CENTRAL CITY - The Central City Council convened on Tuesday, February 25, at 3:05 p.m. for a work session focused on long-range planning, business improvement efforts, and the City's financial sustainability. 

All council members were present. Guest speakers included consultants Alexsandr Sheykhet and Blake Lasley from Obermeier Sheykhet Architecture Inc. 

With concerns mounting over stagnant revenue, deteriorating infrastructure, and underutilized buildings, city officials and stakeholders discussed revitalizing Central City's economic landscape.

Challenges in long-range planning

A recurring theme throughout the meeting was the extent to which private stakeholders have influenced city planning. Several officials expressed concern that this approach may not fully align with municipal priorities. 

Council members acknowledged the necessity of a comprehensive master plan that balances stakeholder input with broader community needs.

Business Improvement District and economic pressures

Discussions centered on the Central City Business Improvement District (CCBID) and its role in shaping economic revitalization efforts. Stakeholders such as Jeff Hentschel and Joe Behm have been involved since before the master planning process began, underscoring their long-term investment in the city’s future.

Concerns were raised about Central City’s economic vulnerability, particularly its reliance on four primary businesses holding casino licenses. 

Data presented during the meeting showed a concerning lack of revenue growth in the casino industry, with adjusted gross proceeds remaining flat at $78 million since 1994. 

Adjusted for inflation, the city now generates just 52% of the revenue it did three decades ago. 

The financial health of major operators, including Maverick Gaming, was called into question, prompting council members to examine long-term sustainability.

Alderman Zane Plsek stressed the need to identify the owners of vacant buildings, as 53% of properties in the Historic Gaming District remain unoccupied. 

Mayor Jeremy Fey questioned whether this figure accounted for all levels of the buildings, seeking clarification on underutilized spaces.

Master Planning and revitalization efforts

The master planning process aims to create a path toward economic stability by improving infrastructure, walkability, and public engagement. 

Stakeholders outlined a phased approach, with Phase A completed and funded privately, Phase B currently under discussion, and Phase C slated for implementation based on necessity and funding availability.

A key focus of the master plan is improving pedestrian connectivity through designated “village areas,” given the city's challenging topography. Sheykhet cited other mountainous communities that have created areas of commerce and activity successfully called “village areas.” Winter Park ski resort is a typical example.

Enhanced walkability is expected to support economic activity by encouraging visitors to explore local businesses rather than simply pass through.

Financial sustainability and infrastructure concerns

One of the most pressing issues discussed was the maintenance and deterioration of historic buildings. The cost of upkeep for landmark structures is estimated at 4-6% of their replacement value, with deferred maintenance costs compounding over time. Participants stressed the importance of proactive planning to avoid structural failures.

The consultants also examined zoning regulations and their ability to accommodate infrastructure needs. 

Concerns were raised about whether existing regulations adequately support emergency response times and stormwater management. 

Some officials suggested that further discussions with the City Council could lead to formal agreements, like a memorandum of understanding, to address these challenges.

Next steps and stakeholder collaboration

Moving forward, the Council aims to secure funding for Phase B of the master plan. A previous $50,000 study funded by bondholders was referenced as an example of financial backing from the business community. 

The expectation is that stakeholders will contribute both financial and human capital to advance the planning process.

The anticipated duration for the full implementation of the master plan is approximately 50 weeks, excluding public and municipal review phases. 

The next steps involve collaboration between the Urban Renewal Authority, the BID, and municipal focus groups to refine the strategy and address critical infrastructure and economic challenges.

As the session concluded, Councilmember Marcia Enloe expressed support for moving forward with planning efforts. Plsek echoed this sentiment, saying, “We have to move forward.”

City Manager Daniel Miera committed to identifying potential stakeholder contributions, and officials acknowledged the need for greater clarity before proceeding with negotiations.

With concerns over stagnant revenue, historic preservation, and infrastructure development, the City is at a crossroads. 

The master plan offers a potential roadmap toward financial sustainability, but its success will depend on coordinated efforts between public officials and private stakeholders in the months ahead.