Denver.

It's time for this biweekly meeting of the Transportation and Infrastructure Committee of Denver City Council.

Join us for the Transportation and Infrastructure Committee starting now.

Good afternoon.

It is.

Boy, I should have had this pulled up.

Thank you for tuning in to Denver City Council and our Transportation and Infrastructure Committee.

My name is Chris Hines.

I serve at Denver City Council representing District 10.

I'm also the vice chair of the committee.

Chair Lewis will not be here today.

Action item is from our airport about a contract with ACTS Airport Services, our security and public spaces, and then the briefing will be from our Department of Transportation Infrastructure and the 2026 work plan.

And I'm sorry, I did not mention what today's date is.

For the record, today is Wednesday, May 20th, 2026.

So before we go into the action item and then the briefing, let's do some introductions from council members.

Starting to the distinguished gentlewoman to my right.

Good morning, good afternoon, Manisanville, Northwest Denver District 1.

Good afternoon, Darrell Watson, Fine, District 9.

I believe we have at least one member online.

So Councilmember Flynn.

Good afternoon, Stacey Gilmore, District 11.

Great, uh, thank you.

Um Council Members Flynn and Gilmore.

Uh so without further ado, Director Washington, please um uh introduce yourself, introduce your team, and uh and take it away.

Uh Phil Washington, CEO of Denver International Airport, and I'll ask my colleagues to introduce themselves.

Good afternoon, Dave LeBart, Chief Operating Officer at Denver International Airport.

Good afternoon, Sarah Marquez, Senior Vice President Airport Operations, Denver International.

Thanks for having us.

And we will dive right into the presentation, the action item, if that's okay, Mr.

Chair.

Once again, thank you for your time this afternoon.

We are bringing forward to you a contract with ACTS in the amount of 79,553,656.

The contract term that we're asking for is five years.

That's a three-year with two one year options.

And the purpose of this contract is to provide comprehensive security across dens curbside and public area interfaces.

A little bit more about this contract.

The services provided under this contract are over site over our track our terminal traffic management, our access control and security, our main terminal, our airport office building that some of you are very familiar with, our loading dock, patrolling event uh access management that includes our new uh Center for Equity and Excellence in Aviation, otherwise known as SIA, security incident resolution, patrols within the main terminal as well as our hotel transit center, and then monitoring our sterile area exits.

You'll see that near the trains in the main terminal.

Vehicle patrols in our public lots, so all of our public-facing lots are patrolled by this company, and enforcement of our trespassing rules.

With Vision 100, this contract aligns with our pillar three, maintaining what we have, and really that is this contract would continue to offer security presence in our public areas, supporting DEN and maintaining its security stance, ensuring compliance with not only all rules and regulations, but with all applicable transportation security administration regulations.

A little bit about our community outreach.

Vendors attended, and that was hosted in September of 2025.

For MWBE, working with the DSBO, they assigned an MWBE goal of 5% for this contract.

The existing contract also has a 5% goal, and that vendor is averaging over 6% on the current performance of that.

The subcontractor performing that MWBE service is advanced professional security, otherwise known as APS.

And DSBL reviewed and signed off on the MWE plan on December 17th of 2025.

About our selection process.

So we went out for a competitive request for proposal.

We received eight qualified bidders.

Our selection panel was made up of various city and county of Denver stakeholders as well as security and operations subject matter experts, and our community members.

Interviews were held for the top three out of the eight.

And as you see there, ACTS Airport Services was number one, and was selected by the panel.

A little bit more about our contractor.

ACTS is dedicated to becoming the most trusted aviation security provider in the U.S.

with an exclusive focus on aviation security, so that's great.

They leverage extensive U.S.

industry expertise along with global aviation insights.

They actually have a parent company, ICTS in Europe, and they definitely tap into those resources.

They have a strong commitment to rigorous hiring, comprehensive training, and employee retention to ensure high quality security services.

This includes 32 hours of classroom training along with up to 40 hours of on the job and annual recurring training.

And we also provide the Denver Security Guard license at no cost to the employee.

Seamless integration of exceptional customer service within our security operations.

We work well with them.

And proactive internal compliance teams maintain continuous vigilance that uphold all airport rules and again federal regulation.

Some impacts or benefits of this contract.

The current contractor is in place right now, so this would be a continuation of that contract, so there's no disruption in our services.

They have established connections with both corporate and local management teams and provide strong oversight.

Those relationships are very well established.

The primary focus is aviation security.

We got a myriad of vendors, but ACTS primarily focuses on aviation, which is a huge plus.

And ACTS currently employs 140 personnel at Den, so that's a great bonus.

And ACTS Guards are represented just as a footnote by the United Federation Law Enforcement Officers Security, Police Benevolent Association, or otherwise known as LEOS PBA union.

I love your acronyms every slide.

Sorry.

So in conclusion, we're seeking your approval for this contract to move forward.

It's an essential contract that will ensure the provision of security guard services across Den's public areas, parking facilities, including alarm response, and enforcement of rule and regulations for Denver, and compliance with all federal regulations.

So with that, we can move on to any questions you have.

Thank you for the presentation.

We do have two people in the queue.

I do want to welcome Council Pro Tem Romero Campbell online.

So let's uh start with questions with Council Member Alvitres.

Thank you so much.

I really appreciate the breakout down here and talking about small business utilization and all of those important things.

So thank you for that.

I think one of the things that I'm curious about over the years, it's come up and it's gotten a lot better, which is the car thefts.

And I'm curious what is the relationship between your security and how they're communicating with the DPD that and the first responders, the fire department out there.

How do they how are they working together?

So this, excuse me, this contract does assist us with that.

Um it's a very great partnership.

Sorry, the relationship is uh they patrol our lots, uh, they assist with sighting, they assist with inspection, they insist with or assist with patrol, and then if we have action to be taken, we work with our Denver police department in making sure that all necessary steps are taken.

So if there's an intervention that needs to happen, maybe someone's cited as trying to break into a car, you name it, we work with both those partners for that.

And what does that look like?

Are there officers at the airport at all times?

Police officers?

Yes.

And then just coordinate and get them to where the security guards are.

How many officers are there?

I'd like to get you the official number later, but it's it's north of a hundred.

Um I think we're allocated somewhere around 130.

Um, but I'll get you an official number of what our head count curls it's up.

That would be helpful.

So I'm assuming that these security, that was okay, thank you.

I'm assuming that these do how do they communicate?

Do they call 911 or do they have a direct line of communication?

Great question.

Uh, that all goes through our communications center, which works as a dispatch center, very similar to our 911 center with the city.

Um, and we have airport emergency dispatchers that are in constant communication with this security provider, and they dispatch the resource directly to whatever location is needed.

Okay, so it doesn't have to go through the 911 system as well.

It does not.

It does not have to go downtown.

That's great.

And then if there is like a medical emergency, how is that handled?

Is there paramedics also on site?

Very similar in in the same vein, those that same team in the communication center, our airport emergency dispatchers, they receive through radio communications, phone calls, etc., and they dispatch uh our medics, and we use Denver Health paramedics at the airport.

That's great.

And then if I'm there, you know, as just a normal person at the airport and there's an emergency, do I call 911 or is there a separate number to get to that call center, or is it only the security that can call that?

You can absolutely call 911 at any time.

I will say that call will be directed towards downtown first.

When they um realize your location, that will transfer out to our what's called a secondary PSAP.

That's the communication center, and then be dispatched from there.

They will transfer the call.

You can always call 303 342 4211, and that will be a direct resource to the emergent line in our secondary PSAP.

That's also printed on the back of all of our badge holders, and we train to that for our 404,000 badge holders this time.

Great, awesome.

Well, that's really helpful.

Thanks for walking me through that.

I appreciate that, and um, grateful for your efforts and working and coordination.

Thank you, committee chair.

Thank you.

Um, and what is PSAP?

Oh, now you're really testing me primary.

I'll have to look it up.

Primary answering service point, help me out here.

I don't really want to.

Oh, we can make it up off, but uh that's what we're at the do it for you.

No, okay, yeah, thank you.

Um Council Parsons.

Thank you.

Um thank you all for the presentation.

Okay.

It's a huge amount of money, right?

When I saw that, I was like, Whoa, that's a lot of money.

I think this might be one of the bigger contracts that I've ever looked at, maybe.

Um so for that amount of money and for the security guard, what kind of service?

So let me get a different way.

When you enter the city and county building and you all came through here, you all have badges.

We have two forms of security here, right?

We have the sheriffs because the sheriffs take have the city and county building under their control.

We don't have the police department, and then we have securitas.

When I've had some issues with securitas, um, I have had it uh a hard time navigating where to send my complaints to because it's a third party entity where when I've had an issue with the sheriff, I just go to Chief Diggins.

It's easy, they could go to the sheriff, and so I can call him.

Literally, I'll call him and I'll be like, hey, I just had this incident, I could just want to bring it to your attention.

Um, so how does that happen with a third party security company?

How do we make sure that if there is an incident, um, what are the parameters to to complain?

First of all, that'd be my second one.

First one.

Second one, how do we follow up on discipline?

Because I'm just thinking about um, Phil, I think you'll remember.

Remember when they had the incident at RTD, you weren't there, but they had the incident with the security.

I mean, literally, he violated like somebody's amendments, like it was really bad, like serious.

Um, that was the secure toss, which gave me pause for hiring securitas when I first got on council.

Was there was no mechanism for a third-party security company in a public place where it was RTD at Union Station.

Someone totally got it was egregious and really hard to have be held accountable.

So, can you walk me through that?

Absolutely, great question.

Uh, we take contract compliance incredibly seriously, so we have a lot of language written in this contract, and we have um uh uh continuous inspection program that is administered through our airport security team.

They are continually hand in hand with the management company or management team of this company to not only address any issues if observed but also um if reported and uh to your other points of your question, how do how does one report?

There are several avenues to report any type of uh behavioral issues or interactions at Den.

One would be calling uh our secondary piece up, that's right away.

We can we can dispatch someone out um right away from our operations team to check in on the situation if the situation is currently active.

Another way is we work very closely with our customer relations team, and that includes everything online, in person, and on the phone.

So they also have a call center, which is virtual or over the phone, with the people with the hats, yeah.

Um they they anyone can address anything they need to with uh one of them, and then um I would say the the other way is reaching out directly to uh airport ops administration, myself, the airport security team, um, all any type of form of communication, whether that's phone call, email, you name it, we absolutely take all of those um inquiries seriously and investigate them thoroughly.

And one other thing I forgot to mention we have a Dear Den platform that you can anonymously also report or ask a question on, and we uh turn those around within five business days.

If it's something emergent, we obviously take uh precaution and answer that very quickly.

Um, and one other thing I forgot, we also have an application called CISA.

Many airports use this app across the nation.

You can select Denver as your location, and there is a host of selections that you can make, including security, and you can report any type of event there that will get dispatched through our communication center and our security team, our compliance team will follow up as well as our airport operations team.

Okay.

So I just want to say thank you, all the the um individuals that you have with the matching hats and the and the um vests.

I send so many people to them.

I mean, every time I go there, I'm like, oh, find the person with the black cowboy hat and the the purple and um white vest because they are so helpful and so knowledgeable.

So that would be a that would be my first stop is to always talk to someone because in the land of automated, like even with 311, people feel like it goes into a hole and then they contact my office and they're like, hey, I got no response.

And so I'm just always like that's my staff will call them and they always appreciate that that that individual time to talk to someone.

So that's great because that's where I would send someone.

If I I had a problem, I'd be like, that's where I send everyone, so you all know.

I send everyone to those people because they feel like I feel like they have a plethora of knowledge and they've actually called people to help.

Um, my one other question is the training.

So I see that they have training, but are in the contract, are they required?

So, oftentimes a third-party entity, security company, they won't have to put their name or so.

For instance, if you have a police officer up there, they have their name, they have a badge, and if you ask them for their identification, they do.

Oftentimes, third-party security companies don't require that because then they feel a little bit nervous, and I'll tell you why.

They feel nervous because then they feel like they didn't take an oath, right?

Where other um uniforms do take an oath, and so how do we distinguish that?

Because oftentimes when I have had I'll say on my I statements, I had an issue at the web building with a secure toss person, and I said, Okay, I have my badge, you're totally like re-rating me.

Like, what's happening here?

Can I get your name?

They were like, Oh, I don't need to provide you my name, and I was like, excuse me.

And I was like, he was like, You're being paid with tax dollars.

I was like, how could you not provide me your name?

And they're like, No, and I was like, That's in our contract, and they were like, that's what our our boss told us, and I was like, So you're not gonna provide me your name, you're providing security.

There's no way for me to know you, and they said no.

So, how do we make sure that that doesn't happen?

One of the things that I have found with with safety, right?

Is there's this world at post-George Floyd where people question people, especially in uniforms?

I don't think it's everybody.

There's 10% on average that are bad actors, but how do we make sure that the people who are coming in through because we're such a regional hub?

I mean, what are we the third most like busiest now?

We're such a regional hub that I would hate for something to happen where somebody was wanting to get that person's information.

So is that required?

Is that required A one in the contract?

Do you know if that's required?

One with the vendor, and third, do they how would if if that happened, if I had an incident and I asked for somebody's name, what are the requirements in the contract that make them give their information so then I can say, not I don't know, homie on concourse C with the black with the uniform on, and then everyone has phones, and what am I gonna do?

Take your your picture.

I'm not gonna do that, I'm not that I'm not that lady.

I would just call someone else, but how do we how do we prevent that from happening?

And the reason I asked that, Bill is that's what I heard had happened at Union Station.

Is that what that's what partly starts?

They already had an altercation, and that individual said, Hey, who are you?

And they wouldn't answer, and they wouldn't answer, and then it totally escalated to where you know awful.

Yeah, and so how do we make sure that we're we're preventing that?

So I'll need to educate myself if we have formal language in the contract.

Okay, we'll get back to you on the formal language piece, yeah.

But we work very closely with the vendor on the training, and customer service is a heavy component of that, and ensuring that the not only that our employees that are an extension of DEN act like DEN, and everyone is a customer, whether you're a traveler, an employee, anyone just seeking assistance.

We are um really mindful of that, and I do feel that this contractor and vendor is incredibly supportive.

We have had a great working relationship anytime there is any interaction, um, much like you described, which I can't think of one, uh, we have multiple resources that we can dispatch to the location and ensure uh fair and equitable and uh proper respectful uh exchange of information and notation of the event and resolution of whatever is going on happens.

Um, I can't think of one that has happened, like I said, but we will get you a formal response on what the language says within the contract, yeah.

I would just encourage putting your name on, like, even when I was working for the fire department, I was just a like in the Denver, we have career service or whatever, right?

I was a career service person, I was not uniform, I was a program operation person, and everywhere I went because the fire department has their name on everything.

I got shirts that said a sound of all, sounderball.

So everybody just knew my name, and there was just no question about it.

And I remember going to the chief, and I was like, Hey, I need to buy a couple shirts, and he was like, Why?

And I go, I keep being questioned everywhere I go.

Rightfully so.

I'm showing up with these rigs and with these firefighters, and they all have badges.

They all have uniforms, they all have everything, and I don't.

And I was like, and they're questioning me, which they should.

Why am I there?

Why am I touching why am I helping their kids?

And so we did.

We just bought like little t-shirts and I put a sound of all and then I put program director on it, and I it would just help because then everyone was like, Oh, go find sound of all.

So I would just really, and I any, I just want you all to know I'm not saying this just for your vendor.

I've had a couple conversations with other vendors who because uh the secured house contract is coming up in expiration soon in Denver.

So when I've sat down with these other vendors, I've said that just should be a standard operating procedure so that we can just easily identify them, and we it's just clear because when somebody asks us for identification, I'm gonna hand it over.

So just just some food for thought because I just want to make sure that this is such a large contract that we're holding them accountable.

My last question is it's over three years with one year of, it says five years, but then it said two one-year options, two for extension.

So is the is it including the five years including the five years for the full term full term?

That's three base years with two one year options.

And that's the whole 80 million correct.

Okay, so it covers if we opt in for the fourth year and fifth year, it's still covered under the okay, awesome.

Right, thank you.

Thank you.

One more.

I was just gonna add one more um note for you that I didn't mention.

Everyone is required to wear their security badge, which does have a name and identification on it, and they have to wear that above the waist, outermost garment at all times.

I've seen it.

Sometimes they they flip it on the back side.

I've noticed it.

So, because we're supposed to wear our badges here, so I did notice that um a couple weeks ago when I was going through the airport, I was like, that's weird.

Why is why did they have that?

So, anyone could flip over a badge and not want to do that.

Yeah, and I just don't, and really the reason I'm asking these questions is I would never want something to happen at Union Station, like happened to us, which had caused a ripple effect in the private security industry that was major, and then if you remember during George Floyd, remember that individual who was working for Pellet, and he was a third-party security, and he shot and killed that man.

Yeah, and it was all on third-party security companies.

Yeah, so that has just I've had to learn a lot of lessons.

Well, we'll make sure those uh protocols are in place.

Um that's easy for us to do, and by the way, um PSAP public safety answering point.

Is uh is the acronym so I thank you.

Thank you, Mr.

Chair.

Uh, thank you, Council President.

And uh the most recent I uh individual you mentioned um was also not carrying firearm, obviously, shot and killed an individual um right by the central library.

Uh but that person was not licensed to carry a firearm at all.

So nobody was working for a third-party agent.

Third party security company.

Uh council member Cashman for the committee, sir.

And uh Councilmember Watson.

Uh thank you so much um for the presentation.

I think the um laying out the specifics on this contract is very helpful.

Uh I want to um elevate and you know, applaud you all for the security you provide a dent.

Um, we are one of the most busy airports in the country.

Um I know the instance rates um that that that you identify as far as um security breaches are low.

Um I want to ask you about one that you may not be able to go very much into specifics on because it may be an ongoing investigation, but we're all aware of the breach that occurred at the perimeter uh at Den.

Um what information can you share?

And how does AE ACTS and AP, you've got a lot of APS?

Yes.

How would they?

What roles would they play going forward to ensure that uh the perimeter of the uh fencing for the airport um is protected or reviewed as far as height or whatever the changes you need to make?

So whatever you can share on that, that's uh public information, obviously.

There may be some investigations.

I'm just curious about your security contracts and how that informs um, make ensuring that that perimeter is safe.

Well, let me let me just say that this was one of the updates that I was going to provide after this action item.

Um the contract that we're presenting right now is not related to perimeter security.

Um, but I will cover that update uh in a few minutes, or I can cover it now if you want, but you might want to get through this action item first, um, but uh happy to do that, but it is not related to this piece here.

That's good.

I can I can hold that question until we go through, but I I do appreciate uh the work and I appreciate the clarity of this contract that you provided.

Thank you, Committee Chair.

All right, thank you, Councilmember Watson.

Advice chair, sorry.

Thank you.

Um technically, that's kind of correct.

I have one question.

Um, 79,553,656 and 26 cents.

How does one come up with the dollar and cents amount uh for this contract?

It's all based off of hours and post orders, and so without going into security-sensitive detail on each post, uh, we work that um based off of 247, 365, what's required by uh regulation by TSA, and then the hourly guard rate as well as uh contract management fee.

So, council president called it 80 million dollars, but uh the contract is actually quite specific.

So, just kind of an interesting observation.

I uh in many ways, I'm glad that our taxpayers are getting every dollar and every cent and no more.

So, um, so again, technically correct, but that's kind of correct.

So if it is uh the best contract to have and 26 cents, uh thank you for that.

Noted, thank you.

Uh I don't see anyone else in the queue.

I let me check make sure online.

Nope, no uh questions online.

Uh so if um members, would you uh like to move this forward to the oh okay?

We've got council president moving this forward to the full body.

Second, uh, Councilmember Alvidres.

Umstentions or dissension.

Great, okay.

Well, this will move forward.

Um Director Washington, you had a couple remarks you wanted to make, including uh answering the question uh Councilmember Watson after that.

Did you call me George Washington?

Oh, okay.

I think I said director washing.

You look quick for your age, sir.

Um one quick point.

This is not taxpayer dollar.

Um I think you mentioned taxpayer dollars, so thank you.

Uh just wanted uh to mention that.

Uh yeah, a few updates very very quickly.

Uh for anyone that may have missed it.

We uh uh convened a news conference uh for on May 11th uh for the uh breach of security uh on the perimeter fence, um, and that is uh tied to the frontier flight 4345 incident.

Um we have initiated a number of things.

One is a perimeter physical security assessment uh to include law enforcement, to include um uh security consultants, to include operational leaders as well.

Um we have also reached out to other large airports um to conduct a peer review of our perimeter security.

Uh unfortunately, breaches of uh fencing or security is not uh unusual.

Uh uh it happens at other airports all over the country.

Um, but we want to look at uh our perimeter fence.

We've got 36 miles of fence.

Um we have obviously the largest airport uh land-wise in this country, uh the second most land in the world uh in terms of uh land for an airport.

So we are doing this assessment, it's gonna evaluate current conditions, potential vulnerabilities, recommend enhancements.

And this is of course a constant priority for us at Den, perimeter security.

It's a constant priority.

Regardless of size, I think airports are all continuously managing this issue.

It actually happens more in urban environments, airports that are, you know, in cities versus what we're dealing with here.

So we uh answered um quite a bit of questions.

We remain committed to strengthening uh the security posture.

Um we are scheduled to come to this committee on July 1 to provide additional information related to uh airport security.

Um I would say that uh and I would temper that July 1 uh presentation by saying that there is some information obviously we don't um want to divulge in a public setting and so but we will do the best we can to uh provide that if there is an opportunity to do um an executive session we'll do that too.

Um but that is where we are we are working hard to put those uh together uh put those groups together uh to include that peer review of other airports to take a look at what we have here and see if they can suggest recommendations as well.

Um any other comments, Director Washington?

Yes, uh just a couple of quick sorry, I just wanted to uh share one thing.

Uh thank you for the correction uh about um these our taxpayer dollars.

I know uh it's a bit of must memory since uh most of what we work on is funded by taxpayer dollars.

Sometimes people say um citizens when they're talking about the people that uh Denver serves, and I make that correction sometimes.

You know, we serve everyone, whether you know, visiting, living in Denver, whether you're a citizen or not.

So um, so yeah, so that I again technically correct, that's kind of correct.

So thank you for correcting me.

No problem.

And your your other comments.

Uh yeah, the other updates is um just wanted to mention uh that we have four new members uh to our airport community advisory committee or CAC.

We have uh that committee, it's an ad hoc volunteer committee that uh we hear from the public with, and that's been working very, very well.

We've got uh those four new members and uh also um the den reserve program.

Uh we are going to suspend or sunset that den reserve program.

The reason uh is that our new East and West Security has been so successful.

Uh and so people get through security uh very, very quickly, and so we're gonna sunset that.

We were spending a little bit of money on that, and so that's gonna be a savings for us as well.

And then a couple of other quick ones uh regarding our airline partners.

Um Southwest Airlines celebrated 20 years at Den.

That was uh a wonderful thing.

Um there was a celebratory event, uh, there will be a celebratory event uh on June 25th that you all should get uh National Western Center.

Uh and then also, and lastly, we um uh we celebrated with uh RTD uh the 10-year anniversary of the 23 mile A-line, which it's hard to believe it's been open 10 years, but uh um 59 almost 60 million people have used that service since it opened in April of 2016.

Uh and I will say um it is uh an incredibly successful project.

Uh it is a project uh that people did not think we could do.

Uh and we opened it uh about $300 million under budget.

Um, not just the A Line, but the whole Eagle P3, which included lines to Ravada and also lines to uh Westminster.

Um, and we use that 300 million dollars to build rail in the city of Aurora.

And a lot of people don't realize that we use that savings to do that.

That is why there's rail in the city of Aurora.

And so hugely successful.

And so we're proud of that.

We've got, I think, the best direct line to any airport from a downtown anywhere in this country.

Go up the escalator and you you end the terminal.

So no other direct line like that.

And that concludes my remarks.

Thank you, Director Rush.

Thank you.

So I don't know if you think my staff was on that flight on Frontier.

So I was just wondering when something so I I woke up in the morning to pictures from our team's tech or on my personal cell phone, not knowing anything had happened and seeing like this horrible text from my counseling, like horrible, horrible.

Um I'm just wondering when incidents like that happen, you can't predict them.

I was just so astonished at how the lack of services that she got.

She was on the tarmac for two hours, then got shuffled into the airport, then got interviewed, got, and I know this is Frontier, I know this isn't out you all, but I was just I always thought I literally thought maybe someone would come up to her and like provide her a place to talk.

Like she was in the airplane and saw the engine explode and like had smoke, had to go down the slide.

I mean, I can't even tell you when she came back to work what how shook up she was.

And then they put her on a flight, like three hours later.

She had not slept, she'd not done anything.

She got a $20, like food voucher.

And they were like deuces.

So I thought the airport would have intervened a little bit.

So is when when some when there's an incident that happens like that, like I was just trying to support her as like like a like a mentor, right?

And say, hey, how are you?

Like what happened?

Like, and she's telling us all these things, like her hair, her hair smelled like smoke.

The things that she told me, I will never like she had to live through it.

I just had to hear it on my staff.

Like, how do we how does Den support that group of people?

Like, is it is it just solely on the um the airline, or do you all play a part in that, or was it because it was so egregious of a thing that happened that and it doesn't happen that there's not a coordination between there?

It's a partnership, it's an absolute partnership.

There are certain roles that the airport plays and certain roles that the airline plays.

Um we will get back to you.

Uh we we are pulling all the information together, but we have pulled a lot of of data points in timelines, etc.

And uh I should have started with first up, so sorry, that your aide had to go through that, and we really appreciate the comment because any type of experience less than stellar is not something that we want to happen at our airport, right?

Um, and so we we apologize to everyone that had to experience the event, including our own team members who also were at the event.

100% and let me just add some of the things she said, like people were going by the engine and taking photos and like all these things.

She didn't think God.

Like it makes me want to tear up.

I thank God she didn't like she stayed away, but then like her getting on a plane, they got her on a plane at six o'clock in the morning, and she got off the tarmac at 1 30.

And so I was just like, I mean, I just uh I just I don't know if I would have been able to do that.

I'll just say I don't know if I would have had she was going to home to see her mom, her Mother's Day.

And so she did and I saw her mom thank God.

I was like thank God you went and saw your mom and thank God you were in safe space and you're with your family and you needed to do what you needed to do.

But I was just I just have to say I was just really so surprised at the lack of um like compassion that she didn't receive so just want to say that for it about as somebody who I didn't have to but having someone in my office and my whole team woke up to that at like I woke up at four o'clock in the morning and saw that and I was like oh my god what happened and I hadn't hit the news yet and so I knew something had happened that wasn't public yet and so I didn't even know how to deal with that.

So just saying that I think that you all if you there just could be not saying we ever want that to happen again.

So I hope that Dan I know that you all are caring people and really care for the passengers and so how we could just play a different role in that um situation God forbid it ever happened in the future or something like that ever happened in the future.

We do have a passenger assistance plan.

We did deploy water formula diapers snacks we worked with several of our airline partners shout out to Southwestern United they helped us uh procure snacks pretty quickly um but I completely hear you and we absolutely take that as uh paramount and so we we want to make sure that we're caring for everyone involved um so absolutely like talking to someone having her just sit down and process what she saw.

Sure.

She had to be interviewed by five people right and that was very different it was like very formal her interview um but I just wanted her to be like have someone to talk to about what she saw and what she experienced and having to get on a plane the next day and then having to get on another plane to get to work to Monday to my office um I just was hoping that someone had reached out to her to say hey you need to talk right you saw an engine blow up and found out what happened like how can we support you mentally and like to her heart right so that that's what I was mostly concerned about.

Yeah.

Yeah it's um uh you know we obviously we worked all weekend on this we were at the airport and uh it's just a terrible event uh we we were very very concerned about the passengers of course our maintenance folks who um were unheralded as well and actually uh went out and cleaned the runway yeah uh it was uh about a 4,000 uh foot debris field um that uh was cleaned up and the runway was open at what 10 30 the next morning uh as well so um but yeah we we um we we understand and um uh we look to uh provide uh counselors uh that night and that day uh we were concentrating on um our employees initially because a lot of the passengers were taken off uh and leaving uh we knew about your aid i knew about your aid but we all we all know about your aid that was on the flight yeah right and so we knew about that but we'll we'll come back to you we're doing that after action review okay uh meeting with the uh ceo of frontier next week okay um and so we will convey that I will convey that thank you mr chair thank you thank you council president um and uh yeah there are many events where uh it might be the airline um you know uh that uh takes uh point in some of these conversations, but people still see den and they say it happens at Den.

I know the disability community has talked about um Den a fair amount when um in reality it's not even just the airline, it's a subcontract to the air of the airline uh who helps people with disabilities get onto and off a plane.

Um I know last year I took a flight from here to Austin, and um that airline didn't put my wheelchair on a plane at all, and uh, and so fortunately we were in extremely busy airport, and there was another direct flight five hours later.

Um, but I just um you know had to change um my schedule to so that I could have um you know that like I it's it is these are my my wheelchairs my legs so it isn't as if I could just go about my business um and it also happened to be I got there on Sunday because the check-in for the conference.

I was actually speaking at a conference about universal design, um, so a little bit of irony.

Um but uh uh but the reason why I went in on Sunday is because that's when the check-in was, and I was speaking the next morning, and uh I so I had to miss uh some of the uh some of the events because I was waiting for the chair.

So I didn't reach out to Den because I I knew it was the air uh airline, but not everyone has that kind of knowledge about uh where the airline and where the airport and where airline subcontractors are in the in the grand scheme of things.

But feel free to reach out to us though, uh, even though we may not be directly, you know, um responsible.

Um we can call somebody, so you know, please do that.

Uh council member Gilmore online has a hand up.

Um thank you, uh Chair.

I um I really send my um thoughts and and um regards to of course the family of the deceased and all the folks who were affected uh by that horrific um occurrence and um and um issue um that we experienced out at Den with the individual and um knowing that there's um you know different responsibilities and that um you know back to the contract that we're talking about, want to really thank the security folks who will be providing the security in public spaces because they are also the first eyes and ears of airport security, and that is super important, and they really are dedicated and have dedicated their lives to this work, and so want to you know say thank you to them first and foremost, and then um Phil, in regards to um, you know, it's a huge airport, and um, you know, what are the expectations that this council um should have of you um around what are the plans to harden that perimeter, and is it double fencing whereby you have um a middle portion that will be the um you know the the truck patrols that happen?

I know there's a lot of sensors, I know that this is sensitive conversation, but common sense says that there just needs to be a hardening of that perimeter, especially as development um increases out around the airport, and so um would like to understand beyond you know the hot wash that you do with your team how um you know you're looking at real changes um to prevent this from ever happening again, and you know, wildlife um could cause a similar occurrence, and we know that wildlife are out there and that you know you all work very hard on that, but um beyond removing wildlife, um there are different tools that can be employed um that urban airports have to look at um to prevent any um issues with runway and um passengers on a plane.

So wanted to give you an opportunity to address that directly.

Uh, yes, we we um we are going through the various investigations before we come up with recommendations for solutions, and so we believe that it's important to let NTSB, the National Transportation Safety Board, also TSA.

Uh we're bringing in a peer review of other airports, um, this task force, if you will, or advisory uh committee, will consist of, as I said, uh military, law enforcement, uh, and others.

And so we want to gather that information very uh relatively quickly, and we've already started that uh to come up with a set of recommendations uh that we can put forward and sit down with TSA as well.

Um, you know, uh, these kinds of incidents um, you know, are uh of course relatively rare, and so to uh to prepare for things that uh obviously didn't know what that was coming.

Um we want to just really check all the bases uh in terms of the investigation that's being done before we go out and do something that that might not be a good idea.

So we're gonna come back to this 10 committee on July 1.

Uh and our hope is that we will have many of those recommendations uh uh in already, and then we will present what we can to the committee uh either in this committee or a uh executive session uh sorts sort of setting.

Perfect, good deal.

I appreciate that.

And then um to shift um in the conversation.

Wanted to um uh I know we've been in communication, um the request for information um for Den's current and future energy needs close the end of March, and um we've been um waiting to hear back on um what the recommendations will be and hoped you might have an update as to when um first I'd appreciate um an individual briefing um on that um since I'm the representative for district eleven um but then also when you're gonna come um to committee to update the council.

Yes, I'd be happy to have that.

Um the request for information for alternative energy options closed on March 31st.

Uh we got 31 proposals from all over the world.

Um we are pouring through those proposals uh to determine the path forward.

Uh our intent as in our commitment that we made was to bring that back uh to this committee um and uh of course that includes uh district eleven uh and to the community uh and talk about what we found um in an effort to uh become uh energy independent, if you will, uh in the next 10 to 15 to 20 years.

So we will bring that back.

Um my um additional question is um I I would like to um have you um or somebody from Den share with the entire council who the members are of that community advisory committee that you've put up and then share the link as well so that we can get more information out to folks about how they can get active in what's transpiring out at the airport around the Penya corridor where people are really clamoring for more rail access, more bus and multimodal um options versus just widening Pena um because we can and so um if you would share um that contact information so we can share it out um with folks to know who's serving and providing that um energy and time volunteer to help us out.

So thank you.

Thank you, Mr.

Chair.

Thank you, Councilmember Gilmore.

Um any final comments?

No, that's our 20 minutes.

Well, thank you for um compressing the 20 minutes into uh the last few.

So uh thank you so much, Den, for your presentation and um and we'll see you on the floor with the action item.

Thank you.

Thank you.

Our next uh presentation is from the Department of Transportation Infrastructure.

Um, we have a bunch of den employees who will be exiting.

We have a bunch of DOTI employees who'll be coming in, uh, but since there's only one door, we have to wait for the Den folks to get out before the DOTI folks can come in.

So it'll take us a second for the transition.

Thank you.

Thanks, sir.

Okay.

Well, we have them off.

Great.

Nick Williams is first, so he's gonna run it all for us.

Okay.

Hi.

We do.

Half and half, huh?

Exactly.

It's not good.

All right.

So our next item is a presentation, a briefing from the Department of Nutrition, Department of Transportation Infrastructure, 260685, regarding the DOTI 2026 work plan.

Director Ford, thank you for being here.

If you'll introduce yourself and your team, and then you can take it away.

Thank you, Chair.

Very excited to be here.

And I was going to introduce my team sort of in context as we go into the presentations, but just uh very quickly.

This is our uh city engineer and the chief uh infrastructure and delivery officer at uh at Dotti.

Yes, Cindy Patton.

Sorry, Jim, I didn't even say his name, I just said what he does.

This is Jim Potter.

Cindy Patton, who is our chief operating officer.

We have Nick and Nick Williams is as you all aware, our chief of staff, major legislative, and you have Ticus Holloway, who is our Chief Transportation Officer, and then you have Matt Briner, who is uh effectively our chief regulatory with right-of-way and services and right-of-way enforcement.

So we're happy to be here.

Wonderful.

Well, listen, I know you guys have already had a good long first part of the today.

Usually we're the ones who take that session and you know, make it go long.

But uh, so today there are a lot of slides that you saw in this presentation.

So we are gonna do our best to be very efficient and talking through those and really open the conversation up.

And you know, we're gonna talk a little bit doing this based on goals rather than talking about sort of individual divisions, which you'll hear about, but you're gonna hear us talking about goals.

How do we continue to make uh Denver the Denver this vibrant street and our part of infrastructure and maintaining and ensuring that?

How do we look at uh our overall climate goals and our our parts to play in those roles as well as that of safety?

So as we get into it, just a few things.

Um, you know that our goal is to be this ideal department of transportation and infrastructure.

And ideal isn't always a loaded word, right?

You know, is it the best?

Is it ideal?

And for us, the way we translate ideal is truly that we are doing the best delivery, the best opportunities that we can to improve safety, mobility, sustainability for the residents of Denver to also promote and use infrastructure investment to promote economic development and to to create truly this vibrant city.

And so if you flip to the next slide, when we talk about that, we talk about all of the things that Dotti delivers.

But I wanted to take a little bit of a point of privilege and and and reshape this slide just a bit when we talk about it.

Councilman Heinz, you and I we've had a few good conversations over the last you know year or so.

You know, asking questions.

When you see a chart like this, you say, gosh, is is Dotti too big?

You know, is there too much under Dotti's purview and remit?

And you know, as uh as as uh you know originally the Department of Public Works, and then this we transitioned into becoming a Department of Transportation and Infrastructure.

You know, in the last many years, I think that what you've seen is you have seen Dotti grow in complexity and work and obligation.

You know, you've seen us grow in regards to new enterprises as part of our responsibility with the sidewalk enterprise.

You've seen us grow just in the nature of the relationship that we have with the city.

You see, and Jim will talk about this, CASER became created and how we do and implement infrastructure improvements that work with CASER or host for that matter.

Um you've obviously seen a lot of the work that we do take on that additional complexity as we roll in with our solid waste programs and in new form and in fashion with recycling and compost.

I bring that up because you see the world of what we do from plan to design to deliver to operate and maintain.

We've spent a lot of time in Dotty, too, spending the time to think about the efficiencies about how we work and organizing ourselves around our business enterprises.

And so the introduction that I was going to make, and I'll just sort of reiterate is we've spent a lot of time about as we have grown in complexity, not grown in staff, and in fact decreased in budget in many ways, how we create efficiencies inside these business enterprises.

So I'm just going to point them out again.

Jim is responsible for the infrastructure and delivery enterprise, which includes procurement and how we deliver all of the citywide infrastructure includes wastewater.

Cindy is responsible for all operations and that entirety of the enterprise.

And that enterprise crosses all of our different efforts.

So the work that our budget team does and our and our performance teams and our HR and all of the efforts feed all of these other enterprises.

Nick is responsible for the people and the staff and the policy and the strategy.

Tychus is responsible for transportation, the entirety of what that enterprise is.

And Matt is responsible for the regulatory.

So we've also created the structure so you have these individual businesses inside of DOTI.

And you know, as we get going, we look forward to continuing the conversation about us and how we're due and how we're structured, how we do all this work, the synergies that happen across the organization when we plan and design and deliver together.

There's a lot of things when you build from the substructure all the way up to the top structure.

Everything in between is captured in these kinds of worlds.

And so, but we'll look forward to that conversation as we continue.

As last time we talked, we I sort of left it at a quick note and I wanted to expand on it a little bit.

So we go to the next slide.

So we've talked about our philosophy again, maintaining what we have at core service, continuing on project delivery.

It is important for us that we spend the money that we have and get it out to the public for their benefit as fast as we possibly can.

And frankly, we've spent a lot of time working on that.

Even with budget changes and others, continuing to focus on that delivery.

And we've got a lot of our team sitting here today.

Uh, Brittany, for instance, who raises their hand, responsible for transportation delivery, how we do that as efficiently as we can.

And then continuing to ensure that these investments make a difference in people's lives, knowing that the investments we do make right now are not nearly the entirety of where people would like us to also continue to make investment.

So we flip to the next slide.

You all have seen this before, but it still remains, and I think this is important, our guiding North Star about how we look, how we manage, how we invest, and every piece of what we do, from the spending and our discretionary capital programs to the SRF to our transportation mobility, are designed to try to meet these goals and how we can best deliver.

So if you flip to the next slide, I'm gonna close us out by just talking about our goals.

We are very definitive about clear, hard deliverables and what we try to accomplish in 2026.

Not just that we do the work, but what are we doing?

So we have very clear focus on projects that we're delivering, ones that we start and ones that we open.

And if you'd like, we can provide you those project lists and such later.

We are the way we track our maintenance.

So when people ask us about the work we do repairing sidewalks or well, that you know, doing potholes or how we repave our roadways or restrict and otherwise, is measured through spend for us.

We spend money, that means we're out fixing it.

And that's how we sort of capture our progress.

And we we note when we're spending and if we're not spending.

And if we're not spending, then we're not doing our job.

And so this is part of how we're looking at it.

You know, and we've talked a lot about solid waste, and we'll talk more about that in our 99% completion and the entirety of where we go from our from back to the economic side about our permitting and on-time permitting and the work there is captured inside of what Matt's team does.

From a climate perspective, our focus is really, and we'll talk more about this here in just a couple of weeks on the second day of the month, the shift two programs and how we continue to encourage people to think differently about how they travel.

As we think about our fleet, which is a much larger discussion and the investment in our fleet and what it does and the trickle effects of our fleet and what that means for how we perform the jobs that we have, and then our safety measures.

And we spent a lot of time here in this committee a couple of weeks ago talking about safety, so I'll leave those off.

So we'll flip to the next slide.

I don't want to uh think also that the type of work that we do and the way that we do work is also a merit of who yells the loudest or screams the loudest or reaches out to so and so and so and so.

So every investment that we look at is also continually evaluated based on how we think about our equity considerations and the investment across the city.

What you can see here on this map is an updated map about ongoing implementation projects for us, especially how they fit also for us in the inverted L.

And that is again, we have really clear criteria on where and how we consider these investments about safety, about equity, about sustainability.

This is a measure of how we do that.

All right, and we go to the last.

And then what I'm gonna do is turn it over to Cindy, and she's gonna start taking us through how we look at these different goals, really.

Yeah, thanks, Amy.

Um, Cindy Patton, COO.

Uh DOTI's a lot more than roads.

We all know that we manage transportation, we now have a whole new sidewalk program, facilities wastewater.

There is a whole list of things that we do across the entire city, and our capital program really drives a lot of that.

We have over 200 million invested in preservation, safety, um, modernization of uh of our system and long-term stewardship.

How are we being stewards?

And I use that really intentionally as a word because there's an art in a constrained environment to how you're choosing where those investments go.

It's an art and a science in Dotty.

Um, and transportation and mobility is the largest share at 126 million.

Um, that includes 33 million in our new sidewalk fund, uh, which is a really major shift towards preservation of that specific asset.

But no matter the asset, really the biggest theme here is lifecycle management and really trying to invest in systems before they fail and before that infrastructure reaches a crisis condition.

And I uh Amy said it, like you can say what you want about Dottie's breadth.

We are quite broad, um, but that creates leverage, and we are incredibly integrated within the department in ways that we can leverage and see the benefits from that that standalone departments couldn't achieve because we are so close to each other every day and constantly communicating.

So, really the capital program is about protecting this foundational system that everyone relies on every single day, no matter what road what uh mode you're on.

Next slide.

Um, and it's really reflecting two priorities that we have in DOTI, which is one managing the infrastructure we already have and then improving upon it and modernizing the system.

But the majority of our funding goes, it's orange, goes towards maintenance, because like I said, if those systems fail, everything gets harder, everything.

So it's not that glamorous, but I promise you, maintenance is so sexy.

It is what we should be concentrating on all the time because it's what makes the city function.

And the paving program is a really classic example of this.

You got a couple examples, traffic signal safety.

Um, again, embracing that stewardship principle, directing resources where the conditions and the risk and consequence analysis tells us to go.

Because there's never enough, but really putting the worst first.

Our streets carry everything, freight transit, bikes, walking, they convey water.

So everything's more complicated than it used to be.

I've been here for 18 years.

I can attest, like things are just super complicated now.

Then they seem very simple back then.

Um, but we have to own our maintenance responsibilities.

Uh, and then I'll start with next slide.

Um, my favorite.

I know it's only in the what two o'clock hour, but I want to talk about cocktails.

And our two cocktail in Dotty is people and fleet.

Because it's the people that deliver the service, but the fleet that makes that possible that sends them out to do the thing we told them to do.

It's the silent backbone of everything we do, whether it's no response or potload repair.

Um, you can say this about any other department too, and we manage all of it except for safety.

So we got 2,500 different pieces of equipment that we manage across the city.

Um, and we are seeing the strain of deferred replacement cycles and um disinvestment.

More than half the fleet is beyond or nearing its useful life, and in programs like Solid Waste, it's even higher.

So, uh, with that aging equipment, our teams are trying to manage to that 86% fleet availability, which is our goal is 87.

We are at 86.

We are not far off.

That is a huge testament to the incredible work that the team is doing.

It's also costing us a lot of money to do that because we're basically trying to like revive old vehicles all the time.

Um, and we're applying the same asset management principles to that too.

So we're we have a very robust asset management system, um, and we are applying those principles to what we want to modernize, convert to EV.

I just got word today that we have a new stake bed truck that is going to be for our solid waste program that gets delivered next week.

That's super exciting.

One of our first that we'll be testing, but we own it.

And we're not just adding to the fleet, we're also deleting, which I think is really important.

We've got a number of pretty egregiously underutilized vehicles out there.

A lot of them are light duty that we are reclaiming, and we're saying these are not doing anything out in the system, and they're mucking up our facilities, they're parked, they're not doing anything, they still are taking up preventative maintenance, dollars and time.

So we're taking them back and we're either surplusing them or we're redistributing them somewhere where they could have a higher and better use.

And we're up north of 60 vehicles right now and counting.

So fleet, I promise we do a lot of things to pay attention to in Dotti, but please don't miss fleet.

So important to what we do.

Next slide.

Paving is also just a really good example of what modern asset management looks like.

We use pavement condition index to drive that.

Again, the fundamental principle here is preservation because if you go too long, you have to start over.

So keep what you've got good, being good longer.

And there's a lot of different ways to do that: mill overlay, chip seal, hyper, which is hot and place recycling, and our just typical bread and butter contract mill and overlay.

Every dollar that we spend in that prevents more dollars down the road if we don't spend it on this preservation.

And not every road needs to be reconstructed, it just needs to be assessed, which we do all the time, and we use that PCI almost as our report card.

And when you've got that firm foundation, it's a smoother ride for everyone, again, no matter what they're doing.

It doesn't take, it doesn't happen by accident.

We're doing this really intentionally all the time.

Um, and when it works, you don't notice, and that's our goal, right?

We don't want you to notice the pothole or the cracks.

Um, and our KPIs, next slide, are constrained.

That's just a reality.

We've got fluctuating staffing, we have fluctuating funding.

Um, and so we're always wanting to really clearly define the service that residents can expect from us.

And we have for the PCI, for example, that's our goal of 73.

You start to dip below 70, you start to see it and feel it.

So we want to stay north of that.

Um, street sweeping, pothole response, we're on track for a lot of these things.

It's taking a lot of time, effort, sometimes overtime, but we are staying on top of the constrained KPIs that we have.

Um, sweepers all call out sweeping.

You heard me last year, we had some real challenges with our sweeping fleet.

We had some that caught on fire, we were very low in sweepers.

This is my Cinderella story.

I have had a couple delivered already this year.

I'm expecting two more.

I have 11 more that are coming.

It is a revived program.

So I'm very excited to um and just give the example of what it means to have reliable vehicles for a program like that that people care about every day and they're watching for it because they call me if they don't see it.

Um, our snow response, also really important.

We did not have to do a lot of it this year, but I think that is coming to an end.

So we we are potentially looking at a Super El Nino year next year.

Um, we don't know exactly what that means.

No one does, but we are getting prepared and making sure that our our plows are ready to go and we have the upswell of 100 plus people that culminate at those surge event locations that can respond really quickly.

Um, last slide for me is just to call out some of our really exciting things that are happening behind the scenes.

And uh I'll highlight some of our DNC work because we had the selection committee out two weeks ago, and we did a lot of refreshing downtown to make sure that everything looks ship shape because we want that economic boon.

We want it because we know it goes into the general fund, and that's where we need it.

And we had a huge number of teams out just making sure everything looked really great for that visit.

We're also working with Excel right now, who have identified a number of poles that are in bad condition and sometimes unsafe condition to replace those through our relationship with Excel.

So that's happening over the next uh year or so.

And I have to call out our innovative approach to innovative paid parking and thank Councilman Alvidres and District 7 for the work that they did with us to design this for 7th Avenue in Gov's Park.

So I want everyone to look me in the eye and understand that paid parking's not scary.

It is what actually unlocks access to the places that people want to go, and we've had almost no negative feedback on this.

Very similar to what happened in Lohi, very little negative feedback.

It was time.

It was ready.

And we would love to look at this.

This was the first time that we did something kind of out of the box where the third hour is a little bit more expensive trying to give people options.

If they don't want it, they don't have to have it.

That matches more of the two-hour scheme in other places.

So really excited about introducing that.

That just turned on on Monday.

So I'll wrap up maintenance matters.

I think it is glamorous.

It's the basis of all we do, so don't forget it.

All right.

Good afternoon, Tigas Holloway Chief Transportation Officer and Dottie.

Wanted to walk through a few slides around the transportation projects that were tough to go after, Sydney.

I mean, you know, even the line.

But we do have over hundreds of projects that are in various phases throughout the city, and it includes in different phases of planning, design, and construction.

The graphic that's on the screen onto the left is a illustration of those location of projects.

And so just to walk you through a few examples, and this is a GIS interactive map that you all can go to and members of the public.

But the blue lines give you examples of major multimodal projects such as Morrison Road, Bucktail, Federal Boulevard Medions, Iowa Underpass, Peoria multimodal projects, Washington Street project.

You'll find all of those on there in the multimodal major blue lines.

Think of things such as crosswalks, signs, curb, extensions, PED refuge, and flashing lights and beacons.

And then in green, you'll find our safe and slow streets with bike lanes.

And so we've got a couple networks that are scattered throughout the graphic to help improve and maximize the benefits of accessing neighborhoods and jobs throughout the city.

And then in yellow, we've got the transit corridors.

And so these are corridors in which either, you know, the city of Denver is actively managing an effort along a corridor.

And think of course COFEX BRT is the one that we always think of that's currently under construction, but it's also including some of the projects that we're partnering with, CDOT and RTD, so Federal Boulevard, Colorado Boulevard, and then some of the regional stuff with Dr.

Cog and Spear and Leedsdale.

You can find those on there.

And then the red dots are the signal projects.

And so we've got hundreds of signal projects throughout the city.

And so you can zoom in and find some of those locations, which can include a variety of improvements from rebuilds to left turn lane improvements or turn improvements, trying to address some of those supervier uh crashes throughout the city with some of those improvements or just an old outdated signal that needs to be rebuilt.

Next slide.

So Colfax BRT.

You all are very familiar with it, but we continue to make great progress.

Uh and this slide highlights a couple of the key milestones and stats for the project.

Of course, this project will continue to move people more reliable, safely and sustainably along East Colfax and is of regional significance to the metro area.

Enhance uh affordability and choices for uh uh those that seek the transit option and andor connections to and from um this great line.

Uh schedule and budget, uh the project is on schedule and performing under budget.

Um, a couple key dates.

So substantial completion uh late next year, Q4 of 2027.

Um, but another major milestone here in September.

We anticipate having from uh Broadway to Colorado, the 15 and 15L will be operating in the managed lane or in the exclusive lane.

So you get a first taste of how well those buses start to operate uh as an early uh incremental option uh open for us.

So it was a little bit of a soft launch, but we wanted to start to provide some of those benefits as soon as possible.

So you start to see that on the DBE participation uh exceeding in the design and construction goals for the project.

Um the project has been very disruptive uh in terms of this amount of construction, a very long linear project, a lot of business frontages.

Um the team uh actively took on uh the task uh and goal of minimizing the impacts to businesses, and so we modified parts of our construction contracting as a result of uh wanting to limit the amount of time that we spend in front of businesses.

Uh, we've taken a lot of those practices actually and implemented in other parts of the city.

So you'll see some of those same techniques on Washington Street, on Morrison Road, and as we continue to forward, just to try to help support the small business.

We understand that it's a very difficult environment to operate in.

We've also, with our partners in Dito with the biofund and other small business grants, over 125 have been issued along the way.

And then we've held a number of celebrations with either the raising of the arch or other events that the community and business community has put together to help celebrate and also provide a form of economic activity and excitement.

Probably cocktails associated with something that was out there.

Ridership.

Anticipated ridership will grow by 10,000.

So weekly daily trips or riders.

So right now it's around 20,000, anticipated 30,000.

So 10,000 additional trips on this corridor, we believe will continue to improve and stabilize the business and economic development on the corridor while also providing more safe and reliable and efficient transit operations in Denver and in Aurora both.

Let's see, I think that's that's a pretty good deception of what's there, description.

Sorry.

So sidewalk program.

Looking forward, so this is a as Cindy was mentioned earlier, you know, the maintenance of our existing sidewalks and the challenges that we have.

I mean, you all know it very well.

The graphics up to the top right shows uh the sidewalk network, but includes the gaps, the um the sidewalks that are less than five feet.

Um over the past year, the team has been actively uh establishing the program, and so that's setting up a lot of the initial policies, uh the resourcing, the staffing, um, but we continue to uh implement projects, and so we've um you know done over 30 plus miles where you know poor conditions existed uh to continue to move forward and then 10 plus miles that were bond-related sidewalks.

And so while we're continuing to step up the program, we continue to partner with our internal operations division with Syndian team to continue to fill in uh spaces to do repairs.

Um, and so in 26 in the bottom left is really you know the bottom side of the graphic where we're really starting to focus in on our implementation plan, and so trying to develop or we will develop later this year what the next few years look like for the implementation and have have thousands of input uh from folks across the city to help us identify not only uh where we should start but why we should start in those locations.

Um, one of the challenges that we're seeing early on, which we we knew would be a challenge, is not all sidewalks are the same.

Uh every street has a story or a history to it, and so as we're starting to see our implementation uh of gaps and locations or replacement of sidewalk, we have utilities that are there, whether it's someone's uh sprinkler system or electrical utility or a tree, and so uh what we would like to do is start to partner or build a program of projects that are like so that if a contractor understands this is how you operate in that environment, it's gonna be more efficient for us.

Um, some of those areas are gonna be just put the forms up and put a concrete in.

Um, and so a lot of what we're doing right now is really trying to with our contractor figure out what are our best opportunities for efficiencies and combining our sources that are there.

Um, and then down to the bottom right, uh, we'll continue in 26 to fill in uh gaps.

Uh, the majority of our work in the 7.6 will be in the Clayton neighborhood here starting up pretty soon.

Um we'll do some fill fit, so another technique where we're gonna try to uh continue in the field to do some of the sidewalk implementation and a little less of having to fully design something, but as I mentioned earlier, the challenge with that is if you don't know what's under the ground, or you know, near that location, you could disturb something that then causes additional challenges, or you have to come back later.

Uh and then lastly, we do have the sidewalk stamp contest, which is launching a competition in June asking for ideas for community members to help us design some of the stamps and concepts uh for the sidewalk program.

All right.

Good afternoon, Council Jim Potter again.

I'm your city engineer and uh deputy manager of our infrastructure team.

So we're I didn't know we were doing cocktails, so I'm gonna try and see if I can work it into more of like a road trip here.

We're gonna take a little bit of a road trip through several different parts of our infrastructure.

We're starting with the bridges category here.

A couple new things this year that we're pretty excited about that we're implementing.

So we have a parks and regional trails category now that we're really focused in on that has a couple bridge projects that we're doing in the Bear Creek area.

Uh one of those we're hoping on Webster to get to construction here late this year.

We have a old timber bridge over on Confluence Park kind of area that we're replacing inside of that program as well, and then moving into our vehicle kind of transportation bridge space.

There's a ton of different rehabs that we're doing rehabilitations to existing infrastructure up along Cherry Creek.

We're also taking out of our asset inventory a bridge structure that's inside of Dotti's Central Platte campus behind the wastewater building.

We're going to continue doing our inspections for annual program types of things that we do.

We inspect our major structures every two years.

Our pedestrian facilities now we do those every three years for condition assessment and structural capacity.

And then we're going to be doing the annual maintenance kind of programs that we typically do.

So both of those will feed together to make sure that we're strengthening all the data that we have when we collect to use for our systems and our looking forward nature of maintenance work and other things.

Finally, is the second and the last of the new things that we're implementing within our bridge program, and that is the major bridge replacement side.

So now we're intentionally focused on identifying those bridge assets that need to have certain carve outs so that we can make motions on doing things like what is in this this year is a little bit of design money to move forward with Mississippi over the South Platte River construction in the near future.

And we also have the three bridges up along Quebec.

If everybody's familiar with those, they were recently load-restricted, just south of I-70.

So those are just a couple of the highlights across that part of the program.

We're gonna move on the road trip here to the next piece.

We're gonna focus in on our interagency team.

It's our kind of our vertical implementation space.

Not something that we typically have highlighted here, but we thought it was really important for the group to see that.

We have a lot of work that happens through DOTI in implementation of construction works, if you will, project delivery that's happening for other agencies, departments across our city.

So Arts and Venues, Denver Parks, Kazer and Host, which Amy noted as new agency, new departments in our city, real estate public libraries, safety, all those projects that they need to deliver are rolling through our interagency team.

There's about 145 projects on our books right now this year that are actively being managed.

It's a value of around 800 to 900 million dollars in active total project value.

Some of the highlights of the work that we're doing there are shown in the pictures.

Some of the bigger ones doesn't mean that anything else inside of those 145 is less important.

But we're doing the work at Pacific Center Park, as I'm sure you're all aware across the street.

Uh Ross Branch Library, Westwood Rec Center has been kicking off pretty good here, and of course, Red Rocks Visitor Center.

We continue to do refurbishments and expansions there for that portion of it.

Alright, I'm gonna move a little bit quicker here into the wastewater realm.

So our wastewater teams on the end of our road trip.

I don't know why we ended here, but uh about sixty-three point nine million dollars total in investment that we're doing across our storm drainage, sanitary infrastructure, our green infrastructure, it's also waterways.

So think gulches, creeks, our South Platte River.

Also includes systems, so a billing system and upgrades to the vertical side for our wastewater facilities.

So this is our fifth year of what we call our fiscally constrained six-year plan in the wastewater space.

Team is really focused on those things that you see down there at the bottom in the green boxes.

But in general, that's maintaining the existing capital infrastructure that we have so that we make sure we don't quickly go off the cliff at the end there with our assets and making sure that we're focusing on the continued replacement expansion for those projects in the community so that we're improving public safety, meeting community needs, and ultimately we would hope providing a better level of service, maybe consistent, but some areas don't have a great level of service in the storm drainage area, for example, so those are parts of our goals.

Wanted to highlight off on the right-hand side here.

This was just a fabulous project.

We recently received our substantial completion for this project.

The public is using it.

Uh, it is a replacement of a bridge structure that was failing.

You can see it in the top picture there, and connection from mobility.

We did gulch improvements along Harvard Gulch there.

This is the Dabor Park project up along Harvard Gulch.

So great partnership between our wastewater team, Mile High Flood District, Parks and Recreation, and of course our bridge team here in Dotty.

So four partners coming together to make a really good transition to an area.

With that, I'll turn it over to Matt for right-of-way team.

Thanks, everybody.

Matt Bryan, deputy manager of the right-of-way.

And I certainly like to speak cocktails, but I'm a humble engineer, so I'd probably stick more to Denver's Craft Beer scene and tell you about what right-of-way services is brewing up this year.

Clever, clever.

We're going to enforcing about a fifth of Denver.

The right-of-way division supports all of Dotty Focus areas, predominantly vibrancy.

But I've got some highlights here for the two divisions that I'll share.

So certainly like Amy spoke about, we're all about efficiency.

So innovating in the space of, you know, helping our contractors and small businesses and developers to uh you know do their work more effectively, as well as updating our governing documents to align with some of the safety standards that are coming on board.

Um in the right-of-way enforcement space, we have been able to hire 12 new agents this year.

So our strength there is at 94%, and certainly appreciate the interest and uh efforts that uh many on council have uh gave us in the last couple years.

So through those agents, we've been able to provide essentially parking access for you know employees and customers, helping keep our streets clean through street sweeping operations, um, enforcing you know the right-of-way basically to ensure movement and safety for all the users.

Um, and one little key factor that I wanted to add to this slide is to indicate for all of our parking programs that we do, right-of-way enforcement issues 78% of all the license plate violations in the city.

So just uh kind of a point there.

Next slide, please.

Um, so just a little over a year ago, the the mayor created the uh Denver permitting office DPO with the goal of creating or moving permits through the process much more quickly, and and right-of-way services is definitely a key member of the DPO team, right?

So uh, and and things that we're doing in the space to help support the permitting efforts are both managing work on a daily basis and like I said, innovating.

And so the managing, I'm sharing just you know, we have so many different dashboards and stuff we use, but showing some gauges here that our supervisors use on a daily basis to help their teams get the work done and time frames that we've allowed for them.

In addition to the management of the work on a daily basis, we're uh doing a bunch of innovations.

One of the big ones that we've already have in place, and we're just finishing up right now is creating a consolidated permitting team.

So bringing disparate permit teams underneath the auspices of one manager to help have some more surge potential and some efficiency gains.

So looking looking forward to seeing that that team really fly, and then other process improvements, engaging with our customers, customers, embracing AI's potential.

And uh June 22nd, we're gonna work with our partners to launch the Prop 123 affordable housing fast track process, which uh I think we'll have good impact.

We've been successful working through the pilot and looking forward to going into the full full full deal here.

Next slide, please.

Um, and then since my last slide here, since last summer, the only way for someone to dispute their parking site is to come in person for our final hearing.

And that's had a significant impact on those individuals who are wanting to dispute their citations, and it's also had a significant impact on right-of-way enforcement.

The disruption has met that there's been less overall appeals, but uh obviously a great number of increase in the number of in-person hearings.

And so that's not sustainable, it's not sustainable for the city, it's not sustainable for right-of-way enforcement.

Um, and so we've been charged with standing up a whole new program.

And so we've been working on that since the beginning of the year, creating a new program that will allow for an online portal, portal, and more defined parameters for customers for those who are cited to dispute their their citations.

You know, things like do they think the citation was valid or do they think they don't have uh uh ownership liability?

Um, and you know, I've I've got some some steps here to create the program showing on the right, and we're we're working on it, and certainly we want to get the program set up as quickly as possible, but we also want to make sure the program is stood up correctly, be successful.

And right now I'd say we're we're on track for a late, late summer launch for that program.

And with that, I think I'm turning it over to Mr.

Williams to speak about climate.

Yes, sir.

Good to see you all.

Nick Williams, deputy manager here.

I'm just gonna talk about two items and I'll keep our pace uh cooking here.

We're gonna talk about solid waste and microtransit, um, starting with solid waste.

Of course, one of the most critical services that we provide to the city.

Uh also one I think we've had some challenges in the past year, but feel like through some some operational changes and some other items are starting to really um uh operate uh pretty smoothly on there.

Uh goal of maintaining 99% route completion.

You'll see in the top right, we are maintaining that right now.

So just staying uh just about under 100% on trash recycling and compost.

What that means is we do about 124 daily routes on there, and so each day about 99.8% of our trash, those routes are being completed, and so on and so forth down there.

Um also uh I think as you remember with uh uh the volume-based trash pricing program, of course, this introduced uh a lot more carts to a lot more people, specifically around compost carts uh on there, and that had a uh impact.

We had started to lag, I think taking over 30 plus days to get a cart either upsized, downsized, replaced, or repaired on there.

That team, uh part of the Denver Action Team that I think you guys have have uh visited with prior to that, they've got that down to nine days now through making some operational changes and improved tracking uh on there.

Our 2025 diversion rate is 28 percent, and that's good.

Uh uh the services that Dotti provides uh residential comprise about 17 percent of the overall waste stream.

Uh, of course, city goals are 50% by 2027.

That'll start to bring in uh uh the ballot initiative that I can't remember the name of on there have been the same time.

Waste no more, thank you, councilwoman.

Uh, on there, we'll start to bring in that commercial and um uh non-residential services on there, but we we are pleased with how the diversion is going, and then also uh contamination rate on compost and contamination, of course, is very important both with recycling and compost, but uh almost well, really more so with compost, of course, because um not only do we want to make sure that that stuff gets processed and doesn't get turned around at the compost facility and sent to the dump.

Compost, of course, the final product ends up in our homes.

We end up, you know, as mulch.

We don't we want to make sure that we don't have glass in there, other types of contamination on there, and so that contamination rate of one percent is we're very happy with that.

Um, I think a very a good testament to the folks that are composting out there and and the discipline around there.

But of course, both diversion rate, we want to keep that increasing uh on that, and then contamination rate, we want to keep that low or decreasing on there.

So, of course, mentioned volume-based trash pricing, just as a review, we serve about 180,000 customers, um, residential hauling, and then single family up to seven units plus um the Denver uh Housing Authority and then uh Denver Public Schools.

There's an asterisk there.

Our contract with Denver Public Schools will conclude in June, the end of June of this year on there after a recent procurement.

They've decided to go with another vendor uh on that, and so we'll be able to redistribute both those staff and those vehicles either back into well, the staff will all remain in the in the system, but some some of those vehicles are some of our older vehicles uh that will either be gotten rid of or put into to full service uh on there right now.

About 81% filled on our full-time employees for the trash collectors, and then uh reference the Denver Action Team, which does graffiti abatement and uh engages with the encampment uh um activities, they are 100% filled right now out there and and have been doing putting up great numbers on there.

Continuing priorities for the year, of course, is to continue a trend of exceeding 99.99% completion of route.

Uh, we'll be implementing nine new electric vehicles uh through a few different vehicle types.

Cindy referenced the stake bed that will be used to uh do cart deliveries.

We'll also be getting uh six ASLs, uh automatic side loaders, so the ones that do it on the side, and then two rear loaders that will be used by that Denver action team on there.

And as I said, want to make sure that we're continuing to grow our diversion rate.

A lot of that comes down to customer education and engagement, and continue to start to whittle that car maintenance and cart replacement time down.

The other one talked about today is our Denver Connector.

This is, I think, one of our favorite programs, seems to have been uh well received and seems to be operating very well.

Right now we have three services Montbello, GES, and West Denver on there.

You'll see they all have kind of between just under six and just over six uh passengers per hour, uh, on that, and that is uh a good number.

The the grant, so this is funded by a combination of a grant from RTD, uh, as well as some financial support from CASER, and then we also use our SRF revenue to support this program.

The grant from RTD requires at least two per hour, so we're very much meeting that goal uh on there, and you're getting, depending on the location, between three and a half or four and a half trips per hour.

This middle line with the dials, it's a little confusing, and so we have a goal of we want less than 30-minute wait time when you when you request the service, because it's an on-demand service, not just a regular transit service.

We want to make sure it's less than 30 minutes long, and while those the colors, I think we just alternated the colors, um, only about 42 percent are more than 30 minutes in Montbellow, 36% are more than 30 minutes in GES, and 35% are more than 30 minutes in West Denver on there.

And of course, that has a that's a function of uh vehicles and vehicle availability on there.

We will be getting, I think, a new uh a new vehicle coming into the system, which I think will serve West Denver uh electric vehicle through partnership with CASER on there, and so that will increase our vehicles on there to kind of further that.

And then you see at the bottom, if this was Amazon, you'd buy the product.

Uh we're getting between 4.8 and 4.9 out of five stars from the passenger experience.

Um, but do it.

This is like I said, this has been, I think, a very successful service.

Um this is free to residents to use uh on that, and I think is really helping folks uh get to those essential services, and just again one more layer of the multimodal options available to folks.

All right.

All right, we're gonna close it out, but I'm gonna whip through safety as we already had a very good discussion about that.

So if you can go to Vision Zero, you know it, you've understood it.

You understand where we were last year's fatality rates unacceptable.

This year we're spending a lot of time having a safety stand on another is where we are continuing to refocus our dime and our energy, and in fact, involving all of Dotty in this evaluation.

It was just at the streets teams this morning, and we are asking them what they see on our roads, just like you get from your constituents, areas of safety that we should be paying attention to in this fantastic team behind us are are doubling down in what we can do for infrastructure changes, investment, and otherwise this year to date.

Our our fatalities are a little bit slightly less than they were last year at this point in time, but our pedestrian fatalities are half what they were last year.

However, our vehicle fatalities are up, and they are up uh in uh areas on our interstates and stuff again with speeding.

But if you flip to the next slide again, just a re-emphasis of what we talked about before about how every project that we do in DOTI has a safety focus, and I can't stress that enough.

And each piece of these has safety criteria and evaluative process that we do along with those rapid responses when we see an approached fatality kind of evaluation and analysis.

And uh, we continue to want to work with you all and others as we put in those changes, how we continue to assess and design and what we do on the rapid response and engage you when that flip to the next slide.

You've seen this, you know that we have a number of different treatments, and this is frankly where most of our energy goes together with you, with your constituents, things and areas of things that they see that they would like us to do to try to improve the quality of the neighborhood streets to increase and improve safety.

And with that, always comes a lot of opinions on whether or not we should or shouldn't do these things, how we should add a roundabout, should we be thinking about a bike lane?

What we should do in regards to a traffic stop or otherwise, and so that takes time and energy, and much of our time this year is also spent in the community outreach and the engagement with the public as we put together these plans and design plans.

And I'm gonna go back to that slide that Tiger showed you before that has the map, which we've sent you all the link.

That is the active project analysis of every single area we are looking at for projects for design, planning, and construction.

What it does not include yet is the rapid response.

So that's the one thing that is not on that for an area.

But our way of tracking with you what projects we are exploring and working on right now in the active moment.

And so continue to emphasize that.

Again, our goal is 18 miles of slow and safe streets this year in 26.

If you flip to the next slide.

Safe routes to schools, we've had a lot of discussions, but again, I we're flashing through all these stats, but these stats call very clearly out what we intend to deliver in 2026.

Our continued plan study and analyses, updates with flashing beacons, traffic calming improvement projects, et cetera, in your schools.

We can give you the breakdown detail.

Our team can sit down and talk with you about schools that are happening in your communities.

And we also know that there is a list that is many more of continued improvements there.

We were just talking outside also of areas like things like school streets where people are talking to us about whether or not you would close and think about how you're closing streets down at certain times of the day right in front of the schools.

There's some traffic management planning and such that we would need to think about and working with DPS on how we do that.

But some of the other areas so we're continuing to explore.

All right, last few slides here.

Speed safety program.

We've all talked about it, but again, July, book your book your calendars.

We will be in talking to you now about the ordinance that will allow us to do the last part of the speed program, which is the automated speed cameras.

So we will be coming to you with that information.

We will be doing briefings.

Our intent is to roll out onto three corridors, Colorado, Federal, and Alameda, and then we are going to continue to build to looking at a citywide rollout with uh all of our high injury network corridors with the automated speed programs, and continued investment as we know on the speed elements that are in addition to that.

Additional signage, some uh small infrastructure improvements, uh, speed feedback signs and some other elements.

All right.

And again, the last thing, and I don't want to pass through this so much, we are in the public a lot, and I wanted to just sort of highlight the 10 years of success that we've had with our community active living coalition.

Many many times when you see us in the community, it is through this organization and this group that is an actively grant funded program, where we are both working on with community members about the sea the needs and the challenges that they see in their community and how to address them through infrastructure and safety.

It is also a program that provides micro grants to community members to make small changes and improvements on community-driven projects, as you see from bike repair kits to walking groups that we do at DHA.

It is how people move, how people live, and the quality of life that is infused uh through infrastructure and and movement.

And this group has 10 years of success and really being at the very very tip and the grassroots of working with our community members.

And so we're just very proud of these programs and and wanted to share that with you that those things can continue to as part of what we focus on.

All right, we wanted to leave at least 15 minutes for questions.

Um thank you for paying attention the whole time.

That's a lot to talk about.

That's our work plan for 2026.

Thank you, Donnie.

Thank you, Director Ford.

Now we've got 17 minutes, not just 15.

So thank you for that.

Um, so we have four people in the queue so far.

If you want to get in the queue, please let me know.

Council member, I'll be dressed.

Thank you so much.

Um, this is really exciting.

It's definitely challenging to get everything that you all do.

I think each one of those bullet points could have been a presentation.

But um, appreciate ending on a really important note around vision zero.

I'm really excited to see some movement for the Mississippi Vision Zero project.

Um, I think what I've heard from community is they wish that was part of the goals that the mayor has, and so just want to continue to elevate that.

Um, I did go on a bike ride with the mayor's bicycle advocacy committee around district seven recently, maybe last Saturday, and got a lot of really exciting positive feedback around the jewel bridge, the Iowa underpass.

We rode under the Alameda underpass, and so the feedback I got was Denver is doing better.

Um, and I think we don't hear that all the time, and so wanted to share that positive feedback.

Um, I was confused on slide eight with as many dots as there were.

I think a breakdown there would be helpful because like I don't know what host projects, I don't think.

Do you oversee those projects as well?

We build those projects, yes, but the map that you saw did not have those projects on there.

That map that you saw on slide eight were just transportation.

Because one of the color codings said host.

Yeah, and they also said special initiatives and standalone, and that was just confusing for me because I don't know what all those things mean.

Um so we can be curious about that.

Uh especially when you talk about equity, and that was the purpose of that map.

Because and I'll just say it was really appreciated.

Thank you.

Yes.

So one of the things I appreciated, I did watch the mayor's press conference uh from this morning, and he talked about calling 311, and I've been re-emphasizing that to my constituents as well because I think no matter what we do, the squeaky wheel is gonna get greased because we have to know that there's problems, and so I just want you to know that's something that we've been um advocating for as well.

Um I did want to I'm excited for the safe routes to schools, excited to see more what that funding looks like and look for more funding there.

One of the things I have a question on is the transfer demand management planning.

Do you all work with CPD on that?

Is there approving plans?

Yes, so um the host equity map will explain that is yeah, I do believe that they incorporate some of the host projects.

I'm mistook which slide you were talking about into the equity zone so you can see our investments and our strategies, but I think they do plot that with some of the host projects.

Is that a live dashboard we can see on our own?

I don't think that was live dashboard, but we can get you a version, we can get everyone a version with more detail.

Okay, great.

Exactly.

So yeah, because I saw an Alameda micro mobility, and I don't know what that is, so that would be exciting.

I don't either, so yes, we will definitely teach you those details.

Yeah, we'll we'll definitely do that follow-up with that.

Uh, in regards to the transportation demand management program, yes.

So we have a team member uh inside Jen's team, Jen, you can raise your hand, our planning director, who works specifically with the transportation demand management program.

As you know, the TDM policy that was passed by city council requires developers to develop TDM strategies as part of their broader development planning and process.

We work with them, we look at it, we do an analysis of it, we offer thoughts and you know, and recommendations uh about how they pursue it and how they address it.

And it's it's something that's seeable by you all about what those TDM plans are that then they implement, and then we work to sort of, I don't know that we do a full monitoring to make sure that all of it is implemented, but uh, but that is that is part of the process.

If they're in particular ones that you're interested in looking at, uh but we could do a bit of a roll-up on how those programs are going, the developer partners that they go in with TBM for us and and how those how you see the results of that from bike lanes to how we work with microtransit services to sometimes areas of micromobility, so they have a variety of different thoughts and strategies on the implementation.

That's helpful.

I think yes, on that because that came up just yesterday when we were talking about the Loreto Heights project and how we're rezoning some parking there, but also curious about, and I did put this on my micro priorities, which I assume you all get, which is LaPan Street, and um Athmar has been slated for a traffic uh study and hasn't gotten that, and I think it connects all the way from Westwood to that area.

So I'm curious about that in the long term, and then I I know you kind of briefly mentioned it, but I'm curious, and I don't know if this could be a future presentation of where we are in the web remodel.

Almost done.

Okay, um, do you want to talk about that real quick?

Sure.

I mean, we're having to give you a separate briefing on that if you'd like.

Uh, but really close, we're starting to move people in um to different floors on the fifth floor, which is a lot of our engineering teams are moving in here in the next uh several weeks, actually.

So great.

I'm interested as as far as like our budget shortfalls are going down, is like, are we gonna be leasing less space at Republic Plaza then?

And I know we're moving people from the Denver Post maybe back to Webb, so how does that integrate with that um budget planning for next year?

And then um, we can do some follow-up on that, yeah.

Great, and then I'll wrap up with one question and get back in the queue in case there's more any more time.

But uh I do want to just uplift, and I know front range passenger will be will be coming next month to committee, but I have had a briefing with them, and I'm curious to see how that could affect our budget next year if it is passed.

I know there's potentially some funding coming to the city, and with uh large portion of the front-range passenger rail running through District seven, I'd be really interested to see how we can use that for the east-west connection to get people access to that uh rail as it does come, hopefully.

We would like to do some follow-up on that discussion.

We've been meeting with them as well to understand sort of the the cost breakdowns, should the ballot issue pass and what the local distribution piece is to both the the capital hub plus sort of operations first mile, last mile operations services.

So yes, let's come back and talk about that.

Thank you, committee chair.

Thank you, Councilmember Alydras.

And when you get the briefing about TDM, the transportation demand management, uh Director Ford mentioned that there was a limited oversight.

Um I think that's uh I've heard feedback from developers paddling on other developers about how they promised that they were gonna put these things in, and then once it came for the certificate of occupancy, they didn't do those things, and they're like it's built.

There's not really anything you can do to make us change it at this point.

So you might um look at accountability when you have the uh briefing.

Um Council Member Cashman and then Council President, you're after that.

Thank you.

Thank you for that uh beyond in-depth presentation.

Um I think we can all agree that Dotti's uh number one goal should be uh that councilman Cashman not be frustrated over the post project delivery.

Um and I think in that direction, we need to get you more humans and more money.

How that happens, I don't know, but we need to do that.

That being said, I want to say thank you for the progress on the projects at uh Downing in Mexico.

Uh uh Robbie Flash and Beacon.

Uh looks like everything's in place except for the posts and the beacon itself, as well as uh the uh progress across from Asbury Elementary on Evans Avenue.

I saw pedestrian refuge island in place there, and uh uh can't wait to see those completed.

And I wish I was wearing a hat because I would give a great big tip of it to to Molly Lamfear, who is uh endless supply of patients and doggingness and keeping uh my team uh apprised of what's going on.

Thank you very much.

Can we go to slide 33 real quick, Nick?

Thank you very much.

Okay, so um I have spoken about this.

I've got a brand new uh 103,000 square foot King Supers going in at uh uh Louisiana and Birch.

The um uh developer put in a roundabout.

God bless them, however, uh it has no vertical signage on it, and you will see that island there has three pieces of vertical uh signage, and it's it really is critically important in this particular situation because it's on a downhill, and it's such a low profile roundabout.

We need to sign there before they open June 3rd, or there will guarantee you gonna be problems.

So that's my pleading there, and I had a I had a great briefing on the emergency response team uh the other day, which I never knew even existed, and it's uh really great briefing, but what I would like to see is for the smaller things like I'm talking about uh I think it really is.

I think we really will have problems because that's gonna be a huge traffic demand there, so some sort of emergency response for for projects like that.

And uh obviously Dotti will determine the level of the emergency, regardless of how council members like we lead and beg our interests, but uh there I do think that probably are a legitimate emergencies that somehow need to get through that.

Um, and the last thing I wanted to ask is on BRT.

Is there any money in place for either federal or Colorado?

Or now the next one I've heard about, which is what Spear Leedsdale Parker Road.

Do you want to talk about the money available, or do you want me to answer that?

I'll start doing that.

Um Spear and River Spearly Stale.

Um it's being led by Dr.

Cog.

Um the city is involved, um, from the standpoint of a regional connection that we believe is important.

Um, but in terms of the city providing dollars at this time, where we're not directly contributing to that project.

Uh federal boulevard, we are going to provide some support um to that project in the form of of a sidewalk as part of the sidewalk enterprise program, as part of the improvements is now our responsibility.

I guess where I'm where I'm going, Tychus is these are hundreds of million dollar projects, I'm assuming.

Is there federal or state is there a giant pot of money set aside for those now?

So the idea is that each of those projects are in the project development phase where federal funds would be the number one target for both Colorado uh federal and for Spiel Lee Sdale.

But there's nothing in the bank now.

There is money in the bank right now for federal boulevard.

And uh and it's C dot's intent at this point is they have about 150 million dollars in what they call their urban BRT fund in their 10-year planning process, and those dollars will be dedicated towards federal, and they will be pursuing federal funding, um, and but anticipating that they would not necessarily receive federal funding at this point in time.

So their priority right now for federal is to move forward with what they're calling a phase one, sort of minimum viable product, if you will, BRT system that builds out the stations together.

As far as dedicated funding for Colorado Boulevard, they've got the funding for the planning, which is what they're doing right now, but no funding yet identified for construction.

Okay, thank you.

They are very excited to send money to Colorado, I'm sure.

Thank you, Mr.

Chair.

I appreciate that.

Thank you, Councilmember Cashman.

I am a little confused about all this federal money, but I'm I'd love to see it when I see it.

Um, yeah, there is some confusion about bus rapid transit because Colfax is run by Dotti.

Colorado and federal would be run by CDOT, and Leedsdale Spear would be run by Dr.

Cog, and so there's a fair amount of confusion, and you know, the the current BRT is right through my district, and so we get a lot of questions about them.

No, that's that's a fair question.

Yeah, uh, and Dotti is a responsible party.

It is still a state highway.

Colfax is in partnership with R2D, and we did receive federal funds, as you know, for that project, small starts not been identified for the other corridors yet.

You and I actually have a picture next to the ridiculous.

Council president.

Thank you.

Thank you all for the work you do.

Um, I don't think it's easy task to do all of the things that you have to do.

Um so I've talked to you about this before, Amy.

There's these legacy back in COVID, we have the transportation community network that met, and there's legacy projects in Northwest Denver that um still don't have answers to at all.

And so it'd be great if you could if even if the answer is no, we're not doing it, but not having an answer in a community is really frustrating.

Um people want me to answer, and I don't I can't answer for you.

Like there's no way I can answer.

I think answering an email from my constituents saying, hey, on a possible bike lane, can we change the speed limit?

So I just want to say that not answering is not acceptable.

And I I can't like I I told one of your staff last Friday, we have monthly meetings.

I just don't even want to have them anymore.

And the reason why you don't want to have them anymore is because I go to my community and I say I meet monthly with Dottie, and so they're like, Oh, okay, do you have answers?

And I'm like, no, I don't.

Um, and so it's very frustrating when you have to be held accountable on our side for actions that you all are doing, and having it go into the poll with no response, is not a way that I get a live.

There's no way I would be able to not respond to my constituents, like ever.

I just don't do it.

So not responding to letters and um requests, and it just feels I have I've told you this, Amy.

I've never gotten so many complaints about Dottie.

And I've been here for 14 years, and I'm a huge supporter of all of yours.

I think you all do really great work.

I think that um the people out in the street, I have amazing relationships with our right of way inspectors.

I have amazing relationships with mostly everyone, and then when it comes to response, it's just nothing.

Like literally.

Why I don't understand that.

So I'll just say that I will continue to be hopeful.

But right now, these letters, one of the letters you all received was in October to say, hey, can we change the speed from 30 to 35 or 35 to 30 and nothing?

To like not even say, hey, we have an in area engineer working on it, or hey, it's in our queue, or hey no.

But to get no response is really just something I've never experienced ever in my entire career in the city and county of Denver.

So I don't know what happened.

I don't know what's gone on, but I used to be able to get it you all switched up this structure, and when you did, what I used to do is just be able to go and then people would put my staff on the email, and then we would just take all of you higher level, you have run in the whole city off the email chain, which is great.

Then I could just go to the project manager and say, hey, what's up?

Can you just give me a heads up?

Like, is there anything?

But now I have to wait for all of you who have thousands and thousands of emails in your inbox to get back to us, and it's just it's inefficient.

So I'll just start with that.

I don't like it.

I used to really really appreciate just being all connected.

We're all connected, and you all literally have stopped the connection.

And I don't know why, and maybe you feel like it's more sufficient.

I feel like it's awful.

So I want to, um, I know we're almost done with time.

Okay, planning boards at three.

I want to just be supportive of you all, but I don't know how to be anymore.

And I could just do a real quick response on that.

Certainly heard that on there.

I think we've done a bad job of closing the loop on there, and that is something we're actively working on.

We do have um, I think uh three issues I'm aware of 30 seconds.

I think that one's a real bad one where we've dropped the ball.

I think it's one of those words.

This year, yeah.

It was May of last year that we had the meeting.

We've been going back and forth on it, and I apologize for that.

The level speed limit we are ordering a uh speed counts on that route.

We'll get that closed on you.

And then closed loop loop, and then 38th and take home uh on there.

Rapid response.

We've got some different uh responses to that, some protected left turns, lead pedestrian uh intervals, and I think some signs and striping soon, all that to say we'll get that information more clearly directly to you guys uh.

Thank you.

Thank you.

Yeah, okay.

Thank you so much, Jotty, for coming.

Uh I'd love to continue the conversation.

Council President, you're not alone with the the feeling of not as enough uh response, but um, leave it there for now.

Um thank you so much.

We are adjourned and uh generally we'll go straight to planning board.

Oh, and there are no answers.

Um,