05.14.24 DMC PacketDOWNTOWN MANAGEMENT COMMISSION
May 14, 2024
4:00–6:00 p.m.
Community Vitality Department, 1500 Pearl Street, Suite #300
(The public will attend via Zoom Webinar.)
AGENDA
I.Roll Call Secretary
II.Procedural Items (5 minutes)Chair
A.Approval of the March 12, 2024 Meeting Minutes
B.Welcome Board Specialist Lauren Kennedy
III.Public Participation (0-10 minutes)Chair
IV.Consent Agenda – Topics will not be discussed unless there are questions posed by the
Commission. Please reference the consent agenda memo.
V.Fund Financials– The fund will not be discussed unless there are questions posed by the
Commission. Please reference the packet attachment.
VI.Downtown Boulder Partnership (DBP) Update (15 minutes)Bettina Swigger, DBP
VII.Boulder Chamber – Economic Vitality Update Joseph Hovancak
VIII.Matters from Staff (75 minutes)Staff
A.Boulder Social Streets Update– Public Works Sr. Project Manager Ben Manibog
B.Day Services Shelter Update – Housing & Human Services Policy Advisor
Megan Newton
C.Q1 Economic Update – Elliott LaBonte
D.Cross District Consulting - Matt Chasansky
E.Parking & Access Survey Results – Sam Bromberg
F.Connecting Downtown to The Hill – Reegan Brown
G.Commission Recruitment Update
IX.Matters from Commissioners (15 minutes)Chair
A.Update on City Council Priorities
X.Next Commission Meeting: 4 p.m., Tuesday, July 16, 2024
XI.Adjourn Chair
Attachments:
- Draft March 2024 DMC Meeting Minutes
- Special District Boards and Commissions Consent Agenda – May 2024
- CAGID YTD Fund Financials
-CAGID Historic Sales Tax Report
- Downtown Boulder Partnership Update
- BSS Council Presentation
- BSS Council Report
-Downtown Boulder Q1 2024 Report
- District Outlook Project Overview
- 2024 Garage Questionnaire Results
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CITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
Name of Board/Commission: Downtown Management Commission
Date of Meeting: March 12, 2024
Contact Information Preparing Summary: Lisa Wuycheck, 303-441-3254
Board Members Present: Justin Kalvin, Susan Nuzum, Don Poe (V-Chair), Stephanie Trees (Chair)
Board Members Absent:
Staff Present:
Cris Jones, Director of Community Vitality (CV)
Matt Chasansky, CV Interim Senior Manager of Cultural Vibrancy & District Vitality
Elliott LaBonte, CV Business Services Senior Manager
Reegan Brown, CV Senior Project Manager
Lane Landrith, CV District Vitality Specialist
Interim Deputy Police Chief Barry Hartkopp
Guests Present: Bettina Swigger, Downtown Boulder Partnership CEO
Type of Meeting: Regular
The DMC meeting was called to order at 4:01 p.m. A quorum was present for the conduct of business.
Agenda Item 1: Roll Call
Agenda Item 2: Procedural Items
A.Approval of the January 16, 2024, Meeting Minutes
•Kalvin motioned to approve the meeting minutes as presented in the packet. Second by
Nuzum. There was no discussion.The motion passed unanimously.
Agenda Item 3: Public Participation
There were no members of the public present.
Agenda Item 4: Consent Agenda
Consent Agenda – Topics will not be discussed unless there are questions posed by the Commission.
Please reference the consent agenda memo.
Senior Transportation Planner Allison (Crump) Moore-Farrell discussed the Shared Micromobility
Program Update. She said staff will present the update to the Transportation Advisory Board in April
and to City Council in May. She said updates can be made to the language.
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DMC Responses:
•Poe said the update stated there was broad support from stakeholders, boards, and commissions.
He said DMC’s voice had not been represented in the past, and he believes, if asked, there
would not have been broad support from DMC.
•Trees asked what was being done to enforce the Lime E-Scooter parking rules. Moore-Farrell
said a rider must park in a designated parking grove. She said when a rider parks in an
undesignated area, their account continues to be charged.
•Nuzum asked if there have been any discussions regarding expanding the mandatory parking
zones downtown. Moore-Farrell said, currently, the discussions are only focused on The
University Hill district.
•Poe suggested the slow parking zone be extended from 15th & Canyon Streets to 16th and
Canyon Streets due to new construction and the proximity to Boulder High School.
•CV District Vitality Specialist Lane Landrith gave an update on new and existing mobile
vendor carts in the Downtown district.
Agenda Item 5: Fund Financials
Fund Financials – The fund will not be discussed unless there are questions posed by the Commission.
Please reference the packet attachment.
DMC Responses:
•Poe commented that parking revenue is $2 million lower, year to date. Jones explained that
since moving to gateless garages, invoicing for 2024 permits changed from quarterly to
monthly. He added that parking rates were reduced by $0.49 for the first hour of parking.
Agenda Item 6: Public Safety Update
Interim Deputy Police Chief Barry Hartkopp announced the downtown police teams are fully staffed.
Hartkopp’s update included the following.
•Pedestrian contacts increased by 400% last month as compared to 2023 statistics.
•There has been an increase in traffic stops and an increase in shoplifting.
•Calls for service around the Pearl Street Mall area are at a lower rate over the last 2 months as
compared to calls over the last 3 years.
•There is an average of 8 assaults downtown a month.
•Expect an increase in the number of unhoused individuals as the weather gets warmer.
Agenda Item 7: Downtown Boulder Partnership (DBP) Update
Downtown Boulder Partnership CEO Bettina Swigger updated the commissioner on current DBP
topics.
Swigger said a priority of the DBP is to get vacant office spaces downtown reactivated. She announced
that visitation downtown was up 20% in December 2023. Swigger said statistics show visitors are not
spending 20% more money in the district.
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Swigger announced the following upcoming downtown events. She added that ‘Band on the Bricks’ is
being planned, and the Boulder County Farmers Market will again be held on Wednesdays and
Saturdays.
•March 17: World’s Shortest St. Patrick’s Day Parade
•March 19: Student Banner Program Reception
•April 14: Taste of Pearl
•April 28: Tulip Fairy and Elf Festival
•May 2: DBP Town Hall at eTown
Agenda Item 8: Matters from Staff
A.2023 Final Budget Report
The commissioners had no questions regarding the 2023 Final Budget Report.
B.District Alternatives Analysis and Capital Planning Project
CV Interim Senior Manager of Cultural Vibrancy & District Vitality Matt Chasansky is leading the
Alternatives Analysis and Capital Planning Project. Chasansky said the project researches the current
funding mechanisms and the current state of Boulder’s general improvement districts.
Chasansky said the purpose of the project is to develop a set of recommendations for financial
decisions for each of Boulder’s general improvement districts. He said staff is evaluating revenue and
taxation in each district vs services, programs, and capital expenses in order to create a functional
balance.
Chasansky said data collection is needed to understand the current conditions and needs of each district
while considering its visions. He said new circumstances arose after the pandemic in addition to the
retirement of debt, new public safety challenges, new opportunities, and the evolution of transportation
options that weren’t originally envisioned.
He said staff is analyzing how the public moves physically between the districts and what draws them
between the districts. Staff is also researching the governance of how the districts are run. Chasansky
emphasized the importance of efficient and effective governance to achieve the desired outcomes for
the districts.
Chasansky said the project will also evaluate how district funds can be leveraged to help realize future
visions. He said there must be a vision for each district to identify new services and programs over the
next set of decades. The vision will include capital planning.
Chasansky said CV staff and other city departments will work on this project. He added that staff will
assemble a stakeholder group to ensure people who are paying taxes and are affected by the
programming are in the room to help with visioning. He said members of various commissions will
be asked to serve on a committee.
Staff’s goal is to have recommendations finalized by the third quarter of 2025. At that time, the
recommendations will be presented to the commissions and to City Council.
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Chasansky asked for one or two UHCAMC commissioners to volunteer to serve on the committee.
Trees asked about the time commitment. Chasansky said there will not be more than one meeting per
month. Kalvin volunteered to serve on the committee.
C. Connecting Downtown to University Hill
Community Vitality Senior Project Manager Reegan Brown presented a project to connect University
Hill to the Downtown district.
Brown said connectivity can be improved through better wayfinding and exploring physical
improvements between The Hill and Downtown. She said the result will be that visitors will feel a
sense of safety and welcoming and will be able to easily navigate the area. Brown added the project
will enhance vitality and generate positive economic growth.
Brown said new temporary wayfinding signs will be installed in and around The Hill and in the central
corridors that connect The Hill to Downtown. The wayfinding signs will match the design of the
existing Downtown signs.
She said pavement may be painted in certain areas, new murals may be painted, and staff is working
closely with the Forestry Department to assess tree canopy improvements.
Brown discussed the Civic Area Phase 2 Project led by the Planning Department with support from
other city departments. This project explores connectivity improvements between The Hill and
Downtown.
Brown described her longer-term workplan which includes research on developing a cultural corridor
along Thirteenth Street with a connection to Pearl Street. She will also strategize on a longer term,
more engaging, wayfinding plan to connect The Hill and Downtown.
Chasansky discussed an update on the Spruce Garage Project. He said they're in design now, but work
was slowed due to research related to the structure of the wall involved with the installation. He said
work should still be on track for installation later this year.
Agenda Item 9: Matters from Commissioners
A.Recap DBP BID Board Meeting
Swigger said the topic of safety downtown continues to arise.
B.City Council Request – DMC Top Priorities
City Council requested a letter from each commission listing their top priorities. Prior to the meeting,
Wuycheck collected feedback from each commissioner, and staff drafted a letter based on the
feedback.
The commissioners reviewed and edited the draft letter and determined the following top 3 DMC
priorities.
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1.Enhancing Downtown Safety: Ensuring the safety and perception of safety of residents,
visitors, and businesses in our downtown area is paramount. We urge the City Council to
address safety concerns, particularly during low-traffic times and after dark, by allocating
resources to fund additional police officers and increasing the presence of Downtown
Ambassadors. Furthermore, we recommend establishing a day shelter away from Pearl Street to
provide support for vulnerable individuals while preserving the safety and vibrancy of our
district.
2.Promoting Economic Vitality: Economic vitality is essential for the sustainability and
prosperity of our downtown district. To address commercial vacancies and preserve property
tax revenues, we recommend developing strategies to attract new tenants and support existing
businesses. The implementation of the Affordable Commercial Program will play a crucial role
in fostering a diverse and thriving business community.
3.Enhancing District Vibrancy and Access: Maintaining and enhancing the vibrancy of our
downtown district is key to attracting visitors and residents alike. We propose initiatives to
increase district vibrancy, such as providing safe and accessible public bathrooms for tourists,
improved connections to the University Hill commercial district and conference center all in the
goal of enforcing rules to maintain order. These efforts will contribute to a positive experience
for all who visit our district and support the economic vitality of local businesses.
Nuzum made a motion to approve the letter to Council. Second by Kalvin. All were in favor, and the
motion passed unanimously.
C.Pearl Street Mall Public Bathroom Discussion
Trees discussed her viewpoint regarding a lack of safe, clean bathrooms available to tourists and
community members visiting Downtown. Swigger said a cleaning company was hired to do regular
cleanings of the public bathrooms on the mall. Trees and Swigger discussed whether the Downtown
Ambassadors should monitor the bathrooms.
Trees said she wishes for this discussion to continue to address ways to provide more bathroom options
for visitors.
Agenda Item 10: Next Commission Meeting
Next Commission Meeting: 4 p.m., Tuesday, May 14, 2024.
Agenda Item 11: Adjourn DMC Meeting
There being no further business to come before the commission at this time, Nuzum moved to adjourn
the meeting. Second by Kalvin. The meeting was adjourned at 6:02 p.m.
Attested: Approved by:
___________________ _____________________
Lisa Wuycheck Stephanie Trees
Board Secretary DMC Chair
Date: ______________ Date: _________________
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City of Boulder
Special District Board Consent Agenda
University Hill Commercial Area Management Commission (UHCAMC) – May 7, 2024
Downtown Management Commission (DMC) – May 14, 2024
Boulder Junction Access District (BJAD) Commissions – May 22, 2024
Updates on Community Vitality work plan programs and projects for city special district boards and
commissions. These updates are for informational purposes only and require no discussion or votes.
Special District Updates
University Hill General Improvement District (UHGID) - Hill Revitalization Efforts –
Many exciting efforts are underway on the Hill:
•The boutique Moxy Boulder Hotel is set to open on May 18, providing over 180 guests
with rooms in the heart of Boulder along with spaces for a restaurant, coffee shop and
bar.
•Regulations for restaurants brewpubs and taverns were expanded last November to allow
for more flexibility with serving hours.
•Pedestrian wayfinding signage is getting installed throughout the district and along key
corridors connecting the Hill to Downtown to better guide pedestrians and cyclists to
nearby attractions.
•Community Vitality staff has partnered up with Roots Music Project to produce a live-
music series on the Hill Events Street this upcoming summer, free to the public.
•Staff are working with mural artists to submit proposals for a creative crosswalk design
across Pleasant Street at Broadway.
•Work continues on the Limelight Hotel and Conference Center, which is projected to
open in Spring 2025.
•Central Area General Improvement District (CAGID) Garage Repairs and Improvements
–The City of Boulder is improving public parking garages in downtown Boulder in 2024, which
requires periodic partial and full closures of the garages. The projects include important
maintenance repairs and improvements such as power washing and re-striping. Community
Vitality staff are working with contractors, parking permit holders, commercial property owners
and tenants to coordinate the schedule to ensure continued public parking garage access
downtown while these projects are completed.
•Central Area General Improvement District (CAGID) – Mobile Vending Carts – Currently
available cart positions were promoted to small business operators during the 2023-2024 season
via a simple online application. Two new vendors have received their permits, Kindness Gems
(west end of 1200 block) along with gourmet popsicles from Denver Pops (east end of 1200
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block). The European flower cart has delayed their permit offer, and Kingcomo’s Quesadillas
has discontinued operations as of March 27, 2024. Applications are currently being accepted at
https://bouldercolorado.gov/services/mobile-vending-cart for two vacant locations.
Commissioners are invited to provide any comments or feedback to Lane Landrith
LandrithL@bouldercolorado.gov
•Central Area/University Hill General Improvement Districts (CAGID)/(UHGID) –
Downtown and University Hill Ambassador Program – The ambassador program operates in
the downtown, Civic Area and on University Hill. The University of Colorado Boulder has
provided $57,000 to extend The Hill Ambassador Program through December 2024. The original
pilot program was set to expire in March. Extension of the program ensures an ambassador is
present on University Hill 32 hours per week, in addition to an ambassador team lead 40 hours
per week. The program is a partnership between the university, the City of Boulder, and the
Downtown Boulder Partnership (DBP). A Hill ambassador may be reached via phone or text at
720-576-8643.
•Boulder Junction Wayfinding Signage Project – This project aims to improve wayfinding and
recognition of Boulder Junction as a distinct neighborhood and general improvement district
(GID) within the Boulder community. City staff entered into an agreement with a vendor called
e3 Signs, based out of Loveland, Colorado, to fabricate and install the signage. Installation is
complete for the signage in the Public Right-of-Way and nearly complete for the private property
locations. We anticipate all signage to be complete by late Spring/early Summer.
Commutifi Pilot Program – Community Vitality entered into an agreement with a local tech
company called Commutifi to implement a transportation demand management “TDM” wallet
concept in 2024 in the Central Area General Improvement District (CAGID) and Boulder
Junction Access District (BJAD). The purpose of the Pilot Program is to encourage companies
within CAGID and BJAD to participate in sustainable commuting practices through a financial
incentives matching program directed at their employees. The program will provide financial
incentives (up to $2.50 per commute with the city’s match) to employees who use sustainable
transportation methods to get to and from work, such as walking, biking, public transit and more.
The goal of the Pilot Program is for commuters to become more educated on Boulder’s many
multimodal transportation options to reduce carbon footprints, improve air quality, and decrease
traffic congestion. The program also encourages reinvestment of financial rewards back into
Boulder’s districts, supporting local businesses. The program officially launched on April 1.
Employees can now begin logging their sustainable commutes and accumulating financial
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rewards to be spent on transportation service providers or at district businesses. The Pilot
Program will run through the beginning of 2025.
City of Boulder Updates
AMPS Implementation: New on-street pricing changes to align with performance-based pricing
went into effect Jan. 2, 2024. Performance-based pricing uses data driven analysis to implement
pricing changes based on demand, which are monitored and adjusted on an annual
basis. Questions or comments: Samantha Bromberg, brombergs@bouldercolorado.gov.
Affordable Commercial Program Development – City staff is currently working on an RFP to
work with a consultant on finalizing the program design for the implementation of a shared space
real estate model to address the rising cost of commercial space for small businesses in Boulder.
The intent is to finalize the program design by late Fall of 2024. Thereafter, staff will work to
contract with an organization that will implement the program concept within CAGID
boundaries. This effort will incorporate broad community engagement and the city’s Racial
Equity Instrument.
Outdoor Dining Pilot Program - Boulder City Council voted to implement the based upon
feedback from the temporary outdoor dining expansions during the COVID-19 pandemic. The
five-year pilot program provides year-round outdoor dining rules for restaurants, brewpubs,
taverns, breweries, distilleries, and wineries. The program enables these businesses to offer more
space to customers by expanding outside with more consistent, pre-approved infrastructure for
the expansion areas. The program began Sept. 1, 2022, immediately following the expiration
of on Aug. 31, 2022, that allowed the temporary expansions. There are currently a total of 25
participating businesses. The most recent application period for the program closed on March 1,
2024, in which we received 6 new applications. Those applications are currently under review by
various city departments. Details and applications are found at: This year, staff will also conduct
a mid-point program analysis through surveying and other data collection methods to better
understand how the program is going and what improvements can be made. We anticipate
providing an update to council later this year with the hope of extending the program beyond
2027.
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CENTRAL AREA GENERAL IMPROVEMENT DISTRICT (CAGID)2020 Actual 2021 Actual 2022 Actual 2023 Budget 2023 Actual 2024 BudgetBeginning Fund Balance14,894,148$ 14,650,059$ 17,357,776$ 20,781,432$ 20,781,432$ 20,945,588$ Sources of FundsProperty Tax1,293,197$ 1,333,187$ 1,381,857$ 1,448,932$ 1,493,258$ 1,440,980$ Parking Revenue4,346,569 6,018,037 6,055,246 6,340,244 4,514,795 6,062,159 Specific Ownership & TobaccoTx64,424 67,969 62,894 77,639 69,767 64,150 Leases, Rents and Royalties-343,000 482,540 496,000 156,000 497,010 Other Revenues82,911 70,419 64,588 50,000 61,757 64,590 Interest & Investment Earnings221,845 205,387 221,112 229,851 487,662 226,811 Transfers In1,146,104 971,104 968,819 968,819 968,819 968,819 Total Sources of Funds 7,155,050$ 9,009,104$ 9,237,055$ 9,611,485$ 7,752,058$ 9,324,519$ Uses of FundsPersonnel1,602,339$ 1,463,121$ 1,493,468$ 1,829,692$ 1,490,674$ 2,063,732$ Operating2,537,843 2,049,480 2,370,383 3,875,915 2,737,412 4,214,289 Debt Service836,839 827,883 829,682 844,600 835,307 - Cost Allocation and Transfer335,218 335,218 324,155 420,471 420,471 433,085 Capital Improvement Program2,086,900 1,625,685 795,712 4,759,036 2,104,038 5,908,138 Total Uses of Funds 7,399,139$ 6,301,387$ 5,813,399$ 11,729,714$ 7,587,902$ 12,619,245$ Ending Fund Balance Before Reserves 14,650,059$ 17,357,776$ 20,781,432$ 18,663,202$ 20,945,588$ 17,650,863$ Ending Fund Balance After Reserves13,468,452$ 16,079,503$ 19,578,699$ 17,397,067$ 19,756,364$ 16,461,639$ $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,0002020 Actual 2021 Actual 2022 Actual 2023 Budget 2023 Actual 2024 Budget6400 CAGIDEnding Fund Balance Before ReservesTotal Uses of FundsTotal Sources of Funds11
Sales Tax by Location: Downtown20192020202120222023 2023 January 2024 JanuarySales Tax$8,800,961 $5,253,717 $7,162,667 $8,584,411 $8,831,332 $445,326 $398,474Year-Over-Year Change($3,547,244)$1,908,950 $1,421,744 $246,921($46,852)Year-Over-Year Growth Rate-40.31%36.34%19.85%2.88%-10.52%Average Annual Growth Rate0.09%% Change 2019 to 20230.35%Sales Tax by Location: Pearl Street Mall20192020202120222023 2023 January 2024 JanuarySales Tax$3,964,887 $2,351,039 $3,965,943 $4,391,098 $4,620,501 $14,405 $634Year-Over-Year Change($1,613,848)$1,614,904 $425,155 $229,403($13,771)Year-Over-Year Growth Rate-40.70%68.69%10.72%5.22%-95.60%Average Annual Growth Rate3.90%% Change 2019 to 202316.54%12
May 2024 Report to
Downtown Management Commission
Bettina Swigger, CEO
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SOLD OUT!
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37,900 pedestrian impressions
counted - up 8% over 2023
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Advocated to City Council and Staff for Economic Vitality/Development
and Public Safety downtown to be included in Council Priorities for 2024
With the Boulder Connectors, advocated for short-term wayfinding improvements
to better connect the Hill to Downtown
With Boulder Police Department, hosted two business education sessions on
crime prevention and de-escalation
With Boulder Chamber and Visit Boulder, continue to work on updating the
Framework Policy for Addressing Homelessness
With Boulder Economic Vitality and Business Support Alliance, coordinated
business response to April’s power outage
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This morning, 148 flats of flowers were
given to 75 businesses to help beautify
their storefronts. We also planted 13
planters on the East End and included
the Hill District in our flower distribution.
Thursday, May 2, eTown - thank you!
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Launched our new advertising campaign
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● Offer a promotion within your business to welcome
and celebrate downtown employees
● Encourage your employees to pick up a sticker at the
Visitor Information Center, starting Tuesday, May 28
to participate in all the fun
● Sign up in advance for the popular Office Olympics
on June 5 and for Member Employee Appreciate
Happy Hour on June 6
● New this year: nominate an outstanding employee to
win a special prize!
Learn more and sign up here.21
Friday, July 19th | 3 - 8 pm
Saturday, July 20th | 10 am - 7 pm
Sunday, July 21st | 10 am - 5 pm
Wednesdays
June 12 - July 31, 2024
5:30 - 9 pm Friday, Sept. 13th | 5 - 9 pm
Saturday, Sept. 14th | 10 am - 9 pm
Sunday, Sept. 15th | 10 am - 5 pm Lineup just announced!
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Boulder Social Streets
2023 Evaluation &
Recommendations
233
Gehl — Making Cities for People
Reimagining
Boulder’s Streets
What are we working to solve and why?
24
Gehl — Making Cities for People
Boulder Transportation
Advisory Board opposes
cityʼs plan to reopen
West Pearl to cars
– Sept. 2022
Reimagining Boulder’s Streets
Where We Started
After West Pearl was
reopened to car traffic,
residents called on the
City to close streets for
pedestrian use.
While many residents wanted to close West Pearl to
traffic once more, there was no uniform consensus
among stakeholders on how and where to repurpose
downtown streets. To meet resident demand the City
to explored a new pop-up program to repurpose
vehicular infrastructure, provide more public
gathering spaces, and model a more sustainable
future centered on community.
May, 2020
“Dear City Cou
n
c
i
l
:
Keep Boulder
C
o
o
l
with the West P
e
a
r
l
Pedestrian Zon
e
”
– Communit
y
C
y
c
l
e
s
,
Sept. 2022
Sept, 2022
What
next?
THE DENVER POST
September, 2022
Boulder City
Council to talk
West Pearl street
closure
Update: Whatʼs the
future of outdoor dining
downtown? The city is working on a plan with
the Downtown Boulder
Partnership.
– March, 2022
25
Gehl — Making Cities for People
05
Test programs
to influence
future street
design
Pop-up
program
launch!
04
Support
Boulder
businesses
Reimagining Boulder’s Streets
Where We Are Today
The City developed a
strategy to rapidly
address this resident
demand.
Beginning with comprehensive site analysis and
public engagement to determine feasible sites for
street closures, the team developed an “Action Plan”
that proposed a number of near-term interventions —
most notably the routine closure of 13th Street to
traffic to host a season of community events.
Between June 24th and September 25th, 2023, 13th
Street hosted 8 unique events (alongside the
long-running Boulder Farmers Market).Late fall,
2022
June 24,
2023
Analysis
begins!
01
Facilitate more
community
connections
with joyful
experiences
March,
2023
Summer 2023
Action Plan
26
Gehl — Making Cities for People
West Pearl
closure
Reimagining Boulder’s Streets
Where We Are Headed
Now, Boulder can take a
measured look at what
the 2023 summer
program achieved and
what its future can be.
The Summer 2023 Social Streets program reflects
the urgency of the moment: the City moved quickly to
meet the public’s desire for repurposed streets.
However, this tight timeframe necessarily limited the
scope of what Social Streets can be; looking ahead,
there is an opportunity to reshape the Social Streets
program. The evaluation of this iteration of Social
Streets will inform how the program continues to
evolve to better serve Boulder.
“This event is
small but itʼs great
to be here.”
– Intercept survey participant
“Boulder needs
more plazas and
public gathering
spaces.”
– Intercept survey participant
13th Street
event
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Gehl — Making Cities for People
Reimagining Boulder’s Streets
What We Can Achieve
Greats streets empower
communities with
economic vitality,
improved wellbeing, and
social inclusion.
Boulder knows streets are more than just conduits
for vehicles — streets are where people meet, foster
community, grow businesses, and play. But in this era
of growing social fragmentation and economic
hardship, not every street lives up to this promise.
Boulder residents can be equipped with the power to
remake their city’s streets to best meet their needs
and improve their neighborhoods.
Economic
Vitality
—
Great streets make for great
business. By prioritizing people,
the most vibrant streets create the
best environments for
entrepreneurship. Opportunities
flourish where people can gather.
Wellbeing and
Connectedness
—
Great streets bring people
together. Togetherness is what
vanquishes isolation. Streets ought
to connect people to where they
need to go and, importantly, to
each other.
Inclusivity and
Social Mixing
—
Great streets move people to live out
our highest civic ideals in public. As
integral parts of the public realm,
streets should be shared stomping
grounds where all of Boulderʼs
diversity feels welcome.
28
Gehl — Making Cities for People
Evaluating Social
Streets 2023
How did the program perform
relative to the action planʼs goals?
29
Gehl — Making Cities for People
Evaluating Social Streets 2023
The Season
The Summer 2023
Social Streets season
transformed 13th
Street into a temporary
event space.
Executed in collaboration with Downtown Boulder
Partnership — and many other vendors and
partners — the summer season featured 8 unique
events. Each event brought something new to
Downtown Boulder, inviting residents,
business-owners, and visitors to come together
and rethink what streets can be.
8 unique
events over 4
months
Approx. total 1,800
attendees
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Gehl — Making Cities for People
Evaluating Social Streets 2023
People — Community Connection
Social Streets created a
new pull to downtown —
making a place that felt
more neighborly than
touristy.
From Melanin Funk Fest to Yappy Hour, each of
the 8 events at 13th Street created new invitations
to spend time in Downtown — invitations that
otherwise don’t already exist. These activations
successfully encouraged people to visit
Downtown, experience something new, enjoy
public space, and connect with fellow Boulder
residents.
13th St
8x more
people spent
time on 13th
Street during
events. – PLS
Most of the pop-ups
felt ʻneighborlyʼ – nobody thought
they felt ʻtouristyʼ.
– Experiential
evaluation group “[Closing the street to
pedestrians] makes it feel
more homey and brings
the community together.”
– Intercept interviewee
“Type of event”
was the top reason
why event- goers
attended the Social
Streets program.
– Poker chip activity
participant
A place for
local community ⏶
New reasons to
come downtown ⏶
Spaces like these
make me feel
more connected
to the Boulder
community.
← 77% of online
questionnaire
respondents agree
I would not
have been in
the area but
for this event.
← Reported by 56%
of online questionnaire
respondents
31
Gehl — Making Cities for People
Evaluating Social Streets 2023
People — Invitation & Inclusivity
Event-goers felt both
welcomed and included
— especially women
and children.
Attendees agreed that Social Streets events
made the area feel more welcoming, and event
coordinators anecdotally reported that events
created invitations for otherwise under-
represented groups to spend time downtown.
Furthermore, events attracted more women and
children in comparison to unprogrammed
periods — a positive sign of inclusion and
perception of safety.
4x more women
present during
observed events 1
12x more children
under the age of 15
present during
observed events 1
“I am very proud of the
work that we did for
these events – I had
never seen most of those
[event attendees] in
downtown before , and
Iʼm here every day.”
– Kat Shanahan, DBP
“At this event alone
Iʼve run into many
people I know that I
wouldnʼt have seen
otherwise.”
– Intercept interviewee
←75% of online questionnaire
respondents agree
Events like these
make Boulderʼs
public spaces
feel welcoming.
1. Gehl Public Life Study, July 2023 (see appendix for method
description)
32
Gehl — Making Cities for People
Evaluating Social Streets 2023
People — Safety & Coexistence
People felt safe, but
there’s still room for
improvement.
In comparison to times without events, Social
Streets cranked up activity levels at 13th Street,
decreasing the proportional prevalence of people
residing in public space. By inviting housed and
unhoused Boulderites to coexist in shared public
space, Social Streets improved the perception of
safety in the area — however, some community
members expressed discomfort.
“We love Boulder and all
the events it has to offer.
We did, however, have
some iffy interactions
with the homeless
population in the area.”
– Online questionnaire respondent
“More events like this can
help rejuvenate this place
to be more welcoming and
less terrifying, especially
at night.”
– Intercept interviewee
65% of online
questionnaire
respondents agree →
Events like these
make Boulderʼs
public spaces
feel safe.
21% during event
36% no event
42% decrease in proportional
prevalence of people residing in
public space during events 1
% OF PEOPLE OBSERVED
RESIDING IN PUBLIC SPACE
1. Gehl Public Life Study, July 2023 (see appendix for method
description)
33
Gehl — Making Cities for People
Evaluating Social Streets 2023
Program — Economic Impact
Despite few adjacent
businesses, Social
Streets modestly
boosted economic
opportunity.
Because the section of 13th St between Canyon
and Arapahoe does not feature many adjacent
businesses, the economic impact of increased
footfall from events was limited. However,
event-goers did report visiting businesses while
in Downtown, and the City funding for Social
Streets supported 55 unique vendors and
partners — many of which expressed interest in
continued involvement in an event series like this.
55 unique vendors &
organizations participated
in the event season
Estimated $29K
towards local orgs.,
vending, & entertainment
# of vendors
& partners
present at
each event ⏶
I visited a nearby
businesses to eat or shop before or
aơer the event.
Reported by 76% of online
questionnaire respondents →
34
Gehl — Making Cities for People
Evaluating Social Streets 2023
Program — Collaboration
Close collaboration
with community
partners spelled event
success.
Social Streets events ranged from complex
festivals like the Melanin Funk Fest to simpler,
lighter affairs like the Boulder Street Soccer
Classic.
The commonality that ensured both these events’
success was close collaboration with community
partners, who helped deliver programming and
can best get the word out to boost attendance
and participation, especially among communities
of color. Community Connectors were hired using
City funds to help with outreach.
Boulder Street Soccer Classic
Melanin Funk Festival
→All-day event, 10am to 8pm
→4 organizations &
vendors
→~325 attendees
→Relatively less costly to produce
v
→Evening event,
6pm to 9pm
→11 organizations &
vendors
→~550 attendees
→Relatively more costly
to produce
Activity
concentrated
in the plaza
Activity
distributed along
the entire street
Close
community
partner
collaboration
Organic
event
promotion
Shared success
factors ⏶
Inclusive to communities
of color
35
Gehl — Making Cities for People
Evaluating Social Streets 2023
Program — Community Empowerment
Stakeholders hope
Social Streets can
better empower the
public to lead street
transformations.
Interviewed stakeholders — event-goers,
experiential events group, and DBP — collectively
expressed the desire for Social Streets to morph
into a community-led process, where
administrative and cost barriers are lowered to
empower the public to convert streets into
everyday places of gathering.
Lower barriers
to community
collaboration
Lift community
voices & let
them lead
Create places
for the everyday
as well as the
occasional
“The permitting process
is confusing and
expensive; itʼs a barrier
to most people.”
– DBP Engagement
“Activations need to be
community driven for
success… partnership is an
opportunity to tap into the
network and creativity of our
community.”
– Evaluation Group Theme
“The city should
act as a facilitator,
not an event
planner.”
– Evaluation Group
Theme
“Streets in my
community should be
open to people who
just want to chill.”
– Chalkboard activity
participant
“I think streets
should be used for
kids to hang out!”
– Chalkboard activity
participant
36
Gehl — Making Cities for People
Evaluating Social Streets 2023
Place — Mobility
Closure of 13th Street
did not hinder vehicular
circulation.
While this event series and site did not explicitly
address pedestrian/bike connectivity, the
intersections surrounding the 13th Street
maintained satisfactory levels of service when
the street was closed during event periods.
Pedestrian and bike traffic volumes modestly
increased during a Social Streets event in
comparison to a springtime baseline; however, a
significant majority of attendees drove to get to
the event.
For more information regarding transportation
analysis, see Fox Tuttle’s report in Attachment A,
Appendix B.
Closure of 13th St caused
minimal impact to
intersection performance
INTERSECTION ⏶ OPEN TO CLOSED
Broadway &
Arapahoe Ave
Delay ⏶ 0 seconds
Grade ⏶ 0
Broadway &
Canyon Blvd
Delay ⏶ +3
seconds
Grade ⏶ -1
Canyon Blvd
& 13th St
Delay ⏶ -2 seconds
Grade ⏶ 0
57% of poker
chip activity
participants
drove to the
event…
Assessed
intersections
Over the course of the
entire day in August wit
h
an active event, there w
a
s
a 20% increase in
pedestrian and bike
counts at the 13th &
Canyon intersection over an April 2023 baseline.
– Traffic Analysis
16% arrived
by bike and
18% on foot .
37
Gehl — Making Cities for People
16%
Evaluating Social Streets 2023
Place — Infrastructure & Investment
Among engaged
event-goers, there is
appetite for bigger and
bolder street
interventions.
Social Streets inspired attendees to radically
rethink what streets can and should be. When
asked to select a vision for the future reimagining
of Boulder streets, event-goers opted for
larger-scale activations and physical
transformation of roadway into plazas.
While parklets and enhanced sidewalks remain
valid options, these results point to a desire for
more physical, lasting transformations of streets.
Convert street parking spaces
into ‘parklets’ for gathering
Enhance sidewalks with shade,
plantings & furnishings
Temporarily close streets for
a calendar of public events
Convert roadway into plazas
by closing streets to cars
* PERCENT (%) OF 607 TOTAL RESPONSES;
EACH RESPONDENT HAD 2 VOTES
40%
29%
16%
Q: What are the best ways for the Social
Streets program to improve Boulder’s
streets moving forward?*
Large scale &
transformative
Small scale &
tactical
“I would like to see more
streets in the Pearl area
closed permanently to
cars, like West Pearl was
during the pandemic.”
– Intercept interviewee
38
Gehl — Making Cities for People
Evaluating Social Streets 2023
Outcomes – Social Streets 2023
The inaugural Social
Street event season
was successful though
imperfect — and there
is public enthusiasm
for continuation.
While the program’s reach and attendance were
relatively lower than other more well-established
events in Downtown Boulder, event-goers and
collaborators felt generally positive about their
experiences this summer. Those who
participated expressed excitement for further
continuation and evolution of Social Streets as a
community-led program.
Created a welcoming
destination for women
& children
Created an environment
where people felt safe
Highlighted the
importance of community
partnership for event
success
Generated excitement for
more community-led street
transformation moving
forward
Did not hinder
vehicular circulation
Sparked an appetite for
bigger & bolder street
interventions
Created a new,
neighborly pull into
downtown
Modestly boosted
economic opportunity
“This is awesome,
keep ʻem comin!”
– Online questionnaire
respondent
39
Gehl — Making Cities for People
Future of Boulder
Social Streets
How should this program evolve?
40
Gehl — Making Cities for People
Future of Boulder Social Streets
The Summer 2023 Social Streets event series
successfully sparked positive experiences and
inspired people to want more from their city
streets.
The next step is to morph the program into
something more community-led, sustainable, and
equitable — letting City government do what it
does best: enabling its community members.
The next evolution of
Social Streets empowers
Boulder residents to
transform their streets.
41
Gehl — Making Cities for People
Future of Boulder Social Streets
Condition
Stakeholders agree that activations of
streets should be community-led and
City government should act as a
facilitator for the public's wishes
Action
An application-based program where local
groups can apply for City-support in
transforming nominated streets
Boulder residents, businesses, BIDs, advocacy groups, etc. apply to the
City to sponsor a Social Streets transformation project on a specific
block. The sponsoring group determines the programming concept, not
the City.
Upon approval, the City leverages its resources to support the project,
offering design and implementation solutions that streamline the
process (rather than spearhead programming curation itself).
Precedents
→Cleveland Heights Shared Spaces
→LA People Street
→NYC Open Streets
Who leads?
“The city should act as a
facilitator and not as an
event planner… creating
spaces that the community
can easily use for activation
and providing the support
to navigate the process.”
– Experiential evaluation gro
u
p
422
Gehl — Making Cities for People
Future of Boulder Social Streets
Condition
There are already many ways to
transform streets in Boulder, but they
are housed in different City departments
and the public doesn’t see it as one
coordinated, simple program.
Action
The program bundles many different types
of street transformations into a
“one-stop-shop” — led by an inter-agency
team with a dedicated program manager.
Modeled on (or built out of SERT), a cross-departmental team reviews
and approves Social Streets applications. A dedicated FTE manages the
program, coordinating the different departments to execute approved
projects.
Social Streets bundles pre-existing street transformation programs
(Block Party Trailer, Outdoor Dining, Special Events & Street Closure) with
new projects (Pavement to Plaza, Slow Streets, Play Streets, Parklets).
“People are intimidated to
work with the City —
important for the City to
assist people on permitting.”
– Experiential evaluation group
“The permitting process is
confusing and expensive;
it can be barrier to most
people who want to do
something.”
– DBP engagement
How is it structured?
433
Gehl — Making Cities for People
Future of Boulder Social Streets
Condition
To more equitably reach all Boulder
residents, the program needs to apply to
all of Boulder, not just downtown.
Action
The City geographically maps priority
zones throughout Boulder for different
types of street transformations based on
City goals.
Different street transformations are more appropriate in some parts of
Boulder than others. For example, street closures for special events work
best in central commercial areas; while shared street pilots work best in
lower traffic residential areas.
The City can set its own priorities as to what types of street
transformations it wants to see in what areas of Boulder. This framework
can inform application approvals.
Precedent
→Boise Transportation Action Plan (page 84-89)
“I like that this event
is in a different area of
the community,
moving outside of
Pearl Street.”
– Intercept interviewee
“Is it reasonable to look at
the whole city for
walkable neighborhoods
and spots for program?”
– Experiential evaluation group
Who benefits?
444
Gehl — Making Cities for People
Future of Boulder Social Streets
Condition
Event-goers and collaborators want to
see continued investment that leads to
lasting spaces for communal gathering.
Action
Approved Social Streets projects trigger
“pathway to permanency” where the City
consistently evaluates pilot projects to
inform potential capital improvements.
All Social Streets projects involve evaluation and engagement to
determine whether these initially temporary transformations should kick
off a capital redesign process to make the change permanent.
“Temporary
transformations are
appreciated but
communities are
looking for lasting,
permanent
interventions.”
– Experiential evaluation group
“Boulder is open space rich
and community gathering
space poor… as a city we
have done very well on
preserving open space; yet
we do not have great public
spaces where people can
gather for social
connection.”
– Experiential evaluation group
Is there lasting impact?
45
Gehl — Making Cities for People
Future of Boulder Social Streets
Condition
While not all stakeholders are currently
aligned on how and where to best
repurpose streets, most are open to
potential roadway transformations, and
some are eager to get involved.
Action
Proactive consultation with potential
applicants to inform them of the program
and collaboratively come up with inspiring
ideas.
The City does not simply wait for local groups to apply for street
transformations; instead, the program manager proactively works with
businesses, nonprofits, advocacy organizations, and resident groups to
explore what’s possible, generate consensus, and get ideas off the
ground.
"[Participating West Pearl
business owners] expressed
willingness to engage in
conversations about future
events or temporary activations,
provided the aim is centered on
celebrating West Pearlʼs unique
and ʻspecial vibes,ʼ rather than
hosting events for the sake of
activation."
– West Pearl business engagem
e
n
t
"It takes a lot of time
to build trust; it takes
a lot to get people to
come forward to do
something."
– DBP engagement
Who is engaged?
46
Gehl — Making Cities for People
“I think streets in
my community
should be safe for
kids to ride bikes!”
– Chalkboard activity
participant
The most popular
choice of methods
to improve Boulderʼs
streets moving
forward.
– Online questionnaire
respondent
Future of Boulder Social Streets
Organization & Governance
Social Streets is an
umbrella for multiple
City programs.
Today, the City already offers a number of
programs that convert roadway into public
gathering space; however, these are
managed by different departments. The
next evolution of Social Streets would
bundle these programs, along with new
additions, into a one-stop-shop for the
public to guide the reimagining of streets.
Street Programs
Boulder Departments
Communication
& Engagement
Transportation
& Mobility
Parks &
Recreation
Community
Vitality
← Externally to the public, the program
appears as a single entity
Internally, responsibility
maps to different departments →
Boulder
Planning &
Development
Services
Pavement
Dining
Outdoor
& Street Closures
Play & Slow
Trailer
Block Party
Potential
Existing
Special Events
to Plaza
Streets
Social Streets
47
Gehl — Making Cities for People
Future of Boulder Social Streets
User Journey
Alex from a community
housing partnership
wants to transform a
residential side street
into a plaza for gathering!
Step 1
She meets with the
residents and
businesses located on
the street to confirm
support for the project
Step 2
She submits an
application to the
Social Streets
program through an
easy online portal
Step 3
An interagency team
reviews the application
and approves it based
on city priorities,
feasibility, and local
support
Step 4
The City provides
urban design
solutions to
temporarily convert
the street into a plaza,
and the community
programs it
✔
✔
✔
Step 5
After a number of
months, the City
conducts traffic and
experiential analysis
of the plaza to
determine its impact
Step 6
Having determined the
plaza’s positive impact,
the City integrates a
permanent plaza design
into its capital
improvement plans for
the neighborhood
Submit
48
Gehl — Making Cities for People
Executive Summary
Timeline for Social Street Program Development
Months 1-3 Months 4-6 Months 7-9 Months 10-12 Months 13-15 Months 16-18 Months 19-21
Vision adopted
by Council &
program
funding
confirmed
Define
program,
including
governance &
staffing
Confirm
program goals
across
departments
Reach out to
organized
groups to
solicit program
input
Set technical
specifications,
parameters &
criteria
City
departments
sign off on
parameters
Alert potential
applicants
about program
launch
Advertise the
program during
summertime
activations
Select winning
project(s)
Plan
implementation
of winning
project(s)
Announce
winning
project(s)
Review
applications
Install
project(s)
Launch Social
Streets
application!
Definition
Program
Internal
Alignment
External
Engagement
Stakeholder
Cross-department
Planning & Development Implementation
49
Gehl — Making Cities for People
Future of Boulder Social Streets
The Summer 2023 Social Streets event series
successfully sparked positive experiences and
inspired people to want more from their city
streets.
The next step is to morph the program into
something more community-led, sustainable, and
equitable — letting City government do what it
does best: enabling its community members.
Next Steps
50
51
52
53
544
555
566
57
588
599
6060
661
� Placer.ai
Downtown Boulder Q1 2024 Report
Jan 1 - Mar 31, 2024
Properties:
Downtown Boulder West End
1015 Pearl St, Boulder, CO 80302
Pearl Street Mall
1401 Pearl Street, Boulder, CO 80302
Downtown Boulder East End
1535 Pearl St, Boulder, CO 80302
Length of Stay: more than/ 10 min
Length of Stay: more than/ 10 min
515151
62
Downtown Boulder Q1 2024 Report
Jan 1 - Mar 31, 2024
2024 Placer Labs, Inc. | More insights at placer.ai 2 / 16
63
Downtown Boulder Q1 2024 Report
Jan 1 - Mar 31, 2024
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Districts Outlook:
Analyses of Commercial Center Connections,
Quality of Life, Capital Planning, and Financial Alternatives
DMC Meeting
May 14, 2024
78
Questions for Commissioners:
1.Do you have any advice for the success of the scope?
2.What stakeholders would you recommend be contacted
about serving on a committee?
3.Are there volunteers to represent DMC in
an advisory role?
79
2. Table of Contents
•Put bullet points in here if
you have text.
•Ooh / Ahh
•Add image or chart to white
space
Scope
Why start this work now?
City Council Priority for city-wide connections to commercial
centers and quality of life improvements, especially between
Downtown and University Hill.
Opportunities in the four GIDs.
Challenges to safety, accessibility, and quality of life.
Rebalancing of fiscal tools.
District Outlook
Analyses
80
2. Table of Contents
•Put bullet points in here if
you have text.
•Ooh / Ahh
•Add image or chart to white
space
Scope
Sequencing of Scope Questions
What is our community’s vision for connections between
commercial centers, improving quality of life, capital/building
projects, operations and programming?
What will be the cost to achieve this vision?
What is the prioritization of those vision elements?
What financial tools and governance improvements are needed
to afford those costs and manage them efficiently?
Are there any policy or legislative actions necessary?
District Outlook
Analyses
81
2. Table of Contents
•Put bullet points in here if
you have text.
•Ooh / Ahh
•Add image or chart to white
space
Scope
District Outlook
Analyses
Current State:
•What near term vision
elements are needed to
address the City Council
priority?
•How can we best take
care of current
infrastructure?
•Is the governance
structure in compliance
and most efficient?
•Is the existing tax rate
balanced with current
needs?
Future State:
•What is the community’s
vision for the future?
•How can we enhance
structure, governance, and
management?
•What rates of taxation are
needed to achieve the
vision?
•What is the capacity of
property owners, residents,
and businesses to absorb
costs while encouraging the
sustainability of the
businesses in each district?
82
REVENUE TAKING CARE OF
WHAT WE HAVE
VISION FOR
THE FUTURE
Mill Levy Rate
Parking Revenue
(Business Impacts)
(Resident Impacts)
Obligations
Operating Expenses
Services, Programming
Maintenance
Building Projects?
Expanded Services?
New Programming?
Resilience Capacity?
83
UHGID CAGID BJAD-P BJAD-TDM
Actual Mill Levy 1.691 Mills 3.526 Mills 5 Mills 10 Mills
Total Property
Tax Mills 86.359 93.351 91.359 101.359
GID % of Total
Property Tax Mills 2.0%3.8%5.5%9.8%
Mill Levy
before
Revenue Limits
4.984 9.990 No Revenue Limits No Revenue Limits
Total District Revenue $33,273 $1,451,435 $590,013 $569,439
Gross
Assessed Value
of Property Assessed
$19,676,630 $411,637,845 $118,002,570 $56,943,928
2023 Financial Comparisons
84
2. Table of Contents
•Put bullet points in here if
you have text.
•Ooh / Ahh
•Add image or chart to white
space
Scope
1.Community Engagement including consultation with other
City of Boulder departments, feedback from stakeholders in
each district, an advisory committee with representatives
from each district commission, surveys and online
engagement for business owners and residents, and a
campaign to announce the results.
2.Data and Research Projects such as benchmarking of similar
districts and aspirational examples, economy and workforce
analyses, asset management studies, transportation
projections, use and activity studies, and others.
3.Drafting of Recommendations, preliminary and final.
4.Approval by district commissions and City Council.
District Outlook
Analyses
85
2. Table of Contents
•Put bullet points in here if
you have text.
•Ooh / Ahh
•Add image or chart to white
space
Project
Schedule
•Project Scoping 2024 Q2
•Contract Procurement 2024 Q3
•Engagement Kickoff 2024 Q3
•Research and Data Report 2024 Q4
•Review and Approval 2025 Qs 2-3
•Adoption and Publication 2025 Q3
•Policy, Ordinance Changes 2025 Qs 3-4 (if needed)
Commercial Center
Connections Study
86
Clarifying Questions for Staff
87
Questions for Commissioners:
1.Do you have any advice for the success of the scope?
2.What stakeholders would you recommend be contacted
about serving on a committee?
3.Are there volunteers to represent DMC in
an advisory role?
88
City of Boulder2024 Garage Questionnaire
Results
Community Vitality
89
I prefer not to say
65 and older
55-64
35-54
25-34
18-24
Under 18
IN WHICH CATEGORY IS YOUR AGE?
90
What is your home zip code?
91
Daily
Several times a week
About once a week
About once every two weeks
About once a month
Less than once a month Never
HOW OFTEN DO YOU TRAVEL TO DOWNTOWN BOULDER?
92
Retail/Sales
Service/restaurant/delivery
Manufacturing/production
Office (professional, business,
administrative)
Medical/dentist
Consutrction trades/laborer
Other
WHICH CATEGORY BEST DESCRIBES YOUR JOB?
93
2%18%72%1%7%WHICH CATEGORIES BEST DESCRIBES YOUR PRIMARY REASON(S) FOR
TRAVELING TO DOWNTOWN BOULDER? PLEASE SELECT ALL THAT
APPLY.
I live downtown I work downtown I visit downtown for retail, dining, services, or special events I own a business or a building downtown Other
94
30%37%11%2%6%14%WHICH OF THE FOLLOWING PARKING AND ACCESS PRODUCTS DO YOU USE
AS A DOWNTOWN EMPLOYEE? PLEASE SELECT ALL THAT APPLY.
I use my free EcoPass
My Employer provides a parking permit
I purchase a garage permit
I park in the neighborhoods with a commuter permit
I utilize the $3 garage rate between 3 p.m. and 3 a.m.
I do not use any parking and access products
95
10%
70%
65%
92%
58%
96%
80%
20%
29%
28%
6%
24%
3%
19%
30%
7%
2%
16%
1%
1%
49%
0%
3%
PERSONAL VEHICLE
WALK
BUS
PARK AND RIDE
BICYCLE/E-BICYCLE
SCOOTER
TAXI/RIDE SHARE (UBER/LYFT)
ON A TYPICAL GOOD WEATHER DAY, HOW OFTEN DO YOU USE THE
FOLLOWING MODES TO TRAVEL TO DOWNTOWN BOULDER? N=446
Never Sometimes Frequently Always
96
Q7:If you use a bicycle or scooter to get downtown, how often can you find
convenient parking?
7%24%30%39%
0%20%40%60%80%100%120%
For my bicycle
Never Sometimes Frequently Always
29%18%35%18%
0%20%40%60%80%100%120%
For my scooter
Never Sometimes Frequently Always
97
Residential street, free parking2.24
On-street paid using a pay station2.87
On-street paid using ParkMobile3.14
City surface lot paying the hourly rate3.71
In a BoulderPark garage powered by Metropolis3.81
Private lot, private garage or private parking space4.48
Please rank your preference for the following parking options downtown on a
scale of 1-6, with 1 being most preferred and 6 being least preferred.
98
10%
70%
65%
92%
58%
96%
80%
20%
29%
28%
6%
24%
3%
19%
30%
7%
2%
16%
1%
1%
49%
0%
3%
0%10%20%30%40%50%60%70%80%90%100%
Personal vehicle
Walk
Bus
Park and Ride
Bicycle/E-bicycle
Scooter
Taxi/ride share (Uber/Lyft)
On a typical good weather day, how often do you use the following modes to travel to
downtown Boulder? n=446
Never Sometimes Frequently Always
99
54%
39%
41%
45%
49%
58%
75%
30%
42%
35%
36%
27%
27%
20%
15%
19%
24%
19%
24%
15%
6%
0%10%20%30%40%50%60%70%80%90%100%
The parking garages are clean.
My vehicle is secure in the parking garages
I feel safe in the parking garages.
The parking garages are well lit
Navigating the parking garages is simple and easy.
Locating City of Boulder-owned garages is simple and easy
The parking garages are conveniently located.
Please answer the following questions about your overall parking experience in
downtown BoulderPark garages. n=390
Strongly/Agree Neutral Strongly/Disagree
100
41%
38%
44%
34%
40%
18%
16%
17%
30%
16%
42%
45%
39%
36%
44%
0%10%20%30%40%50%60%70%80%90%100%
Registering for the new system is simple and easy.
I could easily explain to a friend how to pay to park in the garages.
Mobile pay for parking works well for me.
The price I pay for parking in garages is reasonable and fair.
Gateless has improved my overall experience parking in garages downtown.
Please answer the following questions about the Metropolis system. n=279
Strongly/Agree Neutral Strongly/Disagree
101
47%
56%
27%
34%
24%
44%
24%
9%
23%
23%
7%
29%
34%
50%
43%
69%
56%
0%10%20%30%40%50%60%70%80%90%100%
Daily
Several times a week
About once a week
About once every two weeks
About once a month
Less than once a month
How often do you travel to downtown Boulder?Gateless has improved my overall experience parking in garages Downtown? n=277
Strongly/Agree Neutral Strongly/Disagree
102
Common Comment
Themes
•Free weekend parking
•City owned versus private garages operated by
Metropolis
•ParkMobile vs. Metropolis
•Metropolis app
•Parking options for downtown employees
(particularly service workers)
•Metropolis Fees
•Metropolis public perception
103
Comments
15 people expressed
that the Metropolis
system was ‘ageist’
42 people had
challenges with
Metropolis customer
service
100 respondents
reported challenges with
the Metropolis sign-up
experience (some due to
misinformation)
43 comments included
misinformation about
how the system works.
72 comments expressed
frustration with parking
downtown overall,
including the number of
parking systems
30 comments were
positive!
104
105
Takeaways
Misinformation and challenges
continue to surround the
Metropolis System
The greatest opportunities for
future improvement in the
garages are around increasing
the perception of safety &
security
There is a stronger preference
for on-street parking over
garage parking
There is a perceived lack of
affordable parking products
downtown for service/retail
workers
106
Next Steps Staff will be looking to the 2025 budget to
explore potential recommendations based on
the results of the questionnaire
107
Questions for
the DMC?
•Does the DMC have any question
for staff about the questionnaire
results?
•Does the DMC have any feedback
for staff about the takeaways or
next steps?
108