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HomeMy WebLinkAbout10.20.25 All CV Commissions PacketALL CV COMMISSIONS SUMMIT MEETING University Hill Commercial Area Management Commission (UHCAMC) Downtown Management Commission (DMC) Boulder Junction Access District (BJAD) – Travel Demand Management (TDM) & Parking Joint Commissions October 20, 2025 3:00-9:00 P.M. Penfield Tate II Municipal Building, 1777 Broadway, Boulder (The public will observe via Zoom webinar) AGENDA I.Introductions (20 min.)Secretary II.Economic Development Strategy Update (60 min.)Mark Woulf, Assistant City Manager III.Civic Area Project Update (30 min.) Parks & Recreation IV.Dinner & Connections Exercise (45 min.) V.Boulder Valley Comprehensive Plan Workshop (45 min.)Matt Chasansky VI.Commission Letters to City Council (15 Minutes)Cris Jones VII.Adjourn Chair VIII.OPTIONAL: Advancing Racial Equity - The Role of Government Training (145 min.) CMO 1 Attachments: -Boulder Valley Comprehensive Plan Memo -UHCAMC Letter to City Council DRAFT -DMC Letter to City Council DRAFT -BJAD Letter to City Council DRAFT UHCAMC Commission Members UHCAMC 2025 Commission Priorities Staff Liaison Cris Jones, Community Vitality Director jonesc@bouldercolorado.gov •Readiness of the University Hill District for Increased Attention/Foot Traffic Community Engagement and Collaboration •Cleanliness and Safety for an Inviting and Vibrant District •Consideration of Parking in the Redevelopment Plan for the 14th Street UHGID-Owned Parking Lot •Near and Long-Term Fiscal Resiliency of UHGID Trent Bush - Property Owner/Rep Term ends: 2028 Tell Jones- Property Owner/Rep Term ends: 2028 Danica Powell - Property Owner/ Rep Term ends: 2029 Ted Rockwell, Chair - Resident Term ends: 2026 Dane Anderson - Resident Term ends: 2030 DMC Commissioners DMC 2025 Priorities Erica Dahl - Property Owner/Rep Term ends: 2029 Don Poe, Chair - Property Owner/Rep Terms ends: 2026 Stephanie Trees, V-Chair - Citizen-at-Large Term ends: 2026 Justin Kalvin - Citizen-at-Large Term ends: 2026 Andy Nathan - Property Owner/Rep Term ends: 2028 A.Facilitate the perception of safety with support for Boulder's ambassador program and for mindful policing. B.Support Economic Vitality by advocating for the activation of underutilized space (e.g., parking lots), strong encouragement of affordability efforts, and promotion of helpful code changes. C.Connect visitors from other areas to the Downtown area by spreading awareness of marketing efforts and wayfinding. D.Take opportunities to communicate with other boards and align efforts to t th i i di t i t 2 Parking Commission Members Robyn Ronen, Chair Term ends 2027 Rebekah Dumouchelle, Vice Chair Term ends 2027 Daniel Aizenman Term ends 2030 Kevin Knapp Term ends 2023 Vacant- Property Owner/Rep 2025 Joint Commission Priorities 1.Reevaluate Parking District Mill Levy 2.Support TVAP Phase 2 Planning a.10 Year Capital Improvement Plan 3.Support TDM & Transit Enhancements a.Carshare, bike share, micro mobility, etc. b.Restore and Expand RTD Bus Services to the Depot Square Station. c.Address Environmental Concerns and Promote Sustainable Transportation. d.Transit Enhancements e.Non-station enhancements 4.Community Collaboration a.Commission Recruitment/Marketing b.Community Events 5.Enhance District Identity, Branding and Wayfinding TDM Commission Members Rebekah Dumouchelle, Chair Term ends 2027 Kevin Crouse, Vice Chair Term ends 2029 Daniel Aizenman Term ends 2030 Vacant- Property Owner/Rep Vacant- Property Owner/Rep 3 CITY OF BOULDER JOINT DISTRICTS SUMMIT AGENDA ITEM MEETING DATE: October 20, 2025 AGENDA TITLE Boulder Valley Comprehensive Plan Update PRESENTERS Matt Chasansky, Community Vitality Senior Manager Dear Commission Members, During the Summit, we invite commission members to provide feedback on the update of the Boulder Valley Comprehensive Plan (BVCP). This document guides how our community will look and feel, the mobility networks that connect us and how we approach changes to our natural and built environments for years to come. Updated every five years, with a planning horizon of several decades, it guides land use regulations, zoning maps, development goals, and policies across the City of Boulder. You can explore the work to date at the website: https://aboulderfuture.org/. Staff will give a presentation on the progress so far and invite commissioners to answer the following questions from their perspective as representatives of the community and Boulder’s general improvement districts: 1) What considerations should we be thinking about to maintain district vibrancy and economic resilience in light of changing retail and office dynamics? 2) The BVCP team is considering input from the community and City Council for policy that enhances a night life economy, 15-minute neighborhoods, local businesses, and commercial area vibrancy. What are the most important needs (infrastructure, land use, policy, or regulatory changes) that would improve these categories for your districts? 3)What challenges and opportunities should the BVCP consider for access to commercial areas to further reduce single-occupancy vehicle trips and to improve the connection between districts across the city? 4 DRAFT University Hill Commercial Area Management Commission Memorandum To: UHCAMC From: Ellie Kennedy, Operations Specialist, Community Vitality Cris Jones, Director, Community Vitality Subject: University Hill Commercial Area Management Commission, Letter to City Council Date: TBD 2025 This document contains feedback from individual commissioners regarding recommended 2026 Council Priorities, as well as a draft synthesis of that feedback compiled into a unified letter. The memos reflect the diverse perspectives and key points raised by each commissioner, which have been carefully reviewed and integrated into a preliminary draft intended to represent the collective voice of the commission. Tell My name is Tell Jones, and I am currently an owner at The Sink and a member of UHCAMC. I have two areas of concern that I would like Council to address in 2026. First, it is essential for the entire Boulder community that The Hill continues its path toward vibrancy both today and in the future. Proactive support is necessary. A drop in city funded support may result in its decline over the coming years. The sale of the Pleasant Street parking lot enabled the construction of the Moxy and helped to bring the Conference Center to the Hill. These sale funds are a critical asset of UHGID that will allow for the continued refinement of The Hill. Recently, $750,000 of these funds were “borrowed” to pay for improvements to the Broadway median, which is outside the UHGID boundaries. If, for the first time ever, general funds will not be directed to the upkeep of The Hill then UHGID needs these funds back. The Hill is too small to create any meaningful property tax funding. It is too significant of a district for the city to cast it off on its own. 5 According to “CITY OF BOULDER CITY COUNCIL AGENDA ITEM” Meeting date of June 16, 2020, “If the sale is authorized by council, this amount would be placed in the UHGID fund when the sale closes. By ordinance, the funds may be put towards district access/mobility, economic vitality and beautification”. The Hill needs these dollars from the sale of The Pleasant Street lot for access/mobility, economic vitality and beautification of The Hill. It is understandable that the city is looking to shrink its funding obligations. The Hill is not the right place to do this. It has limited funds and very limited sources of revenue. It’s just the way it is and we are stuck with this paradigm unless something like the DDA can reshape how this area is managed. Second, UHCAMC is not treated seriously. This is, perpetually, a board of talented, thoughtful and knowledgeable participants. Its recommendations should be studied and considered. They are not. These same talented people are constantly burned out by process-ineffectiveness at a monumental loss to this city. This must be corrected immediately for the best future of The Hill. The sales tax revenues of The Hill are bound to keep growing if we create the right environment. This can only be good for helping the city’s budget issue. Trent FROM 2024: 1.Cleanliness and Safety for an Inviting and Vibrant District: Ensuring that the University Hill commercial district remains clean and safe is paramount to maintaining its vibrancy and attractiveness to residents, visitors, and businesses alike. We urge the City Council to continue prioritizing resources for enhanced cleaning services, increased public safety measures, and proactive efforts to address vandalism, graffiti, and loitering. 2025 Additional Comments: This will be paramount now that Sundance is coming to Boulder. The Hill will be a central location in the guest experience, with both the Limelight and Moxy, plus the major venues in close proximity. These guests, who are used to the “Park City Experience” are going to judge Boulder not on how we know it, but by what they experience. The Hill has been ignored by Boulder as the student’s domain for so many years that the district has taken on that persona. The COB needs to pay very close attention to what can be done on The Hill to make sure visitors have a great experience, much more than is needed downtown, which is where the focus has been for decades. FROM 2024: 2.Parking in the Redevelopment Plan for the 14th Street UHGID owned parking lot: 6 As redevelopment plans for the 14th Street UHGID parking lot progress, it is essential to consider provisions for parking to accommodate the needs of businesses, employees, and visitors in the area. We request that the City Council work collaboratively with stakeholders to ensure that adequate parking and access solutions are integrated into the redevelopment plan to support the district's continued revitalization. 2025 Additional Comments: This should be a key consideration as we explore creating the DDA. This is one of the only ready-to-build lots left in Boulder, and the intent for the proceeds of the sale of the Pleasant Street Lot was supposed to be held separate and protected. This is now being taken to do improvements and fund the district. We need to make sure the DDA doesn’t just fund even more downtown growth, but ensure The Hill gets the new start it desperately needs. New 2025: 3.Placemaking: The Hill is a very unique place in Boulder, and between the coasts. It’s long history and legacy as an engine of progress is second to none in terms of music, outdoors, snowsports, cycling, arts, and culture. There is nowhere like it, and it is very different than Downtown Boulder. The future also needs to include a place in Boulder where younger ideas cannot on only be born, but be supported and Thrive. As we move forward, laying claim to, and expanding, this amazing history will help the city to build a foundation to transform The Hill district from being “Boulder’s Problem”, to a leverage point into the future. The DDA will be critical in this vision, but now is the time to start thinking about it. Ted -University Hill (UHGID) is poised to be an important center of Boulder’s emerging future. With the hotels opening and major events like Sundance, UHGID will be positioned to world visitors as one of the highlights of the City. However, the city will need to commit to continue improvements in the district to ensure that positioning as a vibrant center is squandered. -Specifically, UHCAMC’s budget is upside down. Currently, to maintain basic maintenance requires several hundred thousand dollars of general fund transfer per year. UHCAMC’s reserves are not sufficient to carry the district more than a few years. -DDA proposal – since a DDA is voter approved and it is not a done deal, we will need to insure the city is properly anticipating the possibility that a general fund transfer to maintain UHGID. -It is imperative that the city actively find ways to financially support UHGID in the near and medium terms (the next 1 – 3 years) to continue improvements in the district. One 7 mechanism for this could be sharing more (or all) of the parking revenue generated in UHGID to be specifically reinvested within UHGID. -With the transition of commission support moving from Community Vitality to the City Manager’s office there is a danger that services once enjoyed by UHCAMC may be disrupted or discontinued. Establishing and maintaining expectations for what services can be relied upon and what expense is incurred by UHCAMC as a result. As a smaller district in terms of revenue, UHGID and UHCAMC rely on city staff and services to meet its obligations, perhaps more than any of the other commercial districts. DRAFT #1 Dear Members of City Council, On behalf of UHCAMC, thank you for the opportunity to share our 2026 priorities to help inform your upcoming retreat and annual work plan. The Hill is poised at a critical inflection point that presents immense opportunity for Boulder, provided we sustain meaningful investment and planning in the immediate future. Below are the key priorities we urge City Council to consider for 2026: 1. Financial Support and Stewardship of UHGID Sale Funds Objective: Restore and protect UHGID funds from the Pleasant Street Lot sale and commit to continued general fund support. Recommendations: •Return the $750,000 “borrowed” for Broadway median improvements, which is an area outside UHGID boundaries, back into the UHGID fund. •Reaffirm that Pleasant Street Lot sale proceeds will be used as originally intended for access and mobility, economic vitality, and beautification of The Hill. •Commit to ongoing general fund transfers to maintain The Hill, as the district lacks sufficient independent revenue generation (e.g., meaningful property tax base). Rationale: The Hill is too important a district to be left financially unsupported. With its unique zoning and limited revenue tools, UHGID cannot self-sustain without predictable city support. The sale of Pleasant Street Lot was a rare opportunity to create lasting positive change, and those funds must be preserved for the district's benefit. 2. Cleanliness, Safety, and District Readiness for Sundance and Beyond Objective: Ensure The Hill is clean, safe, and welcoming, especially ahead of the 2027 Sundance Film Festival and other major events. 8 Recommendations: •Maintain (or increase) cleaning, graffiti removal, public safety presence, and rapid- response maintenance services in UHGID. •Coordinate closely with event partners to prepare The Hill for increased visibility during Sundance, including beautification, lighting, and infrastructure improvements. •Establish baseline expectations for support services from the city, especially with the transition of staff support from Community Vitality to the City Manager’s Office. Rationale: With Sundance bringing global eyes to Boulder, The Hill must be prepared to meet visitor expectations. Guests will not view the district as a student enclave but as a key part of Boulder’s brand. We have one chance to make a great impression. 3. Parking and Redevelopment Planning for 14th Street Lot Objective: Ensure redevelopment of UHGID-owned property includes viable parking and access solutions that support long-term economic success. Recommendations: •Maintain active stakeholder involvement in redevelopment planning. •Preserve adequate parking supply for local businesses, visitors, and employees. •Consider the 14th Street site within broader Downtown Development Authority (DDA) planning conversations to ensure equitable outcomes for The Hill. Rationale: The 14th Street lot is one of the last major development-ready sites in Boulder. Any decisions regarding its use must enhance, not hinder, the district’s future vitality. Parking and access remain essential components of The Hill’s ecosystem. 4. Placemaking, Identity, and Long-Term Investment in The Hill Objective: Embrace and amplify The Hill’s unique cultural identity as a hub for creativity, youth-driven innovation, and historic legacy. Recommendations: •Support placemaking projects that highlight The Hill’s legacy in music, arts, cycling, snow-sports, and entrepreneurship. •Prioritize The Hill in the development and potential implementation of a DDA to ensure long-term, sustainable investment. 9 •Explore creative financial tools such as reinvesting all parking revenue generated in UHGID back into the district. Rationale: The Hill is not Downtown, and it shouldn’t be. Its role in Boulder’s cultural and economic story is distinct and irreplaceable. Long-term vibrancy on The Hill will depend on its ability to foster and retain new ideas, new businesses, and new cultural expression. 5. Respecting the Work of UHCAMC Objective: Strengthen the city’s collaboration with UHCAMC and better integrate its guidance into decisions affecting The Hill. Recommendations: •Establish mechanisms to ensure UHCAMC’s recommendations are consistently reviewed and considered at all relevant stages of city planning and budgeting. •Recognize that UHCAMC is comprised of knowledgeable, engaged volunteers whose experience and input represent valuable community insight. Rationale: UHCAMC has often been sidelined or underutilized, resulting in frustration and burnout among its members. By valuing the expertise already present in this commission, the city can make better-informed, more locally responsive decisions for The Hill. The Hill’s success is Boulder’s success. It cannot and should not be left to struggle alone. With strategic investment, renewed partnership, and thoughtful planning, The Hill can become not only a revitalized commercial district, but a national model of what a university-adjacent neighborhood can become. We look forward to working with City Council and staff to ensure these priorities are included in the 2026 work plan and future citywide visioning. 10 DRAFT Downtown Management Commission Memorandum To: DMC From: Ellie Kennedy, Operations Specialist, Community Vitality Cris Jones, Director, Community Vitality Subject: Downtown Management Commission, Letter to City Council Date: TBD 2025 This document contains feedback from individual commissioners regarding recommended 2026 Council Priorities, as well as a draft synthesis of that feedback compiled into a unified letter. The memos reflect the diverse perspectives and key points raised by each commissioner, which have been carefully reviewed and integrated into a preliminary draft intended to represent the collective voice of the commission. Erica 1.Increase communication with local businesses as I believe they are the heart of the community and often have the best pulse on the opinions of locals and tourists. I would also like them to consider the negative repercussions of raising minimum wage as small businesses are seeing a decrease in sales and foot traffic and cannot justify paying employees more for the same (if not less) workload. 2. I would also like the city council to let DMC know what their ultimate goal is for growth and housing- how many more housing units would they like to see? How long do they think this will take to achieve? And at what cost to the locals who already live here. 3. Would they consider making Pearl Street dog friendly? It is currently a municipal code that they do not allow dogs so from what I understand the municipal code would need to be changed. Andy As a representative of the Downtown Management Commission, I appreciate the opportunity to share my priorities and recommendations for consideration at the 2026 Council Retreat. Priority Recommendations for 2026 11 I’d recommend the following focus areas for the upcoming year: 1. Enhance Downtown Economic Vitality through Targeted Incentives and Support for Small Businesses Objective: Develop and implement strategies to support economic vitality, address commercial vacancies, and broaden small business support with new and enhanced economic development tools and programs. Rationale: Support local businesses and reduce vacancy rates will ultimately strengthen downtown’s economic resilience, encourage community engagement, and align with Boulder’s Citywide Strategic Plan goals for a thriving and inclusive economy. While I appreciate that a lot of the Big Box retailers are filling vacancies, we also need to find ways for small local businesses to thrive downtown. 2.Strengthen Downtown Homelessness Response and Support Services Objective: Expand and coordinate services, outreach, and resources to address homelessness in the downtown area, ensuring safe solutions for key constituents (individuals (local & tourists), local employees and students (CU/Boulder HS, etc) while maintaining accessible and welcoming public spaces. I think it’s important to ensure the police department and social services have the support they need in response to this issue. Rationale: A proactive, compassionate approach to homelessness will improve safety, public health, and quality of life downtown, while supporting Boulder’s broader equity and social services goals. Perhaps there is an opportunity to collaborate with the city’s Police Department, Social Services Department, nonprofits, and community partners to implement timely, achievable initiatives. 3.Support Arts and Culture to Enhance Downtown's Identity and Attractiveness Objective: With Sundance on the horizon in 2027, we should continue to support a wide range of special events, artists, and cultural organizations through grant funding, public art, event and film permits, Boulder Arts Week, and more. Also, we should think through a more holistic long-term strategy to harness the potential impact / opportunities that Sundance will bring to the City of Boulder. Rationale: Promoting arts and cultural programming strengthens downtown’s unique character, encourages visitation, and fosters community connection, consistent with the city’s strategic goals for vibrant public spaces and community engagement. Also, how do 12 we galvanize the influx of global and national creative entrepreneurs, storytellers, film/video aficionados who will be coming through the City of Boulder. Don 1.Safety - perception and reality -There is shoplifting, violence, aggressive people who are homeless 2. Clean up of camps in the overall downtown area & creek path 3. Support for mental health in Boulder 4. Economic growth 5. Support the vacant office space in downtown that are working from home so the area retains a vibrancy 6.Simplify the process to convert some office space to other uses/Code revisions 7.Reduce excessive real estate taxes 8. Fee/Fine for office space that turns down reasonable offers so large property holders don’t wait out renting spaces at higher values 9. Support of the DDA 10.Unify the Hill to Downtown 11. Consider alternative transportation modes and incentives to get visitors downtown Kal We appreciate the opportunity to reach out to City Council with feedback. With upcoming opportunities for highlighting Boulder on the horizon, we need to make sure the city is poised and prepared to make the most of some exciting moments for our city. Specifically: the incoming of Sundance Film Festival and a landmark anniversary for Pearl Street Mall put us in a great position to capitalize on extra eyes upon our city. Our current concerns are still very much aligned with those from past letters and we hope some of these can be addressed in the short-term goals of City Council. Promoting Economic Vitality: The viability and potential of a successful downtown should be one of city council's top priorities. Many revenue streams for the city have started to plateau and businesses are leaving the area - or never coming - for more economically viable pastures. Steps need to be taken: - Promote affordability to our commercial spaces to return workforces to the Downtown area 13 -Incentivise patronizing local businesses -Fast-tracking permits to rethink spaces that have been vacant for years on end - Partnering with organizations and businesses to coordinate capital improvements This should be top priority. The more diverse we can make the offerings of local businesses, the wider net we can cast for economic success and captured revenue. Boulder is becoming less known for its quirky shops and more known for restaurants that are less and less affordable for visitors and locals. Enhancing the Perceived Safety of Downtown: Unfortunately, there have been a few high- profile and violent events in Boulder over the last few years. Pair that with the ever-present and real problems of bike theft and open drug-use, Boulder's perception of safety is quite probably eroding. Investment in lighting for safety, facilities improvements, increased support of the arts and youthful events, and making sure that our ambassador programs can stay funded are key components to making sure Boulder stays a place worth visiting. Investing in our Connections: We need to focus on making it easy to get from one side of Boulder to the other…and beyond. As Boulder expands, we need to make sure that our different economic areas interconnect through all modes of transportation and collaboration. Besides the obvious enhancement or expansion of buses and bike paths, we should promote the idea of a more cohesive Boulder. Less about the University ecosystem vs the Local population, more about the shared youth experience. Less about the NIMBY-ism of the foothills pushing the less affluent further east, more about how important it is to grow the symbiotic relationships of “worker” and “consumer”. DRAFT #1 Dear Members of City Council, We appreciate the opportunity to share our 2026 priority recommendations to help inform your upcoming Council Retreat. Downtown is the heart of Boulder economically, culturally, and socially, and DMC remains committed to shaping a downtown that is thriving, safe, and welcoming to all. We are mindful that 2026 priorities must be achievable within a one-year timeframe and aligned with the Citywide Strategic Plan. Below are DMC’s recommended key areas of focus for the coming year: 1. Enhance Downtown Economic Vitality & Small Business Support Objective: Introduce targeted programs and policies to support local businesses, fill commercial vacancies, and encourage economic diversity downtown. 14 Recommendations: •Increase proactive engagement with small business owners to better understand their evolving challenges. •Promote affordability and flexible lease terms for commercial spaces, including possible incentives or tax relief for landlords willing to accommodate local entrepreneurs. •Explore fast-track permitting for adaptive reuse of vacant office spaces and identify code revisions that allow for more agile business models. •Consider reasonable policy mechanisms (e.g., vacancy fees) to discourage property owners from sitting on unrented commercial space. •Clarify and coordinate goals related to housing and growth. Specifically, how increased residential density downtown may impact existing businesses and infrastructure. Rationale: The vitality of our downtown is waning as vacancies grow, foot traffic declines, and businesses struggle to stay afloat, with many citing reduced sales and increased costs. The city must balance wages, tax, and regulatory policies with the economic realities of small businesses. Without strategic action, we risk losing the entrepreneurial character that defines Boulder. 2. Strengthen Safety, Homelessness Response, and Mental Health Services Objective: Expand interagency collaboration to address public safety, homelessness, and mental health needs downtown, with an emphasis on both compassion and enforcement. Recommendations: •Provide adequate support for the Boulder Police Department and Human Services to ensure visible, coordinated outreach and safety interventions downtown. •Accelerate efforts to clean up camps along the creek path and surrounding areas while offering humane support services and shelter options. •Ensure ongoing funding for downtown ambassadors, lighting improvements, and public facilities maintenance to improve safety perception and reality. Rationale: High-profile incidents, open drug use, and increasingly aggressive behavior have made many downtown stakeholders feel unsafe. Tourists, employees, students, and residents alike must be able to enjoy downtown without fear. Holistic solutions grounded in compassion and accountability are urgently needed. 3. Invest in Arts, Culture, and Public Events 15 Objective: Leverage Boulder’s creative energy and upcoming opportunities, like the 2027 Sundance Film Festival and Pearl Street’s upcoming 50th anniversary, to reinvigorate the downtown experience. Recommendations: •Continue strong support for local artists, event organizers, and cultural institutions via grants, permits, and streamlined processes. •Develop a strategic plan to ensure Sundance’s arrival has long-term economic and cultural benefits for Boulder. •Galvanize community-wide engagement around major downtown milestones through collaborative planning and promotion. Rationale: Arts and culture are foundational to Boulder’s identity. As we prepare for increased national and global visibility, we must ensure the city’s infrastructure, partnerships, and public spaces are ready to meet the moment. 4. Improve Transportation Connectivity & Access Objective: Promote transportation policies that increase accessibility to downtown while reducing congestion and barriers for visitors. Recommendations: •Incentivize alternative transportation options such as expanded bike paths, free or discounted transit, and micro-mobility programs. •Revisit policies that inhibit seamless movement between The Hill, CU Boulder, and downtown. •Explore long-term solutions for integrating underused office spaces with transportation and mobility hubs. Rationale: A well-connected city benefits all. Encouraging easy and equitable access to the downtown area will support businesses, reduce environmental impact, and improve community cohesion. Additional Considerations •Dog-Friendly Downtown: We ask Council to consider revisiting municipal code restrictions prohibiting dogs on Pearl Street. This could improve foot traffic and public satisfaction, especially with proper signage and management strategies. 16 •Clear Growth Targets: DMC would benefit from greater clarity on City Council’s long- term housing and growth goals, including timelines and impact assessments on current residents and businesses. We thank the City Council for your continued partnership and leadership. As Boulder enters a year of unprecedented opportunity and continued challenge, we urge City Council to prioritize tangible actions that make downtown safer, more inclusive, economically viable, and vibrant. 17 DRAFT Boulder Junction Access District – Travel Demand Management and Parking Joint Commissions Memorandum To: BJAD – TDM and Parking Joint Commissions From: Ellie Kennedy, Operations Specialist, Community Vitality Cris Jones, Director, Community Vitality Subject: Boulder Junction Access District – Travel Demand Management and Parking Joint Commissions, Letter to City Council Date: TBD 2025 This document contains feedback from individual commissioners regarding recommended 2026 Council Priorities, as well as a draft synthesis of that feedback compiled into a unified letter. The memos reflect the diverse perspectives and key points raised by each commissioner, which have been carefully reviewed and integrated into a preliminary draft intended to represent the collective voice of the commission. Rebekah 1.Resiliency for residents and businesses. For BJAD, this may manifest in: •Further evaluation and temporary reductions of mill levies during this difficult time, given sufficient reserves. BJAD continues to be one of the highest taxed neighborhoods in the city, despite being home to many low and middle-income households. •Investment in green "breathing" space/parks near the now high-density neighborhood to promote community interactions that can provide people of all ages and background with mutual support networks. •Address problems obtaining and keeping insurance for multifamily buildings within the city. We're seeing insurance companies decline to renew policies due to wildfire risks. •Support for complete neighborhoods including daycare, pet boarding/vets, etc. We have some of this in BJAD, but day care may be at risk across the city and needs to be planned for in TVAP Phase 2. 2.Climate Goals for the City. Ramp up safe routes for bikes and pedestrians, connecting BJAD and the rest of the city to each other. 18 Daniel Priority 1 Given the city’s growing complexity, fiscal constraints, and need for more transparent economic analysis around policies and development decisions. I would like to suggest council create a new internal, independent department called: Boulder Office of Economic & Policy Analysis (OEPA) Purpose: To enhance fiscal transparency, data-driven policymaking, and public trust by creating an independent body that evaluates the economic and budgetary impacts of major city decisions, ordinances, and projects. Background & Rationale Boulder faces increasingly complex fiscal and policy challenges, from housing and climate investments to infrastructure, cultural assets, and district financing. Yet, the City currently lacks a dedicated, nonpartisan office to consistently assess the economic and fiscal impacts of proposed policies or development agreements. At the federal level, the Congressional Budget Office (CBO) and the White House Office of Management and Budget (OMB) provide independent and administrative analyses, respectively, ensuring well-informed, transparent decision-making. A local adaptation of this model would allow Boulder to achieve the same balance of independence and coordination. Proposed Solution Create the Office of Economic & Policy Analysis (OEPA) — a small, expert, and independent team that provides: • Fiscal Notes for proposed ordinances and ballot measures; •Economic Impact Assessments for major projects, districts, or public-private partnerships; • 10-Year Fiscal and Economic Forecasts to guide long-term planning; and •Program Evaluations of existing city initiatives for cost-effectiveness and community return. Governance & Structure • Reporting Line: Independent of the City Manager; reports directly to City Council or through the City Auditor’s Office. • Oversight: Advisory committee of economists, CU Boulder faculty, and civic representatives. 19 • Partnerships: CU Boulder Leeds School of Business and the Colorado Legislative Council Staff (state CBO equivalent). •Initial Staffing: 1–2 FTE analysts (economist, fiscal analyst, policy researcher, data scientist). • Estimated Budget: TBD. Could be partially grant-funded or supported by university partnerships • Expected Outcomes • Strengthened transparency and accountability. • More consistent, data-informed policymaking. • Improved public confidence in fiscal and economic decisions. • Enhanced regional collaboration and academic integration. Priority 2 – Align Bike Infrastructure with Actual Use Commission a citywide bike usage and infrastructure study to ensure transportation investments are guided by real-world data. The study should include: •Usage metrics to inform capital prioritization; and •A survey of bike storage facilities in multifamily and office projects to evaluate how existing code requirements align with actual resident and worker behavior (e.g., the common practice of storing bikes within units). Priority 3 – Strengthen Local Transit Connectivity Enhance local transit service to and from the Boulder Junction Transit Station so it can fully realize its vision as a true multimodal hub. Improved service frequency, neighborhood routes, and first/last-mile connections are essential to unlocking the district’s potential as a regional mass transit center. Priority 4 – Activate the District’s Storefronts Establish an economic incentive and small business support program to attract new local retailers, restaurants, and food & beverage operators. Filling vacant spaces will strengthen the district’s identity, enhance walkability, and foster a more vibrant street life. Priority 5 – Attract and Support Families Develop a family incentive and marketing initiative to encourage families to move into the district. The program should highlight Boulder Junction as a family-friendly, 15-minute neighborhood — emphasizing safety, schools, parks, cultural amenities, and access to transit and daily conveniences. 20 DRAFT #1 Dear Members of City Council, Thank you for the opportunity to provide recommendations for the upcoming 2026 City Council Retreat. As the advisory commissions for BJAD, one of the city’s most ambitious multimodal, mixed-use neighborhoods, we recognize both the promise of this district and the importance of sustained, data-driven support to realize its full potential. We offer the following priorities, with the understanding that they must be achievable within a 12-month timeframe and aligned with the Citywide Strategic Plan: Priority 1: Explore the Establishment of an Office of Economic & Policy Analysis (OEPA) Objective: Consider creating a small, independent city office to provide consistent, nonpartisan economic and fiscal analysis of major policies and development decisions. Recommendation: •Begin exploring a model for a 1–2 FTE team (e.g., economist, policy researcher, fiscal analyst). •Provide services such as fiscal notes for ordinances and ballot measures, 10-year forecasts, and impact assessments of major public-private projects. •Consider partnerships with CU Boulder’s Leeds School of Business and other research institutions. •Structure the office to ensure independence, potentially reporting to City Council or through the City Auditor, recognizing that final decisions about structure and reporting lines rest with city leadership. Expected Outcomes: Enhanced transparency, more informed and accountable policymaking, and strengthened public trust in city planning and fiscal stewardship. Rationale: Boulder is navigating increasingly complex financial and policy challenges—from climate investments and housing pressures to district funding models. Currently, there is no centralized, transparent, and trusted resource for evaluating the short- and long-term impacts of city actions. Priority 2: Improve Multimodal Connectivity and Transit Access Objective: Enhance transit and bike infrastructure in BJAD and across Boulder to support climate goals and equitable mobility. Recommendations: 21 •Bike Infrastructure Alignment: Commission a usage-based study of bike infrastructure to align investments with real-world behavior. Include analysis of bike storage utilization in multifamily and office developments. •Transit Frequency & Coverage: Improve local service to and from Boulder Junction Transit Station to fulfill its role as a regional multimodal hub. Prioritize increased frequency, expanded neighborhood service, and first- and last-mile solutions. Rationale: BJAD was envisioned as a model for 15-minute car-optional living. Without reliable local transit and well-integrated bike networks, the district risks falling short of its sustainability and equity goals. Priority 3: Promote Resiliency for Residents and Businesses Objective: Address the growing economic strain on BJAD’s low- and middle-income residents and businesses. Recommendations: •Evaluate and, if appropriate, temporarily reduce the district’s mill levies, which are currently among the highest in Boulder, especially if sufficient reserves exist. •Explore investment in nearby green spaces or small parks to promote well-being and community connection in this high-density area. •Support services that contribute to complete neighborhoods such as childcare, pet care, and essential services. •Advocate for improved access to insurance for multifamily buildings, which are increasingly unable to secure coverage due to wildfire risks. Rationale: BJAD residents and small businesses are experiencing increased costs and limited financial flexibility. Temporary tax relief and essential service planning can increase resiliency and maintain affordability. Priority 4: Activate Storefronts and Revitalize Street Life Objective: Launch an incentive program to fill vacant commercial spaces and promote a vibrant, walkable district. Recommendations: •Provide grants or financial assistance to help small, local food & beverage operators and retailers establish a presence in the district. •Consider flexible lease incentives or city-supported tenant improvement funds. 22 •Collaborate with Downtown Boulder Partnership and other organizations to design district-specific support strategies. Rationale: Empty storefronts diminish the vibrancy and safety of the area. Active ground-floor uses are essential to building a thriving community that supports the city’s economic development and climate goals. Priority 5: Make Boulder Junction a Destination for Families Objective: Attract families to live in and shape the BJAD district by emphasizing its long-term potential as a 15-minute neighborhood. Recommendations: •Launch a family-friendly marketing initiative that highlights safety, transit access, parks, schools, and cultural offerings. •Consider financial incentives or support for family-oriented housing and services. •Explore child-friendly design features in future developments, public spaces, and transportation infrastructure. Rationale: Boulder’s population is aging, and families are increasingly priced out or disconnected from urban centers. BJAD can provide a walkable, connected alternative if positioned correctly and now is the time to invest in that identity. We appreciate your consideration of these priorities and your continued commitment to the thoughtful development of Boulder Junction. This district remains a model for equitable, sustainable urbanism, and with continued focus, it can fulfill its vision as a true regional destination and community. 23