11.12.24 DMC PacketDOWNTOWN MANAGEMENT COMMISSION
November 12, 2024
4:00-6:00 P.M.
Community Vitality Department, 1500 Pearl Street, Suite #300
(The public will attend via Zoom webinar.)
AGENDA
Secretary
Chair
I.Roll Call
II.Procedural Items (10 min.)
A.Approval of September 24, 2024, Meeting Minutes
B.Approval of Proposed 2025 DMC Meeting Dates
C.Boards & Commissions Vacancy and Recruitment Update
III.Public Participation (0-10 min.)Chair
IV.Consent Agenda – Topics will not be discussed unless there are questions posed by the Commission.
Please reference the consent agenda memo.
V.Current Financials and Sales Tax Report – These items will not be discussed unless there are questions
posed by the Commission. Please reference the packet attachment
VI.Public Safety Update (15 min.)Boulder Police Department
VII.Downtown Boulder Partnership (DBP) Update (20 min.)Bettina Swigger, DBP
VIII.Matters from Staff (60 min.)Staff
A.Improvement District Analysis Update (Chasansky)
B.2025 Draft Work Plan
C.Affordable Commercial Program Update (Brown)
D.CAGID Parking Product Analysis Timeline Update (Bromberg)
IX.Matters from Commissioners Chair
A.DBP Town Hall – Commissioners Poe and Trees
B.2025 Priorities Discussion
Chair
X. Next DMC Commission Meeting: 4 p.m., Tuesday, January 14, 2025
XI.Adjourn Chair
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Attachments:
-Draft September 2024 Meeting Minutes
-2025 Proposed DMC Meeting Dates
-Special District Boards and Commissions Consent Agenda –November 2024
-CAGID Current Financials Report
-CAGID Area Sales Tax Report
-Sales Tax Boundaries
-Downtown Boulder Partnership Update
-Q3 2024 Report – Downtown Boulder Ambassadors
-DMC Parking Product Timeline Update
-2024 Priorities to Review
-Commission Recruitment Update
-Sample Commission Recruitment Application
-Pearl Street Xcel Project Update (Climate Initiatives)
Commission Members 2024 Commission Priorities UHCAMC Charter
Commissioners Term Expires DMC 2024 Priorities
Erica Dahl Property Owner/Rep 2029 Enhancing Downtown Safety
Don Poe, V-Chair Property Owner/Rep 2026 Promoting Economic Vitality
Stephanie Trees – Chair Citizen-at-Large 2026 Enhancing District Vibrancy and Access
Justin Kalvin Citizen-at-Large 2026 Support for police and other interventions regarding safety
Andy Nathan Property Owner/Rep 2028 in and around downtown
Encourage the return to work downtown.
Improve the appearance and experience of being downtown.
Support the Downtown Boulder Ambassador Program.
Support for homeless services, including the Homeless Day Center.
Explore land use alternatives for underutilized office spaces.
Plan for a future with reduced car parking demand.
Support improved city permit review process.
Consider annual summit with DBP, BID, Council, CU, and others.
Plan other mid-year sessions with these groups.
Support activations in more places for more hours.
Create and implement a 5-year vision plan.
Connect University Hill, Downtown, Boulder Junction, 29th Street,
North Boulder, etc.
Consider development potential of underutilized parcels (Spruce,
Randolph, Wells Fargo).
Staff Liaison
Cris Jones, Community Vitality Director
jonesc@bouldercolorado.gov
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CITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
Name of Board/Commission: Downtown Management Commission
Date of Meeting: September 24, 2024
Contact Information Preparing Summary: Lisa Wuycheck (303) 441-324
Board Members Present: Erica Dahl, Justin Kalvin, Don Poe (Chair), Stephanie Trees (Vice-Chair),
Andy Nathan
Board Members Absent:
Staff Present:
Cris Jones, Director of Community Vitality (CV)
Matt Chasansky, CV Senior Manager of Cultural Vibrancy & District Vitality
Kristine Edwards, CV Operations and Maintenance Senior Manager
Samantha Bromberg, CV Senior Project Manager
Reegan Brown, CV Senior Project Manager
Lane Landrith, CV District Vitality Specialist
Lisa Wuycheck, CV Executive Assistant
Luca Capaldi, CV Intern
Guests Present:
Bettina Swigger, Downtown Boulder Partnership CEO
Type of Meeting: Hybrid
The DMC meeting was called to order at 4:00 p.m. A quorum was present for the conduct of business.
Agenda Item 1: Roll Call
Lisa Wuycheck, CV Executive Assistant, took roll call; all commissioners were present.
Agenda Item 2: Procedural Items
A.Approval of the July 2024 Meeting Minutes
Poe motioned to approve the meeting minutes as presented in the packet. Second by Kalvin. The
motion passed unanimously.
B.Elections – Chair and Vice-Chair
Nathan motioned to elect Don Poe as the chair and Stephanie Trees as the vice-chair. Second by
Kalvin. The motion passed unanimously.
C.Downtown Boulder Partnership (DBP) Board of Directors – DMC ex-officio representative.
Poe motioned to elect Stephanie Trees as the DMC ex-officio representative for the DBP Board of
Directors. Second by Kalvin. The motion passed unanimously.
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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.
Poe asked for clarification on the Spruce Garage Public Art Project. Senior Manager of Cultural
Vibrancy and District Vitality Matt Chasansky confirmed the project will take three years and
Community Vitality Director Jones added that structural repairs are being made to the garage.
Trees asked who oversees the Roots Music Project. Senior Project Manager Reegan Brown confirmed
she is overseeing the project. Trees recommended more outreach to the community for public events.
Brown replied staff will focus outreach efforts for future projects and may collaborate with community
partners.
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.
Poe asked for clarification on which area is considered ‘Downtown’ and which area is ‘Pearl Street’.
Jones explained ‘Downtown’ is a geographic area that comprises the entire district while ‘Pearl Street’
is specifically the area of the Pearl Street Mall.
Trees requested separate financial reports for sales tax revenue from the west area of Downtown, the
Pearl Street Mall, and the east area of Downtown.
Trees asked for clarification on the rise of the use of funds for ‘Economic Vitality and District
Management’ this year and subsequent decline over time. Jones explained the actuals are budgeted
expenses for personnel. He commented that when there are vacancies and funds aren’t spent, the
recommended budget in that area will decrease. Jones added EcoPass resources were shifted to other
funds since RTD’s fares have decreased.
Trees inquired about the recommended decrease in funding for ‘Community Vitality Customer
Service’. Jones clarified there is a decrease in credit card fees due to contracting with Metropolis.
Agenda Item 6: Downtown Boulder Partnership (DBP) Update
Bettina Swigger, Downtown Boulder Partnership (DBP) CEO updated the commissioner on current
DBP topics.
• Monthly pedestrian counts downtown
• Pearl Street Arts Fest (July 19-21)
• Bands on the Bricks
• Fall Fest (September 14-16)
• DBP Partnerships
• Tebo Train statistics
• Downtown Ambassador Program
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• East End Sip & Stroll (September 24)
• World Singing Day (October 19)
• Munchkin Masquerade (October 31)
Swigger confirmed DBP staff will survey the participating retailers of the East End Sip & Stroll to
determine its success.
Swigger encouraged the commissioners attend the town hall on October 10.
Nathan asked about the attendance rates of the downtown CU Stampedes. Swigger replied the first
stampede was on a Thursday, so attendance was lower, but she verified Fridays stampedes have had
high turnouts.
Agenda Item 7: Matters from Staff
A. City Manager’s Office (CMO) Recommended Update
Community Vitality (CV) Director Cris Jones updated the commission on a summary of the changes
made to the CV staff budget requests reflected in the 2025 City Manager's Recommended Budget.
Jones reviewed the following changes to staff requests in the City Manager Office’s (CMO)
recommended budget.
• Staff suggested a one-time shift of EcoPass savings to support maintenance operations. The
City Manager’s Office (CMO) recommended an ongoing permanent shift to maintenance
operations in the Commercial Areas General Improvement District (CAGID).
• Staff proposed a one-time decrease in the general fund transfer to CAGID associated with
savings from credit card processing fees. The CMO recommended an ongoing decrease.
• Staff recommended ongoing enhancements to the Ambassador Program and to the Outdoor
Dining Program. The CMO recommended one-time requests for both programs in the 2025
budget.
• Staff recommended ongoing funding for certain Arts & Culture programs, and the CMO
recommended one-time funding in the 2025 budget.
DMC Responses:
Poe inquired about the CMO recommended security enhancements in the garages. Jones replied these
enhancements consist of cameras and lighting.
Trees asked about the cadence of power washing in the garages. Senior Manager of Operations and
Maintenance Kristine Edwards answered that the maintenance teams spot-washes the garages on a
weekly basis, and she hopes to add annual power washing to the maintenance schedule.
B. Civic Use Building Commercial Area General Improvement District (CAGID) Easement &
Improvements
The purpose of this item is to provide information to the Downtown Management Commission
(DMC) regarding a proposed Site Review Amendment for a development at 900 Walnut Street and
its proposed impacts to CAGID owned property.
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Cris Jones highlighted three elements of the project for DMC’s consideration.
1. A proposed adjustment to the easement along the pedestrian corridor between Canyon and
Walnut.
2. Increased use of the civic pad leading to more vertical movement in the St. Julien Garage, for
which CAGID is responsible for maintaining the stairs and elevators.
3. Several other capital projects including repairs to the concrete between the 1st and second
levels of underground parking in the garage.
DMC Responses:
Poe inquired about what happens when the 35-year term concludes and the duration of the price
reduction. Jones responded that he would research the matter and report back to the commissioners.
Pole asked whether a ramp for bikes would be included in the easement area, and Jones confirmed it
would.
The Commissioners requested details about the agreement for civic use in the redevelopment of the
St. Julien property. Trees asked for clarification on how the proposed rates are deemed affordable
and whether there is an established framework for this.
Poe requested information regarding the Lime Scooter plans for the development. Jones responded
that the staff would consult with Transportation and Mobility for further details on the plan.
C. CAGID Parking Product Analysis
Jones explained staff has been working to identify ways to better serve both existing and future
customers in the parking garages. He continued that Samantha Bromberg has been determining key
issues that need to be addressed and to develop strategies for improvement. Jones explained the focus
is not only on solving current problems but also on optimizing available space for parking and access
needs. Additionally, he conveyed the team is considering how to maintain revenue streams to support
ongoing operations.
Jones expressed that staff is continuing working on capital projects to bring all garages to a state of
good repair. He commented that the 1100 Spruce Garage is expected to be addressed next year,
followed by the St. Julien Garage. Jones discussed how, as the staff makes these capital improvements,
they are also considering how to enhance operations and product offerings to better reflect current
needs, rather than those from the pre-COVID era.
CV Senior Project Manager, Samantha Brown, presented a map of the CAGID-owned parking lots and
garages located downtown. She reviewed current parking products including permits, special rates, and
passes.
Bromberg detailed preliminary market research indicating the city’s $165 permit pricing is
considerably lower than the $200-230 market rate. She continued that, for hourly pricing, the city is
also below market rates, but the difference is not as pronounced as with the permit pricing.
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Bromberg explained that several static wayfinding signs were installed throughout the downtown area.
She explained, since the installation of these signs which occurred some time ago, their condition
indicates a lack of recent maintenance. Additionally, she added that traffic patterns may have shifted
since their installation, warranting a review of utilization trends.
She presented charts detailing the utilization of the 1100 Spruce Garage and the RTD Garage over the
past three months. The charts indicated more activity over the weekends.
Bromberg summarized the parking product challenges highlighting the discrepancy between parking
availability and demand as travel patterns have changed. She explained the demand for parking in the
garages peaks when parking is free, but this demand is not consistent across all the facilities over time.
She added that some parking lots experience extremely long waitlists, while others remain
underutilized. Additionally, she reported staff has received requests for residential permits for CAGID
residents, which has not been something considered in the past.
Bromberg stated a significant challenge faced by staff is public perception. She explained there is a
widespread belief that parking in Boulder is difficult. She continued that many people acknowledge
this perception and express a desire for improvements.
Additionally, she conveyed the public’s concerns regarding safety in the garages, which further
impacts perception. Jones commented that staff has not identified significant trends in criminal activity
in the garages.
Bromberg detailed the challenge area focusing on climate initiatives, which align with city policy. She
confirmed staff is exploring ways to contribute to the city’s climate initiatives by supporting
multimodal travel both to and within the downtown district.
Bromberg reviewed the following objectives.
• Support various modes of transportation to downtown.
• Manage parking demand throughout the district.
• Maintain safe, accessible, and well-utilized district assets.
• Create a consistent parking experience across Boulder.
• Promote the “park once” philosophy and bolster the downtown economy.
Bromberg explained several options to achieve the objectives, including short-term, medium-term, and
long-term strategies for exploration. She asked the DMC for feedback on these options to better
understand their preferences.
She explained the following options to achieve staff’s objectives.
• To support multimodal transportation to downtown, one possibility is to offer additional
benefits for CAGID employees, focusing specifically on their needs.
• To manage parking demand across the district, staff could update our wayfinding signage,
which has become somewhat outdated.
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• Staff may implement creative marketing strategies aimed at educating the community about
available parking resources. Pricing adjustments could also be considered to help balance
supply and demand across our assets.
• To maintain safe, accessible, and activated district assets, staff plans to implement safety
improvements in the garages, which will contribute to this goal.
• Staff should identify customer needs that are currently unmet by the parking assets. For
example, exploring options for residential parking permits could activate the garages during
different times of the day, potentially improving perceptions of safety.
• Regarding a consistent parking experience across Boulder, the city currently has paid parking
on the street from Monday to Saturday, with different rules for garages on Saturdays and
Sundays. Staff should consider ways to create a more uniform parking experience regardless of
location.
• To support the "park once" philosophy, staff recognizes that while driving is still necessary for
some, they want to encourage drivers to park once and utilize other modes of transportation as
needed.
• In terms of supporting the downtown economy, staff should explore initiatives that promote
small businesses, such as our affordable commercial program targeted at property owners and
small businesses.
As for the staff recommendations, Bromberg explained the short-term options could be implemented
sooner than others. She added that most of the other options discussed can be incorporated into the
2025 to 2027 work plans, depending on the input from the DMC.
She advised that since the current pricing is slightly below market rates, staff recommends exploring
increases in the pricing for downtown garages and surface lots, while not adjusting the Trinity Garage
pricing at this time, as it is currently undergoing transition.
Bromberg presented gradual price increases over the next few years to align more closely with market
rates and address some supply and demand challenges. She stated that even if prices increase, staff
doesn’t expect to see a significant decrease in demand. She explained this is largely because there are
limited alternative options available for parking.
DMC Responses:
Poe recommended raising prices to match the market rate. Bromberg detailed her recommendation to
increase prices over three years every year.
Trees expressed she doesn’t believe customers in Boulder are less price-sensitive and more focused on
cleanliness and convenience. She added that changing prices to recoup lost revenue may affect
downtown businesses by making them less viable.
Jones explained the challenge of balancing the need to make sure the city is not undercutting market
while also not creating an unplanned, significant financial burden to customers.
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Edwards commented that feedback she’s received from business owners indicate the perception that a
lack of free parking impacts their businesses.
Jones reminded the commissioners that the decisions made regarding parking for short-term visitors on
weekdays can significantly impact businesses that pay for employee permits from Monday through
Friday. He stated that larger initiatives will aim at encouraging locals to visit downtown more
frequently, focusing on strategies to attract weekday workers back to the office. Jones explained
encouraging more people to use the garages for parking is essential to this effort.
Trees expressed she would support marketing for pricing changes that would generate revenue to help
maintain the garages.
Swigger emphasized she believes Boulder offers one of the most user-friendly parking experiences, not
only in this state but also in others. She continued that she believes it would be a significant mistake to
eliminate free street parking on weekends, as it communicates to the community that Boulder
welcomes visitors. She added that she strongly recommends maintaining free weekend parking. Nathan
agreed saying it should be an easy process for people to come downtown.
Bromberg said, based on the feedback she receives from the DMC, staff will develop a more formal
project schedule, which will presented at the November meeting. This will allow you to see how we
can begin addressing the areas of interest over time. If the proposed pricing changes for permits receive
approval from staff, we can implement them as early as 2025.
She explained most permit holders generally expect to see gradual price increases year over year, and
she does not anticipate any significant concerns regarding the proposed changes, as they are relatively
modest.
Questions for the DMC:
1. Does the DMC have questions for staff about the existing conditions?
2. Does the DMC have any feedback on the identified objectives for CAGID parking assets? Are
there any changes the DMC would like to suggest?
3. Does the DMC have any feedback on the recommended mechanisms to meet the objectives?
Jones expressed that staff received valuable feedback from the commissioners during the meeting.
Kalvin suggested additional wayfinding for the garages.
Poe suggested signage to indicate the Randolph Garage is not an RTD garage.
D. Commercial Areas Update – Connections and Analysis
CV Senior Manager of Cultural Vibrancy and District Vitality Matthew Chasansky provided updates
on the City Council agenda item ‘Commercial Areas Update – Connections and Analysis.’
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Chasansky reminded the DMC that staff has provided them with several updates on the Improvement
District analysis, which outlines the vision and the mechanisms for achieving it within general
improvement districts. He explained, following discussions with City Council last week, staff made
some adjustments to the scope of this analysis.
Chasansky reviewed the following adjustments to the analysis.
• Staff divided the district analysis into short-term and long-term components. In the short term,
staff will focus on identifying immediate changes that can enhance efficiency and governance
for general improvement districts, including KG. The goal is to have recommendations ready
by next May.
• For the long-term visioning, originally part of the scope, staff is now referring to this as the
Boulder Commercial Areas Blueprint. This strategic document will be informed by the
upcoming Boulder Valley Comprehensive Plan update, which begins next month. Staff aimsto
leverage this update to address questions about commercial areas, connections, quality of life,
governance, and efficiency on a larger scale.
From this comprehensive plan, Chasansky explained staff will conduct specific analyses and engage
with the community to identify priorities and long-term vision for downtown. He added that staff will
also explore the governance tools and improvement district mechanisms needed to achieve these goals.
Chasansky will provide updates at each meeting.
E. Affordable Commercial Pilot Program Update
CV Senior Project Manager Reegan Brown updated the commission that, las week, staff launched a
pilot program for the Affordable Commercial Grant aimed at addressing the gap in the market for more
affordable commercial spaces and increasing opportunities for small local businesses to thrive in our
commercial areas.
Brown summarized the key details of the program.
• Grants are available for commercial property owners to renovate, expand, or improve existing
vacant commercial spaces. The requirement is for owners to lease the repurposed spaces to
multiple tenants at below-market rates.
• The total funding available for this grant program is approximately $850,000, which includes
both American Rescue Plan Act funds and CAGID funding, with a focus on downtown
locations due to the use of CAGID funds.
• The grants will be disbursed on a reimbursement basis, meaning the city will reimburse
expenses incurred rather than providing upfront funding.
• Awards can be granted up to $300,000, and higher amounts may be considered if a proposal
exceptionally meets or exceeds our established criteria. Proposals for smaller amounts are also
welcome.
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• The application was released on September 9, with a deadline of October 7. Brown will
convene a review panel to score the applications from October 8 to 22, with decisions
announced at the end of October.
• The city will enter into agreements with grantees throughout November. It is important to note
that American Rescue Plan Act funds must be encumbered by the end of this year and spent by
December 2026.
• Eligible projects may include capital expenditures and initiatives designed to provide rent
subsidies to tenants.
• Projects must be structured to ensure long-term affordability for multiple tenants and must be
located within the city limits of Boulder.
• Eligible applicants include commercial property owners, property managers, or business
ventures with legal authority to execute a commercial lease.
• Projects must involve multiple tenants, such as shared retail or office facilities or incubator
spaces. Any capital projects that enhance the tenant space are also eligible.
• Applications will be evaluated based on local small business focus, impact, feasibility,
affordability, and the presence of a clear implementation plan.
• Longevity measures will also be assessed to ensure sustained program impact.
• Grantees will be required to submit quarterly reports, a final report, and an annual affordability
compliance report detailing lease rates and tenant profiles for the previous year.
Brown confirmed the application link is available on the city’s website.
Affordable Commercial Grant Pilot Program | City of Boulder (bouldercolorado.gov)
Brown asked for commissioner volunteers for the review panel. Kalvin and Dahl agreed to serve on the
panel.
Brown will report back to the DMC with data on the applications after the deadline.
F. Commutifi Pilot Program Update
Brown provided the commissioners with an update on the Boulder Clean Commute Program. She
explained the program is part of the Travel Demand Management (TDM) initiative launched earlier
this year in the CAGID and Boulder Junction areas. She stated the program aims to encourage
companies to support and promote sustainable commuting practices among their employees through a
financial incentive matching program.
Brown reviewed the following incentives for employers.
• The city will match funds provided by employers for employees who utilize sustainable
commuting methods.
• Additionally, employers are eligible to apply for a state tax credit that offers a 50% tax credit
on expenditures related to sustainable transportation initiatives for their staff.
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Brown commented that a quarterly report from Commutifi was included in the meeting packet which
covered the second quarter. She added that although the report is somewhat outdated, there has been an
increase in engagement since its release.
Brown reported there are approximately 22 employers participating in the program, with around 17 of
those based in CAGID. Collectively, 1,200 sustainable trips have been logged by 40 employer users.
She explained that while some engagement has been observed, the program aims to increase
participation further. Brown stated that this initiative is still in its pilot phase, and efforts will be made
to enhance outreach and awareness of the program throughout the remainder of the year.
Brown said staff has a strong desire to see the Boulder Clean Commute Program continue its efforts.
She explained that, in the recommended budget for 2025, additional funding has been allocated to
support this initiative. She noted that official approval from the City Council for the proposed budget
will take place on October 17.
DMC Responses:
Trees advised it will take a big effort to encourage people to change their behavior.
Poe asked if the program pays people to do what they’re already doing.
Trees commented that, from her experience, financial incentives are not an effective catalyst for
behavioral changes.
Brown replied that understanding the demographics and behaviors of individuals utilizing the Boulder
Clean Commute Program is crucial. Browne expressed a desire to explore these aspects further during
the upcoming survey work and outreach efforts.
Brown emphasized the importance of determining whether participants were already biking or walking
to work prior to joining the program or if the financial incentive has prompted a change in their
commuting behavior.
Agenda Item 9: Matters from Commissioners
There were no matters from the commissioners to discuss.
Agenda Item 10: Next Commission Meeting
Next Commission Meeting: 4 p.m., Tuesday, November 12, 2024.
Agenda Item 11: Adjourn DMC Meeting
There being no further business to come before the commission at this time, Trees adjourned at 6:21
p.m.
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Attested: Approved by:
___________________ _____________________
Lisa Wuycheck Don Poe
Executive Assistant DMC Chair
Date: ______________ Date: _________________
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2025 DMC Meeting Schedule
DAY JANUARY MARCH MAY JULY SEPTEMBER NOVEMBER
Tuesdays January 14, 2025
March 11, 2025 May 13, 2025
July 15, 2025
3rd Tuesday of the
month
September 9,
2025
November 11,
2025
Location: Community Vitality Department, 1500 Pearl Street, Suite 300
Time: 4 to 6 p.m.
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City of Boulder
Special District Board Consent Agenda
University Hill Commercial Area Management Commission (UHCAMC) – November 5, 2024
Downtown Management Commission (DMC) – November 12, 2024
Boulder Junction Access District (BJAD) Commissions – November 13, 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 –Staff continues to work with mural artist Liz Maher, for creative design for
the crosswalks at the intersection of 13th & Pennsylvania.
• Staff will be working with another mural artist, Bimmer Torres, to install a mural on
the backside of the Everyday Gas Station. This project will enhance the visual
environment of the alleyway leading to the Moxy Boulder. The mural is set to be
installed in Spring 2025.
• The Hill Ambassador Program, which provides hospitality, cleanliness and safety
services in the University Hill commercial district, will extend through 2025.
Program partners—City of Boulder, Downtown Boulder Partnership and the
University of Colorado Boulder—are contributing $203,050 in financial and in-kind
support. According to Block by Block data, conservative estimates for services
conducted in The Hill area thus far in 2024 include: 83 trash bags removed, 155
biohazards cleaned, 588 graffiti removals, 48 business contacts, 299 hospitality
contacts, and 15 welfare checks and outreach referrals.
• Work continues at the Limelight Hotel and Conference Center, which is projected to
open in Spring 2025.
• CAGID/UHGID – Downtown and University Hill Ambassador Program – The
ambassador program operates in the downtown, Civic Area and on University Hill. The
program extension guarantees that University Hill will have an ambassador on-site for 32
hours per week, along with a team lead for 40 hours per week. The program is a partnership
between the University of Colorado, the City of Boulder and the Downtown Boulder
Partnership (DBP). A Hill ambassador may be reached via phone or text at 720-576-8643. If
you need to reach a downtown ambassador via phone or text, please reach out to 720-498-
9601.
• Central Area General Improvement District (CAGID) Garage Repairs and
Improvements – City of Boulder continues work on improving public parking garages in
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downtown Boulder in 2024, which requires periodic partial and full closures of the garages.
• Boulder Junction Wayfinding Signage Project –Work continues on the final license
agreements at private property locations. We anticipate all signage installation to be complete
by end of year.
• Boulder Clean Commute Pilot Program –Work to enhance the Boulder Clean Commute
program continues in collaboration with a local tech company Commutifi. More information
can be found on the program website Boulder Clean Commute.
• Curbside Management Plan Implementation Update – Following the passing of an
ordinance in October 2024, to allow enforcement of Flexible Loading Zone time limits, city
staff are starting the implementation of the curbside management plan. The first step is to
transition some of our traditional, time-restricted (i.e. 7am-10am) loading zones in our
parking districts to 24/7 Flexible Loading Zones (FLZ) with 15-minute time limits. City staff
will be identifying which existing traditional loading zones will be converted along with
identifying potential new locations for FLZs.
City of Boulder Updates
New Permit Portal – The City of Boulder is moving to a digital permitting process that will
make purchasing and renewing permits more convenient. This system is scheduled to go into
effect Monday, Nov. 4, 2024. Those parking with a garage permit through Metropolis will not be
impacted.
Outdoor Dining Pilot Program – Staff continues working on evaluation and analysis of the
five-year pilot program, including preparing for next year’s permit release which is planned for
February 2025.
Affordable Commercial Grant Program – The grant application period has closed, in which a
total of five (5) applications were received. The applications are currently being reviewed by a
panel with award decisions to be announced by the end of October.
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Power BI Desktop Spending Performance
0%
20%
40%
60%
80%
100%Percent UsedMaintenance Administra on Capital District Management Customer Service
Bldr Junc on GID-
Parking
Bldr Junc on
GID-TDM
Downtown
Commercial District
General
Governmental
Capital Fund
University Hill
Comm Dist
Non-Personnel Personnel
Reported Through 11.07.2024
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Power BI DesktopExpenses
Year 2024
OBJ Descrip on Revised Budget Total Obligated Total Unobligated Remaining Budget Percent Used
700405 - Machine & Equip Rentals/Leases 625 4,110 (3,485)657.68%
630699 - Materials: Miscellaneous 78,263 123,336 104,015 (148,908)290.27%
630290 - Food: City Board Mee ngs 125 313 (188)250.12%
630298 - Food: General City Business 2,939 6,585 (3,646)224.05%
730618 - Fleet Service Chgs 13,322 13,347 16,034 (16,059)220.54%
630140 - Materials: Bldgs & Bldg Equip 15,000 24,427 (9,427)162.85%
710505 - Empl Dues, Mbr, Lic, and Certs 3,900 5,431 (1,531)139.26%
670060 - Temp Personnel Svcs 16,863 20,263 (3,400)120.16%
810720 - Capital: Bldgs & Bldg Equip 3,512,253 4,090,294 (578,042)116.46%
607072 - Benefits: Long Term Disability 1,477 1,719 (243)116.42%
670045 - Janitorial and Custodial Svcs 13,130 13,672 (542)104.13%
607038 - Benefits: Dental 10,690 10,961 (271)102.53%
607034 - Benefits: Healthcare Insurance 170,454 172,943 (2,488)101.46%
730620 - Enterprise Tech Fund Chgs 72,880 72,880 -100.00%
730630 - Facility R&R Replacement Chgs 353,997 353,997 -100.00%
730640 - Facility Energy Savings 36,284 36,284 -100.00%
810715 - Capital: Land Improvements 49,815 49,815 -100.00%
810770 - Capital: Other 229,922 229,922 -100.00%
690320 - Telephone Service 20,600 15,354 5,002 244 98.82%
670405 - Condo Agreements 134,139 132,412 1,727 98.71%
650795 - Misc Consultant Services 104,385 100,348 25,650 4,036 96.13%
670035 - Courier Service Fees 3,232 3,039 193 94.02%
670055 - Solid Waste Management Fees 3,308 3,041 267 91.92%
710515 - Empl Training 10,540 9,683 857 91.87%
630243 - Materials: IT Ctrl Comp Hdwe 4,500 3,931 569 87.36%
690305 - Data Communica ons 77,220 65,967 11,253 85.43%
730615 - Fleet Replacement Chgs 34,931 29,109 5,822 83.33%
670395 - Misc Purchased Services 1,230,947 972,748 -258,200 79.02%
630455 - Materials: Snow Removal 39,945 31,411 8,534 78.64%
607036 - Benefits: HSA Employer Expense 5,250 3,905 1,345 74.38%
620118 - Postage and Express Mail 927 658 269 70 97%Total 14,730,275 9,196,192 156,839 5,409,212 63.28%
Non-Personnel Personnel
Expenses
Year 2024
Fund Remaining Budget Percent Used
Downtown Commercial District5,409,212 63.28%
Maintenance 336,194 76.79%
Administra on 390,320 76.67%
Capital 2,096,843 71.73%
District Management 1,384,257 47.53%
Customer Service 414,516 45.99%
Cost Alloca on 787,082 0.00%
Debt Service -0.00%
Total 5,409,212 63.28%
Bldr Junc on GID-
Parking
Bldr Junc on
GID-TDM
Downtown
Commercial District
General
Governmental
Capital Fund
University Hill
Comm Dist
Administra on
Capital
Cost Alloca on
Customer
Service
Debt Service
District
Management
Maintenance
18
Power BI DesktopProject String.Project Title
Revised Budget Actual Encumbrances Available
5102AART02 - Public Art - University Hill69,039 --69,038.85
5102AART05 - Public Art - North Boulder123,750 123,750 -0.00
510AARTCCS - CCSV2 Pubic Art Projects330,036 67,758 16,250 246,028.00
62014stRed - 14th St Parking Lot Redevelopment75,000 54,080 1,500 19,420.48
6201500Brk - 1500 Pearl Brick Repairs93,775 25,878 66,663 1,233.57
620AffdCom - Affordable Commercial Capital Prog500,000 --500,000.00
620AMPS - AMPS and NPP Study and Implmenta o118,099 -118,099 0.00
620AssetIn - Capital & Maint Assessment of Asset525,319 148,368 58,232 318,718.96
620BJADImp - Boulder Junc on Public Improvemnts222,309 68,614 53,695 100,000.00
620CAGArt - CAGID Garage Art Plan - 2016 ATB10,610 -9,500 1,110.00
620DISTCON - Cross District Consul ng75,000 --75,000.00
620EMRGMAI - Emergency Maintenance71,261 -71,261 0.00
620GarElev - Parking Garage Elevator Replacement19,140 6,884 12,256 0.00
620GarFire - Parking Garage Fire Supp. Repairs1,000,000 17,680 48,970 933,350.00
620Gateles - Gateless System Installa on213,050 -184,352 28,697.73
620GStairs - ParkingGarage Staircase Replacement680,860 20,953 385,895 274,011.75
620HVACRep - HVAC System Repair-Replacement1,614,280 75,871 1,378,974 159,434.89
620LOTPAVE - Surface Lot Refurbishment49,815 49,815 -0.00
620PkDeck - Garage Deck & Structural Cap Maint224,659 177,934 7,969 38,756.45
620PrkS w - Parking Product So ware Enhancemen203,498 26,781 88,266 88,450.83
620PUBARTS - Public Art Signage300,000 26,500 23,500 250,000.00
620Randolp - Randolph Garage Deck Repairs158,019 142,028 15,991 0.00
620StormDr - Storm water system repairs28,457 --28,457.11
620Tenant - Interior Tenant Space Repairs89,959 60,822 8,987 20,149.95
620TRAFCT - Garage Traffic Coa ng1,233,758 1,156,426 92,103 -14,770.57
620UGPOWER - Undergrounding CAGID Power Lines500,000 --500,000.00
Total 8,529,693 2,250,140 2,642,464 3,637,088.00
Fund
Available
-1 - UNKNOWN -149,932.85
1300 - Governmental Capital Fund 253,030.00
2830 - Bldr Junc on GID-TDM 15,000.00
3700 - Capital Improvement CCS 347,566.85
6400 - Downtown Commercial District 3,022,003.52
6500 - University Hill Comm Dist 34,420.48
6800 - Bldr Junc on GID- Parking 115,000.00
Total 3,637,088.00
19
Power BI Desktop
Current Revenue
0%50%100%
Percent Used
Downtown Commercial …
Current Revenue
Year 2024
OBJ Descrip on
Revenue Budget Revenue Actuals 3yr AAGR
420380 - Daily Parking - Hoods & Dash --NaN
420405 - Pking:Long Term Permits 4,288,490 2,820,515 -4.55%
420410 - Pking:Short Term Fees 1,642,440 1,884,597 37.22%
420460 - Pking Eco Pass Program --NaN
420462 - Garage Punch Card 103,310 --15.08%
420464 - Garage Cash Pass 12,700 -26.23%
420466 - Garage Valida on Stamps 15,220 32,743 48.06%
420468 - Parking Tokens --NaN
420470 - Parking Enforcement Revenue -187,909 NaN
420475 - Miscellaneous Parking Charges -2,044 NaN
480595 - Miscellaneous Revenues 64,590 351,182 -7.27%
Total 6,126,749 5,278,990 4.30%
Bldr
Junc on
GID- Parking
Bldr
Junc on
GID-TDM
Downtown
Commercial
District
General
University
Hill Comm
Dist
Past Revenue
OBJ Descrip on
2021 2022 2023
420380 - Daily Parking - Hoods & Dash ---
420405 - Pking:Long Term Permits 4,517,127 4,288,488 2,513,849
420410 - Pking:Short Term Fees 1,358,043 1,642,440 1,922,204
420460 - Pking Eco Pass Program ---
420462 - Garage Punch Card 67,360 98,390 57,906
420464 - Garage Cash Pass 6,518 12,092 13,226
420466 - Garage Valida on Stamps 68,988 13,836 8,025
420468 - Parking Tokens ---
420470 - Parking Enforcement Revenue -
420475 - Miscellaneous Parking Charges --(414)
480595 - Miscellaneous Revenues 69,722 64,588 61,757
Total 6,087,758 6,119,834 4,576,552
20
Power BI Desktop
Current Revenue
0%50%100%
Downtown Commercial Di…
Current Revenue
Year 2024
OBJ Descrip on Revenue Budget Revenue Actuals 3yr AAGR
404163 - Current Year Property Tax 1,460,000 1,431,617 4.79%
559110 - Transfers from General Fund 968,819 --5.10%
475475 - Rent: 15th & Pearl 331,340 286,000 Infinity
470305 - Interest: Pooled Investments 224,891 372,672 40.36%
475470 - Rent: 11th & Spruce 165,670 143,000 Infinity
412205 - Specific Ownership Tax 64,150 44,622 2.99%
404167 - Delinquent Taxes 4,250 586 704.96%
404161 - Miscellaneous Property Tax 3,090 32,132 -154.20%
404169 - Interest 1,920 1,338 55.97%
470335 - Interest on Misc Receivables --NaN
559680 - Transfer from BJGID:Parking Fd --NaN
404175 - Property Tax Refunds (5,000)-12.31%
404171 - Treasurers Fee (21,360)(21,204)3.05%
Total 3,197,770 2,290,763 5.25%
Past Revenue
OBJ Descrip on 2021 2022 2023
404161 - Miscellaneous Property Tax (3,064) 3,090 (3,539)
404163 - Current Year Property Tax 1,359,615 1,400,580 1,522,638
404167 - Delinquent Taxes 2,228 4,245 3,750
404169 - Interest 1,354 1,916 2,364
404171 - Treasurers Fee (20,485) (21,152) (22,760)
404175 - Property Tax Refunds (5,107) (4,906) (6,832)
412205 - Specific Ownership Tax 67,969 62,894 69,767
470305 - Interest: Pooled Investments 204,033 219,195 485,298
470335 - Interest on Misc Receivables ---
475470 - Rent: 11th & Spruce 115,666 160,846 52,000
475475 - Rent: 15th & Pearl 227,334 321,693 104,000
559110 - Transfers from General Fund 968,819 968,819 968,819
559680 - Transfer from BJGID:Parking Fd 2,285 --
Total 2,920,648 3,117,221 3,175,506
Bldr Junc on
GID- Parking
Bldr Junc on
GID-TDM
Downtown
Commercial
District
University Hill
Comm Dist
21
Power BI Desktop
Bldr Junc on
GID- Parking
Bldr Junc on
GID-TDM
Downtown
Commercial
District
General
University Hill
Comm Dist
Historical Expenses
New COA.Org descrip on 2021 2022 2023
Administra on 1,183,390 1,178,849 1,163,470
Capital 1,625,685 795,712 2,104,038
Cost Alloca on 335,218 324,155 420,471
Customer Service 826,632 789,584 728,906
Debt Service 827,883 829,682 835,307
District Management 749,635 1,077,928 1,393,584
Maintenance 752,943 817,491 942,127
Total 6,301,387 5,813,399 7,587,902
2024 Expenses with Historcial Reference
New COA.Org descrip on Actual 3yr Average 3yr AAGR
Administra on 1,226,033 1,175,236.17 5.15%
Capital 2,804,583 1,508,478.35 30.42%
Cost Alloca on -359,947.99 8.80%
Customer Service 339,179 781,707.57 -8.02%
Debt Service -830,957.11 -0.06%
District Management 989,368 1,073,715.25 9.84%
Maintenance 954,100 837,520.15 3.66%
Total 6,313,263 6,567,562.58 2.65%
Non-Personnel
Personnel
Administra on
Capital
Cost Alloca on
Customer Service
Debt Service
District Management
Maintenance
22
Sales Tax by Location: 29th Street
2019 2020 2021 2022 2023 2023 August 2024 August
Sales Tax $8,385,093 $5,092,313 $6,142,947 $7,430,059 $7,163,859 $4,725,839 $4,696,987
Year-Over-Year Change ($3,292,780)$1,050,634 $1,287,112 ($266,200)($28,852)
Year-Over-Year Growth Rate -39.27% 20.63% 20.95% -3.58%-0.61%
Average Annual Growth Rate -3.86%
% Change 2019 to 2023 -14.56%
Sales Tax by Location: Downtown
2019 2020 2021 2022 2023 2023 August 2024 August
Sales Tax $8,800,961 $5,253,717 $7,162,667 $8,584,411 $8,831,332 $5,651,564 $5,777,118
Year-Over-Year Change ($3,547,244)$1,908,950 $1,421,744 $246,921 $125,554
Year-Over-Year Growth Rate -40.31% 36.34% 19.85% 2.88%2.22%
Average Annual Growth Rate 0.09%
% Change 2019 to 2023 0.35%
Sales Tax by Location: Downtown Extension
2019 2020 2021 2022 2023 2023 August 2024 August
Sales Tax $627,161 $587,564 $156,099 $82,405 $46,983 $30,309 $41,710
Year-Over-Year Change ($39,597) ($431,465) ($73,694) ($35,422)$11,401
Year-Over-Year Growth Rate -6.31% -73.43% -47.21% -42.99%37.62%
Average Annual Growth Rate -47.68%
% Change 2019 to 2023 -92.51%
23
Sales Tax by Location: East Downtown
2019 2020 2021 2022 2023 2023 August 2024 August
Sales Tax $771,337 $642,579 $800,614 $870,361 $826,258 $539,111 $543,239
Year-Over-Year Change ($128,758)$158,035 $69,747 ($44,103)$4,128
Year-Over-Year Growth Rate -16.69% 24.59% 8.71% -5.07%0.77%
Average Annual Growth Rate 1.73%
% Change 2019 to 2023 7.12%
Sales Tax by Location: Pearl Street Mall
2019 2020 2021 2022 2023 2023 August 2024 August
Sales Tax $3,964,887 $2,351,039 $3,965,943 $4,391,098 $4,620,501 $2,871,450 $2,776,729
Year-Over-Year Change ($1,613,848)$1,614,904 $425,155 $229,403 ($94,721)
Year-Over-Year Growth Rate -40.70% 68.69% 10.72% 5.22%-3.30%
Average Annual Growth Rate 3.90%
% Change 2019 to 2023 16.54%
24
25
November 12, 2024
Bettina Swigger, CEO
●Pedestrian Counts
●Marketing Updates
●Advocacy and Connections
●Ambassador Updates
●Programs and Events
●2024 Intercept Survey Results
26
27
Denver/Boulder Flowchart
28
Boulder-Only Flowchart
29
Some Highlights
●The summer digital flight ended on 9/22, which consisted of Off-Social Story Ads, Display Online, Geo-
Fenced Mobile, Pre-Roll Video, and Connected TV with Wrap.
○The campaign served over 7.1MM impressions and garnered over 24.3K clicks with a CTR of 0.35%.
●The Boulder-focused LinkedIn flight ended 9/22, serving over 200K impressions and garnering over 1.3K
clicks for a CTR of 0.68%.
●The winter digital flight kicks off on 10/28 with Pre-Roll Video and Display, with Connected TV following on
11/1 and Geo-Fenced Mobile on 11/25.
●We will kick-off Holiday with a two-page spread in the November issue of 5280. Then Cable and Broadcast
TV will start to help push sales in December.
●The Meta campaigns are always-on. (callouts on next slide)
30
●The campaign has served over
1.7MM impressions and garnered
close to 50K clicks with an
increased overall CTR of 2.88%.
●The Boulder campaign continues to
be highest performing in terms of
CTR at an increased 4.60%, but
both campaigns continue to perform
above the benchmark of 0.90%.
●We have observed that our fall-
themed creatives are generating
double the CTRs compared to the
spring/summer creatives. Previously,
we maintained a weekly CTR of
around 2%, but after swapping in the
fall-themed creatives, this increased
to approximately 4% each week.
31
Video 1 (:30)
Video 2 (:15)
32
September 2024 SMAC (download here).33
Ambassador Update
The Block by Block SMART System continues to be undergoing a major update, but the team has been able to continue to
collect data and we were able to finalize our Q3 2024 Report.
Graffiti removal continued to be the most time consuming work for ongoing cleaning and maintenance throughout the district.
The team was able to increase hospitality contacts and contacts with businesses in October.34
Before/After Highlights in September & October
Ambassador Update
The Ambassador program maintained summer hours throughout the month of September and into the beginning of October.
The team has now moved to a winter schedule. This year’s winter schedule provides more hours than last year thanks to some
time saved over the summer.
Current Hours of Operation:
Sundays 8 am -6 pm | Mondays -Wednesdays 8 am -7:30 pm | Thursdays -Saturdays 8 am -8:30 pm
35
World Singing Day
Saturday, October 19th
2 -3:30 pm
Pedestrian Counts*
2,822 (-13% yr/yr from 2023)
Downtown Boulder will be managing this event in 2025.
*Counts from 1200 block counter east and 15th / Pearl west to
capture activity on the 1300 block where the event takes place.
Programs and Events
Munchkin Masquerade
Thursday, October 31
3 -6 pm
Pedestrian Counts*
12,807 (+17% yr/yr from 2023)
From a survey of participating
exhibitors, 100% of respondents
expressed that they would participate
again in the future and that the
opportunity to reach the community in
this way was impactful to their
business.
From a survey of attendees, 100% of
respondents left the event with a very
favorable or favorable impression of
downtown, with 57% discovering a
new shop/restaurant that they would
like to return to because of the event.
*Counts from all counters included, as
this event spanned the mall and off of
the bricks.
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
Q3 2024 Report
DOWNTOWN BOULDER AMBASSADORS
51
Program Overview and Q3 Goals
Ambassador Program Overview
Overall, the program provides cleaning, safety and hospitality services
within the 49-block Business Improvement District (BID) along with the
city's Civic Area and, in partnership with the University of Colorado,
the University Hill business district. Ambassador services are provided
by Block by Block, who contracts with Downtown Boulder. The
program is funded by BID ratepayers and the City of Boulder.
Downtown Ambassadors support and supplement City of Boulder
staff efforts to keep sidewalks clean by removing trash and debris,
pulling weeds, cleaning graffiti and supporting other programs of the
Downtown Boulder Business Improvement District to beautify
downtown and keep it clean, safe, and welcoming.
For the third quarter of 2024, the focus of the Downtown Boulder
Ambassador Program continued to be on maintaining and improving
the cleanliness of Downtown Boulder and the Pearl Street Mall,
completing projects within designated time frames, and providing
assistance to visitors and businesses.
Ambassadors operated the Visitor Information Center to welcome
visitor and locals with questions about downtown seven days a week,
10am - 8pm in July and August, and 10am - 5pm through September.
Program Goals:
1.Cleanliness: Implement comprehensive cleaning
schedules and protocols to ensure that Downtown
Boulder and the Pearl Street Mall remain clean and
inviting for residents, visitors, and businesses.
2.Project Management: Set clear objectives and
deadlines for ongoing projects in the area, whether
they involve infrastructure maintenance and repairs,
beautification efforts, or community initiatives, to
ensure timely completion and effective utilization of
resources.
3.Visitor and Business Support: Enhance the
services provided by the Downtown Ambassadors
team by offering assistance, information, and
guidance to visitors and businesses, contributing to a
positive experience and fostering a sense of
community.
Quarterly Specific Goals:
1.Staff for summer season:
Hired two new employees for
the summer and all summer
2024 activities in Pearl Street
and Downtown Boulder.
2.Downtown Ambassadors
Team Lead: Keith Helfrich our
Downtown Team Lead, started
in August and continue to learn
about the Ambassadors duties,
Pearl Street, and Downtown
Boulder.
Page 2 of 7Q3 2024 Ambassador Report52
Accomplishments and Special Projects
Accomplishments
Maintained quality of service throughout Q3 2024 Summer Season.
Accomplishments in Q3:
_Graffiti’s, Stickers, drawings removed = 1,582.
_Weed abatement = 177.
_Trash/Recycling Stations serviced and Trash picked up= 625.
_Biohazards cleaned and removed = 61.
_Service Calls = 93.
_Welfare Checks = 49.
Checked and closed over 1,080 maintenance requests in Q3.
Events and Special Projects
•Bands On the Bricks
Ambassadors participated in pre-event planning and
managed stage and canopy set-up, on-site support and
post event clean-up for Bands on the Bricks, an
8-week series free concert series on Wednesday nights
during July and August.
•Pearl Street Arts Fest
Ambassadors managed set-up, on-site support and post
event clean-up for Pearl Street Arts Fest, July 19 - 21.
•Fall Fest
Ambassadors provided set up support, hospitality
presence for event attendees and vendors and tear-
down support for this three-day festival (September 13 -
15).
•CU Stampedes at Pearl Street
Downtown Boulder welcomed back the Buffs and the
team was there to make sure this popular community
event went off without a hitch and provide microphone
and speakers for the pep rally.
•Tebo Train
Ambassadors began daily operational support for the
all-electric Tebo Train for the summer season. The train
provides free rides for young residents and visitors and
their parents. The train operated for the summer May
28 through August 30, 2024.
Page 3 of 7Q3 2024 Ambassador Report53
Cleaning Statistics
Page 4 of 7
Bio hazard cleanup - refers to the process of safely removing,
cleaning, and disposing of materials that have been
contaminated with biological substances such as blood, bodily
fluids, or other potentially infectious materials.
Weeding around downtown Boulder involves maintaining urban
green spaces, planters and trees along curbs, sidewalks and
streets, to keep these area aesthetically pleasing and functional,
using hand tools and/or mechanical equipment to prevent weed
proliferation around Downtown Boulder.
Clean, Replace and Refresh Trash/recycling Stations/Bear Bins
along Pearl Street and Downtown Boulder. Inspect, scrubbing
and disinfect each trash station for damage, stains or dirt inside
and outside the stations.Replacing the outside Trash and
Recycling stickers as needed.
Q3 2024 Ambassador Report54
Hospitality Statistics
Page 5 of 7Q3 2024 Ambassador Report55
Quality of Life Statistics
Service calls may vary. Ambassadors often hear less frequently
from downtown businesses as they get busier.
Ordinances for the Pearl Street Mall include no wheels, no pets,
no smoking, no amplified sound, and no selling without proper
permits (where available).
Page 6 of 7Q3 2024 Ambassador Report56
Page 7 of 7Q3 2024 Ambassador Report57
Smart System Statistics Glossary - Q3 2024 Report
Cleaning Statistics
Biohazard Clean Up -refers to the process of safely removing, cleaning, and disposing of materials that have been
contaminated with biological substances such as blood, bodily fluids, or other potentially infectious materials.
Graffiti -Examples for one: 1 paper, 1 sticker, 1 spray paint.
Trash Bags -Anytime we use a trash bag. Events, trash/recycling stations, large clean ups, in the office.
Trash / Recycling bin check -Trash & Recycling bins on Pearl, each one has 2 trashes & 1 recycling to check.
Weed Abatement -1 block face of weeds, one side of the street
Hospitality Statistics
Business Contact -Any official contact with a business, such as responding to a service call or dropping flyers off.
Examples of what a business contact is NOT is buying lunch from a restaurant or saying hi to them as you walk by.
Hospitality Contact -Any assistance provided to a citizen; (e.g., directions, information about festivals/events,
service providers, the Ambassador program, etc.)
Retail Info - Providing information to a resident or visitor about retail stores, examples: where to buy an umbrella,
where to get a postcard, etc
Outreach Statistics
Service Call -Anytime the service phone (Ambassador On-Call number) rings, not including BBB employees calling.
Safety Statistics
Ordinance Violations - Complied -SoOrdinances for the Pearl Street Mall include no wheels, no pets, no smoking,
no amplified sound, and no selling without proper permits (where available). Someone breaking the rules listens to an
Ambassador and stops violating the ordinance.
Ordinance Violations - NonComp -Someone breaking rules continues to violate the ordinance after being
approached by an Ambassador.
Welfare Check -Checking on the wellbeing of someone. Includes waking someone up who is blocking an entrance,
etc.
58
Downtown
Management
Commission
Parking Product
Timeline Update
59
Objectives: Highest and best use of assets
Support all
modes of
transportation
to downtown
01
Manage parking
demand across
the district
02
Maintain safe,
accessible, and
activated
district assets
03
Create a
consistent
parking
experience
across Boulder
04
Support the
‘Park Once’
philosophy
05
Support the
downtown
economy
06
60
Options Development
Timeline
361
Maintain safe,
accessible,
and activated
district assets
62
Updates
Continue with existing Capital Improvement Projects
To protect the work that we’ve done in recent years and
continue to enhance our assets in the short term
Prepare for a CMGC strategy on 1100 Spruce in 2025 then St.
Julien 2026
Use the Facilities Assessment to prioritize the work garages,
then post an RFB for design/construction
Evaluate Facility Utilization to Meet Changing Community
Needs
Explore opportunities for our existing parking
products/facilities to ensure they’re fulfilling their highest
and best use to serve the downtown community
63
Support all
modes of
transportation
to downtown
64
Short Term Actions Update:
2025 Permit Pricing
20202021202220232024202520262027
Downtown Gar
ages
$155
2.2%
$155
0%
$160
3.2%
$160
0%
$165
3.1%
$170
3.0%
$175
2.9%
$180
2.8%
Trinity Garage$100
NA
$100
0%
$100
0%
$100
0%
$100
0%
$100
0%
Surface Lots$90
1.9%
$90
0%
$92.67
3%
$92.67
0%
$95.67
3.2%
$100
4.5%
$105
5%
$110
4.8%
765
Current Challenge: Public Perception
66
Current Challenge: Supply & Demand
67
Current Challenge: Climate Initiatives
68
Manage
parking
demand
across the
district
69
Support the
downtown
economy
70
Create a
consistent
parking
experience
across Boulder
71
Support the
‘Park Once’
philosophy
72
Next Steps
73
Questions for the DMC
1.Does the DMC have questions for staff
about the existing conditions?
2.Does the DMC have any feedback on
the identified objectives for CAGID
parking assets? Are there any changes
the DMC would like to suggest?
3.Does the DMC have any feedback on
the recommended mechanisms to
meet the objectives?
74
End
75
Current Products
Permits
•Monthly Garage Permits at five downtown garages
($165/month)
•Trinity garage permits ($100/month)
•Surface lot permits along 14th street ($96/month)
Other products
•Hourly parking at five downtown garages and one surface lot
(11th & Spruce)
•3 for $3 in five downtown garages
•$15 daily max in five downtown garages
•20 Day Pass ($10/day)
76
Downtown
Parking
Options
77
Current Wayfinding Signage
78
Utilization Trends
Utilization trends have significantly
shifted since the pandemic.
When do you think
downtown garages and
lots are most utilized?
A - Weekdays
B -Weekends
C –Wild Card!
Which garages do you
think are the least
utilized?
A- 11th and Spruce
B –St. Julien
C -RTD
D -Randolph
E –15th and Pearl
Price is right: who can guess the length
of the longest waitlist for the East
Bookend Lots?
79
Example: 1100 Spruce / Last 3 months
2280
Example: 1400 Walnut / Last 3 months
2381
Market Research
Permits $165/Month | 20-day Pass - $10/day
Permits
•1048 Pearl St Garage - $200/Month
•15th and Spruce Garage - $200/Month
•One Boulder Plaza - $230/Month
Hourly parking
15th and Spruce Garage
•$2 each 30min
•$16 daily max
•Weeknight flat rates after 4pm ($5 Sun-
Thur, $10 Fri -Sat)
One Boulder Plaza
•$2/hr from 8am-5pm
•$1/hr all over times (closed
from 11pm to 6am)
Wells Fargo Lot
•1st hour - $3
•1:01 hr – 1:30hr - $5
•1:31hr – 2:00hr - $7
•2:01hr – 3:30hr - $10
•3:31hr - $20
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DOWNTOWN MANAGEMENT COMMISSION
Please review the DMC's current priorities in preparation for a discussion on setting the
2025 DMC priorities.
2024 DMC Commission Priorities
•Promoting Economic Vitality
•Enhancing District Vibrancy and Access
•Support for police and other interventions regarding safety in and around downtown
•Encourage the return to work downtown.
•Improve the appearance and experience of being downtown.
•Support the Downtown Boulder Ambassador Program.
•Support for homeless services, including the Homeless Day Center.
•Explore land use alternatives for underutilized office spaces.
•Plan for a future with reduced car parking demand.
•Support improved city permit review process.
•Consider annual summit with DBP, BID, Council, CU, and others.
•Plan other mid-year sessions with these groups.
•Support activations in more places for more hours.
•Create and implement a 5-year vision plan.
•Connect University Hill, Downtown, Boulder Junction, 29th Street, North Boulder,
etc.
•Urban Redevelopment and Collaboration
•Community Engagement and Collaboration
•Affordable Housing and Affordable Commercial
•Increase Accessibility and Foot Traffic to University Hill’s Business District
•Consider development potential of underutilized parcels (Spruce, Randolph, Wells
Fargo).
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COMMISSION RECRUITMENT UPDATE FROM THE CITY CLERK’S OFFICE
The city’s recent assessment on our Boards and Commissions program specifically recommended changes to our
recruitment and selection process that we have been incrementally implementing. Most recently, the internal
Boards and Commissions Core Team has updated the application to simplify it and reduce barriers for applicants,
as well as to add questions that will collect demographic information. (A sample application is attached.)
What does this mean?
• Key change: Applications will now be consistent across all boards and commissions, so there is no
longer a need for individual boards and commissions to review and edit questions.
• Upcoming Recruitment Process Key Dates:
Monday, December 16 Begin recruitment (8 a.m.) for 7 weeks.
Wednesday, January 15 Begin outreach for staff and Council Members on
availability for virtual interviews (Feb. 17 thru 28).
Friday, January 31 Application deadline (midnight).
Monday, February 3 thru Friday,
February 7
Process qualified applications that have not already
been processed and prepare application packet.
Send applicants interview dates for signup.
Friday, February 7 Applications sent to council members.
Application packet published to external website.
Forwarded to board secretaries to distribute to board
members and staff liaisons.
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Form Name: Boards & Commissions Application NEW
Submission Time: October 18, 2024 10:18 am
Unique ID: 1277206473
Introduction
Date 10/18/2024 10:17 AM
Submission Year 2024
Board or Commission Applying For Board of Zoning Adjustment
Are you 18 years of age or older?Yes
Do you reside within Boulder City
limits?
No
I acknowledge that all information
submitted in this application is
considered public record and subject to
the Colorado Open Records Act
(CORA).
Yes, I acknowledge
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Contact Information
Name Perry Flatley
Email labrecquel@bouldercolorado.gov
Home Address 56852 Jacobs Squares
Tucson, MT 83545
Home Phone (303) 441-4280
Mobile Phone (303) 441-4280
Work Phone (303) 441-4280
Occupation Voluptas recusandae nemo tempore neque eum quae ex laborum.
Place of Employment / Retired 888 Fahey Point
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Demographic Information
Gender W | Woman
What is your age range?35 to 54
Which race or ethnicity do you identify
with most?
Native Hawaiian or other Pacific Islander
How would you describe your annual
household income?
$150,000 a year or more
Do you own or rent your home?Rent
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Standard Questions
1. Why do you wish to serve on the
board or commission, and what
qualifications, skill sets and relevant
experiences do you have for this
position (such as lived experience,
education, training, service on
governing or decision-making boards,
etc.) that would contribute to you being
an effective board member and
community representative??
test
2. Have you had any experience(s) with
this Board or the services it oversees?
test
3. If appointed, what do you hope to
achieve through your service on this
board/commission??
test
4. Are you able to attend
Board/Commission Orientation on one
of the following dates:
Saturday, Apr. 19 from 9 a.m. to 12 p.m. (Virtual)
5. Are you able to attend Advancing
Racial Equity: the Role of Government
on one of the following dates:
Saturday, May 3 from 9 a.m. to 11:30 (Virtual)
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TO: Downtown Management Commission
FROM: Carolyn Elam, Sustainability Senior Manager
DATE: November 12, 2024
SUBJECT: Xcel Energy’s Gas Pipeline Alternative Project
The purpose of this memo is to provide the Commission with an overview of Xcel Energy’s
(Xcel) Pearl Street Gas Pipeline Alternative Pilot Project. The pilot will evaluate the feasibility
of implementing beneficial building electrification as an alternative to replacement of a gas main.
BACKGROUND
In December 2022, the Colorado Public Utilities Commission (PUC), in response to
requirements from Senate Bill 21-264, issued new rules governing gas utilities. Xcel and other
regulated gas utilities must now submit to the PUC for approval their plans for large capital gas
infrastructure investments. Known as a Gas Infrastructure Plan (GIP), the utility’s GIP must
present analysis of alternatives, also known as “non-pipeline alternatives”, to making the gas
infrastructure investment. This analysis is used to compare the cost effectiveness and feasibility
of the alternative to the capital expense of the gas pipeline project and is intended to allow the
PUC to consider if further investment in gas pipelines is in the public interest or whether the
alternative should be pursued.
Xcel filed their inaugural GIP in May 2023. In it, among other projects, they identified the
replacement of the gas main line serving areas of the Pearl Street Mall in Boulder as a planned
capital expenditure. In their non-pipeline analysis, and consistent with Boulder’s greenhouse gas
emissions reduction goals, Xcel presented an alternative that would seek to transition the
buildings served by this gas pipeline to electric solutions. Through a separate application to the
PUC, Xcel has now secured at least $4.5 million for a pilot to explore the feasibility of the
electric alternative to the Pearl Street pipeline replacement. The purpose of the pilot will be to
work with property owners, impacted businesses and residents, and the community to determine
the feasibility of retiring in place the gas main that sits below the Pearl Street Mall.
Pipeline Replacement Project
The current gas main that serves a roughly five-block portion of the Pearl Street Mall has been
identified for safety replacement due to its age and its materials of construction. Xcel has
indicated to the city that there is no immediate concern, but that replacement soon will be
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necessary absent an alternative. The gas main replacement, if it were to proceed, would also
require, for some properties, relocation of service lines and gas meters to comply with current
utility standards. Specifically, some buildings still have gas meters that were installed interior to
the building. These meters need to be relocated to the exterior of the building. Impacts from this
project would include major construction and gas service outage. For buildings that require meter
relocation, gas service would need to be relocated and would require partial reconstruction and
retesting of interior gas systems. It is the city’s understanding that Xcel would also replace the
smaller gas mains that run along the alleyways on either side of Pearl Street. In addition to the
substantial disruptions due to construction, concerns exist for depressurizing and then
repressurizing the old interior gas systems that are present in many of these buildings. Any
necessary rehabilitation of these interior systems would be the responsibility of building owners
and/or their tenants, which could come at a sizable expense.
Electric Alternative
In lieu of replacing the gas main, Xcel could assist building owners through financial incentives
and through Xcel’s own investment in upgraded electric infrastructure in replacing current gas
systems with electric alternatives. For building owners and businesses, this would be an
opportunity to access substantial funding from the utility to replace systems approaching end of
life and to proactively achieve compliance with state and local building performance regulations.
Impacts would include some construction in alleyways for upgraded electrical service, panel
upgrades and gas mechanical equipment replacement.
PROJECT STATUS
Xcel received final authorization from the PUC to proceed with the electrification pilot in
August. The following is the city’s current understanding of Xcel’s approach and status:
The first step of the project will be to hire an engineering firm that would audit each
building to determine what would be required to transition the building off of natural gas
to electric alternatives. The contracting process is expected to be completed in the fourth
quarter of 2024. Once the firm has been hired, Xcel will begin outreach to the impacted
businesses and residents to enroll them in the no-cost audit program. The audit firm
would begin auditing buildings in late 2024/early 2025.
Once the building audits are complete, Xcel will analyze the results to determine the
feasibility of continuing to proceed with the electrification project and to develop an
incentive package that would be made available to businesses/residents/building owners.
Based on customer interest in taking advantage of those incentives, building retrofits and
electrical infrastructure improvements would begin. The exact timing of the project will
be heavily dependent on Xcel’s ability to enroll customers in the audit program and then
on customer interest in moving forward with retrofits. The target would be to begin
retrofits in late 2025.
The ability to delay or fully avoid replacement of the gas main will depend on customer
participation in the incentive program and customers’ progress in executing retrofits.
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While Xcel is independently leading design and execution of their project, the city, in partnership
with Boulder County’s Partners for a Clean Environment (PACE), will be working with
businesses, residents, property owners and the Downtown Business Partnership to assist in
obtaining additional financial resources, evaluating technology options and executing projects as
Xcel’s pilot progresses.
NEXT STEPS AND FUTURE PLANNING
Much of the gas infrastructure serving Boulder and many neighboring communities is at or soon
approaching end of useful life. This includes gas service lines that are the responsibility of
residents and businesses. The cost of maintaining and replacing this infrastructure is growing at
an accelerated rate. As shown by Xcel’s 10-year rate trend in Figure 1, base rate usage charges
have more than tripled over the past four years. This is reflective of rising operations and
maintenance costs. Customers continuing to electrify due to regulations, such as the state’s
building performance standards, local codes and participation in voluntary incentive programs,
will erode gas sales at an accelerating rate. Absent the ability to retire segments of the gas
system, the combination of increased maintenance investments and fewer customers and gas
sales to spread those expenses across will result in dramatic increases in costs for those
customers who remain dependent on gas.
Figure 1 - Xcel Energy 10-Year Gas Rate Trend
Mitigating continued investment in and expansion of gas utility infrastructure is critical to
achieving state and community greenhouse gas reduction goals and to avoid stranding
investment in infrastructure costs that customers will have to continue to pay for over the coming
decades. Geographically targeted electrification projects, such as the Pearl Street pilot, present an
opportunity to begin pruning the gas system in a strategic and logical manner.
The future disposition of the Pearl Street gas main will be dependent on the technical, financial
and regulatory feasibility of transitioning the buildings served by that main to electric solutions.
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The city will work with Xcel to explore alternative solutions for remaining gas uses determined
to be too hard or too expensive to electrify, as well as the impacts of and approaches to
addressing customers unwilling to participate.
At a minimum, this pilot will provide important learnings for future strategic gas system
transitions. Ideally, the pilot will provide building owners and their tenants financial resources to
help improve the quality and resilience of their building systems and position them to meet
regulatory requirements aimed at reducing greenhouse gas emissions and other pollutants. It
would also allow the successful avoidance of a large and invasive gas project.
While Xcel has declined support from the city in developing program materials and conducting
customer outreach, the city has and will continue to strongly encourage Xcel to engage the
Downtown Management Commission, Downtown Business Partnership and Boulder Chamber of
Commerce in their efforts.
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