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Winter 2025 Board and Commission Letters to City Council - UPDATED with OSBT, PB, & LBBoulder Arts Commission Memorandum To: Mayor and Members of City Council From: Lauren Click, Arts and Culture Manager, Office of Arts + Culture Cris Jones, Director of Community Vitality Subject: Boulder Arts Commission, Letter to City Council Date: November 19, 2025 Thank you for your continued support and for recognizing how deeply the arts are woven into the fabric of Boulder. Here, the arts aren’t an afterthought, they are part of daily life. It shapes how we see ourselves, how we connect with one another, and how we experience this city. The arts help us process change, feel more alive, and find meaning in ordinary moments. It builds empathy, sparks creativity and innovation, and carries our shared stories and identities forward. These aren’t luxuries - they’re at the core of what makes Boulder vibrant, resilient, and human. In Boulder, you can feel this in small, tangible ways: a child’s first visit to the Dairy Arts Center on a school field trip; a Streetwise mural that makes a familiar block feel new again; a student band performing on the lawn in front of New Local - brightening a summer afternoon; a Boulder Ballet performance that helps us grieve and heal; a Roots concert that brings people out onto porches to listen alongside festival goers at dusk. The arts meet residents where they are, in our parks and libraries, on trails and creek paths, in classrooms and community centers, helping people of every age and background feel connected, welcome, and seen. 2025 Major Accomplishments and Highlights: ●“Water Trail” by Gregory Fields and “Circle of Honor” by Michael Clapper at Fire Station 3 installed plus four public art projects initiated. ●Three Western City Campus projects totaling $1m (cont.) ●Five Experiments in Public Art Lectures ●Public Art Tours with over 230 attendees (offered as Spanish and tactile tours as well) ●Permanent Art Collection audit project completed ●Over 160 Grants + Fee Waivers (totaling $1.63M) and a successful first year with grants panel ●5 Organizations Summits with 111attendees (so far) and 7 Artist Meet Ups ●Developed 2026 grants program including utilizing the Race Equity Toolkit ●8 Creative Neighborhoods Murals completed and New Community Projects Launched ●11th annual Boulder Arts Week and Launched inaugural Boulder Arts Week Awards ●Experiments in Public Art Series with the Boulder Valley Comprehensive Plan This year we completed the Artist Census, which confirmed both the strength of Boulder ’s creative community and its biggest challenge: access to affordable space. The report calls for flexible zoning, adaptive reuse, and creative partnerships to turn unused buildings into cultural hubs - solutions we can only pursue together. Programs like Creative Neighborhoods and Cultural Grants continue to sustain local nonprofits. We’ve built a mural artist roster and expanded Boulder Arts Week, bringing more color, dialogue, and connection into our shared spaces. Voters have made their priorities clear by overwhelmingly passing the Arts, Culture & Heritage Tax. They want more opportunities to create, to gather, and to experience culture that reflects who we are and who we want to become. Now, it’s our responsibility to steward these funds with transparency, intention, and impact. We encourage city council to do the same. We advocate you continue to revisit the issue of paying administrative costs out of the general fund in future years to allow for greater impact to grants and organizations, per the expectations of Arts, Culture & Heritage Tax funds. Restructuring the Office of Arts & Culture within the Office of Economic Development provides an opportunity to align broader policy and action with the Boulder Arts Blueprint - through zoning, permitting, noise regulations, and live/work rules. Creativity shouldn’t sit in a single department - it belongs in housing, transportation, climate planning, economic vitality, and beyond. When art is integrated into civic life, Boulder becomes more connected, more inclusive, and more imaginative. People feel it in their everyday lives: streets that feel safer and more alive, minds supported by creative expression, and neighborhoods proud of their unique voices. To help Boulder fully realize its creative potential, we are asking for your partnership in a few key areas. First, we urge the City to update zoning policies to allow more live/work, rehearsal, studio, and cultural spaces, and to make vacant or underused buildings available for temporary or permanent creative use. We also ask that the permitting process for cultural events and temporary installations be simplified and fees reduced, and that noise regulations be modernized so performances and gatherings can thrive in appropriate areas and hours. In addition, we hope to see artists and cultural workers included in affordable housing and live/work housing programs, and for the goals outlined in the Boulder Arts Blueprint to be fully integrated into city planning and development review. With Sundance arriving in 2027, aligning zoning, permitting, noise, and live/work policies now will ensure the festival’s energy amplifies local artists rather than displacing them. Together, these steps will ensure that creativity has room to grow in Boulder - physically, economically, and civically. Thank you for your leadership, your belief in the role of arts in civic life, and your partnership in helping Boulder become the creative, compassionate, and inspiring city we know it can be. If any Councilmember would like to attend a local performance or event, please reach out to Lauren Click in the Office of Arts & Culture, she would be happy to help. With Appreciation, The Boulder Arts Commission —Caroline Kert, Chair; Jeffrey Kash, Vice-Chair; Maria Cole; Yaelaed Whyel; Sheryl Cardozo; Jill Katzenberger, and Gayathri Vinay November 26, 2025 Mayor Brockett, Boulder City Council and Boulder Staff 1777 Broadway Boulder, CO 80302 Via: email to Lauren Click, Manager, Office of Arts + Culture, City of Boulder Dear Mayor Brockett, Members of the Boulder City Council, and Boulder Staff, We appreciate the work of the City and City planners to update the Boulder’s Comprehensive Plan. We were fortunate for planners to present the progress of the plan at the Boulder Art Commission meeting. We are writing to respectfully request that the Planners and Council consider amending the city’s zoning code to allow art studios or workshops (as defined by the Chapter 16 Definitions, Land Use Code) as unconditional use in all “R” (Residential) zoned districts throughout Boulder. As passionate supporters of the arts invested in the cultural vitality of our community, we believe this change would foster creativity, economic growth, and a stronger sense of community throughout our neighborhoods. The Need for Artist Studios in Residential Zones Currently, many artists and creative professionals struggle to find affordable and accessible spaces in Boulder where they can create, collaborate, and contribute to our city’s vibrant culture. The limitations of “R” zoning restrict the establishment of artist studios in residential neighborhoods, which inadvertently stifles artistic expression and opportunities for local engagement. Benefits of Allowing Artist Studios in “R” Zones Fosters Creativity: Integrating artist studios into residential areas provides artists with the flexibility to work close to home, reducing commute times and strengthening their connection to the community. Enriches Neighborhoods: Artist studios can serve as hubs for workshops, exhibitions, and community events, fostering neighborly interaction and cultural exchange. Supports Local Economy: Creative businesses, including artist studios, contribute to Boulder’s economy by supporting local suppliers, attracting visitors, and generating income. Encourages Diversity: Making space for artists in all neighborhoods helps ensure that the arts remain accessible and inclusive, reflecting the diversity and spirit of Boulder. Proposed Amendment and Safeguards We propose that the Council update the city’s zoning regulations to expressly allow artist studios as a use-by-right in all “R” zoned areas, with reasonable safeguards in place to ensure compatibility with the residential character of each neighborhood. This may Attachment A - Zoning Change Request include limitations on noise, traffic, and signage, as well as requirements for appropriate hours of operation. Boulder is well known for its commitment to the arts and creative innovation. By allowing artist studios in all residential zones, the City Council can further demonstrate its dedication to supporting local artists and enhancing the quality of life for all residents. We urge you to take this step and help Boulder’s creative spirit continue to thrive. Thank you for your consideration. We would be happy to discuss this proposal further or provide additional information at your convenience. Sincerely, Boulder Arts Commission: Sheryl Cardozo; Maria Cole, AIA, NCARB; Jeffrey Kash, Commission Vice-Chair; Jill Katzenberger; Caroline Kert, Commission Chair; Gaya Vinay; Yaelaed Whyel Cc Lauren Click, Manager, Office of Arts + Culture, City of Boulder Attachment A - Zoning Change Request Boulder Junction Access District – Travel Demand Management and Parking Joint Commissions Memorandum To: Mayor and Members of City Council 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: December 3, 2025 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. 1. 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: • Consider commissioning 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. • 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. 2. Promote Resiliency and Revitalize the District Objective: Strengthen economic and social resiliency for BJAD’s residents and businesses while activating storefronts and enhancing the vibrancy of the district. Recommendations: • Renew the temporary reduction of the district’s mill levies, which are currently among the highest in Boulder, particularly if sufficient reserves exist. • Explore investment in nearby green spaces or small parks to promote well-being, community connection, and increased foot traffic in this high-density area. • Support services that contribute to complete neighborhoods such as childcare, pet care, and other essential amenities that help residents and workers thrive. • Advocate for improved access to insurance for multifamily buildings, which are increasingly unable to secure coverage due to wildfire risks. • Provide grants or financial assistance to help small, local food and beverage operators and retailers establish a presence in the district. • Consider flexible lease incentives or city-supported tenant improvement funds to attract and retain diverse businesses. • Collaborate with Downtown Boulder Partnership and other organizations to design district-specific support strategies that align with broader city goals. Rationale: BJAD residents and small businesses face increased costs, limited financial flexibility, and a rise in vacant storefronts that reduce district vibrancy and safety. By combining temporary tax relief, targeted investments, and business activation strategies, the district can enhance resiliency, maintain affordability, and foster a thriving, walkable community that supports Boulder’s economic development and climate goals. 3. Strengthen Connectivity and Cohesion within TVAP II Objective: Create a more holistic and connected transportation and urban design framework that links the eastern and western sides of the tracks, as well as the north and south sides of the creek, to support access, mobility, and economic integration. Recommendations: • Develop a comprehensive connectivity plan for TVAP II that prioritizes multimodal access, such as pedestrian, bicycle, and vehicular, across the tracks and creek. • Explore infrastructure solutions such as bridges, underpasses, or enhanced crossings to connect the upper portion of TVAP II with nearby businesses. • Coordinate with property owners, business operators, and transportation planners to ensure design solutions align with future development and safety goals. • Integrate wayfinding, lighting, and landscape improvements to enhance usability and promote a sense of cohesion throughout the area. Rationale: The current separation between key parts of TVAP II limits accessibility, economic opportunity, and district identity. Establishing stronger connections between the east and west sides of the tracks and across the creek will support more cohesive development, improve mobility, and strengthen the area’s overall vitality. Additional Considerations Explore the establishment of an Office of Economic & Policy Analysis (OEPA), a small, independent city office designed to provide consistent, nonpartisan economic and fiscal analysis of major policies and development decisions. The city could begin by exploring a model for a 1– 2 FTE team, including positions such as an economist, policy researcher, or fiscal analyst, to offer services including fiscal notes for ordinances and ballot measures, 10-year forecasts, and impact assessments of major public-private projects. Partnerships with CU Boulder’s Leeds School of Business and other research institutions should be considered to strengthen analytical capacity. To ensure independence, the office could report to City Council or through the City Auditor, with final decisions about structure and reporting lines determined by city leadership. Expected outcomes include enhanced transparency, more informed and accountable policymaking, and strengthened public trust in city planning and fiscal stewardship. This recommendation is grounded in the reality that Boulder faces increasingly complex financial and policy challenges, from climate investments and housing pressures to district funding models, without a centralized, transparent, and trusted resource for evaluating the short- and long-term impacts of city actions. 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. The Travel Demand Management Commission did not have a quorum to approve the letter but the members are in support of the letter’s content. Signed, Boulder Junction Access District – Parking Commission Chair Robyn Ronen Vice Chair Rebekah Dumouchelle Commissioner Kevin Knapp Commissioner Daniel Aizenman Design Advisory Board Memorandum To: Mayor and Members of City Council From: Kalani Pahoa, Principal Urban Designer, Planning and Development Services Brad Mueller, Planning and Development Services Director Subject: Design Advisory Board, Letter to City Council Date: 12-18-2025 Dear Mayor Aaron Brockett and City Council Members, The Design Advisory Board is excited to collaborate with the Council to help achieve the 2026 priorities. DAB members see themselves as a bridge and liaison between the design and development community, city officials, and the public. Our highest goal is to support the City in maintaining design excellence that upholds Boulder’s status as an internationally recognized leader in urban design and sustainability. Recently, overly cumbersome city processes and a feeling that the city is obstructive to achieving great design have frustrated the design and development community. Boulder’s reputation is that of a city that is difficult to work in, where permits take too long to obtain, and where collaboration with city staff and the public is lacking. The perception is that the city creates roadblocks instead of fostering creative, collaborative solutions. City processes should serve as a starting point for creative collaboration, not a barrier, and if they become problematic, the city must be willing to change rules quickly. The lengthy process means only large, wealthy developers can afford to build in Boulder DAB can play a crucial role in identifying issues and helping the city find solutions that can rebrand the Planning and Development Services Department as a collaborative force in our city’s built environment. The key is a subtle but vital shift from, “that is not allowed” to “Here is what WE can do instead,” and if not, “here is how we can work to change the rules.” Our local government is not static but a work in progress. We need to foster an atmosphere of experimentation, not analysis paralysis, where the city and the public are co- creators of a shared vision. We are formally requesting to join City Council in a study session to further collaborate on the following action items. We identified Strategy 15 in City Council Priorities as an area where we think DAB can help, and we are proposing concrete ideas for your consideration. Strategy 15. Streamline processes for housing, parking, infrastructure, land use, and events that tie directly to priority community outcomes. 1. Priority Action: Identify and implement ways to reduce bureaucracy, improve efficiency, and facilitate quicker approvals for initiatives that align with and enhance the City’s priorities related to sustainability, safety, economic vitality, and community well-being. Facilitate Action: DAB often highlights frustrating issues in the City process or the built environment that DAB applicants or the public raise. These issues should be addressed, not just lamented. DAB could provide regular feedback that the council or City Staff should act upon. This “parking lot” of feedback could serve as a foundation for outreach and foster the positive progress the public desires. Commercial Vacancies: DAB recognizes that Commercial vacancies are a significant economic problem and an embarrassment to the Boulder Community. Boulder can drastically expedite the time it takes for commercial tenants to occupy spaces. Many cities provide over-the-counter reviews for TI projects. We could also encourage temporary usage of these spaces as venues, such as pop- up shops or, as we saw at the Boulder Roots festival, community engagement through music in retail spaces. Streamline and simplify the process so that smaller, independent retailers can fill the empty spaces. Fast-track the small TI review process. Small retailers often sit on unpermitted space while paying rent and paying the architectural team and consultants, while the permit is held up in review. DAB as Idea Incubator: DAB could serve as a forum for the public to present ideas related to the built environment. A portion of our meeting could be set aside for the public to present ideas. This is vital in the concept of addressing the “missing middle” in Boulder, where many feel there is no forum for vetting ideas- Formal council meetings might not be the best place for this, DAB could fill that role. 2. Priority Action: Develop a community engagement approach (inform and outreach-focused) that provides clear communication about how the streamlined permitting process benefits all City stakeholders. Design Professional Representatives: DAB can easily provide feedback to the City on streamlining permitting. As a conduit to the profession, DAB is a built-in focus group of dedicated and informed Design professionals. Planning Board and City Council Collaboration: DAB members frequently expressed interest in regularly attending Planning Board meetings and providing design feedback and opinions to the board in much the same way the City Attorney provides expert advice on legal matters. Similarly, DAB is proposing an annual City Council working session with DAB to foster dialogue and meaningfully discuss the action items outlined in our letters to Council. Priority Action: Develop ways to make it easier for individuals and businesses to understand and navigate city processes. Planning Board and City Council Collaboration: • Create an accessible point of contact. A case manager or a point of contact should be assigned to each project. Inquire Boulder is impersonal, frustrating and inaccessible. • Make the permit requirements very clear and easy to find, including design guidelines. • Provide Fast-track review on small TI or small commercial development • Reduce residential permit review times. This is costing homeowners, and adds to the problem of Boulder being unaffordable to live in. • One-on-one plan review comments meeting DAB’s role could help shift the city's image from obstructionist to one of collaboration and enthusiasm for Boulder’s development future. We invite feedback and are eager to expand our involvement in Council’s 2026 initiatives. Thank you for your time and consideration. On behalf of DAB, Brendan Ash DAB Chairperson Downtown Management Commission Memorandum To: Mayor and Members of City Council From: Ellie Kennedy, Operations Specialist, Community Vitality Cris Jones, Director, Community Vitality Subject: Downtown Management Commission, Letter to City Council Date: October 28, 2025 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. The DMC is enthusiastic about the Downtown Development Authority (DDA) and are in full support of this initiative. 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. Recommendations: • Explore fast-track permitting for adaptive reuse of vacant office spaces and identify code revisions that allow for more agile business models. Simultaneously, ease the zoning and permitting processes. • Increase proactive engagement with small business owners to better understand their evolving challenges. Provide incentives for local independent businesses. Develop action plans based on business owners’ input. • Develop new policies so that office spaces are not only rented during Sundance and then remain vacant the rest of the year. • Support the creation of the DDA to fund the ongoing vibrancy of the downtown area. • Clarify and coordinate goals related to housing and growth. Specifically, how increased residential density downtown may impact existing businesses and infrastructure. • Continue enthusiastic support of the Downtown Boulder Partnership. Rationale: The vitality of our downtown area 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: • Make the funding for the downtown ambassadors program permanent. • 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 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 Public Events and Culture 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 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 through collaborative planning and promotion. Rationale: Culture is 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 for both special events, and throughout the year for residents. 4. Improve Transportation Connectivity & Access Objective: Promote transportation policies that increase accessibility to downtown while reducing congestion and barriers for visitors. Recommendations: • Encourage alternative transportation options such as expanded bike paths, free or discounted transit, and micro-mobility programs. • Invest in seamless movement between The Hill, CU Boulder, Boulder Junction/29th Street, and downtown. • Explore long-term solutions for 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. We thank the City Council for your continued partnership and leadership. As Boulder enters a year of unprecedented opportunity and continued challenge, we urge the City Council to prioritize tangible actions that make downtown safer, more inclusive, economically viable, and vibrant. Signed, Downtown Management Commission Chair Don Poe Vice Chair Stephanie Trees Commissioner Erica Dahl Commissioner Justin Kalvin Commissioner Andy Nathan Environmental Advisory Board Memorandum To : Mayor and Members of City Council From: Jonathan Koehn, Director of Climate Initiatives Subject: Environmental Advisory Board Letter to City Council Date: December 16, 2025 Dear Boulder City Council, We appreciate your continued commitment to climate action and your strong track record of leadership in driving meaningful progress. As climate impacts accelerate, the need for coordinated, strategic, and cross-sector action has never been clearer. As we prepare to enter 2026, the Environmental Advisory Board recommends the City of Boulder create a new position - Food Systems Policy Coordinator - to work across departments and integrate climate, health, and equity considerations into all food-related initiatives. Boulder’s ongoing efforts in sustainable food procurement, food access, land- use (including regenerative agriculture), and food waste would benefit greatly from clearer ownership, expanded capacity, and stronger coordination. If Boulder is to advance a sustainable, equitable, and circular food system, a dedicated staff position is essential to guide and implement that vision. Currently, Boulder’s food-related efforts around food systems are fragmented and lack consistent coordination, despite the food system’s influence on emissions, public health, and equity. According to Boulder’s Consumption-Based Emissions Inventory, food is our community's second-largest source of greenhouse gas emissions after transportation, which represents only a portion of total food-related emissions. In addition, the City’s Environmental Purchasing Policies do not address the climate impacts associated with food procurement or food waste management. Establishing a Food Systems Policy Coordinator would enable Boulder to serve as a trusted advisor, a knowledge hub, and a central resource for all participants in the food system. With a comprehensive understanding of how Boulder’s food system functions, this position could identify challenges and opportunities across sustainability, equity, public health, and food waste - supported by evidence-based data. The Coordinator would strengthen collaboration between public and private stakeholders, enhance communication and resource efficiency, and help ensure swift, coordinated responses when programs such as SNAP face disruption. The primary goal of this position is to align and advance efforts around sustainable food procurement, equitable food access, and food waste solutions, while supporting many of Boulder’s broader climate and community goals. These include reducing greenhouse gases, improving health outcomes, enhancing air quality, expanding water conservation, increasing community resilience, and promoting social and economic equity. We welcome your feedback on this recommendation and appreciate your partnership in advancing Boulder’s climate and community goals. Sincerely, The Environmental Advisory Board (Hannah Davis, Anie Roche, Adam Winston, and Hannah Oltman) Example Priority Work Areas for a City Food Systems Policy Position ĺ 3OHDVHQRWH 7KLV LV MXVW WRJLYH \RXD VHQVH RI ZKDW PLJKW EH SRVVLEOH ĺ <RXFDQ VHH DVLPLODU UROHLPSOHPHQWHGLQ 1<& KHUH 1. Strengthen Healthy Food Access & Affordability Coordinate with community organizations and county programs to expand access to nutritious, culturally appropriate food, particularly in underserved neighborhoods. 2. Advance Climate-Friendly Food Strategies Develop and implement a citywide strategy that supports climate-friendly menus, lower- emission procurement, reduced food waste, and sustainable community education, in alignment with Boulder’s climate goals. 3. Build a Coordinated City–County Food Systems Approach Serve as a connector between the City, Boulder County, BVSD, CU Boulder, and nonprofits to align programs, share data, and reduce duplication. 4. Support Local Producers & a Resilient Regional Food Economy Strengthen urban agriculture, local farms, small food businesses, and equitable supply chains through procurement opportunities, technical assistance, and infrastructure development. Include food systems in PACE. 5. Coordinate with Food Waste Reduction & Circular Systems Partner with Eco-Cycle, county sustainability teams, and local businesses to expand food rescue, reduce edible food loss, increase composting access, and explore the use of Anaerobic Digestion, Biochar, Bioplastics, Biomaterials, and Nutrient Recovery. 6. Improve Emergency Food Preparedness Develop coordinated plans for ensuring food access during wildfires, power outages, or supply chain disruptions, in partnership with county emergency management. )RU DGGLWLRQDO EDFNJURXQGRQWKHFRQQHFWLRQEHWZHHQIRRG DQGFOLPDWHLQ %RXOGHU SOHDVHVHH WKLV OLQNHGGRFXPHQW Housing Advisory Board Memorandum To: Mayor Brockett and Members of City Council From: Karin Hoskin, Lauren Schevets, Stephen Hennessy, Michael Leccese, Philip Ogren, Cynthia Torres Subject: Housing Advisory Board, Letter to City Council Date: November 19, 2025 Dear Mayor Brockett and Members of City Council, The Housing Advisory Board (HAB) appreciates the opportunity to provide input to help inform Council’s 2026 retreat discussions and identify housing-related priorities for the coming year. HAB remains focused on advancing housing affordability, equity, and choice within Boulder—principles central to the city’s housing policies. We recognize that Council will be balancing multiple priorities in 2026. In this letter, we outline three key areas we believe merit attention and resourcing in the coming year: 1. Boulder Valley Comprehensive Plan Update. In September 2025, HAB received a presentation from City staff providing an overview of the major update to the Boulder Valley Comprehensive Plan. HAB supports the approach of treating the Plan as a visionary guide rather than providing regulatory mandates. While the policies are still being drafted, we endorse a housing-forward approach that includes: • Increasing housing supply and variety of housing choices; • Planning for efficient use of land that encourages mixed use development in proximity to multimodal corridors and transit centers; • Promoting an accessible city with walkable access to neighborhood goods, services, and mobility options; • Transitioning people experiencing homelessness to housing; • Preserving manufactured housing. Additionally, as part of the 2026 Comprehensive Plan update, HAB supports moving the Planning Reserve (Area III) into Area II, making it available for annexation and potential future housing development. This change would allow the City to conduct detailed planning for this area to meet community-identified housing needs while maintaining Boulder’s values of environmental stewardship, compact growth, and social equity. The need for a more diverse and attainable housing supply – particularly for working families, essential workers, and older adults – continues to outpace what can be achieved within the City’s current boundaries. 2. Explore the Portfolio of Ideas from the Bloomberg Harvard City Leadership Initiative. HAB recommends that Council direct staff to further evaluate and prioritize implementation pathways for several ideas developed through the 2025 Bloomberg- Harvard City Leadership Initiative. HAB appreciates the out-of-the-box ideas that were generated through the Initiative and believes that they have potential to be very impactful to housing affordability and inclusivity. We are most excited about the following ideas: • Home Sharing Initiatives: To efficiently use existing housing stock, reduce isolation for older residents, and create income opportunities for homeowners. • City-Supported Affordable Child Care Spaces and Programs: To reduce one of the largest non-housing cost burdens for working families and improve economic mobility. • City-Supported Affordable Assisted Care/Living Facilities: To address the growing need for age-friendly housing options that enable older adults to remain in Boulder. 3. Additional Support of the Family Friendly Vibrant Neighborhoods Initiative. HAB recommends that Council should prioritize additional support of the Family Friendly Vibrant Neighborhoods initiative in its workplan. Following the adoption of the middle-housing zoning reforms in 2025, the next step is ensuring these policy changes result in meaningful outcomes. Some examples include monitoring of early development activities, identifying opportunity areas for family-friendly infill, and coordination of infrastructure investments to support newly zoned neighborhoods. This initiative will increase housing diversity and livability by allowing a wider range of housing types – such as duplexes, triplexes, and small-scale infill – within established neighborhoods, while supporting walkability, access to transit, and neighborhood amenities. Together, these recommendations reflect HAB’s focus on broadening housing choice, addressing the systemic affordability barriers and planning for Boulder’s long-term needs. We look forward to supporting Council and staff in exploring these priorities and ensuring that housing strategies remain responsive, equitable, and forward-looking. Thank you for your consideration. Respectfully submitted, City of Boulder Housing Advisory Board Human Relations Commission Memorandum To: Mayor and Members of City Council From: Christian Phillips, Community Relations Sr. Project Manager, HHS Elizabeth Crowe, Deputy Director of Housing and Human Services Subject: Human Relations Commission, Letter to City Council Date: December 17, 2025 Dear Members of the Boulder City Council, Thank you for the opportunity to share our priorities ahead of your 2026 retreat. Our Focus The Human Relations Commission sees our core purpose as fostering a more connected Boulder—a city where community members feel heard, supported, and able to participate, especially those most likely to be missed. We're focused on three areas: Bridging vertical gaps — Many community members feel disconnected from city government. They don't know how to participate, aren't aware of resources available to them, or don't feel their voices can reach decision-makers. We want to help close that distance, including by raising awareness of the Human Rights Ordinance and the claims process it provides. Bridging horizontal gaps — Boulder is diverse, but our communities don't always connect well with one another. We're exploring initiatives like Difficult Dialogues to create spaces where people with different perspectives and from different backgrounds can better understand each other. Centering those who get missed — Whether it's unhoused neighbors, our Latinx community, or others who face barriers, we want to ensure our work prioritizes those most in need of support and connection. A Request We appreciated the recent opportunity to share our perspective with Council, and we'd welcome building on that with a more ongoing relationship. Rather than occasional check-ins, we see value in more active communication—being consulted early when policy discussions touch on human relations, and hearing from you about where our efforts might align with city priorities. We see ourselves as a potential bridge—not just advocates for community needs, but partners in helping Council stay connected to the experiences of Boulder residents who might otherwise go unheard. We are glad that you want to hear from us, and we also want to hear from you; to understand what your priorities are and how we can best support with them. We look forward to continuing to build that partnership in the year ahead. Respectfully, City of Boulder’s Human Relations Commission Carlos Valdez, Aaron G. Neyer, Emily Loker, Mindy Miller, Jorge Martinez Memorandum To: Mayor Arron Brocket and Boulder City Council From: City of Boulder Landmarks Board Date: 19 December 2025 Subject: An Invitation from Landmarks Board to Council Dear Members of City Council, The Boulder Landmarks Board respectfully invites City Council, in 2026, to participate in a tour of select City of Boulder landmark structures and historic neighborhoods. The purpose of this tour is to foster direct dialogue between Council and the Board and to support a shared vision and clear priorities for the future of historic preservation in Boulder. Aligning preservation policy with Council’s broader objectives will help ensure that preservation remains a relevant, effective tool in service of this community. As Boulder approaches a significant year, the Landmarks Board seeks to reaffirm the essential role that historic preservation plays in advancing adopted City policies and shaping the community’s identity. Preservation is not solely about protecting the past; it is a strategic framework for managing growth and change while maintaining the qualities that make Boulder distinctive. The Boulder Valley Comprehensive Plan (BVCP) identifies historic and cultural resources as fundamental to community character and livability (BVCP Policies 2.30 Community Character; 2.31 Historic Preservation). Boulder’s historic districts, landmarked buildings, cultural resources, and character-defining neighborhood patterns form a foundational layer of the city’s civic fabric. These places reflect stories of innovation, resilience, and community life and preserve architecture, craftsmanship, memory, and a strong sense of place. Historic preservation also directly advances City Council’s goals for environmental sustainability as outlined in the City of Boulder Strategic Plan and the BVCP (BVCP Policy 5.06 Environmental Sustainability). Reuse of existing buildings conserves embodied energy, reduces construction waste, and avoids the carbon impacts associated with demolition and new construction. Adaptive reuse and rehabilitation extend the life of existing infrastructure and represent one of the most effective climate strategies available within the built environment. When applied thoughtfully, preservation can also support housing goals identified in both the BVCP and the City Strategic Plan (BVCP Policies 7.01 Housing Supply; 7.02 Housing Diversity). Adapting existing buildings can reduce development costs, support incremental density, and integrate housing into established neighborhoods while maintaining neighborhood scale and character. Preservation policies that prioritize reinvestment over demolition can accommodate diverse housing types, including long-term and income-restricted units, while reinforcing access to transit, services, and employment. From an economic perspective, preservation aligns with BVCP policies that promote reinvestment, local businesses, and efficient use of existing assets (BVCP Policy 1.16 Economic Vitality). Economic studies consistently show that rehabilitation projects generate more local jobs, rely on skilled labor and small businesses, and keep investment dollars within the community. Historic districts support tourism, stabilize property values, and contribute to vibrant, walkable neighborhoods, while extending building lifespans and reducing long-term public costs. Boulder’s identity as a distinctive and highly livable community—an outcome emphasized throughout both the BVCP and the City Strategic Plan—is inseparable from its commitment to preservation. Historic neighborhoods provide continuity, authenticity, and cultural depth that strengthen civic identity, support arts and culture, and enhance quality of life. These qualities are the result of sustained policy choices that value stewardship alongside innovation and growth. In 2026, Colorado Preservation, Inc. has designated its Saving Places theme as The Case for Historic Preservation, coinciding with three nationally significant anniversaries: the 60th anniversary of the National Historic Preservation Act, the 150th anniversary of Colorado statehood, and the 250th anniversary of the signing of the Declaration of Independence. Together, these milestones offer Boulder an opportunity to reflect on the role preservation has played—and will continue to play—in advancing community goals. As we enter this milestone year, the Landmarks Board encourages Council to:  Continue strengthening preservation policy and consistent enforcement (BVCP Policy 2.31);  Elevate education and visibility around historic and cultural resources;  Support reinvestment in existing buildings and adaptive reuse; and  Champion preservation as a strategic tool that advances sustainability, housing, economic resilience, and community character. We value our ongoing partnership with City Council and City staff and look forward to continued collaboration. Together, we can ensure that Boulder’s historic places remain active, relevant contributors to the city’s future and that the values they represent endure for generations to come. Respectfully, City of Boulder Landmarks Board PS – May is National Historic Preservation Month. The Board is tentatively exploring the opportunity to align the proposed tour with a City Council study session and will coordinate with appropriate City staff as scheduling allows To: City Council From: The Open Space Board of Trustees Subject: Input to Council’s 2026 Retreat and Work Plan The Open Space Board of Trustees (OSBT) appreciates the opportunity to provide input for Council’s upcoming retreat. In keeping with the request to identify priorities actionable within the next year, we highlight the following areas where Council support would meaningfully advance the Open Space and Mountain Parks (OSMP) mission. 1. Strategic Priority 7C: Multimodal Access to Open Space The Board continues to view Strategic Priority 7C as a key opportunity to enhance equitable, sustainable access to open space. OSMP is pursuing near-term “quick wins” within departmental control such as changing allowed uses that may require a city manager rule. At the same time we are also identifying longer-term improvements that require collaboration with other departments. We have heard and read overwhelming community support for creating safe bike routes to our southern system (e.g. Marshall Mesa/Doudy Draw), especially for the hundreds of kids who are on the high schools’ mountain biking teams, is of utmost importance especially in light of Magnus White’s death and the planned project to redevelop the South Mesa Trailhead which would close it for months. This trailhead is always full of cars on the weekends. OSBT plans to work with staff and the community this year to daylight a thorough assessment process to consider the opening to bikes of an existing trail or a new trail to be developed in combination with environmental remediation. We ask Council to support: • Changes in use on trails where we can advance 7C’s goals through minor amendment to the West Trail Study Area, provided that such changes are supported by thorough assessment and analysis. • Interdepartmental coordination needed to advance multimodal access improvements most immediately in the southern part of our system. 2. Wildfire Resilience and Cross-Departmental Coordination Wildfire resilience is an increasingly urgent issue across OSMP lands, particularly near the wildland-urban interface (WUI). OSMP has made progress, but citywide resilience requires aligned action across the city. We ask Council to: ● Support and elevate cross-departmental wildfire coordination and community engagement efforts. ● Ensure adequate support for programs that reduce fire risk on private property adjacent to open space. ● Consider promulgating an amendment to Charter Sec. 176 which would make it explicit that open space lands may be utilized for wildfire mitigation 3. CU South Flood Mitigation: Recreation Displacement Construction at CU South will temporarily displace significant recreational use to other OSMP trailheads, potentially creating compatibility issues where certain uses are limited by ecological sensitivity such as biking or dog walking that currently happens at CU South. We ask Council to: ● Support OSMP in preparing for and communicating about recreation displacement during the construction period. 4. Cost Allocation and Budget Transparency Increases in citywide cost allocation continue to represent a growing share of OSMP’s constrained operating budget as we are being encouraged to cut costs. The board has limited visibility into how these allocated funds are used and whether increases reflect shared efforts across the city to control costs. We ask Council to: ● Review the cost allocation model to ensure equitable, transparent distribution of indirect costs. ● Encourage clearer reporting to improve understanding of how these funds are used. We appreciate Council’s continued support of Boulder’s open space system and look forward to collaborating on these priorities in the year ahead. 5. Prairie Dog Management: Seasonal Limitations on Lethal Control Implementation of prairie dog management continues to improve, but current city plans limiting lethal control during portions of the breeding season constrains progress. Community members, agricultural leaseholders and partners have expressed interest in providing more flexibility to enable lethal control efforts to take place year- round. We ask Council to: • Review limitations that may prevent year-round lethal control as part of broader prairie dog policy evaluation. — The Open Space Board of Trustees Parks and Recreation Advisory Board Memorandum To: Mayor and Members of City Council From: The Parks and Recreation Advisory Board Subject: Parks and Recreation Advisory Board, Letter to City Council PRAB Request for City Council Priorities, Pre-Winter Retreat Date: November 17, 2025 To the esteemed members of City Council, The Parks and Recreation Advisory Board (PRAB) appreciates Council’s continued engagement with the department’s long-term funding challenges. As requested, we are writing to identify our top priority for Council’s consideration over the next year. We believe it should be a top priority to address the structural funding gap that prevents Boulder from adequately maintaining, modernizing, and replacing its recreation facilities and amenities by expanding allowable uses for the Permanent Parks and Recreation Fund. The 2022 Parks and Recreation Plan identifies a persistent shortfall in both operating and capital funds. Without additional resources, the department will be forced to continue deferring maintenance, reducing access, and eliminating amenities, with disproportionate impacts on the most vulnerable users. As Council knows, this gap is not hypothetical. The South Boulder Recreation Center (SBRC) is a clear example of the consequences of decades of deferred investment. SBRC has reached a point where renovation is no longer feasible, and a full rebuild will be required to meet safety, accessibility, energy-efficiency, and programmatic needs. In our view, SBRC is the poster child for why the system needs a more flexible and sustainable funding mechanism. As you identify priorities for the coming year, PRAB urges the City Council to pursue tools that would provide long-term, flexible funding for capital reinvestment, including: ● Ask voters to expand the allowable uses of the Permanent Parks & Recreation Fund (PPRF) to include parks operations (this fund is currently restricted to the acquisition of lands for the development of new parks); ● Considering asking voters to approve a mill levy increase to stabilize operating and capital budgets We recognize that City Council discussed expanding the PPRF earlier this year and chose not to move forward. However, based on current facility conditions, updated community needs assessments, and the scale of deferred capital needs, we believe this issue warrants renewed consideration. SBRC’s condition and required rebuild illustrate the urgency of providing adequate revenue to fund BPR’s operations at the levels that Boulderites expect from their city. For these reasons, we respectfully encourage Council to: 1. Revisit expansion of the PPRF or a mill levy increase; 2. Incorporate SBRC’s required rebuild into long-term funding and capital planning We appreciate Council’s leadership and look forward to continuing our partnership in ensuring a sustainable future for Boulder’s parks and recreation system. Respectfully, Parks and Recreation Advisory Board Planning Board Memorandum To: Mayor and Members of City Council From: Charles Ferro, Development Review Senior Manager, Planning and Development Services Brad Mueller, Planning and Development Services Director Subject: Planning Board, Letter to City Council Date: December 17, 2025 Dear City Council, The Planning Board offers the following suggestions for the staff work plan for 2025 - 2026. We recognize that each of these suggestions may take more than one year to complete, whereas this Council is creating a one-year work plan. We also recognize that the Planning Department has a very full plate with the 10-year update of the BVCP. Therefore, please take these suggestions in the spirit of getting the ball rolling on big picture priorities, though the pieces that can be reasonably accomplished in one year may be only initial steps for some items. Our four suggestions in priority order are: 1. Urgent Update to Form-Based Code for East Boulder 2. Ground Floor Retail 3. Site Review Evaluation and Refinement 4. Missing Middle Housing 1. Urgent Update to Form-Based Code for East Boulder. The East Boulder Form- Based Code (FBC) was designed to provide a faster, more predictable pathway to approval for significant development projects within the East Boulder Subcommunity Plan (EBSP) areas of change. Although the FBC was carefully constructed to carry forward the vision of the EBSP, new code language often needs to be refined over time to achieve the intended outcomes. Planning Board finds that the FBC has a few significant weaknesses when it comes to implementing the design quality and place- making guidance of the EBSP. In particular, the current FBC appears to be inadequate to achieve the EBSP’s public promise of varied rooflines, high levels of permeability, and building forms that step back in order to avoid the “canyon effect” created by “large monolithic buildings with little to no roof articulation”. We also find that the FBC requirements for project open space and resident amenities are inadequate. We recommend a fast turn-around assessment and code fix project to close these troubling loopholes before too many more projects enter the review pipeline under the current FBC. This is the Planning Board’s top priority. 2. Ground Floor Retail. First floor retail and commercial spaces are a key strategy for creating strong neighborhood centers and activating street life and are required in many zoning districts. However, when these retail and commercial spaces remain vacant for extended periods of time, especially in newer mixed-use developments, the lack of activation can undermine these goals. Commercial requirements have also become a frequent sticking point in Site Review processes, with no baseline data to evaluate requests for exceptions. The City would benefit from an unbiased study that evaluates whether current commercial requirements are feasible and appropriate. The study should also identify policy options to ensure that commercial spaces are activated in a timely and consistent manner. Such a study could help inform city code and area plans in order to strengthen the performance of mixed-use projects, and ensure the continued vitality of neighborhood centers. 3. Site Review Evaluation and Refinement. We suggest that the city design and implement an evaluation of the Site Review process in 2026, including gathering input from stakeholders in the development community, diverse community members, staff, and Planning Board members. Site Review is perhaps the most important land use review mechanism in the code, as well as the most complex: taking a project through Site Review is challenging, time-consuming, and expensive. The City completed a major overhaul of the Site Review criteria in 2023 plus some additional process tweaks in 2024. Subsequent Site Review cases have revealed that there remain significant differences in interpretation of the criteria, leading to uncertainty for applicants, Planning Board, and staff. While some level of constructive conflict over new procedures is to be expected, we believe this is an opportune time to conduct an evaluation of how well the new criteria achieve the city's goals to simplify code, improve clarity and predictability, reduce subjectivity and risk, and improve project outcomes through the Site Review process. 4. Missing Middle Housing. We are missing middle-sized, middle-income, and middle- typology housing. Our current code does not incentivize this type of housing product. We know this is a topic already on the minds of Council and staff, and we are excited to see it be addressed in the BVCP update. We’d encourage staff to study how to add or modify our code to result in the building of more ownership-based and rental middle housing. Thank you for considering our input as you prioritize your next one-year work plan. Respectfully, Mark McIntyre, Board Chair, City of Boulder Planning Board On behalf of the board: Jorge Boone, Claudia Hanson Thiem, Laura Kaplan, Kurt Nordback, ml Robles, Mason Roberts Transportation Advisory Board (TAB) Memorandum To: Mayor and Members of City Council From: Meredith Schleske, TAB Secretary, Business Services – Public Works Blythe Bailey, Transportation and Mobility Director Subject: Transportation Advisory Board, Letter to City Council Date: December 8, 2025 The Transportation Advisory Board (TAB) appreciates the opportunity to share our priorities for Council’s 2026 retreat. We also want to acknowledge the significant progress made over the past year toward advancing Boulder’s transportation and safety goals, from comprehensive parking reform and progress on the core arterial network projects to passage of the transportation demand management ordinance and the transportation maintenance fee. On many fronts, we’re moving in the right direction. Our recommendations for work in 2026 are shaped principally by the hope for near-term reductions in fatalities and serious injuries of people using our transportation infrastructure. Thus, in order of priority, we hope that Council will direct effort in the following areas. 1. Comprehensive Signals Policy Recent crashes that have killed or seriously injured vulnerable road users and the City’s data on crash types point to the need to improve safety for vulnerable road users at intersections. Thus, TAB recommends that the ongoing work on draft signal practices be expanded to result in a complete signals policy that is swiftly implemented. Such a policy should clearly define: • When alternatives to signals are warranted, such as roundabouts, four-way stops, or other treatments; • Standards for the timing, frequency, and duration of crossings for cyclists and pedestrians, including standards for protected left-turn phasing, leading pedestrian intervals and no- right-turn-on-red applications; and • Standards for transit signal priority and adaptive operations (e.g., dynamic timing, use of sensors, context-sensitive adjustments to signal operation). Consistent with the City’s Vision Zero objectives, we recommend that such a policy adhere to safe systems design principles, prioritizing safety for all road users (in a context of foreseeable human fallibility) over efficiency of vehicle movement. 2. Communications Strategy Around Transportation Vision for Boulder While the completed core arterial network (CAN) projects have helped the City make significant progress toward our transportation safety goals, many residents still do not have a complete picture of what corridors are included, what improvements are planned, how projects are funded and the status of funding, or how these investments may benefit them. For these reasons, TAB believes that the remaining work on CAN - and future work related to the transportation maintenance fee (TMF) - should include a comprehensive communications strategy that goes beyond the provision of project websites and occasional press releases. A holistic communications strategy, which is distinct from project-based community engagement, should help community members understand how various projects and policies fit into an overall vision for improved transportation in Boulder and their implications for quality of life, economic vitality, and the safety of vulnerable road users. Clear, accessible and comprehensive communications will help residents see how safety, mobility, and maintenance work together. Strengthening public understanding will build trust and support for completing the CAN, advancing other Vision Zero priorities, and getting community buy-in for the TMF. 3. E-moto and School Safety Project There is growing concern in the community about the dangers posed by high-speed, throttle- controlled, motorized, two-wheeled electric vehicles (i.e., e-motos). These unregistered vehicles are too commonly ridden by children under 16, in places where they are not allowed to be ridden, and in a manner that poses a danger both to the rider and those around them. In addition to the current efforts of Transportation and Mobility staff in collaboration with the Boulder Police Department and the Boulder Valley School District to address the challenge of e-motos being used by students, we encourage a safe-systems audit of the transportation infrastructure at local schools to inventory hazards and resource needs (including, but not limited to, clearer signage about which e-bikes are allowed and improved bike racks to serve students using legal e-bikes). This audit would help identify areas for greater communication about the illegality of e-motos and street-legal e-bikes. 4. Updated and Simplified Parking Geometry Standards Despite a major policy shift toward affordability and sustainable land use, parking geometry standards, including stall dimensions, backup distances, and turning radii, still cater to large vehicles and limit creative infrastructure design. TAB recommends a targeted update to simplify and modernize these standards by: • Allowing more flexibility for compact stalls, shared drive aisles, and EV charging • Reducing excessive backup distances that consume valuable land • Integrating landscaping and stormwater features or permeable surfaces • Supporting adaptive reuse and infill projects consistent with climate goals This reform will enable more space-efficient design, provide safe and protected ingress and egress for people moving through parking lots, improve safety for people walking and biking on adjacent multi-use paths or sidewalks, and reduce unnecessary impervious surface area. Finally, TAB wishes to express our continued appreciation for the dedication and professionalism of City of Boulder staff, especially those in the Transportation and Mobility Department. Their collaboration, technical expertise, and commitment to public service make it possible to translate policy into real, tangible improvements for our community. We look forward to supporting their ongoing work and to continuing our shared effort to make Boulder safer, more sustainable, and more accessible for everyone who lives, works, and visits here. Sincerely, Triny Willerton, Chair; Darcy Kitching, Vice Chair; Mike Mills; Michael LeDesma; and Hernán Villanueva University Hill Commercial Area Management Commission Memorandum To: Mayor and Members of City Council From: Ellie Kennedy, Operations Specialist, Community Vitality Cris Jones, Director, Community Vitality Subject: University Hill Commercial Area Management Commission, Letter to City Council Date: November 4, 2025 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, Stewardship, and Long-Term Investment of UHGID Objective: Restore and protect UHGID funds from the Pleasant Street Lot sale and commit to continued general fund support and insure the long-term financial viability. 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). • Prioritize The Hill in the development and potential implementation of a DDA to ensure long-term, sustainable investment. • Explore creative financial tools such as reinvesting all parking revenue generated in UHGID back into the district. 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. 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 and Identity in The Hill Objective: Embrace and amplify The Hill’s unique cultural identity as a hub for creativity, youth- driven innovation, and historic legacy and economic activity. Recommendations: • Support placemaking projects that highlight The Hill’s legacy in music, arts, cycling, snow-sports, and entrepreneurship. • Support and incentivize tight collaboration between CU, the Limelight conference center, and the Moxy with event planning, concierge services, and visitor information to drive visitors and economic activity to The Hill 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: 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. UHCAMC is an important commission whose expertise is essential to help the city make better-informed, more locally responsive decisions for The Hill. In summary, 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. Signed, University Hill Commercial Area Management Commission Chair Ted Rockwell Vice Chair Danica Powell Commissioner Dane Anderson Commissioner Tell Jones Commissioner Trent Bush Water Resources Advisory Board Memorandum To: Mayor and Members of City Council From: Karen Sheridan, WRAB Secretary Joe Taddeucci, Director of Utilities Subject: Water Resources Advisory Board, Letter to City Council Date: November 17, 2025 Dear City Council, Thank you for the opportunity to provide the Water Resources Advisory Board’s (WRAB) perspective on potential 2026 City Council priorities. In response to Council’s request, the board has identified a set of recommendations aligned with the City’s strategic plan and the Utilities Department’s workplan. The following are the board’s recommendations: ● South Boulder Creek Flood Mitigation – This project is essential for protecting over 2,300 residents and more than 260 structures in the West Valley area from potential 100-year flood events. In March 2025, Council approved $66 million in Series 2025 Bonds to fund the first phase. With legal and procedural delays impacting the timeline, we strongly encourage Council to prioritize and advocate for the project’s implementation, as it is crucial for community safety, infrastructure resilience, and long-term flood risk reduction in Boulder. ● Utilities Rate Study – Boulder’s current water budget was first established in 2007. In 2026, Council will be asked to approve a rate study that will identify policy enhancements which will continue to encourage water conservation while ensuring that implementation and the associated administrative burdens are sustainable. While annual rate increases of 6-8% are necessary to maintain aging infrastructure and ensure reliable service, there is a growing concern about affordability for residents, particularly those with limited incomes. The study will take into consideration balancing sustainable investment with affordability. ● Capital Improvement Program (CIP) – Utilities CIP focus is maintaining and replacing aging infrastructure and increasing reliability, resilience, and level of services of the water, wastewater, and storm/flood infrastructure. It is critical that Boulder continue its record of prudent and adequate investment in public infrastructure. Specific projects the board recommends Council support in 2026 include: o Barker Gravity Pipeline Repair o Albion Dam o WRRF Campus Updates o Sanitary Sewer Rehabilitation o Gregory Canyon Creek Flood Mitigation Finally, WRAB supports the Boulder Valley Comprehensive Plan and in particular the emphasis on policies around climate change preparation and Utilities’ role in development. The board believes these recommendations represent high-value initiatives that build on existing efforts and advance the City’s long-term goals. We look forward to continuing to partner with Council and staff in carrying these priorities forward. Thank you, Steve Maxwell, Chair Amy Broughton, Vice Chair Katie Bridges, Secretary Katherine Halama Joel Smith