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HomeMy WebLinkAbout10.20.25 All CV Commissions PresentationEconomic Vitality Strategy Updates Moving Towards Cultural & Economic DevelopmentGeneral Improvement District Boards RetreatOCTOBER 20, 2025 City of Boulder Agenda1. Overview of Economic Vitality Strategy & Implementation Activities2. Current Operational Challenges and Goals of Reorganization3. Reorganization Overview 4. NextSteps Economic Vitality Strategy Focus Areas3Equity• Equitable & accessible economy Resilience• Sustainable & resilient economyVitality• Active & vibrant commercial areasInnovation• Innovation & entrepreneurship 2025-2026 City Council Priorities•Economic Development Plan & Program Enhancements•Develop strategies to support economic vitality•Address commercial vacancies •Broaden small business support•Expand economic development programs and tools•Commercial Area Connections & Blueprint•Enhance connections and beautification efforts between Hill and Downtown•Explore new tools to support commercial area vibrancy4 City of Boulder April 24 Study Session Recap •Council received an overview of the updated Economic Vitality Strategy•Four focus areas (Equity, Resilience, Vitality, Innovation)•Current and planned activities•Council also received an update on the Commercial District Analysis•Included recommendation to further explore a Downtown Development Authority (DDA)•Also provided overview of potential other tools across other key areas (e.g. urban renewal, metro districts, expanded general improvement districts)•Council supported the continued exploration of the district tools while also emphasizing the need to act with urgency to address economic challenges•Staff committed to bringing back implementation updates, especially those that could be directly influenced by the city•Finally, there was a desire to ensure the support of small businesses and to advance economic development in a way that was in alignment with community culture and values5 Council Feedback on EVS Council received an overview of the updated Economic Vitality Strategy (April 24)Four focus areas (Equity, Resilience, Vitality, Innovation)Current and planned activitiesCouncil also received an update on the Commercial District AnalysisIncluded recommendation to further explore a Downtown Development Authority (DDA)Also provided overview of potential other tools across other key areas (e.g.urban renewal, metro districts, expanded general improvement districts)Specifics action steps –how can we focus in and with urgencyEspecially areas where city has levers available Direct outreach/collaboration with business communityIssue and strategy identificationStrategy for dealing with federal resource impacts Support for innovation/entrepreneurship Inclusive economic developmentContinued small business focusSupport attraction that aligns with culture/valuesEmployee ownerships/co-op model explorationSupport for DDA, other tool exploration Governance efficiency Coordination/alignment amongst existing plans 6 Economic Vitality Strategy ImplementationBusiness SupportCities Work Engagement• Process analysis• Process improvement Communication Enhancements (e.g. business newsletter)Affordable Commercial Pilot ProgramDistrict SupportBroadway Median Improvements Underway (University Hill)Continued Exploration of Downtown Development Authority (DDA)• Plan of DevelopmentCommunication of maintenance improvements, process improvements Other implementation of the District Analysis Economic DevelopmentExpanded Economic Incentive ProgramBoulder Urban Renewal Authority (BURA)Targeted Redevelopment Opportunities (East Bookend, Boulder Junction Phase 2)CHIPS Zone Creation Consideration of Metro Districts7 Gap Identification and Opportunities •Opportunity to bolster activities that benefit all districts•Arts & Culture as an economic driver•Preparation for changes in function for general improvement districts •Broader use beyond parking and access (e.g. business support, redevelopment, maintenance, events, etc.)•Limited tools to promote, develop economic activity (i.e. address commercial vacancies) •And support to be able to effectively use tools •Need to examine current resources, structure in difficult fiscal environment to support needs 8 Purpose and Goalsof Reorganization•The mission of the new Cultural and Economic Development function is to foster an inclusive, healthy, resilient, and sustainable economy by strategically integrating economic vitality and cultural vibrancy. The function will champion innovation, diversity, and collaboration to create a thriving community where all residents, businesses, and visitors can prosper. •This mission is tied directly to the city’s Citywide Strategic Plan, Economic Vitality Strategy and the Arts Blueprint, with a clear focus on Equity, Resilience, Vibrancy, and Innovation.•The new structure is organized into three distinct areas that consolidate and re-focus core functions of the Office of Economic Vitality and Department of Community Vitality.9 Cultural and Economic DevelopmentArts & Culture: This area will continue to implement the city's Arts Blueprint, promoting the arts as both a cultural asset and an economic driver.Grants:Administering the Cultural Grants Program, which provides financial support to individual artists and cultural organizations through grants for general operations, projects, and venue fee waivers.Public Art:Managing the Public Art Program, including the acquisition and maintenance of permanent works, temporary art interventions, and the Creative Neighborhoods Mural Program. Business Support: This area will be the primary point of contact for the business community, providing direct support to help businesses start, grow, and thrive.Business retention, attraction, and expansion programs.Direct business support programs.Navigation and technical assistance to help businesses understand city processes.Management of the Boulder Small Business Development Center (SBDC).Economic Development: This area will focus on strategic, long-term initiatives that shape the city’s economic landscape.Redevelopment opportunities and cross-departmental leadership.Partnership development and management. Incentive analysis and negotiation.Opportunity exploration and innovation, including supporting advanced industries.Management of special district planning, such as the potential new Downtown Development Authority (DDA).10 Alignment with Best Practices•The city's new approach to Cultural and Economic Development is aligned with best practices seen in peer cities like Fort Collins and Longmont. •Integrated Model:The integrated function signals to investors and businesses that the city is serious about economic development and recognizes the value of the creative economy. This can help attract priority and creative industries.•Strategic Focus:The new department will focus on high-level strategic initiatives like redevelopment, business and artist support, and marketing, while centralizing operational tasks.•Preparing for Future:The new structure provides a support system for the general improvement districts to evolve, positioning them to be nimble with change ahead.•Downtown Development Authorities (DDAs) or similar entities in peer cities actively fund art, events, and marketing to attract businesses and residents, a model that Boulder's new structure supports.11 Functions Moving to Other Departments•To streamline operations, the following functions will shift as follows: •Special events (City Manager’s Office)•Maintenance (Facilities & Fleet)•Parking enforcement (Planning & Development)•Customer service (City Manager’s Office)•Parking management (Transportation & Mobility)12 Same Face, New Place•Cris Jones, Director of Strategic Partnerships, CMO•Justin Greenstein, Special Events Senior Program Manager, CMO•Matt Chasansky, Manager of Special Projects, CMO•Kristine Edwards, Facilities Manager, Facilities & Fleet •Sam Bromberg, Senior Project Manager, Transportation & Mobility 13 Organizational Chart: Office of Cultural & Economic DevelopmentAssistant City Manager (Mark Woulf)Business Support Senior Manager (Jennifer Pinsonneault)Business Support Program Manager –fixed-term (Marisela Parraguez)SBDC Principal Program Manager (Sarah Wood)**Economic Development Senior Manager (hold vacant)Economic Development Manager, Strategy & Partnerships (Reegan Brown)Economic Development Manager, Finance (Elliott LaBonte)Economic Development Project Manager (Chelsea Sullivan) Arts & Culture Manager (Lauren Click)Arts Program Manager (Brendan Picker-Mahoney)**Arts Program Manager (Sarah Harrison)**14**Includes additional positions not listed Organizational Chart: Location of Other Current Community Vitality FunctionsCommunity VitalityTransportation & MobilityParking Programs (EcoPass, NPP, etc.)1 FTECMOCultural & Economic Development18 FTE (incl. C&E support)Parking Customer Service3 FTESpecial Events2 FTEFacilities & FleetParking Maintenance & Capital Projects11 FTEPlanning & DevelopmentParking Enforcement14 FTE15 Next Steps for Reorganization•Transfer Functions:Gradually between now and the end of the year functions—such as maintenance, parking enforcement, and special event management—will transfer to other city departments.•Continued planning and coordination with impacted departments through end of year•Community Vitality will officially dissolve as a department January 1, 2026•Continued Support for Critical Initiatives:The new Cultural and Economic Development function will support:•Special District Planning:Provide management during the planning and community outreach phases for the new DDA.•Economic Development:Align resources with business retention, attraction, and expansion efforts. Look for process improvements and business navigation efforts.•Arts & Culture:Support Arts Blueprint development and implementation. •Staffing and Work Planning:Finalize staff roles within the new office and across impacted departments. Work planning will occur in October to prioritize resources for ongoing and future projects. Determine budget needs and adjustments (if necessary) for 2026. •Support for Impacted Staff Members: Unfortunately, there are not new roles for all existing positions. This impacts six current positions. We are working with these colleagues to identify potential roles in currently vacant positions. 16