Michael Altman

Key discussion points included the achievement of the PB Cycle IV goal, significantly exceeding the voting target with over 17,000 votes cast, despite challenges related to in-person outreach due to ICE presence. The committee reviewed successes and challenges in marketing, noting strong reach to schools. Action items involved setting a special meeting for mid-to-late January to approve the voting data analysis and presentation slate for the Council, leading to the cancellation of the standing January meeting. The PB Cycle IV evaluation process was outlined, and the committee planned to discuss the disposition of residual PB funds from Cycle I during the February meeting. An outstanding issue regarding $50,000 in documentation for the Money for Healing with CAARE grant was noted, and it was mentioned that four members would reach their term limits that summer.

The meeting commenced with a call to order and an equity and land acknowledgment. Key discussions involved remarks from guests regarding changes to the BPAC Bylaws and the construction of raised intersections. A presentation included BPAC trivia. The agenda dedicated time for member recognition, including attendance awards, and committee presentations/discussions. Committee reports focused on outlining committee functions, member engagement strategies, setting objectives, and improving visibility. The BPAC Budget included setting aside funds for signage. A review of the Bike + Hike Map and determination of locations for American Tobacco Trail Speed Signage were also scheduled topics.

This strategic plan outlines the mission to provide quality services to make Durham an excellent place to live, work, and play, with a vision for the city to be a leader in providing an excellent and sustainable quality of life. It focuses on five key goals: fostering shared economic prosperity through a diverse and equitable economy; creating a safer community with secure neighborhoods; building connected, engaged, and diverse communities by strengthening neighborhoods; developing an innovative and high-performing organization with professional management; and ensuring a sustainable natural and built environment through thoughtful planning and operations.

This strategic plan for the City of Durham aims to provide quality services to make Durham a great place to live, work, and play, with a vision of being a leading city in providing an excellent and sustainable quality of life. The plan is organized around key pillars: Shared Economic Prosperity, Creating a Safer Community Together, Sustainable, Natural, and Built Environment, Connected, Engaged, and Diverse Communities, and Innovative and High-Performing Organization. It includes initiatives such as implementing an affordable housing plan, developing crime and community policing strategies, supporting a diverse economy, advancing racial equity, and ensuring thoughtful planning for infrastructure and environmental sustainability.

The meeting commenced with introductions, taking attendance, and reading the land acknowledgement statement, which spurred discussion about future reflection on its principles. Key new business involved reviewing and adjusting the list of potential presenters for future meetings. Specific suggestions included inviting Duke University representatives to present on a sidewalk and bicycle lane resource allocation tool focused on equity, representatives from the Division 5 District 2 Engineer for NCDOT, the Downtown Blueprint 45 presenter from DDI for an update, representatives concerning autonomous vehicles/Wimo funding, Chuck Flink to discuss greenway history, a report on the gas tax, and an update on Vision Zero progress. The minutes from the January commission meeting and the annual retreat were approved.