07.22.20 BJAD Packet - Retreat Pt 1
Boulder Junction Access District (BJAD) Joint Commission
Parking and TDM Joint Retreat
July 22, 2020
9 – 10:30 a.m.
Virtual Meeting
_____________________________________________________________________________________
AGENDA
• Retreat Process
• Access Districts Overview
o Purpose & Need
o Roles & Responsibilities
o Priority Review and Vision Statements
• Community Vitality Strategic Plan Alignment (Part 1)
• Next Meetings
o CV Strategic Plan Alignment (Part 2)
o 10 Year Plan Development
Attachments
• Community Vitality Strategic Plan
TDM Commission Parking Commission
Andrew Bush, Chair Property Owner/Rep 2021 Andrew Bush Property Owner/Rep 2021
Kevin Knapp Property Owner/Rep 2022 Vacant Property Owner/Rep 2022
Vacant Property Owner/Rep 2023 Kevin Knapp, Vice Chair Property Owner/Rep 2023
Susan Prant, Vice Chair Citizen at Large 2024 Ryan Cook, Chair Citizen at Large 2024
Jennifer Shriver Property Owner/Rep 2025 Vacant 2025
BJAD 2019 Priorities
1. BHP/Pollard Development
2. Transit Advocacy (EcoPass, HOP Refresh, 119 BRT)
3. District Branding (Events/Signage/BTC)
4. 10 Year Plan
5. Capital Improvement Plan (Bike shelter/Bluff Bridge)
6. TDM Offering Development
7. Neighboring Community Collaboration
Community Vitality
2020 – 2022 Strategic Plan
Mission: We support the people's pursuit of a shared vision of place through the
management of Boulder’s special districts, administration of parking and access services,
and cultivation of economic resiliency for the entire community.
Vision: To facilitate an economically resilient community through stewardship of vibrant
public places, excellence in service delivery, and support of opportunity and social mobility
for all.
Values: Integrity, Collaboration, Innovation, Customer Service, Respect.
Strategic Goal #1: Access for People
Definition: To support inclusive, multi-modal access to neighborhoods, businesses,
and institutions throughout the City to facilitate economic activity and support quality of
life. We do this by managing programs, policies, and public infrastructure, including
parking structures, and related enforcement operations.
Objective 1.1: Pursue new products and program changes and expansions that
enhance multi-modal access, improve the customer experience, and provide ease of
access to key economic centers.
Objective 1.2: Lead a parking pricing assessment and program changes to improve
access, increase mobility options, and reflect industry standards.
Objective 1.3: Increase proactive outreach and communications to stakeholders,
residents, and visitors in the pursuit of greater compliance and improved customer
experience.
Objective 1.4: Invest in existing infrastructure to enhance and extend life of district-
owned assets and develop a strategic asset plan for future opportunities.
Objective 1.5: Set and achieve customer service enhancements such as, reducing in-
person wait times, setting standards for responsiveness to customer issues, and further
development of partnerships.
Strategic Goal #2: Vision of Place
Definition: To facilitate a shared vision among Boulder’s centers of economic activity
to enhance culture, connection, and community. Supporting the stewardship of public
assets within managed districts and other economic centers for the purpose of fostering
connections between people and place.
Objective 2.1: Utilize existing programs to contribute to the city-wide Vision Zero goals;
safety enhancements for pedestrians, bikes, and vehicles.
Community Vitality
2020 – 2022 Strategic Plan
Objective 2.2: Enhance investment and partnerships in projects that improve the look
and feel of centers of economic activity, including, but not limited to, public art, creative
lighting, wayfinding, and other infrastructure that contributes to positive environmental
design.
Objective 2.3: Contribute to the success of inclusive signature special events that
enhance the cultural opportunities within special managed districts through shared
coordination, partnering on communications, and proactive contact with event organizers.
Objective 2.4: Partner with other city departments and external stakeholders to test
solutions to the challenges of curbside management and enhanced regional transit
service.
Strategic Goal #3: Pursuit of Vitality
Definition: To facilitate a diverse and dynamic economy where residents and
businesses grow and succeed together through strategic partnerships (internal and
external), policies, and programs. To support an environment for innovation and
cultivating a skilled and diverse workforce through sponsorships, outreach, education,
and planning in advancement of financial security, economic opportunity, and social
mobility for all.
Objective 3.1: Revamp and enhance existing business programs and sponsorships to
better support goals of financial security, economic opportunity, and social mobility for all.
Including leading the direct support of targeted business (i.e. women, minority-owned,
etc.) through grants, technical assistance, and access to affordable commercial space.
Objective 3.2: Serve as primary point of contact for prospective and existing businesses
in key sectors, top-tier employers, and/or targeted businesses to assist in problem-
solving.
Objective 3.3: Create and advance a city-wide retail strategy that prioritizes retention
and promotes inclusive goods and affordability through recruitment, policies, and other
new programs (including piloting affordable commercial activities).
Objective 3.4: Cultivate partnerships to strategically strengthen opportunities for
redevelopment and revitalization in alignment with city goals and desired community
outcomes.
Objective 3.5: Assisting in the tracking of key economic indicators and serve as a
conduit for producing proactive information to assist in community response to important
trends.