HomeMy WebLinkAboutItem 5A AMPS Implementation and Progress
To: City of Boulder Planning Board: Harmon Zuckerman, David Ensign, Peter
Vitale, John Gerstle, Lupita Montoya, Sarah Silver, Lisa Smith
From: AMPS Implementation Leadership Team and Staff Working Group
Date: November 4, 2020
Subject: AMPS Implementation and Progress: Revitalizing Access in Boulder
EXECUTIVE SUMMARY
The purpose of this memo is to provide an update on progress related to the Access Management
and Parking Strategy (AMPS) implementation of the 2020-2021 workplan items: re-imagining
the Neighborhood Parking Permit (NPP) Program and measuring and capturing the value of city-
maintained on-street and off-street parking to develop a parking pricing approach. These work
plan items were first referenced in the December 2019 City Council memo (Attachment A) and
are jointly referred to as the AMPS: Revitalizing Access in Boulder project. The AMPS:
Revitalizing Access in Boulder project scope includes:
1. Re-imagining the current Neighborhood Parking Permit (NPP) Program to ensure that the
program reflects the needs of the entire community, now and into the future. 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.
2. Measuring and capturing the value of public space currently dedicated to vehicle storage
through the creation of a new pricing strategy for city-maintained on-street and off-street
parking spaces, including adjustments to fees for parking permits and fines for parking
code violations. As part of an integrated parking management plan, parking pricing can
help redistribute parking demand across the community; additionally, the city has not
evaluated hourly parking pricing in over ten years nor does the city have a defined
approach to addressing changes in pricing.
The scope of this project includes technical analysis, an extensive community engagement
process, and the development of a path for implementation of the project recommendations and
strategies.
This progress update for AMPS: Revitalizing Access in Boulder project includes an overview of
the existing conditions analysis and community engagement efforts completed to-date. Further
CITY OF BOULDER
Planning Board
AMPS Implementation Update
November 19, 2020 meeting
Agenda Item 5A Page 1 of 73
work includes strategy development, alternatives analysis, and the development of an
implementation and action plan, as well as providing additional and ongoing opportunities for
community input.
I. AMPS: REVITALIZING ACCESS IN BOULDER 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 Boulder’s 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.
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, found in Attachment A.
Re-imagining the NPP Program and measuring the value of parking, jointly referred to as the
AMPS: Revitalizing Access in Boulder project, are identified in AMPS as steps towards
implementation. This effort is co-led by the City of Boulder departments of Transportation and
Mobility, Community Vitality, and Planning and Development Services, with support from
Communication and Engagement staff. Please see Attachment B for the complete project
Leadership Team and Staff Working Group rosters. To assist in this effort, the city has engaged
Walker Consultants, a national parking and transportation planning and design firm. Please see
Attachment C for a one-page project description that has been developed in English and Spanish.
In addition to the AMPS: Revitalizing Access in Boulder project, staff are continuing to work on
improving parking code changes, another 2020-2021 AMPS implementation workplan item.
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II. REVITALIZING ACCESS IN BOULDER: RECENT PROGRESS AND UPDATES
a) Existing Conditions Analysis
The existing conditions analysis is a high-level summary of Boulder’s parking and access
resources, primarily using data collected prior to the onset of the COVID-19 pandemic. The
analysis provides an overview of the typical availability, management and usage of these
resources; current factors in travel choices and decision-making; projected changes to the city’s
parking and access resources driven by both private development and city initiatives; and the
financial health of the city’s parking and access resources. The purpose of this analysis is to
build a foundation to create recommendations for both neighborhood parking management and a
citywide pricing framework for public on- and off-street space currently used for parking. The
analysis focuses on providing a clear, concise, and visual representation of the core factors that
will influence decisions around neighborhood parking management and parking pricing, such as
city-maintained parking supply and demand; transportation demand management initiatives and
programs; anticipated changes to available parking and access resources; and revenue and
expense data and benchmarks.
The existing conditions executive summary is included in Attachment D.
b) Community Engagement
In response to findings and recommendations developed by a 14-member public participation
working group and presented in 2017, the city developed a strategic framework to engage the
Boulder community in city projects. The framework includes a categorization of projects in
terms of the level and type of engagement—from “Inform,” wherein the community is regularly
updated on project progress and decisions, to “Collaborate,” wherein the community is an active
partner in the creation of solutions, strategies, and ultimate decisions and provides feedback to
the city that is used in final decision-making. Because decisions made through this project will
affect everyone in Boulder on a day-to-day basis, community engagement efforts will strive to
achieve a collaborative level of engagement.
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The project plan includes many opportunities for community members to engage in a variety of
ways:
• Digital Hub: The AMPS digital hub is a layered, multi-faceted virtual engagement
experience for every constituent, from the avid researcher to the busiest taskmaster in
search of a quick bite of information. The digital hub is scheduled for launch by mid-
November 2020, and will be available for use at least until the end of the project, if not
longer. The hub will be mobile-device friendly and all content will be available in
Spanish as well as English. Each one-pager for project deliverables will be posted to the
hub in both English and Spanish.
• Access Allies: This group of community members will help guide the project’s core
decisions by bringing forward the voices of constituencies most directly impacted by
project outcomes, such as the business community, resident groups, transportation and
mobility advocacy and policy groups, and others. Primarily, their insight and feedback
will:
o Represent their organization’s interests.
o Help to expand the reach of the engagement process by engaging with constituents
and contacts.
o Evaluate the prospective acceptance of various strategies and decisions.
o Become champions of the project and help to create broad support.
The Access Allies will meet five times over the course of the project, with their first
meeting held in late October. City staff helped develop the Access Allies invitee list based
on identifying community-minded leaders in Boulder with a broad interest in access. The
group includes broad representation from the University of Colorado Boulder, the Boulder
Chamber, Boulder Transportation Connections, Downtown Boulder Partnership, various
city boards and more. The project team will not only depend on Access Allies to help
determine the trajectory of the project but will also depend on Access Allies to spread
awareness of the project and opportunities for public engagement through their
constituencies.
• Virtual Community Workshop: A three-day virtual workshop is planned for November
2020 to offer additional opportunities for real-time collaboration, community-building,
and consensus-building around the project. A recording and transcription of the workshop
will be available on the digital hub.
• Ongoing Community Visibility: To ensure broad visibility for the project across the
community, incite participation from a diverse and representative portion of the
community, and help encourage participation and awareness from those without WiFi
and/or device access, the following actions will be taken:
o Community Connectors: This project leverages the paid assistance of several
community connectors providing outreach assistance to particular groups within
the Boulder community.
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o Print Material: Print material, including project description flyers and “business
cards” sharing project information will be distributed in core areas throughout the
community, such as local businesses, grocery stores, and public spaces citywide.
All flyers and “business cards” will be in both English and Spanish.
o Spring 2020 Event Booth: If public health conditions allow, project staff will
create an event booth at the Boulder Farmers’ Market with simple, board-based
activities intended to generate excitement and interest in the plan and its outcomes
and share final strategies. A virtual alternative will be developed if needed.
Please see Attachment E for the public engagement plan.
c) Next Steps
Next steps in this effort include:
• Strategy development for both the Neighborhood Parking Permit (NPP) Program and a
citywide pricing framework
• Analysis and ranking of alternatives
• Development of an implementation and action plan based on selected alternative(s)
d) Role of City of Boulder Planning Board
Over the duration of the project, the role of the City of Boulder Planning Board is to provide
their expertise at key project milestones , using the technical analysis of the project team and the
input of the core collaboration partners to guide them. This insight, feedback and direction will
also ensure alignment of project outcomes with community goals, policies, objectives, and
constraints, and represent the broad, future-forward interests of the Boulder community. The
City of Boulder Planning Board can expect future project updates on results from engagement
and as draft recommendations are developed in Q1 or Q2 of 2021. It is also important to note
that this input (and that of other participating Boards and Commissions) will be sought during
publicly noticed meetings affording community attendance/participation (likely virtual).
III. CONCLUSION
The AMPS: Revitalizing Access in Boulder project furthers the framework that Boulder has
created to shape its parking and access future and is part of the 2020 AMPS workplan, alongside
parking code changes. The project scope includes a reimagination of the Neighborhood Parking
Permit (NPP) Program, which has been in place in its current form since 1994, to better reflect
the needs of the Boulder community, and measuring and capturing the value of city-maintained
on-street and off-street parking spaces. The Existing Conditions Executive Summary completed
in October 2020, included in Attachment D, builds a foundation for these efforts by summarizing
existing conditions related to various components of the city’s parking and access resources and
factors influencing the Boulder community’s travel decisions. The project scope also includes an
extensive community collaboration effort primarily centered around virtual engagement through
a digital hub and other opportunities for online participation.
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Next steps in this effort include strategy development, alternatives analysis, and the development
of an implementation action plan. The project will conclude in late summer 2021.
IV. LIST OF ATTACHMENTS
• Attachment A: Winter 2020 AMPS Implementation Memo
• Attachment B: AMPS Implementation Leadership Team and Staff Working Group
rosters
• Attachment C: Project Description Flyer
• Attachment D: Existing Conditions Executive Summary
• Attachment E: Public Engagement Plan
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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
Attachment A: Winter 2020 AMPS Implementation Memo
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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
Attachment A: Winter 2020 AMPS Implementation Memo
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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.
Attachment A: Winter 2020 AMPS Implementation Memo
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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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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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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.
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• 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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 16 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 17 of 73
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.
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 18 of 73
13
AMPS Implementation Update and 2020 Workplan
VI. APPENDIX I: ACCESS MANAGEMENT AND PARKING STRATEGY (AMPS)
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 19 of 73
ACCESS MANAGEMENT
& PARKING STRATEGY
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 20 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 21 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 22 of 73
PEARL DIAGONAL9
3
/
B
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A
DW
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3
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
district
management
codepricing
TOOLS FOR CHANGE
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options
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 23 of 73
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
TOOLS FOR CHANGE
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travel
options
district
management
codepricing
TOOLS FOR CHANGE
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travel
options
district
management
codepricing
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options
AMPS Best Practices and
Peer City document
ACCESS MANAGEMENT & PARKING STRATEGY
9
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 24 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 25 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 26 of 73
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
technology parking
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options
district
management
codepricing
TOOLS FOR CHANGE
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district
management codepricing
TOOLS FOR CHANGE
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management
codepricing
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options
district
management codepricing
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district
management codepricing
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district
management codepricing
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management codepricing
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management
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district
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options
15
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 27 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 28 of 73
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
C ONSULTANTS
• Fox Tuttle Hernandez, RRC
Public Involvement
KEY PLAYERS
• BJAD-P Commission
• BJAD-TDM Commission
• District property owners
• Private developers
• Depot Square owners’ association
• RTD
TO OLS
• 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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 29 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 30 of 73
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
yB
roadwa
y
Br
o
a
d
w
a
y
Arapahoe AveFoothills PkwyBroadway28th St28th StPearl St
75th St755th StFoothills PkwyLouisville
Erie
BROA
D
W
A
Y
BRO
A
D
W
A
Y
GOLDE
NR
OD
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 31 of 73
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
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Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 32 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 33 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 34 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 35 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 36 of 73
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
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Agenda Item 5A Page 37 of 73
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 38 of 73
14
AMPS Implementation Update and 2020 Workplan
VII. APPENDIX II: 2019 CAMP HIGHLIGHTS
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 39 of 73
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
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 40 of 73
15
AMPS Implementation Update and 2020 Workplan
VIII. APPENDIX III: NEIGHBORHOOD PARKING PERMIT PROGRAM
HIGHLIGHTS
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 41 of 73
Attachment A: Winter 2020 AMPS Implementation MemoAgenda Item 5A Page 42 of 73
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16
AMPS Implementation Update and 2020 Workplan
IX. APPENDIX IV: DRAFT AMPS IMPLEMENTATION: NPP EVOLUTION AND
PARKING PRICING STUDY RFP SCOPE
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 44 of 73
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.
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 45 of 73
• 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.
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 46 of 73
• 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.
Attachment A: Winter 2020 AMPS Implementation Memo
Agenda Item 5A Page 47 of 73
AMPS Implementation Leadership Team
Name Department Position
Bill Cowern Public Works Deputy Director of
Transportation and Mobility
Cris Jones Community Vitality Deputy Director of Community
Vitality
Charles Ferro Planning and Development
Services
Development Review Manager
for Planning
Chris Hagelin Public Works Acting GO Boulder Manager,
Senior Transportation Planner
Mary Ann Weideman Public Works Interim Director of Public Works
Edward Stafford Development Services Development Review Manager
Dan Burke Open Space & Mountain Parks Director of Open Space &
Mountain Parks
Natalie Stiffler Public Works Deputy Director of
Transportation and Mobility
Sarah Huntley Communication Director of Communications
and Engagement
Sandra Llanes City Attorney’s Office Deputy City Attorney
James Cho Municipal Court Municipal Court Administrator
Erika Vandenbrande Public Works Director of Transportation and
Mobility
Chris Meschuk City Manager’s Office Deputy City Manager, Interim
Planning Director
Yvette Bowden City Manager’s
Office/Community Vitality
Asst City Manager/Director of
Community Vitality
AMPS Implementation Staff Working Group
Name Department Position
Cris Jones Community Vitality Deputy Director of Community
Vitality
Chris Hagelin Public Works Acting GO Boulder Manager,
Senior Transportation Planner
Michele Scanze Community Vitality Program and Project Specialist
Michael Sweeney Public Works Transportation Engineer
Mark Woulf Community Vitality Senior Manager
Leah Mayotte Community Vitality Product Support and Customer
Service Supervisor
Ryan Noles Public Works Senior Transportation Planner
Allison Crump Public Works Transportation Planner, Interim
TDM Program Manager
Leo Pelle Community Vitality Parking Enforcement Supervisor
Deryn Wagner Open Space and Mountain
Parks
Planning Supervisor
Eric Davis Community Vitality Operations and Asset Manager
Attachment B - AMPS Implementation Leasdership Team and Staff Working Group rosters
Agenda Item 5A Page 48 of 73
Karl Guiler Planning and Development
Services
Senior Planner
Jenny Godwin Public Works Associate Planner
Attachment B - AMPS Implementation Leasdership Team and Staff Working Group rosters
Agenda Item 5A Page 49 of 73
Boulder AMPS
Implementation:
Revitalizing Access
in Boulder
Collaborate with the community to develop effective strategies and make decisions that work for Boulder.
SUMMER 2020 - SUMMER 2021
Public Engagement
Analyze and define existing
conditions of NPP Program
and pricing for on-and
off-street parking spaces
maintained by the city.
SUMMER 2020 - FALL 2020
Existing Conditions
Develop a series of strategies
for the NPP Program and
pricing for on-and off-street
parking spaces maintained
by the city.
FALL 2020 - WINTER 2020 - 2021
Strategy Development
Evaluate and rank strategy
options.
WINTER 2021 - SPRING 2021
Alternatives Analysis
Select and fully articulate
preferred strategies,
including next steps and
costs.
SPRING 2021 - SUMMER 2021
Implementation and
Action Plan
Access to our city through great transportation options contributes to
Boulder’s high quality of life. For those that choose to drive, the Access
Management and Parking Strategy (AMPS), adopted by City Council in 2017,
seeks to ensure that the provision of vehicle parking is balanced with efforts
to manage parking demand and reduce vehicle impacts on our quality of
life. In the year ahead the City is moving forward with two key strategies to
pursue and maintain a better balance of access and parking needs.
WHAT IS THE PROJECT SCHEDULE?
PROJECT PURPOSE
The project purposes are:
1. To re-imagine the current
Neighborhood Parking Permit Program
(NPP) to ensure that the program reflects
the needs of the entire community, now
and into the future.
2. To measure and capture the value of
public space dedicated to vehicle storage
through the creation of a new pricing
approach that aligns with community
priorities. The pricing approach will be
applied to city-maintained on- and
off-street parking spaces, including
adjustments to fees for parking permits
and fines for parking code violations.
GET INVOLVED
$
The outcomes of this project will affect
Boulder residents and visitors alike. Because of
that, the Boulder community—every
member—is a key partner in this effort.
Throughout the duration of the project, there
will be many opportunities for community
members to share experiences, offer ideas and
provide feedback.
ONGOING: A website with information about
the project, regular project updates, and a full
suite of virtual engagement platforms will be
launched in fall 2020 and remain open until
the end of the project.
NOVEMBER 2020: A 3-day virtual charette is
planned to share analysis, workshop ideas, and
gather feedback.
SPRING 2021: An additional opportunity to
learn about the project and share feedback
will be held in the spring of 2021, either
virtually or in-person if public health
conditions allow.
Both strategies support our community's goal of
providing equitable and efficient access for a
diversity of people using all transportation
options.
PROJECT WEBSITE
WWW.ACCESS4BOULDER.COM
Attachment C - Project Description Flyer
Agenda Item 5A Page 50 of 73
Implementación de
Boulder AMPS:
Revitalizando el acceso
en Boulder
Colaborar con la comunidad para desarrollar estrategias efectivas y tomar decisiones que funcionen para Boulder.
VERANO 2020 - VERANO 2021
Partipación ciudadana
Analizar y definir las
condiciones actuales del
programa NPP y precios para
los espacios de
estacionamiento mantenidos
por la cuidad en la calle y fuera
de la calle.
VERANO 2020 - OTOÑO 2020
Condiciones actuales
Desarollar una serie de
estrategias para el programa
NPP y establecer precios por el
uso de los espacios de
estacionamiento mantenidos
por la ciudad dentro y fuera de
la calle.
OTOÑO 2020 - INVIERNO 2021
Desarollo de estrategias
Evaluar y clasificar las
opciones de la estrategia.
INVIERNO 2021 - PRIMAVERA 2021
Análisis de alternativas
Elegir y articular claramente
las estrategias preferidas,
incluso los próximos pasos y
costos.
PRIMAVERA 2021 - VERANO 2021
Implementación y plan
de acción
El acceso en nuestra ciudad a través de las excelentes opciones de transporte
contribuye a la alta calidad de vida en Boulder. Para aquellos que eligen conducir, la
Estrategia de Gestión de Accesso y Estacionamiento (AMPS), adoptada por el
consejo de la ciudad en el 2017, busca garantizar que la provisión de estacionamiento
de vehículos se equilibre con los esfuerzos para manejar la demanda de
estacionamiento y reducir el impacto de los vehículos en nuestra calidad de vida. En
el año que viene, la ciudad avanzará dos estrategias clave para seguir y mantener un
mejor equilibrio entre las necesidades de acceso y estacionamiento.
¿CUÁL ES LA PROGRAMACIÓN DEL PROYECTO?
PROPÓSITO DEL PROYECTO
Los propósitos del proyecto son:
1. Para volver a imaginar el programa
actual de permisos de estacionamiento
vecinales (NPP) para garantizar que el
programa refleje las necesidades de todo
la comunidad, ahora y en el futuro.
2. Para medir y capturar el valor del
espacio público dedicado al
almacenamiento de vehículos mediante la
creación de una nueva estrategia para
establecer precios para el mantenimiento
de estacionamiento en la calle y
estacionamiento fuera de la calle, incluso
ajustes a las tarifas de los permisos de
estacionamiento y multas por infracciónes
al código de estacionamiento.
INVOLUCRESE
$
Los resultados de este proyecto afectarán a los
residentes y visitantes de Boulder de manera
igual. Es por eso que cada miembro de la
comunidad de Boulder es un socio clave en
este esfuerzo. Durante el proyecto habrá
muchas oportunidades para que los
miembros de la comunidad compartan
experiencias, ofrezcan ideas y proporcionen
sus reacciónes del proyecto.
PROCESO CONTINUO: Un sitio web con
información sobre el proyecto, actualizaciones
periódicas del proyecto y un conjunto completo
de plataformas de participación virtual será
lanzado en otoño de 2020 y permanecerá abierto
hasta el final del proyecto.
NOVIEMBRE 2020: Esta planeado un taller virtual
de 3 días para compartir análisis, desarollar ideas y
recopilar comentarios.
PRIMAVERA 2021: Una oportunidad adicional
para aprender sobre el proyecto y compartir
comentarios se llevará a cabo en la primavera
de 2021, ya sea virtualmente o en persona. Eso
dependerá en las condiciones de la salud
pública.
Ambas estrategias apoyan el objetivo de nuestra
comunidad de proporcionar un acceso equitativo
y eficiente a una diversidad de personas que
utilizan todos los medios de transporte.
SITIO WEB DEL PROYECTO
WWW.ACCESS4BOULDER.COM
Attachment C - Project Description Flyer
Agenda Item 5A Page 51 of 73
Executive SummaryExecutive Summary
City of BoulderAMPS Implementation:Revitalizing Access in Boulder
November 2020November 2020
Attachment D - Existing Conditions Executive Summary
Agenda Item 5A Page 52 of 73
City of Boulder AMPS Implementation - Existing Conditions
II
EXECUTIVE SUMMARY
Boulder is a leader in providing travel options for a broad and far-reaching community through active and effective
management of the city’s parking and access resources. To improve and guide this mission, the Access Management and
Parking Strategy (AMPS), adopted by City Council in 2017, aims to support the balance between providing enough vehicle
parking options while reducing the impacts vehicles have on our shared quality of life. Throughout 2020 and 2021, the city
is moving forward with two key components of the AMPS workplan—reimagining the Neighborhood Parking Permit (NPP)
Program, which has been in place in its current form since 1994, to better reflect the needs of the Boulder community, as well
as developing a new pricing approach for city-maintained on-street and off-street parking spaces.
This report builds a foundation for these efforts by summarizing existing conditions related to various components of the
city’s parking and access resources and factors influencing the Boulder community’s travel decisions. The report includes
four topic sections, each with a core purpose to help develop recommendations and strategies for a better transportation
future.
PLANNING CONTEXT
The city has already made significant strides to create a framework for Boulder’s parking and access future. These efforts
chiefly reflect the work of the Access Management and Parking Strategy (AMPS), a policy document for parking and
transportation adopted by City Council in 2017. This project is one piece in the larger puzzle of the AMPS workplan; as
part of this workplan, the city has achieved or is undergoing several initiatives, including parking planning, pricing and
transportation demand management updates.
This work is also reflective of many other adopted plans and policies, including the Sustainability Framework, the Boulder
Valley Comprehensive Plan, the Transportation Master Plan, the Economic Sustainability Strategy and the Climate
Commitment.
KEY PLANNING PRINCIPLES
This report is supported by several best practice planning principles that guide analysis and future recommendations. These
include:
• The importance of
managing parking and
access: Active management
of parking and access citywide
provides a multitude of
benefits to the community,
including more effective
distribution of parking
occupancy, equity for all users
regardless of travel choice and
reduced vehicle congestion,
among others.
• The value of the public right
of way: The public right of
way, including the curb—
meaning the area where the
street meets the sidewalk—
serves as a travel way, a
Active management of the curb improves access for all
travel choices.
Attachment D - Existing Conditions Executive Summary
Agenda Item 5A Page 53 of 73
City of Boulder AMPS Implementation - Existing Conditions
III
pedestrian realm, a community gathering and greening space and a flexible zone for transit access, vehicle storage,
passenger pick-up and drop-off, deliveries and more. This space is a valuable public resource and cities should seek
to find its highest and best use in all locations.
• Neighborhood-specific parking solutions: Neighborhood-specific parking solutions, like the NPP Program, can
help preserve the distinct character of neighborhoods and shape parking and access outcomes that meet the needs
of a neighborhood’s singular community.
• Parking pricing as an access management tool: Parking pricing is an important aspect of any access management
strategy, and can help support travel choices outside the personal vehicle, improve parking occupancy distribution
and support sustainability goals by reducing reliance on personal vehicles for certain trips.
AN OVERVIEW OF PARKING AND ACCESS RESOURCES
This overview provides a foundation for understanding policies and practices the city uses to manage parking, as well as
how parking is supplied and used throughout the city.
Boulder has an existing framework
for managing parking and
access resources on a district and
neighborhood level.
Not surprisingly, the areas of the
city in which parking is actively
managed are those where
parking occupancy is typically
the highest. The highest continual
parking occupancy is concentrated
downtown, where both public
on-street and most public off-street
facilities approach or reach capacity
during the busiest hours of the
day (generally between 12 p.m.
and 3 p.m.). Other districts, like the
University Hill General Improvement
District and the Boulder Junction
Access Districts, experience a lower
overall parking occupancy with
some busy periods.
The Neighborhood Parking
Permit (NPP) Program is one
method of district-level parking
management. The 13 zones in the
NPP Program vary in terms of how
well they fulfill this original intention;
surveys conducted among NPP
holders in 2017 indicate that some
zones, like East Aurora, East Ridge
and Mapleton, are very successful,
while others, like West Pearl and
Whittier, are not as successful.
Curb lane by use, city-wide
Attachment D - Existing Conditions Executive Summary
Agenda Item 5A Page 54 of 73
City of Boulder AMPS Implementation - Existing Conditions
IV
Parking occupancy in downtown Boulder on a typical weekday at 1 PM
NPP zones and surrounding primary land use context
Attachment D - Existing Conditions Executive Summary
Agenda Item 5A Page 55 of 73
City of Boulder AMPS Implementation - Existing Conditions
V
CURRENT FACTORS IN TRAVEL CHOICES AND DECISION-MAKING
Exploring current factors in travel choices helps create a foundational understanding of how the Boulder community makes
travel decisions.
The city is very active in the development and implementation of
programs to influence travel decisions. Staff has been dedicated to
develop and implement programs to support and encourage travel
choice outside of a personal vehicle, such as the EcoPass Program.
These initiatives have a high impact on the Boulder community’s travel
decisions and the percentage of people who use options other than a
personal vehicle, as summarized to the left from the 2018 Modal Shift
Survey.
Parking pricing is another key factor in choosing
a travel option. The city’s rates for public, managed
parking both on-street and off-street are generally
set at $1.25 per hour, with some graduated increases
for longer stays. The city charges nominal rates to
purchase resident ($17/year), business ($75/year)
and commuter ($100/quarter) parking permits.
However, pricing is only one means of influencing
progress against all AMPS goals.
PROJECTED CHANGES TO PARKING
AND ACCESS RESOURCES
Understanding projected changes to parking
and access resources—whether driven by private
development or city-led initiatives—guides how
parking supply, use and other patterns related to
parking and travel might change in upcoming years,
as well as helps to “future-proof” recommendations.
Known developments in downtown, in the
Boulder Junction Access District and in the
University Hill General Improvement District are
Modal Split of All
Trips
Have an EcoPass?
No Yes
Personal Vehicle 42.5%31.5%
Multiple-
Occupancy Vehicle
with Adults Only
14.6%11.1%
Multiple-
Occupancy Vehicle
with Children
11.0%7.6%
Bus (Transit),
including School
Bus
1.8%7.4%
Bicycle 14.1%18.7%
Foot 16.0%23.7%
Type Hourly Permits
On-Street
$1.25 per hour
Limits vary
Meter feeding
prohibited
ADA accessible
spaces metered at
same rate
Not available
Surface Lots
Hours 1-3: $1.25 per
hour
Hours 4+: $2.50 per
hour
$270 per quarter
University Hill Lot
$210 per quarter
Garages
Weekdays:
Hours 1-3: $1.25 per
hour
Hours 4+: $2.50 per
hour
$3 flat fee after
3pm until 3am.
Weekends:
Free*
$465 per quarter
Neighborhood
Parking Permit Not applicable
$17 per year for
residents
$75 per year for
business
$100 per quarter for
commuters
* The 3:3:3 pricing in the garages is a pilot program
Attachment D - Existing Conditions Executive Summary
Agenda Item 5A Page 56 of 73
City of Boulder AMPS Implementation - Existing Conditions
VI
expected to increase access needs in these areas. The following map summarizes how these known developments are
expected to increase access needs in each district.
Beyond the impacts of private development, the city is making progress on several significant advancements in parking
and access within the community, including expansion of the EcoPass program, safety and security initiatives for cyclists, an
evening garage pricing pilot to provide $3 afternoon and late night parking for downtown visitors and workers and more.
FINANCIAL HEALTH OF THE CITY’S PARKING AND ACCESS RESOURCES
The financial metrics of the city’s parking and access resources help to evaluate potential revenue and budget implications
for future programs and strategies.
Overall, the city’s parking and access resources typically generate about as much revenue as it costs to manage
and maintain them. While the city generates more revenue per managed parking space than industry average, it offers a
considerably higher level of services and program maintenance than comparable agencies do.
Expected future increases in vehicle access/parking needs for known future
developments by key district
Boulder Junction
1,864 spaces
Downtown
387 spaces
University Hill
140 spaces
Attachment D - Existing Conditions Executive Summary
Agenda Item 5A Page 57 of 73
City of Boulder AMPS Implementation - Existing Conditions
VII
The NPP Program must use other funding sources to pay for its expenses, as it does not generate sufficient revenue to cover
them. The city has chosen to subsidize this program through the General Fund due to the contributions it makes toward the
city’s parking and access vision.
The annual parking and access resources budget of approximately $12 million is generated by on-street and off-street
hourly parking revenues, as well as off-street and NPP permit revenues. There is additional revenue generated from citations
which goes to the General Fund to support parking enforcement as well as administrative activity through Municipal
Court. The annual parking and access resource budget supports not only operating and maintaining the parking programs
and its assets, but administering the Eco Pass Program, NPP program, supporting special events and economic vitality
and placemaking, among many other initiatives and operational costs. More specifically, revenues from on-street parking
go towards the city’s General Fund, whereas off-street parking revenues are reinvested within their respective general
improvement district. Currently, over 50% of the NPP program costs are covered by NPP permit revenue. The remaining
approximate 40% is subsidized by the General Fund.
CONCLUSION
This Revitalizing Access in Boulder work furthers the framework that Boulder has created to shape its parking and
access future, and is part of the AMPS workplan, alongside other city initiatives in parking planning, parking pricing and
transportation demand management. The project scope includes a reimagination of the Neighborhood Parking Permit
(NPP) Program, which has been in place in its current form since 1994, to better reflect the needs of the Boulder community,
and the creation of a new pricing approach for city-maintained on-street and off-street parking spaces. This Existing
Conditions report builds a foundation for these efforts by summarizing existing conditions, as they are presented prior to
the impacts of COVID, related to various components of the city’s parking and access resources and factors influencing the
Boulder community’s travel decisions.
Attachment D - Existing Conditions Executive Summary
Agenda Item 5A Page 58 of 73
1
City of Boulder AMPS ImplementationPublic Engagement Plan
Community engagement—and more specifically, community
collaboration—is tantamount to our work to implement two
key components of the City of Boulder Access Management and
Parking Strategy (AMPS), including revitalization of the existing
Neighborhood Parking Permit (NPP) Program and development
of a citywide pricing strategy for parking and curbside assets,
including fine-setting.
The purpose of this Engagement Plan is to detail the specifics of this collaboration
effort, including:
• How our engagement strategy follows Boulder’s Engagement
Strategic Framework and Decision-Making Process
• How decisions made as part of this implementation work will be
responsive to and affect the Boulder community
• The relationship of our engagement strategy to engagement
work completed in the development of AMPS
• How our engagement strategy will seek to equitably include
and collaborate with typically underrepresented groups in the
Boulder community
• Key collaboration partners, their roles for the project, and how
each will be engaged
• How we will measure the success of our engagement strategy
Attachment E - Public Engagement Plan
Agenda Item 5A Page 59 of 73
City of Boulder AMPS Implementation - Public Engagement Plan
2
CITY OF BOULDER ENGAGEMENT STRATEGY
FRAMEWORK
In response to findings and recommendations developed by a 14-member Public Participation Working Group and
presented in 2017, Boulder developed a strategic framework to engage the community in the completion of city
projects. The framework includes a categorization of projects in terms of the community’s role—from “inform,” wherein
the community is regularly updated on project progress and decisions, to “collaborate,” wherein the community
is an active partner in the creation of solutions, strategies, and ultimate decisions. Given the nature of this project
and its broad impact on the Boulder community and their day-to-day lives, the public will have a collaborative role
throughout the AMPS Implementation process.
In contrast with other engagement plans implemented under this strategic framework, the outreach and collaboration
for this project will be significantly influenced by the COVID-19 pandemic and the restrictions it places on in-person
interactions. The graphic below shares ways we are using the shift to digital engagement over traditional in-person
engagement to the advantage of Boulder’s constituents.
WE’RE USING DIGITAL OPTIONS TO OUR ADVANTAGE
A DIGITAL COMMUNITY.
An online hub for the project will serve as a unique
digital community for the City of Boulder, where
people can learn, share opinions and feedback
with each other and project leaders, and see how
their ideas are inuencing the nal outcomes.
EQUAL ACCESS.
Our online engagement platform will promote equity
in access through on-demand language translation,
24/7 availability, built-in design standards for people
with cognitive and physical disabilities, and multiple
options to contribute ideas.
MULTIPLE LAYERS.
Digital engagement enables more user control.
Those who want to simply learn about the
project and its impacts can do so, while those
who want to dig deep (or even deeper!) can do
just that using the same platform.
Attachment E - Public Engagement Plan
Agenda Item 5A Page 60 of 73
City of Boulder AMPS Implementation - Public Engagement Plan
3
COMMUNITY IMPACT
The project scope covers two primary areas where decisions will be made: revitalization of the NPP Program, and
citywide parking and curbside asset pricing.
IMPACTS OF NEIGHBORHOOD PARKING PERMIT (NPP) PROGRAM REVITALIZATION
To some extent, any changes to the NPP Program will impact the entire Boulder community, as the program dictates
how certain portions of the public right-of-way are utilized and which groups within the community have privileged
access. We also expect that updates to the process by which new NPP zones are established will be part of this
effort. As such, it will be essential to focus on the following factors concerning equity and fairness throughout the
engagement and decision-making process:
• Equal treatment and access to participation among housing renters and housing owners.
• Equal treatment and access for those who own vehicles or do not own vehicles—such as residents
without vehicles who wish to use visitor and guest pass options.
• Equal treatment and access to participation among all neighborhoods in Boulder, regardless of housing
mix, property values, or demographics.
• Equal treatment and access to participation among resident permit holders and other types of permit
holders (e.g. NPP commuters and NPP business permit holders).
Beyond these community-wide impacts, we expect the following populations to have an outsized interest in the
outcome, and be directly impacted by decisions we make for the NPP Program:
• Residents, Regular Parkers, and Property/Business Owners within Existing Permit Zones:
The existing NPP covers 13 zones: East Aurora, Columbine, East Ridge, Fairview, Goss-Grove, High
Sunset, Mapleton, Park East-Monroe Drive, University Heights, University Hill, West Pearl, Whittier, and
Chautauqua. We expect residents, regular parkers (such as commuters from outside of Boulder traveling
in regularly for work), and property and business owners within these permit zones to be directly and
immediately impacted by changes to the NPP Program, especially if they are existing permit holders.
• Residents, Regular Parkers, and Property/Business Owners in Areas Abutting Existing Permit
Zones: Residents, commuters, and property and business owners in the areas immediately abutting
existing permit zones will also be impacted by updates to the NPP Program, as utilization of their parking
resources could change depending on the strategies pursued.
• University of Colorado (CU) Students: CU students, especially those who live off-campus in existing NPP
zones or abutting to an existing NPP zone are a subgroup of the previous two populations with unique
access needs.
Attachment E - Public Engagement Plan
Agenda Item 5A Page 61 of 73
City of Boulder AMPS Implementation - Public Engagement Plan
4
IMPACTS OF CITYWIDE PARKING AND CURBSIDE ASSET PRICING STRATEGY
Revisions to parking and curbside pricing will affect the
entire Boulder community to some extent, as all use
these assets in some way, and are impacted by how
they are priced and managed. Moreover, every member
of the Boulder community should have knowledge of
and influence over how revenues collected through the
parking and curbside system are used to benefit Boulder
and the constituents it serves. It will be essential to focus
on the following factors concerning equity and fairness
throughout the engagement and decision-making
process:
• Cost-sensitivity due to personal economic
conditions
• Environmental impacts and opportunities created
by, or influenced by, decisions about the parking
and mobility system and how options are priced
and treated in the right-of-way
Beyond these community-wide impacts, we expect the
following populations to have an outsized interest in the
outcome:
• Employers and Commercial Space Owners/
Operators: Employers, and commercial space
owners/operators may have a significant interest
in how parking and curbside asset pricing
will influence the transportation decisions of
their employees, tenants, customers, and the
convenience of the community in the eyes of
potential hires and tenants.
• Service Business Owners and Operators: Retail
and restaurant business owners and operators
may have a significant interest in how parking
and curbside asset pricing will influence the
transportation decisions of their customers, and
how their customers may view the convenience
and affordability of the Boulder community as a
service destination.
• CU Students: Since CU students have unique
parking and access needs, they may change how
they access destinations based on changes in
parking and curbside asset pricing.
Attachment E - Public Engagement Plan
Agenda Item 5A Page 62 of 73
City of Boulder AMPS Implementation - Public Engagement Plan
5
• Delivery Services and Transportation Network Companies (TNCs): Changes in parking and curbside asset
pricing could influence the demand for these services, where these services are able to load and possibly
whether these services will be required to pay a fee to utilize the curbside.
• Regional Transportation District (RTD): Changes in parking and curbside asset pricing will potentially
impact how RTD customers access bus stops, how parking and the curbside are used directly near bus stops
and how shared assets (such as the RTD parking garage) implement any potential pricing changes.
RELATIONSHIP WITH AMPS WORK
This work is part of the implementation process for the Access Management and Parking Strategy (AMPS) completed
in 2016. The development of AMPS included an extensive public engagement effort, including stakeholder meetings,
open houses, online outreach, and various organic and scheduled events, talks, and presentations. Our engagement
strategy will build upon that work, and demonstrate a clear path between the guiding principles, objectives, and input
generated through the AMPS process and our project outcomes.
Specifically, our project work is forwarding the following focus areas from AMPS:
• On-and Off-Street Parking
• Transportation Demand Management (TDM)
• Technology and Innovation
• Parking Pricing
Our project work is also addressing the following key themes from community input collected through AMPS:
• Support climate commitment and Transportation Master Plan (TMP).
• Use data-driven decision-making
• Support economic vitality and access for all (social equity)
• Understand that a “multimodal” city includes parking as well
• Increase compliance and efficiency of enforcement; reduce complaints
Attachment E - Public Engagement Plan
Agenda Item 5A Page 63 of 73
City of Boulder AMPS Implementation - Public Engagement Plan
6
BUILDING EQUITABLE COLLABORATION FROM
UNDERREPRESENTED COMMUNITIES
Actively inclusive engagement is necessary to achieve a fully vetted, community-supported, and sustainably
successful outcome in any mobility planning project. Traditionally, engagement favors demographically and
ideologically homogenous input, wherein wealthier and older constituents yield the most influence over project
decisions. Given this reality, we have explicitly identified groups that may be underrepresented in this engagement
process, and created strategies to solicit their feedback.
We plan to leverage the following strategies to ensure an inclusive process over the project’s lifecycle:
• Accessibility for All: All engagement opportunities will follow standards set forth by the World Wide Web
Consortium and other accessibility thought leaders to create equity among those with cognitive, auditory,
physical, visual, and speech disabilities. Rather than putting the burden on those with disabilities to request
services, we will create options that work for them by design. In addition, we will offer a Spanish version of our
project website for Boulder’s Spanish-speaking community.
• Options for Those Without Personal Internet Access: On our website and in communications about online
engagement opportunities, we will list free public WiFi locations offered by the City of Boulder (e.g. Scott
Carpenter Park, the Boulder Civic Area, etc.) and create an email option for requesting mail-in feedback
options. For those without personal computers to access the internet, the project will undertake some or all of
the following strategies:
-Promoting the project at public computers, such as computers within the city libraries.
-Spreading awareness of the project through mailings, including utility bill mailers.
-Providing surveys at the Parking office front desk to intercept parking customers.
-Providing a project phone number for the public to call into and either verbally answer survey questions
or provide more general comments on their parking experience.
-Conducting brief in-person intercept surveys in busy public areas throughout the city
-Creating project business cards with a short description, digital hub web address and project phone
number
• Inclusive Stakeholder Selection: Our Stakeholder Working Group will include a broadly representative group
of constituents, diverse in demographics, background, and area of influence.
• Direct Outreach: Rather than simply relying on standard methods or word of mouth to reach typically
underrepresented community members, we will be in direct contact with these constituencies, leveraging
the power of the grassroots organizations, advocacy groups, and service providers that represent and support
them. We envision direct outreach to the city’s Community Connectors, the Center for People with Disabilities,
the Latino Chamber, Emergency Family Assistance Agency, Via and Bridge House, places of worship, and more.
• Ongoing Demographic Evaluations: Using a combination of self-reporting and back-of-house analytics, we
will evaluate the demographics of our engagement participants on a monthly basis to determine if and in
what ways additional outreach or updated strategies are necessary to capture the true voice of the Boulder
community. We will also evaluate our strategy and resulting decisions using Boulder’s Racial Assessment Tools.
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Potentially Underrepresented Community Members
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*
KEY ENGAGEMENT PARTNERS
We have developed a unique engagement strategy for each collaboration partner, outlined below.
CITY STAFF (TECHNICAL WORKING GROUPS)
ROLE AND FEEDBACK FOCUS
City staff representing multiple departments will serve
as the primary technical advisors for information-
gathering, strategy development, alternatives analysis,
and ultimate alternative selection. Primarily, their
insight and feedback will:
• Ensure that appropriate and meaningful data
is collected and assessed.
• Assist in crafting appropriate, focused, and
contextual messaging to other collaboration
partners.
• Spearhead coordination and alignment with
other key city projects.
• Help the project team understand the
comprehensive impacts of decisions across all
departments and staff levels.
The technical working groups for this project include
an AMPS Working Group and an AMPS Leadership
Team.
The AMPS Working Group includes the following
members (subject to change based on staff turnover
or changes to project scope and direction):
• Cris Jones, Community Vitality
• Chris Hagelin, Transportation and Mobility
• Michele Scanze, Community Vitality
• Michael Sweeney, Transportation and Mobility
• Mark Woulf, Community Vitality
• Leah Mayotte, Community Vitality
• Ryan Noles, Transportation and Mobility
• Allison Crump, Transportation and Mobility
• Leo Pelle, Community Vitality
• Eric Davis, Community Vitality
• Karl Guiler, Planning
• Deryn Wagner, Open Space and Mountain
Parks
• Jen Bray, Community Vitality
• Samantha Glavin, Transportation and Mobility
The AMPS Leadership Team includes the following
members (subject to change based on staff turnover
or changes to project scope and direction):
• Cris Jones, Community Vitality
• Yvette Bowden, CMO and Community Vitality
• Charles Ferro, Planning
• Dan Burke, Open Space and Mountain Parks
• Natalie Stiffler, Public Works -Transportation
and Mobility
• Chris Hagelin, Public Works - Transportation
and Mobility
• Sarah Huntley, Communication and
Engagement
• Bill Cowern, Public Works - Transportation and
Mobility
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CITY STAFF (TECHNICAL WORKING GROUPS) (CONTINUED)
• Chris Meschuk, CMO
• Mary Ann Weidman, Public Works
• Edward Stafford, Public Works- Development
Review
• Sandra Llanes, City Attorney’s Office
• James Cho, Municipal Courts
• Erika Vandenbrande, Public Works -
Transportation
MEETINGS AND METHODS OF ENGAGEMENT
Targeted web-based meetings are the primary method of
engagement for this constituency. The following meetings
are scheduled over the duration of the project (where
dates are tentative, only the month is listed):
August 4th and 5th, 2020: Kickoff Meetings—Discuss
project scope and schedule, define success for the project,
and establish targets for community engagement efforts.
October 2020: Existing Conditions and Path Forward—
Discuss existing conditions analysis and develop project
guiding principles.
November 2020: Citywide Parking Pricing Assessment
Strategy Session- Discuss technical analysis and feedback
to date on citywide parking pricing and fee-setting and
evaluate strategies.
December 2020: NPP Program Strategy Session- Discuss
technical analysis and feedback to date on NPP program
revitalization and evaluate strategies.
March 2021: Alternatives Analysis Discussion- Discuss
ranking of final suite of strategies for both the citywide
parking pricing and fee-setting assessment and NPP
program revitalization.
June 2021: Final Presentation and Discussion
*
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*ACCESS ALLIES
ROLE AND FEEDBACK FOCUS
Access Allies will help guide the project’s core decisions
using the voices of constituencies most directly impacted
by project outcomes, such as the business community,
resident groups, transportation and mobility advocacy
and policy groups, and others. Primarily, their insight and
feedback will:
• Represent their organization’s interests.
• Help to expand the reach of the engagement
process by engaging with their constituents
and contacts.
• Evaluate the prospective acceptance of various
strategies and decisions.
• Become champions of the project and help to
create broad support.
MEMBERSHIP
The Access Allies invitee list includes:
• Chip, Downtown Boulder Partnership
• Andrew Bush, Boulder Junction Access District
• Ryan Cook, Boulder Junction Access District
• Terri Takata-Smith, Downtown Boulder
Partnership
• Jerry Shapins, Downtown Management
Commission
• Susan Nuzam,
Downtown Management Commission
• Thomas Wells
• MaryAnn Mahoney, Boulder Convention &
Visitors Bureau
• Robert Hutchinson, Transportation Advisory
Board
• Alex Weinheimer, Transportation Advisory
Board
• Alex Hyde-Wright, Boulder County
• Landon Hilliard, Boulder Valley School District
• Andrea Meneghel, Boulder Chamber
• Nancy Blackwood, University Hill General
Improvement District
• Traci DelReal, Unico Properties
• Brian Cole, One Boulder Plaza/WW Reynolds
• Jay Elowsky, Downtown Management
Commission
• Tom McGann, University of Colorado at Boulder
• Clark Rider, University of Colorado at Boulder
• Joan Lyons, Boulder Transportation Connections
• Rich Schmelzer, Commutifi
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*ACCESS ALLIES (CONTINUED)
MEETINGS AND METHODS OF ENGAGEMENT
Targeted web-based meetings are the primary method of engagement for this constituency. The following meetings
are scheduled over the duration of the project (where dates are tentative, only the month is listed):
September 2020: Kickoff Meetings—Discuss project scope and schedule, define success for the project, and share
existing conditions findings.
October 2020: Existing Conditions and Path Forward—Finalize discussion on existing conditions analysis and
workshop project guiding principles developed by the AMPS Working Group and Leadership Team.
November 2020: Citywide Parking Pricing Assessment Strategy Session- Discuss technical analysis and feedback on
citywide parking pricing and fee-setting and evaluate strategies.
December 2020: NPP Program Strategy Session- Discuss technical analysis and feedback on NPP program
revitalization and evaluate strategies.
March 2021: Alternatives Analysis Discussion- Discuss ranking of final suite of strategies for both the citywide parking
pricing and fee-setting assessment and NPP program revitalization.
June 2021: Final Presentation and Discussion
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*COMMUNITY-AT-LARGE
ROLE AND FEEDBACK FOCUS
The community-at-large will be our guiding voice
throughout the project, offering diverse and multiple
perspectives on their experience with the parking and
mobility system and its programs, their acceptance
of various strategies and opportunities, and their
predictions for how certain changes would influence
their own transportation choices. Primarily, their insight
and feedback will:
• Build a broad understanding of system
challenges, opportunities, and likely outcomes.
• Share their personal acceptance of and
reactions to various strategies and decisions.
• Help to generate increased engagement and
collaboration through social media, word of
mouth, and other organic methods.
MEMBERSHIP
For the purposes of this project, the definition of
“community-at-large” is inclusive of any person who
engages with the City of Boulder’s parking and mobility
system in any way, even indirectly.
METHODS OF ENGAGEMENT
Our engagement plan for this collaboration partner
includes multiple opportunities to learn about the
project, learn about parking and mobility in general, and
provide feedback, including both ongoing 24/7 options
and scheduled events.
• Digital Hub: The digital hub, launched in
fall 2020 and available over the duration
of the project, will be a layered, multi-
faceted engagement experience for every
constituent, from the avid researcher to the
busiest taskmaster in search for a quick bite of
information. The hub will include the following
key sections:
-Learn More: Project purpose and scope,
schedule, context and history, and FAQ,
including a description of how Boulder uses
parking and other access revenue streams
to fund capital projects, maintenance and
initiatives.
-Share My Thoughts: Various options for
engagement and collaboration, including
discussion threads, photo logs, scenario-
based questions, and polling.
-Do More Research: Deliverables and
external resources for additional reading.
-Contact Project Leadership: Contact form
to ask questions or provide additional
information.
• 3-Day Digital Charette: A 3-day digital
charette is planned for November 2020 to
offer additional opportunities for real-time
collaboration, community-building, and
consensus-building around the project.
Days 1 and 2 are intended to offer the same
opportunities for content and participation
among the general public, so as to give
participants as much flexibility in when they
participate as possible and avoid common
scheduling issues with public meetings, like
work or childcare conflicts. The charette will
include three main components:
-Education and Overview Session: Cover
project purpose, scope, and objectives, and
discuss frequently asked questions and
concepts.
-Top ic-Based Forums: Collaborative
work sessions on the core areas of the
scope, including neighborhood parking
management and parking and curbside
asset pricing.
-Pin-Up Session: Summarize and discuss
what was heard and share how input
received will influence project outcomes.
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*COMMUNITY-AT-LARGE (CONTINUED)
3-DAY DIGITAL CHARETTE PROSPECTIVE SCHEDULE:
• Day 1- Open to the Public
-Morning: Neighborhood Parking Management Forum - Education and Overview, Strengths and
Challenges, and Scenario-Based Collaboration
-Evening: Neighborhood Parking Management Forum- Education and Overview, Strengths and
Challenges, and Scenario-Based Collaboration
• Day 2- Open to the Public
-Morning: The Value of Parking Forum- Education and Overview, Strengths and Challenges, and
Scenario-Based Collaboration
-Evening: The Value of Parking Forum- Education and Overview, Strengths and Challenges, and
Scenario-Based Collaboration
• Day 3- Open to the Public
-Morning: Pin-Up- What We’ve Learned
-Evening: Pin-Up- What We’ve Learned
• Farmer’s Market: If public health conditions allow, we will develop, prepare for, and staff a booth at the
Boulder Farmer’s Market in spring 2021, with simple, board-based activities intended to generate excitement
and interest in the plan and its outcomes and share final strategies. Should this not be feasible, we will use a
combination of brief intercept surveys, board-based activities in public places where people can participate
as they are walking by rather than crowding in a single location (e.g. Pearl Street, in front of grocery stores and
the library), and social media to meet similar goals.
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*CITY LEADERSHIP
ROLE AND FEEDBACK FOCUS
The role of city leadership is to make decisions at key
milestone points over the duration of the project, using
the technical analysis of the project team and the input
of our core collaboration partners to guide them. Their
insight, feedback, and direction will also:
• Align project outcomes with broader
community goals, objectives, policies, and
constraints.
• Represent the broad, future-forward interests
of the Boulder community.
MEMBERSHIP
Key influencing bodies involved in the project are the:
• Transportation Advisory Board
• Planning Board
• University Hill Commercial Area Management
Commission
• Downtown Management Commission
• Boulder Junction Access District – Travel
Demand Commission and Parking
Commission
• City Council
Other bodies may be included at various intervals over
the project’s duration.
MEETINGS AND METHODS OF ENGAGEMENT
Targeted web-based meetings/work sessions are the
primary method of engagement for this constituency.
The following meetings are scheduled over the duration
of the project (where dates are tentative, only the month
is listed):
November 2020: Board/Commission work session on
NPP Program strategies and parking and curbside asset
pricing strategies
December 2020: City Council work session on NPP
Program strategies and parking and curbside asset
pricing strategies
March 2021: Board/Commission work session on
preferred alternatives and ranking for NPP Program and
parking and curbside asset pricing
April 2021: City Council work session on preferred
alternatives and ranking for NPP program and paring and
curbside asset pricing
In addition to these scheduled, topic-based work
sessions, we will engage this constituency over the
duration of the project through the distribution of
easily digestible one-page memos summarizing each
milestone deliverable.
Some of these decision-making bodies will also hold
representation in the Community Solutions Group.
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MEASURING SUCCESS
A successful engagement plan is essential to effective, community-supported, and sustainable strategies for the revitalized
NPP Program and parking and curbside asset pricing. Throughout the project duration, we must be able to draw a clear
line between the input we collect from our collaboration partners and the strategies developed and decisions made. Our
engagement efforts will be evaluated on an ongoing basis in the following ways:
• Alignment of feedback with stated purpose of engagement: We will compare contributions from our
collaboration partners with the stated purpose of engagement for each constituency. If a lack of alignment
is noted, we will update or add new engagement methods, reach out to new collaborators, or offer different
prompts for participants.
• Project website analytics: Analytics from the digital hub—such as page views, length of time spent on the
site and various pages within the site, and method of access—will be assessed monthly to determine whether
additional outreach, design tweaks, or new methods of engagement are needed to increase or expand
participation.
Evaluations in these areas will be regularly discussed with the project management team, comprising both consultant
staff and core city staff.
PROJECT CLOSEOUT
When the project is finished, collaborators must have a clear understanding of how their efforts shaped outcomes.
They should also have time and space to reflect on the process and help improve and tailor future engagement
processes. We will conduct the following actions at and as part of project close out:
• Final Report Language: The final report will not only include a section summarizing public input; it will
also include call-outs throughout the document drawing the connections between recommendations and
strategies chosen and the input supporting those recommendations and strategies. In this way, readers who
participated in the process can visualize the impact of their voices on the final decisions.
• Post-Project Thank you and Survey: We will reach out to collaborators to thank them for their time and
energy. We will also develop a short (3-5 question) survey asking participants to share their opinion of the
engagement process and offer suggestions for improvement
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