11.12.24 DMC MinutesCITY OF BOULDER
BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES
Name of Board/Commission: Downtown Management Commission
Date of Meeting: November 12, 2024
Contact Information Preparing Summary: Lisa Wuycheck (303) 441-324
Board Members Present: Erica Dahl, Justin Kalvin, Stephanie Trees (Vice-Chair)
Board Members Absent: Don Poe (Chair), Andy Nathan
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
Elliott LaBonte, CV Senior Manager of Business Services
Reegan Brown, CV Senior Project Manager
Lisa Wuycheck, CV Executive Assistant
Boulder Police Officer David Colvin
Guests Present:
Bettina Swigger, Downtown Boulder Partnership CEO
Type of Meeting: Hybrid
The DMC meeting was called to order at 4:05 p.m. A quorum was present for the conduct of business.
Agenda Item 1: Roll Call
Lisa Wuycheck, CV Executive Assistant, took roll call; Commissioners Poe and Nathan were absent.
Agenda Item 2: Procedural Items
A. Approval of the September 2024 Meeting Minutes
Kalvin motioned to approve the meeting minutes as presented in the packet. Second by Dahl. The
motion passed unanimously.
B. Approval of the Proposed 2025 DMC Meeting Dates
Kalvin motioned to approve the proposed 2025 DMC meeting dates. Second by Dahl. 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.
There were no questions from the DMC commissioners.
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.
Trees inquired why the sales tax is lower on the east end of Downtown. Senior Manager of Business
Services Elliott LaBonte confirmed one reason may the real estate vacancies in that area.
Agenda Item 6: Public Safety Update
Boulder Police Officer David Colvin provided an update on public safety and outlined several recent
developments and upcoming initiatives. He announced that the newly selected Mall Sergeant is
expected to join the team in March 2025 following knee surgery. This will complete the staffing for the
Pearl Street Mall, marking the first time the Mall has had a full-time sergeant. He confirmed the team
will consist of six officers and a sergeant, a significant improvement for the downtown area.
Colvin noted the Boulder Police Department’s budget was recently approved by the City Council, with
additional funds allocated for new e-bikes. These bikes will be used by officers working in the
downtown area, improving their ability to respond quickly and efficiently. Additionally, the department
is currently 14 officers short of full staffing, but plans are in place to hire five lateral officers and send
nine new recruits to the Academy. He announced that the department expects to be fully staffed by the
end of 2024 or early 2025, a milestone not reached since 2010.
As part of staffing improvements, Colvin explained the police department will be seeking approval
from the city manager to add 10-15 more officers, which would directly impact the Mall area and
support the Neighborhood Impact Team. This team focuses on the Hill and the Mall during late-night
hours, between 7 p.m. and 3 a.m., and having additional officers will allow for a more visible presence
and improved coverage. He stated that during the holiday season, the police department will also
deploy saturation patrols on the Pearl Street Mall, particularly from Black Friday through the week
after Christmas. Officers will be focusing on high visibility to deter theft and other crimes.
Colvin described further efforts that include ongoing collaboration with the drug task force to address
issues related to drugs and homelessness in the downtown area. Additionally, he explained the police
department is increasing its liaison program with local groups and businesses. He said this program
assigns officers as liaisons to specific locations that have chronic issues, ensuring consistency in how
problems are addressed. Officer Colvin emphasized the importance of continuity in handling these
issues and encouraged feedback on areas that may require attention.
Colvin also discussed crime trends in District 3, which includes the Mall area. He reported that data
shows significant improvements, with crime statistics for narcotics, assaults, disturbances, and
trespassing all showing decreases. Specifically, he stated narcotics calls are down by 43%, and
disturbances have decreased by 40%. He explained these positive trends reflect the department’s
efforts, including the use of e-bikes and increased patrols, and highlight the success of targeted policing
strategies, such as stratified policing. Colvin said this approach, which assigns a commander to focus
on a problem area, has been successful in addressing issues in Central Park and Civic Center Park,
where crime rates have significantly dropped over the past few months.
The police department will continue to refine its approach and adapt resources as needed. Officer
Colvin noted that while issues are being addressed in certain areas, challenges persist in other parts of
the city, such as near the Criminal Justice Center. As part of ongoing efforts, the police department will
shift resources to address emerging issues in North Boulder and along 6th and Canyon Streets.
Colvin encouraged the commission members to reach out with any concerns or suggestions for
improving public safety in their neighborhoods.
Agenda Item 7: Downtown Boulder Partnership (DBP) Update
Bettina Swigger, CEO of the Downtown Boulder Partnership (DBP), provided an update on the
organization's recent activities. She began by expressing appreciation for Commissioner Trees
attending the recent Downtown Town Hall.
Regarding pedestrian counts, Swigger explained that there was a slight decrease in September and
October compared to the previous year. The DBP observed this trend during events like FallFest,
where pedestrian numbers were not as high as expected. Swigger expressed hope that the upcoming
holiday season would bring renewed interest and an increase in foot traffic.
Swigger then discussed DBP's communications and marketing efforts. One of DBP's two primary
focuses is to ensure Downtown remains clean, safe, and interesting, while also marketing Downtown as
a destination. The DBP partners with the city and Visit Boulder for these efforts. She reported that the
marketing strategy primarily targets the Metro Denver area and Boulder, with a focus on attracting
locals and those nearby. Swigger highlighted the work done with Explore Communications, including
advertisements on cable TV, magazines, and digital media. Notably, she said the summer digital
campaign generated 7.1 million impressions, with a click-through rate of 0.35%. LinkedIn ads were
also targeted at businesses, emphasizing the appeal of downtown Boulder for office relocations.
Swigger shared success stories from their "So Boulder" campaign, which included a dedicated winter
ad flight that launched just before Thanksgiving. The campaign included a two-page spread in the
November edition of 5280 and an inside cover placement in the October edition, highlighting Boulder
as a shopping and dining destination. The DBP's digital ads and social media campaigns have also seen
positive results, with a significant increase in click-through rates for fall-themed creatives.
Swigger presented an update on the Ambassador Program, which had been transitioning to a new
system. She reported that the program's impact is becoming more visible, with cleaning stats showing
high performances in September and October. Swigger specifically acknowledged the DBP team's
quick response to graffiti removal, which was carried out efficiently after an incident involving 11
separate tags downtown.
Swigger also mentioned the DBP's extended operational hours and highlighted recent improvements on
the East End of the Mall, including the preparation for holiday decorations. She shared that the DBP is
collaborating with contractors to install lights in time for the holiday season.
In October, DBP hosted several successful events, including World Singing Day and the Munchkin
Masquerade. Swigger reported a great turnout for both events, with no incidents at the Munchkin
Masquerade. She noted that while pedestrian counts were lower than expected, this may have been due
to the locations of the pedestrian cameras. Efforts to activate the East End of the Mall were successful,
with balloon sculptures helping draw attention to the area. Swigger acknowledged that while the East
End is often less crowded, there is potential to increase foot traffic there by offering additional
attractions.
Swigger reviewed the Intercept Survey, conducted between July 19 and September 16, 2024, which
gathered data from 775 respondents. She said the survey aimed to analyze visitor demographics,
behaviors, and spending patterns in downtown Boulder. Despite challenges such as survey fatigue and
extreme weather, Swigger reported the response rate was robust, providing valuable insights.
Swigger noted a significant finding was the increase in local visitors to Downtown Boulder. Among
Colorado respondents, she said 51% identified as Boulder residents, compared to 43% in 2018. South
Boulder, Gunbarrel, and North Boulder showed increases in representation, correlating with recent
housing developments, while the number of visitors from Denver declined noticeably.
She explained that word of mouth remained the most influential factor for visits to Downtown Boulder,
emphasizing the need for positive visitor experiences. She reported social media usage as an
informational source has grown, while reliance on traditional media, such as magazines, has declined.
Visitor behaviors showed shifts, with shopping increasing while dining and casual activities like
people-watching declined. Swigger also reported that attendance at events such as Bands on the Bricks
and the Pearl Street Arts Fest has also decreased, potentially due to competition with other local
markets or changing preferences for home-based activities.
Swigger explained spending patterns revealed a sharp increase, with average visitor spending rising
from $61 in 2018 to $116 in 2024. She stated that A small group of visitors reported spending more
than $500, reflecting an influx of affluent visitors. Swigger commented that this trend highlights the
need to balance catering to higher-income visitors while maintaining downtown’s accessibility to a
diverse demographic.
She shared that the vacancy rate for first-floor retail spaces in Downtown Boulder is low, around 4-5%,
which is well below the industry standard. However, she stated vacancies in specific areas like the East
End remain noticeable. Swigger said office vacancies on upper floors remain a challenge due to shifts
toward remote work. Progress on filling vacant spaces was discussed, including plans for a new French
bakery at the old Chop House location.
Agenda Item 7: Matters from Staff
A. Improvement District Analysis Update
Senior Manager of Cultural Vibrancy and District Vitality, Matt Chasansky, presented an update on the
Improvement District Analysis and Commercial Areas Blueprint. He noted that these initiatives were
recently presented to the Council, where they received positive feedback and enthusiasm, with Council
members expressing interest in engaging further in the discussions.
Chasansky explained the Improvement District Analysis focuses on short-term strategies to create
efficiencies and improve governance over the next few years. Meanwhile, he stated that the
Commercial Areas Blueprint represents a longer-term vision, addressing priorities for the next few
decades. The Council’s feedback included recommendations for specific focus areas and general
curiosity about future steps.
Chasansky noted that an RFP for the first phase of the Improvement District Analysis has been
released, with submissions due by November 22, 2024. He explained the goal is to onboard a
consultant quickly and deliver initial findings by April 2025 to align with the city's budget cycle.
He said, while there are no drafts to share yet, updates will be provided at the next meeting, and
outreach may occur in the interim.
Chasansky explained that the analysis aims to evaluate existing improvement district structures and
identify options for improvements in areas such as taxation, governance, and boundaries. This includes
addressing challenges in financing and governance for areas like University Hill and Boulder Junction,
where overlapping districts with different mill levies create complexities. He said discussions also
touched on the potential development of a Downtown Development Authority that could incorporate
University Hill and address funding issues.
He discussed additional topics including the need for better connections between districts, leveraging
resources for projects, and addressing gaps in services for areas like the “No Man’s Land” between
21st Street and Boulder Junction.
He reported that the commissioners highlighted the need for greater focus on University Hill,
especially given its evolving role as a hub for visitors and students’ families.
Chasansky discussed the Commercial Areas Blueprint, which he said is a longer-term initiative, and
will align with updates to the Boulder Valley Comprehensive Plan. He added that community
involvement in these discussions is encouraged, with opportunities to contribute to the broader vision
for the improvement districts and commercial areas through upcoming outreach efforts.
B. 2025 Draft Work Plan
Chasansky provided an update on the 2025 Draft Work Plan, outlining the three pillars of the
Community Vitality strategy: district vitality, cultural vibrancy, and access for all. He explained that
the draft work plan is a collaborative effort across city departments, integrating citywide priorities and
Council directives. He said the plan will remain a focus of discussion throughout the year.
Parking Enforcement, Maintenance, and Customer Service (Access for All)
Senior Manager of Operations and Maintenance Kristine Edwards presented key aspects of the Parking
and Access Services work plan. Edwards discussed how the team is refining its structure by separating
maintenance and capital improvements into distinct management groups. She noted that projects
include exploring mobility hubs to incorporate multimodal options into parking garages, updating
parking codes with Planning and Development Services, and evaluating annual programs such as the
Residential Access Management Program (RAMP), Chautauqua Access Management Program, and
on-street performance-based pricing.
Edwards expressed that the customer service team is a critical part of parking operations. She said the
team is pursuing accreditation to align with industry best practices. She added that the customer service
team also manages parking permits for various programs, including Chautauqua, businesses,
neighborhoods, and garages. Additionally, the team is tasked with implementing permit pricing
strategies and addressing vendor-related inquiries.
Edwards shared that the maintenance and capital improvements team focuses on meeting accreditation
standards for parking facilities and managing construction projects. She reviewed highlights that
include the upcoming construction of the 1100 Spruce Street garage, using a construction
manager/general contractor (CMGC) model to streamline the process. Edwards said the team is also
developing a 10-Year Strategic Asset Management Plan to ensure long-term facility planning. She
stated their responsibilities extend to on-street meter management and capital improvements across
various districts, including those on University Hill.
Edwards noted that the facilities managed by the city span nearly one million square feet, with a
dedicated maintenance team of nine employees working alongside partners such as the Downtown
Boulder Partnership. The Partnership handles day-to-day operations, including ambassador services,
while the city focuses on broader asset management.
She said the parking enforcement team, comprising 14 members, is responsible for managing paid
parking spots citywide, overseeing special event parking, enforcing RAMP and CAMP regulations, and
providing traffic management support during emergencies. She said they are also working on
accreditation to enhance operational standards.
Edwards explained that construction timelines for projects like the Spruce Street garage will depend on
weather conditions, as concrete work requires favorable temperatures. She stated the city aims to
minimize disruptions by limiting closures to one garage per year and coordinating intensive
communication and marketing campaigns to redirect parking during closures. She said alternatives,
such as the St. Julien and RTD garages, will be promoted to ensure adequate parking availability.
Staff will provide the commissioners with more detailed updates in 2025 as the plan progresses.
District Vitality
Chasansky provided an update on the District Vitality workgroup, led by Senior Project Manager
Reegan Brown and District Vitality Specialist Lane Landrith. Chasansky announced that a major focus
moving into next year will be reviewing and improving the mobile vending cart program. He noted that
the team will assess its criteria, processes, and overall appearance to enhance the experience and
support businesses entering operations on Pearl Street.
Chasansky said, with the expansion of RTD EcoPasses, the District Vitality Team will deploy
additional resources to ensure part-time city staff can access these passes as part of transportation
contracts reviewed during the annual business cycle. He announced that planning has also begun for
the 50th anniversary of the Pearl Street Mall, a milestone celebration involving cross-departmental
efforts and key community partners. The goal is to make this event a fitting tribute to the cultural
significance of the mall.
Chasansky expressed that the University Hill streetscape improvements are another priority, involving
collaboration with the Transportation and Mobility department. He reviewed the planned
enhancements which include updates to Broadway medians and commercial areas to ensure an
improved experience. He noted that Outdoor Dining, a continued pilot project, will undergo another
year of agreements and resource allocation to maintain infrastructure and address needs for street
furniture upkeep.
Chasansky also highlighted ongoing efforts to fill vacant commercial spaces. He said negotiations are
underway for spaces at Spruce Street and 1500 Pearl, with a tenant identified for the kiosk. He added
that while nothing has been finalized, efforts to secure tenants and optimize these spaces are
progressing. Chasansky expressed that these updates reflect the ongoing commitment to fostering
vibrant and functional districts across Boulder.
Cultural Vibrancy
Chasansky presented an update on the Office of Arts and Culture’s work plan for 2025. He noted that a
key initiative is the creation of a Boulder Arts Blueprint, a strategic document set to be produced next
year. He said this will help guide the Office of Arts and Culture in its long-term vision for the city,
aligning with Boulder’s identity as a cultural hub.
Chasansky announced that one of the main areas of focus for the office will be refining its cultural
grants program, public art initiatives, and civic dialogue programs, including Boulder Arts Week and
collaborations with the Visitor’s Bureau.
He said Arts & Culture will also be examining the overall direction and cohesion of Boulder’s public
art, ensuring that new projects align with the values and story the community wants to tell. The
commissioners and staff engaged in a significant discussion focused on the need to move beyond
traditional outdoor art representations, such as animals and mountains, to include more contemporary,
diverse, and intentional artistic expressions. Chasansky explained that while selection panels for each
public art project are responsible for determining the type and style of art, there have been concerns
about the lack of cohesion and diversity in the collection as a whole. Chasansky confirmed that the new
Boulder Arts Blueprint is expected to address these concerns and will involve community input and
curatorial direction.
In addition, Chasansky shared that over the next two years, the Western City campus and the Alpine
Balsam project will bring new opportunities for significant public art investments. He said these large-
scale projects will provide a chance to create a more cohesive narrative for Boulder’s public art
collection, contributing to the city’s evolving identity.
Chasansky reviewed several new projects that are lined up, including the installation of public art in
conjunction with the Pearl Street Garage project, aligning with ongoing construction work.
He added that Office of Arts & Culture is collaborating with the Office of Special Events to implement
recommendations from Boulder’s social streets initiative, aiming to create new event spaces around the
city. He explained that a key part of this will be simplifying the Special Events Guide to make it more
accessible and easier to use.
Chasansky noted that staff are also working to enhance its special events sponsorship program,
focusing on providing support for community-driven events that fill important gaps in local
programming.
Business Services
Senior Manager of Business Services Elliott LaBonte provided an update on the 2025 work plan for the
business services team. He stated that a key initiative for the team is the citywide project focused on
the long-term financial strategy, which includes an in-depth analysis of revenue sources and
expenditures. He stated the goal is to ensure a clear correlation between the dollars generated and spent
in the community. He added that this effort is closely tied to the city’s overall financial strategy.
LaBonte also highlighted the evaluation and analysis of data, particularly through tools like Placer AI.
He explained that the business services team will focus on measuring the success of the organization
and its support of the community. LaBonte added that another important project is the development of
memoranda of understanding (MOU) and agreements, ensuring clarity on management responsibilities
and timelines, with business services taking the lead on this initiative.
Additionally, LaBonte explained that the business services team will support the transition to a new
Enterprise Resource Planning (ERP) system, specifically Workday. He noted that this will require
significant effort to ensure a smooth implementation and transition for the department.
LaBonte reviewed other activities for the team that will involve the annual business cycles, particularly
focusing on budgets, which reflect the department’s priorities and support the overall work plan.
C. Affordable Commercial Program Update
Senior Project Manager Brown presented an update on the Affordable Commercial Grant Pilot
Program.
Brown explained that the purpose of this program is to address the gap in the market for affordable
commercial space and to provide more opportunities for small local businesses to thrive in commercial
centers. She stated that the program was available to eligible property owners, property managers, and
new business ventures proposing renovations or repurposing of commercial space, with the
requirement of providing long-term affordability to multiple tenants.
Brown announced that the program received five applications, which were reviewed by a panel
consisting of city staff, Dan King from the Small Business Development Center, Claudia Sanchez, a
community connector, and Commissioner Kalvin, who represented DMC as a non-voting member.
She explained the applications were scored based on support for local small businesses, project impact,
feasibility, and long-term affordability. She noted that the highest-scoring applications were selected
for funding.
Brown shared that the three projects selected for full funding include KGNU Community Radio, Top
Hat Supply, and The New Local.
She said KGNU was awarded funding to support the renovation of a 10,000 square foot community
media center, which will enhance their digital and broadcasting capabilities. Brown noted that the
project will provide affordable, accessible space for community-based programs, including a café,
performance space, and meeting spaces, with a long-term affordability commitment of at least 10
years.
Brown said Top Hat Supply, located on East Pearl, received funding for capital improvements and rent
subsidies to help revitalize the area while maintaining arts representation in Downtown Boulder. She
stated the project supports over 30 artists annually and is expected to engage over 200 visitors each
month. She shared that it will also house a working artist nonprofit, providing affordable studio and
gallery space, along with monthly open hours and community cultural events.
She said that the New Local, located on West Pearl, received a grant for heating upgrades and rent
subsidies for the next five years. Brown expressed that this will allow the space to better support the
sustainability and visibility of women-owned businesses, reducing overhead pressures for the
businesses it supports.
Brown concluded that the Affordable Grant Program is supporting projects that not only improve
existing commercial spaces but also enhance community access to arts, media, and cultural resources.
D. CAGID Parking Product Analysis Timeline Update
Edwards provided an update on the CAGID Parking Product Analysis Timeline. She said the objective
of this work is to ensure the highest and best use of the city's assets, focusing on supporting all modes
of transportation downtown, managing parking demand across the district, maintaining safe and
accessible district assets, creating a consistent parking experience in Boulder, and supporting the
downtown economy.
Edwards explained that the work will include facility assessments to identify necessary improvements
for each garage, followed by construction to address deficiencies.
Edwards outlined a tentative timeline, noting that timelines are subject to change as work progresses.
She said the assessments for structural and safety improvements are underway at several locations,
including 1100 Spruce and St. Julien, with plans to apply these findings to the 1500 Pearl garage.
Edwards added that the timeline for the St. Julian project may be adjusted to align with their expansion
work to minimize disruptions.
She noted that there is also a focus on mobility hub infrastructure, with a recent grant application to the
Denver Regional Council of Governments (DRCOG). She said the goal is to secure additional funds
for these investments, with updates expected soon.
Regarding permit pricing, Edwards explained that the budget for 2024 will influence the 2025 pricing.
She shared that the team plans to gather feedback in early Q2, which will be incorporated into the 2026
budget. She explained that managing parking demand and wayfinding within the garages will also
require external resources, and the timeline will depend on staffing capacity.
Edwards stated that to support the downtown economy, creative marketing campaigns will be
developed to promote existing parking products. She added that the timeline for this initiative will
depend on staff resources and procurement timelines.
Edwards shared that wayfinding within the garages will be installed following construction, with a
feedback process to track traffic patterns six months to a year after installation. She stated that the
overall timeline for analyzing parking products and identifying unmet customer needs will also be
shaped by staffing and other factors, with an emphasis on providing opportunities for commissioner
feedback throughout the process.
Trees voiced her support for incorporating murals in the garages, viewing them as an effective way to
assist with wayfinding and contribute to rebranding efforts.
Agenda Item 9: Matters from Commissioners
A. DBP Town Hall – Commissioners Poe and Trees
Trees explained that Swigger reviewed the content of the Town Hall during her presentation earlier in
the meeting.
B. 2025 Priorities Discussion
Trees suggested this agenda item be tabled until the January 2025 meeting when Commission Chair
Poe is present.
The commissioners were asked to email their top five priorities to Executive Assistant Lisa Wuycheck,
who will compile them into a list for review at the January DMC meeting.
Agenda Item 10: Next Commission Meeting
Next Commission Meeting: 4 p.m., Tuesday, January 14, 2025.
Agenda Item 11: Adjourn DMC Meeting
There being no further business to come before the commission at this time, Trees adjourned at 5:54
p.m.
Approved by:
_____________________
Don Poe
DMC Chair
Attested:
___________________
Ellie Kennedy
Operations Specialist
Date: ______________ Date: _________________ 1/15/25
Don Poe (Jan 15, 2025 08:55 MST)
Don Poe
Jan 15, 2025
11.12.24 DMC Meeting Minutes - APPROVED
Final Audit Report 2025-01-15
Created:2025-01-15
By:Ellie Kennedy (kennedyl@bouldercolorado.gov)
Status:Signed
Transaction ID:CBJCHBCAABAA8WHWFksbwb-RjAnNVK_4popmbGNVhMUE
"11.12.24 DMC Meeting Minutes - APPROVED" History
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