Meeting Packet - DMC - 4/4/2011
DOWNTOWN MANAGEMENT COMMISSION
April 4, 2011
5:30 p.m.
Regular Meeting
Council Chambers, 1777 Broadway
AGENDA
1. Roll Call
2. Approval of March 7, 2011 Meeting Minutes
3. Public Participation
4. Police Update
5. Parks Update
6. BID Update
7. Carriage House Presentation - Bob Treadwell
8. Public Hearing and Consideration of a Motion to Recommend to City Council
the DUHMD/PS Capital Improvement Program Proposal for 2012
9. Matters From Commissioners
10. Matters From Staff
• Downtown Improvements Update
• Cafe Seating/Mobile Food Vending Update
• CIP Committee Representative
• Civic Use Task Force Update
Attachments
• Sales and Use Tax Revenue Report - January 2011
• Police Stats - March 2011
• Downtown Boulder Open/Close List
• Carriage House Proposal Description - Management Plan and Information
Sheet
• 2012 CIP Proposal
2011 DUHMD/PS Areas of Focus 2011 DMC Priorities
• CAGID Capital Plan Phase II • Establish a Sustainable Maintenance and
• Hill Redevelopment Improvement Fund for the Pearl Street
• Downtown Improvements Mall and Downtown Streetscape.
• Civic Use Pad Support Civic Use Task Force
• Boulder Junction Access and Parking Recommendations and Participate in Civic
Districts Master Plan/"SoDA" Study.
• Encourage Vitality and Excitement of
Downtown Boulder as a Revenue
Generator and the Heart of the City.
Mission Statement: We serve the downtown. University Hill and affected cornmumties by providing quality program parking enforcement,
maintenance and alternative modes services through the highest level of customer service, efficient rnanagernent and effective problem solving.
CITY OF BOULDER, COLORADO
BOARDS AND COMMISSIONS MEETING MINUTES FORM
NAME OF BOARD/COMMISSION: DOWNTOWN MANAGEMENT COMMISSION
NAME/TELEPHONE OF PERSON PREPARING SUMMARY: Ruth Weiss - 303-413-7318
NAMES OF MEMBERS, STAFF, AND INVITED GUESTS PRESENT:
BOARD MEMBERS: DAHL, KOVAL, MCMULLEN, PATTERSON (absent), RUTHERFORD
STAFF: "'INTER, CUNNINGHAM, JOBERT, WEISS, LANDRITH, MATTHEWS,
WEINHEIMER, MARTIN
GUESTS: SEAN MAHER, ELIZABETH VASATKA, JEREMY EPSTEIN, JAIME
HARKINS
TYPE OF MEETING: Off Site MINUTES REGULAR MEETING: March 7, 2011
AGENDA ITEM 1- Roll Call: Meeting called to order at 5:33 p.m.
AGENDA ITEM 2 - Approval of the February 7, 2011 Minutes: (See Action Item Below)
AGENDA ITEM 3 - Energy Smart at Work presentation by Elizabeth Vasatka: Vasatka, Local Environmental
Action Division's Business Sustainability Coordinator, approached the podium to update and information share regarding
energy efficiency. Vasatka gave a brief synopsis of the goals and services, grants received, and discussed carmnercial
services such as faucet aerators, the small building tune up for HV, services for refrigeration units and air compressors.
Upgrade services are also available to assist with energy rebates for lighting: equipment rebates that will soon include air
compressors, early retirement for HVAC equipment and food service. Funding is limited and will be distributed on a
first come, first serve basis for the Boulder countywide grants. Rutherford questioned funds for lighting. Vasatka
mentioned that rebates are distributed after completion and payment has been made to contractor. Rutherford commented
that this program is wonderful. Dahl questioned what is and is not included. Vasatka replied that benefit is split with
landlord and tenant, the challenge is tenants and landlords conversing together. Upgrade is for property owners to install
equipment with greater efficiency. LEAD Staff was presented to the commission.
AGENDA ITEM 4 - Capital Investment Strategy Study Session Follow-up: Winter commented on the study
session memo in the packet and mentioned that Jane Brautigam, City Manager, is looking for individuals to work on
the project that includes the ballot initiative and capital needs. Winter continued that boards and commission as well
stakeholder groups are being solicited for participation. Winter mentioned that a design professional was sought.
Session begins in early April.
AGENDA ITEM 5 - Public Participation: None
AGENDA ITEM 6 -Police Update: Weinheimer mentioned that February 2011 was considerably slower than in
February of 2010. Stats were down across the board with the exception of robberies: a purse snatcher and an
attempted street robbery. There were more calls in the bars this year from last year. Koval questioned the
parameters of the report. Rutherford questioned the definition of loitering and Weinheimer replied it has a wide
definition, primarily, blocking someone's path. Weinheimer commented on the homeless increase on the paths.
Koval mentioned that transient people are collecting around schools and making parents uncomfortable.
Weinheimer is aware of situation and monitoring it closely.
AGENDA ITEM 7 - Parks Update: Martin distributed Family Gathering Area information to the commission. This
project will begin on March 14 and should take six weeks dependent on weather and will create a safer place by the
removal of rotting wood and removal of stairs. The design intent will remain with longevity and safety of product as the
focus. Drainage will be increased and budgeted for $100,000 or less. McMullen questioned construction timing and
Martin replied that it will commence at lam to take advantage of low mall traffic. Rutherford questioned contractor to be
used. Winter questioned if bollards are being replaced and Martin replied affirmatively. Martin continued that 3 trees
will be replaced on the 1300 block due to their declining health.
AGENDA ITEM 8 - BID Update: Maher mentioned that the Visitor Center reopened on March 4`h: Visitor center
lease has been extended for 5 years; 2011 Visitor Guide is out, Marketing Committee meeting tomorrow with budget
presentation: television budget to be increased:. Downtown fashion show is Thursday, Carriage House negotiating
purchase and DBI board is concerned with this purchase due to the high profile of the selected location. Rutherford
commented that $10,000 was donated to the Carriage House for repair of a boiler with a condition that there were no
capital purchases or the funds would not have been provided. Rutherford continued that CDBG, Community
Development Block Grant funded this money. McMullen and Koval agreed that its gateway and highly visible, however,
not an issue of the creditability of the organization. Winter mentioned that the 28% Street corridor was mentioned at a
recent meeting and that other areas were discussed. Maher continued that Joy Ekstine, executive director of Carriage
House, questioned the police viewpoint and Weinheimer senses complications with the site, commented on the SOS site
on 13`h that was problematic. Koval suggested speaking with Kevin Braney, principal at Boulder High School, to weigh
in. Maher continued that another potential location was 101 Pearl, a two story building with 11 units. McMullen
motioned that DMC has identified numerous issues that need careful consideration to be addressed before the Carriage
House should move in to "First Wok Space"/ Oakland Building. Rutherford seconded. All commissioners approved
unanimously.
AGENDA ITEM 9 - Matters from the Commissioners: McMullen offered to Rutherford his thanks for all he has
done on the board, Koval concurred. Rutherford commented that he enjoyed his time on the board. Dahl gave congrats.
Koval mentioned the good conversation at the Ops meeting. McMullen commented on the budget figures and
complimented Winter and Jobert on getting the board through a difficult year. Rutherford commented on the Vastaka
proposal and mentioned the free analysis and the value of how to save resources and money.
AGENDA ITEM 10 - Matters from the Staff: Matthews offered that the Pearl Street irrigation system replacement
has begun on 1500 and 1600 blocks on Pearl Street. Matthews continued that he is waiting to get specs and final product
approval. Dahl questioned garage painting. Matthews replied that a draft RFP is out there and waiting to hire a
consultant. Winter offered that variable messaging will be part of the RFP. Jobert commented that the first part of the
budget process has begun. The actual budget process will begin in May. Winter offered that there are two applicants for
DMC. Winter commented that Cafe Seating and Mobile Food Trucks are going to the Planning Board on Thursday and
should be wrapped up in May. Winter continued that the tree islands will be removed, relocating bikes and some trees on
the southern end will remain. It should take about a week to complete and will give the Farmers' Market additional
space. The design of 15t" Street will be addressed next to bring it up to a Downtown specs. Winter continued that she
received a requested to help fund the B Cycle. Winter offered concern if the project fails and what the payback would be
for infrastructure and would appreciate questions and thoughts from DMC as this goes forward. It is a TDM program
and most stations are located in the Downtown area. McMullen offered that chips in the bikes will track them via GPS.
At a recent meeting, how to devise a single access card for EcoPass, bike share, etc., was discussed. Koval questioned
the funding gap and Winter replied $50,000. Winter commented that DMC is sponsoring one station and funds would be
returned should it fail.
Meeting adjourned at 6:45 p.m.
ACTION ITEMS:
MOTION: Dahl motioned to approve the February 7, 2011 meeting minutes. Rutherford seconded.
Approved unanimously.
MOTION: McMullen motioned that DMC has identified numerous issues that need careful consideration to be
addressed before the Carriage House should move in to "First Wok Space"/ Oakland Building.
Rutherford seconded. All commissioners approved unanimously.
FUTURE MEETINGS:
April 4, 2011 Council Chambers Regular Meeting
2
APPROVED BY: DOWNTOWN MANAGEMENT COMMISSION
Attest:
Ruth Weiss, Secretary Matt McMullen, Chair
3
City of Boulder
Sales & Use Tax Revenue Report
January 2011
Issued March 14, 2011
This report provides information and analysis related to sales and use tax collections for
fiscal year 2011. Any questions should be directed to Bob Eichem, Chief Financial
Officer, at (303) 441-1819.
The report for January is presented only at a very high summary level. Historically,
January and February have been erratic months in regards to receipts being received,
processed and deposited in a consistent pattern. Therefore, January comparisons are not
good indicators or trends of what may occur later in the year. A more detailed analysis
will be included in the March report which should be available by the 10`h working day of
May and will include information related to the first quarter of the year. Table 1
compares the major sales and use tax categories for January of 2011 to what occurred in
January of 2010.
The economic recovery remains fragile and will come under additional pressure due to
recent events in the world. It is unknown at this time how the earthquake and tsunami in
Japan will impact the economy. Possible impacts are increased needs for commodities
that could help drive prices higher, and a possible reduction in the sale of vehicles made
in automotive plants financed by Japan. The turmoil in the Middle East has had and will
continue to have an impact on the price of oil. As fuel prices increase it acts as a drag on
the economy as consumers and businesses must allocate more of their available funds to
pay the higher prices. When this has occurred in the past it has meant that as more money
is paid to buy fiiel, purchases of taxable items which generate sales and use tax revenues
declined.
REVENUE CLASSIFICATION SUMMARIES
Retail sales tax collected in January of 2010 represented the poorest January since 2005.
Therefore, the percentage increases for January 2011 appears to be large due to the low
year that is used as a denominator when calculating the increase for 2011.
Consumer use tax is an extremely volatile revenue source. It is too early to determine if
the increase in this tax for January will be a one month aberration and level out as the
year progresses or if it is a harbinger of improvement in the business sector.
To date, the construction sector has not shown ongoing signs of recovering from the
major downturn experienced in 2009 and 2010.
Due to substantial interest medical marijuana tax collections the tollowing summary is
included. For January remittances were approximately 556,000. This compares to an
average remittance of approximately 561,000 per month for the last three months of
2010.
In Table 1 below:
• The column entitled "Actual Change in Revenue" with a total increase of
$1,404,140 represents the actual dollar change in collections from 2011 when
compared to 2010 for both sales and use tax during the month of January.
• The column Change in Collections 2011 to 2010" shows the percentage of
difference in the major sales and use tax categories when comparing the two
years.
o Retail Sales Tax (the first row with numbers) is watched very closely at
all times. These revenues are a primary source for funding many of the
ongoing services and programs in the city. Collections for January of 2011
increased by 17.88%. However, as mentioned above this category is often
distorted at the first of the year due to timing differences and short
processing timelines at the first of the year.
o Construction Use Tax use tax changed very little from 2009 to 2010.
o Business Use Tax was very weak in 2009. It was the lowest amount
collected in the past twelve years. While January was up significantly it
does not indicate a trend in 2011 since such purchases do not follow a set
monthly pattern.
• The of Total" column represents how much each type of tax contributes to the
total collection of sales and use tax.
TABLE 1
JANUARY COMPARISONS - 2011 compared to 2010
ACTUAL
CHANGE % CHANGE in
in COLLECTIONS % of
TAX CATEGORY REVENUE 2011 to 2010 TOTAL
Retail Sales Tax $818,333 17.88% 74.35%
Business Use Tax $525,811 99.16% 14.55%
Construction Use Tax $31,273 5.29% 8,58%
Auto Use Tax $33,823 21.51% 2.64%
Refunds $5,100 146.98% 12%
Total Sales and Use Tax $1,404,140 24.00% 100.00%
.JANUARY YTD Actual
Total Net Sales/Use Tax Receipts by Tax Category 2010 2011, %Chaugei °fa of TOGI
Sales Tax 4,576.034 5,394,367 17.88% 74.3511;,
Business Use Tax 530,248 1,056,059 99.16% 14.55%
Construction Use Tax 591,599 622,872 5.29% 8.58%
Motor vehicle 157,253 191,076 21.51% 2.63%
Refunds -3,469 -8,569 146.98% -0.12%
Total Sales and Use Tax 5,851,665 7,255,806 24.000/ 100.00%
JANUARY Y"I'1) Actual
Total Net Sales/Use Tax Receipts by Industry Type 20_10 2011 %i Change of Total'
Food Stores 682,345 888,595 30 23°b 1125%
Eating Places 759,392 832,645 9.65% 11.48%
Apparel Stores 151,937 161,991 6.620/ 2.23%
Home Furnishings 119,311 208,417 74.68% 2.87%
General Retail 1,372,172 1,553,192 13.19% 21.41%
Transportation/Utilities 578,130 641,447 10.95% 8.84%
Automotive Trade 367,640 455,345 23.86% 6.28%
Building Material-Retail 91,076 185,499 103.67% 2.56%
Construction Use Tax 486,551 526,005 8.11 'Y° 7.25%
Construction Sales Tax 17,222 16,075 -6.66% 0.22'%
Consumer Electronics 119.596 165,303 38.22% 2.28%
Computer Related Business Sector 304,507 878,102 188.37% 12.10'%
All Other 805,256 751,758 -6,64% 10.36%
Refunds -3,469 -8,569 146.98% -0.12%
Total Sales and Use Tax 5,851,665 7,255,806 24.00% 100.00%
JANUARY YTD Actual
Total Net Sales/Use Tax Receipts by Geographic Area 2010 2011 % Change % of Total
North Broadway 81,704 50.870 -37.74% 0.70%',
Downtown 450,070 407,627 -9.43% 5.62%
Downtown Extension 38,162 15,278 -59.97% 0.21%
UHGID (the "hill") 113,043 101,659 -10.07% 1.40%
East Downtown 38,684 42,479 9.81% 0.59%
N. 28th St. Commercial 218,522 311,564 42.58% 4.29%
N. Broadway Annex 35,962 54,001 50.16% 0.74%
University of Colorado 206,499 199,520 -3.38% 2.75%
Basemar 104,153 128,308 23.19% 1.77%
BVRC-Boulder Valley Regional Center 1,110,381 1,326,572 19.47% 18.28%
29th Street 239,526 471,475 96.84% 6.50%
Table Mesa 173,969 187,610 7.84% 2.59%
The Meadows 19,537 65,761 236.59% 0.91%
All Other Boulder 266,540 207,971 -21.97% 2.87%
Boulder County 138,181 43,729 -68.35% 0.60%
Metro Denver 411,491 387,589 -5.81% 5.34%
Colorado All Other 5,966 9,462 58.60% 0.13%
Out of State 412,783 705,700 70.96% 9.73%
Airport 585 679 16.04% 0.01%
Gunbarrel Industrial 283,267 949,300 235.13% 13.08%
Gunbarrel Commercial 77,351 85,116 10.04% 1.17%
Pearl Street Mall 131,992 145,827 10.48% 2.01%
Boulder Industrial 497,751 609,945 22.54% 8.41%
Unlicensed Receipts 132,583 110,692 -16.51% 1.53%
County Clerk 157,253 191,076 21.51% 2.63%
Public Utilities 509,178 454,565 -10.73% 6.26%
Refunds -3,469 -8,569 146.98% -0.12%
Total Sales and Use Tax 5,851,665 7,255,806 24.00% 100.00%
JANUARY YTD :actual
'io Change in
Miscellaneous Tax Statistics 2010 2011 Taxable Sales'
Total Food Service Tax 34,893 38.911 11.5 1
Accommodations Tax 159,045 242,315 11.73%
Admissions Tax 51,722 48,145 -6.92%
License Fees 2,550 2,425 -4.90%
Trash Tax 445,227 6,424 -98.56%
USE: - SALES
COMPARISON OF YEAR-TO-DATE ACTUAL REVENUE FOR THE YEAR 2011 TO COMPARABLE PERIOD
USE TAX BY CATEGORY SALES TAX BY CATEGORY
JANUARY. Y'TD Actual JANUARY VTD Actual
20!1'0 2011 ! °/a!Chartge'',; Standard Industrial Code 20'14 2011 °i° Change .
2,091 39,809 1803.39% Food Stores 680,253 848,786 24.77%
6,014 5,626 -6.45% Eating Places 753,378 827,019 9.77%
238 236 -0.48% Apparel Stores 151,699 161,755 6.63%
833 2,105 152.62% Home Furnishings 118,478 206,312 74.14%
94,293 184,539 95.71% General Retail 1,277,878 1,368,653 7.10%
20,916 16,559 -20.83% Transportation/Utilities 557,215 624,888 12.14%
158,990 193,608 21.77% Automotive Trade 208,651 261,737 25.44%
254 234 -8.16% Building Material-Retail 90,822 185,266 103.99%
486,551 526,005 8.11% Construction Use Tax 0 0 na
0 0 na Construction Sales Tax 17,222 16,075 -6.66%
9,944 3,673 -63.06% Consumer Electronics 109,652 161,630 47.40%
132,661 629,015 374.15% Computer Related Business 171,846 249,087 44.95%
366,316 268,598 -26.68% All Other 438,940 483,159 10.07%
1,279,100 1,870,007 46.20% Total Sales and Use Tax 4,576,034 5,394,367 17.88%
USE TAX BY CATEGORY SALES TAX BY CATEGORY
JANUARY YTD Actual JANUARY YTD Actual
2010 20:11 % ChangeGeographic Code 2010 2011: %.Change
1,896 1,934 2.01% North Broadway 79,808 48,936 -38.68°o
15,287 13,536 -11.45% Downtown 434,783 394,092 -9.36%
360 141 -60.81% Downtown Extension 37,802 15,137 -59.96%
219 933 326.75% UHGID (the "hill") 112,825 100,726 -10.72%
3,299 1,648 -50.04% East Downtown 35,385 40,830 15.39%
1,826 2,715 48.73% N. 28th St. Commercial 216,696 308,849 42.53%
2,859 26,527 828.00% N. Broadway Annex 33,103 27,474 -17.01%
34 882 2485.19% University of Colorado 206,465 198,638 -3.79%
138 207 49.96% Basemar 104,016 128,102 23.16%
10,758 48,710 352.79% BVRC 1,099,623 1,277,861 16.21%
1,407 1,936 37.60% 29th Street 238,119 469,539 97.19%
357 7,650 2041.62% Table Mesa 173,612 179,959 3.66%
375 360 -3.96% The Meadows 19,163 65,401 241.29%
127,689 56,085 -56.08% All Other Boulder 138,851 151,886 9,39%
106,384 6,064 -94.30% Boulder County 31,797 37,665 18.45%
282,736 237,986 -15.83% Metro Denver 128,755 149,603 16.19%
393 72 -81.82% Colorado All Other 5,573 9,391 68.51%
22,651 26,170 15.54% Out of State 390,133 679,530 74.18%
101 2 -98.10% Airport 485 677 39.73%
214,749 898,084 318.20% Gunbarrel Industrial 68,518 51,216 -25.25%
595 4,115 591.81% Gunbarrel Commercial 76,756 81,001 5.53%
6,744 483 -92.84% Pearl Street Mall 125,248 145,344 16.04%
215,513 236,678 9.82% Boulder Industrial 282,238 373,267 32.25%
96,583 97,594 1.05% Unlicensed Receipts 36,000 13,098 -63.62%
157,253 191,076 21.51% County Clerk 0 0 na
8,898 8,419 -5.38% Public Utilities 500,280 446,145 -10.82%
1,279,100 1,870,007 46.20% Total Sales and Use Tax 4,576,034 5,394,367 17.88%
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CAGID and Mall Yearly Summary This chart does not factor change in sales tax rate
SALES and USE Tax Breakdown by Industry Category
Eating Apparel Home General
Food Stores Places Stores Furnishings March All Other Total % change
11-Jan $5,002 $277,168 $54,024 $37,002 $145,000 $35,259 $553,454
1% 50% 10% 7% 26% 6% 100%
2010 $70.130 $3,880,876 $898,763 $275,517 $2,331,670 $798,588 $8,255,545 4.59%
1% 47% 11% 3% 28% 10% 100%
2009 $60,702 $3,662,530 $877,050 $711,868 $1,953,052 $628,296 $7,893,497 -7.96%
1% 46% 11% 9% 25% 8% 100%
2008 $53.956 $3,876,669 $952,169 $337,898 $2,282.469 $1,073,446 $8,576,608 -0.79%
1% 45% 11% 4% 27% 13% 100%
2007 595,998 $3,930,574 $915,216 $400,345 $2.392,682 $910,116 $8,644,930 -1.59%
1% 45% 11% 5% 28% 11% 100%
2006 $89,498 $3,649,151 $898,310 $411,471 $2,313,444 $1,422,740 $8,784,613 14.67%
1% 42% 10% 5% 26% 16% 100%
2005 $86,454 $3,421,618 $881,002 $389,093 $2,167,694 $715,009 $7,660,869 7.81%
1% 45% 12% 5% 28% 9% 100%
2004 $83,887 $3,141,620 $904,648 $393,012 $2,089,921 $493,110 $7,106,198 1.35%
1% 44% 13% 6% 29% 7% 1000%
2003 $74,145 $2,742,867 $845,180 $389,354 $1,973,549 $986,479 $7,011,574 -2.78%
1% 39% 12% 6% 28% 14% 100%
2002 $72,607 $2,854,183 $875,150 $464,839 $2,008,573 $936,382 $7,211,734 0.42%
1% 40% 12% 6% 28% 13% 100%
2001 $76,359 $2,853,126 $972,296 $488,348 $2.064,518 $727,228 $7,181,876 -6.11%
1% 40% 14% 7% 29% 10% 100%
2000 $72,675 $2,740,325 $1,157,122 $539,287 $2.156,961 $982,496 $7,648,866 7.74%
1% 36% 15% 7% 28% 13% 100%
1999 $91,976 $2,333,744 $1,179,320 $493,423 $2,066,272 $934,543 $7,099,279 11.62%
1% 33% 17% 7% 29% 13% 100%
1998 $90,134 $2,150,351 $1,090,860 $438,127 $1,756,311 $834,265 $6,360,047 6.35%
1% 34% 17% 7% 28% 13% 100%
1997 $99,373 $2,027.812 $788.006 $423,585 $1,944.035 $697,436 $5.980,247 5.54%
2% 34% 13% 7% 33% 12% 100%
1996 $98,564 $1,895,926 $738.435 $436.004 $2,017.401 $479,907 $5.666,237 9.99%
2% 33% 13% 8% 36% 8% 100%
1995 $92,497 $1.724,770 $588.726 $392,985 $1,731,611 $620,919 $5.151,508 6.89%
2% 33% 11% 8% 34% 12% 100%
1994 $93.338 $1,518,413 $587,830 $444.251 51.700.769 $474,921 54,819.522
2% 32% 12% 9% 35% 10% 100%
City Wide Yearly Summary
CAGID and Mall Sales and Use Tax as a Percent of Total City Wide Sales and Use Tax
Eating Apparel Home General
Food Stores Places Stores Furnishings Merch All Other Total
11-Jan $888,595 $832,645 $161,991 $373,720 $1.553,192 $3,445,663 $7,255,806
1 % 33% 33% 10% 9% 1% 7.6%
2010 $11,130,533 $10,930,482 $2,690,372 $4,459,406 $19,279,577 $38,940,102 $87,430,472
1% 36% 33% 6% 12% 2% 9.4%
2009 $11,160,109 $10,572,840 $2,626,020 $4,304,383 $17,515,062 $39,002,103 $85,180,517
1% 35% 33% 17% 11% 2% 9.3%
2008 $11,204,475 $10,910,035 $2,819,260 $4,827,635 $18,101,297 $36,708,245 $84,570,947
0% 36% 34% 7% 13% 3% 10.1%
2007 $11,205,584 $10,888,135 $2,804,311 $5,522,090 $18,040,152 $39,631,459 $88,091,731
1% 36% 33% 7% 13% 2% 9.8%
2006 $10,392,069 $9,582,212 $2,424,694 $4,611,056 $15,402,540 $37,371,060 $79,783,631
1% 38% 37% 9% 15% 4% 11.0%
2005 $10,046,723 $8.995,846 $2,362,366 $4,465,788 $14,587,419 $35,882,350 $76,340,492
1% 38% 37% 9% 15% 2% 10.0%
2004 $10,148,861 $8.637,718 $2,232,147 $4,118,312 $14,123,007 $32,171,342 $71,431,387
1% 36% 41% 10% 15% 2% 9.9%
2003 $9,052,658 $7,847.285 $2,046,951 $3,922,549 $13.185.423 $31,552,637 $67.607,503
1% 35% 41% 10% 15% 3% 10.4%
2002 $9,294,397 $8,133,237 S2,346,305 $4,164,992 $13,572.651 $33,815,600 $71,327,182
1% 35% 37% 11% 15% 3% 10.1%
2001 $9,312,676 $8.384,190 S2.646,021 $4,537,112 $15.553.807 $38,279.526 $78,713,332
1% 34% 37% 11% 13% 2% 9.1%
2000 $9,080,910 $8,484,601 53,159.262 $5,915,794 $17,887,211 $36,269,737 $80.797,515
1% 32% 37% 9% 12% 3% 9.5%
1999 $9,207,721 $7,790,648 $3,359,914 $5,553,219 $17,008.884 $33,893,706 $76,814,092
1% 30% 35% 9% 12% 3% 9.2%
1998 $8.932,097 $7,469,094 53,252,729 $3,570.448 $15,736.140 $30.637,104 $69.597,612
1% 29% 34% 12% 11% 3% 9.1%
1997 $7,739,779 $6,797,237 $2,781,018 $3,129,089 $15.439,169 $28.494,047 $64,380,339
1% 30% 28% 14% 13% 2% 9.3%
1996 $7,611,055 $6,614,561 $2,782,149 $2,862,572 $15,111,950 $26,975,579 $61,957,866
1% 29% 27% 15% 13% 2% 9.1%
S:\CMO\DUHMDPS\drnffinancial Mg\BUDGET DJICAGID dj\GEOBYSIC.xls
COMMERCIAL AND RESIDENTIAL MALL POLICE CALL STATISTICS
MONTH Assault Auto Theft Burglary Crim. Mis. Crim. Tres. Disturbance Domestic Drunk DUI Felony Menaci Fight
2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011
January 5 12 3 2 1 4 5 1 15 9 1 21 12 2 8 5
February 4 4 2 1 5 6 3 2 6 10 4 2 23 9 3 3 10 6
March 5 3 1 1 2 1 2 1 17 11 3 2 15 9 7 2 5 5
April 2 2 1 8 3 11 2 4
May 6 1 2 1 15 1 17 4 4
June 5 2 1 3 16 2 10 2 7
July 6 2 5 12 4 2 2 4
August 8 1 1 3 13 9 5 7
September 10 2 3 1 2 11 3 16 4 13
October 2 1 4 4 14 16 4 12
November 4 2 1 5 2 10 21 2 8
December 3 1 2 2 1 11 2 19 2 5
MONTH Fireworks Hang Ups Harassment Indec. Exp. Liq. Law Vio. Littering Loitering Narcotics Noise Open Door Party
2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011
January 7 3 7 2 1 2 2 3 2 2 5 1 2
February 4 5 5 5 1 3 2 3 1 1 3 2 4 3
March 4 9 6 4 1 2 3 1 3 1 2 8 2
April 6 3 1 3 1 5 3
May 10 5 5 1 4 3
June 8 10 1 6 4 18 1
July 4 5 1 8 3 13 4
August 7 6 4 7 4 6 1
September 9 3 6 3 1 1 1
October 8 7 1 1 5 2 7 2
November 1 16 12 2 $Shots 2 1 1 1
December 8 5 3 5 1
MONTH Pro wler Robbery Sex Assault Shoplifting Stabbing Suicide Suspicious Theft Trespass Wepon
2010 2011 2010 2011 2010 2011 2010 2011 211 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011
January 1 2 12 14 17 10 2
February 3 10 10 9 9 1
March 2 3 19 18 10 8
April 1 1 18 5
May 2 12 9
June 29 4
July 29 3
August 1 21 6
September 1 1 1 20 9 2
October 1 1 20 9
November 2 17 12
December 20 10
Written Statement - Proposal Description: BRC 9-9-6(b) Day Shelter
Bridge House (DBA Carriage House Community Table) is a day shelter and service
center for working poor and homeless in Downtown Boulder. Bridge House provides
case management services and provides collaboration and links to other
organizations and services to help people stabilize their lives, find employment and
housing. In addition, Bridge House provides three meals a day, five days a week.
(1) General Requirements for all Shelters:
(A)Good Neighbor Meeting and Management Plan:
(i) Meeting with surrounding property owners required: Bridge House is
coordinating with the City to organize a good neighbor meeting in a location
convenient to the neighbors as per the requirements for application
submission, public notices, mailings and a meeting time and place to be
determined.
(ii) Preparation and distribution of a Proposed Management Plan: Bridge
House has prepared a proposed management plan pursuant to section 9-2-4,
"Good Neighbor Meetings and Management Plans," BRC 1981 for presentation
to the surrounding neighbors at the neighbor meeting.
(iii) School Safety Plan (Does not apply)
(iv) Resubmission and Amendment of a Management Plan - Initial
application Does not Apply)
(2) Additional Requirements for Day Shelters:
(A) On-site Staffing): Bridge House will operate Monday through Friday from 9
am to 3 pm. The building is staffed one hour prior to opening and 2 hours after
close. Clients are not allowed in the building without staff presence under any
circumstances.
Management Plan
Bridge House (dba The Carriage House Community Table)
The Carriage House was established in 1996 when a need for daylight services for the homeless was
identified by the local business and the faith community (Carriage House is a non-religious organization). On
November 10, 1996, the Carriage House opened for regular operation. Prior to 2005, Carriage House was
known as START (Support, Transition, Assessment, Referral and Treatment) and operated for many years at
1301 Arapahoe Ave. In 2008, the Carriage House and Community Table merged to form one agency serving
the homeless and underserved in Boulder. By merging, the Carriage House Community Table has been able to
be more efficient in delivering services to its clients as well as providing more comprehensive services. Our
model of using concrete resources to engage clients in more traditional social services has proven highly
effective.
For many years, First Congregational Church in Boulder has partnered with The Carriage House Community
Table as part of the church's mission to meet the needs of the urban poor. Their commitment extended to
offering their historic carriage house as a site for the agency's central site. They have offered extensive
financial support both in terms of subsidized rent, outright financial support and assistance with utilities.
However, the numbers of poor and homeless people in our community have grown greatly over the last few
years due to the economic chaos, and the numbers that our agency serves have vastly increased.
An average of 125 people visit the Carriage House site daily, and another 75-100 visit our Community Table
sites for evening meals. The size of the building only allows 25 people at one time, per fire code. Many of our
clients self select to not enter or remain in the building due the extreme crowding, and use municipal
buildings (i.e. the library), public spaces such as the Pearl St. Mall and parks, private locations such as coffee
shops and the University Memorial Center during the day. In addition, we borrow space at a number of local
churches in order to accommodate our services (First United Methodist, First Baptist, Mountain View
Methodist Church and St. John Episcopal Church.) Our storage site is located 4+ miles from our downtown
locations, and staffare forced to work from home, greatly decreasing our efficiency.
We offer many important services for the poor and homeless in our community:
• Basic essentials including prepared meals, showers, toiletries and access to a phone. Services are offered
year-round, Monday-Friday from 10am-3pm. Evening meals are provided five days a week, every week
of the year.
• Case Management Services in which a trained professional meets with clients to identify services that
help them resolve the employment, substance abuse, mental health, and other problems that prevent
them from finding and maintaining stable housing.
• Four addiction groups facilitated by a certified addictions counselor. Other groups include "HOPE"
(Homeless People Providing Encouragement, an art therapy group and a writing group.
• Twice weekly outreach by a Boulder County Mental Health Center clinician.
• Outreach nurse from People's Clinic weekly and financial assistance for prescriptions
• A weekly volunteer computer tutor.
• Employment services including free voice mail for job seekers, individual tutoring, help in preparing
resumes, interview clothing, and computer access.
• A holistic health clinic featuring acupuncture
• Outreach from community agencies such as the Veteran Center, Boulder County AIDS Project, and the
Vet Center.
• A client internship program to teach job readiness skills.
• Special "Women's Hours" which meets weekly to address needs specific to our women clients.
Primary amongst the proposed services for our new location are:
• Expanded employment services
o On site employment
o Work referral service
• Storage for client belongings
o Daily storage of backpacks for job seekers
o Long term storage for larger items
o An ID documentation service
• A private area for homeless women and children
• Expanded shower area
o We currently only have one shower
• Laundry for clients
• Computer lab
• Private area for mental health treatment and nursing services
• Quiet room for ill clients
The proposed site at 1724 has the following advantages:
• Downtown location. The population served is located in the downtown area and for the program to
be effective the location must be similarly located
• We anticipate that this location (and its size) will relieve the disproportionate burden that the library
and downtown parks are currently experiencing.
• The extensive outside space attached to the building will allow the program to operate with a
minimum of clients on the sidewalk. We plan to make the primary entrance of the side of the
building.
• The renovation of the building would provide a community resource.
o This site has not been successful as a restaurant due to its lack of parking.
o Community groups would have access in the evenings and on the weekends
o This very visible location has been empty and unused for years.
How Bridge House Operates
The Bridge Househas excelled in offering concrete resources with a high level of respect and dignity, and
offers clients a point of entrance into the support systems they need and deserve. Homeless individuals
face social isolation and stigma, as well as difficulty in accessing systems for help, due to their shifting
locations and lack of stable contacts, as well as difficulty in trusting service providers.
Studies conducted over the past two decades have demonstrated that homeless Americans are exceptionally
diverse and include representatives from all segments of society Each group experiences distinctive forms of
adversity resulting both from societal structures and personal vulnerabilities, and has unique service delivery needs.
All however, experience extreme poverty, lack of housing and a mixture of internally impaired or externally
inhibited functional capabilities." Rosenhuck, Robert, MD, Bassuk, Ellen, MD, and Salomon, Amy, PhD.
"Special Populations of Homeless Americans" Dept of Health and Human Services.
In order to reduce obstacles to engaging clients in service, all are welcome at the Bridge House. There is
an employee stationed at the front door at all times to monitor for intoxication or inappropriate
behavior. New individuals attend a weekly orientation to learn about the rules and services offered.
Case management is offered by same day appointments. There are daily activities offered to support
sobriety.
Number of Clients
The Bridge House is currently serving an average of 125 people at its Pine St. site, and 75-100 other
individuals at the dinner sites. We anticipate that we will be serving 250-300 people daily, especially as
many individuals self select not to enter the Pine St. site, due to the extreme crowding.
Hours of Operation and Building Access
Bridge House will operate Monday through Friday from 9 am to 3 pm. The building is staffed one hour
prior to opening and 2 hours after close. Clients are not allowed in the building without staff presence
under any circumstances.
The outside patio adjacent to the building will serve as a waiting area in the morning, a smoking area
during hours of operation, and all people entering and exiting the building will use the entrance in the
patio area.
Deliveries and Trash Collection
Trash collection services will be once weekly by Western Disposal, and Bridge House will monitor the
dumpster area closely. The Bridge House has one van which is used for deliveries from Community
Foodshare. This is the only vehicle which will be parked on site.
Noise Impact
Noise from the Bridge House will be no greater than that which already exists at this busy intersection. Most
homeless people do not own cars, so additional traffic noise will be almost non-existent.
Security
The Bridge House uses its own staff to provide security during hours of operation. The staff is responsible for
monitoring activity inside the building, in the outside areas and in public areas such as the sidewalk or the
neighboring gas station. We employ a security company to provide monitoring during the hours that we are
closed. In addition, we have a very strong relationship with the local police department and regularly patrol
the alley at our current location.
We will install video cameras to provide additional surveillance to outside areas as well as internal areas that
are somewhat isolated. Doors will be locked using an electronic system, so that only staff with a pass code
can access certain areas. We will provide outside lighting.
Firearms are not allowed on the premises. Any client with a weapon must relinquish it before entering Bridge
House. Illegal weapons are turned over to the police. Any client found with an illegal weapon will be
permanently barred.
Any client that is turned away from Bridge House for disruptive behavior is told to leave the area. If they
refuse, we call the police.
Any client that is turned away from Bridge House for inebriation will be strongly encouraged to go to the
Addiction Recovery Center (ARC.) if a client is unable to make a good decision for themselves, staff will call
the police for a "welfare check."
It is notable that Bridge House has operated for 912 consecutive days with only one physical altercation.
Alcohol and Drugs
The main objective in preventing overly intoxicated individuals from entering Bridge House is preserving
safety. Although "damp" individuals may access services, this is to promote engagement into sobriety and
productive activities. Overt intoxication presents a risk to other individuals and staff. Any client turned away
for services due to intoxication will be strongly encouraged to accept a taxi ride to the Addiction Recovery
Center. If the denied client leaves on foot and is considered a danger to self or others, the police will be
called.
No clients are allowed to have alcohol or illegal drugs on the Bridge House premises. This is a very serious
violation of our rules, and a person will be barred for a minimum of 30 days. Repeated offenders are barred
for 90 days. All alcohol found on premises is discarded immediately and is not returned to the client. Any
illegal drugs are destroyed or turned over to the police. We work very closely with the police and inform
them of any suspected drug trafficking.
Loitering
Loitering on others' property is a violation of Bridge House rules, and clients are denied services for this
offense. This property will provide an outdoor smoking area, which should provide adequate space for our
clientele. In our current location, where there is no outside area other than a public parking area, our clients
have been accustomed to being very careful and respectful of others' property.
Employee Education
Bridge House employees are professionals with experience in issues relevant to our clients, such as:
recognizing and responding to mental illness and addiction, non violent crisis intervention, suicide
assessment, basic medical triage, and professional boundaries. Bridge House has written operating policies,
an employee handbook and a case management manual.
Bridge House's Responsibility as a Good Neighbor
Bridge House is already a site for community groups, and this will continue in our new
location. We have strong collaborations with many local nonprofits and provide outreach
space for several agencies. We currently have clients clean up cigarette butts outside,
remove ice for First Congregational Church and do periodic clean ups of the neighboring
flower beds, and this, too, will continue in our new location. We have received positive
feedback from our current neighbors about our responsiveness to any concerns.
Neighborhood Outreach/ Future Communication
Bridge House currently has 250+ volunteers, and will offer additional opportunities in our
new location. We propose a series of community open houses (every 6 months) in our new
location to familiarize our neighbors with our services and provide a forum for any
concerns. Visits can be arranged at the current location for those interested in operational
details. The Executive Director has an open door policy and is available to discuss
neighborhood concerns at any time.
Bridge House has a stellar reputation as an agency which offers excellent client centered
services and has been an important safety net for many in the community through these
times of economic chaos.
Dispute Resolution
Problems should be first brought to the attention of the Executive Director. If a satisfactory
outcome is not obtained, a written statement should be made to the Board. Any grievance
that cannot be resolved with the Board may be brought to mediation.
1.NEW VESTIBULE, STAIRS AND WALKWAY TO BROADWAY
2.FLEX SPACE: GROUP ROOM, PHONES - 180 SF
3.STORAGE - 35
4.INTAKE DESK - 98 SF
5.DINING (SEATING FOR 40) - 576 SF
6.COMPUTER ROOM (9 STATIONS) - 300 SF
7.OFFICE (6 WORKSTATIONS) - 320 SF
&CONFERENCE ROOM/STAFF BREAK ROOM
9.WOMEN'S RESTROOM
10.MEN'S RESTROOM
11.KITCHEN - 180 SF
{ 12.SHOWER - 40 SF
13.FOOD STORAGE - 56 SF
n~ _}1 14.CLOTHING STORAGE - 56 SF
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BRIDGE HOUSE - GROUND FLOOR PLAN
24 FEB 2011 t3
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Carriage House Community Table Proposed Move to 1724 Broadway
• What is Carriage House Community Table?
o Carriage House Community Table (CHCT) is a day shelter and service center for working
poor and homeless in downtown Boulder. CHCT is a private non-profit funded primarily
by individual donations.
o CHCT has operated in the 1200 square foot carriage house located in the alley between
Pine and Spruce Streets, just west of Broadway, for more than seven years.
o In 2010 CHCT provided services to an average of 120 people during each day and an
additional 100 people received an evening meal.
o CHCT provides case management services using nationally recognized best practices and
provides collaboration and links to other organizations and services to help people
stabilize their lives, find employment and housing.
o Three meals a day, five days a week are also provided. CHCT works closely with local
churches.
o CHCT collaborates extensively with the Boulder Shelter for the Homeless and other non-
profits and government agencies that serve the homeless, as well as with the library and
police.
• CHCT has outgrown its existing space.
o Most days the current space is at or over capacity all day. As a result many people who
would like to use CHCT services are turned away or asked to leave so that others may
enter the building.
o Staff and volunteers double, triple and quadruple up in two small offices.
o There is no privacy for sensitive case management discussions.
o Cooking must be done at an off-site facility.
o Inadequate food storage space limits the use of fresh produce and other commodities
available from our primary supplier, Community Food Share.
o The CHCT Board of Directors has been looking for new space for two years.
o The CHCT board believes in giving a hand up, not a hand out. Although meals are
provided, food purchases amount to only about 2% of our total budget. The primary
goal of the organization is to help people out of homelessness, but if you're hungry it's
hard to think about anything else. Food gets homeless people engaged so that we can
help them get to work on the things that caused them to be homeless.
• Why 1724 Broadway?
o The location is only four blocks from the current location.
o It is south of the central business area, away from residential areas, and very accessible
to public transportation.
o The building has sufficient space to not only provide day shelter for significant numbers
of people, but to also accommodate the programs needed to provide a one-stop-shop
for homeless and working poor.
o The building owner has offered very favorable terms to the CHCT board that would be
difficult to duplicate.
o CHCT continues to look at other real estate in Boulder. No other location has been
found that has the advantages of access, available space, and affordability.
• Why not use the Boulder Shelter for the Homeless facility?
o The Boulder Shelter's special use permit, which was carefully crafted through an
arduous public process, does not allow additional daytime services.
• What benefits will result if Carriage House moves to 1724 Broadway?
o The building has more than 8000 sq. ft; enough room to combine all CHCT
operations in one location.
o The larger building will have space to significantly expand programs that provide
a transition to employment and stable housing.
o The location is not a residential area.
o 1724 Broadway provides a central location with good access to public
transportation. It is farther from the Pearl Street Mall than the current location.
o The hardcore homeless substance abusers who frequent Central Park are
typically not clients of CHCT. CHCT plans to partner with city agencies to help
engage homeless people who now loiter in public spaces such as Central Park,
the Pearl St. Mall, and the Library. A larger facility will provide more showers,
restrooms, and computer access for our clients. These facilities will reduce
complaints regarding human waste in the park and along the creek as well as
relieving pressure on the nearest public restroom facilities at the Library and
13th and Pearl.
o 1724 Broadway has been vacant for five years; CHCT hopes to improve the
exterior appearance of the building without changing its historic character
thereby making a more attractive gateway to the downtown area.
• What problems might result if Carriage House were to move to 1724 Broadway?
o Would crowds of homeless people loiter on the street in front of the building?
■ City ordinance prohibit clients from lining up on the public sidewalk or roadway
outside a shelter. The building plans include a client entrance on the north side,
with a staging area on the outdoor patio that is not visible from the street.
o Will such a building become a magnet, drawing homeless people to the area?
■ More than 70% of CHCT clients had an address in Boulder County before
becoming homeless.
■ Agencies in Longmont and Lafayette provide services similar to CHCT to
homeless and working poor in those cities.
■ Significant numbers of homeless people have gathered for decades in Central
Park and along Boulder Creek and at the Public Library. It is anticipated that a
larger day shelter in this area will draw homeless people away from businesses
and public spaces where they sometimes conflict with other users.
o Will the staff be able to control the behavior of their clients?
■ The Community Foundation has been a next door neighbor to Carriage House
for the last seven years. The Community Foundation staff has complimented
CHCT staff on efforts resulting in near zero complaints from neighbors about
CHCT clients.
■ CHCT will develop a management plan with the help of the City of Boulder.
Development of the plan will provide an on-going opportunity for area residents
and businesses to communicate any concerns about the operation of the facility
and will provide a forum to develop solutions if any problems should occur.
Issue: Downtown Amenities Infrastructure: Replacements and Improvements
Priority: High
Baekaround: When paid, on-street parking was introduced downtown on Saturdays in the mid-
1990's, the incremental increase in revenues was allocated in the budget for downtown
improvements as a tradeoff for increasing the amount of time customers and visitors would pay
for parking. In 2002, DU14MD/PS led an effort to renovate and freshen up the Pearl Street Mall
for its 25th Anniversary. No reinvestment had been budgeted or made in the Mall since its
creation and at the time the lack of reinvestment in the Crossroads Mall (former 29th Street) was
evident in its rundown and outdated appearance, and its declining sales. Improvements included
the-construction of the pop jet fountain and shade structure in the 1300 block, the weeping and
split rock in the 1 100 block, 11 th and 15th Streets intersection pylons, retro-fitting the pedestrian
lights for energy efficiency and other amenities. In order to construct all the improvements at one
time to minimize the impacts to the commercial district, DUE[MD/PS borrowed $3,000,000 from
the general fund with the annual repayment of $500,000 from the downtown improvement
budget. In 2011, the final payment of $43,548 will be made.
During 2010, in anticipation of the final payment of the Mall loan, a Downtown Improvement
Plan Task Force was created composed of representatives from the Downtown Management
Division, Downtown Boulder Inc. and Downtown Boulder Business Improvement District, and
city staff from Parks, GIS, FAM and DUIIN4DPS to address two issues: 1) the lack of any
replacement funds for any Pearl Street Mall or downtown amenities (i.e. pop jet fountain,
benches, trash receptacles, etc.) and 2) the lack of any funds for future reinvestments in the public
streetscape in the downtown. For the replacement fund the group worked on an extensive GIS
inventorying process for all amenities and streetscape infrastructure in the downtown and
developed a 10 year replacement budget totaling $1,894,330, averaging $189,433 per year. For
the second component, the group prioritized projects based on environmental, social and
operational factors totaling $3,910,610 for the seven year CIP period. During 2011, a total of
$150,000 was allocated annually for both replacements and improvements. The highest priority
project - improvements to 13th Street for the Farmers Market - was completed in time for the
market opening on April 2. The balance unfunded, during the seven year CEP planning horizon
for both replacements and improvements is $2,860,610.
Impact and/or Challenze:
Downtown is the primary community gathering place, commercial center and tourism attraction,
and thus is an important economic generator and source of community pride. A reinvestment
strategy needs to be in place to ensure the Pearl Street Mall and the downtown remain a vital and
attractive city center for residents, visitors and employees. The downtown area provides for a
quality of life that attracts, sustain and retains diverse businesses and creative entrepreneurs. The
Pear Street Mall, 13°i Street and surrounding areas are the site of numerous events and festivals
such as the Boulder County Market, Art Fair, Asian Festival Boulder Creek Festival, Children's
Festival and Parade of lights which supports the social sustainability goal to create an inclusive
and socially thriving community. We have a world class downtown and need to make sure it
stays that way.
Proposed Recommendations and/or Solutions:
Now that the Mall loan is paid off, staff proposes an additional allocation be made to fund a
phased Downtown Infrastructure Plan that includes both replacement funds for existing amenities
and funds for streetscape improvements.
Replacements
A detailed replacement plan has been developed by Glenn Magee who was the architect and
project manager for the Mall renovations in 2002. The annual amount averages about $189,433 a
year.
Improvements
In terms of new improvements the following projects have been identified. The highest priority
project, the modifications to 13t" Street for the Farmer's Market, was accomplished in 2011.
Further analysis and review would occur prior to implementation.
15th Street, between Canyon and Arapaho
Currently these two blocks of 15th Street do not meet the downtown streetscape standards. The
scope of the project would include street trees with grates and guards, irrigation system, and
pedestrian amenities. As an important connector between Boulder High School and downtown
West Pearl Streetscape
West Pearl is an active restaurant and retail area in the downtown that does not have consistent
streetscape amenities. With the potential redevelopment of the Camera block and improvements
along Pearl Street, it will be important to ensure the entire area of Pearl Street be considered,
leveraging the private investment.
1 I th Street Corridor
Eleventh Street between Spruce and Canyon is an important north/south pedestrian corridor
Civic Plaza/ Central Park/ 13tt' Street
Anticipating future improvements to the general area to accommodate expanding needs of the
Farmers' Market and other uses in the area following a planning process.
Pearl Street Mall Phone Kiosk Retrofits
Due to the predominance of cell phones, most of the public pay phones have been removed from
the Pearl Street Mall. However the kiosks, or stanchions that supported the phones have
remained. Because they have the power conduits in place, these kiosks would be ideal locations
for a touch screen directories and maps. A design has been developed consistent with the existing
stone pylons on the Mall.
RTD/14th Street Improvements
The city will be receiving a State grant for improvements to the RTD/14th Street Transit Center to
accommodate addition bus service to the downtown. As the Transit Center with the second
largest number of hoardings in the RTD system, it will be important to ensure a quality pedestrian
experience. This allocation will be used to supplement the improvements to the bus and bike
operations to include pedestrian amenities.
Below is a chart of the proposed UP for the next seven years for Downtown Infrastructure
replacements and improvements. The request is for an additional allocation averaging $409,000
per year
2012 20 13 2014 , 201 _5 2016 2017 2018
Replacements $197,950 $197,950 $176,950 $242,640 $272,640 $161,240 $161,240
Ini rovements $622.950 $597.950 $601,950 $542,640 $522,640 $561,240 $461,240
Budgeted $150,000 $150,000 $150.000 $150.000 $150,000 $150,000 $150,000
Balance $472,950 $447,950 $4511950 $392,640 $372,640 $411,240 $311,240
needed
Desired Outcomes:
The goal is to create a sufficient and consistent allocation of funds to maintain and enhance
downtown and Pearl Street Mall Amenity Infrastructure.
Next Steps:
• Develop a design and detailed cost estimate for 156' Street Improvements.
• Reconvene the Downtown Improvements subcommittee to prioritize the other projects.
CAPITAL IMPROVEMENT PROGRAM (CIP) GUIDING PRINCIPLES
The City of Boulder intends to develop a Capital Improvement Program (CIP) that addresses the
ongoing major business needs and maintenance and repair of city assets as well as enhancements
and expansion called for in the Boulder Valley Comprehensive Plan. The CIP is a strategic
document that assures that the municipal organization maintains a strong bond rating,
implements community values, and has fiscal integrity. The City intends to prioritize its
investments both across and within funds based on the following guiding principles:
1. Capital Improvement Programs should be consistent with and implement Council-
accepted master plans and strategic plans.
2. Capital improvements should achieve Community Sustainability Goals:
• Environmental - sustainable materials, construction practices, renewable
resources, etc,
• Social - enhancements that improve accessibility to city services and resources
provided to the community.
• Economic - effective and efficient use of public funds across the community.
3. As potential capital investments are identified, the city must demonstrate in the CIP
Process that there are sufficient funds to operate and maintain the project or
program.
4. Capital Improvement Programs should provide enough capacity and flexibility in
our long-term planning to be able to respond to emerging, unanticipated needs.
5. Capital Improvement Programs should maintain and enhance the supporting city-
wide "business systems", such as information and finance systems, for the city over
the long-term.
6. Capital Improvement Programs should sustain or improve maintenance of existing
assets before investing in new assets.
7. Capital improvements should:
• Meet legal mandates from federal, state, or city levels
• Maintain or improve public safety and security
• Leverage external investments
• Promote community partnerships
• Reduce operating costs and improve efficiency
8. Capital programming should maximize efficiency of investments demonstrated by
measurable cost/benefit analyses and coordination of projects across departments
within and across funds.
9. The Capital Improvement Program should provide sufficient reserves to allow for a
sound fiscal foundation with benefits that include:
• A strong bond rating
• The ability to address emergencies and natural disasters
Memorandum
TO: Downtown Management Coni nission
FROM: Molly Miller Winter
Director
RE: Capital Improvement Program (CIP) 2012 Request
DATE: April 1, 2011
At the April 4, Downtown Management Commission Meeting you will be requested to
provide your feedback on the Downtown and University Hill Management Division and
Parking Services proposal for downtown related 2012 Capital Improvement Program
(CIP) request for two items:
• Resurfacing and landscape improvements to the three parking lots on 14th Street,
and
• Downtown Amenity Infrastructure -Rep] acement and Improvements.
The CAGID Capital Improvements for the five downtown garages has already been
approved. $1,284,000 is approved for 2011 and the focus will be the signage and esthetic
improvements. A Request for Proposals has been issued. Representatives from the DMC
will participate on the selection committee.
Please find attached descriptions of the two proposed CIP projects for 2012. Regarding
the resurfacing of the three parking lots, it is important to note that CAGID does not own
these three lots however we manage the parking during the week for downtown employee
parking permits. It is a general fund asset and has never had a budget for major
maintenance and improvements. Regarding the Downtown Amenities Infrastructure:
Replacements and Improvements, DUHMD/PS received $150,000 per year for the seven-
year CIP period. However, the annual costs for both replacements and improvements
exceed that amount by approximately $400,000 per year. This request is to increase the
allocation.
Also attached are the CIP Guiding Principles.
I look forward to the discussion on Monday.
Budget Item: 14`1' Street Parking Lot Refurbishment CIP
Priority: Important Deficiency
Background:
Parking Services manages the parking in three Downtown lots that arc not owned by
CAGID (they are city property) but located within the CAGID boundaries. Historically
no funds have been set aside for repair or replacement for the lots located at: 1336
Canyon, 1745 14th, and 1775 14t''. These lots are for paid permit holders; there are no
meters or pay stations in any of the lots. Parks and Recreation has assumed the
responsibility for routine landscaping, but also has not been funded for maintaining and
repairing the landscaping around these lots. Consequently, these lots have fallen into
disrepair and the surrounding landscaping has deteriorated to bare dirt and a few bushes.
A pavement evaluation completed October 2010 showed the following:
404- 6.0 2795.111 27,331 Patching $61,805
1336
Canyon
(14th&
Canyon)
405- 2.0 2821.667 14,456 Full Replacement $72,280
1775
14th
Street
406- 2.0 1628.333 30,283 Full Replacement $151,415
1745
14th
Street
(Assumptions: $5/sf for new pavement and $1.75/sf for chip seal/slurry. For 1336
Canyon, it was $5/sf for deteriorated area and then $1.75 to chip seal and slurry the whole
lot.)
The Remaining Service Life (RSL) is an indication of a pavement's useful life with new
pavement having a 20-year life. RSL's less than 2 should be completely re-paved.
Continued deterioration of these lots poses tripping hazards, which according to Risk
Management is any gap or differential of greater than inch in the pavement.
Impacts and/or challenges:
These three lots are used by permit holding downtown employees, After hours and on
weekend these lots are used by: visitors to the Farmers Market, and visitors to
downtown. The condition of the parking lots has deteriorated to the point that repairs and
replacement are needed. The landscaping around the lots is maintained by Parks (through
agreement with Parking Services); however, major repair and renovation is not Parks
responsibility. Who is ultimately responsible for these lots has not been fully decided.
This existing confusion would be resolved by shifting, or officially designating,
maintenance and repair to Parking Services. A budget (CIP proposal) for initial
renovation would be needed, as well as fund appropriations for annual upkeep.
Proposed Recommendation and/or Solutions:
Responsibility for repair and upkeep should be designated to Parking Services. An initial
capital improvement outlay of approximately $285,500 (based on assumptions in table)
would be necessary for pavement repairs. From that point forward, a repair and
replacement fund drawn from general fund revenues generated by the lots should be
established to maintain the parking surfaces and the surrounding landscape. The new
parking lots will have an estimated life span of 20 years; a replacement fund for 20 years
should be established ($18,020 per year for all three. Initial landscaping costs are
estimated at $50,000 (no bid has been solicited as yet).
Suminary of expenses: $285,500 for initial repair and replacement to the parking lots.
$50,000 estimated cost of landscaping. Total initial CIP: $335,500. On-going
replacement funds of $18.020 per year for the lots (not adjusted for inflation).
Desired outcomes:
These three parking lots serve several key stakeholders of the downtown, and serve as a
gateway to downtown. In addition they are adjacent to the highly popular Tea House,
BMOCA, central park, and Fanners Market. Care and appearance is important towards
projecting a positive image upon arrival to downtown and the municipal complex.
Recommended repairs and replacement should be undertaken. Parking Services should
be designated as responsible and appropriate budget appropriations established.
Next Steps:
Upon the establishment of a CIP fund, work can begin to repair and replace worn parking
surfaces and to landscape the surrounding area. The entire project should be completed
within a couple of months from going to bid. Parking Services should be designated as
responsible for maintenance, repair and upkeep, and a budget established for upkeep of
the lots. The downtown parks crew will handle the landscape maintenance.
Additional expenditures:
At this point, additional expenditures are not foreseen. Staff is already in place to do the
work and equipment is already in service. There may be a need for minor equipment
purchases along with parts, but those could be funded by the establislunent of a yearly
maintenance fund.