management
and TDM Programs
In 2016, a new parking management
system was implemented that
holistically manages all the lots in
the Civic Area, provides one and
a half hours of free parking, and
employs license plate recognition
to enforce paid parking . For city
government employees, the expanded
TDM program provided satellite
parking options, a parking cash out
program, and personalized concierge
travel assistance .
Next Steps
• Continue evaluating parking
supply and demand and
the effectiveness of the
TDM program .
• Expand EcoPass benefits to
new categories of city
government employees .
• Increase vanpool rebate from
$20 to $40 per month for city
government employees .
Parking Code Changes
The intent of this project is to update
Boulder’s parking code to include
supply rates by land use type and
area type, as appropriate, to:
• Reflect the actual parking supply
and demand rates that currently
exist throughout Boulder .
• Minimize the construction of
underutilized parking spaces .
• Reflect the multimodal goals of
the Transportation Master Plan .
• Reflect changing market
conditions nationwide .
• Decrease the number of parking
reductions that are requested .
• Coordinate and align parking
supply rates with Boulder’s
evolving TDM goals, ordinances,
and regulations .
In 2016, the project team conducted
additional parking supply and
occupancy observations at 20
sites, including commercial, office,
industrial, mixed-use, and residential
land uses . These observations
supplemented the more than 30 sites
that had previously been studied in
2015 . A range of draft parking rate
recommendations, including parking
maximums and minimums, were then
developed for consideration . The
potential to coordinate and link
the recommended parking supply
rates with the evolving TDM ordinance
was also identified .
Next Steps
• Refine the draft parking code
changes and develop scenarios
that range from minimum
changes to significant reductions
in required parking .
• Coordinate with the ongoing
TDM ordinance development
process to link the range of
parking reductions in each
scenario to comply with specific
TDM regulations .
• Update Boards, Commissions and
Council on findings re: existing
parking supply and utilization by
land use .
• Present the updated parking
supply rate scenarios to Boards,
Commissions, and Council for
consideration .
• Based on feedback from
Boards, Commissions, and
Council, develop a recommended
set of parking code updates .
Phase III continued
NPP Review
During 2017, Community
Vitality and Parking Services,
with guidance from city
council, plans to undergo a
review of the NPP . The review
will include an analysis of NPP
zone creations and expansions;
resident, commuter, and visitor
permit pricing; and zone time
limits for commuters . Staff will
also consider neighborhood
parking issues that are not
addressed by current NPP
regulations .
ACCESS MANAGEMENT & PARKING STRATEGY
33
This concluding chapter touches on a few emerging trends that will likely influence
and shape how people travel to and around Boulder for years to come:
• Shared travel options
• Data-driven management
• Adaptive reuse principles
• Autonomous and Connected Vehicles
(AV/CV)
• Electric Vehicles (EVs)
AMPS was designed to be a guiding framework
that balances today’s multimodal access needs,
trends, and choices while also preparing for
inevitable shifts in demographics, economics, travel
choices, physical design, and technology .
Preparing for
THE FUTURE
SHARED TRAVEL OPTIONS
Promote shared travel options over
tools that push users to a single mode
each day.
One-way travel options are rapidly
expanding . These include walking, transit,
bike share (B-Cycle), TNCs, carsharing
(eGo), and much more . In the near future,
shared autonomous vehicles will likely
also join this category of transportation
options . These travel choices give users
even more choices for first- and last-mile
connectivity and greater opportunity
to live a car-free or “car-lite” lifestyle .
Boulder’s existing SUMP philosophy for
parking management is a great example
of how the city is effectively managing
a limited resource today while also
preparing for changing travel behaviors in
the future .
DATA-DRIVEN MANAGEMENT
Pursue data-driven management
practices to improve system efficiency
and share information effectively.
Performance-based parking pricing,
Uber’s “surge pricing,” and peak-hour
transit fares are all examples of how to
use pricing to address peak demands .
Real-time data collection and analysis—
such as commute mode detection that
can distinguish between biking, SOV,
carpooling, and transit use—will lay
the foundation for effective system
management moving forward . Boulder
has demonstrated a commitment to
making data-driven parking and access
management decisions by updating its
PARCS equipment in publicly-owned
parking garages and collaborating with
data analytics company, Smarking .
Informed decision-making is a Boulder
community value . By putting these
tools in place now, Boulder will be well-
positioned for future policy updates and
financial investments .
ADAPTIVE REUSE PRINCIPLES
Consider adaptive reuse principles in new investments that are based
on current conditions.
While autonomous vehicles are likely to have a profound effect on
transportation systems in the coming years, there are simply too many
uncertainties to be able to accurately predict associated changes in land
use . Flexible design principles that allow buildings to adapt to different
uses are likely to be cost-effective investments . Developing new parking
structures that are able to either incorporate an automated vehicle
storage and retrieval system (AVSRS) or transform to an alternate use
will ensure that the structures are cost-effective investments, whether
parking demands increase or decrease .
AUTONOMOUS & CONNECTED VEHICLES
Q&A with Dr. Doug Gettman
Global Director of Smart Mobility
and AV/CV Consulting Services,
Kimley-Horn and Associates, Inc.
Q: What is the single most significant
impact of AV/CV to the parking
industry, from your perspective?
A: If I have to pick just one, I would say
in the long-term, likely more than ten
years from now, as Level 4 driverless
vehicles (aTaxis, whether or not they
are shared-rides) become more
capable to negotiate the majority of
roadway facilities, the vast seas of
parking lots we currently have around
malls and shops in some parts of the
country will not be as necessary. We
currently seem to build parking lots
for the 99th percentile demand day,
generating so much land area that
goes unused most of the time. The
Level 4 driverless fleets of aTaxis may
be more efficiently parked in different
configurations—perhaps more like
how rental car facilities are currently
operated (nose-to-tail) since availability
of individual vehicles in the middle of
the lot is not necessary. SUVs, small
vehicles, trucks, etc. could be parked
in separate lanes and the next vehicle
of a certain type could be dispatched
to a user from the front of the queue.
Self-driving Level 3 vehicles (privately
owned) will still need some traditional
parking facilities, as individual owners
will need access to their own vehicles
at any time.
Q: When should cities start
thinking about how
AV/CV technology will
impact them?
A: We’re asked these kind of
questions from our public
agency clients now; however, the
industry as a whole doesn’t need
to start redesigning parking lots
for at least another five years or so.
Most of the release dates we see from
AV/CV developers for revenue service
for taxis are not until at least 2021.
However, it isn’t clear what capabilities
those aTaxis will have initially. Being
able to drive on “any” street from any
origin to any destination (and park
in any lot), completely driverless, is
a pretty big challenge. Businesses
and parking lot/garage owners
that want to be early-adopters or
trailblazers could start partnering
today with AV developers and
parking facility designers to start
piloting new concepts and doing
demonstration projects.
Q: What are your best “go-to” resources
on the topic?
A: Alain Kornhauser from Princeton/
Soterea has an excellent curated
newsletter of AV-related news items ,
including his seasoned commentary,
that he distributes about once a month.
ITS America’s SmartBrief newsletter
typically picks up AV announcements
as they happen within 1-2 days.
Traffic Technology Today has an
excellent email newsletter.
IMPACTS OF EVs
To help support the trend of
increased EV ownership, cities
across the nation are looking at
how to incorporate and prioritize
EV investments into existing
infrastructure .
Items for consideration include:
• Quantity and location
of charging stations,
including possible location
prioritization
• Variety of charging stations
offered (Levels 1-3)
• Fee schedule or time stay
limit for EV spaces
• Full or self-service offerings
• Communication and signage
to promote utilization
• Payment options
ACCESS MANAGEMENT & PARKING STRATEGY
35
14
AMPS Implementation Update and 2020 Workplan
VII. APPENDIX II: 2019 CAMP HIGHLIGHTS
to
2019 CAMP HIGHLIGHTS
“The CAMP program worked well
this summer. We saw less
congestion in the leasehold,
enforcement was beer, and
employees continued to use
alternate methods of
transportation when possible.
We heard many positive
comments about the shule from
our guests and residents. Several
people said they wish the
program could be extended to
every day of the week in the
summer.”
~ Shelly Benford
Executive Director
The Colorado Chautauqua Association
DAYS WITH MOST SHUTTLE RIDERS
JULY 4
1,404
JULY 7
1,071
JUNE 8
1,050
794 AVERAGE
DAILY PARKING
34 SINCE 2018
26,266 TOTAL PARKING
TRANSACTIONS
1,182 SINCE 2018
AVERAGE
DAILY RIDERS
3 SINCE 2018
642 21,187 TOTAL RIDERS
484 SINCE 2018
15
AMPS Implementation Update and 2020 Workplan
VIII. APPENDIX III: NEIGHBORHOOD PARKING PERMIT PROGRAM
HIGHLIGHTS
16
AMPS Implementation Update and 2020 Workplan
IX. APPENDIX IV: DRAFT AMPS IMPLEMENTATION: NPP EVOLUTION AND
PARKING PRICING STUDY RFP SCOPE
CITY OF BOULDER: AMPS IMPLEMENTATION PROJECT (NPP & CITYWIDE PARKING PRICING)
NOVEMBER 2019
Request for Proposal (or Qualifications) Development
The City of Boulder (COB) has engaged The Solesbee Group (TSG) to draft an RFP/Q that will be
used to engage a qualified consultant (or team of consultants) to assist the City of Boulder with
development of an implementation plan for two elements of the Access Management and
Parking Strategy (AMPS): 1) NPP Phase II and 2) a comprehensive, citywide parking pricing
assessment.
To effectively accomplish this task, TSG wishes to establish the direction of the RFP/Q with
specific guidance from the AMPS-NPP Working Group and AMPS-NPP Leadership Team (including
tasks, format and pricing). The following outline details the items that have been identified to
date (by TSG, COB staff) for inclusion in the RFP/Q. Input on this outline was also provided by the
AMPS-NPP Working Group during their regular meeting on October 10, 2019:
• Detail the consulting team’s approach to project management, internal communications
(with the client) and proposed project organization (e.g., form a new working group, use
existing working groups).
• Document the background and history of the original Neighborhood Permit Parking (NPP)
Program, the NPP Program Update and the Parking Pricing Assessment that was
completed as part of the AMPS implementation efforts.
• Document policy context of related city goals/vision/objectives from the Comprehensive
Plan, TMP Update, AMPS and B.R.C.
• Assess alignment of current program with policy context and goals stated for the program
in the BRC.
• Coordinate with other COB staff and consulting teams working on complementary issues,
including land use planning code revision effort, Chautauqua Area Management Plan
(CAMP) and curbside management.
• Document existing conditions for:
o NPP operations (e.g. permitting, data collection, enforcement, overall
management and staffing)
o Parking pricing citywide
o Existing B.R.C. references to neighborhood permitting and parking pricing for
permits, on-street, off-street, fines, special events, special use permits,
development planning, etc.
o Identify data needs to assess program alignment and gaps in available data
• Research alternatives to traditional Neighborhood Permit Programs, including
consideration for permit, district management and/or parking or Transportation Demand
Management benefit districts that include access to open space, industrial land uses,
mixed-use redevelopment areas, medical and/or large corporate campus land uses.
• Revisit, evaluate and update the criteria for how NPP zones are created or are
discontinued.
• Conduct a comprehensive pricing analysis for the City’s public parking assets, including on-
street, off-street, permits (neighborhood, district, commuter, curb lane/right of way
management, e.g., loading, TNCs, deliveries), fines and other miscellaneous special uses
(e.g., food trucks, micro-mobility devices, special events, construction). This should be
completed within the context of both demographic and parking program peers. Include
information from aspirational peers as well (from both the US and Abroad).
• Develop a menu of recommendation options for the COB team to consider and rank. All
options should consider feasibility, ease of implementation and the COB’s safety goals
(Vision Zero). Options should include, at a minimum:
o NPP:
§ Specific strategies to update the existing NPP Program.
§ Viable alternatives to the existing NPP Program that achieve the City’s goal
of effectively managing the diverse parking needs of residents, commuters,
guests, employees and businesses that use public parking resources
located within (and/or are adjacent to) neighborhoods, commercial
districts, open space, medical, educational or/and corporate campuses.
o Parking Pricing:
§ A comprehensive, integrated and citywide approach to pricing the City’s
diverse parking offerings. The approach should be data-driven, competitive
with regional and national/international peers and must take into account
the City’s commitment to reducing single occupancy vehicle usage and
promoting alternative forms of transportation.
§ Any pricing strategy must be transparent and the tool used to
define/calculate pricing options should be provided to COB staff for use
after the consulting engagement.
• Provide a detailed “alternatives analysis” for implementing each of the recommended
options, including start-up costs, anticipated revenues and expenses (if applicable), staff
resource impact, and community impact. In addition to the cost-benefit assessment, gaps
in existing data should be identified. The alternatives analysis should include what steps
are appropriate for immediate implementation and what should wait until the required
data is available (a data-driven approach to prioritization).
• Develop a implementation action plan that details specific strategies to jump-start
implementation activities (low-hanging fruit) and show quick wins, as well as mid- and
longer-range strategies and accountability measures. This action plan should be prioritized
in consultation with COB staff, community partners and local stakeholders.
• Create a compelling project narrative and communications plan to support both the
consulting engagement and implementation plan. As much as possible, this effort should
draw directly from the AMPS implementation plan to demonstrate “AMPS in Action”.
• Define a truly innovative public engagement process which goes beyond informing or
consulting with the public to collaborating with the public. Any community engagement
process must comply with the City of Boulder’s adopted Community Engagement
Guidelines.
• All proposals should support COB staff in their work to translate past and current planning
and visioning work into excellence in operations and implementation.
Project Timing
Based on this high-level draft Scope of Work, and with TSG’s knowledge of the COB structure,
staff capacity and workload, it is anticipated that a reasonable project timeline would be 12
months in total (from kick-off meeting through final deliverable). Additionally, TSG would
recommend that the COB request that the consulting teams all participate in a mandatory pre-
proposal meeting to help ensure that the RFP/Q responses are in line with the City’s expectations.
Project Budget
The City of Boulder should anticipate a project budget of between $125,000 and $175,000 for a
qualified consultant and/or team of consultants for the Scope of Work outlined above. The one
item that could push this range higher is a truly extensive and innovative pubic engagement
effort. It is strongly recommended that the City of Boulder request that consulting teams provide
their proposals as a base proposal plus a menu of recommended options to allow for maximum
flexibility in finalizing the selected consultant’s scope of work and cost.