City Council - Regular Meeting

All right. It is 545. Mayor Pro Tem is out sick tonight, but I believe she is online. Not yet. She will be online in a few minutes. And actually, Councilmember Quinto also called. And he is not feeling good and said he was going to make us all sick if he came for pictures. And I said we were gonna have to reschedule anyway. So he's staying home as well. So if you just let us know when she's online. That way I'm not forgetting her. We'll go ahead and get started. Are there any updates from you, Tansy? I do have, two brief updates first. I was contacted by 27 J. And, they are dedicating their fifth Tuesdays. What they're calling, I think linkage meetings between the school districts. The school board members and council members. So they just reached out to see if the city of Staunton is interested in participating. So in a linkage meeting, we do often schedule meetings on the fifth Tuesday. I know they have. They did share that. They have flexibility. On March 31st. We do have a council meeting scheduled for that date. And so we could clear up the meeting if members of the board were able, you know, to join you here, but wanted to check in. About interest, I think. Were they thinking, like a dinner or just the meet and greet or. It's a meet and greet. Kind of, share, like a joint meeting is what I understand. And I think regard is online, but I guess I have a question about that. We did this a few years ago where we actually, a few of us went to one of their meetings because I think they met on Monday night. Maybe they changed and now they meet on Tuesdays and we just sat down with them. Maybe we could do a different night. That's not already our schedule booked.

I can s I can just let them know that there might be interest and ask if there's some alternatives. That would include conflict with council meetings. Does that work for everybody? Yeah. Yeah. I think it'd be beneficial to meet with one of our school districts, but not on a night. We have a formal meeting schedule already, and I will I will fall back on them. And second, I have an approach. There's a regional collaboration effort to evaluate opportunities in the county to about opportunities to to support childcare services and expansion. So those are technical assistance grants, and agency that is working on that. They have put together a series of work groups, and I have been asked to join the municipal feasibility work group. There are other elected officials that they have invited to participate. So I frankly wanted to raise it in this environment. And there was an elected official, there were, that the council or to appoint? I'm, I'm happy to participate, but, certainly given the nature of who they have participating wanted to to raise it, to this group so I can get some more information and send it out. I think they are looking for a response relatively quickly, so look for some more information. I'll be coming. Okay. And that's it for me. Thank you. As I mentioned in an email, North Glenn has agreed to join us in our lawsuit with regard to our grant denial, by the state and so, we hope to have our complaint drafted late this month. And I was going to bring to council, to the 31st, just a motion at your regular meeting so that you can direct us to proceed with that lawsuit. And also, I'll give some talking points for council before that time on the on the lawsuit,

and perhaps we can use that to kind of, explain and, and, as a, as a, as an opportunity to explain, the nature of the lawsuit. And then, I understand that North Glenn is going to, do a motion on the record to enter into the lawsuit on April 13th. And so it's likely will be prepared to file that lawsuit on April 14th. So that's the tentative plan for now. I just wanted you to know you'll be seeing a motion to approve that, to go forward on March 31st. Thank you. All right. Anything else from staff? All right, so let's jump into it. If you'll notice, we have an updated, packet. So our first item is smart, clean and data. I'm gonna allow, Mormons introduce this. And I do appreciate, so, Grace being here to update us on regional efforts. Good evening, mayor and council. Tonight, with me is, Carson Priest, the executive director of Smart Commute. He will be providing some updates and, information on smart commute and data. As you know, we were the founding, members of both Ada and, Smart Commute. And in fact, in 2012, we filed the papers for articles of incorporation for Smart Community. And with that person, I'm going to turn it over to you. Thanks, Kent. Mayor and Council, thanks for having me here tonight. I'll keep it brief. As always, my contact information at the end, if there are follow up questions, because I'll try to cover quite a bit in a short period of time. You know how to get in touch with me over the supply routes? What we'll cover tonight is what is smart commute? What does Smart Commute do? What is the North Area Transportation Alliance coordinator, and why are these two organizations interlinked?

And what it is that I do in between the two? Smart commute, is a 501 C3 nonprofit group practice something called transportation Demand Management, or TDM. That's the field that we're in. That essentially means to try to help get people out of their cars, using any other mode possible carpool van for biking, walking, any of those modes except for driving in your car alone. Our mission is to inform and serve local communities and businesses by advocating for better transportation options and enhanced mobility in the North, Metro region. Our service area is the North Denver metro region, which is Adams, Broomfield, and parts of southwest weld counties. We have 13 jurisdictions in that service area, including obviously, the city of Thornton. Our funding sources are federal, state, local and private dollars. Just a few numbers that are not on the screen here tonight. I operate on roughly a $600,000 a year budget, with 80% of that being grant funding and 20% being local agency contribution or private dollar contributions into the pot that ebbs and flows. Year after year. Certain specific contributions that I think are important to cover here tonight, 2026 an MoU between the two organizations totaling just over $7,000, will help us cover some cost. Seven contract administrative services, e-mobility hub support, which I'll cover in a moment. And some local Economic Development Corp cooperation, between our organizations to make sure that our word is getting out to all local businesses. Our 2026 native dues also come into the organization for the city, which was $3,780. And that is run through the City of Westminster. Who is the bank for us? Smart community has a lot of programs. I'm not going to run through all of them, but that is a nice list for you to look at.

If you'd like to reference these slides later. We work with Doctor Cog as the central hub of our organization and the Way to Go program. You may have heard of that. They do bike to work day, which is one of their main programs. Excuse me. We have a number, of agencies around the region that do exactly what we do, but in different areas. So you may have heard of other groups called Commuting Solutions or Boulder Chamber Transportation Connections. We're all a part of the same group with a centralized marketing agency. But we also have an annual North Metro commuter survey for, employers around the region. Flex run optimization study, residential TDM outreach, our e-mobility hub pilot program. We do a lot of community outreach, including at Thorton Fest and Taunton Harvest Fest every year. Bike Gap Analysis and Bike Map project has been an important project for the last few years. We have get around guides for localized education, SEO seven marketing and communications, and a few Pass programs I thought were important to highlight the 144th Flex Ride program to get a flex ride up to the Amazon Senior three North facility, 144th and I 25 and an e-bike qualified income program for Adams and Broomfield counties. Which is a loan to own program getting bikes out on the street. About 30 of those over the past few years. I will note that Thornton gave local, local agency contribution for a number of those programs. I can follow up later with the details of that if you're interested in those things. But about half of them, the doctor cog way to go. Partnership is something I wanted to highlight because this is our bread and butter. We partner with eight other organizations just like ours. As I mentioned a moment ago to teams partnering with Doctor Cog to promote things like region wide bike to Work day, large employer focused outreach. We have a carpool matching platform which can help people go online and plug in where they're going, and be able to figure out if there's a carpool that might work for them. And we work with a number of other items in the Doctor

Cost Way to go program promoting transit and bike as well. Our I know this is a little bit different looking slide. This is a map showcasing our smart e hub system or kind of smart bike parking in a number of different facilities around the region. At the north, you'll see a pan that says depot, that's Denver Premium Outlets. That's the most and probably most important one for this room here tonight, because it's located in the city of Thornton. But we also have one at the North Glenn Recreation Center and downtown Westminster facilities. These are interesting facilities using kind of state of the art, bike parking by keep, secure bike parking. You can use an app to park your bike. And there are lockers as well, at some of the facilities. Depot has those lockers over by the playground where the bike parking is back behind near the bus plaza. The funding structure for this was a number of different grant partnerships with RTD, CDot, and Adams County Open Space, along with local agency contributions including the City of Thornton and a number of other private partners and e-bike library is being stood up at the moment. We're working on some backend application efforts to make sure that that is seamless. For those that would check out the e-bikes, these are not your traditional e-bike learning programs, where they leave them all over the streets. We only have 15 bikes. You have to go through a safety training to get a card, and you can check it out for up to a week or two weeks. This is a true loan program, more like a rental car than like a lime scooter. Our typology, we think, does not really work for that type of effort, but this idea is a larger scale loan to, program where we can get more people on bikes, but in a safe way. And then in a, in italics at the bottom, we went after a Colorado Energy office grant to potentially, install more of these RTD stations in the future with some of their camp efforts. More to come on that. I will note the Denver

Premium Outlets has seen 153 total sessions. So people parking their bikes there over the past year, an over 1100 total bike hours parked, at that facility without the e-bikes being launched. And that started in the summer. Right. It did start in the summer. Yeah. Starting on bike to work day, which was June, late June, 2025. So less than a year before we move on. Just of course, because of. Yeah, I, love that smart hub at the TPO. What is, can you put that number of use, in the context like, is that a good number? Is that are we way behind. What are you expecting. What do you hope to get it. Yeah. I don't have a strong number. Is a pilot program, to be quite honest with you. I didn't have a number in mind. I will give it. Give it some reference. So the North Glen Rec Center has seen about double that number so far, but they're in a much more public setting kind of right off of the trail. And we think that throughout this next season, with the summer when we launch the actual e-bike library, that number will jump up as people start to see it more and more. It's certainly not a bad number. It's second in our group. Downtown Westminster is lagging quite far behind, in terms of parking sessions and hours. But I would say overall we've heard nothing but positive feedback from our partners at Denver Premium Outlets and just hope to see the program continue to grow. Yeah, and thank you for that. And then I remember you have because I got to use it that little storage container. Yep. Like on the playground. So what is or is that a is that included in that usage number or. It is. I combined the two, into what the locker that he is that, Councilmember Morris is referencing is over by the playground. Said there are two large lockers which you can park your you by can you can kind of see it on the right side of the screen. They're perforated outside. You can also charge your e-bike while it's in there. The Denver Premium Outlets, also wants people to be able to use that to potentially store some packages if they're there for a couple of hours, which we think it's just fine as well.

And you can use it on the same app. But those two numbers are combined and that figure. Thanks, Justin. Yeah. How was the Denver Premium outlets? How did they get involved with this had and be end up being the place where it's, smart, you know, was located? That's a good question. We we actually talked to almost all of the facilities around the area that Cabela's and then across the highway near Saint Anthony North, and not a lot of those other facilities, and Denver Premium outlets showcase the most interest in having a sustainable program to add to their kind of full array of sustainable programs that they're already, coming after. And they were interested in bringing, some Simon dollars to the table as well to make this happen. So I think there was just mutual interest and it worked well. It's also near the, some local trail systems, which made it somewhat feasible from our perspective. And we were citing. It's very cool. Thank you. Jim. Thanks. That was probably the Meatiest, program to talk about tonight. The next I just wanted to bring up our work often targets large employers or employers, which is what we call the destination of the trip. Trying to change that habit on the destination side, in a post-Covid world, those trips are a little bit different. We're probably not all going into the office five days a week. So we started to target the origin of that trip or residential GDM outreach this past year with some callers we targeted at 63 apartment complexes within one mile of major RTD stations. There are not a ton of major RDA RTD stations in our area, but that's a lot of apartment complexes, and we're also working with Maker Housing Partners, hopefully leading into what RTD calls Nico Pass, which is just their big pass where everyone gets a pass like an eco pass, but for a neighborhood. Hence the Nico part of that distinction. And we're working with property managers to provide a lot of on state, education,

throughout last year and this year with some pictures on the right there. A lot of those three cities are in the city of Thornton. And it's been a really fruitful program. So for our work so far for us to get out there in the community. Depressed about intention. Okay. Sorry. I will now move to the Nida, or North Area Transportation Alliance portion, of this presentation. It's only a couple of slides. I am not going to read this whole mission, but I do just want to say that Nida is there to identify, develop, advocate and lobby at the local, state and federal level for multi-modal transportation solutions. We are the advocacy body of 13 different jurisdictions to help promote large transportation, multimodal projects to whatever body, makes the most sense. Chair Martinez has taken over this year, and we're just getting started. We have monthly board meetings featuring CDot, RTD, doctor, Cog, and local agencies to give updates, which you regularly hear about. And we regularly advocate on behalf of this member organization for a number of different projects. Nida and Smart Commute. You may wonder how the two organizations are intertwined. We are. The current smart commute is the current administrator for nada. Nada, along with the City of Thornton and Adams County, applied for the Doctor Cog Start Startup grant to start this organization back in 2011 2012, with support from 12 jurisdictions in Metro North Chamber at the time, which is now AC rep. As as Kent referenced earlier, Thornton helped administer and pay those invoices for the first two years for this organization. Far before I was in the state. The role of smart commute and how it relates to Nita, you may wonder why is there both of these organizations is just a bylaws advocacy organization. Smart commute is really the 501 C3 organization

that can bring in grant dollars and provide TDM programing around the region. On behalf of native jurisdictions, we also serve as expert stakeholders in public processes. With my team of five, and we have public outreach and information sharing kind of across the region to break down educational barriers, both at a really granular level and then a pretty big regional level covering a very large service area. Those are all the slides that I have. I'd be happy to answer any questions you may have or revisit the slides as you see fit. Thank you. Any questions? During the back on the e-bike stuff, please take any bike slalom left or right. Where do you see that program growing? And it's. I love that map you showed us of, this relocation, I. Is there a plan? It is the same question that the vision is that people can kind of connect all of us and ride and swap out bikes and do all that. That's right, I think. So the reason we went after funding to install these racks in the first place is because when we pulled our e-bike loan to own program people and said, why aren't you riding? What's your biggest barrier? The number one thing was, I don't feel safe parking my 3 or $4000 e-bike in front of Walmart, in front of wherever I need to go, in front of Denver Premium Outlets. So we installed these smart bike racks that actually work, for the most part, better for their large bikes. You have a rather large bike that might work. It might not work, at some of the racks, but the vision is for those smart bike parking racks to work across the region. And that's why we've gone after more grant funding to potentially install more RTD stations as a first and final mile solution. As for the actual shared e-bike portion of it, yes, they would be transferred amongst those stations and would have to return at least once every two weeks. For regular safety checks to make sure they're ready to go

buy our our preferred vendor that does that for us. It's awesome. Have you have you guys ever explored, how those those type of rehab, mobility sites can be co-located with, businesses that like, attract people or have people so like a brewery or things like that. Because I think it's one of my biggest things I've noticed, like riding around and trying to go to different places. You get to these places like a brewery and you're like, oh man, there's really no where to, like, park my bike because we're we're not really thinking that way. You know, people typically drive there. I don't know. That would be an interesting exploration if that was something that you guys, you know, we're we're doing we have certainly talked to process. I will just say your neighbors to the South, and there was an interest at the time, but I think it's a good idea. Any activity center where people are coming and lingering, it's a good idea, and we're always open to those conversations. These bike racks themselves are not cheap. They will come down in cost, but they're, you know, roughly 5 to $8000 to install one. Right now, look. Okay. Well, yeah, they're pretty expensive to fix at just. And then, John, can you tell me more about the Nico Pass, program? And, what smart Committee is doing with the maker properties? And RTD. Yeah, sure. So RTD has a annualized pass program called Eco Pass, which you may be familiar with. It is an insurance model for employers where people buy a pass and everybody chips in, and it lowers the cost for everyone else. And you just get one, one pass for everybody. That is the exact same application for a neighborhood scale or an eco pass. So the way that works is an apartment complex or a facility of businesses that are co-located could go after one contract, a master contract, and it would be an insurance model where everyone in that apartment complex

would chip in a little bit of money. In order to get a pass, it would be $110 a resident, a year right now, for a RTD pass for the entire year for for an eco pass, which is remarkably affordable if you're located near a bus facility or a rail facility where it makes sense. Our work with maker is just, you know, traditional information sharing. We've been doing some mapping for them to let them know which facilities are near bike trails or bus stops. We've been going and doing in-person tabling events, just chatting with residents. And then we've also been working with them and RTD to potentially sell an eco pass to some of their properties. If the Nico Pass can also work in a subdivision and say, you know, your neighbors get together and want to do it, there is an application fee of $400, but after that it's it's $110 a year. So if you have a group of ten on your street, 5 or 10 houses, they will do that also. So you don't have to do the whole subdivision or or the entire apartment complex. Yeah. Thank you. Can I think that reduced preference would be the more the better, right. For their administrative fee, I will also note someone has to administer that at the apartment level, which is often the biggest barrier. It's not even the cost. It's the biggest barrier. It's having a property manager where there's a lot of turnover manage getting those passes out. And that can be a tough barrier that we found. Yeah. Thank you ma'am. Mayor. Carson, thank you again for the presentation as well and for your work. And, I am on NATO along with, council member and chair Martinez. And you're doing a great job as chair early on in the process. So, thank you for your work on that. I'm happy I picked NATO. We've had some very interesting conversations in my two meetings I've attended. So, we have a great group of electeds and staff there. So I look forward to, you know, continuing the conversation. Obviously, we get further on transportation.

I'll talk more about later. But once again, thank you. Any other questions? Thank you very much. Very helpful. Thank you. Thanks. All right. I get to keep you up there. And that'll be a very brief introduction. This is something we're going to try to do quarterly. Going forward. We've kind of recognize different, council members are representing us on different transportation, boards and menus. And so, now this is a high priority for the council and has a lot of prominence in the strategic plan. So quarterly, going forward, roughly quarterly, as your engine allows, we'll just remind everybody what's our core transportation, priorities are and sort of where they are in the pipeline. So and I'll give the floor to Kent. Thanks. TNT. Tonight again, the purpose just some regional, update on, policies and projects that we have. Adopted and that you have adopted. I am that start with a little background information since we have some new council members here. And, then I'll go into the actual plan even and project update to I'm not cover every project that was in that attachment that you have just a few others to highlight. Just so everyone knows, Staunton doesn't operate as an island. We have several boats and relationship and regional partners that help us out from cities and counties to agencies to Metro, doctor, cog, area and coalition. So it's just something to keep in mind that, we are involved in all of these, with our regional partners to move our transportation needs forward. Some of the documents that we use are, the strategic plan, that you just recently adopted, that connected

communities, focus areas and, and actions. The resolution that you approved in February of last year, we've used extensively. We were successful in getting 13 projects for doctor to evaluate in their 2050 update, the regional transportation plan using that. And, it'll also help as a guide as we go after grants, etc.. And the Transportation Improvement Program, we have the Transportation Mobility Master plan that the city adopted in 22 and updated in 24 with the transit plan. It has 251 items on it. And of those 13 projects, and studies are complete, and 65 projects are underway. Remember, this is a vision document. It's not a fiscally constrained document. So when you look at that plan, understand that are really fiscally constrained is our capital improvement program in our city budget every year. And finally, we have the Vision Zero action plan. That was, was, adopted. And we use that as we go after implementation of that, for our highway safety improvement programs, etc.. I'm going to get into a little more of the planning updates. The Denver Regional Council government's doing this. Doctor cog, is currently updating their 2050 regional transportation plan. It's fiscally constrained, but it does have some vision projects in it. They have already approved the active transportation plan, which is pedestrians and bikes. There are some trails and thoughts in that. And they're starting the development of the fiscal year 29 to 32 Transportation Improvement Program, or known as Tim. That's important because that's where the money comes. The regional transportation plan, while fiscally constrained, that's just a plan. The tip implements that plan. I happen to serve on that, policy. They're now reviewing the policy,

and I'm on the subcommittee reviewing that policy that will recommend it to the Transportation Advisory Committee. I represent thought that Adams County on that. And from there, it will go on to the board. Recommendation on to the board. Colorado Department of Transportation has late last year approved their statewide transportation plan, and they're currently in the process updating their ten year plan, with approval probably in March or April. That includes I-270, I-25, Colorado, seven are on those projects, that we've seen lately. Appreciate the letter that the city sent. And I also appreciate those of you that were able to go to public comment and may come in place. So hopefully we'll see. Our projects in that ten year plan, RTD is coming to the end of their system optimization plan, that they developed in 2020 and 2021. And, now they're coming, and they just in the process are hiring their consultant to do their comprehensive operational analysis. We've asked to be involved in that as staff. And the reason is, is that RTD is starting to think that maybe post-Covid, they don't need all the routes running into Union Station, or downtown. Maybe they need some east west routes like 104th Avenue. It's faster to walk on Colorado and Federal Boulevard than it is to ride a bus that shouldn't be on a major arterial. They've also, are completing a bus stop inventory of all their active bus stops. And it's interesting because they had no idea how many stops they had to to consult with, find them. The federal government's, the IJA act, is expiring in December or September 30th of this year. They're already starting to introduce

legislation that could be rolled into the new of streets rotation there. And that'll be something that we'll need to keep track of as as it moves forward. On there, I'd like to go into project updates now, but I want to spend a little time, talking about setting expectations. Oh, we got a grant to do this. Oh, great. We'll be done in a year. Not necessarily. Studies we might get done in 18 months. 2 to 3 years, but an I 25 project that's now going on 15 years. For example, to solve those problems, we have an interim solution out there that's causing crashes. But, it takes a while to, to, to get plans through. We usually figure on a small project three years. You have design, then you have right away and then you have construction. But you also have to do an intergovernmental agreement with our friends CDot. Sometimes they hammer them around real fast, and sometimes it takes a year and a half to get this done. So just wanted to set that expectation that, yeah, we go after these grants, we receive them. It takes a while to get them actually to see construction happen. I want to start with I-25 very, this showing from essentially, downtown all the way up to, if to, Wellington, Colorado and I 25 probably of most interest to you. It's us 36 to 100 and well, for a good long and further, all of these projects are in the ten year plan right now. Hopefully they'll approve in March or April. But us 36 to 100 and forth, they're in the design and environmental stage. They've had an open house and receive comments. One of the things that they're doing is adding a lane northbound from US 36 up to 104th,

southbound from 104th to just south of 84th. They're adding a lane. That lane will tie into the existing lane as it widens out of 104th. They're putting auxiliary lanes between, the, the, ramp, interchanges. I call them weaving lanes. So you don't have to just merge right at the end of a ramp. They're also widening the shoulders. So our emergency vehicles and people that might have to make avoidance don't run into the shoulder or, are off the road or into the median. And also the distance between the express lanes are tolling and the general purpose lane. They're widening that by a couple of feet. So hopefully all of those will reduce in that area the the crashes that we're experiencing. See that's own information. Is there have 2.7 crashes that they seven days a week average and fatality every other month. So that's something for call chorus of an interim interchange is under construction. Should open up in August. September. Time frame last I heard a couple of weeks ago. And then region four and reaching one CDot regions. They provide a 168th Avenue or right at Colorado seven and I-25, which creates some interesting case where we're really on the northern end of region one on the southern end of others, but they're actually talking together right now, and they're talking about using, CTO of the Colorado Transportation and Vice, investment offices, current loan that they have to cultivate. It's a, it's a loan from the federal government. How they can expand it and actually build A470 down through US 36, probably using a, construction manager, not general contractor loan like they've used up north of, Colorado 66 to build that section. So stay tuned.

You'll be interested to see what happens there. On highway seven, we've completed the 15% plans from Brighton to Boulder. On your little map up there, it's really hard to see. But, from a technical standpoint, we gave it section letters so that staff could understand that better. The, but what probably is most important is from G through K is in the city of Thornton. Thornton makes up approximately 25% of highway seven. So we have a big interest on what happens up there from the state standpoint. In Thornton, we've agreed with CDot to, to that we should have four lanes of right of way, but we're only building three because that's what our transportation mobility plan says we need. The outside lanes will be a transit right turn only. And then the two, inside lanes in each direction will be general purpose lanes. There will be a median in there, at that location. And then on the outside, a foot or two off of right of way will be 12ft, multi-use path that can be expanded to 16ft. The reason we want to be able to expand them is that in the future, right now, there's a lot of bicycles up there, but in the future, there will probably be pedestrians. Since that area develops, we want the ability to be able to separate bikes and peds. On on that trail. Also on that line, Holly and Quebec street intersections are the signs being a fence C that's about ready to go under contract with the consultant to advance those plans. It won't be, we don't believe it'll be as far as we would like, but having those plans advance, will save our developers some money when they have to take those plans and finish them and build the intersection. So that's what we're hoping happens there. And of course, these intersections are in their

proposed ten year plan, which we're happy to hear. Or you move on. Drew. Yes, you can quick question to to clarify. So from highway 85 to I-25 on highway seven, that fellow to line of the have a lane and structure. Know what. That's what it'll be this way through Thornton to Yosemite. And then I think the cross section may change just a little, but for the most part, that's what we'll see. That's looking at that image on the kind of bottom right of the bottom my and yeah, that's looking down on the roadway, if you will. So thanks. 104th Avenue is, very it has advanced quite a bit. We've finished the 30% plans and are wrapping up the environmental thought we were complete when I did this, but the project manager says there's one to the light and have it done yet. We're moving forward with the final plans. Through a doctor car grant that we received. And we also received a raise grant for construction. What will happen is we'll have two lanes in each direction. We'll have 11ft multi pass on each side of the road. The reason the widening is happening not only for congestion, it's a level service f out there right now during peak hours. It's also to help transit move the 104 L out to Denver International Airport from the 104 station in line station. And the trail, or the multi-use pass connects to the South Platte Trail and also, to our trails along Riverdale and New Ponds. The portion being constructed will only go from the South Platte River to, the Grandview Pines. That because that matches and Ruby Ponds are existing. Widening the bridge over the South Platte was widened several years ago when they replaced it. It was starting to fall behind. They decided they need to replace it.

So we were able to get some sidewalks and, and, the language that we need in there. I-270, the draft environmental impact statement, public comment period is closed to, in the last month or so. Their preferred alternative to add an express lane in each direction from I-70 to I-25. And, they are hoping that the bridge to just start that project, the first phase will be replacing the eight bridges. Those bridges are in very poor shape. They're also, in doing some pedestrian and bicycle and trail improvements that cross, I-270, with this plan, according to the, to the plans that they have in their preferred alignment. On us 85 104th avenue has has has stalled. To be real honest with you. But that was at the request of Commerce City, Brighton and Adams County because they wanted to put all the work towards 120th Avenue. So that they had a great separation, bridge over the railroad and then put an interchange at 120th. We're supporting our neighbors on this, but the reason it's on, on your, on your list is because probably 60, 70% of the traffic through that, intersection at 120th and U.S. 85, is Staunton traffic either going to or from Thornton? So, we have we have, are we want to help our residents. And so far we provided letters of support and I haven't had to pony up any money. So Spithill the the intersection itself will be a diamond interchange. They'll also, accommodate pedestrians and bicycles across the U.S 85, which right now that's a fairly bad, barrier to get across

if you're riding the bike, you're trying to walk across. And as those of you that drive that, you know, that during peak periods it backs up a mile in each direction at least, they did receive a, Christie grant. For preliminary design and, in the right of way. And most of the right of way has been acquired on that, section. Now, let's switch here and move into transit a little. We're hoping that the transit starter service will start here in, 20, 26, probably August or September. Between Bryant and Boulder, it'll have 30 minute headways and run, 14 hours a day. The first year will be Monday through Friday. The second year will run seven days a week. It's really to prove that bus rapid transit is viable up here. We do have a stop at lark Ridge, on that. And, the color S7 coalition, last year needed to be flier. Fliers are what, they're working on. In this north area. They're calling them the fliers. Oh, and one other thing. That won't be back. That one will not be ran by RTD. To start with, RTD is border goes across highway seven and some places some place. It's still it's only on the south side and therefore it goes in and out of their district. So, we, we'll have, a different transit provider for that real quick. Dustin. That was my question. Okay? Okay. Yes. We've tried to convince them that they disappeared. Route seven. This is exciting. We've been handling them for several years to extend the route seven up, Washington Street. So extend it from, it's when the orange up Washington and Grant, through our, through our city

into, inline 112. And, you work there? This will extend it up to DPL. We want to get it essentially extended all the way up to, Lark Ridge. And we're hoping with a comprehensive, operational analysis to push that the inline, is, and I've already talked a little about the bus stop in Victoria, so move on to the inline. The ridership on the inline. It's a commuter rail, not a light rail, but a commuter rail. It's the second highest, use of, ridership. On commuter rail, we'll never catch the line. Which is the highest. But it's interesting that we're consistently the second highest ridership there, and it has the shortest hours of operation. We were successful last year in getting the hours extended on Friday and Saturday, another hour that it still is tough if you're at a concert or a ballgame that's running late to, you have to either leave early or plan on a Uber right back if you decline in line, unfortunately. So we're still working on that. But we're we're making progress, on that, the Colorado Transit, or a Department of Transportation transit service is called busting. What you see up here is a picture of the parking right at Arc Ridge, which will be called the Broomfield Thorton Park. And. Right. I see that, to the right side is the parking lot and shops of Lark Ridge. This is being built in a location that when they do the ultimate interchange, they don't have to tear out the, parking lot, the sidewalk kind of going to the north up there is will be the eastbound corner at seven transit. And then, they will be picking them up off the ramp, picking up and dropping off off the ramps. And there will be a bridge that they're building across right now. It's, actually, really that project's actually running ahead of schedule because of the mild winter we've had today.

On there. And so with that, the questions. Just, you know, a few questions. Thank you again for presentation. My first question is, you know, there's a part of our city that's just like that from us called back 40, suite 136 and 470. And, and with, there's a lot of concerns, on that area about the traffic as partner continues to develop. So where does improvements on Quebec that area fall in our plan? How are we going to what strategies are we taking to potentially get grant funding or and final. So we have recently researched grant funding on that. We also have some of that in our CIP, that in our capital improvement program and partner will be building part of that also in, as, as it moves forward. And the other developers going forward to, to Colorado self. So how much of that is already agreed upon or for private stage in the planning process? Parterre and the subdivision to the north, it's already, required of them as they develop to build those the part probably that that's the part that the city's really looking at is from a, just north of 138th, to 136 to get that point, Quebec, obviously, when that development comes in on 136 and, Quebec on the southeast corner, they'll be required to build that portion of Quebec. Half of it's essentially built to council for us to follow up with a map. Yeah, we can follow that. Put something happens. Yeah. Breaking. Yes. Thank you. And then, a couple other questions. That down south, is rebuilding the 88th Avenue bridge.

Still part of that I-25, US 36. Yes. Yes, that and in fact, coming to council probably later this year will be an intergovernmental agreement. IGA, because unless we want just a standard ugly bridge that see that there will be some betterment that we want, we also want outlined who's responsible for maintenance and landscaping, etc., with them. We've started off with you took away our, center loading island and saved 90 million. So maybe you should build all of that for us. Free. So that's what we're shooting. Machines. And we need to get better mitts on that as is. And then my last question is about, you mentioned we, you know, RTD service, Washington and our over north south roads are limited as after, like, you know, 120, they becomes less and less available. How? And that's a obviously a need that we're going to have as a city. Rose. It's already in the now there's several schools on there. Residents have come to the council several times saying the need for that. So well what do you think our best approach is in making our case? RTD to enhance services as quickly as possible. I think the best approach right now in 2026 is a comprehensive operational analysis with RTD, that they'll be conducting, really trying to convince them to extend that to highway seven at least. On Quebec, Colorado and, and, maybe even Holly and definitely Washington, but east west also 104th Avenue. Doesn't have service all the way across, which just is, believable to me. And 128th Avenue. So that you get to the end line. Across the city. So we'll be asking for all of those who knows what will receive, but if we don't ask, we won't get,

you know, we've looked at, through the transit plan. We've also looked at, different services that might work. We can get a grant for a couple of years, but what do you do after that? So those are the type of things that we're still exploring. Okay. My my only request to me is as the staff is working with RTD on that plan, just keep the council. Aware of any opportunities that we might have to be able to further advocate, whether it's at Nata or I-25 North Coalition. Any opportunity we can where we have that many with Nata, we'd love to help out and and make can make the argument even stronger. Sure we can. I feedback I'm really happy we have this quarterly update. And if this is really something that we're doing in the future, it's funny for me then new to all the ways that all these organizations work together. I mean, putting it all out there together, consolidated. It really makes it makes sense. So, thank you for that. And also thanks for the staff updates. You push out to the meeting, the meetings that you're attending, and, those kind of minutes and, that's helpful. Appreciate that. Keep it up. And then the other question, I don't know if you mentioned it, around the line. Great fact I didn't know that. And one was number two, you. That's pretty impressive. It's not the whole rail system. It's the commuter rail. You know, there's a lot of light rail down down there. I think for number, 5 or 6 right now and usage there, interestingly enough. Exciting. Yeah. Interesting enough, Thornton opened the the, flex ride in 2019. November, right before the pandemic, they opened up the in line during the pandemic, I would put I have yet to be improved from wrong on this statement. We're the only city that increased transit usage in the metro area. In the nation. That's awesome.

And so with with that was my question. Did you do you know, if, I mean, I know the extended hours Friday and Saturday, is there a plan to increase? It's something that we're in a half they asked for through the comprehensive comprehensive operational Analysis. Okay. That's helpful. And then for the roots of an extension, is that a done deal? Like it's already funded. It's going to happen in August. September time? Yeah. We're already ready. RTD is improving some stops in Northland. Thornton is improving. Stops. Some of the stops in, to bring them to Ada compliance. Any new stop that goes in has to be Ada compliant. Federal, called Proact. Like, they're essentially, rules that we have to make everything Ada for board, etc.. So we're working with RTD to get that done. Great. Thanks again. Thank you once again for the presentation. So, I did notice, like with the I-25, that, that construction is slated to begin next year. Is that correct? Correct. Of course, we've had this conversation. Nate is like, what's the deal? Which I don't want the pre, you know, the bus dang thing as a condition to get this going. So do you have any update about that? I, I do not we've heard different stories on that if you else here what we well what the North I 25 coalition is saying of which we're part of is that instead of using CTO funding, perhaps they use the clean energy, out of the Colorado Energy Office use, use a different enterprise to to fund that. The the for the council that doesn't know it's been stated that they're not use

our toll revenue from I-25 us 36 all the way up to Fort Collins to fund statewide the bus service. It's $40 million in the off. And so, each year, which transit service is always supplemented by, by local or by government dollars? It doesn't run 100% on its own, funding. We're just recommending that they they look elsewhere. Besides our total revenue, it will take legislation. I misspoke a little at night. It will take legislation because I think it was Senate Bill 230 or or one of the ones just recently, said it had to stay in the area or along the corridor of I-25 where it was there. So if they're going to use it statewide, it'll take, a different sort of funds. Okay. Thank you. And I might also add bus thing, between here in Fort Collins is one of their highest, usage for busting. Units. Thank you very much. Thank you. Thank you. All right. And talk about water. Think a little bit tonight. My hands, I playing boards. I think, water has been on the mind of, our council, our committee. And I think last week brought this into sharp focus. We already had this presentation planned, and so, timing was right. Update, the council on what we're facing. And next up. So I'll turn it over to Emily on our interim, infrastructure director, Sandy Beasley. Mayor and council, nice to see you tonight. Here to talk about drought. So we'll talk through some current conditions, which I think you're all pretty aware of right now. Also talk about what the impact

is to these conditions, to our water supply. We are making a recommendation to move towards stage one drought pursuant to our drought management plan. So I'll talk a bit about that. What sort of resources we have to our customers when we move into drought as well as all the time, but how we can help them save water, as well as next steps that we'll be requesting. These images are a bit out of date, but, they have actually gotten worse in the past month. So on the left you have the drought monitor. Which is produced nationwide. And essentially, you know, red, dark red means drought, you know, kind of degrading down to the to oranges in yellows. That red area continues to just spread across the state to the east and west. And, our water supply comes from the Clear Creek and South Platte watersheds. We rely almost entirely on snowpack. And so what happens in the mountains is extremely important for our water supply over on the right, a little difficult to see, but, these are, the square that rectangle area is kind of the areas where our snowpack that contributes to our water supply is located. And you can see that we're seeing kind of second to, to kind of the second worst, third worst snowpack that we've seen historically. So I think this is just consistent with what you're all hearing on the news. Again, these are snowpack graphs that are produced by the Department of Agriculture. The left is the snowpack graph of the South Platte Basin, which, chunk of our supply comes from. And the right is from Clear Creek Basin, which is what, Phil Staley Lake and some of our other reservoirs, on that vertical axis, you see, it's called SWE serve, snow water equivalent. And so roughly one foot of snow gives you about an inch of water. And you may have kind of statistically heard that in Colorado, we get about 15in, 17in of water a year. That's normal for us.

And the SWE is kind of correlates to that. So you'll see that we are, the black line is 20, 26. The blue lines are kind of our record areas. The red lines are our low areas. So both Clear Creek and South Platte, we are trending along the worst we have ever seen. I heard from Denver Water a couple weeks ago that they said we need about ten feet of snow in the mountains to get back to normal. So that's the ten inches of water that we're behind. So things are looking pretty dire. The slight bit of optimism is that we're entering March and April, which are the snowiest months. We can see some pretty big snowstorms, as you can see in some of those historical years where we've just recovered almost instantly. I would love to see that, but statistically it doesn't doesn't bode well for us. So what this means to our water supply is that, as I mentioned, snowpack snowmelt contributes to the rivers. That's where we get our water supply from this Clear Creek and South Platte Basin. So when snowpack is down, runoff is low. Water into our reservoirs is low. On top of that, we get excessive temperatures, dry weather, which means that, our, our landscapes actually require more water. So you kind of get this double hit, right? You're getting low inflows into your reservoirs, and demands get higher than they typically would. It's I kind of the analogy is you lose your job at the same time you're going into a recession, right? So it's just this double, double hit. One thing that I really want, council to understand from the way that we plan for drought is here in Colorado. We are worried, obviously, about single year droughts, but we're mostly worried about multi-year droughts. The biggest drought that we've seen in record was a three year drought in the 50s, and that's what we plan for. So we plan for a three year drought. Our system is designed to sustain for a three year drought. But the single most important factor of that is how we plan in year one of the drought. And so we're in year one of the job

actions that we take this year will really set us up for success. If this drought continues, conditions worsen. So that's kind of the way our drought management plan is structured. And that's how our planning, evolves. This is what we call our, what do you call this? I just last name. This is our water supply projection tool. And it's an 18 month projection tool that we run every month. I'm going to show you two different scenarios here with our water supply projection. But this is basically the storage of our storage amount of water in the city, storage reservoirs. And what we want to see is we want to see a minimum of 75% full at the end of the month in June. And so as I mentioned, 18 months. So you look at the 1st June is June 2026, the 2nd June is June 2027. Just kind of walking through the columns here. We've got the city's demands, we've got the water use by our customers. We've got the water used by the lease that we provide to Westminster actually goes to Brighton. We've got evaporation from our reservoirs, which we have to account for. So the whole demands and then we've got the inflows from the various parts of our system up our Claire Creek, Lower Claire Creek, South Platte and our wells. And that just kind of is a simple ledger, right? Just like your bank account inflows, outflows. And then you get an end of month storage contents, just kind of like the end of month balance in your bank. And so what we've done on this, I would, I would, I would call this is, this is a reasonable projection given what we know right now. And so what we've done is we've kept demands the same essentially, as what we would see, last year. So we're anticipating average demands, the inflows we've reduced significantly given the snowpack information that we've received. So we've got average demands, reduced inflows. And you can see June 30th of this year we're doing okay. We're at 77%.

But once we move into June next year, we jump down to 66%. The 2027 projections on this, on this scenario, assume normal inflows in 2027. So we assume we've recovered and we're just back to normal next year. And they also assume normal demands in 2027. So it's kind of like this shows you one year drought and then we're okay. And so even when you're drought and then we're okay, we still need to take some action to get that 66% next year up to something that's more sustainable. I'm typically an optimist, but when it comes to water supply, I get pretty, dark. And so we were going to show you kind of a, a more pessimistic scenario. And so with this one is, is, on the demand side, as I mentioned, vegetation in droughts typically require more water. And so what we've done is we've actually increased summertime demands in 2026, to reflect what we've seen in droughts historically. So we've done that in the 2026 summertime demands. We've wrapped up the demands. And then we've taken reduced inflows to all of our system in 2026 as well as in 2027. So this is kind of modeling, a multi-year drought without the city taking any action to try to model to to try to minimize demands or to try to reduce demand. And you can see that takes that's a pretty significant impact. We end up with about 21% storage next year, which would which would be pretty bad. We'd have to take some very drastic measures next year. Even further drought, you know, watering restrictions than what we're proposing right now. So these are kind of two snapshots. The first, I think, is, you know, a reasonable a reasonable one. This one is definitely a more, a more pessimistic one, but it's also what it would look like

if we were actually entering into a multi-year drought. And it's also what it would look like if the city doesn't take any action pursuant to our drought management plan. So water supply conditions, storage projections, customer behavior, these are all, inputs that we look at through our drought management plan to, to to help inform and guide us as to whether or not we want to take some action. So, the water supply conditions that we're seeing as well as these projected short storage, kind of hit two of the significant triggers that are outlined in the drought management plan. So, Devin. Yeah, for sure. On your your slide to was showing slide four. It's hard to see the the coloring on this graph because they're all like shades of green or blue. What what recent drought was comparative as far as what we're seeing now? And how did that year end? So that we know how aggressive we should actually be pressing forward? Yeah. So we've seen two pretty significant droughts, in the last 25 years. So 2002 was a very significant drought. That's kind of the lowest snowpack that you see on that graph. 2012 was another pretty bad year, in 2002. So that's the winter of 2002, going into 2003, we were ready to move into restrictions. And on, Saint Patrick's Day, we've received, record snowfall that I don't think the same thing we've ever seen. So we completely got bailed out. Completely, like, literally in three days. And so if you're asking me what I'm hoping for, I'm hoping for 2003. Something sort of similar happened in 2012. We had a pretty, very bad snowpack, but we lucked out and had nice, cool April, which kept Demand's low. Our snowpack did recover a little bit, so we in both those scenarios, we we were ready to rock and roll with restrictions. And then Mother Nature kind of kind of built this out. We've had some minor, droughts since then, in 2006 and again

in 2018, where the city did put on some restrictions for short periods of time because of conditions. So it was a little bit more of a limited kind of restrictions based on. Yeah. The one thing that we have learned specifically from the droughts, though, is, is that demand for demand is not staying average. It, it, it surges, without restrictions. And so that's really part of the actions that we're recommending is we've really just need to try to keep a lid on that demand so that it doesn't completely go off the rails. Thank you. So once again, we do have the city's drought management plan, which we adopted in 2019. We revised it in 2023. All of these lead to, the recommendation that we should be moving towards stage one drought. And what that does is it we start to take actions to conserve water supply in the event of a prolonged drought. So talk a little bit what that really means. So, so the drought management plan, requires that city council make the declaration to move to a stage one drought or any drought stage. And then once that declaration is made, it authorizes a utility director to promulgate rules and regulations to conserve water resources. So that's done administratively. And that allows us to be very agile. Right. We can we can accelerate, we can decelerate depending on what conditions look like. But as I mentioned, our goal with stage one drought declaration, as well as the rules that we're going to be recommending, is to preserve that July, what, June 30th, 2027 storage. We want to make sure that that's up there. We're not just looking at this summer. So. So the rules that we're likely going to be incorporating into the, into the rules, should council decide to, to move to stage one drought? One of the big things that we have seen in past droughts is if we have a really hot March and April demand's

just really spike and we get summertime demands, in April, which can really take a bite out of our storage. We've also got some distribution system limitations going into April. Our second treatment plant doesn't come online until the middle of April. We can manage higher demands with just one treatment plant, but we certainly can't manage July demands with just one treatment plant. So we're going to be recommending no turf irrigation before May 1st. Given current conditions, this is likely going to be a recommendation. We're probably not going to be saying this is a rule. We're really just going to be pushing out messaging, that request folks not in their irrigation systems and start watering their lawns. And in March and April and then after May 1st, we'll be going to a mandatory two day a week watering restrictions for commercial and residential properties. We are going to allow customers to choose their own day. We're not going to have days of the week for them to water. We're just going to ask them, take your two days, be relatively flexible about it. Generally speaking, we're looking to save about 10% of our water demand compared to last year across the board. And so this two day a week watering schedule for most residents, this will get us to that, to that goal. We'll be providing recommended times depending on what kind of sprinkler system you have, and will be helping people figure out how to adjust their controllers for that sort of thing. Parks Department, will be reducing their water use by 10%. They're not going to be following the same days of week, days, hours, rules. We basically just give them a goal to achieve and let them manage the parks properties in the way that they see fit. This could mean that they are, irrigating high use sports fields in the way that they need to irrigate them to meet the hot temperatures that we're getting, and they might be compromising irrigation at other facilities that maybe don't have the traffic.

And so they they get to manage the entire park's water budget, with the goal of reducing their usage by 10%. Similarly, for other large water users, certain HOA fees and other commercial properties just simply don't have the irrigation systems that can get the entire property watered in a two day a week. So we'll be asking them to do the same thing, to set a schedule to save that 10%. Obviously the priority when we go into water, any kind of water shortage is our, our high priority. Water uses are health, safety and obviously wildfire protection. So those are the critical uses that we want to make sure that we have water for. And we're not restricting those in any way. We also want to give people the opportunity to prioritize their high value landscapes, protecting the tree canopy and shrubs and and perennials is important over, over nonfunctional turf. And then we'll be monitoring and enforcing these rules throughout the summer. So that's kind of an outline of the rules and regulations. There's a lot of other detail, you know, are we going to allow people to plant sod and see during the drought? We've we've done permit systems in the past, which we'll probably do again. Other actions outside of the rules, obviously communication and outreach to our customers is is really the most important thing and is is what is going to make this successful. We keep our eye on these conditions daily. We, we when reports weekly, we run that projection, during a drought weekly with different scenarios. So we'll just be monitoring conditions and keeping counsel advised if we see any, any changes, you know, worsening or betterment, I guess we can use that word here. And then as I mentioned, we can modify our rules and regs administratively to adapt to that. But but we will absolutely keep council informed as we make any adjustments. And similar to the drought stage.

So that's kind of what implementation looks like after council. Makes a declaration to move into stage one before you move on. Justin. So was there capacity to enforce new rules on on this? I know that, you know, I'm assuming it would be the code enforcement problem. Typically in past droughts, it has actually been the utility staff that has gone out there. It's we have a water efficiency team that responds to water, waste and water use calls even when we're not in drought. So we kind of staff that up and make sure that the response is there. So it's typically the utility staff that responses will we have to ask city or what adjustments we need to make in order to meet that capacity? If we will have the capacity we have, we have added capacity to be able to monitor usage now with an I. So that'll be very helpful just in terms of keeping an eye on things. But our, our biggest, our, our anytime we, we feel like we're going to issue somebody a warning or even move to a violation that's going to be eyes on the ground conversations with residents and that sort of thing. So, so we do have capacity and we kind of pull in the whole utility department to, to, to work on this stuff. Is it monitored by like, do we, do we know how each customer is using on a daily basis with the good modern smart water. Yeah. So the, the Ami system that we have in place, automated metering infrastructure allows us to to yeah, to see what customers are doing. It allows customers to manage their own water too. They can set their own alerts. And so that's a lot of the messaging we're going to be sending is, hey, you know, you're in control. Manage your water. Check out how much you're using. Even folks that aren't on Am aren't I and receive it or just receive standard water bills and aren't connected to the internet? They still have last year's usage and so they can kind of see how they're doing compared to last year.

So they're going to have a lot of tools. And they will have the ability to communicate with our customers through that system as well, so we can send out push notifications if just like we do now when we see, potential leaks with customers. Okay. Is this the first potential drought implementation since we've had am I. It is. Yeah. Well, yeah, I would definitely agree that education and is it going to be an uphill battle? There's going to be a lot of considerations I support. You know, anything you can do to get the word out on that? I hope this whole city takes a coordinated effort on that. And does it just, you know, make it all your job because it's going to be a big task and appreciate that. Yeah. And our goal really is, you know, conditions are are serious right now. But our goal really is to educate. And this is a partnership. It's urgent. It's not quite an emergency. And so we really just plan on doing lots of education, you know, even and even before we issue violations, you know, this is really just about getting people to, to participate in what is kind of a community action that we need to have. So thank you. Yeah. Cherish, can we have a big push out to the activity center? Absolutely. Because I'm going to say I've never even been on that. I get a pepper bill. I wouldn't even know how to use that. Yeah it's important I agree. And we also have a lot of seniors that have our Captain Water. Shut up. We could have had a lot of neighbors that have had their shut up because I had no idea. Yeah, we'll do that. And I'll get to our messaging now too. But a lot of our messaging approach is going to be obviously not just focused on online. So we'll make sure that, lots of different, lots of different approaches are right. Yeah. It's a great suggestion. You go in here, communications and outreach. You would have seen the City Voice that came out last week. Obviously, front page news on the drought.

Various city websites, including Thornton water.com, which is kind of a we have an entire drought hub on Thornton water comm, social media throughout the city's different accounts. Water smart portal is, is essentially the portal that customers can sign up for in order to get that access to the real time, real time water usage. It's where they can set their own alerts, their own warnings, that sort of thing. We will have bus shelter ads going up in Bill's blog. We have a youth water festival coming up in May, and kids do a really good job of telling their parents what to do. So we'll be pushing some drought messaging out there. And then, we will be having a direct mail or going out. We have a direct mailer that goes out every year. This year it will be focused on irrigation, timing, how to set your sprinklers, you know, clocks, those kinds of things. So that'll be going out as well. We've got a really robust water efficiency program that just runs all the time. But these are lots of the programs that people can participate in. Whether it's, you know, the price of residential, commercial, large properties. We've got the watering guide that I was mentioning, telling people how much to water, depending on what their sprinklers are like. We've got a lot of landscape transformations. Might not be the best year for people to be converting and doing landscape transfer transformations just because sometimes that first year requires a lot of water. But we'll still have these programs available. We do rebates for irrigation controllers and rain sensors. We'll have somebody come out and check your sprinkler system to see if it's running efficiently, if you've got any leaks. So those are programs that we offer. And then a series of kind of indoor, incentives as well. So these these resources are always available. But we'll definitely be pushing them, with the drought to help people kind of save water, you know, and, and drought and fire prevention. I have to say that in the past year, at the past droughts

we've experienced, this was not we didn't this is not an issue. This became obviously an issue after the Marshall fire. We will be very proactive, along with parks and the fire department and making sure that people feel like and understand how to manage their properties, both to conserve water, but also to make sure that they're, they're, helping to prevent any, any kind of fire. So here are some, you know, just tips in terms of managing properties. That that will be pushing out, just kind of maintenance tips and, fire prevention tips, so that people don't feel like they're making an impossible choice between their landscapes and, and safety. There are a lot also a lot of resources around designing, landscapes and doing landscapes, conversions that are specific towards, you know, kind of defensible spaces. And so we'll be we'll be promoting those as well, especially for people that find themselves backing up into open spaces or something like that. So it's kind of a different thing that we've had to deal with that we've wanted to incorporate in our messaging this year. So that's really the overview of, of the current conditions and the impact and what we're recommending in terms of actions. The city, would take, just in order to manage the situation that we're in right now. Next steps would be we do have an agenda item next week at council for, for the declaration of stage one drought and authorizing, that these rules be be established through the utilities department. We kick off immediately into a customer outreach and communication campaign. We're already prepared to do that. And then as I mentioned, we'll just keep an eye on the water supply conditions and escalator de-escalate as as is necessary. So that's what I wanted to share with you all tonight. And I'm happy to answer any questions. Any additional questions, Chris?

Just a curiosity. Question, usage. When you say two days a week, you know, a lot of water that's going to are right before sunrise and sunset. So it's the one day for all those water levels, or is it just one water per day? Twice. You know, that's where I think we're going to ask customers to look at their overall volume. Like, personally, I'm a hose dragger and I can't water in two days. I have to do my front yard, in my backyard, in my front yard, in my backyard. And so that's why we're being flexible with the days. And, well, if someone called with that question, we'd say, you know, if you need to do some in the morning and some in the afternoon and or evening to get your entire property watered, that's okay. We would not recommend that they water the same parts of their property morning and night and count that as one day, if that makes sense. So we're really going to be asking them to, to to at least stay in line with last year. If not, try to save a little bit. Make sense. Guilty of the water. All right. Well thank you. Thanks, Emily. What was the response or from the previous drought like, mitigation efforts, like going in the staging one? I mean, it's kind of a multi-part question, you know, how is your effectiveness? Is this something that's like a real time monitoring, like, can we receive an update like once a month during, like, stage one drought? Yeah. So we can just kind of monitor is it is it working or not? So yeah, in the past we have been able to to see the effectiveness of, of, restrictions. It was a little harder because we didn't have am I, we didn't have this data available. We were kind of going off of consumption through the treatment plant as well as, you know, the the billing, which would happen 60 days later. But we are looking at tracking more on a weekly basis, and seeing if we're meeting our goals essentially. And also that short term tracking will also allow us to kind of look at whether a little bit,

you know, so if we had a really wet week, if people didn't water, we can kind of assume, you know, adjust things like that. So yeah, we're hoping to get, if at my monthly updates, if not even more frequent than that. So yeah. Great. Then the second part of my question is for the, the average resident during the stage one, based on what I'm looking at here, that really the expectation is for the only expectation is you're adjusting your turf watering if they're an average user of water. And of course, if they, if they don't have landscaping and really, there's no effect. No. That's a really good point. So folks that aren't managing landscaping, we don't really have any indoor rules, if that makes sense. We've got some guidance around car washing and that sort of thing, but is really is more for people that are managing landscapes and where a lot of their water use is going towards landscape. So that's that's a good distinction. I don't think we've made in the past just about indoor use. So with indoor use come at like stage two, indoor use is an essential use. So we would get to stage three and people would still be in the shower and they'd still be allowed to shower. They'd still. Yeah, that was good to know that safety use is is critical and and when really interesting thing about our water supply system, the water rights that the city has and the facilities that we have, our modeling shows that we can do critical health and safety uses. 365 no matter the water conditions, because we've got such a robust, so ideally, we'll never be in the position where we have to compromise health and safety. But and so that answers are sold. My last question, which was on the communication and education front, if there was an, you know, an effect on the average use or average resident that was outside of landscaping, I know that would be really hard for me to understand what 10% reduction means.

And so like, putting that into, like, you know, take a ten minute shower versus 15 minutes, like it would be easier for me to understand that. But I know we don't have to deal with that. So yeah, here we go. No. That's it. Yeah. And we do want people to be aware. You know they'll be messaging around like refreshing with drinking water. I mean at the end of the day an extra glass of water at the restaurant, is it going to. It's more of an awareness thing. But that's a good distinction that we'll make between indoor and outdoor use. So thanks. Yeah I have Devin then just in the cherish. Oh it's it's it's directed towards me. It's I'm that person in the water twice a day every day. The communication with, with like Hoa is how, how do we approach things like for I'm on my HOA board. So it's easy for me to just tell the rest of the board, hey, we got to do this now kind of situation. Yeah. But for situations like my HOA, we only meet every other month, so if they don't have the communication in time, then they may not be able to communicate with their landscape, company and stuff until after everything's been turned on and running. We have a pretty good list of HOA and their management companies, and part of our strategy would be to push information out to them, not only for their own management, but so that they can incorporate our messaging into their newsletters. So I think we're in pretty good shape about those contacts. But, if you hear of an HOA that you know, that doesn't know what's going on, please send them our way and we'll make sure that we get them on our list. Who doesn't? Yeah, yeah, we got the parks department reducing water use by 10%. It sounds like it's mostly just watering turf. What's the policy on the distribution of that? Is it across the board? 10% in every park or parks that are, you know, going to work better than others. And I want to know that that's, you know, fair for people throughout the city that one neighborhood

is just getting all the water and the rest at the sacrificing for that one park. No, that's a great question. The drought management plan, first of all, prioritizes certain like public eye turf, high traffic areas for parks to maintain. So the sports fields, the golf course, those sorts of things. So those are those high priority public access areas are are already kind of a higher tier in the drought plan. And we want to protect those uses. And then parks. So they as I mentioned, they, you know, they might be watering sports fields. You know what? It looks like a lot in order to keep them safe and usable for the community, because we want them to continue to be a community asset. They might then sacrifice city hall grass, I don't know, that sort of thing to get to that 10% savings. Parks is working on their plan right now. And they will be sharing their plan with us so that we can help communicate that, especially if people see sports fields being watered at noon or something like that. We want to be able to let people know that parks is a partner in this, and and this is what they're doing. Your point about geographic distribution is a good one, though. And, I don't know what. Chris here. Yeah, I think it'd be better if when we get a little further on that planning, we can follow up with our report. Give the council a bit more idea of what that production plan looks like. Yeah, I'd love to, to see, you know, a list of all the parks that are going to see changes. And that way we can every one of us is going to get some kind of question about why this park's grass is turning brown. That's why that one's park is not. And if we have that list, then we'll be ahead of it and be able to explain what's going on and that it's not just the city's not doing its job because that's happened before, and we haven't necessarily had that. The answers ahead of time.

It's just it's hard to catch up on that. That's a great point. And we do also have planned, you know, yard signs that that will likely put in different places to let people know, hey, this park is intentionally being, you know, not irrigated as much to help with the drought response. So that's a really important piece of communication, because I think the customers want to know that the city's doing their part. But then to your point, they want to make sure that we're not sacrificing, something specific. So. Do we know how many people that use the trash up? And is there a way that we could push that message out through the trash bag? Sure. I don't know how many people, but I think that's a great suggestion. We can we can get messaging out for for a lot of different, a lot of different things, you know, and use apps. I yeah, you said. Reach into that. Drew so, you have alluded to the authority golf course. I know, Chris, you just maybe last week or the week for it, some concerns about use and having to do some proactive measures this winter. It's do we anticipate having a closed maybe do some closed down days? Each week during this time? In kind of the off season, we'll call it seasonal. No, no, not at the present. I mean, we just reduced the, the, the, the frequency of tee times. So that's all we've done. But, you know, you know, we are getting some dry conditions and it continues to get worse, obviously. So we might have to make some other alterations. So, so when we bring that reduction plan back we'll, we'll call out any operational impacts sort of across the board of recreation esthetics or programing. We'll make sure that that's included. Thank you John. Thank you, Madam Mayor. Emily, great job of the presentation as always.

And Chris, great job as always with Parks and Rec. So thing I want to bring up the whole like and my wife brings it up all the time and. Oh, thank you for mentioning Brandon Place Park last week. Sand city quick sidebar, but still, why with residents? Okay, we can't water like between 10 and 6, right? But why or why are parks requiring between 10 and 6? So yeah, this is not a critique. It's just a it's just a thing that, you know, especially with the stage one, we want to make sure that we're all in uniform, that we're all compliance residents and city alike. So, a lot of the times and this is messaging that we try to share with the customers, a lot of times parks is watering in the middle of the day because of the heat actually damages. And there's so much traffic on the turf that they need that little shot of in the middle of the day on, on high use turf like heavily used. And so that's we want to message that and then in some instances, again, there's certain certain areas where the irrigation system can simply not keep do what it needs to do in a limited period of time. And so they might be spilling over into the daylight hours that were discouraging people. But but when we know about that and we can communicate it that that's that's our goal, okay. And the same thing can happen with, with the schools and their turf. So. Right. Thank you. Any other questions? Your team does an incredible job with that communication. I know the work that you did on just in general, water conservation helped us delay the pipeline as long as possible too. So I know the residents are paying attention. And the number one question I get right now is when are we going to have water restrictions? Because everybody's expecting it. So yeah, it's not a surprise. Yeah. Thank you. It's. All right. We'll do one more and then we'll take a break. Water conditions. So this is a nice, breather. This is a I know our media agenda topic. We would have moved it, but we do have a April 10th meet

and greet for board committee Commission members. So want to get as many members on board as I could before of that meeting. Great. So with that, given for the Christian. Thank you. Good evening. Council. So, yeah, I'm looking for council's direction on important commission appointment recommendations. So obviously talk about the council's policy, provide a status update for all the boards and commissions and then review the recommendations, receive a direction that's review the council policy. It does state that equal representation will be, on each of the boards. And except for the businesses for an advisory commission or limit appointments of individuals to, one for each, on each board and commission and then individuals requesting reappointment as an application. And then we advertise for both new applications and, reappointment applications. And, provide counsel with the attendance record for those requesting reappointment. And then council decides how they want to address those applications. And the last time that we talked, council decided to refer all of the applications, both new and reappointment for those that needed interviews to the boards and commissions. And so we do have some recommendation letters. So first, just to give an overview of where we're at with all of the boards and commissions, the local licensing authority and the firefighters old higher pension board, both of those are done. We don't have any more positions that need to be filled. And Election commission and building that advisory board, we are continuing to advertise for those positions. We do have one application for beach Tab that was submitted to the board for an interview, and we don't have that recommendation back yet. Then for the Thorn Active Adult Board, they did do interviews on Friday. However, with staff being gone. We don't have that recommendation letter for today, but that will be coming soon. So then we do have

three recommendation letters for to get your direction on. First is the Parks and Open Space Advisory Commission. So there were three positions to fill. There were two members that were requesting reappointment and two new applications. And so with this one, the board is recommending to reappoint the two individuals that are requesting reappointment and then also appoint a new person, Jonathan Davison from Ward one. So with that, the ward representation would be equal, with Ward two having three members on the board. Any objection to the recommendation? Okay, so with the Planning Commission, and Board of Adjustment, there were two individuals requesting, reappointment and two new applications. There are two positions to fill. The board is recommending that both of the individuals requesting reappointment be reappointed. And so if that is the case, then, there will be forward representation with three members from Ward four. Any objection to the recommendation? All right. And then the last one I have for tonight is the businesses of Thornton Advisory Commission. And this one is a maximum of eight additional members, positions to fill. We received five, reappointment applications and then ten new applications. And, the board is recommending that all of those requesting reappointment be reappointed and then, three new individuals that are listed here, if that if council does go with that recommendation, there would be three individuals from Ward one, four from Ward to two, from Ward three, and six from Ward four. And all of the requirements, for the board make up would be fulfilled. With these appointments and then here is just kind of an overview list of kind of where that breakout would be.

The first section, there are those members that are staying on the board. The next section is the members recommended to be reappointed. And then adding those three additional members, how that, makeup would look. The objection to this one, really no junctions to it. I do have a question. Maybe this is, recommendation for, future policy adjustment regarding, the large business category 100 plus. So I'm looking at that. I see, a lot of time at first Bank and first Bank, obviously not headquartered in Thornton. I don't know where a global level of talent is headquartered, but I think if we can get, there's one more Fedex, obviously not headquartered in Thornton. We could get, specific to that 100 plus person business is a headquartered is headquartered in Thornton. So that representative, I feel like there might be a little bit more, impact on these to have somebody with that kind of representation. There again, that's something I'm throwing out for the future if we want to look at it. Policy adjustment or selection process adjustment. Right. I know any objection to the recommendation that all this is more that we just don't see those applicants? It might be, but it also might be if we just tell B to to consider that as a future opportunity for people that apply is there's only one appropriate. Yeah. Restaurants typically have a ton of employees. So they could easily fit that 100mg price. 100 was yeah, I figured that was like a change because it's hard to imagine 100 plus a one. That's pretty good. So yeah, yeah. When I was about some business, I had 105 servers. Oh, there we go. All right. So no objection. Thank you, thank you. All right, let's take a break before we get on to

the next meeting portion of the I got that it's 30, We just ran, the restroom. Okay. There's. All right, let's go ahead and get started again. Thank you for the break. Let's have a big conversation about emergency response. First, I want to say incredible response. And, Ryan, I was up at Firestone for a meeting with their council on something else, and they went through their emergency response plan. Your name is all over it. Like, literally, yes. So the regional collaboration that you do is fantastic for the city of Staunton. So thank you. I appreciate that and I will turn it over to you. Yeah. So just a brief reminder. But again, this isn't the second kind of coincidence of the night. So, this presentation is actually a follow up to a request that was made about six weeks ago to step back and understand the city's emergency response, protocols, preparation and planning, particularly understanding, those, protocols and planning for civil unrest. Partially to make sure that we were, benefiting from lessons learned from incidents happening around the country. So, fortunately, you know, we do have some information to, provide additional information, but I think at the time that the request was brought to understand broadly how we approach, continuity of operations, emergency planning and understand that framework. So, it is I think probably, hopefully in hindsight, you'll see some, of, the references of our planning systems and our response and our emergency last week. So, with that, I think I am giving the floor to Brian. I know he's a Gigaba. I believe tea leaves is coming, but this is already being said. Will we ever take over?

Thank you. Mayor. Members of council, tonight with me is obviously, Chief Baird for police department. We have emergency manager Ryan Doyle, chief Steve Kelly, and then hiding over there. And he is part of the presentation. And is there any Adam Stevens? So tonight we wanted to give you the overview. I know I was here a couple of weeks ago and kind of gave you a snapshot of what you guys are going to, be able to see tonight, when we have it. And so we're going to go actually a lot more in depth, to what that information was. But if we wanted to go really, really in-depth, a lot of the things you're going to see, a lot of the training, a lot of the systems, a lot of the pre-planning that goes into it. You're looking at months and months of training, not only with the fire department, the police department, and the kind of training that we not only put from line level all the way up through the chief, and a lot of it you'll see in here, I know that there's, the one thing that, we're fortunate of is both departments are accredited through some national accreditation. And one one benefit that gives us is some a lot of the systems you'll see in here. As far as a lot of the plans, it requires us to keep them up to date. Not only would we want to obviously for our response to these situations, but it being a requirement, you don't pass your next, you know, passion or next inspection unless you're able to actually show proof that you've kept these plans in place and that they're updated and you're actually tested on them, and, they come in and they'll actually audit through your files. So as you're seeing them, that's kind of how we get the reassurance to, you know, give you back the reassurance that a lot of these are truly up to date as we go through. So today we're going to talk about, obviously the background and and where we've come from. We've always had emergency plans in place, but obviously they've evolved throughout that. My 35 years here, we started with emergency plans, but a lot of it wasn't at the time. We weren't in computers with a lot of like, you know, pie charts and notepaper and stuff like that.

And so it's really evolved to what it is today. We'll look at the continuity of operations. We'll look at state and federal, local, roles when it comes to emergency planning and crisis communications policy governance. Our response is response to civil unrest, legal concerns, department training areas for review and evaluation, and then wrap it up where it's actually a communication and resources, what's available out there. So the city thought and obviously we understand the importance of major incident response. And that's not we try to figure it out when it happens. But just as we saw with the fire that we have an actual plan, we have a plan that will come to place. We can actually bring really the whole city together in a very short period of time to start addressing the emergency. And this is preparation that's done. Not only has it been done in the past, but we're constantly looking at our plans. We're constantly updating things and making sure that these roles and these people are ready to go and respond to any type of emergency, board and police department and the fire department, obviously, we regularly train and prepare for major incidents. We utilize different aspects, training techniques, and a lot of things that you'll see when we talk about the training is we've really moved into that scenario based type training. You know, we can't really recreate it. But, if we can actually try to through scenario based, try to kind of throw every what if at and it usually improves that training and it actually makes us think of what are we possibly missing in this. And then we'll go to we'll, we'll go through at the end of the presentation on kind of just a snapshot of the ongoing training, and not only for civil unrest or major incidents, but law. So kind of get into some areas of concerns that I know came up through some other council questions, such as kind of like a rapid response to active shooter and stuff like that, and how we train and prepare for that. To over, thank you,

Council, for the opportunity to speak tonight. So, just to provide a little bit of context. So we have two different types of plans, really external plans, emergency response plans and then internal plans, which are continuity of operations plans. Can we have operations plans or basically functional plans that, provide a framework for how the city is going to ensure that services continue during a major disaster disruption? Right. And so these plans include personnel, authorities. What those key services are prioritizing those services. And then when an incident car, incident occurs, we activate those plans, create that structure, and then evaluate to basically bring resources to the problem and continue city services to the best of our ability with the resources that we have. So, I'm sorry, this is some of the contents that are in those continuity of operations plans. So everything from the authorities to the communication or the succession, facilities for moving facilities, if something happens to one building or moving to another, and then we, we right now have 34 department and division continuity of operations plans that are specific to those departments and divisions. And those basically make up the umbrella of our continuity that, kind of a government plan. And so those plans are assigned to, individual representatives from every department, and they review and update those on an annual basis. I support them and review them as well. And then we also provide one on one training for any new representative that takes over the planning process. And around every three years we try to provide kind of a citywide training, kind of a cohesion to show the importance of why we're doing this level of planning. I would say the only thing that interrupted that was Covid.

But that was a huge test of our country of operations plan. So, so yep, there's that, one thing that we're also doing this year that's a little new is in the evolution of trying to continue to improve our planning process. We are actually transitioning all of our plans over to a new platform. And in the process of doing that, we are going to do a complete dive into each plan for completeness, for efficiency, and make sure that it has all of the contents that we want to have in the plan. Additionally, we're going to work to get commitments from every department to make sure that they are updating those on a regular basis. You know, is it like our workloads are pretty heavy and this is actually just another thing that's on them to do. And so I work with them to try and get through the updates. Oftentimes, unless there's been a structural change to the department, it's just updating contacts and staff that have come in and out. And then also two, which is also on me, is trying to integrate into future scenario exercises, impacts to city buildings and our ability to not only address the external event that is occurring, but also coordinate the internal response to make sure that city services are continuing and practice those and exercises. So some of our key partners, when it comes to major disaster response, obviously we have a local level. That's us, and that's the county. We work with the county on a regular basis. What you don't probably always see, though, is the state coming in to support. Right. So we have a state field officer and the Department of, Homeland Security and Emergency Management that I work with on a regular basis weekly, talking about everything from, during Blue sky days. Right, training, mitigation, trying to reduce impacts of future disasters, preparedness, education for the public, planning efforts.

And then during a major incident, I am in direct contact with the state as well as Adams County on what we're seeing, what we're impacting, what's impacting us, what resources we potentially might need. And so we do that coordination, both during the incident and then after. They are one of our main support mechanisms for getting recovery funding through the state and through FEMA. Additionally, we also, like I mentioned, coordinate with the Adams County Office of Emergency Management, but we also coordinate with the state EOC when they are activated as well. So that may be mutual aid requests. So it might not be an incident in the city, but we are coordinating through the state EOC as well for provide regional assets, to to support our neighbors. One of the key mechanisms in getting state support and federal support coming in to us is really that statutory mechanism of getting a disaster declaration, through that is really us saying we would like assistance. Oftentimes that's resources, but really that's funding. It's potentially cost sharing that the, the impacts of of responding the incident or it's requesting for FEMA public assistance after the event is over. And then for FEMA, FEMA is actually a huge partner for us in blue sky days. They provide mitigation funding. They evaluate our plans, they provide standardized training through the National Fire Academy and the Emergency Management Institute and Emmitsburg, which we've all been to, best practices guidance. So lessons learned from all the major national incidents, consolidating all that information and sharing it nationwide so we can all learn from everyone else's lessons, as well as providing kind of doctrine for emergency management. So kind of how we operate in emergency management,

FEMA is very even as the main source of that, because if not everyone's doing their own thing and no one's learning from each other. And then during major incidents, they are there to provide additional resources, whether that be Task Force one or other, search and rescue or really recovery funding. And that's a huge mechanism for us as well. In the last 13 years, we've had three federally declared disasters the 2013 floods, the 2015 floods and Covid, of which we've received over $8 million in public reimbursement from that. So they've been a huge partner with us on that as well. And then one you might not know of, but we work with them every day and I have them on speed dial is the National Weather Service. The National Weather Service is a key partner for us for situational awareness, for forecasting. I'm sure most of the people in the city are tired of my emails for situational awareness on any number of high wind days. We have fire weather. We're having or severe weather when we get into severe weather season. So we are communicating constantly with the National Weather Service. They are one of our direct sources for determining when to activate the warming center. They are a backup support for public alert and warning. We also utilize them for 4th of July Fort. And first, to give us spot reports so we know what's happening and when and if something's happening, I can call them immediately and ask. So they're a huge partner in our response. And you don't often see that. But but they are an invaluable resource to the city. And I will get back to you, before you move on from FEMA. Sure. Questions. So how has the FEMA support and, funding changed over the last two years? And have any of there's been any major changes?

How has that impacted our local, you know, our various emergency management plans? Yeah. So there's a there's actually a lot of direct impacts. I would say the first is training. Right. So MI and the National Fire Academy, we've I've had classes canceled, certifications canceled. I know a number of our fire staff have had, things canceled on them as well. They also not only provide an opportunity for us to go to the institute and learn directly from the experts. They also provide regional training. The fire police, EMS, emergency management, and actually growing into utilities, mass care. So a Red cross, a nonprofit partners, and they provide these trainings free of charge. So with without FEMA there, we are not getting that large scale regional coordination. I mean, we do it through our partners, but we're not getting kind of an umbrella support mechanism for planning, for response, for training. So that's that's one of the major impacts that we've seen so far. And then as all that stuff is decreased. Increased. Yes. I would say it's wavering. And right now they're, they're in a partial shutdown. So, again, the collaboration communication is kind of nonexistent. And so it, it's wavering and and the concern there is if we don't have FEMA and we don't have standards being pushed out at the, at the national level for emergency management. And that is another major concern. Has there been any conversation at the state level to fill in the gap? I know there, as in other areas of this change in government agency policy, but, any conversations dealing with it there definitely is there I think is, you know, the state is also in a budget shortfall as well. So they are trying to figure out where we can make up.

So not only, not only are they without FEMA, are we getting less training, less resources. There's also a fund that does fund some jurisdictions in their programs, known as the emergency NPG, the Emergency Management Performance Grant that was impacted. And that goes to every county. So that pays for staff training. And that has been lost. So I do know that the state is working to, to take a portion of that cost and provide some funding to our county emergency management programs. But I don't know if it's sustainable long term. Do you think a question on FEMA, is do you think there's anything that, you know, we should be looking at in terms of our next budget to make up for it as best we can to to make sure that we we don't completely lose all those benefits that you just listed. Yeah. Yeah, I certainly think with this, when we look at the 2027 budget, make sure we are capturing if there are any gaps. And I think that from a state and regional level, we're still kind of understanding what those gaps are going to look like. Especially one example is urban search and rescue as a training funding has changed the format from being really FEMA focus to a push back to more the local or the regional level. As we understand those gaps, we'll be bringing those forward. You know, I would say that there will be a gap at both state and the county and the local level that will have to be brought up somewhere at FEMA. And the federal level is no longer supporting in that low, that funding source. Getting into crisis communication, the roles and responsibilities. And this isn't just exclusive to any type of civil unrest, but really any major incident which either plays police and fire or the city itself will encounter, about a year ago. I recognize that truly the need and the communication, the communication, there were some gaps in the police department for, probably

since I've been with, the city over 34 years. There's always been a sworn, which is a police officer who's been in charge of our Pio. We then made I've made a move to actually civilian eyes that and then slowly to stabilize the operation because as new assignments come up or people retire, we were kind of losing that God new ity of what we did. So we professionalize that and actually bring in on a civilian to actually fill that role, which is actually you're seeing more common throughout organizations, especially law enforcement organizations these days, and relying upon the swarm personnel to do it when Chief Berry got here, he actually looked that development of the police in a specific crisis communication plan saw that we were lacking in really a robust communication plan. We had one, but it wasn't anywhere close to what Chief Baer saw need for. So that thing started getting developed a few months back. And it's still kind of in the works. It's very far along, but it actually gives a lot more context to the kind of communication that needs to take place, not only not only internally, but with the city as well. As we're out into the public communication, we also looked at assessing, resources and partnerships out there in the community. And what we've had is our Pio. There's an interconnection now with peers throughout the metro area. And so, for example, when the, bombings happened over there on the Pearl Street Mall where they had it was instrumental in being assigned to Boulder, and she was actually assigned to one of the families, one of the victims families. And we're finding now that with multiple victims and, just kind of an ever changing scene, you want to actually start utilizing those resources to assign specific, pills, every family, assign them to the actual, emergency event itself, assign them to the fire department, the police department, so that there's multiple pills working kind of under that umbrella

of the emergency operations, which is now, if you see that kind of role taking place, it's really increasing the amount of communications that can get out in public in a very timely fashion. And plus, we can also better work with the victims of any type of crime. And doing that, look at the raid alerts. And I paused to reverse 911 systems in the notifications. Obviously key systems, for any city or emergency notification. And then looking at that, obviously there's a change and I know there's an update coming a little bit later on that change itself, but we've evolved into I've seen 5 or 6 systems go, and move it in that direction. It's really imperative you're trying to get the most out of your systems. And I think with the upcoming system we have, it has a lot of positive things that can take place as far as it not only what it offers as compared to what we have, but obviously the other platform is something the city truly after the, data breach. And then we were kind of crippled by that. And the unfortunate part of getting another alert system on board is we weren't the only agency impacted by that. There are multiple agencies impacted by that trying to bring upon, and everybody is scrambling for new vendors instead of actually signed new contracts with the vendor. That could even promise what the future look like at that point. Then we look at the city wide approach mirrored to see situations, communication, sharing amongst the leadership and elected officials. And that's really a key thing going. And we've done a lot of lessons learned on that, as the mayor can attest to, you know, all the way from the Walmart, Walmart active shooter, we had to the where we had the bombing off of Milky Way. You know, there's gaps in that communication, and we're constantly learning and trying to put those in after action reports to try to improve upon that and understand the roles in which not only does council play the mayor plays, but when the city matters involved

and what all has to come to place in order to put out the best messaging system to the citizens and the public that you folks are serving, and understand that you guys are getting a lot of that pressure as well. And then the approach to evaluate and timing and delivery of that information, and that is to make sure that you guys have the most and quickest up to date information. And a lot of times in these situations, in the evolving situations, we're trying to learn as much as we can, as quick as we can, and trying to get you accurate information. It's not that we don't want to share right away, but a lot of times, especially as we roll on seeing the first 10 or 15 minutes of anything very hectic, and you could almost guess that we're probably only getting about 50% of the information, right, until we can really start separating it out and really breaking things down. What's going on before you move on? You know, Charice and then Justin. So can you explain to me this, iPod system and really similar in this perspective on how you might want to hold that? We have an update for you on radar tonight. So you might ask okay I provide content on that. So I pause is a federal system basically. Unlike our newer system or even code red before, it's based on proximity to cell towers. So it doesn't require an opt in, someone to opt into the system. It's just based on where you are, proximity to that, that cell tower. The easiest way of describing is it's it's basically the Amber alert, right. The Amber alert system is ideal. Is is just having the ability now to use that. And under that I pause umbrella you can do AAS, which is the radio television, you know, the, the rainbow, and the scrolling on the bottom right. And then you can also do we as I'm sorry, apologies that there's so many acronyms,

wireless emergency alerts, which are text to your cell phone. Right. They can also hit road signs. They can RSS feeds. There's there's a lot that can fit under that umbrella of pause. I think it was only used when the fire happened. Yes it was, yes, but it went through the National Weather Service. Actually, we tried to reach through the state and there was some communications issues with the state, and the next contingency was to go to the National Weather Service. So, yes. So would you say that was the bill? No, I would say that was a contingency that was used after the other one. So that's, National Weather Service has always been a backup for for alerting capability. And our dispatch went through all of the partners that they normally do for supporting emergency notifications. And so there was actually a pretty good list as they went down. And and that's where they ended up sending it through. In the after action report, we will look at each step of the incident and whether there were opportunities for learning and to make that communication with the state more seamless going forward. So I do think that that part of the response will be evaluated and the after action, if there's things to improve on going forward. So can I just ask the general question that anybody on council get that we weren't in the notification area at the time. But I think I think that was so, you know, you were no doubt in Vermont. But I can tell you that I know the neighbors received it. Jeff, you received it down there, the state house. My wife received the notification. Thank you. Yeah. She and, area I'm aware of. So, so so it was random. And you see, can just I mean, it seems like it was based

on, like, what apps people have as well because it came through certain apps because I got a notification not through Lipa's, but through, for, duty watch the fire lifestyle wildfire app. It will be analyzed in the after action. But one thing that that is kind of a caveat is that, the National Weather Service does not have the ability to send a we, they have the ability to send an AI pause before whatever reason, the federal level, they don't allow that. So that's why it didn't go to cell phones. But it went to all EA's. So radio, television, if you had an app that that redirected it went there as well. But honestly, from, I believe that most of the people, because our police department was out there in force, most people were evacuated from the area before we were able to get the alert out. I don't know if I agree with that. I'm sorry, but yeah, but that wasn't my question. Go ahead. Just. Yeah. Yeah. You know, that circle back on that because there were a lot of people that have directly contacted me that were living on Leo Lane or not evacuated. So we do my is related to my question, actually, because we've got the iPad system. We're we're looking at brave. We're going to talk about that later. But what is the method of emergency notification as like the ultimate backstop? Well, let's you know, these systems can fail. What we got a contingency is I pause going to be the contingency for rave when the rate goes up. And then is there a plan for if I pause isn't working like we had issues today? We know that it's not. Maybe not the best back, you know, backup if it's not so reliable.

Well, what is the final kind of last, emergency. So we should plan at the end of the day or, you know, we certainly rely on all of our public safety partners to go door to door knocking that directly. Get individuals out of areas that are under threat. So we want to use we have many systems in place. But even in a, in a worst case scenario, knocking door to door to make sure that we are getting people out of their homes and out of harm's way, there's sort of the the ultimate backstop is that we have those individual contacts. So yeah, those are always going to be our fallback plan. We can have we can have multiple systems in place. And there are going to be scenarios where those systems are we have potentially failures of those systems. There's delays we will ultimately land on making sure we have individuals going knocking door to door. And so and the follow up on that is, is, is that something that, different departments train on, on a regular basis that that's contingency of the door to door. And that's something that we plan for on a, on a large scale incident. And so getting individuals out from moving from a, an area that's at most risk to an area that's at least risk, okay. So it is unlike the usual training. So that is something that we I think we talk about on all of, on all incidents on what, what progression we go through from a, from an alerting standpoint. Okay. So that is certainly something we talk about when we talk about tabletops, when we talk about I think the fire, this fire last week was an example of that. They're able to leverage multiple law enforcement partners, fire public safety partners into an area very quickly to start doing really multiple different approaches, from fire suppression to evacuation. And again, this event last week was an event that escalated very quickly, you know, and also we were we knew fairly quickly as well that we were de-escalating whether individuals saw it directly or not.

Yeah. Yeah. And I am looking forward to the after analysis. And I would ask specifically that we look at the, you know, effectiveness of, of what we of our door to door operations, where because we did have to rely on that and that there are actual several community, many community members who live in that neighborhood or very upset about whether, you know, they were told they were being evacuated, but they did not view that after the fact because they didn't have anybody come to their door and then other people who were evacuated. So it seemed like a mix and, and, and just be good to really, you know, reflect on what how that was communicated and, what the what versus the actual planned action. Right. Because when, during the incident, we were told and, and the command and the meet in the emergency meeting that the entire North Star neighborhood was in the process of being evacuated. But that was not that is not what the residents. Well, and I can answer that for a council member, as the chief had mentioned, we look at where the highest threat is. That's where we go first. And it might have been at the end of Leo Lane. It might have been at the beginning, obviously, where the fire started and it's moving. And so we look at the actual threat and that's where the doors to door starts. We're being told we might have to evacuate the whole neighborhood, but we also want to make sure that we put people in place if we don't have to evacuate them, because quickly as that fire spread, we had all those businesses to include the mattress store, which is huge and and can carry a potentially huge population during in there. So we had a very much a huge population to the east of this fires that are growing and that shifts resources pretty quick because that fire pretty much burned that field and was moving down now towards there. And the threat was and at by Leo Lane, the threat wasn't what it was heading towards those businesses where we then had to make a conscious decision

to move those resources to start going through those buildings and evacuating those. The other problem we have when when we look at any, any door to door thing, is it's good to knock on doors. And I think that we did learn a couple steps that we could have used better as far as loudspeakers and maybe sirens up and down the street. But when you're going door to door, we have to look at the most vulnerable. There's people that we literally will have to then. And so it does slow down our efforts. So none of it's perfect. But we do take the threat and and we're always constantly watching that threat and ready to move those resources to whatever is coming to the newest threat. So I understand we're on the Leo Lane. People were probably frustrated about the notifications, but if our guys are seeing as well as the fire guys or station to where they're already putting water on that fence line and they have that thing under control, but fires now really starting to move down range, that's probably where we're going to pick up our resources and move them. So so just to reinforce again it is in hindsight we always know more about an incident after it has occurred than real time. So if there are concerns that people are hearing from individual homeowners, I think those folks could reach out to Ryan just so that we have those addresses, so that we can assess and, you know, ultimately, again, whether it was a purposeful that, you know, those, those weren't, prioritized sites or, if there was some kind of miscommunication in the field. So, while it's helpful to have the information in the abstract, Ryan, are you the right person for people? They didn't actually help with anything. Yeah, we can get specific addresses where people felt like they should have gotten, you know, a door to door notification. Then we can pull that information into our after action evaluation. Start your training. What do you guys do about hold on July process button first.

We'll come back to you later. Thank you. Basically this presentation so far, a couple of quick calls on the after action, review. When should we expect that? There's a number of steps to it. So I think we're we're still, there's a number of different components to it. So there's going to be a city after action that's going to look at internal city processes, and we're going to have an operational kind of fire response. We'll also have a law enforcement after action once we are able to tie up. Once we have and we're still again, we are less than a week away from this incident. So there's a lot of information to gather. So I don't want to give an unrealistic expectation or set a date and say, this is when we'll have a formal document for that's so when you understand that, if and I'm not asking for it tomorrow or just just an idea on the timeframe, and then just like a couple quick thoughts on on the after action itself. I think it's important that we all council understand that there will always be learning that happens in any kind of major event, no matter how well it went and how well, we did in preventing loss of life and loss of residential structures. So I want I would encourage your team to be as candid and real about how it went down from your perspective, so that we are not trying to create a report that is fluffed in any way because we were afraid of what council might say. Because, I mean, we are very much working together on this and we know and we should always expect that there is going to be learning that occurs because nothing ever happens perfectly. Plans or plans until stuff goes down. Right. And that's just reality. So I'm saying that to encourage like, let's get us real and honest about the event and wherever, lessons to be learned.

Let's dig into it and embrace it and just get better. Because we're already very good and we can always just get better, right? So, I just wanted to share that, I'll add one thing about lessons learned. The Marshall fire. We're a number of years removed, and the Marshall fire chief ops who's here, behind me is right now going through reviews of the after action from the Marshall Fire with best practices that are still being developed when it comes to, fire responses, conflagrations, and these types of events. So, it is a process. So thank you I cherish and then Devin okay. So when you guys do your training to even just knock doors or all your stuff that you do, do you really think about medically fragile people, those medically fragile people in there that weren't able to get out there, necessary equipment? You know, there's a lot of elderly that don't even own cars. How do we expect them to? So yeah, that is there's definitely part of our considerations and planning the resources that we need to potentially move those folks. Also identifying those folks right. And actually we we have that in mind when we looked at this new this new notification system has the ability to to collect that data if people are willing to share it. On access and functional needs, language, medical conditions and things like that for every regular 901, let alone a larger. And so we are it is definitely a part of our analysis and improvement. Okay. But you know, it's tough for a lot of us don't even get, you know, that a lot of us have folks, a lot of us are not going to sign up. You are missing a large majority of these people. Last time when we went through this, we talked about having 150,000 people,

you know, here in Thornton, but 10% of the people have signed up for code Red. We are epically failing our city. So again, we've we've, if we could just get some patients, we actually have an update on Ray's. And we've heard all the concerns about code Red. The goal of the Ray's project was in in part to address those concerns. So I do think that the discussion about, alerting will be better served in the presentation on, Ray's. All right. I have Devin and Jill. Thank you so far for the the, presentation. A couple of things from my side. First off, I think you guys did an amazing job. Reaction as quickly as you did. So we don't end up having a situation like the Marshall fire that happened. In my field, I deal with a lot of the same kind of similar, situations where you plan for one thing, but plan versus reality. And if it works out the way that you think is going to, so I understand that there's two point there's there's lots of different lessons that's going to be learned out of this. And, you know, I'm glad you guys are taking into consideration and learning off of it. One of the things I would like to, ask is that when you do your, your retro and kind of go back through everything and see what happened, I would like to know where, if we can, where the failure was at the state level, where we couldn't use that system in place because that's where the state filters. And I would like to know why. Okay. What they got into the mentioned before was I really like this, on the police communication, but were we talked about, we're creating when something goes down, we're creating like a public information officer kind of network that branches out and this role kind of shifts. And so this with a sense of the last week, I, it seemed like council kind of fell into this kind of Pio role.

Because we're receiving information. People are asking me like, what's going on? And I'm pushing out information, and said, we don't really have any we don't have operational control of, of anything when it comes to emergencies. I see that we do as a council, like we become a Pio essentially for our community, for the people that are reaching out to us. Is there a way to incorporate that into just that becomes like a role like that's so key, right. And I appreciate how the kind of communication from city manager went out and said, hey, this is what's happening in proactive steps like, here's a meeting we're going to all step into. That was all really good. Just kept us engaged and I could at least push out. Hey, we're getting a meeting at 130, and people say, okay, something's going on. There's, like, proactive steps happening from a communication standpoint. So I would like to kind of codify or solidify like that. Hey, city council becomes a Pio element. When an emergency response situation really, truly does as a conduit for, these updates that we're getting in and out of the pot and just kind of how we're developing this kind of future plan and making, in developing the, the corrections or the adjustments in the future. But I like it all the way. I want to say I also enjoyed or I appreciated that update like that. That helped. And I thought it was a good role for us and it kept us out of the way. Absolutely. And you'll actually see that, I believe it's on slide 15, where we've already started. Considering that and how the elected officials, how we're bringing you guys into the scope, getting you to a place where we can get the information. So we'll talk about that here in the future. Council member. So for the police department, we do. What's a major? One more. Sorry, John, I, yeah. Thank you for the presentation so far. Gentlemen. But still, you know, like, Councilmember Salazar say, you know, we in War two, we have a sizable amount of,

you know, young at heart, folks that don't have technology, don't have the ability to be mobile, to be able to be evacuated. So that's something the lessons learned we need to, to gather. I said we did a great job, but still there there were some, you know, imperfections, if you will. Also my other question, this might be a redundant question, but the Ravel or is that replacing the code red? Okay, I will yield and wait for the presentation for that. That's all I have. Thanks. And I'll just add that you're getting a lot of questions tonight because I think everybody's got phone calls and concerns. We also recognize you are the experts in this and it is your job to do this work. And so feel free to push back on us a little bit as you're working through some of these challenges and questions, because I feel like we're digging into something that you're probably not ready to talk about just yet. So appreciate the work that you're putting into it, and I will let you continue. Thank you. Mayor. Major answered notification plan. So that's what the police department works off of. So any type of major incident, if we get a shooting in the middle of the night, homicide, we have some incidents, such as the fire or a major incident. We have protocols in place where all command staff. So we actually start activate, and we can activate different teams. Command staff. But it gets it in place, and that's actually through policy to actually start getting the police department up and run it on what it is. And through that we go through our dispatch system. Typically, we use a lot of the text alerts for the command staff, and then the command staff does respond within a short period of time, they'll receive phone calls at home. So that way I make sure that no matter what, 24 hours a day, 365 days a year, we're available. Also the use of public alerts. And when we talk public alerts, we're always learning a new public alert. What are people following? Is it to social media as a use of the TV, the radio, and constantly looking at those type of things because those really are kind of the bread and butter

and actually trying to figure out what best impacts the community. And when can we get the most for the messaging out there? The Thorton Police Department, as I mentioned, that crisis communication plan, it still is a plan that's in work. But at this point, it's very robust and like I said, it's nice to have another set of eyes in the PD with a chief coming in to really recognize that there is a huge gap there. And so that's part of the ongoing analysis that we do, even in our own internal systems, on how do we improve ourselves and realizing that we lacked in that area and then outside public information officers and resources. And we talked about that, the specific areas of responsibility in which we will assign Pio so that there's that continuity of everybody's kind of get that same message, and we can help message back to the main public information officer that's going to be responsible for either prepping one of the chiefs or the city manager, whoever it might be, that's can actually go in front of the press and actually have to have the most real time information to get it out to the public. And that brings you back to the siege that key city officials said. What we would do is our and then the information sharing, both internally and as well as external. Our policies that govern PD response. And these are just a few of the policies. Well, I should say the major policies that govern that response, all these policies, with the exception of our communication operations, and that has to do with our radio procedures, is the only one it is restricted. The rest are public facing, and they're available through our website. And as they're updated, we're constantly looking at these, as you know, for the new council people there we use like supports service that basically looks throughout the United States and that it's through, attorneys as well as best practices. And they're constantly updating the policies. And that's really what we start with as far as that core policy

that's being put out. And we get constant updates. So if they update a policy team, is there update policy tonight and push it out, we will have it tomorrow morning and we'll be able to publish it, put it out. So all these policies are what actually will govern any of our type of response to a major or critical incident. When attacking civil unrest, our primary when we look at it, our officer deployment and how would we deploy to a civil unrest situation. We do trained for it. And I'll get into the training. We are equipped for it. And we're constantly looking at new and better focused ideas. And to your guys's response is, yeah, we're pretty hard on ourselves. You know, when we met something up. I mean, not only are we hard amongst each other in the debriefs that we do, but any type of our after actions, we spell it out. We understand you have to have thick skin, because that's the only way that you're going to get better, the only way you're going to improve. And I guarantee you out of everything. And throughout my years of Swat and in the supervisor roles of staff, there is not one situation I've handled where everything's gone perfect. And I will tell you in the future, there will never be a situation where I believe everything will go perfect. But we can learn from them and we can keep improving. So on a civil unrest, our officer deployment primary responsibility is patrol center and focused. So our patrol officers are the ones that are trained, not our investigators, typically not our special teams as patrol officers that would actually respond to any type of civil unrest. Our department would immediately move into a 12 hour shift configuration. And this would even happen that if we had a situation like a if it was unfortunate, like the Marshall fires and this fire continued on, we move into these 12 hour operations. What that does is gives us an entire swing shift that can actually function out there. So for civil unrest, our swing shift operations would actually move to deal with the civil unrest.

And we can split that team into two 12 hour shifts while our days and our nights are working 12 hour around the clock, and they'll work 12 hour shifts before they're being replaced. So it frees up somewhere between that and the special units. We can free up somewhere about 6065 manpower as far as resources go and actually to deal immediately with the situation. But also we have a lot of agreements out there as far as mutual aid goes, and that those agreements are basically without the jurisdiction. As we dive into this. And as the city manager had me put this presentation together, that is probably one of our weaknesses that I see yet, when this fire went out, we had multiple agencies, multiple cars. We probably had I didn't get a correct account. But as far as law enforcement, when you're talking police cars themselves, well over 100, you know, to this a bad we're very fortunate. And these mutual aid agreements. But the one thing we don't have in place is true written communications as far as mutual aid agreements. And that is one of the weakness that I did determine when I put this together. And we'll be working with the city Attorney's office on how to strengthen that up and get other mutual aid agreements. Right now, we're fortunate. If we call, we make it that we make a request. Those agencies come, but we want to make sure that we collectively get together and ensure that what we have for the resources and they'll always be there. We could also use additional operations, specialized units, either anywhere from our traffic to our special investigations team, to our detectives, SROs. We have a lot of resources. Through that as well as we have resources through the city. You know, infrastructure and streets are a huge resource to us as far as assistance with some of those outer perimeter, some blocking off streets and stuff, which then frees up the officers to actually deal closer in with the incident itself. Our US officers working crowd control when we're dealing with this, we communicate through a command center,

and that's where the direction comes from. So when we do a command center, it's different than what any of you that came here. We run an emergency operations center through the city. But what we run on scene is we will run a command center. We have two type of command centers. One that if we had a civil unrest, we would be doing a command center, which would obviously involve fire and other resources. And then we have separate from that a tactical command center, which is actually making the decisions on what they're seeing out there with the crowd that they're doing, and they will actually be making the calls on what kind of involvement our people need to have with any type of civil unrest that's going out there and relate it back to the command post, the command post there, it would be kind of a, bifurcated system when you're starting to talk other resources. But at one point, what we do is any type of incident, we use it to monitor what level it is. We use an incident command system, which basically all of our officers are trained and our supervisors are even trained above that. So there's different levels of training in which you go. But we move to the outside of incident command systems. We work closely with fire so that we have those type of resources available, and fire would be involved in any civil unrest. Any time we even get even a barricade person, we actually start working closely with fire that they're on scene. We have those resources to render first aid and medical assistance just as soon as we possibly can in anything like that. We work under supervisors in the field, so if we actually have to have anything of like you're seeing in Minneapolis or you've seen some of the protests in Denver and stuff, we have boots on the ground. We have supervisors attached to our lines, to our officers out there so that we have immediate supervision. So it's not something that we're commanded. Communicating back through a command post. We have the ability to live stream body worn cameras. All of our body worn cameras can actually live stream. So we can get that back to the command post for real time information.

And then we have a variety of equipment and resources available, either through existing equipment that we have through the city itself or through, again, mutual aid requests. Some of those are for formal requests and some are, but we will be looking to take those and make them into a formal request here in the near future. And all that relies on I put down there the logistics officer working through an incident command structure. It really helps because you don't have you don't have me as the incident commander trying to organize all this. I just say, hey, there's a need for a roadblock. And and then the logistics officer is responsible for getting those resources in there, and it really works really well. We could go really in-depth with it, but it's it's it gets to be a very complex system, but it works extremely well when it's done right. And then, obviously our guys are given clear direction as well as, as well as rules of engagement. And that all comes to the supervisors on the field. When you look at civil response and on seeing personnel, primary responsibility obviously is always going to be to serve and protect our community. We respond to emergencies, preventing crime and building trust. Respond to outside agency situations that impact public safety. This has been the one thing if, for those of you remember, when I did come in, they came over and they had one operation where, the crowd got kind of unruly. It was over there at 2100 West 100 and the mobile home park. It was essential that we went out there. I truly believe, because I was on that day, I was actually the one that, was given the phone call and the direction that we're going to go over there and we're going to. But I believe when we got involved in there, it really brings back and it comes back to that safety intervention, and that de-escalation is what we were able to accomplish out there. Not only were we able to the people that showed up to protest, we were able to give them the ability to express our First Amendment rights, but we were able to keep a clear line of delineation

between the, agents that were out there and the federal agents, I should say. I wouldn't say there are specific to the ice, because there were some, DEA through the Drug Enforcement Administration out there, but we were able to keep a clear line, not only can we keep our citizens safe. Well, we gave them the opportunity to express our First Amendment rights, and that's really important to us, because I think without that intervention that day, if we wouldn't have went out there, we don't know exactly what would have occurred. But obviously we have to try to sometimes protect citizens from themselves. And we have to understand that it really is kind of a passionate circumstance that they're getting into. So support services such as traffic control and peacekeeping efforts, you know, that will always be that goal that we will actually provide for the citizens. Doesn't mean we're going to follow any of these agencies around. But yet, if we're called, that's really going to be our primary focus out there. Oh, as well as let me just mention one more thing while back there is access to. But without that you're seeing some. And what we've seen across the country is trying to get medical in so that if somebody does get hurt, our key is to actually make sure that we can get in there as quick as possible so that we can get medical to whoever might be, you know, injured in there. We've seen some delays throughout the country in that occurring. And I think it has to do with if there's just lack of intervention into that public safety factor of, the crowd control. So we have immediate activation of the command system. And when we talk to ICS, that's command operations, planning, logistics and finance. And that's what we talked about of setting any of those logistics up. And when that system works, it works really smooth. It actually takes those manpower. And it actually kind of just facilitates the work out so that that command operation can focus in on exactly the operation at hand.

As operations moved from the, I guess, and we start getting into bigger operations and the fire is a good example of that. You're talking larger scale or multiple day events. We're going to move to an ICS. We're going to move to emergency operations systems such as the city. Because it might take a lot more resources. When the PD goes out to something such as a barricade, we'll go out there. We'll call fire. Fire. We'll actually come out there and work the command post with us until we can get the barricade resolved. When you're talking, situations such as a fire is probably going to. It took street operations. It took water. It took there are there are multiple city functions, and there could be multiple state and federal functions that need to get involved. So we actually up scale of that. And so the ICS and the emergency Operations Center can move into an actually a bigger system. And that one was activated immediately, which I thought was a phenomenal idea. Communication center. We moved the event to statewide radio channels, and that's just for interoperability with other agencies. So we have that availability, to move everybody over. So we're not trying to operate off a different channels. We could kind of coordinate our approach to that. We did utilize that during the fire, and we utilize that quite a bit. When we're dealing with the agencies around us, communication center backup and call rolling, we still use at com, we go through at comm. They're responsible for truly our radio system when it comes to the towers and all the infrastructure. It all comes through at comm. We have our own dispatch center, but our radio system goes through that. But our cold call rolling can't go down that comm. So in the event that we have something that is building one, we could roll the calls down that comm so we can still effectively dispatch as well as we have the ability to move any of our communications center off site and actually have to a command center and have full functioning dispatch so that not only for the incident, but for anything that's occurring on the street. And then the council role.

And this is where we talk, Council Member Morris receive information, updates and support staff. And we recognize the need that you guys are dealing with a lot of constituents and they're going to get with you. And I think that this is an area I know I speak for myself, not necessarily under Chief Baer, but I'll speak for myself under being a deputy chief as well as an interim chief I've lacked in this area, and this is the area where I've wanted to improve and really try to figure out what are those efforts look like. And I think with, Kaitlyn over there is a pill and understand and the resources we can bring together in the Pio network, I think we can make some great strides in this. As far as how do we support those efforts? How do we get the most communication out there, and how do you guys get that information out to your you to actually out to your, any of the citizens you might be serving? The one thing I would ask on this, it's very important that information that you're getting, the best place that you can get that information is just like we did with the fire. If we have a collective meeting point, such as the city, or if we're able to do it via the teams or something, coming out to the scene just doesn't help us at all. It almost hinders operations if you roll out to the scene. We have other concerns that we have there citizens out there. When we're trying to do those operations, we would just ask that there be a meeting location outside of anywhere where the emergency command post is. Is there just a lot of operations going on? And you guys, unfortunately, it's like with council security until we can make sure of your safety, because you guys are a figurehead for the city. And that will actually detract our resources of what we're trying to do out there. So if I could ask anything of you is that would be the one thing that you could do for us. And then if we have you all centralized, we can get that communication piece. And I think we can make it a lot smoother than trying to feed, you know, in different areas, if that makes sense.

And I'll add to that, it's it's extremely helpful for us to know that our job is to stay out of your way. It also was very helpful to have Tansy giving us updates because, as you said in the past, that hadn't necessarily happened. And so we were kind of in the dark and trying to figure out what was going on. And so sometimes the only way people felt like they could get information was to go to the source. Taking that piece out of the equation makes us feel better about not being nearby, because we know we're going to get those updates. And so it's easier for us to step back, stay out of your way, let you do your job, because we know Tansy is going to give us an update. And that means we don't call you, we don't text you, we don't go to location, we go to Tansy. So. So civil unrest, lessons learned. We talked about that. We're constantly looking. So we look at the different situations out there. And it's, Chief Kelly alluded to the fact of when you're talking after actions and if you're to do an after action, right, a lot of these after actions are anywhere from a year to 18 months, at least for the police field. I'm not really sure about the fire, but, as for police field, we're looking at a year to 18 months, so anything that's happening is going to be of a real in depth value from like, Minneapolis at this point, we're looking at probably at least a year. But as I mentioned a couple weeks ago, we looked at both short term, long term. So short term, we're already studying what's going on either through interviews, what the news is, putting out videos that we can watch. So for lesson learned, what's working well for them, what's not working, what are they doing out there that's maybe causing more animosity? How are they fueling that fire or what are they doing that's really kind of quail on that thing. The situation's out there. That's kind of the short term approach. So we're constantly trying to get our people up to speed so that hopefully we don't make those same mistakes. If it comes to our backyard tonight versus the long term, which is really complex. After action reports that you can break down some of the things that we've learned in the past that I've just pulled out of

some of our training that we've looked at. We looked at the preparedness and the intelligence coordination, and that is through the capital attack. One of the things that came out and that was in 2021, 2024, DOJ actually published that report. But one of the big things was is that information was never shared. So nobody really had an idea of the totality of what that day was going to turn into, because there was pockets of information out there, but it wasn't shared amongst each other to actually come up with a collaborative approach on how to better coordinate the things out there at the Capitol attack, you look at any interagency collaboration when we get this information, do we just wait on it to make sure, or are we going to wait on it to actually see if this is going to evolve into something, or do we actually start pre-planning? I can tell you what we're doing today. When we start reaching out to other agencies, we reach out to our fire personnel, we reach out to our partners, and we start pre-planning, and we do the white House. We will continually do what is this? I call it like raising a five year old. It's kind of, well, what if what what what? They just constantly ask those questions until we get there. And that way we can actually coordinate resources prior to it getting out of our control if we have that information. And, and we're predicting that something could come here. Use of force and crowd management. In the past we looked at militarized tactics. Today's is basically a de-escalation. It's training and allowing them to express their First Amendment rights. Public trust and transparency. Not only is the after action, but what can we do actually put out information as well as body worn cameras, and other things. Post-incident and then obviously operational flexibility. And that's what we do pretty much on any type of critical incident. We start stage and medical. We start anticipating what resources we might need once the NCA incidents are resolved or as it progresses, what we might need during that incident itself.

When we look at this and information sharing, this is when we were reactive. A lot of departments reactive. Now they're actually using, integrated, type of fusion center for life safety bands for the fusion centers. Kind of an example of that is, all the safety reports that come through schools go through a fusion center. So what that allows us is if somebody is at home tonight and they see information in New York that there's going to possibly be something at life, a thought in school, they can actually report it to their police department. It'll be vetted through the fusion center. They'll call our dispatch at any time of the day or night or two in the morning. And we start waking up our SROs or SRO supervisors, and we start working on vetting this information long before the doors at school ever opened up. So that's where we've learned as through agencies, not only at municipal, state and federal in the law enforcement field, that sharing that information is important to get ahead of that. We also look at crowd control. We talked about that. The old school of thought was mass race riot control. Now it's de-escalation and it's basically targeted interventions. Meaning you've seen it on there where, you know, there's a lot of water bottles and stuff thrown. It's targeted interventions. When will we act? But our main focus out there is the actual de-escalation of those situations. Finding that that works better than it really is target moving into that crowd. Because crowds can be a lot bigger than our resources, that we actually have on scene. And then the, integrated response, ad hoc coordination. We talked about that is pre-planning. It's getting other agencies involved. Communications. We were delayed. We're defensive now. It's transparent and it's real time. Updates is really where that mode has gone is that the public really wants and they deserve both real time updates. And how do we approved on that and that officer training. We were a lot tactical force.

Now we're a lot of right based rights based as well as when we call trauma informed. So what we're doing in a lot of our training, the right space has been really easy. Adam has been a huge resource to come in and continually update our guys on rights based. And here's the rights and here's what they have, and here's how you do it. We've also moved into trauma informed. And what trauma informed is, it's basically that psychological method of what individuals are going for. And this could be as simple as us going out to a death investigation at the house. And you have somebody that's just kind of loose in our officers. You know, in the past officers would like, hey, calm down. I calmed down and now it's more of we're trained to expect that type of behavior. And how do you manage that behavior, knowing that that behavior is not at law enforcement. It's not a defiance of authority. It's because they just lost somebody. And that works anywhere from a death investigation all the way, that crowd control, just to understand and their passion for a particular topic and where their emotions might be. And how do you best manage those emotions instead of look at it as just a defiance of authority and you're just saying, no, you will do what I say because we are the ones. It's looking and trying to manage those behaviors, if that makes sense. Okay. Thank you. Greg. I'm I'm going to talk briefly about legal authority, for this. And as Greg mentioned, the incident command, center is important to recognize that both the police chief and the fire chief have the authority. But there's multiple levels of control, right? There's controls in the in the at the scene of the emergency. They have a localized, typically a command center that's nearby. And then there's the police command staff that ultimately at the EOC or other locations, city manager possesses authority both in, certain city code and by state statute. The mayor possesses certain emergency powers

through the charter that I'll, we'll go through. And then importantly for all of you, what what Greg was referring to earlier is what is the roles and responsibility of the city council, and that's, both in, state statute and in, our city code and city charter. Important. Just to put it out there right away is you'll notice the third or the second bullet under city council is to communicate with the community. Because representatives of your constituents or constituents are looking to you for communication. Part of the nuance in that communication from the city manager or from police or fire to you is vetting. Here's the information we have, because we've all learned that sometimes that information is incorrect in the moment because we were dealing with dynamic situations. But also here's information that can be shared and here's information that shouldn't be shared because we haven't confirmed it. Yeah. And so that's a tricky thing because that's kind of why PIOs are a profession themselves is delineating what what can be made public and what can't be made public. And clearly, as officers in the community and representatives of the community, you need to be able to understand that, to have that delineation. So, as I mentioned there, the third and charter has the authority of the mayor, to be the conservator of the piece. This is a dated reference. It comes from the 1954 charter, creation. It is consistent with many charters across the, Colorado municipalities and, and actually the same authority that is given the governor, by the state of Colorado. We view this authority to be in concert with and in, partnership with the authority that I'm going to talk about in a minute with the city manager, because it is a different level of maturity. The example that I gave in, in, in preparation meetings here is that the mayor has an authority

to declare an emergency and in essence, bless the use of, private resources to assist. So in the example of a flood, if there was a massive flood coming in, we needed people to come volunteer and fill sandbags. The mayor could declare the emergency and then say, if those of you who are willing to help, we need your help. And so if somebody was hurt or paying for supplies or that kind of thing, that is where that authority, for the mayor comes in. The city code authorizes the city manager to declare a disaster emergency for up to seven days. That is consistent with the statute you see right underneath it that is required, for typically to engage the, systems that Ryan was talking about, the mutual aid, in our agencies and state and federal partners that we use, it is required that the city manager declare that disaster emergency so that those resources can start being funneled to the city. It also opens up funding, for for rehabilitation and fixing, fixing up after a problem happens. Lastly, I just wanted to throw in there the iMac system. Is this this this process, frankly, from a local level, goes all the way up to the federal level in the sense that last statute actually is an ability for states to ask for other states for mutual aid. So, for example, one that happened a couple of years ago is Thornton sent, some police officers to Milwaukee for the Republican National Convention that was under the iMac system, which is a mutually agreed upon, that all 50 states belong to. And that's you're able to shift and it can be for man made disasters. It could be made for, potential civil unrest. But in the case of, of the RNC, it was just a predetermined request that we we helped out with. Before you move on. Yeah, sure. So, yeah. Quick question on on the previous slide, back to the city council

responsibilities, that third item, recovery governance. Is there a deeper topic there? Well, that really is talking about the expenditure of funds is really where that comes from. So that when the mayor or when the city manager declares the emergency and if the emergency is over within seven days, then the emergency is over, is it? But by law, the city council needs to ratify that. So both mayors decision under her authority or the city manager's under hers. Both need to be ratified by the council if there's a time limit to that. And so the recovery guidance is really about the policymaking that you're typically doing with the expenditure of funds, what our priorities are, what our plans are depends on the nature of the event. Has it ever happened important where there is a seven day. Yes. The last one was 20 Covid, Covid and the 2015 floods in the floods and floods got it right. And part of that was we didn't have a way to work online because our charter didn't or our activity didn't allow us to have online meetings. And so we did an emergency, review to have online meetings. And then the council extended that for the real time. That was the council's role. And its city manager had other issues to deal with. And with that, is there any training that we should expect or a situation where the mayor is in charge, from for emergency powers and like a function that needs to be carried out, is that required? Should it be, is it recommended? It's clearly a conversation we can have, and we'd be happy to provide that training for you. I mean, I think it's important that everybody understands what their roles are, especially in the moment, as we learned just last Wednesday, what that looks like. People want to be helpful. They want to be assistance, and there's roles for everybody there. So I think that's something we definitely can work on. I do think that would probably be broader training than just recovery governance. I don't know that to the point,

I think that is a very thing depending on and it's really us, you helping us support whatever programs, capital or whatever that becomes part of a recovery plan. Not every emergency is going to have that kind of circumstance. But I know one of the upcoming slides, we will talk about future training opportunities. And I think, certainly something we can continue to focus on. Great. Thanks. Okay. And there's just another summary. This is a state statute that that specifically authorizes the city councils authority, to suppress riots, root phrase noises, disturbances. You can tell from the nature of the language, it's quite dated. But it is common, in all of our codes in municipalities across Colorado, including the state. And I also did put in there there is authority for the police chief alone to deploy to request or deploy officers to and from other jurisdictions for civil, disturbance purposes. We do have an MoU in place with Denver Police Department for that purpose. And what Greg was referring to is, solidifying those agreements with neighboring communities. So adjustments for, Adams County Sheriff, those kinds of departments. But that is the legal authority for the chief to do that. In 2020, following, the protests, after the murder of George Floyd, the law enforcement integrity Act was passed by the state of Colorado legislature, and it did a whole host of things. It was a very widespread act relevant to this discussion was there was a certain provision that provided that police could not engage in these specific kinds of acts when trying to suppress a, civil

unrest situation about deploying kinetic impact, projectiles in certain areas of the body that had elbows or back to discharging kinetic impact projectiles indiscriminately into a crowd, or using chemical agents, including pepper spray, prior to issuing an order to disperse. I would note that each one of those bullets are what all officers were trained before the George Floyd protest, and they are continually, that is that is what they're told not to do. This just codified that requirement, because as we have seen in if you've read the Denver Post, this happened quite frequently, unfortunately, in Denver Post, during those protests. And by my last count, just informally, I think Denver's around $20 million in liability payouts and settlements post for those protests alone for injuries involving indiscriminate use of these less than lethal munitions, typically eye injuries and other kinds of very serious bodily harm injuries. But I wanted you to know that, obviously, police officers are not trained to do that, anyway. And would not do that. The legal ramifications of that bill, which is something as a, as a city attorney that advises the police department, it pit, created a new state of cause of action, which typically had been filed in federal court for a deprivation of of civil rights for excessive force. It created a state right. And notably, what it did is it took away qualified immunity, which was the typical defense that I would use as a lawyer representing the city and the police officers, saying, even if you know the person, you know, the officer committed the act, they're granted a certain level of immunity for doing so under the law. The state, decided to remove that qualified immunity

for lawsuits that are filed in the state. The city must indemnify our officers. So that means that we paid for the council, their lawyers and any judgments, that are assessed against us, either by settlement or by jury verdict or court decision. There is a notation that police officers are personally liable for $25,000, or 5% of the judgment, but even if they're unable to pay, the city still has to pay that part. Lastly, it also created a crime in the state of Colorado for a police officer to fail to intervene when, that officers observes another officer using unlawful physical force and fails to either intervene or report. And if they fail to do that now is a crime. But there is a decertification of their post certification that's there. In essence, the police, license to to be a police officer, you know, when you move on, just a, you know, the last point is that only apply to post certified. It does not apply to federal officers as far as the the requirement to intervene when another officer is, you know, lawful. That's not clear. And that's something that we probably will talk about in our closed session. In our one session, executive session. Okay. When coming up tonight? Yes. Okay. So the training, I'll go through this quickly. The training in which we have, you'll see the Metropolitan Police line in public order training. So we actually send somebody over to London. It was cheaper than you think. He lived there? Yes, ma'am. There. So this cost us some flights. But what we look at is, is the goodness. When we deal with crowd control or anything like that. It's a low frequency, but it's a very high risk activity. So that's how we judge it. In police work, all we want to do is actually learn from those

that encountered a lot, because they've gone through a lot of lessons learned, they've made a lot of different tactics and adjustments and stuff. And so it is extremely beneficial training. The other training that we're going through is now post does require crowd control training through the Post Academy. And that requires all new officers to go through that training as well as we had new equipment purchased for the department back in 2021, the annual training of selected department members. So on top of all that training and ongoing training, we actually use those swing shift officers for additional training. And that and we basically that's a lot of it's scenario based training, you know, just taken taken boards and stuff and thrown at the guys and, walking them through all kinds of different scenarios on that. We're talking other training. And this was kind of another question I saw come up. Part of our other training is the annual training on active shooter and threat assessment. We're available for the threat assessments, obviously, throughout the city, whether it be residential homes or be businesses. We're constantly, working with the schools on any type of, threat assessments. And it's something we offer not only through our, Swat team, but we, offered as part of our community liaison officers will either address those concerns or they elevated to a higher level if, they want a more in-depth threat assessment. We also do annual multi-agency exercises and active shooter. We're the primary, agency that puts the one on over a water world, which basically brings that every year we bring in multiple agencies from all over the Denver metropolitan area for that exercise. Threat assessments and walkthrough of city facilities, staff training and emergency plan coordination through risk management. Cybersecurity training and tabletop exercise.

That's kind of, in Ryan shop, but it's more of a overall city. Not just looking at the threat from a police, but threat from a city as well. And how do we operate through an emergency operations center and then, using obviously, the ICS model, and having that training and as I said, there's different levels of training, not only for the police, but in the fire personnel. They have all these I think most of their fire fighters, if I'm not wrong, have that higher level where as our officers started a certain level, and then as you work your way up through the ranks, you take different levels of that ICS training. And those are weeks, week long, two recourses themselves before you move on. Yep. Drew or Devin. Sorry. No. Jesus used to call me. Oh, yeah. So one of the things Jim mentioned earlier was the safety program that you guys utilize. I, I love that program. My wife is a principal at the school, and, I will also say at 230 in the morning, it is very annoying when it does go off, but it provides a lot of great detail. And it does, the annual training on the active shooter, I mean, Thornton is no, stranger to this situation. We had one right around the corner several years back. Do we know? And I don't publicly available for obvious reasons or response time or for the 40 plus schools, if there was a situation that would occur at those things, or is that something that we would need to reevaluate and look into? I would prefer to move that to the executive. So I don't I don't want to broadcast that. We are looking at those kind of situations. Absolutely, absolutely. That's it. Okay. Thank you. Tabletop exercises we talked about, those are real critical to actually bring staff together

and really work through the tabletop exercises. And, Ryan, as emergency manager, you want to and speak on these. So, yeah. So roughly about every year we, we, we put on an exercise, we participate in an exercise. There's a lot of regional trainings that occur between fire police, EMS agencies, the last few that we've had, last, September, we had a shelter, full scale shelter, exercise to mark up Carpenter Center with over 200, roughly 200 participants. The year, the end of last year was a cybersecurity tabletop. And so, 2023 was a regional cybersecurity functional exercise where we activated the EOC. We activated our cyber Inter response team. So I would say we we constantly are evaluating the threats, the risks and the hazards. Right. And whether they're manmade or natural. And then we integrate those scenarios based on lessons learned. Right. Based on where our gaps are, where we spent time planning, and then we test the plan. And so we do that really through, workshops working with, with our partners and talking about things through doing tabletops or scale exercises and things like that. So I mean, even in the after action from this last fire, there will be improvement plan developed and then we will be looking to integrate planning and then exercise again. And that is that is a the living cycle of our jobs really. Like that's really our bread and butter. So we don't have any on the books as of yet for, for this year. But we will be evaluating, I think, EOC capability, EOC activation process. We'll be looking at all of that this year as well. So for the ongoing operation, I'll just to wrap up my part of it, what we're continually looking at, and we do look at this is like the continuity of operations in the PD. We find ourselves looking at this multiple

times a year, because any time the chief decides that staff's going to move around, it does move that plan around. So we have to actually go ahead and make updates to that. So it's really kind of a living, breathing document for us. We also look at the civil unrest and protests, our response to city wide events, as well as our outside agency coordination. So if we're even asked to go down to, to Denver, as, Adam had alluded to, you know, we are have an MOU in place and that MOU basically spells out kind of the rules of engagement and then what our rules will be when we go down there. And we have to make sure that when we go down to a, when we go out to a different agency, I mean, really we're kind of following their rules as we go in there. So if we're not comfortable with those rules, one, we don't go down there to we'll pull out our through. We don't sign up in that MOU. So that's what that MOU will really lock in kind of that those specifics on on what's needed and how we will respond to assist any of those and then dealing with we also look at, federal partners, the Ice, and how our response will be to that if we are called and then looking at municipal, county, state and federal roles and responsibilities, our coordination and communication to large scale events. And that's really a big time in Ryan shop. And as far as dealing with that, we kind of deal with that. And that's why I think we as a city, we're very fortunate. The structure we have having an emergency manager, on board, that really gives us set up a leg up compared to some of the cities that, when I got here for the longest time, it was just a part time person. Never even knew. I mean, there was always the office of the sign, but never saw anybody in the office. And, you know, we've learned from that, that we've really expanded those duties from here. So also we look at areas for policy development, as I mentioned, going to LAX, Apple, we're constantly updating our policies, areas for training and preparation and outside coordination, continually evaluating that

and always changing up our training, evaluation of lessons learned and best practices. We use basically all the big resources out there ICP, DOJ, police, one, FEMA, and then looking at our crisis communication plan, the internal that's department city leadership as well as public alerts and communication resources for public and city officials, which I will hand this off at this time. Yeah. So, and I know there's some interest, it sounds like, in some more targeted training. So the council around crisis communications and some of those systems. So, we're going to shift a little bit away from that gear, but we'll come back to that, knowing that there's it seemed like there was interest in that. On January 27th, the mayor pro tem did share some categories of suggestions where the city could actively step into supportive, roles. This came from a community partner. These were the headings that I think she distributed a hand out and asked if we could summarize the efforts, around and opportunities around these and these different headings. We we didn't yet there's a there's a corresponding memo to this information that didn't get in the packet. I have email that to you all. Make sure that the memo gets in the packet. So there's much more detailed information. That was put together as well. So staff and economic development and the police department, and also in Community Connections did look at that and enjoyed the work that they did that was responsive to the suggestions that were made by cultivating, though, there are many efforts that, that, do already align with that. I think we revisited some of the communication

resources to make sure that they were, maximized, and aligned, with those, there were several suggestions that were very targeted programs, either financial support, that was specific to circumstances. The city has limited or we provide funding to partner agencies or we promote the work of partner agencies. We have very few direct funding, emergency funding, processes that we provide. It's that was a direction that the council wanted to go. Certainly more work would need to do it. Does it develop a funding source? You know, what the, you know, the scope of a program would be the criteria for participation, those kinds of things. So largely you'll see in the memo, we largely either enhance existing resources or looking for additional opportunities in terms of, training or communication. We wouldn't recommend any new funding, or programs, that you've got here. So I am just going to hit most everything on this screen. Well, everything on these screens is in the memo. And then there's some additional information. And then then I'll do we try to lift out the things that were potentially the easiest, quickest resources that you could draw out of these presentations and share with community members or constituents. So, again, you know, we haven't recommended any specific, housing or emergency financial resources, but there are, programs that do provide some resources. I think the council is well aware, and I think many public, members of the public know they can go to community connections to get case management assistance in person. They can call, they can email. There is you're going to see different resources. The resource hub,

there are direct links that you can send that take people to the specific resources, that are, that, that are sorted on that resource tab. So you see that reference and two on one, certainly can provide people a broader scope, beyond just the resources that are available in this region that can help people to identify resources across the whole country. Again, there was, feedback about immigration, resources and legal support. We did identify and add some additional legal support and immigration resources to the resource hub, based on, some more recent information. We do have information, particularly when it comes to immigration, both available on the community connection site and on the, police department's web landing page for immigrant and, and immigration, kinds of support. Again, from a mental health perspective. Again, I think, I think we have again added some new resources to this list. There are a number of things that are available on the resource hub. I think this link hopefully will take people to the specific part of the resource hub, specifically related to these. And, and in the memo is additional information not only complementing the information, our contact information for the co responders, but information about their availability and shifts and other kinds of things. So the memo includes a little bit more information there. And again, we've had prior discussions with the council just about being really transparent about this. Our local role and immigration. We we have created a website. We continue to refine that, continue to do outreach.

There is, some deeper explanation in the memo about, coordinated outreach that's happening between the police department and our economic development department to businesses, and to other, communities. And then so from a small business support, again, we don't, we don't have direct assistance for a business that believes that they might have been negatively impacted, you know, by the public perception around immigration. We are going to try to highlight through our shop local promotions, you know, businesses that that potentially could use, some heightened awareness about, their, their services and opportunities. And I know at a future, I know that the beach has had prior conversations about, particular frustrations or, ways that we can support our local businesses that are being impacted, by immigration, enforcement. And, and those conversations are going to continue. And that, so I know that was a quick, page through there. But again, the memos got a lot of additional information and that, vein as well. Cherish, what is called the Rondo's role in this situation. I recall at one time we had a relationship with them, but I'm not sure what it is. So they may be listed as a resource. I didn't cross check to see if called upon that was listed in the resource. The reason they were reference is the mayor pro tem. When she made this request, she she referenced that called Amando. Thought that these were categories we should consider, and we could certainly make sure that they are listed as a resource. In, in the resource hub and other materials.

The other questions? You have one more time to go ahead. Yeah. In your slide. You back on yours too easy. But, let's see the trauma informed side. If you talk to disability or veteran groups for the trauma piece, no. As far as as far as how we. Yeah. Do you talk to disability groups or veterans groups for the trauma or typically we're, So we're our trauma. We're a lot of that trauma training comes in and is not necessarily that, but through department psychologists and through our co responders is where we've really started kind of a lot of that interest. But we were certainly open to looking at other outside resources that could provide those, you know, anything that would actually assist our officers in kind of identifying those behaviors? I don't think there's any resource off the table for us. So that would absolutely be something we'd been on. Yeah. Okay. Any. Other questions. Just look to people that push the button. Most. Well so those are the those are completely let me take one. Anything else from you guys. Thank you so much. It was incredible information. I do want to say it makes it very easy for us to be proud of the work that our fire police department do on a daily basis, and the amount of training that you put into this, and the ability to look at each situation and learn from it is great. And so thank you so much for bringing this to us. Thank you for all the work that you do every day for the city of Staunton. And I'll say that we were really impressed at how fast everything went down. They said that you guys were amazing.

At her job, John, that from our Richard. Now we were just, you know, I fairly need to ask more questions. Okay. All right, so we have an update on the emergency alert system on that, I think. And so, I'm going to give this the floor to Ryan Doyle. So this is a late addition to the, agenda. And so we we, we didn't have agenda materials and packets, but, Ryan, as we know that that you're getting lots of questions. We had a lot of media interest, in the transition from code raid, code red to raid. So, Ryan, so I gave you an update. Yeah, I completely understand it has been a priority of ours as well. From the moment we learned of the breach with code Red to now. So let me give you where we are at right now. So as of this afternoon, Thornton dispatch now has the ability to send, reverse 911 through the rave system, as well as to send I pause messages through this new rave system. We are looking at, a public launch for our residents, this coming Monday, March 9th, where we will be pushing out, kind of is a phase three phased approach. This first phase is getting it out there as soon as possible. Right. So we're going to be pushing out social media on all of our handles. As well as fire police, fire police and the city's social media. We will be doing a website, spotlight article on the on the change. We'll do a press release as well as t alerts and team. So our t mail, blurbs being pushed out as well. We have, as, as we talked about in our last presentation, these systems evolve and we're going to continue to change. So we are working right now with communications to kind of put this in a campaign type umbrella,

which we are now calling Thornton Ready. That will be the umbrella for everything from preparedness, education to alerts. And so this system will be bought and ready. Alerts, a lot of communities who have gone through the same struggles that we have with emergency alerting have done very similar. Douglas County is now Doug co alerts although they use rave. Arapahoe is a rap alerts also through rate. So to avoid the future evolution change where we're trying to tie it to one name. And so, communications is really helping out with trying to formulate that. Get some logos. And we're going to, we're going to have that ready for for next week. So that's the first phase, right. Getting it rolled out. And so that's really been from, this, this beginning most of this week. And then the second phase is really, next week into the rest of the month, we will be focusing on updating everything that we had on code Red. Anything that we we're trying to get back to square one, where we were with code Red. So, pardon me, I need to go through all my notes here, but, that will include looking at all citywide electronic screens that are pushed out on every city building, updating channel eight and any advertisements. They're all the advertisements that we push out of during special events. We have the big, the big jumbotron, right. We'll be updating those as well, videos with fire police and dispatch promoting the new system, revamping the old code Red web page where it had fake news and other information on how people can sign up. So we'll be updating that as well. We will be also, we have all employees integrated into the system, but we need to message to city employees. We also need to have them go in and update their information with their updated, cell phone numbers. So we don't have that content. So we'll be coordinating with them.

We'll also be developing and updating the, posters, fliers, handouts, business cards, everything that we utilized for code Red previously. And so the goal for that is to get it done before the end of March. We are also looking to do a test by the end of March, where we will be testing both the external notification to residents, and then the internal notification to employees. And then really for April and honestly, for the rest of the year and beyond, we're going to be looking at, obviously testing. So testing twice a year, we'll do it in March and we'll look to do it again in September. So roughly twice, twice a year, public outreach and education efforts. So I did I have, good notes from the last time we presented, of all the agencies will be reaching out to, we'll also be reinvigorating what we were doing leading up to the code red breach. So that includes sign up tables on a weekly basis at all rec centers, active adult center, Anythink Libraries, and then coordinating with our local partners as well, offering training sessions. We were offering training sessions at the Active Adult Center. We'll continue those as well as going back out, to our schools, as well as rec centers as well. And then I have, kind of a laundry list of of all the people we're going to be coordinating with. We have very good relationships with a lot of people. But, based on your your feedback for, for me, all of our ways, which we were already communicating code red to. So we're going to revamp that, the Alliance Alianza center. Chamber of Commerce, working with our local businesses, multi housing apartment buildings and mobile home parks. Our senior active, sorry, our seniors, adult and, assisted living facilities office. So excuse me, my,

all city facing public buildings. So making sure that there's fliers, posters anywhere where the community walks in, they're going to see it. And then all of our special events, National Night Out movie nights, ice cream socials, school district newsletters, presentations, take home fliers, church bulletins, veteran local VFW and veteran organizations and other partners in the disaster response realm. Adams County Team Rubicon, the disaster Baptist disaster relief that were that are up in, northern fort. And so we're going to be working to coordinate with all of them to share the information, share the resources, go to presentations. Again, I'm one person, so we will do our best to force multiply, will utilize our cert volunteers, will utilize our PD volunteers and then fire police and dispatch. The city will be pushing out as much as we can in all directions. So we are trying to do a full, comprehensive push on all of this. And I know that's what our three deserve. So we're going to work hard to make sure we get it out there. I have Chris and Devin had another thought, in terms of just getting a broader reach for the new system. And it came clearly because Girl Scouts sell a lot of cookies in. They're at the liquor stores. They're acting super right now. I mean, I don't know, but, yeah. I don't know if there's a possibility of of engaging some of our large retail businesses like Costco or King Soopers and say, we just want to set a table up. Your, your, your, your retail store is important. And they let the little girls do it. So I, you know, imagine

if we had some volunteers from department or police, you know, sharing that information. Maybe they'd be open to allowing us to set a table up on a, you know, busy Saturday or something like that. Yeah, that's definitely doable. Just the cookies that you send our daughters that out of all of their. Devin, I'm excited to see this new, program take off. I do have one question regarding the code red, system. Did we ever find out how long the data retention they have in place is? Yes. I have that in my notes. I had I had not gotten back from them. We were kind of busy in the transition period, but, from from what I know, last I talked to them, it was once we leave the company, they delete the data. Okay. But I we've kind of communications are not great. I think it's as soon as I get an official response. I don't like us anymore, so. Yeah. Yeah, yeah, I will let you know as soon as I hear back from the last request. Doesn't. Yeah. So what were the major factors in the in the transition? I mean, it's been many months and I understand it was delayed at some point or something. So what were the factors in that delay. So one we had to pick a, a system. Right. So I think we decided in early December that we were looking for a new system. And then there was the contracts process. So evaluating the contract, making sure that it worked well with our legal department. And there's, I believe the contract was signed on February 11th. And so we had 13, 13 business days since that occurred. In that time, we were, downloading data, uploading data. Our dispatch was working to try and get information into the system. They have to configure it for us as well. And so, and then another big hangup was just getting training.

So getting our dispatchers trained to send the messages. So that happened this afternoon. And because of that happen we now have the ability to send and to make sure we understood your question was the question why we left code red, why we didn't run was code red? No, no. My question was, well, I guess this is just actually in response to a question I directly got from a resident, and she understood that Douglas County was in the same situation with code Red. And, she told me that Douglas County stood up their system and in January, since a really quick turnaround. So she asked me what was the difference between our, our and, implementation in Douglas counties. And I didn't know. So that's why I asked it to be clear. We didn't the council we didn't start the shift. January 20th is when we made that the, checked in about changing directions. So, I don't know when Douglas County started their process. And I said, honestly, I think it was within a week, within a week of noticing the impact. And I do have a board that runs their, dispatch center. So they pulled the board together and that's I don't really know the full story, but that was what I was aware of. So they were quick to make decisions. Okay. Yeah. That was just something I had heard directly from from a Ward one resident. So I'm not going to answer. Jonathan Chan, thank you, ma'am. All right. Thank you for the presentation again. So I just have one question is like, do we have, like, the app like for Apple and Android? Our, yeah. So we're we're currently working with, rave to, to clarify that. So, so rave is, is a function of two different systems. It's rave alerting and it's smart 911. And if you're familiar with smart 911 is a national system

that is kind of a consortium of where basically people can input their personal information. And so I'm trying to clarify, like what app are we going to be pushing out, or are we going to be pushing out smart? I'm on one or rave. And I didn't get a clear answer from their implementation team, so we're still working on that. But yes, I will have an answer for that. As well. Okay. Thank you sir. Cherish security on and off ring. Yes. We had to say, it is one of the highest, rated, emergency notification systems. It meets, Ephram, requirements, I think, Council member, bird asked the same question last time, as well as, I apologize, I don't have the notes in front of me, but we definitely did. And then we also did an internal cybersecurity analysis with our own. It team. And which they weren't in the past. Okay. Because some of my neighbors are already pushing back because they're like, we don't want to be breached on two different systems. And since, you know, they're not getting that warm, fuzzy feeling right now. Yeah. No, I, I think that's that, that's the problem with any system where you put information as you always have a potential that it could be leaked, or, or compromised by a third party. So did you do it with code Red? I'm sorry. I can't answer that right now in front of me. We switched over in 2017. There was analysis done, but I don't have the answers in front of me. Any other questions on this one by now? Thank you. Thank you very much. All right. We have a couple of discussion lines before we have our executive sessions. Any board or committee reports tonight, Justin. Yeah. And, I hate to spring this on you, but this was a discussion that happened, that data,

regarding our c. I was at my met up to, you know, you know, and I know it's not, I just I would normally just say, let's talk about this, but it's going to have a short timeline. Can be, legislative session. But essentially, there is some concern that, as county commissioners has raised the concern to me about the, single commissioner, who is yet to be confirmed by the Senate, at least Jones, who represents Boulder County in Adams County, and the second commission, who she also is an executive director of the Southwest Energy Efficiency Project. And normally that wouldn't be an issue. But I think what's happened over the course of the last few months is that the sweep, organization has been actively involved and, lobbying, I would say the outcome of the ten year cap plan. And so there have been some concerns about conflicts of interest intentionally among this, this person who is, you know, advocating for a specific outcome of the plan, but also voting on the plan itself. So Adams County is, the Board of Commissioners is putting out a letter in opposition to the confirmation of, of this. This is part of a Neda and several of the other communities that there was also an interesting conversation. They wanted to bring it back to their cities. And I feel like we should do that as well, because we would have been greatly impacted by it. A couple of things that we've already seen, we've seen this $50 million plus requirement to fund us staying with our county health funds come up, which, by the way, are funds that are intended to stay within the segment that they were. These are total funds. They're intended to stay in our area. These proposals need they could go out to a state I say project.

That is one issue. And there's also the, the position that the, sweep has taken about, being opposed to any additional lanes out of some, either the 270 project or the 25 project. That's the source of all the concerns. And, I wanted to bring that up and see what the council thinks on either following Adams County, and doing a letter or also at if we want to even, you know, go back to nada. The native thing I think is less important than actual bringing this up as a council and whether we want to support or not. So I want to put that out there and see what the rest of the council wants. And I'm glad you brought that up, because I was going to bring it up as well. So the mayors have also talked about this. The metro mayors probably won't take a position only because it's not a regional Metro 38 mayors group. However, all of the mayors in Adams County are looking at their councils to do a similar letter. Just wanting to have someone that is actually committed to the area from CDot representing us, and so council's okay with it. I just sent the Adams County letter to Tansy, and maybe staff can drop something for me to sign on behalf of the council over the next day or two. Absolutely. Any objection to that? Which was that was my need to update you. And then we can send a copy the other to native for their reference to. Okay. Yeah, yeah. And if the timing was, you know, because normally monthly but I guess based on that outcome, I'll be happy to say that when Thornton is, you know, wants to collectively do that, we'll see. One time I have expired minutes, I wasn't busier, anything else? Just not for a board report. Okay. Great. John. And then so nada again. So, we had our annual retreat, and it was my second meeting. Of course, Carson spoke to us earlier, and and I said, I fully concur with Justin and the board of commissioners as well. And I actually brought that up when, you know, with Kent earlier about the,

you know, predicated bus busting funding, it's like it's I feel personally it's being shoved down our throats. I've had time to research it. And, you know, AMS County has historically been left behind and it's happening again. So I want to thank the council, for for agreeing to have the letter sent to to make this happen because we, we need the 25 project built without condition. So that's all I ask. Any other board committee reports. All right. Discussion items, group things on the council on the third mentioned the starting the board, discussion, but a potential proposal for a change in our policy around, one board per resident. I, I know we have a few openings left, and there have been, folks that have expressed interest in being on multiple boards but can't. So I wanted to see if there's a way that we can just say, well, can you be on let's allow two boards per person. So we've done both ways. Right. So we used to be on as many as possible. The challenge is you get one person, then that gets on everything. And so we said the priority was one. I don't think it's a hard, fast rule. It's a recommendation that council can always, if somebody applies they can apply to more than one board. If there's an opening council can decide to waive that. It's not a it's not a line in the sand at all. Got it. So it's just a it's a recommendation to allow others to participate but it doesn't prevent participation okay. That's great. So we don't really need to change anything. I don't think we do I think it's I think that's right. I think there's language that the council will prioritize more representation. But if there was cause I think the council has considered in some circumstances, appointments,

I think generally the council has prioritized representation and having more people involved. I think that's an the the recent precedent of decisions. Okay. Group. Thank you. Second question, I actually have a follow on. The question is this, this is a very, large encampment or storage site, actually a lot, 120th, right behind bricks plus, the door side, kind of just east of Grant and hundred and 28. So, couple residents sort of notified me on Friday. We read about this and reached out to each of our homeless outreach team to begin that process. It sounds like, after, you know, through the weekend and then responses from the city, the abatement was scheduled for this morning. I'm not sure if that happened yet or or where that ended up, but, that was scheduled. So, you know, this will have multiple picture. This is one angle that kind of shows some of the items here. So I wanted to, you know, kind of express some disappointment in what's happening along, or in our city, along our kind of major corridors, this 120th, which is you know, an entrance to our city. And it kind of sets the precedence on what we expect our city to be like. And you know, what we allow to happen along our, rights of way and in public, places. And I hope that the city council would agree with me that seeing that is pretty unacceptable, especially for it to be around for five days in the same place. So I know we talked about TV bans and we didn't want to move forward, with that, but I would, so we did look at some other options.

And I know I think in our next, council meeting, we're going to be approving a resolution related to changing the language in that, in that ordinance, around like parts of space and city property. One thing I might suggest is that we two things we maybe we can separate one for the immediate update is in our ordinance, can we add a new we have like structures being prohibited, but can we add that storage and shopping carts are prohibited? We get specific like that in that ordinance so that we don't have a storage site, created in our rights way and open space. So I know that's not like a, a full camping ban, but it is a maybe a specific language. We can add to, to update and really address reality, what's happening on our streets. Any thoughts from staff and council. So the ask is then to look at options for protecting right of way, in particular from a safety perspective. There's that's I think you I didn't bring that up. That's the second option I mentioned that one is updating the language to prevent not just any structures from being erected in, in public, property, but also to prevent specific, storage items like shopping carts and whatever personal effects are being used or being stored on site. And to be added to that ordinance, two things storage, public property and then right of way use. Right. And then for like like this where we're, we're literally blocking the use of property, via taxpaying citizens. How do we what can we incorporate that isn't for KP banks? I know, you know, among many council members, not a an appetite for that, we'll say. But we do need to do something to prevent this from being the norm in our city. Time and more. Well, then we need to do something about it. So let me add to that real quick.

So it is is it on the agenda for next week? No one's going to be on the agenda for next week. We, didn't we are going to have the, language prepared. So we actually have, move this to the March 31st council meeting is as where we have that ordinance, planned. So my suggestion, if council is okay with this is to leave that as planned for the March 31st meeting. In the meantime, do some research on what options we have, because from a legal standpoint, from a public safety standpoint, what options are available that make sense, that maybe even other cities have done it so that maybe on a future update, it may not be the 31st in time, because we have a lot on the agenda between now and then, and we're missing a meeting with the cities. So but to continue that conversation for I maybe a second update down the road, it'd be great. And I think again, this is to let's let's adjust the language to match the reality of the situation on the streets. And so if that's adjusting specific language around, again, let's add shopping carts, say a personal storage, make it a just short of a camping ban. So if we aren't doing that yet. So agreeing tonight is not to do that ordinance. It is to look at the options of what could be done and for a future discussion. Is Council okay with that. So were at that meeting I just I do have a question now. I am okay with that. My question is about what we see here. Is this is is this an issue of the ordinances aren't operating or we're having trouble enforcing violations that we're seeing right in front of us. We just haven't the capacity or the, been able to do it quickly. That's, I'd have to get some additional information. I do know that we did do some accelerated posting because this was in, and flood prone area.

And so I do believe that we, we, we did post, I don't know that, you know, the logistics in terms of how quickly we could get abatement, professionals out there and those kinds of things, but can certainly get a follow up report, sort of the, the sequence of events and the speed of response response. Yeah, yeah. So we we generally have some general, you know, notifications that we do to people to vacate, and then we do the formal posting, but we'll, we'll, we can get back and give a, a chronology of events on this one. Okay. Yeah. Just seeing as a neighbor creek and also batting open spaces, we have exact same problem. And often, it's being able to site violations in a timely way. You know, for example, the littering there, there's always a massive amount of littering. And we just went over last time. That is a violation of our code that we can take action on. So I just want to make sure that, yes, I'm, I'm also so willing to look at these other options, but we also need to make sure our enforcement capacity through dirty canvas is sufficient. Yes. Great point. Devin. Was your comment on this topic or do you have something else? Yeah. This topic, I definitely think we need to look into this more like my question. I guess this is more towards the this is it isn't a timing issue that we're seeing the influx of seeing more of this. To the councilman Salazar's point, she said she sees this all the time in Ward one. You know, to me that means that we need to do a more strict enforcement to make sure it doesn't happen anymore. Instead of being a 48 hour thing where there is be consequences behind.

So I think to that point, staff is going to look at options and timing to make sure that what we currently have is or is not working. And if we need to make adjustments specifically around safety, around right of way or storage. Yeah. Great. Thank you. And then I just had a quick third, thing, one thing I was hoping to do, I know we had, high schoolers graduating in May, and I was hoping that as part of that, we could introduce, or prepare to do some sort of, resolution to recognize some of the members, in the high schoolers that are going in that are enlisting in the military, even those that are getting like a service academy, appointment or an ROTC, scholarship, program substance. I think that the only thing I do so with that, I know we're only, like, two months out or so from when we want to do that in May. My question is, how do we how can we get find out who those, those students are? Within our city and how to like, is there a way that the staff could help? And if not, you know, like, I'm prepared to go direct, but I just wanted to make sure I'm not crossing any kind of normal, process that we might use to to reach students if we have direction from the council that you wish to do a resolution, we have to rely on the school districts. And I assume that is information perhaps the school districts have, but I don't I don't know. We can certainly reach out, to the school districts to understand that, that that's data that they're collecting. There. And I think it's two things. One is a resolution, which I think that would be easily done. If council is okay with doing a resolution, the other would be, having them in person to, to receive a copy of the resolution or something. And those are two separate items, right. Yeah. Be a great opportunity to recognize and invite, recognize, these students

at our May meeting, right before it looks in May. Typically, you have a lot of kids shipping off to boot camp right after that, high school graduation and even some kind of slide before for some of the recent graduates or early graduates. So I'd like to catch that group that's taking off. So, so we can try to do some research. I do want to manage expectations. Is is the goal here to work with our formal public school districts. So that probably the charter is many, many schools. So and I would think the resolution would be mean to be general, not name names, because we could miss somebody. Right. And then do a best effort to invite. Does that make sense? Yeah. Yeah. I mean the preponderance of the kids will come from our public school districts, but I mean, the connection like the route that I would take as well as to go to our local recruiting officers because they're going to have the connections all this good to make sure they're aware of, like what date we're going to do that in May, so that they can make sure they're because the families know that they come into council chambers for the presence of remote viewing. They have to link the but also the privacy concern. They may not want their names publicly stated too. So so there's a progressive rights resolution. We'll try to we can develop a communication plan as, as we can to get that information to people that might wish to attend. Yeah. So I think the first question is okay with the resolution. I have a plan. I don't think there's objection to the resolution at all. I don't think there is objection to any of them. It's just the practicality of being able to get it from there. Yeah. Great. Well, I'll, I'll take the lead on that. And of course, the last persistence were possible. And that is it. All right. John? Yes. Thank you. Yeah. To. Well, so I have two things now. First, what I do showed, so I know I've kind of read the ordinances, but do you have anything on shopping carts?

Yes, we have a program, to address. Okay. It's kind of a raucous target. I thought they had the locks, and I guess, you know, our homeless folks are. They're finding ways to be creative to disable those. So that's where I think. Right. Because I, I've had a situation that quite a while ago that, I was getting I was like, parked far away. Right. But then I was getting the target cart put loading in the cart, and then what? What does this. Because I was already out of their jurisdiction, and I had fun dragging it back to where it was supposed to be, but still. Okay, I just wanted to get clarification on that. So. And then secondly, I know, dance, you know, I had discussions and was during our orientations with, Devin and Drew and I, you know, about the the e-bikes and the motor bikes and scooters, you know, right around in our parks and on our sidewalks, like in a future planning session, I would like to have a conversation. And what the staff's doing so far about that. And what can we do to, like to add some teeth, if you will? I was in that last Friday trip. There was a young gentleman that was on his bike. Wasn't reckless though, but still going fast. Right. And it was like, so what some of these young folks are doing, I want to say, young folks, I like seeing kids right. They they have a helmet on, but then they have like GoPro camera. So what they're doing is they're going on Instagram or TikTok or YouTube to try and get likes and try to get, you know, fame and notoriety or whatnot. But then if they're on a sidewalk going like 40 miles an hour, they're very difficult to see whether you're in our parks or whether you're in our neighborhoods. So I would like to have a conversation about what can we do to strengthen our ordinances. What are like differences adds into it. So thank you, chair. Is yours on this? Yes. I thank you for bringing that up because I have, complete, I guess on 96 that they're just tearing up and down there and then they're going through that park

in terms of people already told me that they can see him. And here I need to do some, like if they ask us then to look into options for managing that specific situation. Yes. And happy that schedule a future planning session. We actually there is already some work being done to look at, education and outreach to parents and students and to also look at our ordinances, regulations. Much of the activity already is not permitted under law. So some of this is enforcement and education, but we are looking at if there are any gaps that we need to fill in that's done. That's a thank you, ma'am. Justin. Okay. I'm going to go quick. First one is pretty small. I received some concerns from a resident and three, actually about the construction that's going on in March here. Related to mud getting on Quebec Street. And, imagine that we have some kind of rules about that. So, you know, if we got to do with these kinds of things. So I just asking that we can have our, our team reach out to that construction site to make sure that they've, you know, while they're trying to get on the public road, happy to follow. The second one is about, the youth council. So I've been meeting with, one of the youth council leaders, just to get an idea of what's going on, going out to a lot of, events lately. So it's been interesting to learn about what's going on with the youth council that have to do a lot of projects in the charitable space, like, for example, playing together, safety kits for homeless. They help out with this Easter extravaganza. They do a lot of other things, and they're also partnering with Anythink Libraries Youth Council, I think. Well, one of the feedback that I heard from the leader is that, there's know we get a lot of interest from kids who come in early.

They lose interest pretty quickly. And he he suggested that, we look at ways to expand the program beyond the scope of Parks and recreation to include other, facets of municipal governance and so I would like to ask our staff to look at what our capacity is for the city manager's office that, you know, work with some, you know, close projects for the youth council, perhaps around, you know, registering young, younger teenagers, teenagers to vote or, you know, projects that could involve, city manager's office. I think that would be a one way to grow the council. And, another thing that would be helpful is if we can compare kind of our programing to some of our neighbors, this is what they do. And I think there is, you know, a lot of growing interest in many of these kids. We want to make sure that they're they're given as many opportunities as possible. So that'll be my ask if we can get a consensus on, just taking another look at youth council, what was opportunities there might be to in other parts of the city for historical reference? This is probably the first time since I've been on council. We've talked about it, and every time it's great. Every time the conversation is really good. And then when we get to the council, the youth council doesn't want to do anything. And so maybe it's time that maybe they have someone that's changed, that's added to it, that's ready to do it. But we have a lot of historical information that's been gathered over the years that would probably help as you're putting information together. One of the ideas had been actually to partner with Brighton's Youth council because they go to NLC and actually get them engaged that way. So it wasn't coming all on the city of Staunton to do it. And those on the youth council in Thornton could work with Brighton since they already have program in place. We just never got far enough because when it came down to it, it required

extra work on the youth council that they realized they didn't want to do in the moment. So I'm absolutely support. But reminding that they actually have to do part of it too. So but there is history there that might give us some more information. And then I think Brighton has a new coordinator for their youth council that might have additional information to happy to follow up. And I know and Elsie has some information also on the. That's good context. And I think maybe this new partnership with anything might lead to, you know, due to the Board of Pardons or, or something. But yeah, I'll make sure we mentioned that point fair to the youth council leader. Be like, hey, you got to get them motivated to get, you know, where they're teenagers. So that it terrify me. Yes. That's great. You're not that far away from dealing with it. It hasn't had some positive effect. Anyone else with discussion items? What about any legislative updates that we need to talk about? All right, we'll take a break in a moment, but we're going to go ahead and call to order the special meeting of the City Council. Can I please get a roll call your comment here. And I don't Councilmember algae here. Member to my Ella has been referred to as Mayor Martinez here. Morris here as member Russell here. Councilmembers. I wasn't here on this part of your Honor. Thank you. Before I ask for a motion for an executive session, can I get an overview of the purpose of the executive sessions? Yes. The first executive session is to answer a couple of questions that were raised during the emergency management, presentation. And then also, we, would like to vote with council a proposal to use, citizen information in our emergency management notification process.

Any other questions on that? Any questions? What would the motion be? Motion would be for an executive session pursuant Colorado Revised Statutes 24 6402 for B and D to confer with the City attorney, police, fire and emergency management staff for purposes of receiving legal advice and specialized details of security arrangements regarding risks and options for emergency management notifications and procedures. Can I get a motion as stated? So move and a second. Thank you. Any discussion? All in favor, please say yes. Yes, yes. Any opposed? Please say no. All right. Can you give us an overview of the second session? Yes. We've received an offer to purchase certain mineral interests owned by the city, and we'd like to discuss that offer with, city council in executive session, as allowed by law. Any questions? What would the motion be? The motion would be for an executive session pursuant to Colorado Revised Statutes 24 6402 for A, B, and E to discuss a potential lease, transfer, or sale of certain city owned mineral interest to Civitas Resources, Inc, receive legal advice on specific matters related thereto, and to determine positions relative to matters that may be subject to negotiations. Develop strategy for negotiations, and instruct negotiators regarding the potential lease, transfer or sell a city owned mineral rights. Can I get a motion as stated so move. Second. Thank you. All in favor, please say yes. Yes, yes. Any opposed? They say no. All right. We will move to executive session. Mayor, if there's anyone online, they can't participate in the I. And I think both of them were not here for the roll call. All right. We will move to exact session in just a moment. We'll take a quick break. Will we transfer the recording