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From YouTube: Boulder City Council Study Session 7-10-18
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C
Evening,
the
apps
for
your,
do
you
need
it
tonight.
We
talk
about
all
things,
retail
after
a
little
bit
of
background
on
boulders
retail
context,
we're
going
to
share
with
you
the
downtown,
Boulder,
retail
and
vibrancy
study.
Are
you
finding
some
recommendations
from
our
esteemed
consultants
and
the
staff
action
plan?
What
we're
going
to
do
as
a
result
of
that
study?
C
C
C
Revitalization,
we've
also
experienced
increased
competition
in
our
surrounding
communities,
we're
also,
of
course,
experiencing
really
interesting
changes
in
the
retail
industry
and
demographic
changes
in
our
community.
Why
do
we
care?
Well?
Retail
affects
our
quality
of
life
and
it
affects
the
city's
fiscal
condition,
the
kinds
of
retail
the
mix
of
retail,
that
we
provide
the
accessibility
to
it
and
the
affordability
has
to
adapt
as
our
community.
It
evolves.
C
Our
comp
plan
actually
has
an
economy
section,
and
there
is
a
policy
specifically
about
retail,
because
it
is
that
important
both
to
our
community
and
to
our
fiscal
condition,
and
it
makes
a
commitment
to
develop
and
implement
our
retail
strategy.
So
that's
the
foundation
for
all
of
the
items
to
follow.
D
Thanks
Susan
and
good
evening,
council
city
manager,
city
attorney,
my
name
is
Brad
Siegel
I'm,
with
a
firm
in
Denver,
called
progressive
urban
Management
Associates.
We
are
economic
and
Community
Development
consultants,
well,
fortunately,
to
have
a
relationship
with
Boulder
going
back
almost
20
years.
So
when
Flatirons
open,
we
worked
with
the
downtown
business
community
to
help
form
the
Business
Improvement
District,
just
before
29th
Street
open.
D
We're
here
in
part
because
of
changing
dynamics
in
retail
retail
is
one
of
those
industries,
that's
in
disruption.
Right
now.
There
are
a
lot
of
changes
and
cities
all
over.
The
country
are
really
coming
to
grips
with
the
same
type
of
dynamics
that
you
have
in
Boulder
and
they're.
Also
officials
are
making
a
lot
of
hard
decisions
regarding
retail
as
well
across
the
country,
and
some
of
these
factors
include
the
increase
in
e-commerce.
D
Internet
commerce,
which
I'll
tell
you
is
a
little
deceiving
even
last
year
with
all
the
internet
sales
internet
sales
accounted
for
about
8
percent,
nationally
of
all
retail
sales,
so
brick-and-mortar
is
not
dead,
but
it
is
changing
and
it
needs
to
adapt.
Part
of
that
is
smaller
footprints
you're,
seeing
larger
national
change
go
to
smaller
footprints.
Interestingly
I
think
it's
next
week
target
is
opening
a
28
thousand
square
foot
store
in
downtown
Denver
and
who
knew
that
ten
years
ago.
D
The
target
would
be
looking
at
those
types
of
things,
but
that's
indicative
of
this
change
as
well.
Demographic
shifts
and
one
of
the
things
you'll
find
in
the
study.
As
we
looked
at
the
demographics
in
Boulder
and
how
downtown
can
best
match
the
community
as
it
changes
and
as
as
as
different
age
groups
come
in
and
stay
and
flow.
D
There
is
a
premium,
and
this
is
good
news
for
not
only
downtown
Boulder
but
most
of
the
downtown's.
We
work
with
across
the
country
a
real
premium
on
authentic
experiences,
and
fortunately
the
city
leaders
in
in
this
town
for
the
last
40
50
years
have
been
forward-thinking
and
downtown.
Boulder
really
is
a
stellar
environment
in
terms
of
the
experience
that
it
offers
next
slide,
please
so
I'm
in
control.
D
In
terms
of
why
we're
here
and
the
impetus
for
the
project
there
was,
there
were
a
variety
of
concerns
and
I'll
say
some
of
these
are
realities,
and
some
of
these
may
maybe
were
more
myths.
But
some
of
the
concerns
that
precipitated
our
work
was
a
concern
that
the
more
national
chains
and
franchises
were
taking
space
in
downtown
Boulder,
that
there
was
more
pressure
on
Independence
and
certainly
several
icons.
If
you
will
stores
that
have
been
around
for
decades,
we're
finding
that
they
were
closing
for
a
variety
of
reasons.
D
D
So
when
we
looked
around,
we
did
the
analysis.
We
did
a
couple
things
one
is
we
we?
We
looked
at
a
lot
of
data,
so
we
looked
at
a
lot
of
data
on
retail,
on
demographics,
on
store
mix.
We
also
partnered
with
a
gentleman
by
name
a
Mike
Byrne
Mike
Byrne.
He
has
offices
in
California
New
York
and
he
is
a
retail
expert
nationally,
so
he
was
able
to
bring
to
us
some
of
this
perspective
from
a
national
point
of
view
that
we
could
apply
to
our
work
here.
D
But
overall
we
found
many
strengths
with
with
downtown
Boulder,
still
a
high
concentration
of
local,
independent
stores
in
downtown
77
percent
local.
When
we
worked
with
you
back
in
2005
13
years
ago,
it
was
83
percent
local.
So
there
has
been
some
shift,
but
maybe
not
the
complete
wave
of
franchises
and
chains
that
some
people
fear
61%
of
your
retail
is
shops
39%
our
restaurants
and
that's,
that's
actually
considered
a
very
healthy
balance.
D
Your
vacancies
are
low
and,
while
sales
tax
may
be
not
growing
as
as
as
much
as
we'd
like
downtown
certainly
is
growing
more
than
the
rest
of
the
city,
so
downtown
retail
sales,
when
you
take
out
marijuana,
had
grown
11%
between
2013
and
2017,
so
it's
fairly
modest
on
an
annual
basis,
but
it
is
the
strongest
sub
market
in
til
sales
growth
in
the
city.
At
this
point,
and
while
locals
I
mentioned
earlier
locals,
are
spending
less,
we
find
visitors
are
spending
more
and
clearly.
D
Boulder
is
one
of
those
must-see
destinations
along
the
Front
Range
and
your
visitor.
According
to
intercept
surveys,
the
concentration
of
visitors
has
gone
up
and
also
their
propensity
to
spend
has
gone
up
as
well.
Downtown
continues
to
get
stronger
as
a
place
to
work
that
certainly
helps
retail
and
locals.
Well,
maybe
not
spending
as
much
money
are
visiting
at
outstanding
rates,
more
than
seven
visits
a
month
from
locals
that
were
surveyed
and
intercept
surveys.
D
That's
a
high
frequency
of
visitation
if
you're
coming
downtown
for
reasons
other
than
other
than
work
with
with
Mike
Byrne
with
the
retail
consultant.
We
we
really
looked
at
downtown
and
we
dissected
it
in
two
sub
districts,
not
just
one
market,
so
there's
sub
markets
within
downtown,
and
then
we
also
match
these
with
demographic
groups
within
downtown
and
of
the
entire
study
we
did.
I
think
this
this
chart
is
something
that
we're
pleased
with,
because
I
think
it
really
shows
a
nuanced
understanding
of
how
downtown
works.
I
am
gonna.
D
Do
that
right
now,
so
yup
stirs
yeah,
I'm,
gonna,
start
I'm,
gonna,
I'm
gonna
define
all
those
demographic
groups
and
then
what
we
found
is
where
these
demographic
groups
are
gravitate
to
downtown,
and
then
you
can
do
a
truth
check
on
all
of
that.
I'll
start.
The
up
stirs
you
up
stirs
are
boomers
or
people
like
myself.
D
E
D
Native
of
Denver,
for
example,
so
I've
been
around
for
a
while
in
Boulder
yup
stirs
are
boomers
that
oftentimes
have
been
around
very
influential
in
the
politics
in
the
town,
so
these
are
also
people
who
vote
and
who
are
very
active
in
certainly
in
your
lives,
so
yup
stirs.
We
found
boomers
were
attracted
certainly
to
the
core
of
Pearl
Street
and
also
on
both
ends
on
the
East
End
and
on
the
west
end
that
and
and
really
it's
because
of
yep
stirs
that
you
have
the
downtown
that
you
have.
D
It
was
the
vision
of
these
boomers
30
40
years
ago
that
helped
create
the
downtown
that
we
have
now.
Let's
get
a
little
more
nuanced
here,
a
coastal
new
economy.
What
that
means
that
refers
to
tech
workers,
primarily
so
younger
demographic
20,
to
35
a
lot
of
the
technology
economy,
profiles
and
our
retail
expert
found
that
they
were
gravitating
a
little
bit
more
to
the
West,
End
and
part
of
where
this
is
coming
from.
Is
we're
matching
the
store
types
with
the
demographics
that
those
stores
appeal
to?
D
So
there
is
some
science
here:
it's
not
just
sitting
on
a
street
corner
and
looking
at
people
there
is
some
science
here,
yeah
there's
some
science
here
between
the
retail
mix
and
the
demographics
that
are
naturally
attracted
to
those
retailers.
So
we
found
that
some
of
the
newcomers,
the
tech
workers
may
be
more
in
the
Western
and
I'll
talk
about
Neo
hipsters
last.
That's
my
favorite
subgroup
to
talk
about
leisured
middle.
That's
really
more,
our
visitors!
D
So
our
visitors,
where
our
tourists
are
concentrating
the
types
of
stores
that
attract
visitors,
a
group
again
with
fairly
high
levels
of
disposable
income.
We
learned
we
talked
to
many
many
property
owners
and
businesses.
In
this
process
we
had
focus
groups.
We
talked
to
more
than
60
of
the
downtown
stakeholders
in
putting
this
work
together,
and
we
found
that
there's
quite
a
bit
of
activity
around
college
and
when
parents
come
to
town
parents,
weekends,
that
type
of
thing,
that's
what
a
lot
of
these
trends
are
reinforced,
but
leisured
middle
gets
to
to
visitors.
D
Primarily,
students
is
probably
the
most
straightforward
of
all
that
those
are
students,
but
the
segments
that
downtown
appeals
to
most
tends
to
be
the
older
student
profiles.
So
the
the
senior
and
the
grad
student
is
more
attracted
to
downtown,
then
maybe
some
of
the
the
younger
well,
the
hill
is
a
primary
attraction
and
then
the
shopping
center
on
on
the
way
into
town
over
baseline
over
on
baseline
shopping
center
over
on
baseline
as
an
attraction
for
them
as
well.
D
Alright,
hipsters
hipsters,
are
the
pioneers.
These
are
the
sort
of
artists,
the
creatives.
What
we
found
is
because
of
cost
of
living
in
Boulder.
You
don't
necessarily
have
a
high
degree
of
struggling
artists
living
in
town,
but
there
is
a
concentration
of
creatives
and
they
have
strong
influence
in
terms
of
trends
and
in
terms
of
shopping
and
and
and
looking
at
different
stores.
So
from
our
vantage
point,
our
realtor
retail
experts
vantage
point.
D
East
pearl
was
more
of
the
hipster
profile,
more
of
the
pioneering
type
of
retail,
more
the
local
independent,
more
of
an
area
to
take
risks.
If
you
will
and
then
last
but
not
least,
the
Neo
hipster,
the
Neo
hipster-
is
also
young,
but
is
upwardly
mobile.
So
these
people
have
money,
they
have
discretionary
income,
but
they
have
this
hipster
Sensibility.
They
want
to
relate
back
to
the
creative
and
the
artistic
pursuit
when
you
think
of
Neo
hipsters,
think
of
right,
Rhino
in
Denver
or
Highlands.
D
If
you
will
well
your
piece
of
neo
hipster
land
and
we
thought
and
in
downtown
Boulder,
was
more
on
the
west
end
and
and
west
pearl.
So
again
we
can
get
into
this
in
terms
of
whether
whether
this
all
makes
sense
or
not,
but
I
think.
The
main
message
here
is
is
two
messages,
one
that
downtown
is
complex:
it's
not
just
one
market,
there's
a
collection
of
sub
markets
and
two
there
are
many
demographic
groups
that
are
patronizing
and
enjoying
downtown
there's
a
very
broad
age,
demographic
that
is,
is
finding
strong
connections
to
downtown
Boulder.
D
I
guess
you're
going
to
Flatirons
I
honestly,
these
groups
make
up
the
vast
majority
of
the
population
of
the
city,
so
in
terms
of
additional
psychographics
and
demographics,
there
wasn't
much
left
this.
This
was
pretty
much
a
complete
profile
from
a
psycho
grin
out.
Psychographics
are
a
little
bit
different
than
demographic
because
they
get
into
these
lifestyle
issues
and
and
and
demographers
make
these
judgments
on
what
people
do,
but
us
and
our
retail
expert
thought
that
this
really
captured
the
vast
majority.
Certainly
a
boulder
rights.
G
You
look
at
ethnicity
or
income,
I
mean
it
seems,
like
you've
looked
at
income
with
students
which
don't
have
them
any
money
and
hipsters
there's
them,
but
I
guess
you
know
we
have
a
broad
range
of
people
who
live
in
in
Boulder
and
I
guess.
Maybe
what
Mary
was
asking
is
where,
where
are
those
people
that
we
know
about,
but
they're
not
downtown
yeah?
Well,.
D
And
perhaps
you
can
help
us
with
that
as
well?
I
mean
the
the
psychographics,
don't
necessarily
distinguish
between
ethnicities,
because
that
different
ethnicities
are
embedded
within
these.
These
different
groups,
I
mean
yep,
stirs,
come
in
all
shapes
sizes
and
colors.
There
is
some
income
nuance.
You
know
the
difference
between
the
neo
hipster
and
the
regular
hipster.
D
That
type
of
thing
I'll
also
qualify
by
saying
this,
that
that
there
are
a
variety
of
ways
to
slice
and
dice
demographics
and
psychographics,
and
what
we're
building
off
is
a
a
proprietary
database
by
our
retail
consultant
and-
and
this
is
sort
of
his
way
of
segmenting
different
groups,
but
I
will
emphasize
he
does
this
because
he's
a
retail
expert
and
what
he's
doing
is
segmenting
different
groups
as
it
relates
to
the
retail
offerings.
So
I
go
back
to
that
original
point
based
on
what
we
have
in
downtown
Boulder.
D
H
D
H
The
reason
I
asked
that
is
I
think
you
can
get
at
some.
You
know
people
who
don't
have
as
much
disposable
income
might
be
spending
higher
fractions
of
it.
On
you
know,
and
so
I
think
Mary's
pointed
this
question
to
me
is-
is
a
bigger
question.
How
was
this
study
funded?
This
was
not
completely
a
City
study
right.
This
part
was
this.
H
Right
and
so
and
I
know
that
we're
gonna
go
beyond
downtown,
but
that
is
one
danger
of
just
focusing
on
one
part
of
the
city.
Is
there
may
be
groups
that
aren't
represented
very
well
in
any
of
these
categories?
Well,.
D
Correct
and
and
I
think
one
of
the
themes
of
this
study
is
it's
awfully
difficult
for
downtown
to
be
a
place.
We
want
to
have
town
to
be
the
living
room
of
the
community.
We
want
it
to
be
the
place
where
everyone
is
welcome,
but
on
retail,
it's
awfully
hard
for
downtown
retail
to
be
all
things
to
all
people
and
part
of
that
is
driven
by
the
real
estate.
D
Part
of
that
is
driven
by
the
demographics,
so
where
we
are
today
for
better
or
worse,
is
this
palette
of
sub
districts
that
we
feel
are
dominated
by
these
different
subgroups,
and
we
can
certainly
build
on
that
and
strengthen
that,
and
we
can
also
use
this
as
a
way
to
diversify
downtown.
If
that's
something
we
want
to
do
well,.
F
D
H
And
and
just
one
more
thought
on
that,
if
you
don't
have
a
whole
bunch
of
disposable
income,
the
activities
you
might
choose
to
do
in
your
leisure
time
might
look
different,
whereas
if
you
have
a
lot
of
disposable
activities,
maybe
you
go
to
a
restaurant
and
and
look
for
a
new
piece
of
clothing.
But
when
you
don't
have
that
disposable
income,
then
you
find
those
folks
gathering
somewhere
else
and
I.
H
D
So
what's
pushing
these
occupancy
costs
high
tenant
demand,
we
got
two
to
four
percent
vacancy
rates,
downtown
it's
it's
really
very
healthy
and
in
some
ways
that's
that's
too
low.
The
healthiest
markets
tend
to
be
about
five
percent
vacant,
so
you're
about
two
to
five,
two
to
four
percent
vacant:
increasing
property
taxes.
This
is
not
just
Boulder.
D
This
is
all
of
Colorado,
particularly
the
Front
Range
in
particular
right
now:
commercial
properties,
as
you
know,
a
higher
rate
of
tax
because
of
calendar,
and
this
is
happening
up
and
down
the
Front
Range,
where
valuations
are
going
up
property
because
of
this
because
of
higher
valuations.
The
tax
burdens
going
up
and
commercial
tenants
are
feeling
this.
So
this
is
certainly
a
factor
in
occupancy
costs.
There
are
barriers
to
entry
for
local
independent
concepts
and
when
we
get
into
our
recommendations,
moving
forward
most
of
our
plan
and
its
recommendations
do
talk
about.
D
How
do
we
protect
and
how
do
we
encourage
local
independence
to
enter
the
downtown
market?
Despite
some
of
these
barriers
to
entry,
and
also
because
of
these
cost
factors,
we've
seen
some
traditional
anchor
tenants
pressure
on
them
to
to
be
displaced.
So
what
sort
of
adaptations
are
we
seeing?
Downtown
downtown
is
changing
and
I
think
that's
another.
One
of
our
messages
of
this
study
is,
as
downtown's
always
are
in
flux,
and
certainly
downtown.
D
The
cost
get
a
little
bit
lower
as
you
go
further
west
and
particularly
east
consolidation
of
different
niches
over
the
13
years,
since
we
last
looked
at
downtown,
we've
seen
some
clusters
of
like
type
stores,
really
really
build
in
frequency,
so,
for
example,
I
think
apparel
a
much
higher
concentration
of
apparel
than
we
did
much
lower
concentration
of
home
furnishings
than
we
did
and
a
higher
concentration
of
restaurants.
So
we
look
at
these
different
changes
and
we
look
at
how
can
the
rest
of
downtown
benefit
from
from
these
things?
D
Our
retail
consultant
tells
us
that,
actually,
his
recommendation
is.
We
should
double
down
on
the
concentrations
of
retail
if
we're
strong
on
a
parallel.
Let's,
let's
go
with
apparel,
that's
something
that
attracts
people.
It's
something
that
for
comparison,
shopping
is,
would
actually
make
downtown
stronger.
D
We've
seen
actually
a
better
fit
among
chains,
so
there
may
be
a
few
more
chains
than
there
were
13
years
ago,
but
some
of
them
seem
to
match
the
the
character
of
Boulder
and
that
some
of
them
don't
even
feel
like
chains.
So
Patagonia
is
an
example
of
one.
That
really
is
something
that's
in
sync,
with
the
outdoor
lifestyle
and
and
with
with
boulders
strengths.
There
are
also
smaller
groups.
We
call
them
chain,
let's
where
maybe
there's
three
or
four
or
five
of
these
stores,
either
in
the
front
range
or
in
selected
cities.
D
We
think
there's
opportunity
and
you've
seen
some
of
this
on
expensive
real
estate
is
actually
to
have
multi-use
or
multi
tenant
stores,
and
particularly
some
of
the
larger
floor.
Plates
stores
are
getting
smaller
spaces,
sometimes
or
not,
so
it's
not
uncommon
to
see
two
or
three
or
four
or
more
retail
concepts
sharing
a
space
and
then
a
continued
alignment
and
mix
and
I.
Think
again,
maybe
it's
more
visible
on
the
edges
on
the
east
and
the
west
that
there's
alignment
with
particularly
the
younger
demographics.
D
Whatever
psychographic,
we
want
to
call
them,
but
this
whole
twenty
to
thirty,
five-year-old
demographic
that
is
very
highly
concentrated
in
Boulder.
So
last
couple
slides
for
me
is
that
our
work
included
an
action
plan
which
had
a
whole
variety
of
recommendations.
Jennifer's
going
to
go
more
into
detail
on
the
city
side
of
this
in
terms
of
what
the
city
plans,
city
staff
plans
to
do.
D
In
response
to
this
work,
we
provided
recommendations
not
only
for
the
city
but
also
for
the
downtown
partnership,
so
there's
the
opportunity
for
both
organizations
to
work
together
and
to
leverage
their
resources
and
their
their
their
connections
with
downtown.
So
some
of
the
points
of
emphasis
really
looking
to
strengthen
local
independence
and
again
try
to
attract
and
preserve
what
we
have
more
of
an
incentive
based
approach.
D
So
there's
carrots
and
there
sticks
and
we're
suggesting
carrots,
particularly
as
it
relates
to
local
independent
stores,
could
be
useful,
moving
forward
and
thinking
about
these
market
segments
and
not
only
the
market
segments
that
we
talked
about
the
the
psychographics.
But
are
there
other
market
segments
in
Boulder
that
that
we
should
be
thinking
of
and
connecting
to?
And
then,
lastly,
continually
updating
the
experience.
D
Downtown
Pearl
Street
is
a
fantastic
environment,
but
you're
in
a
more
competitive
environment
than
you've
ever
been,
and
some
of
the
the
towns
in
Boulder
County
have
emerged
so,
whether
it's
its
Louisville
or
Longmont,
or
some
of
the
others
that
are
East
County
or
in
the
vicinity,
we're
in
a
more
competitive
market
and
also
Denver
I
mean
you
look
at
Union
Station.
You
look
at
some
of
the
festival,
marketplaces,
Stanly
marketplaces.
D
These
are
all
new
competitors
for
Boulder,
so
part
of
our
message
is
sharpening
competitive
edge
and
looking
at
the
physical
and
pass
specs
of
Pearl
Street
and
the
programming
the
physical
aspects,
it's
common
for
those
of
us
in
cities,
maybe
to
look
every
20
years
at
updating
a
public
space,
we're
suggesting
well,
maybe
not,
maybe
we
should
be
looking
more
often.
Maybe
we
should
be
looking
every
10
years
or
more
to
update
these
public
spaces
to
keep
them
to
keep
them
sparkling
and
the
the
programming.
D
Are
we
programming
these
spaces
to
really
reach
the
most
segments
that
we
can
and
part
of?
This
is
a
mostly
a
downtown
partnership
responsibility,
but
we
have
programming
recommendations
within
the
report.
So
with
this
the
the
plan,
it's
it's
fairly
extensive
document
in
terms
of
recommendations,
and
they
are
segmented
among
different
opportunity
areas
very
specifically
oriented
to
the
city
and
the
partnership
with
sequencing.
Some
of
these
are
quick
wins
that
they
can
be
achieved
quickly.
Some
of
these
are
more
longer-term
improvements
for
both
the
city
and
the
partnership.
I
You
so
what
I
wanted
to
do
is
just
quickly
highlight
what
we
proposed
as
an
action
plan,
and
we
are
doing
it
in
the
same
order
as
the
report
and
looking
at
those
six
opportunity,
costs
and
opportunity
areas.
Brad
just
mentioned
so
reframing.
The
role
Boulder
has
a
lot
of
strengths
and
we
want
to
continue
to
build
on
the
unique
strengths
and
characteristics
and
realize
that
downtown
Boulder
plays
a
very
distinct
role
in
the
city's
overall
retail
mix.
I
The
report
also
identified
an
opportunity
to
provide
more
startup
support,
we'd
like
to
increase
awareness
of
existing
resources,
because
we
do
have
them.
Maybe
we
have
companies
that
aren't
aren't
aware
that
we
also
want
to
evaluate
options
for
enhancing
services
and
resources
and
explore
the
targeted
use
of
city
and
caged
owned
spaces.
There
may
be
a
way
to
support
startups,
using
that
space
also
identified
an
opportunity
for
providing
more
affordable
retail
spaces
and
want
to
explore
options
for
looking
at
dividing
large
retail
spaces
or
maybe
creating
and
developing
some
alley
facing
retail
in
specific
areas.
I
At
this
point,
what
we're
saying
is
we
really
need
to
do
a
lot
of
exploration,
take
a
look
at
identifying
barriers
and
what
might
be
up
what
might
be
options
and
what
might
be
possible
and
then
go
from
there
yeah.
We
also,
there
may
be
some
ideas
for
ways
to
just
reduce
the
cost
of
doing
business.
There
may
be
ways
that
we
can
make
energy
efficiency
programs
benefit
tenants.
There
may
be
incentives.
We
can
offer
to
property
owners
to
encourage
them
to
offer
below
market
leases.
I
So
these
are
all
things
that
we
would
want
to
explore,
but
I'd
mentioned
kind
of
enhancing
the
environment
and
making
sure
that
we
maintain
what's
special
about
downtown
Boulder
and
build
on
those
strengths.
We'd
like
to
continue
to
maintain
that
clean,
safe
environment
that
happens
with
a
lot
of
careful
thoughtful
management,
that's
something
we
want
to
continue.
We
want
to
implement
the
Kaija
garage
improvements
and
evaluate
updates
of
public
areas
and
features
as
they
become.
You
know
there
are
opportunities
and
also
consider
some
enhanced
gateways
and
signage.
I
When
we
look
at
some
of
those
sub
districts
like
the
East
End
in
East
Pearl,
sometimes
the
people
don't
always
venture
into
those
areas,
because
they're
not
sure
that
there
are
restaurants
or
retailers
there.
So
there
may
be
ways
to
invite
more
activity
in
those
areas.
We
also
wanted
to
look
at
continuing
to
work
with
downtown
Boulder
partnership
on
on
really
supporting
a
very
rich
retail
mix
and
doing
that
with
an
additional
analytics
and
tracking.
I
We
do
gather
some
data
now
there
may
be
other
data
that
we
can
use
to
continue
to
monitor
this,
as
well
as
to
help
package
and
and
help
support
a
healthy
retail
mix.
The
study
also
pointed
out
opportunities
to
do
a
little
bit
more
connection
and
inviting
people
to
come
to
downtown
Boulder.
We
can
do
that
when
we
look
at
connections
and
wayfinding
between
downtown
and
specific
area
and
Alpine,
balsam
and
other
areas
within
the
city.
A
J
Think
there
is
beginning
to
be
some
fatigue
within
the
community
itself
about
being
the
sort
of
an
Events,
Ville
and
I've
heard
people
refer
to
it
as
Disneyland,
which
is
a
little
dismay.
But
if
you're
around
on
any
of
the
I
mean
it's
interesting
is
again
to
see
where
people
are
showing
up
on
Pearl
Street
right.
K
J
It's
because
they're
smaller
places
that
cater
more
to
them,
they're,
not
as
sort
of
touristy
I
guess,
is
the
word
so
I'm
curious
as
you
push
these
or
not
you,
but
as
these
things
are
moving
forward,
who
it
is
that
we're
really
targeting
here
I
mean
because
I
would
like
to
see
more
people
coming
downtown
who
actually
live
here
and
rather
than
saying,
I
never
go
down
there,
because
right
and
I
hear
a
lot
of
it.
I
I
C
C
D
There's
a
reality,
though,
you
need
both.
You
know
the
visitors
are
spending
the
money
and
as
long
as
they
you
know
don't
take
over
the
revenue
is
important,
and
also
it's
that
visitor
appeal
that
in
part,
hopefully
again
to
the
extent
that
it's
not
overrun,
that
that
visitor
appeal
should
also
appeal
to
locals.
We
found
it's
really
healthy,
healthy,
then
the
balance
according
to
the
data
and
again
it's
not
qualitative.
D
It's
not
talking
to
to
neighbors,
but
but
according
to
the
data,
it's
it's
about
as
healthy
as
it
gets,
and
the
boulder
resident
that's
coming
downtown
they're
coming
more
than
seven
times
a
month,
which
is
an
incredibly
high
frequency
and
then
the
visitor.
What
they're
spending
is
a
pretty
high
spend
per
visit
from
a
visitor,
so
I
would
I
would
argue
that
that
that
there's
got
to
be
a
balance
there
and
it's
not
easy
to
keep
that
balance.
But
you
kind
of
need
both
did.
J
You
just
to
follow
up
on
that.
Did
you
do
any
sort
of
winnowing
out
of
where
the
residents
there's
a
high
number
of
residents
but
they're
also
neighborhoods
surrounding
the
downtown,
and
so
people
who
can
walk,
do
walk
and
so
that
could
be
accounting
for
a
high
I'm
wondering
and
North
Boulder
now
has
it's
sort
of
sub
community
up
there,
except
for
the
library
which
is
coming
and
then
you
know,
there's
Table
Mesa
in
those
places
and
then
some
of
them
have
better
bus
service
like
Table
Mesa
can
just
head
out
to
Broadway.
J
D
L
D
Utilize
intercept
studies
that
have
been
done
and
we
would
have
to
go
back
and
answer
your
question
and
see
if
we
can
cross
tabulate
and
see
where
people
are
coming
from.
I
will
say
this,
though,
that
when,
when
you
were
making
your
statement,
I
did
think
of
Boulder
having
such
a
great
opportunity
with
your
neighborhood
shopping
districts.
A
I
also
think
you
mentioned
better
use
of
city-owned
space
and
so
the
parking
garage,
the
15th
in
Pearl,
we
own
a
parking
garage
and
all
that
retail
wrap,
and
some
of
that
goes
to
international
genes
as
opposed
to
local,
independent
stores
and
and
I.
Think
that's
something
we
would
want
to
take
a
look
at
in
terms
of
city
kind
of
walking
its
talk,
since
we
have
that
opportunity
to
do
that.
I
guess
I
would
underscore
those
couple
things
and
then
there's
a
couple
other
things
that
I
think
would
be
cool.
A
A
I
think
that
would
be
intriguing
on
multiple
levels,
to
multiple
demographics
and
then
the
last
thing
I'll
say
is
we're
investing
a
lot
in
public
art
and
I
would
like
to
see
the
synergy
between
that
and
downtown
come
out
more
like
more
art
on
the
corners
and
I'm,
not
sure
this
whole
notion
of
spending
money
inside
the
parking
garages
on
art
I
think
is
a
little
misplaced.
But
how
about
right
outside
on
the
street
corners
outside
parking
garages
and
have
that?
A
Let's
use
cajun
money
to
have
revolving
sculptor
sculptures
on
those
corners
and
and
help
spur
our
public
arts
program.
That
way,
I'm
sure
there's
a
way
that
we
can
figure
out
how
to,
as
the
head
of
Cajun,
make
that
responsive
to
what
those
money
and
money
should
be
spent
for,
but
I
don't
think
unless
we
want
to
have
our
kids
paint
murals
inside
of
the
parking
garages
I.
Think
mostly,
we
want
outside
the
parking
garages.
So
there's
a
couple
of
ideas:
I
have
around
creating
that
sense
of
community
and
vibrancy.
That
goes
with
it.
G
So
I,
like
everything
you
said,
I
I
am
NOT
a
big
fan
of
the
art
in
the
garages.
I
mean
number
one.
It
really
says
something
about
drive
your
car
and
I.
Think
that
really
is
not
what
we're
trying
to
do
here
in
Boulder
and
I.
Think
it's
fine
to
let
little
children
do
their
murals
inside,
but
I
and
I
think
that's
how
it
should
be
spent.
But
I
would
much
prefer
seeing
art
on
the
corners
and
and
out
in
amongst
people
instead
of
a
bunch
of
stupid
cars.
G
I
love
the
idea
of
the
alleys
and
doing
something
in
the
alleys
and
taking
a
block
and
I
mean
you
see
that
in
Europe
all
the
time
and
people
are
and
basically
you'd
be
rededicating
it
from
a
car
dominated
path
to
something
that
people
are
going
to
go
on
and
and
sit
in
and
have
a
beer
and
have
some
lunch.
Or
you
know
something
like
that.
It
could
make
it
even
more
vibrant
and
I
think
our
downtown,
sometimes
I
mean
I'd
love
to
walk
the
alleys
in
Boulder,
but
I.
G
Think
our
alleys
downtown
or
lack
a
little
bit
and
I
think
they
could
be
cleaned
up
with.
You
know,
people
using
them,
and
that
might
be
one
way
and
we
could
do
that
up
on
the
hill
as
well.
I'd
love
to
see
that.
But
that
would
be
one
way.
Maybe
we
can
make
more
affordable
space
because
it's
not
on
the
front
right.
It's
on
the
back,
I
and
I
love
the
idea
of
locally
owned
businesses
in
our
Cajun
in
our
wraparound.
G
G
Now,
it's
amazing
and
and
are
there
other
ways
to
coordinate
or
to
collaborate
in
terms
of
how?
How
can
we
work
together
to
actually
help
you,
you
know
and
and
boost
all
of
our
economy,
so
that
you
know
anyway,
I'm
just
I,
think
that
would
be
really
good
and
we
should
embrace
that
these
other
communities
are
becoming
more
self-sufficient
and
becoming
their
own
communities.
But
that's
that's
it
I!
G
Think
for
right
now
and
I
guess:
I
do
share
some
of
Cindy's
sentiments
about
making
there's
a
fine
balance
and
I
think
it's
not
just
downtown,
and
it's
not
just
retail
but
I-
think
there's
a
lot
of
people
from
out
of
town
that
are
coming
in
investing
in
properties
and
I.
Think
there's
a
lot
of
resentment
by
locals
about
that,
because
it's
really
forcing
jacking
up
the
cost
of
living
and
a
lot
of
these
investment
properties
are
second
third,
fourth
homes
and
I.
A
F
If
you
don't
have
the
employees,
so
you
have
to
keep
that
at
the
forefront.
So
that's
why
I
think
it
would
be
important
to
look
at
that
other
side
of
the
psychographic
plot.
I
also
think
you
mentioned
Jennifer
the
criteria
for
available
resources
that
you
have
available
resources
to
revisit
that
criteria
and
make
sure
that
that
criteria
is
in
line
with
what
we
want
to
be
moving
forward
with
and
also
in
line
with
other
community
values
as
well.
Right
and,
let's
see.
F
G
F
Passes
for
hotel
visitors,
if
you
can
afford
a
$300,
a
night
hotel,
you
can
afford
$2
to
60
cents
to
take
the
bus,
so
yeah
and
I
think
that
there
are
other
folks
that
could
use
those
buses
more
than
a
hotel
visitor.
So
I
would
not
support
that,
and
you
know,
and
looking
at
the
diversity
of
other
businesses
that
could
be
added.
There
is
to
look
at
the
food
carts.
F
I
know
that
things
like
like
the
push
carts
were
actually
left
off
of
the
food
truck
ordinance,
so
maybe
consider
adding
that
as
as
another
option
for
a
low-cost
local
business
and
that's
all
I
have
for
now.
Oh
one
more
thing
that
I
was
just
gonna
put
out.
There
is
as
we
move
forward
and
DBP
is
focusing
on
looking
at
the
actions
and
it
would
be
I
think
really
helpful
to
add
some
more
lenses
outside
of
DBP
and
just
to
have
a
little
more
input
to
to
what
the
actions
could
be.
H
At
least
parts
of
what
everyone
has
said
here,
I
I,
think
I
know
that
this
was
focused
just
on
the
retail
and
commercial
corridor.
I
think
it's
hard
to
have
discussions
like
that
that
aren't
contextual,
because
other
kinds
of
values
that
we've
talked
about
downtown
for
a
while
that
we've
had
mixed
success
and
are
getting
more
housing
downtown.
You
know
to
continue
to
both
balance,
commercial
and
housing
and
I.
H
Don't
see
much
about
housing
here
and
I
know
again
it's
a
retail
study
but
I
think
for
the
city
action
plan
it
doesn't
have
to
you
know
just
lift
from
the
retail
study.
I'm
gonna
really
emphasize
what
Mary
said
about
data
I.
Think
it's
really
interesting
to
know
the
answer
to
send
these
questions
about
where
in
town
do
people
come
from
and
where
do
they
go
to
the
other
nodes
and
if
we're
trying
to
plan
you
know
overall,
how
do
we
serve
our
broad
community?
Well
with
our
commercial
spaces?
H
I
think
we
need
to
know
their
motion
patterns
a
little
bit
as
well,
and
when
I
talk
about
broadening
I,
think
of
the
downtown
I,
don't
think
of
I'm,
just
going
down
to
Pearl
Street.
You
know
I'll
end
up
in
the
Civic
Center
Park
quite
frequently,
and
other
people
who
visit
here
from
out
of
town
are
going
for
Edmund
G
fine
Park,
but
they
may
pass
through
downtown
on
the
way
either
in
the
car
on
foot
and
so
I
think
it
needs
to
be
really
contextual.
The
way
that
we
measure
these
things.
H
But
if
you
are
a
semi,
nonprofit
or
I
think
our
hook
and
to
all
this
is
the
bid
right.
We
have
a
bid.
It's
a
pseudo
governmental
organization
that
gets
six
officio
council
members
sitting
on
it,
I
mean
I,
think
the
bid
it
pretty
integrated
with
downtown
Boulder
partners,
but
I
think
that's
a
way
that
we,
the
people,
can
put
our
desires
into
that
process.
So
anyway,
those
are
my
kind
of
big
picture
ones.
H
Another
building
and
the
people
who
wanted
people
looking
differently
than
just
a
big
blocky
building
did
a
whole
like
architectural,
rendering
of
the
alley
space
there
between
walnut
and
Pearl,
and
it
was
cool
I
mean
it
was
a
great
presentation
and
it
really
kind
of
opened
up
thinking
about
it
and
so
I
think
there's
a
lot
we
could
do
and
we
could
go
block
by
block
it
wouldn't
have
to
be
everything
at
once.
I
think
there's
opportunities
to
do
that
and
I
guess.
H
The
last
thing
is
you
know:
I
have
been
lucky
to
travel
to
a
few
different
Colorado
towns
in
the
last
few
weeks
on
our
break,
and
one
of
them
looks
like
Disneyland
and
I
can
tell
you
it's
very
unappealing,
not
thinking
things
wrong
with
Disneyland.
Please
don't
sue
me,
but
you
know
it
becomes
focused
not
on
the
heart
of
the
activities
of
the
town.
It
becomes
driving
people
from
one
commercial
destination
to
another,
and
that
is
just
not
a
fully
satisfying
experience.
H
There's
another
Colorado
town
that
has
a
five
square
block
historic
downtown
and
has
really
remained
dedicated
to
that
and
I.
Think
I
would
like
Boulder
to
continue
on
towards
the
historical,
whatever
funky
we
can
preserve
by
creating
spaces
for
people
and
focus
on
making
sure
that
people
in
Boulder
also
want
to
go
there,
and
it's
not
just
tourists
I
just.
J
A
Just
a
couple
more
things
out
there
and
one
of
them
is
this
idea
of
expanding
the
bid
to
include
more
of
East
Pearl,
maybe
a
little
more
of
West
Pearl
I
to
me
that
there's
some
that's
worth
speaking
about
I,
also
like
looking
at
the
downtown
as
a
whole.
I'll
note,
I'm
gonna,
give
you
a
little
grief
about
the
bank
mark
remark.
A
There
are
22
a
growing
number
of
banks
downtown
whole
corners,
beautiful
corners
rendered
pretty
much
non
used
because
of
banks,
and
it
there's
more
and
more
happening
all
the
time.
So
I
think
we
can
do
better,
so
I
do
think
the
idea
of
looking
nothing
against
banks,
but
but
I'm
on
the
second
story.
A
This
idea
of
looking
at
downtown
more
as
a
whole,
in
addition
to
the
mall
and
also
making
sure
we
have
lively
uses
on
the
first
floor
and
we
can
do
mixed-use
upstairs
you
know
office
upstairs
we
do
more
housing
upstairs,
but
on
the
first
floor,
instead
of
rising
yet
driving
that
working
with
the
Downtown
Partnership
to
make
that
happen.
But
I
do
think
that
we
should
insist
on
that,
because
it
is
creeping
on
all
the
side
streets.
A
It's
kind
of
towards
the
middle,
so
anyhow
I
would
throw
that
out
there
and
I
would
also
just
note
we
looked
at
this
a
little
bit
on
East
Pearl,
but
I'll
just
put
it.
We,
you
know
making
sure
that
our
regulations,
our
zoning,
is
getting
us
what
we
want,
but
I
still
think
we
haven't.
We
haven't
totally
finished
that
for
downtown
and
when
we
look
at
three
at
the
used
tables
or
whatever
maybe
it'll
be
the
next
council
but
stuff
like
the
parking
requirements
on
East
Pearl
it.
A
My
understanding
is
that
it
really
it
limits
the
ability
for
what
kind
of
retail
or
restaurant
size
you
can
get
there.
And
so
again,
that's
one
thing,
especially
in
restricted
monetary
times,
that
we
have
as
tools
is:
how
do
we
incentivize
and
regulate
things
to
get?
What
we
want
so
I
do
think
as
part
of
the
vitality
piece
for
downtown
that
we
need
to
review
existing
regulations
to
help
support
what
we
want
and
and
work
each
year
we
improve
a
little
bit,
but
we
should
there's
more.
A
G
Wanted
to
pick
up
on
two
things,
one
and
Mary
kind
of
referred
to
it,
but
we
have
a
whole
bunch
of
employees
downtown
and
and
growing
around
and
talking
with
some
of
them.
Some
of
them
worked
quite
late
at
night
and
and
I
get
concerned
about
them
in
with
respect
to
some
of
the
parking
and
I
think
we
really
and
I
know
Mary
made
some
efforts,
but
I
think
we
could
do
a
lot
better
at
at
fine
identifying
some
parking
that
is
not
so
far
away
for
these
employees
or
I.
G
Don't
know
I
mean
I
was
talking
to
this
one
waitress
and
she
was
saying
that
they
get
their
tips
in
cash,
so
they're
carrying
a
lot
of
money
and
that
they
she
sometimes
well
a
lot
of
times.
She'll
wait
for
some
other
people,
and
then
they
walk
all
the
way
down
to
the
street
parking.
Where
the
where
the
courthouse
is
and
me
a
little
bit
nervous.
G
You
know
and
I
just
think,
that's
that's
taking
a
lot
of
risk
and
is
there
a
way
that
we
could
I
don't
know
open
up
some
of
these
parking
garages
that
are
by
the
st.
Julian
or
on
15th
Street,
or
something
so
that
our
employees
that
are
working
at
night
could
maybe
move
their
car,
and
so
it
would
be
a
little
bit
closer.
I
mean
we
also
have
a
parking
lot
that
we
own
and
I
still
haven't
fully
figured
this
out.
G
Why
we're
not
using
it
or
maybe
we're
starting
to
use
it,
and
that
is
up
at
the
hospital
site
and
I'll
just
mention
that
that
that
should
be
used
or
available
to
our
workers,
who
have
limited
income
and
really
don't
have
a
lot
of
funds,
and
a
lot
of
these
people
are
coming
from
outside
of
Boulder.
So
well,
I
I
said
something
about
stupid
parking
garages.
G
So
I
think
we
could
do
a
lot
better
in
that
and
I,
don't
know
it's
just
in
talking
with
people
and
then
I'll
just
bring
up
the
whole
issue
of
housing
and
I
know
we
didn't
get
a
great
opportunity
on
11th
and
parole
in
my
opinion,
where
we
could
have
had
housing
instead
of
a
big
giant,
building
and
I
know
the
original
people
who
had
wanted
to
buy
that
property.
The
old
daily
camera
had
had
thought
about
putting
housing
on
for
the
workers
on
second
and
third,
maybe
fourth
stories.
G
So
I
guess
I'm
just
invoke
Tom
Eldridge
here
and
you
know
he
and
I
worked
pretty
hard
to
get
housing.
The
first
point
and
I'm
wondering
if
there's
some
more
opportunities
that
it
doesn't
have
to
be:
2
million
dollar
housing,
I'm
talking
about
worker,
housing
and
I,
know
people
say:
oh
that's
downtime!
You
can't
do
that
to
me:
it's
a
matter
of
a
will.
You
know
if
you
want
to
do
it,
you
can
do
it
and
people
used
to
live
on
the
second
floor
above
Pearl,
Street
and
I.
G
Sometimes
wonder
what
is
going
on
on
these
second
and
third
stories.
I
think
it's
mostly
just
two
stories
but
and
I
assume
some
of
them
are
offices,
but
if
there's
any
way
that
we
could
incorporate
some
housing
downtown,
that
isn't
giant
and
it
isn't
ridiculously
expensive
and
is
more
suited
for
the
employee,
I
think
it
becomes
a
more
vibrant
place.
I
am
very
concerned
that
at
some
point
the
people
who
come
here
to
work
are
gonna
say:
look
you
don't
pay
us
enough
and
I
can
get
these
jobs.
It's
the
same
thing.
G
A
F
So
I'll
agree
with
what
Lisa
just
said
and
I
think
one
of
the
reasons
that
we
haven't
been
getting
housing
was
the
downtown
density
bonus
for
office
space.
So
just
wanted
to
point
that
out
and
one
thing
I
would
like
to
get
an
update
on.
Is
the
nighttime
pass
and
parking
pass
and
how
that's
working
out.
H
Just
want
to
say
I
also
have
heard
complaints
around
about
events
and
the
number
and
where
they
happen.
So
you
know
I
know
it's
great
for
the
city
to
have
these
events,
and
some
of
them
are
beloved
like
to
Boulder
Boulder
and
becoming
beloved
like
the
triathalon,
but
you
know
having
them
all.
Cluster
around
downtown
can
lead
to
that
fatigue,
not
just
on
the
mall,
but
also
you
know,
if
they're
in
the
Civic
space.
H
So
is
there
a
way
we
could
host
more
of
these
City
events,
where
you
know
people
want
to
be
close
to
where
people
are
going
to
come,
but
they're
in
the
other
community
centers.
So
is
there
a
way
that
we
could
think
about
doing
something
so
that
if
we're
gonna
have
the
number
that
we're
having
and
it
seems
to
be
growing
that
they
not
always
be
stirred
around
the
same
spot?.
J
M
N
N
We're
pursuing
it
in
two
ways:
one
is
the
downtown
Boulder
vibrancy
study
and
the
action
plan
that
Jennifer
previewed
and
the
second
way
is
with
a
citywide
retail
study.
What
we're
presenting
here
tonight
is
the
purpose
statement,
as
well
as
the
focus
areas,
and
we
welcome
your
feedback
on
that.
The
purpose
of
the
study
is
to
take
proactive
and
strategic
measures
to
ensure
the
city
remains
a
sustainable
community
where
residents,
workers
and
visitors
of
all
income
levels
can
meet
their
retail
needs.
N
N
Lastly,
the
third
focus
area
we'll
explore
in
depth
of
physical
retail
base
in
Boulder
the
cost
of
operating
a
retail
business
in
Boulder
and
what
might
be
the
city's
role
in
strategically
promoting
retail
development
and
targeted
and
or
underserved
locations,
including
the
federal
opportunities
owned
east
of
28th,
Street
and
north
of
Arapaho.
You.
N
N
The
study
will
result
in
a
set
of
strategic
recommendations,
as
well
as
a
phasing
and
implementation
plan.
It
will
clearly
define
which
entities
are
responsible
for
each
plan
element
and
include
recommendations
for
how
to
monitor
performance
with
how
we
are
achieving
the
retail
strategy
essential
to
the
deliverables
is
a
communications
plan:
how
to
engage
the
public
in
developing
the
study
and
how
to
communicate
the
resulting
vision
to
the
broader
community.
N
I
So
an
opportunity
zone
is
something
that
was
just
recently
passed
by
the
federal
government
back
in
like
late
2017,
and
it's
a
way
of
really
encouraging
investment
in
distressed
areas,
both
whorl
and
urban,
and
it
goes
by
census,
tracts
and
census.
Tracts
are
developed
by
the
government
and
they're
based
on
approximately
4,000
people.
So
this
is
one
of
older
census
tracts
and
when
this
came
out,
we
talked
to
the
state
and
they
were
talking
about
how
they
were.
I
They
were
looking
at
a
number
of
opportunities
and
not
just
looking
at
rural
areas,
but
looking
at
urban
areas
as
well,
including
Boulder,
and
so
we
looked
at
census,
tracts
around
the
city
and
came
up
with
this
one
as
being
something
that
we
submitted
for
consideration
and
we
ended
up
getting
a
designation
they're
still
working
on
the
rules
for
this.
So
we're
not
quite
sure
what
its
gonna
mean,
but
we're
certainly
working
on
getting
getting
more
information.
I
We
chose
this
because
of
the
diagonal
Plaza
is
in
here,
and
there
are
another
a
number
of
other
areas
and
we
feel
like
this
might
be
a
tool
that
we
could
use
for,
affordable
commercial.
It
may
be
something
that
could
be
used
in
affordable
housing
there,
a
number
of
ways
that
this
might
be
a
useful
tool
and
including
when
we
look
at
the
citywide
retail
strategy.
K
A
K
A
A
To
me
that
this
is
helpful,
but
it
is
needs
to
be
closely
related
to
kind
of
some
themes
that
you
guys
were
talking
about
in
terms
of
placemaking
and
our
other
community
values
that
we
are.
You
know
that
we
called
out
in
a
comp
plan.
The
it
needs
to
be
synergistic
with
us
and
we
might
want
to
have
a
conversation
about.
Are
we
serious
about
15
minutes
later
hoods
and
what
that
means?
I
know
we
have
nodes
around
town.
A
We
just
talked
about
what,
if
we
had
events
that
were
in
different
nodes,
not
all
town,
and
what
does
that
look
like
so
I
guess
to
me
that
you
know
having
a
retail
study
that
that
tells
us
more
about
retails
great,
but
not
out
of
context
with
these
other
goals
which
get
at
how
we,
how
we
make
good
use
of
our
land
and
create
enhanced
neighborhood
character
and
those
other
pieces
that
are
really
essential.
Yeah.
H
And
I
just
want
to
add
to
that
I
mean
I.
Think
if
we're
gonna
have
a
purpose
statement
like
this,
it
should
have
a
few
more
modifiers
right.
So
it's
not
just
retail
performance
and
contribution
to
community
quality
of
life.
That's
a
phrase:
we
can
all
project
a
whole
bunch
of
things
onto
so
I.
Think
I
would
like
to
see
it
have
something
about
serving
all
different
types
of
people
and
income
levels,
so
that
we're
you
know
expressly
stating
that
we
will
consider
those
things
as
a
key
part
of
how
we're
doing
it.
H
It's
not
just
redeveloping
a
shopping
mall
of
some
kind
so
that
it's
got
better
amenities.
It
is
also
about
making
sure
that
we
don't
displace,
say
small
businesses
that
might
be
there,
because
in
that
census
tract
that
you've
got
drawn
there.
There
are
a
whole
bunch
of
funky
small
businesses
right,
there's,
conscious,
coffee
and
there's
just
a
whole
lot
of
them.
H
If
we
just
go
through
and
do
a
wholesale
redevelopment
in
there
with
some
extra
government
funds,
I
will
notice
to
have
our
purpose
statement,
call
out
wanting
to
retain
opportunities
for
all
different
kinds
of
people
and
so
anyway,
on
the
purpose
statement.
I
think
it
goes
along
with
Suzanne,
but
it's
saying
I
know
it's
easier
to
focus,
if
you
just
say
retail,
but
with
that
census
block
you
drew
and
you
mentioned,
affordable
housing.
H
F
Would
agree
with
Suzanne
and
Sam,
and
you
know
I
think
that
that
again
understanding
that
it's
a
retail
study,
let's
not
let
ourselves
get
too
siloed
and
keeping
in
mind
again
that
when
you're
thinking
about
retail
retail
generally
creates
low-wage
jobs
and
we
have
a
housing
issue
and
how
how
do
all
those
things
play
together
and
that's
not
lose
sight
of
that
because
you
know,
as
was
said
in
the
in
the
retail
city,
for
downtown
businesses
are
having
a
hard
time
finding
workers.
So
you
can't
lose
sight
of
that
reality.
J
N
H
Seems
to
me,
like
some
of
the
comments
that
you
heard
broadly
about
the
purpose
statement,
applied,
focus
areas
and
you
can
figure
out
how
to
lay
those
out.
I
would
just
make
sure
that
you're
also
focused
on
the
data,
because
we
like
to
ask
about
that,
and
some
of
the
questions
Cindy
asked
I
think
would
be
great
to
know
as
if
we
know
where
people
are
coming
from
in
neighborhoods
to
shop
for
food,
and
we
kind
of
generally
get
a
sense
right.
H
But
if
you
get
some
metrics
on
it,
and
you
know
that
can
form
how
you
would
redo
it,
you
know
how
big
does
it
need
to
be.
Should
it
have
housing
as
part
of
it?
You
know
what
what
can
you
think
of
in
those
metrics?
Don't
inform
just
and
form
the
developer
about
how
they
can
also
make
a
project.
That's
gonna
pay
off
better,
so.
A
A
H
N
We
also
have
an
in-person
meeting
with
every
business
in
the
district
every
summer
for
the
annual
Hill
Business
Survey,
and
we
provide
updates
as
needed
whenever
there
are
plans
or
policies
that
may
affect
their
businesses
tonight,
we'll
report
back
on
additional
outreach
that
has
taken
place
since
that
June
5th
meeting
and
respect.
You
know
the
outcomes
of
those
meetings,
as
well
as
how
the
landlord
and
the
potential
developer
of
the
site
have
responded
and
we'll
finish
with
next
steps
for
what
we'll
do
going
forward.
N
Some
of
the
concerns
expressed
on
June
5th
were
confusion
with
the
timeline
and
notification
requirements
for
the
proposed
hill,
hotel
and
public
parking
garage
project
potential
language
barriers
that
might
contribute
to
that
confusion.
Obstacles
to
relocating
into
existing
spaces
on
the
hill,
such
as
rents,
types
of
spaces
and
market
saturation
and
requests
for
city
assistance
to
help
offset
relocation
costs
or
higher
rents
for
those
that
may
be
unfamiliar
with
the
proposed
project
site.
It
consists
of
four
parcels
located
on
the
southwest
corner
of
Broadway
and
University
Avenue.
N
The
to
northern
parcels
make
up
what
is
known
as
the
University
Hill
University
Hill
Plaza
shopping
center,
which
houses
13
of
the
15
active
businesses
on
the
project
site,
including
the
three
businesses
that
spoke
at
the
city
council
meeting
since
June
5th.
The
city
has
contacted
all
15
active
businesses
on
the
site
and
in
a
reflection
of
the
challenges
faced
by
the
businesses
on
the
hill.
Two
of
those
businesses
have
actually
closed
since
the
drafting
of
the
memo.
N
The
city
provided
current
listings
for
comparably,
affordable
rents,
citywide
as
an
example
of
what
staff
can
provide
again
when
and
if
the
project
moves
forward.
Staff
also
obtained
detailed
lease
provisions
from
the
landlord
to
help
the
tenants
understand
how
the
timing
of
the
proposed
project
would
impact
them,
including
information
from
the
landlord
that
five
leases
extend
beyond
the
proposed
construction
start
date,
and
all
of
those
would
include
a
hundred
and
eighty
day
notification
requirement.
All
the
remaining
tenants
would
be
allowed
to
remain
on
a
month-to-month
lease
until
the
anticipated
construction
start.
N
Staff
was
also
able
to
understand
from
these
meetings
that
many
tenants
were
unclear
on
the
basics
of
the
project.
The
translators
were
a
huge
benefit
towards
this.
We
were
able
to
explain
who
owns
the
land,
who
would
benefit
and
why
the
city
is
considering
participation.
A
majority
of
the
tenants
we've
met
with
so
far
expressed
that
they
understood
why
it
was
necessary
to
redevelop
the
project
and
they
pointed
to
the
aging
infrastructure
of
the
building,
but
they
were
mostly
concerned
about
losing
their
student
customer
base
that
they
have
built
up
for
many
years.
N
In
the
course
of
the
conversations,
many
of
the
tenants
also
expressed
anxiety
over
the
unpredictability
of
the
timing
of
the
project.
The
developer
is
also
responded
in
two
ways.
First,
they
heard
the
tenants
suggestion
at
the
June
5th
meeting
to
create
smaller
spaces
that
would
be
more
affordable
by
virtue
of
being
smaller,
they
have
agreed
to
incorporate
multiple
spaces
of
a
thousand
square
feet
or
less,
and
they
also
have
agreed
that
they
will
engage
a
bolder
broker
to
lease
the
spaces.
Someone
who's
familiar
with
local
independent
retailers,
to
reinforce
that
character
of
the
hill.
O
N
At
this
point,
there
are
no
leases
signed
for
the
building,
because
the
developer
does
not
control
the
building.
So
if
a
joint
development
agreement
is
adopted,
then
the
developer
would
take
control
of
the
property
through
a
ground
lease
and
they
would
then
be
in
control
of
the
leasing.
At
this
point,
leases
are
held
by
the
property
owners
and
no
leases
have
been
signed
for
the
property,
and
their
intention
is
I
heard
mentioned
in
that
meeting
of
TGI,
Fridays
and
other
things.
None
of
that
is
under
discussion.
N
N
H
My
question
is
more
about
from
a
hundred
thousand
foot
view.
This
project
has
a
huge
component
of
the
city
involved
right.
We're
gonna,
build
and
operate
a
parking
garage
that
is
going
to
serve
this
hotel
and
be
part
of
you
know,
hopefully
doing
good
for
the
businesses
on
the
hill.
It
seems
like
in
those
situations
that
are
similar
to
land
banking
situations,
that
we
can
take
a
different
role
than
we
would
take.
It
was
just
arms-length
commercial
meeting
site
plan
review
and
being
done.
H
So
what
came
to
my
mind
as
I
was
hearing
all
this
is
I
mean
one
of
the
major
concerns.
Is
this
displacement
and
it
does
not
make
me
feel
100%,
confident
that
there's
gonna
be
some
boulder
base
broker,
making
the
choice
of
how
to
lease
it
out
because
they
could
have
their
own
interests
involved
in
one
way
or
another.
I
would
like
us
to
think
about.
H
Is
there
a
creative
third
way
that
we
could
have
a
group
which
has
some
city
people
on
some
private
people
and
Tom
will
have
to
help
see
if
this
is
even
possible,
but
have
a
kind
of
a
tenants
association
to
make
sure
that
these
folks
are
local
right
and
that,
if
that's,
what
we
want,
you
know
whatever
the
tenants
association
decides
and
that
rents
are
reasonable.
I
just
see
this
as
being
that's
one
of
the
key
components
of
turn
with
this
is
displacing
local
neighborhood
serving
small
businesses
to
put
in
a
big
swanky
hotel.
H
That's
gonna
have
TGI
Fridays
and
snooze
in
it,
and
it
might
be
fine
if
it,
but
that's
something
that
I
think
the
local
community
should
decide.
I,
don't
know
if
it's
an
outreach
to
this
hill
reinvestment
working
group
that
we've
got
going
but
I
think
we'll
get
a
lot
more
traction
if
we're
not
simply
trusting
in
the
private
market
to
make
all
the
decisions
we
having
some
participation
in
that
so
not
control,
it's
not
a
city-owned
deal,
but
is
there
some
way
that
we
can
form
a
group?
N
Last
comment:
I
just
want
to
make
is
that
in
all
those
outreach
meetings
we
have
been
taking
very
careful
notes
of
what
each
tenant
relocation
needs
are.
People
have
been
very
specific
and
very
helpful.
The
biggest
request
was
just
for
financial
assistance
and
trying
to
stay
on
the
hill
if
they
could
I.
F
Forgot
what
my
initial
question
was,
but
but
in
lieu
of
that
question,
I'm
just
gonna
support
what
Sam
just
said
to
try
and
think
of
a
third
way.
I
know
that
when
the
Ponderosa
mobile
home
park
came
before
us,
we
said
several
of
us
on
council
said
we're
not
interested
in
any
annexation.
If
you
have
any
dist
displacement
and
staff
came
back
with
this
amazing
plan
that
we
now
have
before
us.
So
I
guess
with
that.
I
would
like
to
put
the
same
challenge
out
there
and
I'm
not
interested
in
this
hotel.
J
Just
like
to
second
what
Mary
said:
I
think
that
this
is
a
group
of
retailers
who
serve
a
very
distinct
population
and
who
have
been
working
hard
to
make
it
go.
So
I
would
say
also
I'm
not
interested
in
this
hotel.
If
there's
any
displacement
happening,
and
even
then
there's
some
ifs
because
of
the
subsidies
that
we
won't
be
giving
yeah.
A
Can
you
speak
to
this
idea?
I
mean
we
are
the
survivors
right,
they've
proven
themselves
and
it
seems
like
we
would
want
to
help
preserve
them,
and
given
that
we
have
this
major
role,
we're
playing
and
preserve
they're,
transitioning
and
there's
plenty
of
I,
don't
know
if
there's
plenty
of
vacant
seats,
but
there
are
vacancies
on
the
hill
now
and
I
guess?
What
are
the
odds?
Can
you
talk?
A
little
bit
about
people
said
specific
needs.
There
are
some
vacancies,
some
presumably
could
transition.
A
N
There
is
a
mix
of
potential
opportunities,
I
think
we're
trying
to
send
the
message
that
we
don't
know
if
the
hotel
is
going
forward,
so
we
don't
want
anyone
to
break
their
lease
and
suffer
a
financial
penalty
and
that's
the
anxiety
of
not
understanding
the
timing.
So,
as
we
sit
down,
we
do
walk
them
through
that
there
are
some
businesses
that
could
definitely
relocate
within
the
hill
historic
core,
and
we
have
eight
to
ten
vacancies
at
any
given
time.
N
The
challenge
is
matching
them
up
one-to-one
with
the
businesses
making
sure
that
those
spaces
fit
their
needs,
but
there
are
spaces
that
would
suit
some
of
them.
There
are
two
businesses
that
have
already.
Let
us
know
they
don't
need
to
meet
with
me
because
they
have
already
made
their
relocation
plans
so
we're
seeing
a
mixed
bag
of
where
people
are
in
that
process
of
planning.
I
think
the
biggest
concern
is
from
that
business
that
can't
relocate
on
the
hill,
because
there
are
four
other
convenience
stores,
for
example,
and
a
convenience
store.
N
Maybe
it
could
be
a
part
of
a
hotel.
You
know
it
depends
on
kind
of
the
the
way
it
could
work,
but
you
know
where
is
the
best
location
for
that
business?
So
we've
been
thinking
creatively
and
looking
citywide
at
these.
You
know,
as
we
look
at
the
citywide
retail
study,
where
they're
underserved
retail
locations,
where
a
convenience
store
would
be
a
very
welcomed
business.
You
know
we
have
office
parks.
We
have
places
where
people
are
getting
in
their
car
to
go,
get
a
toothbrush
in
the
middle
of
the
day.
N
Maybe
they
could
just
go
to
that
store,
so
we're
trying
to
think
really
big
picture
about
it
and
the
timing
of
it
with
the
citywide
study
is
good
that
we're
thinking
about
all
these
things
and
retail
affordability.
But
there
are
it's
very
specific
to
each
business
exactly
what
will
work
and
what
won't
and.
N
N
A
N
N
So
the
developer
would
start
from
what
I
understand
they
would
take
over
the
leases
on
the
site
because
they
would
sign
a
ground
lease,
and
these
are
the
specifics
we
can
get
into
on
September
4th
so
that
everyone
understands
the
details
of
this,
but
they
would
then
be
able
to
negotiate
with
the
tenants
on
that
site
right
now.
They
are
actually
they're
reaching
out
a
meeting
with
people,
but
they
aren't
able
to
negotiate
anything
with
the
tenants
because
they
are
not
the
landlord.
H
So
I
think
it's
in
the
context
of
that.
Maybe
the
September
meeting
we
can
add
a
little
more
thinking
about
what
other
structures
could
be,
because
I
see
a
structure
that
I
would
want
to
see
lasts
for
a
while
I,
don't
know
be
forever,
but
like
a
tenants
association
so
that
during
the
transition
the
needs
were
kind
of
formally
acknowledged
by
the
city,
I
mean
I,
think
we're
doing
a
good
job
here,
I'm
Sarah
with
your
outreach,
so
that's
fantastic
I
think
if
there
can
be
a
little
bit
more
teeth.
N
G
A
So
I
guess
trying
to
figure
out
this
notion
of
let's,
since
we
are
putting
a
lot
of
skin
in
this
game,
one
of
our
requirements
could
be
hey.
The
developer
needs
to
commit
to
helping
with
relocation
or
ensuring
no
discipline.
I,
don't
know
how
we
can
say
no
displacement
cuz.
Obviously,
physically
people
will
be
displaced,
but
that
concept
of
finding
homes
for
those
businesses.
N
N
C
With
your
helpful
input,
we
will
now
be
diving
into
the
various
implementation
opportunities
that
we've
identified
for
the
downtown
retail
and
vibrancy
study.
We
will
be
with
your
input,
fleshing
out
a
detailed
scope
of
work
for
the
citywide
retail
study
schedule
to
share
that
with
you
in
an
IP
in
about
a
month
and
as
Sara
reported
we'll
be
coming
back
to
you
in
early
September,
with
more
progress
on
the
hill
retailers.
A
C
A
B
Already
written
to
counsel
about
this
today,
we
had
advertised
this
site
and
received
74
applications
for
potential
retailers.
The
staff
did
a
really
great
job
of
creating
some
very
specific
criteria
about
the
kind
of
business
that
would
be
appropriate.
They
are
focusing
on
local,
boulder
businesses
based
on
the
criteria.
B
We've
narrowed
it
down
to
six
different
retailers
that
have
different
concepts
and
we're
gonna
be
preparing
a
report
for
council
that,
hopefully
you'll
receive
by
the
end
of
the
week
and
which
will
give
our
recommendation
and
then
give
you
a
period
of
time
to
comment
on
it.
But
the
the
email
that
you
received
from
one
of
the
six
finalists
is
not
the
only
finalist
that
exists,
and
all
of
these
applications
are
very
compelling
and
they
are
all
local
and
small
businesses.
B
B
Kind
of
they're
not
getting
they're
gonna,
it's
going
to
be
market
rate
and
what
I'm
gonna
have
Susan
jump
in
and
Jennifer
jump,
even
if
I'm
saying
anything
wrong.
But
our
goal
here
is
with
regard
to
the
follow
up
on
the
downtown
retail
strategy
and
in
the
citywide
strategy
to
be
understanding
based
upon
the
work
that
we'll
be
doing
in
the
next
few
years
may
be
more
appropriate
ways
to
lease
our
space.
B
And
so
we
have
reduced
the
length
of
time
for
this
lease
to
three
years
would
and
normally
we
offer
longer
leases
and
we're
going
to
rent
it
at
a
market
rate.
At
this
point-
and
we
aren't
actually
moving
on
the
rate
that
we're
gonna
rent
at
because
we
want
to
focus
on
local
boltor
businesses
that
want
to
be
there
and
then,
as
we
develop
the
studies
that
we're
working
on,
we
possibly
can
come
up
with
other
criteria
in
the
future,
for
how
we
would
release
the
space.
So
we
want
to
do
our
background
work
Before.
B
We
jump
in
one
direction
or
another
and
that's
what
we're
offering
only
a
three
year,
lease
without
I
think
without
a
renewal.
Without
a
renewal
right
that,
because
we
want
to
see
what
develops
in
the
studies
that
we
do,
it
could
turn
out
at
the
end
of
it
that
we
love
whichever
one
is
selected
and
that
we
want
to
continue
on
that
particular
location
in
that
way.
But
we
don't
want
to
tie
our
hands.
We
want
flexibility.
N
E
Good
evening,
mayor
and
council,
my
name
is
Steve
Quebec
on
the
electric
utility
development
director
tonight,
we're
here
to
discuss
a
very
important
aspect
of
our
work
plan.
As
we
move
forward
last
fall,
we
received
direction
from
Council
and
certainly
heard
it
from
the
community
that
they
wanted
us
to
increase
the
level
of
communication
about
our
development
of
a
locally
owned
electric
utility.
E
We
took
that
to
heart
and
one
of
the
first
steps
we
undertook
in
order
to
do
that
was
the
formation
of
a
energy
future
communications
and
engagement
working
group,
and
the
intent
of
that
group
was
to
help
guide,
how
best
to
communicate
with
the
community
and
also
what
the
community
really
wanted
to
learn
and
understand
about
our
formation
of
a
utility
tonight.
We're
here
to
discuss
that
working
groups.
E
And
the
timing
is
actually
very
good,
we're
in
the
process
of
identifying
key
components
such
as
the
cost
of
acquiring
the
utility,
what
it's
going
to
cost
to
separate
the
utilities
from
one
system
to
two,
what
our
power
supply
potential
is
and
also
what
it's
going
to
cost
to
end
up
the
utility.
So
as
we
move
forward
with
developing
those
facts,
the
foundation
that
this
working
group
has
really
laid
for
us,
it
will
be
critical
as
we
start
to
communicate
all
of
that
information
to
the
community.
O
Thank
you,
Steve
I'm,
Sarah,
Huntley,
Engagement,
Manager
I'm
joined
here
tonight
by
Emily
sand
of
all
who's.
A
communications
specialist
who's
been
working
on
this
project
for
a
number
of
years.
Together.
We're
excited
to
I,
had
no
review
of
the
working
group
process
to
talk
a
little
bit,
how
it
about
how
it
did
its
work
in
the
process
itself
that
have
followed
and,
most
importantly,
to
share
some
of
its
key
recommendations.
After
the
presentation,
we
have
a
few
questions
to
guide
counsels
discussion.
O
As
you
may
recall,
we
formed
a
communications
and
engagement
working
group
at
the
direction
of
counsel.
This
group
of
individuals
was
chosen
to
get
a
deeper
sense
of
what
the
community
needs
in
terms
of
understanding
the
issues
around
municipal
ization,
we
intentionally
selected
members
who
represented
a
wide
range
of
views
about
the
topics.
You
may
recall
that
we
had
quite
a
few
applicants.
O
We
ended
up
trying
to
winnow
it
down
to
a
workable
group
size
and
we
met
by
the
end
of
the
process,
had
17
volunteers
who
stuck
with
us
and
really
participated
in
a
meaningful
way.
These
volunteers
also
had
a
mix
of
familiarity
with
communications
and
engagement
as
a
discipline,
so
some
of
them
were
able
to
really
lend
some
professional
expertise,
while
others
provided
valuable
insight
as
community
members
themselves.
The
group's
work
was
supported
by
a
facilitator
who
utilized
a
consensus,
seeking
approach
so
that
all
members
had
a
chance
to
provide
feedback.
O
This
was
an
incredibly
collaborative
process
and
for
those
of
you
who
know
how
I
feel
about
the
levels
of
engagement,
you
know
I,
don't
use
collaborative
as
a
light
word,
but
this
was
a
process
where
the
group
really
took
ownership
of
the
final
outcome
and
its
product.
The
group
has
selected
two
members
who
can
speak
on
its
behalf
tonight.
O
If
you
have
any
questions
that
you
would
like
to
get
the
perspective
of
the
group
on
and
just
like
to,
welcome
them
and
thank
them
for
their
service,
we've
got
Carol
Couder
and
Julie's
Anheuser
in
the
front
row
here.
Thank
you
so
now
Emily's
going
to
walk
you
through
the
process
and
some
of
the
key
findings.
Thanks.
R
So,
as
Sarah
mentioned,
that's
really
was
a
collaborative
group
from
the
very
beginning
and
I
just
want
to
highlight
two
pieces
of
the
process
that
demonstrate
that
collaborative
nature.
The
first
was
that
in
the
first
couple
meetings
they
worked
together
to
define
the
purpose,
the
expectations
and
the
roles
for
themselves,
and
that's
at
the
foundation
that
got
this
group
off
to
a
great
start
and
I
think
made
it
a
very
effective
process.
They
also
recognized
the
importance
of
seeking
wider
input.
R
So
this
list
here
represents
one
of
the
most
exciting
pieces
of
the
group.
The
group's
report,
from
my
perspective,
it's
what
people
want
to
know
about
this,
and
this
is
rooted
again
in
that
interview
process
and
so
I
think
the
costs
and
timeline
more
or
less
speak
for
themselves.
We
know
that
those
are
what
questions
people
have
most
of
the
time,
but
the
group
picked
up
on
some
other
topics
as
well,
for
instance,
how
the
utility
will
be
run.
R
There
were
a
bunch
of
questions
about
you
know,
ranging
from
what
will
my
bill
look
like
who
was
gonna
run
the
utility
where,
where
were
you
higher
alignment
from
those
sorts
of
questions?
There
were
also
questions
that
were
more
technical
in
nature,
so
trying
to
understand
what
would
the
power
supply
mix
of
the
utility
be
on
day
one?
How
would
the
utility
achieve
some
of
the
energy
goals
that
we've
laid
out?
And
finally,
there
were
a
number
of
folks
who
are
interested
in
some
of
the
alternative
strategies.
R
O
One
of
the
things
they
said
is
that
the
potential
creation
of
a
local
electric
utility
is
a
long-term
goal,
so
you
have
different
people
coming
into
the
process
with
different
sets
of
information.
Some
residents
still
know
very
little
about
this
project.
Others
who
know
more,
might
kind
of
be
getting
fatigued.
So
we
have
to
be
able
to
strike
the
right
balance
between
welcoming
newcomers
to
the
process
and
helping
to
continue
to
engage
people
who
have
long
been
longtime
participants.
O
The
topic
is
technical
and
complex,
which
makes
it
more
difficult
to
communicate
about,
while
many
in
Boulder
agree
that
we
need
to
address
climate
change.
We've
seen
over
the
last
couple
of
years
that
there
are
disagreements
among
reasonable
people
about
whether
a
local
electric
utility
is
the
right
solution
or
the
only
solution
viewpoints
differ
about
the
role
of
city
staff.
As
visionaries
versus
providers
of
fact-based
information
in
general
civic
discourse
is
very
polarized,
so
that
poses
its
own
challenges.
O
We
know
that
if
we
create
an
electric
utility
they're
going
to
be
customers
throughout
our
entire
community,
so
reaching
all
of
them
is
important,
particularly
our
underrepresented
communities,
who
are
going
to
be
significant
stakeholders,
but
there
are
challenges
associated
with
that.
Lastly,
this
project
requires
significant
resources
across
a
lot
of
fronts
and
some
may
question
spending
related
to
communications
or
engagement,
especially
if
they
see
it
as
spin
or
public
relations.
O
If
we're
going
to
say
that
at
the
end
of
that
process,
we
were
successful.
The
first
is
inclusivity.
The
group
felt
strongly
that
we
need
to
involve
a
diverse
set
of
audiences,
including
people
who
might
typically
not
interact
with
city
projects
for
a
variety
of
reasons.
The
second
alluding
to
the
challenge
they
talked
about
about
the
different
views
on
the
role
of
the
city.
They
said
it
was
important
for
the
city
to
balance
visionary
communication
and
objective
communication.
O
They
even
suggested
the
use
of
possible
labels
to
differentiate
the
type
of
communications
were
participating
in
so,
for
example,
if
we're
sharing
the
city's
vision,
we
could
say
this
is
a
vision
statement.
If
we're
sharing
a
consultants
report
analyzing
a
couple
of
different
possibilities,
we
might
frame
that
as
analysis
and
then,
of
course,
one
of
the
roles
staff
often
has
at
the
end
of
these
types
of
engagement
and
analysis
periods
is
to
make
a
recommendation.
O
O
O
The
group
recommended
that
the
city
update
its
website
and
and
provide
brief
digests
for
long
documents
as
counsel
well
knows,
many
of
the
memos
on
this
project
had
been
hundreds
of
pages
long,
and
it
would
be
helpful
for
members
of
the
community
to
be
able
to
get
a
sense
of
what
they're
diving
into
before
they
look
at
a
memo.
That's
maybe
marked
only
by
the
date.
O
The
group
also
said
it
was
important
to
be
upfront
about
uncertainties
and
disagreements.
They
briefly
discussed
a
technique.
The
city
has
been
using
on
this
project
on
its
frequently
asked
question
page
acknowledging
when
there's
disagreements
about
so,
for
example,
under
the
cost
section
for
energy
future.
Some
members
of
the
community
would
like
us
to
include
some
additional
cost
that
they
think
are
pertinent
to
this
project,
to
give
people
a
sense
of
the
scope
of
the
project,
so
the
city
has
provided
its
accounting
of
the
costs
based
on
how
we
typically
frame
costs
for
a
project.
O
But
then
we
have
a
question
underneath
it.
That
says,
why
have
I
heard
a
larger
number
and
the
city
has
explained
what
that
larger
number
is
about
and
who's
adding
or
how
people
are
adding
additional
aspects
in,
so
the
group
felt
like
that
goes
a
long
way
towards
increasing
credibility
and
clearing
up
any
confusion
there
might
be
in
the
community.
O
The
next
attribute,
as
as
Emily
alluded
to
there's
lots
of
questions
about
okay,
I,
understand
the
goal
and
the
vision,
but
how
would
this
utility
function
so
there's
a
real
thirst
for
substantive
information.
The
project
team
is
going
to
be
working
on
creating
a
lot
of
that
information.
They
want
the
input
from
the
community
members
when
we
can
have
such
input
available
and
they
also
it's
going
to
be
important
for
communications
to
then
share
that
operations
plan
with
the
community.
O
One
of
the
key
questions
under
substantive
I'll
just
mention
is,
is
how
and
when
would
a
city
utility
be
different
from
Xcel
Energy
and
that's
a
key
question
that
would
have
to
be
covered
in
that
operations
plan.
The
next
attribute
I
think,
is
fairly
self-evident.
They
really
supported
the
idea
of
timely
place-based,
communications
and
encouraged
the
city
to
make
information
digestible
and
make
it
available
in
other
languages
than
just
English
whenever
possible.
They
also
talked
about
the
value
of
having
a
mix
of
in-person
and
online
opportunities.
So
that's
the
multi-faceted
aspect.
O
O
Some
members
pointed
out
that
if
the
city
begins
providing
electricity,
we
are
offering
the
potential
for
customers
to
interact
with
their
utility
in
a
whole
new
way,
and
it
would
be
really
valuable
for
the
city
to
begin
to
model
what
this
new
form
of
engagement
could
look
like,
so
people
would
be
prepared
to
be
active
and
engaged
customers.
They
also
said,
even
if
we
don't
end
up
operating
utility
and
the
community
votes
against,
that
in
2020.
R
So,
building
off
of
those
desired
attributes
of
successful
communications
and
engagement,
the
group
also
drove
in
to
creating
a
really
robust
list
of
possible
techniques
we
could
take
on
in
attachment
a
you'll
see
it's
almost
three
pages
of
possible
techniques.
Tonight,
we've
boiled
it
down
to
a
few
just
to
discuss
with
you
tonight,
some
of
which
sarah
has
already
mentioned.
I
want
to
also
mention
that
we
have
organized
this
slightly
differently
than
the
group
has
stealing
directly
from
Sarah's
engagement
framework.
R
We've
got
the
engagement
spectrum
here
and
for
them
to
collaborate
and
I'll
just
expand
on
a
few
of
these,
like
Sarah
mentioned
the
website
refresh.
The
group
totally
appreciates
this
as
our
centerpiece
for
communications,
but
wants
to
remind
us
to
optimize
it
for
today's
web
user,
so
making
content
brief
and
visual
and
engaging
and
make
sure
that
it's
updated,
timely
and
condensing
that
9
years
of
information
into
something
that
is
really
usable
for
the
web
user
I
can.
R
Crazy,
you
still
have,
that
is
the
challenge
yeah.
So
I
want
to
jump
to
this
idea
of
the
election
guide.
It's
something
the
bolder
energy
future
team
has
done
in
previous
election
years.
We've
pushed
out
information
about
what
will
be
on
the
ballot
and
some
of
the
key
project
miles
stones
that
we've
achieved
to
date.
The
working
group
had
this
interesting
idea
to
kind
of
figure
out
a
way
to
make
this
a
more
engaging
process.
They
asked
questions
like.
R
Would
it
be
possible
to
make
this
may
give
a
set
of
community
members
the
ability
to
perhaps
submit
some
content
for
that
election
guide,
which
is
a
new
approach
that
we
haven't
taken
on
before,
like
Sara
mentioned,
they
wanted
to
focus
on
both
in
person
and
online
engagement
and
we're
excited
about
the
potential
of
our
online
platform,
be
heard,
bolder
but
again
appreciated
in-person
engagement
as
well,
and
those
are
represented
in
the
last
three
bullets.
Those
represent
an
opportunity,
according
to
the
group,
to
both
have
the
communities
began
to
shape
some
of
the
utilities.
R
So
thinking
about
policies
and
programs,
what
engagement
can
we
do
around
that
and
starting
soon,
as
well
as
an
opportunity
to
talk
about
other
alternative
strategies
to
reach
our
energy
goals?
How
do
we
bring
folks
who
have
different
perspectives
into
a
collaborative
community
dialogue
and
potentially
help
heal
some
of
the
perceived
community
divided
on
this
issue,
and
with
that
Sierra's
going
to
talk
about
how
we
use
all
those
information.
O
So,
as
the
working
group
comes
to
its
end,
we
are
definitely
spending
a
lot
of
time.
Analyzing
their
report
staff
intends
to
incorporate
feedback.
We
receive
this
evening
from
Council
and
then
we'll
be
working
on
a
communications
and
engagement
plan.
As
I
mentioned,
we
are
hopeful
to
have
that
plan
out
to
the
public
into
Council
by
the
end
of
August,
because
we
feel
like
we
have
a
lot
of
work
to
do.
We
want
to
get
started
on
implementing
some
of
the
suggestions.
O
I
would
like
to
mention
that
staff
really
has
attempted
to
make
improvements
to
communications
engagement
along
the
way
as
well.
The
frequent
updates
that
Steve
cat
nack
and
Tom
Carr
had
been
providing
had
been
very
well
received
as
an
example
of
something
that
we're
trying
differently.
So
we
didn't
just
simply
sit
back
and
wait
for
this
group.
We
wanted
to
initiate
some
change
and
then
get
the
insights
of
our
community
members,
and
so
as
companions.
Those
have
worked
really
well
for
us.
O
We
hope
to
have
the
plan
made
available
through
an
information
packet
and
again
we'd
like
to
have
it
by
the
end
of
August.
We
do
think
there
will
be
certain
areas
from
this
report
that
will
definitely
make
it
into
the
final
plan.
As
we
said,
we
were
very
pleased
with
this
process
and
with
the
outcome
of
the
group,
the
information
needs
will
likely
frame
our
key
communication
goals.
O
What
information
do
we
need
to
share
our
desired
outcomes
will
probably
become
guiding
principles
or
what
the
values
are
that
will
guide
our
work
as
the
city
as
we
continue
to
communicate
about
this
project.
And
lastly,
if
the
techniques
will
be
evaluated
by
staff
based
on
resources
and
other
factors,
the
working
group
fully
acknowledged
that
they
came
up
with
a
lengthy
list
of
ideas.
Some
of
them
are
things
we've
been
doing,
but
they
had
nuances
or
ideas
on
how
to
enhance
that.
O
Others
are
new
approaches
and
we
have
to
balance
that
with
staff
resources,
community's
ability
to
participate
and
not
get
too
fatigued,
and
all
of
that
so
we'll
be
trying
to
look
at
that
through
a
strategic
lens
will
then
include
all
that
information
and
the
communications
plan.
So
that
was
our
presentation.
We
have
three
specific
questions.
We
also,
of
course,
want
to
open
up
the
floor
to
any
thoughts
or
feedback.
Council
has,
more
generally
on
the
process
of
the
report.
O
I
thought,
maybe
I
just
quickly
say
the
three
pieces
of
three
questions
that
we're
really
looking
for
feedback
on
and
then
I'll
hand
it
over
to
the
mayor
to
decide
how
you
best
would
like
to
have
that
that
conversation
flow.
So
one
of
the
questions
is:
does
City
Council
have
items
to
lit,
to
add
to
the
list
of
information
needs
and
we've,
because
you
might
not
remember
from
several
slides
ago.
We
put
those
the
list.
The
existing
list
up
on
that
slide.
O
For
you
to
look
at
the
second
question
is:
does
Council
have
feedback
regarding
how
staff
might
address
some
of
the
challenges?
The
working
group
identified
and
again,
we've
put
a
little
reminder
there,
what
those
were?
And,
lastly,
just
council
have
feedback
about
the
working
groups,
desired
outcomes
and
potential
techniques,
so
mayor,
Jones,
I,
don't
know
if
you
would
prefer
to
just
let
people
make
comments.
Thinking
of
these
three
questions
or
if
you'd
like
to
go
through
them,
question
by
question
whatever's,
the
preferences
of
council
I
think.
A
M
You'd
like
to
add
so
my
name
is
julissa
ionizer
and
I
was
I
really
enjoyed
working
on
the
group,
and
particularly
because
I
worked
with
people
who
have
polar
opposite
views
and
we
found
common
ground.
It
was
very.
It
was
very
interesting,
really
surprising,
actually
so
that
that
would
be
the
first
thing.
I
would
like
to
acknowledge
that,
from
my
point
of
view,
how
much
work
staff
did
to
kind
of
gel
the
information
that
the
group
generated
and
kind
of
keep
us
on
track.
That
main
thing,
I'd
like
to
say,
can.
A
M
Think
well,
at
the
very
beginning,
there
was
a
request
for
people
to
commit
to
working
collaboratively,
and
it
was
pretty
much
if
you
don't
want
to
do
that,
don't
be
here.
It
was
not
like
you
can
be
here
and
be
a
grouch
or
not
not
go
along
with
the
group.
It
was.
Was
it
felt
like
it
was?
This
is
a
primary
agreement.
You're
gonna
make
and
I
felt
that
people
pretty
much
did
I.
Think.
S
I'll,
add
to
that
I'm,
Carole,
counter-ied,
loved
being
a
part
of
this
group.
It
was
a
really
gratifying
process
and
it's
great
to
see
it
all
still
down
very
nicely
here,
but
it
was
medicinal
with
its
own
municipality.
We
didn't
actually
that
wasn't
on
the
table
like
that
wasn't,
and
we
were
constantly
reminded
like
we're
not
talking
about
that,
we're
talking
about
how
we
communicate
all
these
issues.
So
we
have
that
common
focus
that
sort
of
put
aside
our
personal
views,
because
we
have
this
common
goal
of
yeah.
A
J
Have
questions
so
much
as
comments
I
would
just
like
to
say:
I
thought
the
work
was
excellent.
I
mean
it
was
really
wonderful
to
see
how
the
group
came
together
and
my
any
contribution
for
me
would
be
to
be
specific
and
transparent,
which
it
seems
that
you
are
achieving
in
terms
of
doing
that
and
that
the
piece
Sara
talked
about
the
group
and
concluded
successful.
J
What
successful
communications
and
engagement
contains
the
being
inclusive,
transparent,
substantive,
accessible
and
multifaceted
I
mean
it
seems
that
you
really
honed
it
down
and
got
to
it,
and
also
I,
specifically
like
this
piece
about
sharing
a
credible
set
of
facts
that
voters
can
consider
prior
to
the
elections
and
that
the
group
advocated
that
the
part
of
this
guide
pro
and
con
statements
be
developed
by
community
members
as
opposed
to
the
city.
I.
Think
that's
really
important.
So
you.
A
I
A
A
H
So
I'll
probably
have
a
lot
of
bullet
points
to
throw
in
here.
Just
having
worked
on
this
a
little
bit
one
of
the
things
that
you
know
this
was
from
the
perspective
of
what
questions
do
people
ask
coming
in
to
it
when
they
don't
know
a
ton
about
it
right,
they're,
asking
cost
and
time
line
and
I
agree
with
all
of
those,
but
there
are
some
things
that
most
people
don't
even
know
to
ask
about
a
power
system,
one
of
those
being,
for
example,
reliability
and
so
I.
H
Think
one
of
when
I
look
at
information
needs
I
want
to
think
about.
Okay,
what
are
the
common
questions
going
to
be,
and
then
what
are
some
of
the
uncommon
pieces
of
information
that
could
be
given
to
people
that
might
change
their
thinking
one
way
or
another,
and
so
I
wrote
down
a
few
of
the
merit
and
reliability
as
it's
just
typically
thought
of
you
know:
does
the
tree
line
come
down
on
it
and
the
snowstorm
and
take
my
power
out,
but
there's
also
the
resilience
component?
H
You
know
the
kind
of
the
new
like
did
you
Egret?
Can
we
island
neighborhoods?
You
know
hospitals
already
have
to
do
this,
but
are
there
other
non-critical
structures
that
could
do
that
and
that's
something
that
I
think
is
an
emerging
kind
of
power
discussion.
The
other
is
obviously
the
power
mix.
You
know
I
think
that's
a
key
component
and
I
that
might
really
be
part
of
technical
information.
The
way
you
have
it
up
here
but
I
think
that's
critical
for
everybody.
H
It's
like
how
fast
are
we
going
to
get
there
and
when's
it
going
to
look
a
lot
different
than
in
Excel
if
ever
and
then
the
last
piece
like
that
is
alternative
business
models.
You
know
the
ability
to
make
local
decisions
to
manage
your
system
differently
than
typical
investor.
Owned
utilities
are
managed,
and
so
those
were
four
things
that
came
to
mind
on
this
slide.
I'm
sure
you
talked
about
some
or
all
of
those,
but
at
least
a
few
of
them
I
didn't
need
to
be
thought
of
as
not
just
what
are
the
questions?
H
A
Might
also
add
the
a
lot
of
discussions
out
there
about
well
under
technical
information,
alternative
strategies.
Those
are
so
broad
that
it's
hard
to
remember
what
those
mean,
but
so
I,
just
wanna,
make
sure
included
in
that
is.
We
have
pursued
multiple
strategies
and
are
pursuing
them
and
so
I
think
that's
what's
under
alternative
strategies.
There's
also
separate
different.
A
Other
cities
are
looking
at
different
strategies
too,
including
some
with
Excel
there's
a
lot
of
discussion
about
like
what
is
Denver's
plan
and
what
kind
of
deal
did
they
get
from
Excel
and
is
there
T's
to
that?
And
so
I
guess
I
would
include
that
as
well,
but
that's
different,
but
one
could
consider
that
an
alternative
strategy,
so
anyhow
I
just
want
to
make
sure
those
elements
are
captured.
A
G
A
H
I
agree
with
that
I
was
gonna,
say
think
some
of
those
can
be
on
the
next
slide
as
well,
because
if
we
look
at
the
next
slide,
it's
something
about
challenges
right
and
so,
like
how's,
the
conversation
down.
That's
gotten
us
into
a
corner
and
I.
Think
sometimes
you
you
break
that
that
deadlock
by
talking
about
what
you
can
and
can't
do
legally
right.
So
what
is
controlled
at
the
state
level
and
has
been
really
hard
to
do
what
the
Public
Utilities
Commission,
you
know
how
it
works.
H
I,
don't
think
most
people
want
to
know
that,
but
it
is
the
kind
of
thing
where,
if
you
can
briefly
say
you
know,
these
decisions
are
controlled
at
the
state
level
in
a
broad
sense,
not
the
PUC
in
a
narrow
sense,
and
it
doesn't
allow
the
discussions
to
proceed
in
the
same
way
they
would
in
the
Municipal
Utility
whether
that's
good
or
bad.
You
don't
have
to
say,
but
it's
it's
a
distinction
that
you
can
make
I
think.
H
Another
challenge
that
I
didn't
see
here,
but
I
think
we
want
to
hit
head-on,
is
what
has
happened
legally,
like
legitimately,
what
has
happened
and
what
hasn't
we
haven't
won
every
fight,
but
we've
won
some
really
important
outcomes
that
didn't
get
quite
the
headlines
that
the
losses
did,
but
it's
still
important
I
believe
for
us
to
say,
there's
a
PUC
ruling.
Then
the
PUC
rouen
stipulates
that
these
agreements
will
happen,
and
so
that
is
a
place
we
had
never
been
before
that
happened.
H
So
I
kind
of
feel
like
here
that
legal
component
is
really
big
both
where
the
decisions
are
made
in
the
absence
of
having
one
and
then
you
know,
what's
been
our
scorecard
so
far,
you
know
as
far
as
wins
and
losses,
and
why?
Because
we
still
have
you
know,
there's
still
an
outstanding
scorecard
where
we're
being
challenged
for
the
formation
of
the
utility.
H
Well,
if
we
lost
that
it
might
not
be
the
end
of
the
world
as
far
as
making
a
utility
and
so
I
think
it
helps
people
who
want
to
follow
the
progress
understand
it
better.
If
there's
some
kind
of
interpretation,
I,
don't
know.
If
that's
the
city's
job
to
do
I
mean
Tom
will
read
us
a
memo
and
say
you
know
here
the
outcomes
and
we
just
share
that
publicly.
H
J
I,
just
piggyback
on
piggyback
onto
that
this
is,
and
that's
the
transparency
and
I'll
given
it
just
as
an
example.
It
says
this
is
in
the
background
here:
it's
talking
about
things
being
quiet
or
not
much
information
coming
forward.
This
feedback
followed
a
period
of
less
frequent
communications
and
limited
engagement
about
the
project
and,
if
it
went
on
to
say
because
of
ongoing
legal
issues
between
the
city
and
I,
think
we
need
to
be
as
transparent
as
possible
and
giving
explanatory
reasons
for
things
rather
than
pulling
back
keeping
them
short
specific.
F
F
You
know,
how
do
you
balance
the
newcomers
with
the
people
that
are
already
seeing
fatigue
around
the
project,
a
glossary,
just
a
simple
glossary
of
terms
somewhere
in
the
website
somewhere,
so
that
people-
you
know
so
that
kind
of
thing
and
then
again
with
respect
to
welcoming
newcomers
and
and
reaching
a
diverse
set
of
community
members
is
how
does
it
affect
you
personally,
and
we
talked
a
lot
about
climate
change
and
we
talked
about
carbon
emissions.
But
how
is
this
going
to
affect
you
personally
so
that
that's
how
people
engage
with
something?
F
A
That's
a
great
comment
and
I
would
also
note
this
idea
of
short
term
and
long
term.
This
notion
of
how
will
this
affect
me
and
my
race
tomorrow?
How
is
this
going
to
affect
the
city
over
the
next
50
years
and
my
grandkids
can
live
here?
You
know
that
you
know
that
that
these
decisions
have
big
ramifications
both
and
then
your
term
ends
in
the
long
term.
I
think.
O
That
was
part
of
the
reason
for
the
thirst
around
some
substantive
information.
People
are
looking
for
concrete,
like
okay.
Well,
what
kind
of
cool
programs
could
we
participate
in?
If
we
have
this
utility,
you
know,
would
I
still
be
able
to
use
the
PVD
that
I
put
on
my
roof?
They
want
concrete
information,
because
it
then
becomes
more
real
to
people
and
easier
for
them
to
see
how
the
impact
would
be
for
them
and
their
families,
because
I
agree.
That's
a
key
motivation
for
engagement.
A
What's
going
on
to
access
that,
so
I
do
think
this
notion
of
agreed-upon
facts
about
costs
with
thee,
and
some
people
think
this,
and
some
people
think
that
about
this
set,
if
you
know
I,
think
that's
hopeful
and
I
also
think
sort
of
the
legal
flow
sheet
flow
chart.
We
found
this.
This
is
what
happened.
Some
people
think
this.
Some
people
think
that
we
did
this.
You
know
I,
think
there's
some
things
that
are
agreed
upon,
that
are
just
facts
and
we
shouldn't
shy
away
from
stating
the
facts.
A
H
So
if
separation
costs
and
all
in
start-up
costs
are
here,
your
bill
would
be
this
compared
to
what
it
is
today
and
if
they
were
here
where
somebody
else
thinks
they
should
be
that's
what
the
outcome
would
be,
then
your
bill
will
be
here
and
compared
to
what
it
is
now
and
so
that
gives
them
a
range.
That's
in
the
you
know,
$5
a
month
so
that
they
can
think
about
that.
H
A
And
I
think,
given
these
challenges,
the
better,
we
can
do
this,
the
sooner
before
the
ridiculousness
of
elections
kick
in
the
better.
So
this,
inevitably
it's
dry
and
city
staff
scrambling,
because
I
have
to
go
silent
in
August
and
that's
just
the
worst
time
to
be
doing
anything.
So
to
me,
all
of
this
stuff
should
be
to
be
done
in
the
spring.
A
You
know
way
before
the
election,
so
it's
a
build
up
so
that
when
things
go
silent,
it's
for
the
city
staff,
it's
nothing
misses
a
beat
because
the
city,
the
populace,
is
already
engaged
and
then
the
pro/con
and
then
the
you
know
all
that
stuff
can
take
over,
but
everybody's
operating
from
an
elevated
set
of
facts
and
capacity,
I
guess:
okay,
do
we
have
any
more
challenges
we
want
to
point
out?
Could.
M
I
make
a
comment:
yeah
I
think
one
of
the
things
the
group
acknowledged
and
Carol
can
corroborate
this
or
not
was
that
we
don't
want
to
wait
too
much
longer.
I
know
that
you've
got
the
election
coming,
but
we
had
a
giant
black
hole
when
we
had
the
legal
proceedings
last
year
and
people
came
up
with
their
own
conclusions
about
why
there
was
no
information
and
they
made
assumptions,
and
so
I
I
wouldn't
want
to
wait.
M
E
A
A
Yeah
I
think,
to
the
extent
that
we
can
build
common
ground
up
until
the
point.
We
disagree
that
that
would
be
a
desired
outcome,
like
I
think
most
people
in
this
city
I
agree
on
the
vision
or
at
least
portions
of
the
vision,
and
then
it's
just
what's
the
best
way
to
get
there
and
I
think
the
more
we
can
reinforce
the
common
ground,
the
better
off
we'll
be.
H
H
Folks
have
nationally
de
cities
what
role
did
having
a
electric
utility
play
in
your
broadband
or
not
right
and
just
have
them,
be
a
speaker
series
where
they
present
20
minutes
on
something,
and
then
they
answer
questions
from
the
audience
and
you
could
have
speakers
from
I
think
Longmont
and
Fort
Collins.
But
you
could
have
Excel,
send
a
speaker,
and
you
know
it
would
just
be
a
series
of
speakers
and
you're,
giving
people
the
opportunity
to
learn
facts
and
ask
questions
of
experts.
H
You
know
people
who
have
run
these
systems
and
seen
the
pros
and
the
cons
and
can
tell
you
what
the
con
will
be
for
15
years.
You
know
how
hard
was
it
for
a
long,
long
to
break
free
from
Excel
in
the
1920s
they
had
to
pay,
and
then
it
got
better
for
them
and
so
I
there
once
was
a
historian
who
did
a
talk
to
see
you
about
long
long,
history
of
municipal,
Eisen,
who's,
fascinating.
The
paper
headlines
looked
just
like
the
paper
headlines
involved
at
the
time.
H
So
anyway,
I
was
gonna,
suggest
a
speaker
series
and
one
there's
the
functional
speakers
who
I
think
can
get
people
reassurance
that
this
isn't
rocket
science,
that
you
know
a
few
facts.
15%
of
every
of
the
US
populations
under
a
Municipal
Utility
name
is
ten,
but
their
rates
are
15%,
Larry,
just
some
facts,
and
so,
but
have
those
facts
come
with
people
who
can
answer
the
questions
on
the
fly
because
they
have
command
and
the
other
is
one
of
the
main
reasons
we
talk
about
doing.
H
This
is
because
of
climate
change,
obviously,
and
so
there's
a
lot
of
work
coming
out
about
the
philosophy
of
dealing
with
climate
change,
it's
from
as
simple
as
your
solutions
have
to
be
additional.
You
know,
in
other
words,
yrx
brokers,
problematic.
Well,
because
not
all
recs
are
created
equal
and
so
having
some
discussion
about
that
from
people
who
don't
even
know
where
the
rec
broker
is
right
there
in
the
room
and
and
somebody
talks
about
this
component
of
climate
change
solutions
and
then
there's
obviously,
the
energy
mix.
H
Looking
at
current
solutions
and
emerging
solutions
and
then
there's
this
great
website,
I
just
want
to
promote
the
heck
out
of
called
drawdown
org
and
it's
taken
some
of
the
leading
couple
hundred
academics
and
had
them
come
up
with
and
analyze
the
top
80
climate
solutions
available
to
the
planet
and
it's
shocking.
What's
up
and
what's
not
you
know,
food
waste
is
high
and
wind
power
is
just
after
that.
H
M
M
A
I
also
think
to
challenge
we
end
up
with
the
same
150
people
going
to
all
the
other
things
and
I
guess
to
I.
Don't
know
whether
we
need
to
take
it
on
the
road
and
have
a
you
know.
A
few
pro
con
people
who
are
can
civilly
debate,
approaches,
go
on
to
and
go
speak
at
the
rotary
and
go
speak
at
the
chamber
and
go
speak
to
go
out
to
folks
who
need
to
a
whole
lot
of
other
audience
carts
or
the
big
churches,
whatever
whatever
it
is,
to
engage
people
that
would
normally
pay
attention.
A
F
No
I
think
I
think
the
idea
of
debating
and
getting
it
out
there
I
think
that
would
also
be
a
really
great
video
again
to
Julie's
point
about
having
it
be
available
on
demand.
Basically,
whenever
people
have
the
time
to
watch,
it
I
think
is
a
real
important
piece
of
it
and
the
other
thing
I
was
going
to
mention
in
terms
of
you
know,
techniques,
there's
always
the
use
of
analogy.
That
brings
things
to
to
real
understanding.
There's
this
really
great
video
that
I've
actually
done
hotline
a
couple
of
times.
F
That
explains
how
table
and
Gallagher
crash,
and
it
does
it
in
a
really
graphic
and
simple
manner,
and
for
about
the
next
two
minutes
after
I
watch,
it
I
understand
it
and
then,
but
something
that
is
graphic
and
engaging,
and
it's
not
two
talking
heads
debating,
which
I
think
is
useful
for
some
folks
but
I
think
again
getting
down
to
you
know
the
visceral
piece
where
you're
trying
to
engage
new
people.
Why
does
this
matter
to
you
and
to
do
it
in
a
graphical,
fun
manner
would
be
I,
think
helpful.
I.
A
Guess
we
should
not
keep
going
on
this
too
long,
but
the
other
ways
to
accomplish
something
like
that
is
to
also
engage.
You
know,
I
carried
on
the
Civic
area
plan.
We
got
the
kids
involved,
we
got
CLC
a
business
school
come
down
and
they
did
a
class
project
on
different
models
for
developing
each
book,
and
we
I
mean
we
kind
of
really.
You
know
we
did
the
video
flyover.
We
tried
to
access
people
in
so
many
different
ways
and
deliberately
engage
different
audiences
and
actually
presenting
their
ideas
and
I
know.
A
This
is
a
little
different,
but
I
do
think
the
more
we
can
engage
like
see
you.
There
should
be
some
Cu
classes
that
are
actively
engaged
in
this
civil
discourse
or
make
a
cartoon
that
explains
what
they
think
are
the
key
elements
or
you
know
like
and
yeah.
We
just
need
to
engage
people
in
more
of
these
mental
forms
and
the
creative
part
of
that.
The
interesting
part
I'll.
S
Just
add
in
the
interviews
that
we
did,
it
seemed
to
be
a
common
theme
that
people
were
kind
of
interested
and
felt
like
they
should
know
more
and
almost
felt
bad
for
not
knowing
more
about
the
issue
than
they
do.
But
then,
like
I'm,
not
going
to
some
meeting
at
6
o'clock,
I
have
kids
or
you
know
that
kind
of
thing.
S
A
S
G
Just
say
you
know
it's
kind
of
I
know
this
working
group
has
been
working
on
this
stuff
since
November,
but
I
think
it's
important
to
get
this
issue
back
center
stage
into
the
communities
dialog
and
it's
kind
of
absent
right
now
and
I
know
everybody's
been
busy,
but
it
needs
to
be
more
in
front
of
people.
I
think
I,
agree.
A
The
memo
said
something
about
remind
people
that
something
really
important
is
happening.
I
think
that's
true
and
it
kind
of
leading
up
to
our
big
decision
in
2020,
whatever
that
is
right,
I
mean
for
lack
of
it.
I,
don't
know
just
so
that
we
have
an
endpoint
at
which
people
need
to
be
prepared
for
right,
where
they're
going
to
be
asked
to
make
an
important
choice.
Yeah.
O
P
O
G
You
know,
and
it's
good
I,
think
if
people
remember
I,
don't
know
if
it
was
2011
or
2012.
Maybe
it
was
13
I'm
trying
to
think
when
I
went
to
nice,
but
there
was
this
really
cool
video
that
we
had
made,
and
it
was
this
child
in
a
star
t-shirt
with
the
cape
on
it,
and
when
you
watched
that
video
and
I
presented
it
when
I
went
to
smart
cities
in
France
in
Nice,
people
were
really
excited
about
it.
G
We
can
really
do
this
and
and
I
know
we
were
gonna,
have
a
discussion
and
stuff,
but
I
wouldn't
lose
the
excitement
of
what
we're
trying
to
achieve
and
in
our
message
and
so
I
think
we
could
go
a
long
way
with
starting
off
with
some
kind
of
a
video
that
kind
of
explains
things
and
gets
people
on
board
and
excited
and
I
gotta
go
find
out
more
about
that,
because
I'm
gonna
have
to
make
a
decision.
But
anyway,
that
was
a
really
cool
video
in
that
videos.
Now,
five
years
old
or
so
right.
G
H
You
know
trying
to
convene
working
groups
regularly
now
and
we'll
be
having
discussion
with
another
working
group
here
in
just
a
little
bit
so
I
think
one
thing
that
would
be
good
would
be
to
debrief
the
lessons
learned
like
that
agreement
thing,
because
working
groups
generally
have
a
few
different
perspectives
on
things,
and
so,
if
we
can
kind
of
regularize
that
process,
because
we
have
this
nice
public
process
and
that
we
put
together
and
now,
we've
seen
a
few
work
since
we've
developed
that
kind
of
philosophy.
So
it
sounds
like
you
guys
did
great
you.
H
A
O
Share
it
with
you
can
see
the
results
of
their
work
in
the
final
plan.
We
also
have
developed,
really
great
relationships
with
many.
A
members
of
this
group
will
offer
to
be
a
sounding
board
to
us
as
individuals
when
we
need
on
both
sides
of
the
issue,
and
so
will
certainly
be
leveraging
those
valuable
relationships.
A
One
last
thing,
I
would
just
say,
is:
is
building
off
of
what
Lisa
said
about
the
kid
in
the
Cape.
You
guys
noticed
the
difference
between
balancing
vision
and
objectivity
and
I.
Think
that's
a
wise
statement
and
the
city
is
allowed
to
be
visionary
and
inspiring
around
these
goals,
and
indeed
should
be,
and
not
a
bash
it
about
that.
E
O
J
A
G
J
G
G
G
G
G
We
get
to
tell
you
about
the
mapped
fulfillment
of
the
2016
Charter
that
you
gave
to
them
that
was
amended
for
2017
and
just
to
let
you
know
at
Sandra
Yanis
in
our
office
that
actually
advised
map
I
advised
on
marijuana
enforcement
and
all
those
types
of
issues
but
she's
on
vacation.
So
I
got
the
good
straw
right.
G
The
thank
you.
The
marijuana
panel
here
are
their
names,
but
first
I
have
to
thank
them.
They
really
did
an
incredible
amount
of
work.
It
was
an
enormous
effort
and
it
took
a
lot
of
time
by
all
of
these
members
and
staff.
The
meetings
that
we
had
over
the
past
year,
which
there
were
over
15
of
them,
were
three
to
four
hours,
long
with
lots
of
materials
done
between
meetings
by
staff
that
the
members
had
to
review,
and
there
were
also
several
subcommittees
that
were
formed.
G
Also,
a
few
people
were
invaluable,
particularly
Kate
Thompson
in
reading
through
the
code,
changes
to
make
sure
that
we
have
so
I
just
have
to
give
my
real
thanks
to
them.
Counsel
originally
determined
to
regulate
marijuana
like
alcohol
and
prevent
negative
impact
on
other
businesses
and
residents.
At
this
stage,
marijuana
businesses
and
Boulder
is
a
mature
and
successful
industry
and
the
businesses
are
experienced
and
high-quality
and
I
think
we
can
say
we're
very
proud
of
them.
G
The
Charter
originally
was
formed
because
marijuana
businesses
were
coming
directly
to
counsel,
requesting
changes
to
city
regulations
and
council
wanted
a
more
more
input
before
things
actually
got
to
them.
So
the
council
and
the
city
manager
assembled
a
group
of
various
interests
that
to
give
community
input
and
staff
research
and
to
request
two
changes
before
they
came
to
council.
This
is
the
direction
that
was
in
the
original
map,
Charter
that
at
the
time
there
were
some
perceptions
that
the
differences
between
city
and
state
law
were
a
bad
thing.
G
I
think
that
what
everybody
came
to
understand
is
that
the
city
and
state
laws
regulate
different
things
and
so
there's
a
purpose
and
necessity
for
them
both,
but
that
we
did
have
to
constantly
look
at
as
things
change
in
the
state
law
or
the
city
law,
so
that
we
weren't
making
marijuana
businesses
do
one
thing
when
the
state
was
making
them
do
something
else
and
exactly
the
same
thing.
An
example
is
labeling
of
marijuana
products.
G
G
No
one
got
everything
they
wanted,
but
all
of
the
issues
were
addressed
and
the
consensus
on
the
issues
that
could
be
reached
was
reached
and
adopted
by
council.
The
exception
of
the
title,
nine
changes
and
these
are
the
changes
that
would
increase
the
size
and
number
of
businesses
by
making
changes
to
zoning
density
size
of
businesses.
Those
types
of
thing
the
marijuana
panel
and
chamber,
sent
it
to
you
again
today
did
a
letter
outlining
the
request
that
they
wanted
for
that.
It's
a
pretty
labor-intensive
thing
for
the
Planning
Department.
A
G
We
expected
the
state
to
a
deal
with
things
like
social
clubs
and
they
were
not
able
to
come
to
an
agreement.
So
we
expected
it
to
be
a
big
legislative
session
and
it
wasn't,
but
the
were
suggested
changes
by
city
staff
and
marijuana
businesses
that
came
into
20
consensus
recommendations
and
you
have
adopted
those
map
gave
recommendations
for
future
addition
for
future
work.
In
addition
to
the
title,
nine
changes
one
with
social
clubs,
but
the
group
decided
we
don't
want
to
invent
the
wheel.
G
We
want
the
state
to
do
it
first
and
then
the
city
should
look
at
it
and
then
Public,
Safety
and
community
health
is
a
big
issue.
Advertising
and
youth
exposure
is
the
area
of
greatest
concern
for
representative
schools
and
health,
and
the
subcommittee
made
recommendations
to
amplify
the
state
programs
and
deal
with
impaired
driving.
G
The
staff
made
there's
several
initiatives
that
came
out
of
this
from
staff
that
we
noticed
that
we
needed
to
do
more.
The
first
is
quarterly
meetings
with
all
the
marijuana
businesses.
We
had
done
this
piratical
ii
as
there
were
code
changes
or
something
changed
where
we
were
getting
a
lot
of
the
same
questions
and
I
shouldn't
say
we
because
Michonne
organizes
all
this
with
other
staff.
G
People
and
I
only
come
in
infrequently,
but
now
they
have
made
them
quarterly
to
make
sure
that
there's
an
ongoing
time
for
the
businesses
and
the
city
staff
to
talk,
because
there's
a
lot
of
issues
that
have
to
do
just
with
those
two
people,
they're,
not
things
that
have
an
effect
on
the
community,
but
they
have
a
big
effect
on
the
businesses
or
a
big
effect
on
the
city's
enforcement.
So
Kathy
can
I
just
ask
do
so.
All
of
these
businesses
come
together
quarterly
they're.
T
G
T
T
G
The
other
thing
that
we
did
is
adopt
a
form
for
people
to
suggest
code
changes
that
ask,
for
you
know
the
effect
on
the
public,
the
effect
on
other
people,
and
we
adapted
this
from
a
form
the
state
uses
for
people
to
make
recommendations
to
the
liquor
laws.
The
other
thing
we
did
is
that
I
think
most
of
you
know
that
the
biggest
complaint
we
get
about
marijuana
is
the
odor
complaints
that
come
from
marijuana.
Businesses
particularly
grows.
G
Some
of
them
need
to
be
shaken
every
week
or
something
like
that.
I
mean
it's
complicated,
but
the
odor
can
be
controlled
and
then
the
last
one
is
what
we've
done
since
2009
is
to
follow
the
legislature
and
their
changes
that
they
may
make
in
rules
or
legislation
to
see
if
there's
changes
that
we
need
to
make
at
our
with
the
local
code
and
those
are
also
brought
up
during
the
quarterly
meetings
in
case
the
businesses
have
anything
to
raise
for
changes.
I.
F
You
were
mentioning
the
odor
and
trying
to
enforce
to
the
enforcement
on
that,
and
there
was
in
the
table
that
had
all
the
title,
nine
changes
specifically
relating
to
density.
It
was
stated
that
increasing
the
density
would
make
it
more
difficult
to
pinpoint
the
the
sources
of
the
odors
and
I
wanted
to
understand
that
because
it
I
didn't
understand
how
could
be
it
could
be
difficult
to
pinpoint
if
you
have
the
address
and
you
go
to
the
place,
that's
generating
the
order.
So
I
wanted
to
understand
that
okay.
G
A
lot
of
the
warehouses
where
that
have
light
industrial
zoning
have
several
different
marijuana
businesses
in
the
same
building.
So
when
you
go
to
the
venting
system
for
the
building
for
what's
coming
outside,
it
doesn't
necessarily
all
come
just
from
one
of
the
marijuana
places
it
can
come
from
the
building
itself.
So
it's
a
it's
a
detective
work
type
thing
that
the
building
inspector
crimes
on
a
lot
of
roofs
and
and
tries
to
check
the
source
and
checks
their
filters
to
see
what
they're
doing.
G
What
the
best
practices
have
done
is
that
we
can
have
kind
of
a
prima
facie
level
of
this
is
the
minimum
that's
required
to
control
the
odor,
and
if
you
don't,
do
it
you're
going
to
be
presumed
to
be
one
of
the
people
causing
the
odor,
so
the
work
that
they
have
done
is
really
helped
but
yeah
when
they're
all
in
the
same
area.
It's
tough.
F
A
A
The
idea
being
that
okay,
well,
let
me
just
help
friendÃs
we
have.
We
need
to
give
them
put
on
there
some
outstanding
issues
and
do
we
want
to
address
some
we're
going
to
have
somebody
address
them
and
then
a
mechanism
you
know:
do
we
want
an
ongoing
way
to
that?
One
of
the
issues
that
was
raised
was
that
recommendations
outstanding
recommendations.
A
couple
slides
ago
was
about
public
education
and
so
CAC
was
like.
Well,
we
we
pay
money
for
a
public
education
campaign.
What
is
the
status
of
that
so.
B
So
fifty
thousand
dollars
annually
from
the
recreational
marijuana
revenues
and
in
2016
the
city
executed
a
five-year
contract
with
Boulder
County
Community
Services
to
implement
a
substance,
education
and
awareness
program,
focusing
basic
goals
through
there,
which
is
following
widespread
community
distribution
and
awareness
of
information
and
programs
that
are
being
developed
to
shifting
community
perceptions
of
risk
associated
with
substance,
abuse.
Three
prevent
and
reduce
youth
abuse
of
alcohol
and
recreational
drugs,
including
marijuana
and
four
reduce
accidental
ingestion
of
marijuana
and
other
drugs.
B
Since
2016,
the
Boulder
County
Community
Services
Group
have
engaged
in
numerous
activities
to
disseminate
information
about
substance,
abuse,
educate,
youth
and
adult
influencers
and
provide
opportunities
for
target
populations
to
participate
in
alternative
activities.
To
date,
these
funded
programs
have
directly
reached
2100.
Boulder
youth
and
media
campaigns
have
made
an
estimated
six
million
impressions
in
the
boulder
market.
B
We
currently
are
in
discussions
with
community
stakeholders
to
leverage
other
unspent
recreational
marijuana
revenue
that
was
collected
from
2014
to
2016
to
further
this
program
goals
and
we're
developing
a
specific
proposal
that
the
one-time
funds
be
used
to
strengthen
substance,
abuse
prevention
activities,
enhanced
community
capacity
for
substance,
abuse
intervention
and
patient
treatment
services
such
as
emerging
issues
like
opioid
addiction.
So
we
have
I
think
spent
the
dollars
wisely
and
made
a
lot
of
impressions
in
the
community.
But
if
you
want
more
direct
information,
Matt
is
here
to
answer
that.
So.
G
With
this,
all
of
the
I
mean
that's
a
lot
of
money
to
be
going
into
these
programs.
I
guess,
instead
of
and
I
know,
you
were
just
reading
it's
okay,
but
it
would
be
really
much
stronger
if
we
could
see
if
there
is
some
progress
being
made
in
terms
of
youth
delaying
when
they
first
have
a
drink
or
smoke
pot
or
not
doing
it
at
all
or
choosing
I
mean
what
kind
of
metrics.
A
L
So
there
are
things
like
the
healthy
kids
colorado
survey
where
you
can
go
and
look
at
the
long-term
of
how
things
are
transpiring
in
our
schools
and
how
kids
are
being
affected
affected
by
substance
use
and
then
try
to
make
some
of
the
links
between
the
work
that
we're
doing
with
this
project
and
the
outcomes
from
those
surveys.
Some
of
that
is
a
little
challenging.
L
A
What
would
you
say,
I
presume
that
they
produce
an
annual
report.
The
deal
is
we
can't
see
this,
we
don't
see
this
and
I
would
think
I
have
use
of
my
life.
That
I
would
see.
I
would
interact
in
some
way
with
this
and
Sony
have
a
report
that
shows
yeah.
We
did
here's
what
we
did,
here's
the
ads
we
ran
or
here's
here's.
What
we're
doing
would
be
useful,
maybe
because
we
don't.
G
B
Right
I,
don't
know
specifically
what
the
contract
does,
but
they
should
be
doing
it
and
what
I'm
asking
Matt
to
do
and
I
know
you
you'll
do
this
is
go
back,
find
out
their
latest
report.
We
can
provide
that
with
counsel
and
then
make
sure
that
they're
going
to
be
giving
us
annual
reports
on
it.
We.
L
Actually
do
have
annual
reports
written
into
their
contract
and
the
first
year
of
the
project
was
a
lot
of
sort
of
process
establishing
with
the
subcontractors,
but
now
we're
getting
more
real-time
information
about
what's
going
on
with
the
sub
contracts
and
so
we'll
be
able
to
report
that
out
pretty
quickly.
And
then
they
have
also
set
up
a
data
dashboard
that
we'll
be
putting
on
our
website
and
we're
just
working
to
make
sure
that's
up-to-date
with
information,
but
I
think
that'll
be
going
up
fairly
soon
and.
L
Boulder
City
specific,
although
the
activities
that
the
main
contractor
and
the
subcontractor,
the
main
contractors
the
county,
so
they
obviously
work.
Countywide
and
the
subcontractors
include
BB
SD
YMCA
in
Boulder
County
Public
Health,
so
they
all
work
countywide.
But
the
work
that
they're
doing
with
our
funding
is
city,
specific,
great.
A
G
I
guess
just
to
start
off,
you
know:
do
we
agree?
The
map
has
completed
as
work
as
they
did.
Maybe,
but
I
would
like
to
continue.
This
group
I'd
like
to
continue
at
working
I,
see
I
mean
after
reading
the
letter
that
we
got
from
the
chamber
today
and
they
have
a
whole
bunch
of
issues
which
I
think
need
to
be
addressed
and
need
to
continue.
G
We've
had
a
lot
of
these
work,
a
lot
of
success
with
these
working
groups
and
the
thing
that
I
was
a
little
nervous
about,
but
I
was
very
happy
to
support
it
back
in
2016
was,
could
all
these
people
the
various
positions
of
people?
Could
they
really
come
to
consensus
and
come
work
on
something
and
and
give
us
good
recommendations?
And
now
this
working
group
has
gelled,
it
seems
to
me
and
has
worked
very
successfully
I.
Also
in
somewhat
comes
we've
gotten.
G
Some
of
us
have
gotten
emails
about
the
energy
impact
offset
fund
and
whether
it
should
be
applied
the
way
it
is
or
not,
as
well
as
I,
think
I
mean
we
just
Oklahoma
and
I
think
was
the
30
state
to
legalize
Nicolle.
Marijuana,
just
in
the
last
few
weeks
so
and
that's
Oklahoma
I
mean
it
is
totally
mainstream.
So,
from
my
perspective,
I
think
we
need
to
keep
this
group
together.
I
know
there's
additional
expenses
in
the
memo.
You
mentioned
something
about
that.
G
The
facilitator
was
really
good
and
that,
in
order
for
this
group
to
continue
working,
you
would
need
to
keep
the
facilitator
going,
and
so
it
seems
to
me
that
the
taxes
that
we
get
out
of
marijuana
to
pay
for
for
this
facilitator-
and
it
seems
like
at
least
in
this
letter
everybody
who's
on
this
group-
would
like
to
continue
to
work
together.
So
I,
don't
know
why
we
would
stop
the
group
at
this
point
in
time
when
I
think
they're
still
good.
K
G
It's
I
don't
believe
that
it's
true
and
not
to
say
that,
but
I
don't
think
that
that
maybe
you
have
all
the
information
we
are,
how
do
you
the
people
that
are
not
marijuana
businesses,
the
people
that
are
marijuana?
Businesses
are
the
ones
that
want
changes
and
want
mm-hmm.
You
know
when
you
look
at
the
list.
It's
it's
more
exposure
and
more
things
and
the
other
people
that
are
on
the
community.
Members
that
are
on
have
limited
resources
and
limited
ability
to
participate
in
these
things.
G
So
I
think
what
council
has
to
decide
is.
You
know
you've
heard
about
they're
trying
to
do
statistics
trying
to
figure
out
the
effect
on
youth
and
all
that
kind
of
stuff,
but
we
don't
have
anything
yet
so
does
counsel
want
to
direct
that
there
be
changes
to
licensing
exposure
of
marijuana
business
as
there's
all
those
kinds
of
things
before
having
those
results
and
then
I
think
it
will
be
I.
G
A
So,
let's
just
pause
and
think
there
again
it's
useful
to
think
about
those
sort
of
issues
that
are
out
there
that
we
may
or
may
want
to
prioritize
or
not
and
so
far
I
think
it
has
to
do
with
the
youth
impacts.
But
we
just
talked
a
little
bit
about
that.
This
new
energy
impact
offset
fun
stuff.
We
just
heard
about
there's
title
9
stuff
and
then
I
don't
know,
there's
some
other
issues,
but
those
are
those
are
the
three
Biggie's.
So
we
should
think
about
that.
A
H
I
think
land-use
issues
I
mean
what
we're
we're
trying
to
get
done
in
this
council.
The
things
we've
committed
to
you
stable
review
and
you
know,
site
plan,
review,
changes
and
and
parking
standards
those
things
those
are
going
to
eat
up
the
rest
of
the
council
term.
If
we
try
and
throw
in
marijuana
changes
to
title
line,
I
just
don't
think
it's
appropriate
I
also
I'm,
not
sure
that
we
had
the
information
yet
to
do
that
does.
A
F
Question
about
the
title:
nine
recommendations
which
was
I
remember
when
the
35,
the
set
of
35
recommendations,
came
from
map
and
we
separated
out
the
the
10
9,
but
we
never.
There
hasn't
been
any
analysis
and
council
conversation
about
specifically
about
the
title:
9
I,
don't
remember
having
that
not
have
we
had
that
you.
G
Guys
are
teaching
me
how
to
use
the
microphone
to
reach
it.
Well,
the
only
analysis,
if
you
want
to
put
it
that
way
was
we
did
charts
in
the
last
several
packets
that
have
been
in
and
we
can
send
it
to
you
again
if
you'd
like
that,
describes
the
change
that
was
desired,
like
removing
the
density
restrictions
right
now,
you
can't
have
more
than
three
marijuana
businesses
within
500
feet
and.
F
F
H
It
seemed
to
me
that
what
staff
was
trying
to
do
was
have
a
pathway
for
code
changes
to
come
forward
and
if
that's
going
to
be
meaningful,
that
could
be
an
alternative
to
map,
because
we
would
get
calls
from
the
industry
folks,
and
there
would
be
this
code
change
they'd
be
submitting
to
staff.
How
does
it
go
beyond
that?
So
what
has
staff
do
these
go
into
the
round
file
and
never
get
looked
at
or
do
they
get
reviewed,
I
mean?
Did
they
you
know
if
it
was?
H
If
this
was
alcohol,
I'd
ask
about
the
BL
a
do
they
go
to
the
BL
a
before
we
would
see
them.
So
how
would
these
forms,
which
may
be
a
pathway
for
the
industry,
to
get
the
energy
issue
in
front
of
us?
For
example?
How
would
they
be
used
and
what's
how
would
they
get
to
us
to
make
the
code
changes?
The.
G
Way
that
we
have
been
doing
it
is
that
they
come
through
staff
because
they
come
through
City
email,
so
the
staff
presents
it
at
the
quarterly
meetings,
with
whatever
staff
input
that
there
may
be.
You
know
if
it's
an
issue
that's
going
to
affect
the
police
department,
then
they
include
their
part,
and
it's
talked
about
at
that
meeting.
Is
that
a
fair
way
to
say
it
for
the
input
of
the
businesses.
T
Related
to
the
interaction
with
math
I
mean
we
were
primarily
using
the
quarterly
meetings
to
solicit
the
suggestion
forms,
and
so
we
have
a
specific
form
that
people
need
to
fill
out.
As
far
as
you
know,
what
what
code
would
change?
What
would
be
the
benefit
to
industry
to
community
members
to
you
know
so
that
they
sort
of
do
more
of
their
own
analysis?
A
T
G
They
go
to
these
quarterly
meetings
for
input
from
staff
and
input
from
the
businesses.
If
there's
some
kind
of
consensus
there
and
it
doesn't
affect
other
parts
of
the
community,
then
they'd
be
brought
to
you
and
and
historically
staff
has
brought
changes
to
the
marijuana
code
to
you.
I
think,
basically,
on
an
annual
basis.
H
What
about
if
it
affected
the
community
I
mean
the
value
of
map
at
the
moment,
seems
to
me:
is
you've,
got
industry
members
and
you've
got
community
members
and
they're
working
on
consensus
building
and
we're
getting
consensus,
recommendations
which
is
very
helpful.
If
we
dissolved
the
map,
we
will
no
longer
get
consensus
recommendations,
but
one
of
the
ideas
being
tossed
around
here
is
that
the
community
members
won't
be
participating
in
the
map
anymore
and
I.
H
Think
at
least
a
couple
of
those
are
professional
health
people
right
and
I
can't
imagine
that
they
would
actually
drop
off
and
so
I
mean
I.
Guess
I
just
want
this
function
to
remain
a
little
longer.
It's
really
calmed
things
down.
When
I
first
got
on
council
there
was
lots
and
lots
of
caulking
and
it
wasn't
very
well
managed
and
it
was
piecemeal
and
now
it's
become
regularized,
and
you
know
a
process
that
we
go
through
like
once
a
year
after
the
legislative
session
is
over,
so
I
mean
I'm
kind
of
ambivalent.
F
F
So
if
we
kept
it
together
from
that
standpoint
and
created
a
charter
that
covered
things
in
a
general
sense,
that
said
shall
convene
if
and
only
after,
the
state
legislature
creates
something
that
affects,
or
there
are
no
suggested
code
changes
that
need
to
be
reviewed.
Something
like
that.
I
didn't.
G
I
thought
she
was
looking
for
an
answer.
Go
ahead
and
I
was
just
gonna.
Add
this
youth
report
does
Boulder
County
social
services
or
whatever
that
group
is
called
I,
would
hope,
they're
not
waiting
for
long
before
we
see
something,
and
so
I
think
it
would
be
very
port
from
how
this
money
has
been
spent
and
and
successes
metrics
with
this
program
and
I
would
want
to
take
that
report
back
to
the
math
group
and
and
have
them
talk
about
okay.
What
are
you
going
to
do
about
this?
G
We
don't
know
what
those
results
are,
and
so
this
group
has
been
working
together
for
two
years
or
year
and
a
half
something
like
that
and
so
I'm
hoping
that
this
report
comes
back
and
that
they
have
a
crack
at
it
and
an
ability
to
look
at
it
and
make
some
recommendations
or
changes.
You
know
in
in
how
they're
operating
or
whatever
but
I
I
see
it
as
a
very
good
thing
and
as
Sam
said,
you
know,
yeah,
it
was
pretty
chaotic
and
we
were
spending
a
lot
of
time.
G
A
It
sounds
like
we
all
want
some
kind
of
mechanism
rather
than
stuff
dribbling
up
at
us
and
then
I
still.
There
is
the
the
issue
of
this
report
and
yet
and
making
sure
we're
monitoring
the
youth
piece
of
it
and
then
there's
an
energy
offset
fund
which
we
may
or
may
not.
That
needs
to
be
addressed,
so
maybe
did
you
want
us.
A
B
Kind
of
mechanism
is
unclear
to
me
because,
what's
going
on
with
this,
map
is
they've
done
amazing
work,
but
people
essentially
that
are
on
the
marijuana
advisory
panel
right
now
have
permanent
positions.
We
they've
been
on
it
for
three
years.
I
think
that
it's
been
at
least
three
years
that
this
is
existed.
It's
not
rotating
like
any
of
your
other
boards
and
commissions
are.
They
were
all
appointed
by
the
city
manager.
B
If
this
is
to
be
a
council,
Standing
Committee,
then
we
need
to
think
about
it
like
really
differently
than
what
we
have
the
we
establish
working
groups.
The
intent
is
that
they
will
do
a
particular
job
and
then
they
will
end
and
and
if
what
I'm
hearing
today
is
no,
you
want
to
have
a
continuing
group.
Then
we
need
to
decide
what
kind
of
a
continuing
group
we
want.
B
B
More
work
would
need
to
be
done
to
recreate
the
group,
so
another
alternative
would
be
to
take
what
the
chamber
said,
which
is:
let's
just
keep
this
group
going,
they're
doing
a
great
job
until
the
end
of
2019,
and
at
that
point
we
need
to
have
a
very
serious
conversation
about
whether
or
not
we
need
it
to
continue
or
we
need
to
completely
change
it.
So
that's
a
council,
Advisory
Committee.
H
Maybe
the
map
can
do
it
for
us,
but
whatever
consensus
they
come
up
with,
might
be
fine,
but
I
think
people
were
quite
intentional
when
they
wanted.
You
know
the
energy
to
be
renewable,
which
I
would
translate,
though,
that
attorney
doesn't
agree
with
me
into
reducing
greenhouse
gas
emissions.
So
if
you
look
at
the
relative
energy
consumption,
the
grows
are
big
and
dispensaries
are
likely
small.
So.
A
F
H
A
The
only
reason,
I'm
quibbling
is
simply
that
we're
asking
staff
to
staff
them
right
and
so
I
think
some
clarity
around
title
and
I
would
be
helpful
just
so
that
they
don't
end
up
seeing
a
lot
of
time
on
something
we
have
known
in
in
the
least
right
now
we
don't
think
we're
gonna
take
up
at
least
until
2020.
The
next
council
can
figure
that
out
so
yeah
some
clarity
around
that
just
so
we
don't
waste
their
time
with
that
could.
F
I
just
make
a
suggestion
about
the
title:
nine
I
think.
Maybe
what
Sam
is
that?
So
we've
got
the
title:
nine
recommendations
from
the
map.
Those
are
done.
Those
will
consider
at
some
point
when
it
gets
on
the
work
plan.
So
that's
off
the
list,
but
that's
not
to
say
that
there
won't
be
any
more
title.
Nine
issues
that
come
up
so
I
think
that's
what
it.
H
Was
part
of
it
and
so
I
think
you've
said
it
right
Mary
and
they
said
that
we
will
end
up
continuing
the
map
for
a
little
bit
and
then
figuring
out
some
charter
change.
That's
gonna
codify
the
map,
and
at
that
point
they
can
kind
of
take
up
anything
they
want,
and
so
I'm
I'm
not
so
blessed
about.
What's
on
the
list
right
now,
but
yeah
I
don't
want
to
take
up
title
mine,
I
think
I've
been
clear.
It
would
get
in
our
way.
Okay,.
G
I
could
just
say
something:
I
was
in
reading
the
memo.
The
thing
that
kind
of
surprised
me
is,
and
maybe
I
misread
it,
but
that
in
planning
their
workload
is
broken
up
to
into
eighty
percent
is
for
people's
applications,
and
twenty
percent
is
kind
of
what
we
want
to
do
on
work
plan
type
things
is
that
correct.
B
Inside
our
organization,
when
we
talk
about
the
work
that
we
do,
what
we
say
to
ourselves
is
that
80%
of
the
work
that
we
do
is
core
services,
which
is
for
our
planning
department.
It's
dealing
with
landscape
plans,
it's
working
with
the
building
department
on
zoning
issues.
It's
it's
stuff
that
the
council
and
the
people
that
are
worried
about
the
higher
level
comprehensive
plan
type
things
aren't
really
seeing
it's
the
day-to-day
work
of
the
organization
and
in
every
part
of
our
organization.
B
Eighty
percent
of
the
work
is
work
that
the
community
rarely
sees
unless
they're
coming
to
get
a
permit
for
something
the
twenty
percent
that
is
very
visible.
The
top
of
the
iceberg,
if
you
will,
is
the
work
that
we've
been
given
by
City
Council,
and
so
we
are
fully
booked
in
the
planning
department
on
that
twenty
percent
and
maybe
for
planning
it's
40
percent.
But
but
the
metaphor
is
that
we
do
a
lot
of
work.
You
don't
see
the
work
that
we
do
see
is
fully
booked
and
we
can't
add
any.
No,
that's
helpful.
G
B
I'm
gonna
just
jump
into
here,
because
I
feel
like
after
the
first
map
report
when
they
came
up
with
the
thirty
five
things
that
counsel
mostly
adopted.
We
informally
changed
the
Charter,
and
at
that
point
we
said
they're
going
to
meet
about
twice
a
year
after
the
legislature
to
look
at
new
changes
in
law
or
in
the
way
that
the
world
is
working
around
marijuana,
and
that
has
been
the
informal
direction
that
I
feel
like
we've
gotten
from
counsel
and
that
you
all
have
carried
out
since
then.
G
I
think
the
heavy
water
has
been,
or
the
heavy
load
has
been
done,
but
I
think
there's
need
to
keep
this
group
together,
just
as
we've
spoken
and
maybe
the
frequency
doesn't
need
to
be
like
once
a
month,
maybe
the
same
twice:
oh
yeah
yeah,
maybe
it'd
just
be
twice
a
year
or
I
mean
as
needed,
or
something
like
that.
So.
A
I'm
fine
with
that,
with
the
caveat
that
that
they
meet
soon
to
help
figure
out
this
energy
issue
mm-hmm
and
that
at
some
point,
whenever
it's
appropriate
that
they
take
a
look
at
the
report
of
how
the
education
program
is
going
and
give
us
feedback
on
that.
And
then
it
sounds
like
after
the
state
legislature
meets
again.
G
P
To
make
a
comment
about
the
energy
impact
offset
fund,
that's
been
up
and
running,
we've
had
two
invoices
and
we've
planned
a
pretty
robust
stakeholder
engagement
process.
Just
around
that
topic,
we
invoice
the
license
marijuana
facilities
to
pay
into
the
photo,
so
it's
up
and
running
we're
collecting
funds
and
how
we're
spending
those
funds
we're
doing
an
engagement
process
around
that
and
so,
but
not
with
map.
We
have
not
been
part
of
map.
P
That's
going
to
do
a
representative
sample
of
interviews
because
our
goal
is
to
give
them
more
options
to
offset
their
energy,
because
some
of
the
complaint
is
the
fund
is
the
only
feasible
option
for
them,
since
installing
solar
PV
on
their
leased,
warehouses
isn't
very
viable
and
then
community
solar
gardens
aren't
really
available
to
them
because
of
their
federal
status
and
because
solar
Gardens
requested
your
contract
so
that
some
of
the
complaints
we've
gotten
that
the
fund
is
really
our
only
option.
Well,
I've.
G
A
P
A
P
A
H
Way
it
was
delivered
to
me
was
with
the
coveri.
That
said,
this
is
not
a
threat
of
litigation.
This
is
just
an
issue
to
be
aware
of,
and
so
I
just
think.
We
need
to
see
what
the
business
community
can
come
up
with.
I
mean
I,
don't
think
the
employer
wants
to
take
boulder
to
court
over
not
wanting
to
have
energy
offsets
for
pot
I
mean
they
want
to
be
green,
both
ways
so
I'm.
H
No
and
I
think
I
mean
that's.
Why
I
would
like
map
to
review
it,
because
they
think
we
had
done
something
that
maybe
wasn't
completely
thought
through,
but
I
don't
want,
it
could
be
imprinted
be
improves,
right
could
be.
Maybe
it
was
thought
to
right
and
there's
Nexus
that
may
not
be
there.
I
think
Lisa
is
right,
so
I
would
hope
we
just
passed
it
to
map.
That's.
Q
So
that's,
that's
all
we
remaining
I
think
as
long
as
the
map
is
continuing
their
vital
role
in
in
how
we
I
could
review,
dress
how
we
will
use
the
fund
as
well
as
some
of
these
issues
that
have
come
up
around
you
know,
given
the
small
usage
from
our
retailers
and
standalone
MIPS,
do
we
want
to
continue
to
charge
them
this
offset
fund
I?
Think
part
of
that
is
if
we
can
benefit
them
and
help
them
be
greener
in
a
cost
parity
way.